...Introduction Berger Paints Bangladesh Limited (BPBL) is a renowned paint company in Bangladesh. The Company was introduced on 6 June 1973 as a private co. limited by shares registered under the Company Act. In December 2005, the company issued 5% shares to the public and listed with Dhaka Stock Exchange (DSE) and Chittagong Stock Exchange (CSE). BPBL previously was known by Jenson & Nicholson (J & N). The name of the company was changed from J& N (Bangladesh) Limited to Berger Paints Bangladesh Limited on January 1, 1980. Currently BPBL’s number of shares is 23,188,940. Its Authorized capital is Taka 400 million and its paid up capital is Taka 232 million. Historical Overview Berger, the market leader in the Bangladesh paint market is one of the oldest names in the paint Industry and the country’s major specialty paints business with products and ingredients dating back more than 249 years to 1760. Louis Berger, a Germen national founded dye and pigment making business in England. Louis Berger and sons grew rapidly with a strong reputation for innovation and entrepreneurship culminating in perfecting the process of making Prussian blue, a deep blue dye- a colour widely used for the uniforms of many European Armies. Production of dyes and pigments evolved into production of paints and coating, which till today, remains the core business of Berger. The company grew rapidly by establishing branches all over the world and through mergers and acquisitions with all other...
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...Sheet $ Direct Materials: Plain t-shirts 4,800 Paints 1,400 Design & making of silk-screen 2,000 Direct Labour: 600 t-shirts1 4,200 Factory Overhead2 840 Additional Costs: Correction of silk-screen 100 White paint 20 20 t-shirts replaced3 160 Labour on 60 t-shirts4 200 Overhead on 60 t-shirts5 40 Cost incurred on reworked t-shirts6 20 Sale of reworked t-shirts7 -200 Job transfer to U26 -160 Total Costs 13,420 Total Units 600 Cost per Unit $22.37 Workings 1) Direct Labour = 7 x 600 = $4,200 2) Factory Overhead = 20% x 4200 = $840 3) T-shirts replaced = cost per t-shirt x 20 = (4800/600) x 20 = 8 x 20 = $160 4) Additional labour incurred on t-shirts = labour on reworked t-shirts + labour on replacement t-shirts = 60 + (7 x 20) = $200 Question 1 Workings 5) Overhead incurred on additional labour = 20% x 200 = $40 6) Cost incurred on reworked t-shirts = 20 x 1 = $20 7) Sale of reworked t-shirts = 20 x 10 = $200 Question 2 (i) The number of t-shirts used is more than the total units for job U12. Thus it is not accurate to say the cost is a true product cost. A more accurate cost will be to include the t-shirts that are burnt or reworked. (ii) Direct materials and labour can be traced directly to the product but factory overhead is just an estimate over direct labour. Factory overhead cannot be traced directly to the product. When a cost is...
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...river from the windows of his office on the famous Shanghai Bund. Jotun has so far had great success in China, the company has close to 25% market share in its most important markets, and enjoys a successful JV with Cosco International. In September 2010, the company invited all employees, as well as international and local customers to celebrate Jotun in China during the Expo Exhibition. Two new factories are under completion, new products are included in the portfolio, and the company is expanding into new regions. China seems to become more important in all segments of the global Jotun Corporation. Mr. Naglestad ponders about the future of Jotun in China, particularly his thoughts evolve around the following questions: 1. How to succeed further with Jotun in China? 2. Will “The Jotun Way” be a successful recipe? 3. How to balance the JV and the wholly owned activities in the future? THE JOTUN GROUP The Jotun Group is one of the world's leading manufacturers of paints, coatings and powder coatings. Its operations cover development, production, marketing and sales of various paint systems and products to protect and decorate surfaces in the residential, shipping and industrial markets. Jotun is represented on every continent by subsidiaries and joint ventures. The group comprises 70 companies in 39 countries, including 38 production facilities. In addition, Jotun has legal companies, agents, branch offices and distributors in more than 80 countries. In 1 Jotun took its...
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...CHAPTER 1 1.1 Introduction In this report we will analyze how Berger Paints Bangladesh Limited introduced breakthrough technique and what impact did it create in the organization’s operations. We tried to find out their opportunities and weaknesses in the present day situation and also the challenges it receives from the external environment to run its overall operational management. Berger Paints is a well-established name in the paint industry of Bangladesh. The company has gained quite a good name in the paint market and has been running strong through all these years after it was first established. Berger has the sole credit for introducing a new product segment in the paint industry which is known as weather-coat paint. Berger has established itself as one of the market leader in the segment, with a huge market share. The success of the company is particularly noteworthy, considering the fact that it managed to wrest its market share from corporate giants such as Romana paints, Elite paints and Asian paints. 1.2. Origin of the study This report has been prepared as a part of the course Operational management in the MBA program under the School of Business in Independent University, Bangladesh.. The organization attachment was started on 09th September 2011 and ended on 14th November, 2011. This report on “Impact of Breakthrough Technique in Berger Paints Bangladesh ltd.” was assigned by academic supervisor Prof. Muhammad Mahboob Ali, Professor, School of Business...
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...partial requirement to acquire the BBA degree under direct supervision of Mohammad Mahfuz Ahmed. I have tried my level best to make this report informative and enriched so that the real things can easily be displayed History of Berger Berger is one of the oldest names in paint industry detailing back more than 200 years to 1760. Lewis Berger, a German national, founded dye & pigment making business in England. Lewis Berger & Sons Limited grew rapidly with a strong reputation for innovation and entrepreneurship culminating in perfecting the process of making Prussian Blue, a deep blue dye, a color widely used for many European armies’ uniform. Production of dyes & pigments evolved into production of paints & coatings, which till today, remains the core business of Berger. Berger grew rapidly by establishing branches the world over and through merging with other leading paint & coating companies. Berger in Bangladesh Berger Paints began its painting in Bangladesh since independence. And this has been a footstep to bring more than 230 years of global paint industry experience into Bangladesh. In 1970, Berger Paints Bangladesh Limited (BPBL) erstwhile Jenson & Nicholson had set up its paint factory in Chittagong at an estimated investment of TK.4 million. The shareholders were Jenson & Nicholson (J& N), Duncan Macneil & Co Ltd and Dada Group. Duncan Macneil subsequently sold their shares to majority...
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...than 20 years. Lewis had worked his way up from apprentice to be chief mill engineer, and Dai had progressed from “office boy” to a senior marketing post. The men belonged to the local cycle touring club, and through this had become close friends. As the prospects for continued local employment were poor, they decided to use their savings to set up a bicycle manufacturing business – an obvious choice, given their shared interest, and combined expertise. The product they selected was a “traditional” upright cycle, following a design typical of the 1940’s and 1950’s. They believed that there would be a strong “niche” market for such a product, given the upsurge in interest in cycling, and increasing consumer interest in “retro” styles. Working in Lewis’s garage, they built their first prototype. Dai persuaded a local cycle shop to put this on show. Within week they had two orders, and the business was launched. By the end of 1990, the business had grown to such an extent that they were unable to meet demand. Taking advantage of the relatively low prices of commercial and industrial property, they purchased a disused 15,000 square feet warehouse with an included 2,000 square feet of office accommodation for £240,000. The buildings were big for their needs but they were optimistic about growth and expansion. The business was moved into this new space, and three employees were taken on to assist in production, packing, administration and selling. Over the next fifteen years, the...
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...than 20 years. Lewis had worked his way up from apprentice to be chief mill engineer, and Dai had progressed from “office boy” to a senior marketing post. The men belonged to the local cycle touring club, and through this had become close friends. As the prospects for continued local employment were poor, they decided to use their savings to set up a bicycle manufacturing business – an obvious choice, given their shared interest, and combined expertise. The product they selected was a “traditional” upright cycle, following a design typical of the 1940’s and 1950’s. They believed that there would be a strong “niche” market for such a product, given the upsurge in interest in cycling, and increasing consumer interest in “retro” styles. Working in Lewis’s garage, they built their first prototype. Dai persuaded a local cycle shop to put this on show. Within week they had two orders, and the business was launched. By the end of 1990, the business had grown to such an extent that they were unable to meet demand. Taking advantage of the relatively low prices of commercial and industrial property, they purchased a disused 15,000 square feet warehouse with an included 2,000 square feet of office accommodation for £240,000. The buildings were big for their needs but they were optimistic about growth and expansion. The business was moved into this new space, and three employees were taken on to assist in production, packing, administration and selling. Over the next fifteen years, the...
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...Mattel was always considered as a responsible company. Mattel earned high reputation in the minds of consumers. Mattel was recognized by Forbes magazine as one of the 100 most trustworthy U.S. companies. Mattel was recognized as one of the 100 Best Corporate Citizens by CRO magazine. Mattel outsourced major portion of manufacturing to low cost production countries. In 2007, near 65% of Mattel’s toys were manufactured in China. Company also had factories in Hong Kong, Indonesia, Malaysia, Philippines and Singapore. Near 50% of the revenue of Mattel came from the toys manufactured outside USA. In addition to producing toys in its own factories, Mattel contracted production to 30-50 Chinese companies. Many of these companies in turn subcontracted the production/part of production to other subcontractors. In 1997, Mattel developed a detailed code of conduct - “Global Manufacturing Principles”. These codes were applicable to Mattel factories as well as its subcontractors and suppliers. This code of conduct mainly focused on improving working condition. In addition to that, Mattel also tried to ensure product quality and safety. To maintain high quality safety of its products, Mattel tested its products manufactured in China at its own facilities as well as in special test labs....
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...Employee resourcing for factory relocation Hertfordshire Shelving Systems Ltd is a light-medium engineering company located in Watford, a town on the outskirts of London just within the M25. The company manufactures a range of products, primarily systems for shelving and storage including adjustable and decorative shelving systems. These are produced for two main markets, corporate and retail. For the corporate market, the company supplies a variety of products systems to be used in design and layout of shops, factory stores, offices etc., where functionality is a primary factor. These products are supplied to wholesalers and also to direct users, often to architectural specification. The retail market comprises retail stores selling directly to the public for use in the home; these products, in addition to being functional, often also have to be viewed as aesthetically pleasing. During the 1990s, sales to the retail market increased dramatically as the company gained contracts to supply major retail chainstores in the do-it-yourself and home decor business, companies such as B&Q, Homebase, Wickes. The corporate side of the business tended to be relatively low volume but providing high profit margins; the retail side was relatively high volume, but was increasingly subject to pressures on price and therefore on margins. Over the past two decades, the company has also expanded by acquisition of other companies manufacturing similar or related products. By the early 1990s...
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...the QMS to build upon the International Organization for Standardization (ISO) 9000 system. An external quality systems consultant validated our QMS and Mattel also sought to benchmark our practices and learn from others with leading quality controls systems. Taking an Integrated Approach As we reviewed existing standards, we saw an opportunity to integrate the various requirements contained in our product quality and safety procedures with our Global Manufacturing Principles (GMP), and combined them into one comprehensive system. The new system will streamline our processes, allowing us to audit our owned/operated and vendor factories against our standards for quality and safety at the same time we monitor for social and environmental compliance. Implementation of our QMS is underway at our owned/operated and vendor factories. New vendors will also be evaluated against the QMS standards. In addition to our internal efforts, the Toy Safety Certification Program (TSCP) is being developed in the U.S. by the Toy Industry Association (TIA) and the American National Standards Institute (ANSI). The goal of the TSCP is to create a...
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...world and how they produced their products are expressed in detail. In the third part, one specific area of the company, Magpan is analyzed and possible outcomes are written in order to develop the existing system. 1 IE299 – Company Identity Card Company Name: TREYSAN Location: Date of Establishment: Ownership: Area (m2) Outdoors: Indoors: Number of Workers White Collar: Blue Collar: Number of IEs: Annual Production Capacity for major products/services KAZAN, ANKARA 1975 IC IBRAHIM CECEN INVESTMENT 32 000 M2 18 000 M2 71 138 7 600 000 M2 2 Treysan Prefabricated Company produces prefabricated panel system buildings, preengineered steel buildings, permanent structures and living containers in its factory in Kazan, Ankara. Treysan Prefabricated is established in Ankara in 1975 by Ibrahim Çeçen and now it continues it’s business as an affiliation of IC ÇEÇEN holding. Treysan Prefabricated is established on 50 000 m2 land in total, 32 000 m2 open area including transportation and storage areas for partially completed goods, and 18 000 m2 closed area that includes production processes inside. Treysan has the ISO 9001-2000 certificate as the first company in it’s sector in Turkey, Treysan is leading it’s sector and it has reputation...
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...Summary This report analyses the strategies of the Berger paint Bangladesh limited. Berger is one of the most renowned companies in our country. This report has covered almost all the strategy of Berger Paints Bangladesh ltd for marketing its product. It also includes a brief profile of the company. To know the strategy of the company it also includes the product categories and the distribution channel of the company. The objective of this report is to identify and analyze marketing strategies of BPBL (Broadly). We have used both the Primary sources of data and Secondary sources of data. The data has been collected through some non structured questionnaire. The limitations to get the proper information were Time barriers, Intension to not disclose the information Rules and regulation etc. The vision of the company is to remain as the benchmark in the Paint industry. being an innovative and technology driven Company consistently delivering world-class products ensuring best consumer satisfaction through continuous value added services provided by highly professional and committed team. Their mission is to increase the turnover by 100% in the next five years and remaining socially committed ethical company. Production of paints and coatings is the core business of Berger. Berger produce a wide range of paints including decorative/architectural paints, industrial coatings, marine paints and powder coatings. Berger paints Bangladesh LTD operates its business in a competitive environment...
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...Executive Summary Mattel, Inc is the world’s largest toy manufacturer product line includes such household names as Fisher-Price, Matchbox and of course Barbie dolls. The company was founded in 1945 and has grown remarkably since with global revenue approaching $6 billion per annum and counting on 31,000 employees to fulfill the toy needs of millions of children. Mattel began their initial Corporate Social Responsibility program when the idea was still in its infancy for many companies back in 1997; they released their first GRI (Global Reporting Initiative) in 2003 and have done so annually since. In the summer of 2007 the company went through a social responsibility media nightmare after the revelations that various toys in their product line exceeded the safety levels for lead which resulted in the recall of over 18,000,000 products. At the time it was a huge story that naturally impacted the company in a negative way but if there is a silver lining it would be that the company has subsequently fully revamped their testing and auditing processes for all manufacturing. The company’s more robust position in 2011 demonstrates that huge business mistakes can be overcome if lessons are learned, which appears to be the case for Mattel. Introduction Mattel, Inc. was founded in 1945 by Ruth and Elliot Handler and Matt Matson. The company had its headquarter in El Segundo, California and was well-known in the world as the leader in the design, manufacture, and marketing of family...
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...such as Dora the Explorer, and the Big Bird and Elmo characters from Sesame Street. The recall, which applied to approximately 1.5 million toys sold worldwide after May 1, 2007, was due to the use of excessive lead paint.2 Over the next month, Mattel announced six more recalls that covered toys with lead paint, as well as small magnets that could become loose and be ingested by children. In October, Mattel made yet another recall for lead paint contamination.3 All of the toys recalled had been manufactured in China. Two weeks after the August 2nd recall, the owner of the Chinese factory that had used the lead paint committed suicide. This series of recalls attracted widespread publicity, as well as political and consumer concerns that sometimes bordered on hysteria. Newspapers and television networks jumped on the story, interviewing concerned shoppers and showing toys being removed from shelves and parents bringing toys to stores for lead testing. Mattel‟s brand image took a serious beating. The toy recalls reinforced public concerns raised by several high-profile problems with other Chinese-made products earlier in 2007, including tires, toys, pet food, cough syrup and 1 Mattel press release, “Company Recalls Products with Possible Lead Paint Content,” August 2, 2007. 2 Tracy Quek, “Mattel Recalls 1.5 M Made-in-China Toys,” The Straits...
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...respect we, the undersigned students of BRAC Business School of Summer 15 semester have reported on a survey of the "Berger Paints Bangladesh Limited. It is important to note that the survey report is under the course of Management Principles and Practices. Though we are in learning curve, this report has enabled us to gain insight into the core fact of the Berger Paints Bangladesh Limited. It was an extremely challenging and interesting experience. Thank you for your supportive consideration for formulating an idea. Without your Inspiring this report would have been an incomplete one. Lastly, I would be thankful once again if you please give your judicious advice on effort. Yours’ sincerely, ACKNOWLEDGEMENT At first, we want to express our gratitude to Almighty Allah for giving us the strength, ability and opportunity to complete this report within the schedule time successfully. We would like to express our debt of gratitude to Lecturer, Mrs. Tanzin Khan, Department of BRAC Business School of BRAC University, who assigned us to prepare this report. Her valuable suggestions and important guidelines help us a lot to prepare this report. Moreover, her valuable instructions, constant inspiration, enormous patience contributed throughout the report. Our special thanks to Ms. Anika Shams the Officer of Human Resource Department of Berger Paints Bangladesh Limited (BPBL) who helped us a lot to provide with relevant and updated information of BPBL to prepare the survey...
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