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Project Report on operation management

Master of Business Administration (JECRC University)

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DECLARATION

I hereby declare that this project report entitled “Materials management in Autolight Glass Pvt. Ltd. Bharuch,
Gujrat” is a bonafide record of the project work carried out by myself during the academic year 2019-2020, in
partial fulfillment of the requirements for the award of POST GRADUATE DIPLOMA IN Material Management
course of MIT School of Distance Education, Pune.

This work has not been undertaken or submitted elsewhere in connection with any other academic course.

Ravindra Singh Panwar

Student id: - MIT2018N00856

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ACKNOWLEDGEMENT
I would like to take this opportunity to express my sincere thanks and gratitude to Mr. Mukul Gupta, Managing
Director, Autolight Glass Pvt. Ltd. Bharuch, Gujrat for giving me an opportunity to complete my project work in
the esteem organization and it has indeed been a great learning and enjoyable experience.
I would like to express my deep sense of gratitude and profound thanks to all staff members of Autolight Glass
Pvt. Ltd. Bharuch, Gujrat for their kind support and cooperation which helped me in gaining lots of knowledge
and experience to do my project work successfully.
I would like to acknowledge my sincere gratitude to Er. Ajay Sharma, Plant Manager, Autolight Glass Pvt. Ltd.
as my Project Guide for helping me in this project.
At last but not least, I am thankful to my Family and Friends for their moral support, endurance and
encouragement during the course of the project.

Ravindra Singh Panwar

Student id: - MIT2018N00856

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ABSTRACT

The Ceramic industry of India is a significant indicator of the development as it creates

investment opportunities. The opportunities are diminishing due to improper management. Cost
overrun is considered as the most important problems that encumber projects progress, since it
reduces the contractor's profit leading to enormous losses, and leaving the project in great
troubles. Material management is a critical element of the ceramic industry. The effective
materials management plan enhances an institutional master plan by filling in the gaps and
generating an environmentally liable and resourceful outcome. Materials management can deal
with planning and building design for the movement of materials, the acquisition of spare parts
and replacements, quality control in purchasing and ordering parts, and the standards involved in
ordering, shipping, and warehousing the required materials. Better construction management is
required for optimizing resources and maximizing productivity, efficiency and complete project
on time.

The Materials management is the management of systems or processes that create goods and/or
provide services. Operations are that part of a business organization that is responsible for
producing goods and/ or services. Functions and activities in operations include forecasting,
purchasing, inventory management, information management, quality assurance, scheduling,
production, distribution, delivery, and customer service. The Ceramics sector is the sector of the
economy made up of companies that specialize in products and services related Glass and
Ceramics products in market to fulfill the daily basic need of us. The quality in service
indicates growth and standard of the organization.

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Table of Contents

Sr. No. Chapters Page No.

1. Introduction to Material Management 01
2. Classification of Management 05
3. Theoretical Perspective 09
4. Organizational Profile 16
5. Objectives of the Study 19
6. Basics & Manufacturing of Glass 23
7. Store 36
8. Data Analysis and Interpretation 43
9. Outcomes And Findings 56
10. SWOT Analysis 59
11. Suggestions 62
12. Conclusions 63

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INTRODUCTION TO MATERIAL MANAGEMENT

Materials management is a process, through which a firm or company is supplied with goods and
services which it requires for succeeding in its goals of buying, movement of materials and
storing. Putting in the simplest terms materials management is about moving the materials within
an organization. What do “materials” mean? Materials can basically be defined as those objects
or things that are to be moved in order to produce goods. Material is one of the 5M’s that a
manager has at his command, the other being Men, Machine, Methods and Money. Materials
could be in the form of raw materials, paperwork, messages or information etc. So materials can
be both tangible and intangible. You see the newspaper boy delivering the newspaper to your
doorstep everyday or the milkman delivering the milk packets to you. These are tangible
materials. There is also some material moved when you watch a movie on your television or
when you receive a phone call. These are the intangible materials that are moved. So materials
management is an important function of every business. The better is the materials management
in a company the better is the health of that company.

The parameters related to materials management are as follows:

 Planning

 Storing

 Procuring

 Furnishing the appropriate material of true quality

 Coordinating production activities

 Scheduling production activities

Many industries buy the materials and do the following activities with them in a step by step
manner:

 Transport materials into a plant

 Transform materials into parts

 Gather parts into furnish goods

 Sell products or goods to customers

 Transport products to customers

 Materials management does the following activities for the materials requirements:

 Planning

 Inventory planning

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 Purchasing

 Storage

 Inventory control

 Supply of materials

 Transportation of materials Figure 1.1: Material Management

 Handling of materials

About twenty-five years ago, there wasn’t a strong competition in market and materials
management was not a vital part of an organization. At present, it is a vital activity of
management in production. Important functions of materials management are planning,
purchasing and controlling. The enhanced productivity is its aim and is used to perform the
following:

 To decrease the cost

 To enhance profitability

 In production streamline

 In proper utilization of materials

 In transportation

 In distribution

Materials Management is defined as a concept in an organization which plans and control

distinct materials, their supply, their flow from the stage of raw materials to the stage of finished
goods and handover goods to customers as per the needs of customers in right time.

This complete process involves the functions right from planning to marketing and material
management is responsible for all these activities.

History of Materials Management:

Materials management became a vital function of management and the department of materials
management was started at the time of World War I in the United States of America. The
advancement of principles of scientific management in the 20th century by F.W. Taylor
decreased the cost of production and proper utilization of materials was enhanced. Charles
baggage was known as “materials man” because of his book on an economy of manufacturing
and machinery which explains about the functions of purchasing. Between the years 1970 and
1999 materials management enhanced a lot.

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Objectives of Materials Management:

The objectives of materials management are of two types and those are as follows:

 Primary objectives

 Secondary objectives

Primary objectives: the primary objectives are as below:

 Planning about efficient materials

 Buying

 Receiving and procuring

 Storing of materials

 Inventory control

 Supply of materials

 Distribution of materials

 Assurance of quality

 Having a good supplier and customer relationship

 Enhanced departmental efficiency

Primary functions: primary functions of materials management are as follows:

 Materials requirement planning i.e. MRP

 Purchasing

 Inventory planning and control

 Ascertaining and Maintaining the Flow and Supply of Materials

 Quality Control of Materials

 Departmental Efficiency

Secondary objectives: there are many secondary objectives and few of them are as below:

 To make decisions

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 Scheduling of efficient production

 Make specifications of materials

 Make standardization of materials

 Assisting in design of product

 Assisting in development of product

 Quality control on purchased materials

 Handling of materials

 Availing value analysis

 Availing value engineering

 Advancing skills of workers in materials management

 Easy flow of materials in organization

 Easy flow of materials out of organization

 Apart from these objectives, there few other important objectives in a firm and those are as
follows:

 Enhancing sales via sales promotion

 Maximization of benefit

 Enhancement in service of customers

 Globalization of the sales of product

 Meeting the transformations in technology

 Having a good employer and employee relationship

 Decrease in manufacture cost and other costs

Secondary functions: secondary functions of materials management are as below:

 Standardization and Simplification

 Design and Development of the Product

 Make and Buy Decisions

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CLASSIFICATION OF MANAGEMENT

The Structure of the Organization with Materials Management as a Separate Function

A structure of the organization with materials management as a separate function is explained

with the aid of a diagram and it is as below:

Strategic
Manager

Materials
Manufacturing Marketing Finance
Management

Production,
Purchasing Planning & Control Distribution

Figure 2.1: Structure of Organization with Materials Management as a Separate Function

Department of materials management is required in a firm or organization to control and

coordinate various activities of materials management and its structure is as below:

Inventory Control
Manager

Purchasing
Control Manager
President of Materials
Enterprise Manager
Traffic Control
Manager

Production
Control Manager

Figure 2.2: Organization of Materials Management Department

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Management Levels
Most organizations have three management levels:
 Low-level managers;
 Middle-level managers
 Top-level managers.
These managers are classified in a hierarchy of authority, and perform different tasks. In many
organizations, the number of managers in every level resembles a pyramid.
Below, you’ll find the specifications of each level’s different responsibilities and their likely job titles.

Top-level managers
The board of directors, president, vice-president, and CEO are all examples of top-level managers.
These managers are responsible for controlling and overseeing the entire organization. They develop
goals, strategic plans, company policies, and make decisions on the direction of the business.
In addition, top-level managers play a significant role in the mobilization of outside resources.
Top-level managers are accountable to the shareholders and general public.

Middle-level managers
General Managers, branch managers, and department managers are all examples of middle-level
managers. They are accountable to the top management for their department’s function.
Middle-level managers devote more time to organizational and directional functions than top-level
managers. Their roles can be emphasized as:
 Executing organizational plans in conformance with the company’s policies and the objectives of
the top management;
 Defining and discussing information and policies from top management to lower management;
and most importantly
 Inspiring and providing guidance to low-level managers towards better
performance. Some of their functions are as follows:
 Designing and implementing effective group and intergroup work and information systems;
 Defining and monitoring group-level performance indicators;
 Diagnosing and resolving problems within and among work groups;
 Designing and implementing reward systems supporting cooperative behavior.

Low-level managers
Supervisors, section leads, and foremen are examples of low-level management titles. These managers
focus on controlling and directing.
Low-level managers usually have the responsibility of:
 Assigning employees tasks;
 Guiding and supervising employees on day-to-day activities;
 Ensuring the quality and quantity of production;
 Making recommendations and suggestions; and
 Up channeling employee problems.
Also referred to as first-level managers, low-level managers are role models for employees. These
managers provide:
 Basic supervision;
 Motivation;
 Career planning;
 Performance feedback; and
 Staff supervision.

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Upper
Management

Middle Management

Lower-Level Management

Figure 2.3: Hierarchical view of management

Functions of Management
Management has been described as a social process involving responsibility for economical and effective
planning & regulation of operation of an enterprise in the fulfillment of given purposes. It is a dynamic
process consisting of various elements and activities. These activities are different from operative
functions like marketing, finance, purchase etc. Rather these activities are common to each and every
manger irrespective of his level or status.

Planning
It is the basic function of management. It deals with chalking out a future course of action & deciding in
advance the most appropriate course of actions for achievement of pre-determined goals. According to
KOONTZ, “Planning is deciding in advance - what to do, when to do & how to do. It bridges the gap
from where we are & where we want to be”. A plan is a future course of actions. It is an exercise in
problem solving & decision making. Planning is determination of courses of action to achieve desired
goals. Thus, planning is a systematic thinking about ways & means for accomplishment of pre-
determined goals. Planning is necessary to ensure proper utilization of human & non-human resources. It
is all pervasive, it is an intellectual activity and it also helps in avoiding confusion, uncertainties, risks,
wastages etc.

Organizing
It is the process of bringing together physical, financial and human resources and developing productive
relationship amongst them for achievement of organizational goals. According to Henry Fayol, “To
organize a business is to provide it with everything useful or its functioning i.e. raw material, tools,
capital and personnel’s”. To organize a business involves determining & providing human and non-
human resources to the organizational structure. Organizing as a process involves:
 Identification of activities
 Classification of grouping of activities
 Assignment of duties
 Delegation of authority and creation of responsibility
 Coordinating authority and responsibility relationships

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Staffing
It is the function of manning the organization structure and keeping it manned. Staffing has assumed
greater importance in the recent years due to advancement of technology, increase in size of business,
complexity of human behavior etc. The main purpose o staffing is to put right man on right job i.e. square
pegs in square holes and round pegs in round holes. According to Kootz & O’Donell, “Managerial
function of staffing involves manning the organization structure through proper and effective selection,
appraisal & development of personnel to fill the roles designed un the structure”. Staffing involves:
 Manpower Planning (Recruitment, Selection & Placement)
 Training & Development.
 Remuneration.
 Performance Appraisal.
 Promotions & Transfer.
Directing
It is that part of managerial function which actuates the organizational methods to work efficiently for
achievement of organizational purposes. It is considered life-spark of the enterprise which sets it in
motion the action of people because planning, organizing and staffing are the mere preparations for doing
the work. Direction is that inert-personnel aspect of management which deals directly with influencing,
guiding, supervising, motivating sub-ordinate for the achievement of organizational goals. Direction has
following elements:
 Supervision
 Motivation
 Leadership
 Communication
Supervision- implies overseeing the work of subordinates by their superiors. It is the act of watching &
directing work & workers.

Motivation- means inspiring, stimulating or encouraging the sub-ordinates with zeal to work. Positive,
negative, monetary, non-monetary incentives may be used for this purpose.

Leadership- may be defined as a process by which manager guides and influences the work of
subordinates in desired direction.

Communications- is the process of passing information, experience, opinion etc from one person to
another. It is a bridge of understanding.

Controlling
It implies measurement of accomplishment against the standards and correction of deviation if any to
ensure achievement of organizational goals. The purpose of controlling is to ensure that everything occurs
in conformities with the standards. An efficient system of control helps to predict deviations before they
actually occur. Controlling is the process of checking whether or not proper progress is being made
towards the objectives and goals and acting if necessary, to correct any deviation. And also Controlling is
the measurement & correction of performance activities of subordinates in order to make sure that the
enterprise objectives and plans desired to obtain them as being accomplished”. Therefore controlling has
following steps:
 Establishment of standard performance
 Measurement of actual performance
 Comparison of actual performance with the standards and finding out deviation, if any
 Corrective action

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THEORETICAL PERSPECTIVE

The scope of Materials management ranges across the organization. Materials management
people are involved in product and service design, process selection, selection and management
of technology, design of work systems, location planning, facilities planning, and quality
improvement of the organization’s products or services.

The operations function includes many interrelated activities, such as forecasting, capacity
planning, scheduling, managing inventories, assuring quality, motivating employees, deciding
where to locate facilities, and more. We can use an airline company to illustrate a service
organization’s operations system. The system consists of the airplanes, airport facilities, and
maintenance facilities, sometimes spread out over a wide territory.

The activities include:

 Forecasting such things as weather and landing conditions, seat demand for
flights, and the growth in air travel.
 Capacity planning, essential for the airline to maintain cash flow and make a
reasonable profit. (Too few or too many planes, or even the right number of planes but in
the wrong places, will hurt profits.)
 Facilities and layout, important in achieving effective use of workers and
equipment.
 Scheduling of planes for flights and for routine maintenance; scheduling of pilots
and flight attendants; and scheduling of ground crews, counter staff, and baggage
handlers.
 Managing inventories of such items as foods and beverages, first-aid equipment,
in flight magazines, pillows and blankets, and life preservers.
 Assuring quality, essential in flying and maintenance operations, where the
emphasis is on safety, and important in dealing with customers at ticket counters, check-
in, telephone and electronic reservations, and curb service, where the emphasis is on
efficiency and courtesy.
 Motivating and training employees in all phases of operations.
 Locating facilities according to managers’ decisions on which cities to provide
service for, where to locate maintenance facilities, and where to locate major and minor
hubs.

The operations function consists of all activities directly related to producing goods or
providing services. Hence, it exists both in manufacturing and assembly operations, which are
goods-oriented, and in areas such as health care, transportation, food handling, and retailing,
which are primarily service-oriented.

A number of other areas are part of, or support, the operations function. They include
purchasing, industrial engineering, distribution, and maintenance.

 Purchasing has responsibility for procurement of materials, supplies, and

equipment. Close contact with operations is necessary to ensure correct quantities and
timing of purchases. The purchasing department is often called on to evaluate vendors for
quality, reliability, service, price, and ability to adjust to changing demand. Purchasing is
also involved in receiving and inspecting the purchased goods.
 Industrial engineering is often concerned with scheduling, performance
standards, work methods, quality control, and material handling.
 Distribution involves the shipping of goods to warehouses, retail outlets, or final

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customers.
 Maintenance is responsible for general upkeep and repair of equipment, buildings
and grounds, heating and air-conditioning; removing toxic wastes; parking; and perhaps
security.

Operations also interact with other functional areas of the organization, including legal,
management information systems (MIS), accounting, personnel/human resources, and public
relations.

The legal department must be consulted on contracts with employees, customers, suppliers, and
transporters, as well as on liability and environmental issues.

Accounting supplies information to management on costs of labor, materials, and overhead, and
may provide reports on items such as scrap, downtime, and inventories.

Management information systems (MIS) is concerned with providing management with the
information it needs to effectively manage. This occurs mainly through designing systems to
capture relevant information and designing reports. MIS is also important for managing the
control and decision-making tools used in Materials management.

The personnel or human resources department is concerned with recruitment and training of
personnel, labor relations, contract negotiations, wage and salary administration, assisting in
manpower projections, and ensuring the health and safety of employees.

Public relations have responsibility for building and maintaining a positive public image of the
organization. Good public relations provide many potential benefits. An obvious one is in the
marketplace. Other potential benefits include public awareness of the organization as a good
place to work (labor supply), improved chances of approval of zoning change requests,
community acceptance of expansion plans, and instilling a positive attitude among employees.

Materials management and Decision Making

The chief role of an operations manager is that of planner/decision maker. In this capacity, the
operations manager exerts considerable influence over the degree to which the goals and
objectives of the organization are realized.

Most decisions involve many possible alternatives that can have quite different impacts on costs
or profits. Consequently, it is important to make informed decisions.

Materials management professionals make a number of key decisions that affect the entire
organization. These include the following:

What: What resources will be needed, and in what amounts?

When: When will each resource be needed? When should the work be scheduled? When should
materials and other supplies be ordered? When is corrective action needed?

Where: Where will the work be done?

How: How will the product or service be designed? How will the work be done (organization,
methods, equipment)? How will resources be allocated?

Who: Who will do the work?

Models

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A model is an abstraction of reality, a simplified representation of something. For example, a

child’s toy car is a model of a real automobile. It has many of the same visual features (shape,
relative proportions, and wheels) that make it suitable for the child’s learning and playing. But
the toy does not have a real engine, it cannot transport people, and it does not weigh 2,000
pounds.

Other examples of models include automobile test tracks and crash tests; formulas, graphs and
charts; balance sheets and income statements; and financial ratios. Common statistical models
include descriptive statistics such as the mean, median, mode, range, and standard deviation, as
well as random sampling, the normal distribution, and regression equations. Models are
sometimes classified as physical, schematic, or mathematical:

Physical models look like their real-life counterparts. Examples include miniature cars, trucks,
airplanes, toy animals and trains, and scale-model buildings. The advantage of these models is
their visual correspondence with reality.

Schematic models are more abstract than their physical counterparts; that is, they have less
resemblance to the physical reality. Examples include graphs and charts, blueprints, pictures, and
drawings. The advantage of schematic models is that they are often relatively simple to construct
and change. Moreover, they have some degree of visual correspondence.

Mathematical models are the most abstract: They do not look at all like their real-life
counterparts. Examples include numbers, formulas, and symbols. These models are usually the
easiest to manipulate, and they are important forms of inputs for computers and calculators.

Quantitative Approaches

Quantitative approaches to problem solving often embody an attempt to obtain mathematically

optimal solutions to managerial problems.

Linear programming and related mathematical techniques are widely used for optimum
allocation of scarce resources.

Queuing techniques are useful for analyzing situations in which waiting lines form. Inventory
models are widely used to control inventories. Project models such as PERT (program evaluation
and review technique) and CPM (critical path method) is useful for planning, coordinating, and
controlling large-scale projects.

Forecasting techniques are widely used in planning and scheduling. Statistical models are
currently used in many areas of decision making.
In large measure, quantitative approaches to decision making in Materials management (and in
other functional business areas) have been accepted because of calculators and computers
capable of handling the required calculations.

Computers have had a major impact on Materials management. Moreover, the growing
availability of software packages for quantitative techniques has greatly increased management’s
use of those techniques.

Although quantitative approaches are widely used in Materials management decision making, it
is important to note that managers typically use a combination of qualitative and quantitative
approaches, and many important decisions are based on qualitative approaches.

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Key Issues for Today’s Business Operations

There are a number of issues that are high priorities of many business organizations. Although
not every business is faced with these issues, many are. Chief among the issues are the
following:

Economic conditions: The lingering recession and slow recovery in various sectors of the
economy has made managers cautious about investment and rehiring workers that had been laid
off during the recession.

Innovating: Finding new or improved products or services are only two of the many possibilities
that can provide value to an organization. Innovations can be made in processes, the use of the
Internet, or the supply chain that reduce costs, increase productivity, expand markets, or improve
customer service.

Quality problems: The numerous operations failures mentioned at the beginning of the chapter
underscore the need to improve the way operations are managed. That relates to product design
and testing, oversight of suppliers, risk assessment, and timely response to potential problems.

Risk management: The need for managing risk is underscored by recent events that include the
crisis in housing, product recalls, oil spills, and natural and man-made disasters, and economic
ups and downs. Managing risks starts with identifying risks, assessing vulnerability and potential
damage (liability costs, reputation, demand), and taking steps to reduce or share risks.

Competing in a global economy: Low labors cost in one-third world countries has increased
pressure to reduce labor costs. Companies must carefully weigh their options, which include
outsourcing some or all of their operations to low-wage areas, reducing costs internally,
changing designs, and working to improve productivity

Ethical Conduct
Operations managers, like all managers, have the responsibility to make ethical decisions.
Ethical issues arise in many aspects of Materials management, including

Financial statements: accurately representing the organization’s financial condition.

Worker safety: providing adequate training, maintaining equip meant in good working
condition, maintaining a safe working environment.

Product safety: providing products that minimize the risk of injury to users or damage to
property or the environment.

Quality: honoring warranties, avoiding hidden defects.

The environment: not doing things that will harm the environment.

The community: being a good neighbor.

Hiring and firing workers: avoiding false pretenses (e.g., promising a long-term job when that
is not what is intended).

Closing facilities: taking into account the impact on a community, and honoring commitments
that have been made.

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Workers’ rights: respecting workers’ rights, dealing with workers’ problems quickly and fairly

Materials management for Service Providers:

Though the primary function of both manufacturers and service providers is to satisfy customer
needs, there are several important differences between the two types of operations. Let’s focus
on three of them:
 Intangibility: Manufacturers produce tangible products—things that can be touched or
handled, such as automobiles and appliances. Service companies provide intangible
products, such as banking, entertainment, or education.
 Customization: Most manufactured goods are standardized. Services, by contrast, are
often customized to satisfy the specific needs of a customer. For example, when you go
to the hairdresser, you ask for a haircut that looks good on you because of the shape of
your face and the texture of your hair.
 Customer contact: You could spend your entire working life assembling cars in Detroit
and never meet a customer who bought a car that you helped to make. But if you were a
restaurant server, you’d interact with customers every day. In fact, their satisfaction with
your product would be determined in part by the service that you provided. Unlike
manufactured goods, many services are bought and consumed at the same time.

Operations Planning
When starting or expanding operations, businesses in the service sector must make a number of
decisions quite similar to those made by manufacturers:
 What services (and perhaps what goods) should they offer?
 Where will they locate their business, and what will their facilities look like?
 How will they forecast demand for their services?

Managing Operations
Overseeing a service organization puts special demands on managers, especially those running
firms, such as hotels, retail stores, and restaurants, who have a high degree of contact with
customers.

Service firms provide customers with personal attention and must satisfy their needs in a timely
manner. This task is complicated by the fact that demand can vary greatly over the course of any
given day.

Managers, therefore, must pay particular attention to employee work schedules and, in many
cases, inventory management.

Inventory Control
Businesses that provide both goods and services, such as retail stores and auto-repair shops, have
the same inventory control problems as manufacturers: keeping levels too high costs money,
while running out of inventory costs sales.

Technology, such as the point-of-sale registers used at BK, makes the job easier. BK’s system

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tracks everything sold during a given time and lets each store manager know how much of
everything should be kept in inventory. It also makes it possible to count the number of burgers
and buns, bags and racks of fries, and boxes of beverage mixes at the beginning or end of each
shift. Because there are fixed numbers of supplies, employees simply count boxes and multiply.
In just a few minutes, the manager knows whether the inventory is correct (and should be able to
see if any theft has occurred on the shift).

Quality Management
Total quality management (TQM), or quality assurance, includes all the steps that a
company takes to ensure that its goods or services are of sufficiently high quality to meet
customers’ needs. Generally speaking, a company adheres to TQM principles by focusing
on three tasks:
 Customer satisfaction
 Employee involvement
 Continuous improvement

Customer Satisfaction

Companies that are committed to TQM understand that the purpose of a business is to generate a
profit though customer satisfaction. Thus, they let their customers define quality by identifying
desirable product features and then offering them. They encourage customers to tell them how to
offer services that work the right way.

Employee Involvement

Successful TQM requires that everyone in the organization, not simply upper-level management,
commits to satisfying the customer. When customers wait too long at a drive through window,
it’s the responsibility of a number of employees, not the manager alone.

A defective DVD isn’t solely the responsibility of the manufacturer’s quality control department;
it’s the responsibility of every employee involved in its design, production, and even shipping.

To get everyone involved in the drive for quality assurance, managers must communicate the
importance of quality to subordinates and motivate them to focus on customer satisfaction.
Employees have to be properly trained not only to do their jobs but also to detect and correct
quality problems.

Continuous Improvement

An integral part of TQM is continuous improvement: the commitment to making constant

improvements in the design, production, and delivery of goods and services.

Improvements can almost always be made to increase efficiency, reduce costs, and improve
customer service and satisfaction. Everyone in the organization is constantly on the lookout for
ways to do things better

Outsourcing

Outsourcing is an increasingly popular strategy that healthcare organizations can use to control
the rising costs of providing services. With outsourcing, an external contractor assumes
responsibility for managing one or more of a healthcare organization's business, clinical, or

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hospitality services. Because the contractor specializes in providing a specific service and can
achieve economies of scale, he/she may be able to provide a service more efficiently and less
expensively than the healthcare organization.

Outsourcing services peripheral to the organization's primary operations may also enable
healthcare administrators and staff to concentrate more efficiently on their organization's core
business.

Outsourcing is an increasingly popular strategy that healthcare organizations can use to control the rising
costs of providing services. With outsourcing, an external contractor assumes responsibility for managing
one or more of a healthcare organization's business, clinical, or hospitality services. Because the
contractor specializes in providing a specific service and can achieve economies of scale, he/she may be
able to provide a service more efficiently and less expensively than the healthcare organization.

Outsourcing services peripheral to the organization's primary operations may also enable
healthcare administrators and staff to concentrate more efficiently on their organization's core
business.

Outsourcing benefits and costs

 The business case for outsourcing varies by situation, but the benefits of outsourcing
often include one or more of the following:
 lower costs (due to economies of scale or lower labor rates)
 increased efficiency
 variable capacity
 increased focus on strategy/core competencies
 access to skills or resources
 increased flexibility to meet changing business and commercial conditions
 accelerated time to market
 lower ongoing investment in internal infrastructure
 access to innovation, intellectual property, and thought leadership
 possible cash influx resulting from transfer of assets to the new provider

Some of the risks of outsourcing include:

 slower turnaround time
 lack of business or domain knowledge
 language and cultural barriers
 lack of control

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ORGANIZATIONAL PROFILE

Autolight Glass PVT. LTD. it is the company which manufactures the products likes Glaze Frits
and Ceramic glaze composites, since 2010 and has come a long way from its beginnings. It was
started by Mr. Shubhaschandra Gupta and now is handled by Mr. Mukul Gupta and Mr. Amit
Gupta.

Auto Light Glass offers a wide range of ceramic frits for single-firing temperatures (1100℃ -
1160℃). Made with the highest quality raw materials, and subjected to constant, precise tests. They
range includes glossy frits (transparent and white)

A frit is a ceramic composition that has been fused in a special fusing oven, quenched to form a
glass, and granulated. Frits form an important part of the batches used in compounding enamels and
ceramic glazes; the purpose of this pre-fusion is to render any soluble and/or toxic components
insoluble by causing them to combine with silica and other added oxides.

AUTOLIGHT GLASS PVT. LTD. is very keen & strict about the quality production & quality
parameters, for which below mentioned points are key strength of our company:
Environment friendly production procedure as we use natural gas as fuel.
Fully automated batching plant – resulting to quality & efficient production which again help in
maintain working environment dust free.
Pre-size auto batching system
Environment friendly production procedure as we use natural gas as fuel.
Well-organized structure with good working environment and friendly, co-operative customer
satisfaction oriented staff.
Well equipped lab facility to control each inward raw material parameters & quality control
facilities to take care of final frit production quality.
Dedicate to R&D team to come up with innovative products.

Products of Autolight Glass Pvt. Ltd. are

1)Frits
a. Engobe
i) High Thermal (H.T.)
ii) Low Thermal (L.T.)
b. Glaze Frit
i) Opaque
ii) Transparent
iii) Matt

2)Composite Glaze

3)Quality China Clay

4)Imported Ukraine Kaolin

5)Grits / Granila

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Strengths Of Autolight Glass

Quality Policy
Quality control is maintained all over the production process at different stages right from the
procurement of raw materials till the finished product by the team with great expertise in their
respective fields. Being technologically sound we are able to maintain our quality and better
compete by continuously improving the products.
Also, our policy is to keep significant provision of investment for improving our installations and
technological equipment. We maintain an up-to-date and well-equipped facility for advance
research and developments. Our technical teams are continuously working on innovation of new
products and keeping the needs of the market & clients to make necessary changes in products.

Manufacturing Facilities
Manufacturing facilities includes huge infrastructure that supports large manufacturing and provides
with storage space for raw material and also the finished products.
Our manufacturing facility includes well designed and advanced Tilting type Continuous Furnaces
as well as Rotary Furnaces which works on higher which ensures best quality without
contamination. These furnaces are well automated with electronically controlled temperatures. To
support us for most economically raw materials, we have shuttle kiln.

Management Team:

DIRECTOR

PLANT MANAGER

STORE MANAGER MARKETING HEADOPERATING MANAGER

RnD ACCOUNTS HR

ELECTRICAL

BATCH & FURNACE MANAGER

Figure 4.1 flowchart of the management team of company

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Our Management Team

Director: - Mr. Amit Gupta
Managing Director: - Mr.Mukul Gupta
Plant Manager: - Er. Ajay Sharma
Store Manager: - Mr. Yagnesh ji
RnD Department: - Er. RS kumar
Accounts: - Mr. Gafar Khan
HR: - Mr. Gunjan ji
Batch & Furnace Manager: - Er. Jagdish ji
Maintenance Head: - Mr. Ahmed Khan
Electrical Head: - Mr. Jayesh

Products
We are providing best products in the ceramics field with our great team and their hard work.
Our products are
 Frits
 Engobe
 Glaze Frit
 Composite Glaze
 Quality China Clay
 Imported Ukraine Kaolin
 Grits / Granila

Service Profile

One of the first steps to providing excellent service to your customers is hiring an excellent service team.
Hire people who are experienced both in your industry and in providing customer support.
Collect information about each customer during the initial phases of their buyer journey, even if it’s just
simple personal facts like where their favorite vacation spot is or what kinds of pets they have. Use this
information to provide a more personal touch to your communication with customers.
If a customer has to jump through hoops to find a solution to their problem, you can bet that by the end of
the experience, they won’t be happy. Don’t guide customers through how to resolve problems
themselves; do it for them. Positive customer experiences fuel sustainable business growth by boosting
your retention rate. But to create great experiences, companies need to commit to continuous support.
We are also hear each and every query of our customer companies and can also take minor changes in
particular stock of that products according to demand of customer companies.
Our executives are also visits at our customer companies and in market for taking the feedback and
problems faced by our customers, if any.
Quality control is maintained all over the production process at different stages right from the
procurement of raw materials till the finished product by the team with great expertise in their respective
fields. Being technologically sound we are able to maintain our quality and better compete by
continuously improving the products.

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OBJECTIVES OF THE STUDY

The main objective of this study is to understand the functioning of various departments in, the origin
growth and development, the present status future prospects of the Autolight Glass PVT. LTD.

The study also helps to identify the specific management problems and to come out with the possible
solutions and recommendations.

The overall objectives of the study

 To study the organization structure.
 To know the different functions of all the departments.
 To know the responsibilities of top management and how to execute.
 To know the basics about the glass and its manufacturing.
 To analysis the data obtained.
 To analyze the organization using SWOT analysis.
 Suggestions to improve.

OBJECTIVES AND ADVANTAGES OF MANAGEMENT IN AN

ORGANIZATION:
 Materials Management has several core objectives and many secondary objectives. The core
objectives of material management are:
 Proper cost effective material
 Procurement
 Proper storage of materials so as to minimize wastages and material hold ups.
 Making available the material timely.

A good material management system will keep up to data records of all the information generated
in it, preferably using a computer-based system.
In addition to these primary objectives a materials management system indirectly fulfills many
secondary objectives also. These secondary objectives are normally related to the functions of a
material management system. Some of these secondary objectives are:·
 Identifying new or better sources of supply
 Development and sustenance of relationships with the vendors
 Creating a standardized quality of the products
 Performing the value analysis of inventory. This can be related to the cost of materials.
 Creating a smooth flow of materials and information among the various sections of material
management system.
 The material management system works under the broad basic objectives of an organization that is
“maximum profit with sustained growth and research, satisfied customers and staff of the
organization”. The material management supports this objective by providing support through:
 Continuity of supply by maintaining a uniform flow of materials,
 Reducing the costs of materials purchased and handling by using scientific techniques and electronic
tools. The use of scientific tools and techniques for materials and information management.
 Minimizing holdups of working capital and performing effective inventory control.
 Releasing working capital by ensuring effective control over inventories.

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 Providing high quality at the lowest price.

 Development of better relationships with customers and suppliers.

Material Management has been variously known as Industrial Management, Management Science,
peration Research, Production management and Production and Operation Management. The concepts
associated with Material Management, perhaps, have their roots embedded in the development of early
organizations.

The class of problems represented by Material Management came in the era after Industrial Revolution.
This was a period of radical changes. People got replaced by machines and water and mule power
replaced human muscular efforts. These developments changed the nature of production.

Operations are that part of a business organization that is responsible for producing goods and/ or
services. Goods are physical items that include raw materials, parts, subassemblies such as motherboards
that go into computers, and final products such as cell phones and automobiles. Services are activities that
provide some combination of time, location, form, or psychological value. Examples of goods and
services are found all around you. Every book you read, every video you watch, every e-mail you send,
every telephone conversation you have, and every medical treatment you receive involves the operations
function of one or more organizations. So does everything you wear, eat, travel in, sit on, and access the
Internet with.

The operations function in business can also be viewed from a more far-reaching perspective: The
collective success or failure of companies’ operations functions has an impact on the ability of a nation to
compete with other nations, and on the nation’s economy. The ideal situation for a business organization
is to achieve a match of supply and demand. Having excess supply or excess capacity is wasteful and
costly; having too little means lost opportunity and possible customer dissatisfaction. The key functions
on the supply side are operations and supply chains, and sales and marketing on the demand side.

While the operations function is responsible for producing products and/or delivering services, it needs
the support and input from other areas of the organization. Business organizations have three basic
functional areas: finance, marketing, and operations. It doesn’t matter whether the business is a retail
store, a hospital, a manufacturing firm, a car wash, or some other type of business; all business
organizations have these three basic functions.

Finance is responsible for securing financial resources at favorable prices and allocating those resources
throughout the organization, as well as budgeting, analyzing investment proposals, and providing funds
for operations. Marketing and operations are the primary, or “line,” functions. Marketing is responsible
for assessing consumer wants and needs, and selling and promoting the organization’s goods or services.

Operations are responsible for producing the goods or providing the services offered by the organization.
To put this into perspective, if a business organization were a car, operations would be its engine. And
just as the engine is the core of what a car does, in a business organization, operations are the core of what
the organization does.

Materials management is responsible for managing that core. Hence, Materials management is the
management of systems or processes that create goods and/or provide services. Operations and supply
chains are intrinsically linked and no business organization could exist without both. A supply chain is the
sequence of organizations—their facilities, functions, and activities—that are involved in producing and
delivering a product or service.

The sequence begins with basic suppliers of raw materials and extends all the way to the final customer.

Facilities might include warehouses, factories, processing centers, offices, distribution centers, and retail
outlets. Functions and activities include forecasting, purchasing, inventory management, information

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management, quality assurance, scheduling, production, distribution, delivery, and customer service. The
value of the product increases as it moves through the supply chain.

The fundamental objectives of the Materials Management function, often called the famous 5 R’s of
Materials Management, are acquisition of materials and services:
1. of the right quality
2. in the right quantity
3. at the right time
4. from the right source
5. at the right price

From the management point of view , the key objectives of MM are :

 To buy at the lowest price, consistent with desired quality and service.
 To maintain a high inventory turnover, by reducing excess storage, carrying costs and inventory
losses occurring due to deteriorations, obsolescence and pilferage.
 To maintain continuity of supply, preventing interruption of the flow of materials and services to
users.
 To maintain the specified material quality level and a consistency of quality that permits efficient
and effective operation.
 To develop reliable alternate sources of supply to promote a competitive atmosphere in
performance and pricing.
 To minimize the overall cost of acquisition by improving the efficiency of operations and
procedures.
 To hire, develop, motivate and train personnel and to provide a reservoir of talent.
 To develop and maintain good supplier relationships in order to create a supplier attitude and
desire furnish the organization with new ideas, products, and better prices and service.
 To achieve a high degree of cooperation and coordination with user departments.
 To maintain good records and controls those provides an audit trail and ensure efficiency and
honesty.
 To participate in Make or Buy decisions.

Materials Management thus can be defined as that function of business that is responsible for the
coordination of planning, sourcing, purchasing, moving, storing and controlling materials in an optimum
manner so as to provide service to the customer, at a pre-decided level at a minimum cost.

The broad Materials function has the following as identified and interlinked sub functions:

Materials planning and control:

Materials required for any operation are based on the sales forecasts and production plans.
Planning and control is done for the materials taking into account the materials not available for the
operation and those in hand or in pipe line.
This involves estimating the individual requirements of parts, preparing materials budget, forecasting the
levels of inventories, scheduling the orders and monitoring the performance in relation to production and
sales.

Purchasing: Basically, the job of a materials manager is to provide, to the user departments right material
at the right time in right quantity of right quality at right price from the right source.

To meet these objectives the activities undertaken include selection of sources of supply, finalization of
terms of purchase, placement of purchase orders, follow up, maintenance of relations with vendors,
approval of payments to vendors, evaluating, rating and developing vendors.

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Stores: Once the material is delivered, its physical control, preservation, minimization of obsolescence
and damage through timely disposal and efficient handling, maintenance of records, proper locations and
stocking is done in Stores.

Inventory control: One of the powerful ways of controlling the materials is through Inventory control.
It covers aspects such as setting inventory levels, doing various analyses such as ABC, XYZ, etc. fixing
economic order quantities (EOQ), setting safety stock levels, lead time analysis and reporting.

Materials Management’s scope:

The scope is vast. Its sub-functions include Materials planning and control, Purchasing, Stores and
Inventory Management besides others.
Basically, under its scope are :
 emphasis on the acquisition aspect
 inventory control and stores management
 material logistics, movement control and handling aspect
 purchasing, supply , transportation , materials handling etc
 supply management or logistics management
 all the interrelated activities concerned with materials

Materials management can thus also be defined as a joint action of various materials activities directed
towards a common goal and that is to achieve an integrated management approach to planning, acquiring,
processing and distributing production materials from the raw material state to the finished product state.
In its process of managing, materials management has such sub fields as inventory management, value
analysis, receiving, stores and management of obsolete, slow moving and non moving items. The various
activities represent these four functions:
 Planning and control
 Purchasing
 Value analysis and
 Physical distribution

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BASICS & MANUFACTURING OF GLASS

Basics about project:

Glass is an important engineering material, because of its certain physical and chemical properties.
According to basic principles of physics, the glass is hard, brittle, amorphous, transparent, super
cooled liquid having very viscosity.
Chemically glass can be defined as a completely vitrified solid solution of oxides, formed by rapid
cooling a previously molten mass of the salts.
It is not a true solid as it does not possess sharp melting point, definite formula or crystalline.
Within certain limits a glass may be represented as –
xR2O, yMO. 6SiO2 where,
R=atom of monovalent alkali metals like Na, K etc. M is an atom of bivalent metal like Ca, Pd,
Zn, etc.
X and y are whole numbers.

RAW MATERIALS:-
The following raw materials are used in the manufacture of glass:
(1). Silica (SiO2): Silica is normally added as a sand of fine particles (since if particles are too
coarse, they may prevent reaction or decrease reaction rate). It should be free from impurities (like
fe2O3; which acts as a coloring agent) and organic substances.

(2). Compounds of alkali Metals (Na/ K):

(a) Soda ash (Na2CO3): It is the source of Na2O to prepare soft glass. Other sources of
Na2O are sodium nitrate (NaNO2), sodium sulphate (Na2SO4). K2CO3 it is the source of
K2O are added to provide alkali oxides (Na2O or K2O).
(b) Feldspar (K2O.Al2O3.6H2O) - It is another source of K2O to prepare hard and superior
glass.

(3). Compounds of alkaline earth metals (Ca/Ba): calcium comes from calcium oxide and
limestone. Dolomite may be also used as a substitute of limestone. The alkaline earth metals oxides
like CaO make the glass resistant to water, chemicals and weather change. Barium is also added
when glass of high refractive index is needed.

(4). Red Lead (Pb3O4) or Litharge (PbO): It is a source of PbO. The later is more suitable due to
its high oxygen content PbO increase the refractory index and electrical resistance of glass.

(5). Zinc oxide (ZnO): CaO or PbO is replace by ZnO along with boric acid and borax
(Na2B4O7.10H2O) which decreases the effect of sudden change in temperature and therefore also
decrease the expansion coefficient.

(6). Phosphoric acid (P2O5): Its gives brightness to table ware glasses.

(7). Calcium Phosphate [Ca3(PO4)2]: this added only when opalescent glass is to manufacture. In
such cases antimony and arsenic oxides are also added.

(8). Refining Agents: The refining agents are mixed with the raw materials (batch) for the removal
small gas bubbles from the glass. NaCl, Wood, carbon, CaF2, etc are normally used as refining
agents.

(9). Coloring Agents: These materials which are added to the molten mass during the manufacture

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of the colored glasses.

Example - chromium oxide, calcium oxide, magnesium dioxide, uranium, etc.

(10) Cullet: It is crushed for broken glass for imperfect defective articles. It makes the melting
easy and utilizes waste glass.

Raw Material Management

Tight control of your raw materials has now become a key element in ensuring profitability for your
company. This module will allow you to track purchases and usage of your fabrics, linings,
trimmings and other accessories that make up your products. Raw material requirements and open
to sell are some of the tools provided in this module.

Product Features

 Ability to maintain raw materials by Item/Color/Roll/Lot/Warehouse.

 User defined units of measurements for stocking and purchasing.
 Bar-coding support for roll control (physical inventory and cutting ticket
actualization).
 Material copy feature to duplicate information for similar materials.
 Full multiple currency support.
 Inventory costing method by standard, average cost, FIFO and LIFO.
 Powerful material inquiry screen that allows the user to inquire into every major
functional area related to a specific material up to the source document from the
same screen.
 Powerful MRP functionality.
 Ability to generate Purchase Bids, Return Purchase Orders and Purchase Contracts.
 Ability to automatically generate purchase orders based on requirements.
 Powerful material manufacturing to support any processing on raw materials (ex.:
Knitting, dyeing, printing, etc.).
 Ability to setup nested material cost sheets for manufactured materials.
 Ability to view a chronological material inventory journal on the screen for easy
stock reconciliation.
 Ability to view quantities of materials allocated to cutting tickets and to sales
orders.
 Inventory freezing and automatic markdown capability for easy physical inventory
count and valuation.
 Support for inter-warehouse inventory transfers.
 Ability to view all information for a specific color or for all colors combined.
 Ability to attach an unlimited number of pictures for each material.
 Powerful support for materials with dye-lots.
 Full integration with other modules including vendor invoice verification against
receipts from the Accounts Payable module and the job cost accounting system

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Raw materials used in glass batch:-

Raw Scientific Chemical Chemical percentage

materials name formula formula of remaining
(commercial Remaining in glass
name) part
Quartz/silica Silicon SiO2 SiO2 100
sand Oxide
Soda Ash Sodium Na2CO3 Na2CO3 58
Carbonate
Potash Potassium K2CO3 K2O 68
(pearl Ash) carbonate
Calcite (lime Calcium CaCO3 CaO 56
stone) carbonate
Saltpeter Potassium KNO3 K2O 46.6
Nitrate
Borax Borax Na2B4O710H2O B2O3 Na2O 53
Arsenic Arsenic As2O3 As2O3 Volatile
trioxide most
Salt Cake Sodium Na2O Na2O 43.6
sulphate
Feldspar Feldspar K2O, Al2O3, K2O 12
(potash) 6SiO3 Al2O3 18.5
SiO2 69
Barium Barium BaCO3 BaO 77
carbonate Carbonate
Boric acid Boric acid H3BO3 B2O3 56.5
Burn Calcium CaO CaO 100
lime/quick Oxide
lime
Red lead Lead Pb3O4 PbO 98
(minimum) Oxide
Litharge Lead mono PbO PbO 100
Oxide
Feldspar Calcium CaF2 CaF2 100
fluoride
Antimony Antimony Sb2O3 Sb2O3 100
Oxide hydroxide
Hydrated Aluminum Al(OH)3 Al2O3 65
alumina hydroxide
Zinc Oxide Zinc Oxide ZnO ZnO 100
Alumina Aluminum Al2O3 Al2O3 100
Oxide
Chili Sodium NaNO3 Na2O 36.5
Saltpeter Nitrate
Dolomite Dolomite CACO3 MgCO3 CaO 31
MgO 20
Table 6.1: Raw materials used in glass

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GLASS FORMER OXIDES: -

S. No. Material Oxides

used as
1 Network SiO2, B2O3, P2O5
former
2 Stabilizer CaO, MgO, BaO, Al2O3, ZnO2
3 Flux Na2O, K2O, Li2O, Cullet
4 Oxidant NaNO3, KNO3, MnO3
5 Reducing C2O4, Coal, etc
Agent
6 Refining As2O3, Na2SO4, Wood, Coal, NaNO3,
Agent NaCl, CaF2
7 Coloring CdS, CuO, CoO, MnO2, S, Au, Ag, etc
Agent
Table 6.2: Oxides used in Glass

Receiving of Materials and storage: -

In this receiving of materials same type of materials are stored in different places as the materials
with same physical properties can be added in batch preparation by mistake instead of the other
materials to use, so there will be formation of the defected glass for a couple of weeks till the batch
finishes, so due to prevent of these type of defects and mistake, the receiving of materials and
storage can be done properly for making the best quality of glass.

Operations Performed in Batch house: -

Batch preparation is the process to generate a macroscopically homogenous mix of pre-decided raw
materials in fixed proportion.

Steps Involves in Batch Preparation:

(1). Composition of running batch should be written in a notebook for displayed in the batch house.
(2). Raw materials weigh in the descending order of weight and frequently added in batch mixture.
(3). While mixing some fix quantity of water is also add to the batch.
(4). In a batch preparation if a batch is rotated 5 times then the whole batch must be rotated 5 times
for the best quality of the batch preparation and for obtaining best quality of glass.
(5). All raw materials should be of definite grain size.
(6). It contains (mainly free iron) should be removed from naturally occurring raw material (mainly
quartz sand).
(7). All granular raw materials should be naturally sieved.
(8). Quartz sand should be passed from the magnetic separator.
The particle size distribution and density of the ingredients vary widely. They may segregate
during handling, storage and feeding. Heavier and coarser particles tend to go to the bottom leaving
the lighter and finer on the top .This would adversely influence the melting efficiency. Fine
ingredient is easily fusible and chemically reactive which shorten the melting time. If ingredient is
too fine they are blown by the flame into the regenerator damaging the checker refractories.
The problem of segregation and dusting of batch can be overcome by introducing 3-4% water in
the mixture which reduces the dusting. Dry sodium carbonate is hydrates when water is added and
firms mono, penta or Deca hydrate depending upon the amount of water and temperature.

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Batch Transportation: -
After the batch is ready is transported through the bucket or belt conveyor to the hoper installed just
above the dog house of the furnace where it is charged in the furnace by a batch charger.

Beneficiation of Raw Materials: -

(1). Cullet:- firstly cullet is washed thoroughly to remove dust particles, then iron particles, stones,
etc are selected manually to remove from the conveyor belt. The crushed cullets are in the fixed size
and ratio of 1 inch or 2 inch.
(2). Sand: - Sand should be washed properly and sieving. Sand containing below 0.5% iron
(Fe2O3) is used. Excess iron gives color in glass. Sand would be also free from clay otherwise it will
produce dullness and pores in glass. Clay also affects the durability of glass.

Safety & Precautions in the batch preparation and charging:-

A glass batch plant is a material handling operation. The materials are more or less extent toxic,
dusty & abrasive. As a result the operations of handling them is hazardous to the person who is
directly involved in batch processing. The materials handing involve unloading, storing, weighing,
mixing and charging. To avoid all the following suggestion and safety measures should be adopted:
(1) Whenever possible materials should be purchased in bulk and the mechanized means to load and
unload and storage should be adopted.
(2) Handle all materials in bulk by conveyors, elevators or other mechanized means.
(3) Number of employee should be minimized through mechanization and at the same time
reducing the hazards to the employee.
(4) Goggles of proper type should be whenever needed.
(5) Safety shoes /Industrial shoes may be provided to the employee involved in batch processing.
(6) Clothing used in handling and mixing materials should be left in locker room and never worn in
home. Weekly cleaning of clothes should be done.
(7) Proper locker room and lunch room should be provided to the workers.
(8) Eating should not be allowed on the job/while in processing of batch.
(9) Periodic health examination should be done along with medical treatment if any.

CULLET: -
Cullet is conventional name for broken glass which includes all forms of broken glass irrespective
of the reason of breakage. Cullet is brittle material and it ultimately breaks either during various
process of manufacturing or in after use. Unlike general organic matters glass is very inert material
towards its decay by itself and it is not destroyed by fire like plastics.

Advantage:-
It is very fortunate that recycling of cullet helps as an aid in glass melting greatly within wide range
of fraction of the charge, subject to certain conditions especially its size. Cullet varies in shape of
wares. Its size should be in the particular range on the condition of melting. For this purpose cullet
is crushed.

Precautions:-
Right from the furnace cullet is subject to various contaminants,
Example: refractory, iron, atmospheric dust etc. the conditions should be controlled so that the
cullet be contaminated least.

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FURNACE:-
Furnace is a device in a shape of rectangular/circular/cylindrical made of different type of
refractories, such as, sillimanite, silica bricks etc, in combination with steel structure generally
involving high temperature up to 1600 C occurring melting of raw materials, sintering, drying,
reheating of goods etc at different temperature.

Furnace used in glass Industry:-

Furnace used in glass industry is classified in following category
1. Continuous tank furnace
2. Periodic furnace (intermittent or batch type, e.g. day tank furnace)
3. Pot furnace

In tank furnace both clear and colored glass can be melted in different pot at particularly at one time
where in tank furnace only one color at a time can be melted.

Criteria of selection of furnace:-

Following are the criteria of selection of furnace
1. Robustness of the furnace structure, mechanically stable framework and good quality
Refractories, efficient lying of the bricks.
2. Ease of control: all valve, damper control and instrument should be switched in a convenient
possibly as control, position to give ready accessibility for control process, automatic control.
3. Ease of maintenance: This implies accessibility, use of readily replaceable parts and easy to
inspection and cleaning.
4. Insulation: insulation is essential feature of almost all type of furnace.
5. Provision for adequate & balance draughting. Only chimney is not efficient means of providing
draught, fans should be carefully rated for the duty intended, flues, dampers and sight holes should
be arranged and constructed to reduce the possibility of air leakage to a minimum.
6. Furnace atmosphere: it is necessary to heat the goods in the furnace in an atmosphere having a
composition that will not inurn them.

Tank furnace:-
They are large rectangular tank built of refractory bricks. They are principally employed for large
scale production of sheet glass, bottle glass and other common glasses.

Glass melting tank furnace serves as container of molten glass. These furnaces are of two types
depending on the mode of operation. The intermittent called Day Tank furnace is of small capacity.
Large capacity furnace is used for continuous operation, conversion of raw batch mixed to glass
taken place in a melting furnace. Daily output of a continuous tank furnaces ranges form 100- 200
tons/day.

Pot furnace:-
Pot furnaces are employed principally in the manufacture of optical glass, special glass, and fine
quality of raw material (Batch) is melted in pots. A number of different types of glass are handled
and melted at one and the same type. The pots are made of high alumina clay.

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Typical data pertaining to design & Operation of Tank Furnace:-

1 Glass pull 100- Tons per Day

300
2 Opt. Energy 4000- KJ/Kg
7000
3 Melting rate 2-3 Ton/m2/Day
4 Temp (melting) 1500- o
C
1600
5 Temp (working) 1300- o
C
1350
6 Glass Depth 0.9-1.1 Meter
(melting)
7 Glass Depth 0.7-0.9 Meter
(working)
8 Throat Height: 1:2
Width
9 Flow rate of glass 5.2 Meter/Hour
10 Velocity of air at port 8.12 Meter/Second
11 Velocity of flue gas 10.14 Meter/Second
at port
Table 6.3: Data for design and operation of Tank furnace

FURNACE HEATING UP PROCESS: -

Before heating the furnace the following step is taken:
1. Cleaning of tank is done.
2. Crown of furnace should be brushed and freed from any dust & cement.
3. Bottom of furnace is inspected carefully.
4. Gas pipeline is checked very carefully.
5. All furnace expansion joints are sealed.
6. Feeders are completely sealed.
7. Crown rise indicator is positioned independent of the furnace steel work.
8. Flue systems, cleaning outdoors, inspection holes are sealed.
9. All steel work is checked for binding and welds.
10. Reversing valve mechanism must be workable.
11. Combustion air fans must be checked.

Tank furnace is heated with cullets or without cullets. Empty tank heat up is best plan. For time and
money saving tank is partially filled with cullet. Cullet is positioned centre and taper to the sidewall.

AUXILIARY PLANT OF TANK FURNACE:-

Damper:-
To regulate the draught is the function of a damper. It is a prime instrument of a furnace. It should
be move easily in its sealing and be readily cable of fine adjustment. It not must crack or warp. If
furnace is shut down the damper should be closed. Furnace pressure is controlled by an adjustable
obstruction (called damper) either in the flue which leads to the stack or else on the top of stack. A
flue damper is a plate which slides up and down across the main horizontal flue. The design and

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material of the damper must be adapted to the maximum temperature of the waste gases in which
the damper hangs. Waste heat temper ranges from 700-870oC.

Waste heat recovery system:-

In the furnaces the waste gases escapes from the combustion chamber with a substantial proportion
of combustion heat. The waste heat is normally utilized for preheating the combustion air
introduced in the furnaces. The return of the waste heat to the furnace as preheated air results in a
significant savings of fuels. Recuperator and regenerator are two means of effecting heat transfer
from waste gases to combustion air.

Recuperator: Recuperator is an equipment/appliance in particular form installed with main

furnace. By means of recuperators waste heat from flue gas is recovered and used to preheat the
secondary air. In this way the flame temperature is raised and heat transfer is increased. A
recuperator is heat exchanger between the waste gases and the gas to be heated. It usually consists
of a system of ducts and tubes, some of which carry the air for combustion to be preheated.

Regenerator: Regenerators are classified in three types:

1. Fixed matrix or periodic flow regenerator
2. Pebble regenerator
3. Rotatory convert or heat wheel

The fixed matrix regenerator has a matrix made of refractory checker works. The checker works
have a surface area of 25-45 m2/m3 in the regenerator. This type of regenerator is used in glass tank
furnace. In regenerative type tank furnace the outgoing products of combustion impart heat brick
work or to metal placed in the heat exchanger chamber while incoming air absorbs heat from
brickwork or plates of another heat exchanger which had previously been heated up by the flue
gases. The direction of the flame is reversed at regular intervals of 20-25 minutes. Furnace attached
with regenerators is called regenerative tank furnace.

FEEDING OF GLASS BATCH:-

The mixed batch is transported to a hoper at the charging end of the furnace. Controlled amount of
batch is continuously fed in to the furnace at a rate matching the pull of glass from the working end
so that constant level of glass is maintained. Cullet is generally crushed and fed along with the batch
or separately. Foreign cullet must be free from dirt by washing and foreign bodies particularly from
by using a magnetic separator.
In a U flame (End fire) furnace the batch is charged from the side. In the small recuperative furnace
also the charging done from the side close to the burner. In regenerative a dog house is placed on
the either side.
In the cross fired furnace the dog house is placed at the end wall. A storage bin is placed behind the
dog house.
The batch is fed from the bin through a Chute to a vibratory Trough placed in an inclination. The
batch falls from the trough in to the molten batch of the glass. When the pull is high the glass level
is slightly inclined which help the movement of batch from the dog house into the melting zone. A
pusher is used to push the batch into the melting area. Some time the Trough itself forward and
backward servers as pusher. The glass level monitor controls the feeding rate by controlling the
opening at the bottom of the bin. Finer control is possible by switching ‘Off& on’ the vibratory
attached to Trough.

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GLASS MELTING:-
1. As the batch is charged into the furnace. It floats over the pre-existing glass melt in the furnace
and moves forward due to continuous drawing of glass from the other end of the furnace.
2. As the batch forward it is subjected to the temperature profile inside the molten where chemical
& physical reaction takes place.

Different phenomena in glass melting: -

The furnace consists of two chambers connected by a throat. Raw batch and cullet are fed in the dog
house. Batch floating on the molten glass is drawn due to pull of glass from working end. Though
series of complex chemical reactions batch is converted to a melt containing in a large volume of
gas inclusion called seed which slowly escapes by moving of glass. Escaping of seeds from molten
glass is called refining process. When a batch is converted to a molten glass, a mixture of liquid of
different composition is formed and allowed to get homogenized. Hot glass from the melting
chamber is cooled in the working chamber.
1. First of all cullet gets fused followed by alkali carbonated.
2. Then other carbonates get dissociated.
3. Highly alkaline material (alkali carbonates)/ lead Oxide reacts with highly acidic material i.e.
sand and dissolves it.
4. Other ingredients get dissolved in this liquid.
5. Gases evolved due to dissociation of carbonates and the air trapped in the cullet initially gets
arrested and the final reaction product is a highly viscous foamy liquid.
6. As it proceeds further it is subject to higher temperature where its viscosity is reduced and the
gaseous inclusions get expelled slowly and gradually. This is refining of glass.
7. After the glass is refined it gradually cools down before gob gathering/cutting.

Precautions in glass melting: -

Glass melting is a combined effect of temperature and time on glass batch comprising of various
constituents of different grain sizes. So any deviation in there parameters viz. grain size of raw
materials, temperature profile in the furnace and scheduled retention time of batch inside the
furnace affects glass melting adversely.

Shaping (forming):-
Molten glass articles are allowed to articles of desired shape by either blowing or moulding.

ANNEALING:-
The glass articles are allowed to cool gradually at room temperature by passing through a series of
different chamber with descending temperature, this in known as annealing.
To reduce strains, it is necessary to anneal all glass objects. Annealing involves two operations.
1. Holding a mass of glass above a certain temperature, long enough to reduce internal strain by
plastic flow.
2. Cooling the mass at room temperature slowly.

Factors governing the cooling rates in different zones are:-

1. Thickness of glass: Annealing depending on the thickness of glass and type of glass.
2. Coefficient of linear expansion of glass
• If linear expansion coefficient is high then cooling rate is slow.
• If linear expansion coefficient is low then cooling rate is fast.
3. Tensile strength of glass.

MOST IMPORTANT FACTORS TO BE KEPT IN MIND ARE:-

1. Annealing schedule must be set according to the maximum thickness of any portion of any ware
to be annealing together.

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2. Annealing temperature is an intrinsic property of glass and it has not all related thickness of
ware.
3. Even momentary slight faster cooling rate in any zone results in self breakage of ware, may be
after very long time.
On the viscosity scale, several specific points that are important in the fabrication and processing of
glasses are labeled:-

Zone Viscosity
1. Melting point 102 poise
2. Feeder point 103 poise
3. Gathering temp 103.2 poise
4. Working point 104 poise
5. In mould 104.5 poise
6. Remove mould 107 poise
7. Softening point 107.5-8.5 poise
8. Annealing point 1013-13.5 poise
9. Strain point 1014.5 poise
10. Service temperature 1014.5-15 poise

1. Melting point: The glass is fluid enough to be considered a liquid.

2. Working point: The glass is easily deformed at this viscosity.
3. Softening point: The maximum temperature at which a glass piece may be handled without
causing significant dimensional alterations.
4. Annealing point: At this temperature, atomic diffusion is sufficiently rapid that any residual
stresses may be removed within about 15 min.
5. Strain point: The temperature below the strain point, fracture will occur before the onset of
plastic deformation. The glass transition temperature will be above the strain point.

COMBUSTION:-
It is a chemical process in which a substance reacts rapidly with oxygen and gives off heat. The
original substance is called oxidizers. The fuel can be a solid, liquid or gas.

CH4 + 2O2-------CO2 +2H2O

Combustion does not proceed in a perfect manner unburned fuel (usually CO & H2)
Discharges from the system represent a heating valve loss.
For methane (CH4) combustion for example slightly more than two molecules of oxygen are
required.
Fuel + oxygen + ignition temp point = heat & energy
In certain proportion is very important. Access Air is required for complete combustion and ignition
temperature any fuel is 400oC. E.g. petrol is volatile in nature, kerosene are not.
So vapor pressure are available at petrol so it directly combustion.
In furnace are required a secondary Air because first gas take Air surrounding and burn. When Air
is inefficient to burn then provide secondary Air.

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FURNACE PARAMETER: -
Following are the parameters of furnace which are to be controlled:
1. Furnace condition/furnace atmosphere
2. Combustion control
3. Pressure control
4. Temperature control
1. Furnace condition:
Furnaces are run in three conditions according to the requirement of the product. These conditions
are:
(a) Oxidizing condition
(b) Reducing condition
(c) Neutral condition
Generally the neutral condition is adopted. The common method of adjusting the furnace
atmosphere supply of a constant fuel/air ratio is necessary. With gaseous fuels the use of automatic
proportioning equipment is the simplest and most reliable method of control.

2. Combustion control: Each unit of fuel requires specific quantity of air. 10M 3 of air is required
for complete combustion of 1m3 of natural gas. Insufficient air prevents the complete combustion
with consequence loss of heat. The reducing atmosphere present with incomplete combustion is
undesirable condition with respect to glass quality, refractory and checker bricks life.
An excess of air also represent a loss in heat as it contributes nothing towards combustion and
increase the velocity and gas quantity resulting great loss of heat. The increase velocity associated
with excess air carry over the batch materials. The maximum temperature is obtained.

Step taken for controlling of combustion:

(a) The temperature of combustion gas inside the furnace to be control.
(b) The rate of fuel and air ratio to be control.
(c) The pressure of gas to be controlled.
(d) The rate of exit of combustion gas to be controlled.
(e) Combustion gas composition to be measured.

3. Pressure control:
In all furnaces there is cold air infiltration or combustion gases leakage outward through furnace,
walls and opening which lower the efficiency. This can be avoided with an automatic pressure
control. A pressure taping from an appropriate height gives the signal to control the opening of the
damper or speed of the induced draft fan through electrical pneumatic or hydraulic power. Taking
into account of the buoyancy effect of hot gas the height of pressure taping to control the pressure is
chosen. A slightly positive pressure is maintained in the furnace. The draught reading should always
be as low as is consistent with satisfactory operation of the furnace. The adjustment should be such
that a slight positive pressure is maintained. The furnace pressure is frequently recorded in a gauge
connected by gas tight tubing to a tube through the furnace crown and they may be controlled by
means of an automatic movement of the stack damper in response to a signal from the furnace
pressure recorder, furnace pressure is maintained between 0.02-0.06 water columns.

4. Temperature control:
Temperature of the furnace is one of the main parameter of furnace. Temperature of furnace is
measured continuously by means of different type of temperature measuring device such as:

(a). Thermocouple:
Thermocouples are used for measuring temperature utilizing the Thermo Electric Effect (Seebeck
Effect) in a closed circuit of two dissimilar metals. Electric current flow continuously when the

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junction of the metals is maintained at different temperatures. The developed EMF in the circuit is
calibrated against temperature. The linear change is used for instruments calibration. Various types
of thermocouples are used in various temperature ranges. Copper leads are used for small distance.
In industrial application smaller gauge pairs of same materials are used as extension wire. For noble
metal thermocouples like Pt-Pt/Rh is used (Pt-Pt/Rh 10% Rh, Temperature range 0-1450oC).

(b). Optical:
Temperature of furnace is also measured by optical pyrometer. The intensity of the radiant flux
emitted with narrow wave length interval in the visible region of the spectrum. The radiant energy
is measured by photometric comparison of relative brightness of the object of an unknown
temperature that a source of standard brightness. Tungsten filament is used as electric lamp. Two
methods are used for comparing the brightness in optical pyrometer.
• By varying he current through the filament of the standard brightness matches that of the target
image.
• Optically varying the observed brightness of image until it matches that of standard lamp filament
while maintain a constant current the lamp. The normal range of measurement is 760 – 2200oC.

(c). Radiation pyrometer: radiation pyrometer is also used measurement of furnace temperature. For
low range of temperature contact thermometer is used. A radiation pyrometer measures the intensity
of radiation emitted by hot object over a range of wave length. In a radiation pyrometer a
lens/mirror focuses the radiated energy on a thermocouple, thermopile, and photocell. The usual
range of temperature measurement is up to 2000oC. The rate at which the energy is emitted from a
unit area of a black is a function of the difference of the 4th power of the absolute temperature. This
is Stefan –Boltzmann Equation.

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Flow Chart:

Figure 6.1: Flow showing the process of glass manufacturing

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STORE

Responsibility

 Issuing of material to concern department as per the requirement raised recorded the sign
of the issue slip.
 Raw material and the other products are maintained as per the requirement and the
standard level of quantity evaluated.
 Updating of the stock maintained in daily basis for better resolution.
 Preparation of the materials requisition slip done by the store In-charge as per the order
taken from various departments and sent to the purchase department after approval by the
Plant Head.
 We follow-up and communicate for the material to the purchase department by means of
E-mail and phone calls.
 In case of rejected material confirmed by the concerned department we prepare gate pass
for the rejected material after taken approval from Plant head.
 In case of Tolerable item we have taken hand written acceptance from by the concerned
department or the concerned person.
 Maintain Raw Material Consumption Report with the help of updated data given by the
production department.

AUTHORITY

 Authorize to issue Material and Spare.

 Authorize to hold and return material in terms of physical quantity issues.

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Store management:

Purpose:

The purpose of this procedure is to come and maintain physical stock of material, finished goods,
machine spare, Lubricants water consumption, office equipment and the general items.

Scope:

All functions and activities related to store management in company.

Definition:

This is the process where Inventory management system maintains a complete record of purchased
material.

Description:

1. Issuing of material to concern department as per the requirement raise recorded by the sign of issue
slip.
2. Raw material and the other products are maintained as per the requirements and the standard level of
quantity evaluated.
3. Uploading of the stock maintained in daily basis for better resolution.
4. Preparation of the material requisition slip done by the store In-charge as per the order taken from the
various departments and sent to the purchase department after approval by the Plant head.
5. We follow-up and communicate for the material to the purchase department by means of E-mail and
phone calls.
6. In case of rejected material confirmed by the concerned department we prepare a gate pass for
the rejected material after taken approval from the Plant head.
7. In case of Tolerable item we have taken hand written acceptance from by the concerned department or
the concerned person.
8. We maintain Raw Material Consumption Report with the help of the updated data given by the
production department

Quality Records:

Goods receipt memo - AGPL/IMS/SM/01

Material Issue slip - AGPL/IMS/SM/02
Material requisition slip - AGPL/IMS/SM/03
Stock register - AGPL/IMS/SM/04
Store in-ward register - AGPL/IMS/SM/05
Returnable non-returnable material pass - AGPL/IMS/SM/07
Heavy vehicle work report - AGPL/IMS/SM/08
Inventory Card - AGPL/IMS/SM/10

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Stores Management Theory:

Store is an important component of material management since it is a place that keeps the materials in a way by
which the materials are well accounted for, are maintained safe, and are available at the time of requirement.
Storage is an essential and most vital part of the economic cycle and store management is a specialized function,
which can contribute significantly to the overall efficiency and effectiveness of the materials function. Literally
store refers to the place where materials are kept under custody.
Typically a store has a few processes and a space for storage.
The main processes of store are
(i) to receive the incoming materials (receiving)
(ii) to keep the materials as long as they are required for use (keeping in custody), and
(iii) to move them out of store for use (issuing).

The auxiliary process of store is the stock control also known as inventory control. In a manufacturing organization, this
process of receiving, keeping in custody, and issuing forms a cyclic process which runs on a continuous basis. The
organizational set up of the store depends upon the requirements of the organization and is to be tailor made to meet the
specific needs of the organization.

Figure 7.1 Main processes of a store

Store is to follow certain activities which are managed through use of various resources. Store management is
concerned with ensuring that all the activities involved in storekeeping and stock control are carried out
efficiently and economically by the store personnel. In many cases this also encompasses the recruitment,
selection, induction and the training of store personnel, and much more.

The basic responsibilities of store are to act as custodian and controlling agent for the materials to be stored, and
to provide service to users of these materials. Proper management of store systems provide flexibility to absorb
the shock variation in demand, and enable purchasing to plan ahead.

Since the materials have a cost, the organization is to manage the materials in store in such a way so that the total
cost of maintaining materials remains optimum.

Store needs a secured space for storage. It needs a proper layout along with handling and material movement
facilities such as cranes, forklifts etc, for safe and systematic handling as well as stocking of the materials in the
store with an easy traceability and access. It is to maintain all documents of materials that are able to trace an
item , show all its details and preserve it up to its shelf life in the manner prescribed or till it is issued for use.
Store is to preserve the stored materials and carry out their conservation as needed to prevent deterioration in
their qualities. Also store is to ensure the safety of all items and materials whilst in the store which means

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protecting them from pilferage, theft, damage, deterioration, and fire.

The task of storekeeping relates to safe custody and preservation of the materials stocked, to their receipts, issue
and accounting. The objective is to efficiently and economically provide the right materials at the time when it is
required and in the condition in which it is required. The basic job of the store is to receive the materials and act
as a caretaker of the materials and issue them as and when they are needed for the activity of the organization.

Once the material has been received and cleared through inspection and accepted for use, it needs safe custody of
the stores. The role of custody is to receive and preserve the material. A stage comes when the material is needed
for use. Store at that time releases the material from its custody to the user department and the process is called
‘issue of goods. It might also happen that after partial use, some materials having useable value in future are
returned to the store and thus they also become part of the custody again.

Storekeeping activity does not add any value to the materials. In fact it adds only to the cost. The organization is
to spend money on space (expenditure on land, building passage and roads), machinery (store equipment),
facilities (e.g. water, electricity, communication etc.), personnel, insurance, maintenance of store equipment,
stationary etc. All of these get added to the organizational overheads and finally get reflected in the costing of the
finished product. However, it is an essential function in any organization.

Objectives of store management

An efficient stores management has normally the following main objectives:
 To ensure uninterrupted supply of materials without delay to various users of the organization.
 To prevent overstocking and under stocking of the materials
 To ensure safe handling of materials and prevent their damage.
 To protect materials from pilferage, theft, fire and other risks
 To minimize the cost of storage
 To ensure proper and continuous control over the materials.
 To ensure most effective utilization of available storage space
 To optimize the efficiency of the personnel engaged in the store

Classification of stores
Store can be of temporary nature which means that it has a limited life. Store can also be of permanent nature.
Stores are classified basically in the following broad categories
 Functional stores – Functional stores are named based on the function of the materials stored. Examples are fuels
store, chemicals store, tools store, raw materials store, spare parts store, equipment store, refractories store, electric
store, explosives store, and finished goods store etc.
 Physical stores – Physically stores can be centralized stores or decentralized stores. These stores are
named based on the size and location of the store. Examples are central store, sub store, department store,
site store, transit stores, receipt store, intermediate store, open yard store, and covered store etc.
 Stores are also classified by naming them after the departments to which they serve. Examples are
construction stores, operation stores, rolling mill stores, blast furnace stores, and steel melting shop stores
etc.
 Stores are sometimes classified based on the nature of materials stored in them. Examples are general
store, bonded store, perishable store, inflammable store, salvage store, reject store, and quarantine store
etc.

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Centralized storage of materials in a central store has advantages as well as certain disadvantages.

The following are the advantages:

 Centralized store can cater to a wider range of materials which is not possible in a smaller store. Hence user
department is to look for the material of its need only at one place.
 It contributes to the inventory control in the entire organization since the requirement of all the
departments gets clubbed up.
 It makes better control feasible.
 It provides economy in storage space as materials when stored in larger quantities, occupy less specific
space.
 Large stores can be provided with better and modern handling facilities. The operation can also be
automated.
 Delivery at a single point decreases cost of delivery.
 Receipt and inspection of the materials can be organized more efficiently.
 Improved opportunities are available for the standardization of inventory.
 The turnover of materials is increased because of the maintenance of lower inventory and the probability
of deterioration of materials during storage is correspondingly decreased.
 Manpower requirement for managing of stores get reduced. Also the duplication of records which takes
place in decentralized store system is avoided.
The disadvantages of a centralized store is as follows:
 Distance from the store and the user department gets increased which requires higher transportation needs from the
store to the user department.
 If there are slippages or system not being well organized then there can be shortages of the materials
which may results into unnecessary interruptions in production.
 There may be necessity of additional internal documentation in the store.
 The risks due to the fire and thefts are higher since the entire stock of the materials are concentrated at one
place.
 The variety of materials to be stored can be large and it can create complications in the systematic storage
as well as in storage procedures.

Functions of a store
Store personnel are responsible for carrying out the following functions:
 Receipt of incoming materials
 Supervision of unloading of materials and tallying of materials
 Checking for damages or shortages and preparation of the report
 Filling of ‘goods inward’, ‘day book’, or ‘daily collection’ register
 Completion of vendors consignment note (challan)
 Making arrangement for inspection and getting the inspection completed
 Preparation of ‘goods receipt note’ (GRN)
 Preparation of ‘goods rejection memo’ (in case of rejection of materials)
 Sending of materials to the respective stores
 Sending of the relevant documents to the respective departments
 Ensuring all storage and material handling facilities are in proper working order
 Ensuring good housekeeping and cleanliness in the storage space
 Checking, counting and tallying of materials before issue
 Making prompt entries in ‘Bin card’ or stock card
 Ensuring correct documentation of material receipts and material issues
 Ensuring safe and proper handling of materials so as not to damage them
 Ensuring proper record keeping and correct accounting of materials
 Ensuring regular stock verification
 Ensuring that rules and regulations relating to physical custody and preservation of materials are followed
 Ensuring safety of materials and personnel

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In the long drawn process of preserving the materials till its use ,some materials might get obsolete and
unserviceable and may require removal from stores for clearing space for other incoming goods. This activity is
known as disposal of materials for which auction etc is done.
The materials , lying unused but have future economic value are said to form inventory, which needs professional
handling. Inventory management thus is an important aspect of the stores function. One of the basic functions of
store is to account for every material received in the store by maintaining proper records of all the incoming,
stored and outgoing materials so that proper accounting and audit trail is maintained.
Hence , record keeping is a vital function of store . Of course , it also goes along the various other activities. With
the development in the information technology, the record keeping in store is also these days through electronic
medium making the whole process smooth and efficient.
Store is to operate in the close relationship with the purchase department. In addition to the day to day
coordination with the purchase department, there are other important activities which can best be done by close
cooperation between stores and purchase. These are as follows:
 Identification or coding of the materials
 Variety reduction
 Inventory control value analysis
 Disposal of materials no more needed in the sore, or the salvaging operations etc.
 Procurement of automatic procurement items (API) where the procurement is to be done based on
minimum stock levels. Store sends indents to purchase based on inventory levels determined in
accordance with usage and delivery lead times
 Coordination with respect to the material specification
 Coordination regarding ‘lot sizes’ of the materials for purchase which should suit production
requirements, transport, handling and storage space
 Close communication between purchase and stores with respect to order placement, receipt of materials,
rejections, shortages, breakages, theft and loss of materials , if any. Also information is to flow with
regard to changing production trends, slow or non moving stock, obsolete or surplus stock, scrap, etc.

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Lab & Quality Assurance

1.0 Purpose:

The purpose of this procedure to ensure Lab & Quality Assurance of Sample, Product and Services
of the Organization

2.0 Scope:
All functions and activities related to Quality Control and Assurance of the Organization.

3.0 Definitions:

Nil

4.0 Responsibility:

Respective Lab & Quality Team are Responsible for Quality related Issue of the Organization
Internal and External.

5.0 Description:

5.1 Quality Management Team is developed for Ensuring Quality of Product and Services in
all Operations like on production and Sampling.
5.4 Incoming materials & Products duly checked and Verified by the Lab & QA In-Charge to
ensure the Quality for Conformity of the Product and Services.
5.3 We have developed a Process Flow Chart for new product Sampling and On Production
Reliability to check Quality aspects of Product and Services.
5.5 Resources: We are using highly precise and calibrated machine in Lab Like, Pot Mill,
Dilatometer, Roller Kiln, Spectrophotometer, Muffle Furnace, and Weighing Machines for Quality
Assurance of Sample and Final Products.
In-Charge Required Instruments are provided for checking purpose and records are
maintained for In Process Quality Inspection
5.6 CAPA has made for All Compliance for Customer and Internal Quality Purpose through
our Quality Assurance Team to provide better resolution to the concern.
5.7 In case of any deviation, our technical team will visit to the concern plant to analyze the
root case and amend the composition after discussion to the Director.

6.0 Quality Records:

Thermal expansion analysis report- AGPL/IMS/QA/01

Raw material development report - AGPL/IMS/QA/02
Frit development report (Jambusar) - AGPL/IMS/QA/03
Frit development report (Morbi) - AGPL/IMS/QA/04
Raw material testing report - AGPL/IMS/QA/05
Daily frit testing report - AGPL/IMS/QA/06

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DATA ANALYSIS AND INTERPRETATION

Data Analysis:

Table 8.1: Data of various instruments used in companies

Graph 8.1: Temperature-Viscosity graph showing fusing range

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Data and Observations:

Graphical interpretation for thermal expansion:

Graph 8.2: Graph showing thermal expansion of glass at various temperatures

Working Instruments with their company and their operating conditions:

Table 8.2: various instruments and their operating conditions

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Acts and Rules for the Industries:

Figure 8.1: Various laws and regulations as per their year

figure 8.2: Fire service act

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Pollutants and Waste Management issued by PCB:

figure 8.3: various environmental acts

Figure 8.4: prevention & control of pollution act

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Figure 8.5: Hazardous waste management act

Figure 8.6: Standard parameters of waste water discharge pollutants by PCB

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Figure 8.7: Emissions from industry and their parameters

Figure 8.8: Hazardous water management as govt. rules

Figure 8.9: Stack emissions & work zone Noise standards

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Format for Lab Sample Reports:

Figure 8.10: Sample report of DG-set log book

Figure 8.11: Sample daily frit testing report

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Figure 8.12: Sample report of Raw material development

Figure 8.13: Sample report of Frit development

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Figure 8.14: Sample report of Frit development Morbi

Figure 8.15: Sample report of Testing of properties of glass

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Figure 8.16: Various sample reports of raw materials testing

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Some Images of Instruments used in Company:

Flame photometer Dilatometer

Fast Grinding Mill Various Hazardous Chemicals

Roller Kiln Hydraulic Press

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High Temperature Furnace Grinding Machine

Bench Grinder Distillation System

Hot Air Oven & Muffle Furnace Bunsen burner and Sand Bath

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Safety and Exit Points Indications of Company:

Fire extinguisher used for safety purposes

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OUTCOMES AND FINDINGS

Basics about the project:

Material Management is the planning, directing, controlling and coordinating those activities which are
concerned with materials and inventory requirements, from the point of their inception to their introduction into
the manufacturing process. It begins with the determination of materials quality and quantity and ends with its
issuance to production to meet the customer’s demand as per the schedule and at the lowest cost.

This project is based on the manufacturing of glass and the management in Autolight Glass pvt. Ltd. gujrat. In
this we understood the manufacturing of glass very thoroughly and had learnt its data interpretation. We had also
learnt about the store and its management in this company. Various data and outcomes from different
experiments and various machines are analyzed in this project report.

Form the basics of the material management, we had learned processing of different raw materials, their raw
products and final product i.e. glass. We had learned the management and marketing through the experience
persons. We had learnt the project outcomes and limitations and gained many skills through it.

Recipient (Beneficiary) Agencies

Sunora Ceramic Industries
Flavour tiles
Sungloss Ceramic Industries
Hem Ceramics
Aspire Ceramic Industries
Harrow Ceramic Industries
Soman Ceramic Industries
Neha Ceramic Industries
Shreeji Ceramic Industries
Mod Ceramic Industries

And many more Ceramic Industries are the beneficiary agencies of the Autolight Glass Pvt. Ltd. These
industries get many products such as frits, engobes, glazes and others which are important raw materials
in making glass and its products.

The Project Outcomes and Achieved Outcomes

Outcomes are specific, measurable statements that let you know when you have reached your goals.
Outcome statements describe specific changes in your knowledge, attitudes, skills, and behaviors you
expect to occur as a result of your actions. Good outcome statements are specific, measurable, and
realistic.
• Outcomes should describe what we want to happen after our activity is completed. Focus our
intermediate outcomes on what we want people to do and apply what we have learned.
Performance measurement improves project management and effectiveness. By focusing on project
outcomes, it can define success early, execute projects more likely to generate a significant impact to the
specialty crop industry, and more easily measure and demonstrate results.

There are several driving forces behind the need to measure the performance of projects:

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 The value of the Program in “enhancing the competitiveness of specialty crops” must be
supported by the results of the funded projects.
 Success of a program relies on focusing on quality outcomes and using metrics that matter.

Focusing and Outcomes:

The value of any project cannot be measured without defining success. It requires focus on outcomes.
Outcomes are the events, occurrences, or changes in conditions, behavior, or attitudes that indicate
progress toward a project’s goals. Outcomes are specific, measurable, and meaningful.
Outcomes are outputs and do not reflect results achieved and will not demonstrate the value of the
project; rather they are activities or products of work that support outcomes. Outputs are things that the
project’s personnel have done, not changes that favorably affect outside beneficiaries.
In order to develop outcomes, program personnel should ask what results are expected from each output.
Outcomes should be something that the project wants either to maximize, such as evidence of “increased
learning by workshop participants” or minimize, such as “reduce pest damage to fruit.” Some outcomes
are financial. For example, by installing salad bars in schools, a likely appropriate outcome is increasing
the dollar amount of fruit and vegetable purchases. Theses intended results of the project generally are
expressed as goals within your project outcome.
Outcome Statements will usually define the following five elements:
Who will change – The Team which is working and we who are training there will change
What will change - the knowledge, attitudes, and skills we expect to change
By how much - how much change we think you can realistically achieve
By when - the timeframe within we hope to see change
How the change will be measured - the surveys, tests, interviews, or other methods we will use to
measure the different changes specified

FINDINGS/ OUTCOMES:
 The Industry has a good storage facility in which they can store a large amount of raw materials as
well as finished products there.
 Company makes small changes in its products as demanded by it customer companies.
 The product quality is good and also supply of product is constant in market that makes the
company a pioneer in its field.
 All the employees in the Industry work as a team and are co-operative and work for the upliftment
of the Industry.
 There is a good labor input and also Industry maintains a very good relationship with their clients
which indirectly contribute the growth of the Industry.
 Industry is equipped with fully automated machineries and techniques for various methods and
industrial uses.
 The Industry has good ambience and have pollution filters as per government norms.
 The Industry offers tremendous opportunity for growth spanning multiple functions, business and
also international exposure.
 Employees in the Industry are recognized as heart and essence of the organization. They are
regarded as central resource of the Industry.
 All services provided to customers and employees are as per government rules and regulations.
 Good servicing facility of machineries and other products is here, if any problem is occurred
in any machine immediate recovery of that will be there.
 Company is introducing new products regularly in market that also a major leading factor for
the growth of this company.

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 Marketing team of company is hardworking and laborious and has many good relations in
market that is also a good point for company growth.
 In industry environment, dust particles, harmful gases, chemicals and high temperature is
there that lead to the health issues for labor and employees of the company.
 Company has good transportation facility by its own that is the basic market requirement.

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SWOT ANALYSIS

Role of SWOT Analysis Glass and Ceramics Sector

For strategic planning, deciding the marketing strategies and analyzing the gaps, doing a SWOT
Analysis is very important. SWOT analysis includes a thoughtful listing of one’s strengths,
weakness, opportunities and threats.

It is advised that companies do this analysis at least once in a year. It is a lengthy exercise that
requires time and one needs to evaluate every aspect thoroughly. Inclusions from the latest year and
the success and failures should also be considered. It can be used by all in the Ceramics and Glass
sector by all such as engineers, directors, marketing team, etc.

In SWOT Analysis, Strengths and weaknesses are considered as internal factors, which can be
controlled, while opportunities and threats are not in control.

 STRENGTH
 WEAKNESS
 OPPORTUNITY
 THREATS.

Strengths

Autolight Glass pvt. Ltd. is well known for its provision of quality engobes, frits and glaze. During
the year the industry has strived to attract more members of staff especially engineers in research &
development and marketing sector.

 Brand name- AUTOLIGHT GLASS has a good brand name and is renowned and
reputation.
 Efficient and well known engineers and management team are the biggest strength of the
Industry. Among these, many of them are highly experienced and had also worked for
foreign companies and also in India’s top leading brands in ceramic sector and management
sector.
 Management, modern machineries and high storage facility are some of the biggest
strengths.
 Industry has good infrastructure and new highly advanced ceramics equipment's and
machines which manufacture a world class products.
 Highly educated and experienced employees.
 Good relation among managers and other employees.
 Good transportation facility.
 Equipped with well-maintained Storage and advance machineries.
 Marketing Team is laborious and have large network in market.
 High good quality products.
 Good management and bonding among employees.

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Weaknesses
The weaknesses are very few but major which detract from its ability to attain the core goal. But
now it is trying to improve upon by taking various steps like providing better environment and work
place free from pollutions and harmful gases & chemicals for its employees and labor and also
trying to install new, modern and advanced machineries regularly as per market demands.
 Understaffed Departments and high workload on industry staff.
 Many advanced machines are to be installed soon.
 Overlapping duties of employees.
 Good supply of gas and electricity is still a major demand of industry.
 Regular cleaning and maintenance of machineries and other equipments.
 Storage facility is good but yet to be improved.
 Constant raw material of same quality must be available for regularity in finished product.

Opportunities

 Easy employee access, hiring from well known companies and having experience.
 India is developing country and its products are exporting worldwide with having renowned
name of India.
 New marketing strategies and business opportunities introduced by government.
 Strong relationships and form of collaboration with other industries and in its market.
 Location of industry is good which is easily accessible to all and have good transportation
facilities.
 Booming ceramics and industrial tourism: Increasing number of ceramics tourists
and companies.
 People are spending more on ceramics and glass today than ever before and preferring
modern houses and buildings rather than primitive houses.
 Glossy ceramic designs are more preferable nowadays.
 Easy of the public transportation to the industry.

Threats

 Foreign competitors entering the market.

 Irregular supply of fuel and electricity.
 Bad quality of raw material.
 The inability to attract and retain engineers and other employees due to high temperature
conditions and pollutants inside industry atmosphere.
 Engineers and managers are being offered high salaries in other renowned industries and in
foreign companies.
 It is a common belief that glass is fragile, so people prefer the primitive bricks houses and
other products rather than glossy and glass products.
 Other companies offering high salary to employees increases the package demand of
employees.
 High pollutants and temperature inside the industry leads to major health problems for labor
and employees.

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Strategy

The strategies are developed analyzing the internal and external environment. Consequently, the
values, preferences, attitude towards risk have been carefully examined while formulating
strategies. Business strategy is the choice of direction and action that the company adapts to achieve
its objectives and goals in a competitive situation. Strategies that Autolight Glass used to serve its
customer companies are:
 Modern & advanced machineries with a human touch
 Generating a great relation between company and customers.
 High quality products
 Modern ways of technology
 Reading market demands and fulfilling them.
 Best management
 High skilled employees and labors

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SUGGESTIONS

 Timely cleaning of machineries, equipment and furnace should be there for long lasting and
better functioning of machines.
 Company should focus on research and development department so that new researches can
be done for improving products and can help in introducing better products.
 New and more beneficiary machines are daily introduced in market, industry should install
them and must update it machinery and other equipment regularly, as per market demands.
 Company should improve its internal environment by installing new air filters and pollution
filters as harmful gases, dust particles and many chemicals leads to heavy pollution and dangerous
work environment.
 Company should provide hand gloves, masks and other precautionary equipments to labor
for their safety measures.
 Every record should be maintained regularly, to avoid any future problems and can help
company in maintaining data and in gaining experience.
 Storage facility is good but it can be improved.
 No variation in raw material should be there, to achieve constant and high quality products.
 Constant Gas pressure should be maintain no fluctuation in gas pressure will be there.
 No breakdown of electricity will be there, for this company should install new power
generators or solar plates, so that constant supply of electricity would maintain.

 As the demand is high, the company needs to increase its internal productivity, mainly by
introducing new machinery and more experienced employees.
 Staff shortage in Industry is one of the most critical issues therefore the industry should
maintain its staff level.
 The industry still needs to improve in certain areas such as constant and good raw material
supply.
 Good water supply must be there, to avoid any defect in products and manufacturing defect.
 Constant feeding of raw material should be there, to get constant and best quality products.
 Industry should grow its marketing team, by hiring experienced and laborious employees as
it is the most essential part for growth of any company.

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CONCLUSION
Autolight Glass Pvt. Ltd. is the jewel of the glass and ceramic industry in Gujrat. It is known for
rendering the best quality for manufacturing high quality products and providing the best service in
its field. It is known as one of the leading industries in India in ceramics field. The quality in
manufacturing indicates growth and standard of the company.

The company’s management is expected to keep vigil to ensure that the quality in manufacturing is
maintained at appropriate level and the customers are satisfied at every foot step of the company.

Further it is highlighted that the company has to be responsible to the changing technical,
Economical and financial scenario. However, certain regions need measures to a greater extent to
increase profitability.

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