...MANAGEMENT OF SPARE PARTS INVENTORY IN A MANUFACTURING ORGANIZATION INTRODUCTION Proper planning and control of spare parts inventory is a critical component of an effective asset management program. If the right parts are not on hand when needed for routine maintenance or repairs, downtime is prolonged. If too many parts are on hand, the enterprise absorbs excessive costs and the overhead of carrying the inventory. There are tried and true strategies to manage spare parts in support of effective asset management, along with some that can be considered questionable, and a variety of new and innovative practices. Advanced enterprise asset management (EAM) solutions support the proper implementation of these capabilities. Following are examples of each. Item search. It can be frustrating to a maintenance planner who is not familiar with item numbers to locate the appropriate part in a computer system. Nouns and qualifiers are a way of simplifying a search. A noun is a simple, meaningful name for the item, for example "pump." The qualifier adds more detail, such as "hydraulic." A search on this combination will bring up all hydraulic pumps in the stock item master file. An assortment of captions and a detailed item description can provide an increasingly narrowed search that considers make, model, size, formulation, capacity, etc. If the part can be substituted with an alternate or equivalent part, that reference also should be stored in the stock record. ABC and XYZ analyses...
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...jeeva21289@gmail.com Objective Instrumentation Engineer with total experience of 2.9 years+ in Refining and Petrochemical sector seeking a challenging position in an organization which can provide constructive and innovative ambiance to implement acquired technical knowledge as well as managerial skills to establish myself as an asset to the organization in the field of Automation, Process Instrumentation. Professional Summary • Engineering graduate in Instrumentation working at Hydrogen Manufacturing Unit of World’s Largest Grassroot Refinery, Reliance Jamnagar as Maintenance Engineer, Instrumentation. • Versatile, accomplished engineering management professional with expertise managing maintenance operations in a wide range of Instrumentation Systems and Equipment • Applies continuous improvement principles to increase process and maintenance efficiency. Exhibits a strong and firm approach to sustaining and encouraging safe work environments Career Accomplishments Organization – Reliance Industries Limited, Refinery Division, Jamnagar • Working as a team member for implementation and monitoring of Process Safety Management elements in HMU. • Involved in routine maintenance activities, commissioning and development co-ordination of instruments and control systems in Hydrogen Manufacturing Unit (Oil & Gas Refinery). • Configuring and fault diagnosis of DCS, PLC,Machine condition monitoring systems , Analyzers and Control Loops. o DCS...
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...A REPORT ON INVENTORY MANAGEMENT IN DIGILINK Submitted by MONIKA AGARWAL Regd No. – 09KB045 in partial fulfillment for the award of the degree of PGDM program at Krupajal Business School, Bhubneshwar UNDER THE FACULTY GUIDE : UNDER THE COMPANY GUIDE : Sushant Mishra Mr. Mourya Banerjee KBS, Bbsr Territory Head-North East Digilink. KRUPAJAL BUSINESS SCHOOL, BHUBNESWAR (2009-11) ACKNOWLEDGEMENT I express my sincere gratitude to Prof.Sushant Mishra,who was initially my faculty guide, under whose supervision has helped to clarify my concepts of Inventory Management, distinguished scholars and authors, whose work I heve used in this project. I would also like to thank to Prof.Biplab Biswal No words of appreciation are good enough for the constant encouragement, which I have received from him. I thank Mr.Anshuman Haldar(Regional head-East) for his unstinted support to the project. Finally, I would like to thank Mr.Mourya Banerjee (Territory head-North East),my company guide to give the opportunity to complete the project in the esteemed organization. Preface As a part of the partial fulfillment of the PGDM programme at Krupajal Business...
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...Inventory Management must be designed to meet the dictates of market place and support the company’s Strategic Plan. The many changes in the market demand, new opportunities due to worldwide marketing, global sourcing of materials and new manufacturing technology means many companies need to change their Inventory Management approach and change the process for Inventory Control. Inventory Management system provides information to efficiently manage the flow of materials, effectively utilize people and equipment, coordinate internal activities and communicate with customers . Inventory Management does not make decisions or manage operations, they provide the information to managers who make more accurate and timely decisions to manage their...
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...Value Chain Management, VIA University College Horsens Authors: Thomas Gottlob Ployart Wetche 2036932 Kristina Hemmingsen 2029398 Pawel Rosiak 2008258 Ioan Stavarache 2020733 Filip Petru 2020724 Supervisor: Erik Aaen Project: SPV 4 Project Date: 10 June 2010 Contents Table of figures: 6 0.0 Problem formulation 8 0.1 Background description: 8 0.2 Purpose: 8 0.4 Problem statement: 8 0.5 Delimitation: 8 0.6 Choice of methods and models: 9 0.7 Time schedule 10 1.0 Introduction 11 1.1 Value chain analysis 11 Optimization of the value chain at Siemens Wind Power 11 1.2 Primary Activities: 13 1.2.1 Inbound Logistics: 13 1.2.2 Operations: 13 1.2.3 Outbound Logistics 13 1.2.4 Marketing and Sales: 14 1.2.5 Service 15 1.3 Support Activities 15 1.3.1 Procurement 15 1.3.2 Technology Development 16 1.3.3 Human Resource Management 16 1.3.4 Firm Infrastructure 16 1.4 Choosing the right supply chain strategy 17 1.5 Supply Chain Strategies 17 1.5.1 Innovative Products with Evolving Supply Processes 18 1.6 The Right Supply Chain Strategy 18 The concept of agility : 18 1.7 Summarize 19 2.0 How can Siemens optimize the cross functional communication? 19 2.1 Resources and capability model 20 2.2 Obstacles when using the strategic resources and capability model 21 2.3 Issues within the organization 22 2.4 Root causes for the internal challenges: 23 ...
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...MIS IMPLEMENTATION IN HERO MOTOCORP. MIS IMPLEMENTATION IN HERO MOTOCORP. Introduction to Company Hero Motocorp Ltd., erstwhile known as Hero Honda Motors Ltd., is a two wheeler manufacturing firm based in New Delhi, India. In terms of sales volume, it moved to the top position as the largest manufacturer of two wheeler in the world in the year 2001. The company has successfully managed to maintain this position ever since. Forbes magazine, in 2006, has placed the company in 108th position in the list of 200 Most Respected companies. The company was incorporated as Hero Honda Motors Ltd. in the year 1984, as a joint venture between Hero Cycles Ltd. of India and Honda Motor Co., Ltd. of Japan. The Munjal brothers led Hero Group and Honda Motor Co. Ltd. each owned a stake of 26% in the company. Honda moved out of the venture in 2010 and shares held by it were bought by Hero Group. In July, 2011, the company was rechristened as Hero MotoCorp and it embraced a new logo. 18 months after the split with Honda Motors, the company approved the proposal of merging the investment arm of its parent company, Hero Investment Pvt. Ltd. Glimpse to the past: The 1980s saw the introduction of Hero Honda Motorcycles in the country that gained widespread acceptance with the average Indian motorcycle rider due to the low cost and fuel efficiency of the motorcycles. The company grew in double digits in terms of sales ever since its formation and occupied the top slot of two wheeler manufacturer...
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...juan jose cabrera lazarini | | | Work ExperienceResults driven leader with 25 year international experience in Supply Chain Operations including International Trade delivering breakthrough results in Productivity improvement and Cost/Inventory reduction while maintaining fundamentals in place regarding Safety, Quality and Internal Controls by applying Value Stream Mapping, Supply Chain Synchronization, Total Productive Management and High Performance Working Systems, working for P&G and Michelin companies having different assignments in USA, Costa Rica and Mexico. As International Trade leader, owned import-export process for Finish Product, Raw & Packing Materials and Spare parts for 21 Plants and 20 Distribution Centers in Latin America | | 2014- 2015. Senior Supply Chain Loss Elimination Leader Beauty Mexico & Argentina/Regional Loss Elimination Americas at Procter & Gamble. Owner of outbound and inbound logistics loss elimination for 3 Plants in Beauty Care Sector in Mexico and 1 in Argentina including End to End for Latinoamerica as well as Raw and Packing Materials imports, Supply Chain Synchronization and Losses Elimination Capability Owner for Beauty Care Americas including 4 Plants in USA, 1 in Brazil and 3 in Mexico. This job is a great match with my strong background in International Trade LA for P&G. since: 1) I am qualified in Customs Operation for LA countries. Customs Compliance (CC) reported to me as LA I-Trade leader during which...
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...our business by describing what we need to accomplish in order to continue achieving sustainable, quality growth. (a) People: Be a great place to work where people are inspired to be the best they can be. (b) Portfolio: Bring to the world a portfolio of quality product that anticipate and satisfy people's desires and needs. (c) Partners: Nurture a winning network of customers and suppliers, together we create mutual, enduring value. (d) Planet: Be a responsible citizen that makes a difference by helping build and support sustainable communities. (e) Profit: Maximize long-term return to shareowners while being mindful of our overall responsibilities. (f) Productivity: Be a highly effective, lean and fast-moving organization. 3. Standard Statement. 4. Market Position. On the back of continual strong demand for widgets our...
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...OPERATIONS MANAGEMENT OPERATIONS MANAGEMENT 3 (BPJ 33A3) Subject notes COMPUTERIZED MAINTENANCE MANAGEMENT SYSTEMS “CMMS” Table of Contents Enterprise resource planning 5 ERP is short for enterprise resource planning 6 ERP Software Modules 6 Origin of "ERP” 7 Functional areas covered in “ERP” 7 Integrations 8 What is the basic structure of a good ERP solution? 9 Need for Enterprise Resource Planning - Why ERP? 11 ERP Overview 12 Why ERP 14 Selection Criteria of ERP 14 Implementation of ERP 15 CMMS 16 Work orders and CMMS 16 Inventory control and CMMS 17 Functions of CMMS 19 CMMS process flow 19 The maintenance processes 20 Stores Requisitioning, Stock Control and Purchasing 24 WARRANTY MANAGEMENT 25 What is Warranty? 25 STORES 27 What is a corporate store? 27 Stock classification 28 ABC 28 Disadvantage of ABC classification 29 XYZ 29 Criticality analysis 30 Consignment stock 32 STORES MODULES 32 REPORTING 34 Maintenance Reporting Requirements 35 OPEN APPLICATION INTERFACE 35 OPEN APPLICATION INTERFACE DIAGRAM 36 CUSTOMER MIGRATION 38 Computerized maintenance management or CMMS 39 Old methods provide limited benefits 46 Safety FACTORS Plans 49 ISO FACTOR 50 The Productivity Factor 51 The Cost Factor 52 7 Cost factors to CMMS Configurability 53 Areas of saving 54 Maintenance Efficiency 54 Increased Vision 54 Equipment uptime/ Efficiency 55 Improved safety and risk management 56 Waste...
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...TEN WAYS TO IMPROVE INVENTORY MANAGEMENT CFOs and other senior executives already know the importance of inventory management. And yet even the most attentive managers often find it difficult to get it right. In our work with clients, we've found that decision makers often rely on external benchmarks that seldom deliver expected insights. And they make operating assumptions that send them down the wrong path. Two of the classic misconceptions: improving the accuracy of sales forecasts is the best way to reduce inventory and beefing up customer service requires keeping more inventory on hand. The fact is, both assumptions can lead to inventory gluts or shortages. As most executives know, getting the right levels is vital since it not only controls costs but also serves as a barometer of a company's overall health. We've found that best in class supply organizations are able to improve inventory levels by between 20 percent and 50 percent by employing sophisticated analytical tools, resulting in savings for years. We typically ask clients 10 questions that take the pulse of a company's inventory health. They are designed to assess the effectiveness of inventory reduction processes as well as the sophistication and breadth of those efforts. Taking an Inventory Pulse Check 1) Are you able to break down your operating inventory into the three major categories when reporting levels—safety, replenishment and excess or obsolete stock? This breakdown makes it easier to make sound decisions...
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...Introduction In the earlier years, Materials Management was treated as a Cost Centre, since Purchasing Department was spending money on materials while Stores was holding huge inventory of materials, blocking money and space. However, with the process of liberalization and opening up of global economy, there has been a drastic change in the business environment, resulting in manufacturing organizations exposed to intense competition in the market place. Indian manufacturers have been working out various strategies to face the above challenges and to cut down manufacturing costs to remain competitive. Progressive Management have since recognized that Materials Management can provide opportunities to reduce manufacturing costs and can be treated as a Profit Centre. On an average, half the Sales income is spent on Materials. Suppose a firm is spending 50% of its volume on materials and the profits are 10% of sales volume. A 2% reduction in materials cost will boost the profits to 11% of sales or the profits will be increased by 10%. To achieve the same increase in profit through sales efforts, a 10% increase in sales volume will be necessary. In other words, compared to sales volume, material cost has five times the average on profits. Organizations earn or loose large sums depending on how effective are their Materials Management. The cost savings which are possible in Purchasing are as follows: a) By obtaining materials at lower prices through: • Development of new...
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...What is Inventory Management? Effective inventory management is all about knowing what is on hand, where it is in use, and how much finished product results. Inventory management is the process of efficiently overseeing the constant flow of units into and out of an existing inventory. This process usually involves controlling the transfer in of units in order to prevent the inventory from becoming too high, or dwindling to levels that could put the operation of the company into jeopardy. Competent inventory management also seeks to control the costs associated with the inventory, both from the perspective of the total value of the goods included and the tax burden generated by the cumulative value of the inventory. Balancing the various tasks of inventory management means paying attention to three key aspects of any inventory. The first aspect has to do with time. In terms of materials acquired for inclusion in the total inventory, this means understanding how long it takes for a supplier to process an order and execute a delivery. Inventory management also demands that a solid understanding of how long it will take for those materials to transfer out of the inventory be established. Knowing these two important lead times makes it possible to know when to place an order and how many units must be ordered to keep production running smoothly. Calculating what is known as buffer stock is also key to effective inventory management. Essentially, buffer stock is additional units above...
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...11/9/09 12:03 PM Page 35 CASE: FabQual Ltd. FabQual Ltd. manufactures parts and subassemblies for a number of small-volume manufacturers of specialized construction equipment, including bulldozers, graders, and cement mixers. FabQual also manufactures and distributes spare parts. The company has made a specialty of providing spare parts for equipment no longer in production; this includes wear parts that are no longer in production for any OEM. The Materials Management Group (MMG) orders parts— both for delivery to a customer’s production line and for spares—from the Fabrication Department. Spares are stocked in a finished goods store. FabQual’s part number 650810/ss/R9/o is a wear part made only for spares demand. It has had demand averaging 300 units per week for more than a year, and this level of demand is expected to persist for at least four more years. The standard deviation of weekly demand is 50 units. The MMG has been ordering 1300 units monthly of part number 650810/ss/R9/o from the Fabrication Department to meet the forecast annual demand of 15,600 units. The order is placed in the first week of each month. In order to provide Fabrication with scheduling flexibility, as well as to help with planning raw material requirements, a three-week manufacturing lead time is allowed for parts. In the Fabrication Department, two hours is now allowed for each setup for a run of part number 650810/ss/R9/o. This time includes strip-down of the previous setup;...
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...is advantageous as it expands the distribution system and more customers can be reached. The possible disadvantage again is channel conflict of which the marketer should always be cautious. The Coca-Cola Company is the world’s largest beverage company. It is recognized as the world’s most valuable brand. It markets four of the world’s top five soft drink brands like Diet Coke, Fanta, and Sprite along with water, juices, tea, coffee and energy drinks. It has one of the world’s largest beverage distribution systems spread over 200 countries selling 1.6 billion servings a day. Let us first understand what a supply chain is and also the supply chain components we have chosen to focus on. Supply Chain A supply chain is a system of organizations, people, technology, activities, information and resources involved in moving a product or service from supplier to customer. Supply chain activities transform natural resources, raw materials and components into a finished product that is delivered to the end customer. in the rest of the world, the Coca-Cola distribution system includes the company and its 300 bottling partners. The company manufactures and sells concentrate and beverage bases. The bottlers combine this concentrate or beverage base with sweetener (depending on the...
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...a combined arrangement of gathering knowledge from classroom and from the practical situation what is happening actually. The prime objective of the study is to produce learner’s practical knowledge in organizational environment and we can tune up ourselves for the job market interview session in future. We are able to collect information from “Square Textile Limited” to complete the study. We survey in our way to know about their working capital management procedure. Our main concentration of this study is to find out how organizations generally manage their capital. So we make organizational profile, consider the cash collection, financing, and liability related functions and also take some knowledge from internet. We hope that our work will be benefitted for everyone because we tried our best to make the report effective. Chapter one Introduction Introduction: Working capital management is one of the major issues of corporate finance. The success of any manufacturing company largely relies on the efficient management of working capital. There are different theoretical developments and empirical issues but there is no unified rule that can determine the optimal level of working capital. From the viewpoint of developing country like Bangladesh the role of working capital should be highly emphasized. But our country is characterized by low level of capital market development and inefficiency of financial market. In such a situation, it...
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