{"id":996,"date":"2016-02-26T10:51:23","date_gmt":"2016-02-26T10:51:23","guid":{"rendered":"http:\/\/projecthelpline.in:\/myblog\/?p=996"},"modified":"2021-11-18T07:32:31","modified_gmt":"2021-11-18T07:32:31","slug":"mba-operations-project-synopsis-session-free-sample","status":"publish","type":"post","link":"https:\/\/projecthelpline.in:\/myblog\/mba-operations-project-synopsis-session-free-sample\/","title":{"rendered":"MBA OPERATIONS PROJECT SYNOPSIS SESSION Free Sample"},"content":{"rendered":"
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  1. TITLE OF THE PROJECT<\/u><\/strong><\/li>\n<\/ol>\n

    A STUDY OF MATERIAL MANAGEMENT ON MEP PROJECTS<\/strong><\/p>\n

    AT\u00a0<\/strong>LAFARGE CEMENT<\/strong><\/p>\n

    \u00a0\u00a0\u00a0 <\/strong><\/p>\n

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    1. 2<\/strong>. INTRODUCTION TO THE STUDY<\/u><\/strong><\/li>\n<\/ol>\n

      The Material Management encompasses the planning and management of all activities involved in sourcing, procurement and all logistics management activities. Importantly, it also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. In essence, the material management or supply chain management integrates supply and demand management within and across companies.<\/p>\n

      High-performance production and materials management starts with agreement on sales and production rates as well as the resulting inventory position. Production planning rates flow from the SPI planning process. Orders are promised against these rates by line\/cell, then materials flow to the operation based on planning items and actual orders. MRP is used where applicable to plan long leadtime items and expensive materials. Work orders apply when needed, but are eliminated where possible. Suppliers and the shop floor are controlled through simplified kanban and surveillance methods.<\/p>\n

      Mechanical and Electrical engineers are specialists, commonly referred to as “MEP” (mechanical, electrical and plumbing) when engaged in the building design fields. Also known as “Building services engineering<\/a>” in the United Kingdom<\/a>, Canada<\/a> and Australia<\/a>. Mechanical engineers design and oversee the heating ventilation and air conditioning (HVAC)<\/a>, plumbing<\/a>, and rain gutter<\/a> systems. Plumbing designers often include design specifications for simple active fire protection<\/a> systems, but for more complicated projects, fire protection engineers<\/a> are often separately retained. Electrical engineers are responsible for the building’s power distribution<\/a>, telecommunication<\/a>, fire alarm<\/a>, signalization<\/a>, lightning protection<\/a> and control systems<\/a>, as well as lighting systems<\/a>. The Material Management<\/strong> is an integrating function with primary responsibility for linking major business functions and business processes within and across companies into a cohesive and high-performing business model.<\/p>\n

      \u00a0It includes all the logistics management activities noted above as well as manufacturing operations and it drives coordination of processes and activities with and across marketing, sales, product design, and finance and information technology. Materials management is part of logistics and refers to the location and movement of the physical items or products. There are three main processes associated with materials management: spare parts, quality control, and inventory management. Materials management is important in large manufacturing and distribution environments, where there are multiple parts, locations, and significant money invested in these items.<\/p>\n

      Materials management<\/strong> can deal with campus planning and building design for the movement of materials, or with logistics that deal with the tangible components of a supply chain. Specifically, this covers the acquisition of spare parts and replacements, quality control of purchasing and ordering such parts, and the standards involved in ordering, shipping, and warehousing the said parts. The goal of materials management is to provide an unbroken chain of components for production to manufacture goods on time for the customer base. The materials department is charged with releasing materials to a supply base, ensuring that the materials are delivered on time to the company using the correct carrier. Materials is generally measured by accomplishing on time delivery to the customer, on time delivery from the supply base, attaining a freight budget, inventory shrink management, and inventory accuracy. The materials department is also charged with the responsibility of managing new launches. In large companies with multitudes of customer changes to the final product over the course of a year, there may be a separate logistics department that is responsible for all new acquisition launches and customer changes. This logistics department ensures that the launch materials are procured for production and then transfers the responsibility to the plant materials management.<\/p>\n

      COMPANY OVERVIEW<\/u><\/strong><\/p>\n

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      World leader in building materials, Lafarge has an established presence across all major cities and towns\u00a0in India.\u00a0 The group responds to the needs driven by its customers, business associates, shareholders, regional authorties and local communities.\u00a0Lafarge through its specialist solutions\u00a0under – Cement, Aggregates and Concrete enable and empowers its customers\u00a0by bringing\u00a0innovation & sustainability to their\u00a0construction.\u00a0\u00a0Lafarge\u00a0entered the Indian market in 1999, through its cement business, with the acquisition of Tata Steel’s cement activity. This acquisition was followed by the purchase of the Raymond Cement facility in 2001. Lafarge has cement plants in Chattisgarh, Jharkhand, Rajasthan and West Bengal. The total cement production capacity in the Indian market is currently over 11 MT.<\/p>\n

      In recent years, Lafarge has significantly enlarged its operations in India across its three business divisions – Cement, Aggregates and Concrete. In 2008, Lafarge acquired L&T’s concrete business and is today one of the leading players in the ready-mix concrete business with 65 plants across the country. Lafarge has 2 aggregates mines\/ crusher one each at Badlapur (Maharasthra) and Kotputli (Rajasthan). Lafarge India is one of the leading players in the cement industry in Eastern and Central India, with its leading brands – Concreto and Duraguard. Lafarge Readymix concrete offers Mega series, Concrete Master, Artevia and Hydromedia.\u00a0 Lafarge also partners with local developers to provide solutions making various stages of construction simpler, faster and affordable.<\/p>\n

      Lafarge India has been committed to sustainable development for many years, pursuing a strategy that combines industrial know-how with performance, value creation, respect for employees and local cultures, environmental protection and the conservation of natural resources and energy. To make advances in building materials, Lafarge India places the customer at the heart of its concerns. It offers the construction industry and its customer’s innovative solutions bringing greater safety, comfort and quality to their everyday surroundings. The Construction Development Lab in Mumbai, developed in early 2012, is undertaking research and development activities specific for the Indian market and Indian construction conditions. Safety is the cornerstone of the Company’s performance culture and long-standing people-centric tradition. All Lafarge India plants have an innate culture of safety consciousness and assured best-in-class Health & Safety standards.<\/p>\n

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      1. RATIONALE OF STUDY<\/u><\/strong><\/li>\n<\/ol>\n

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        This Study will analyze the materials management issues at various MEP sites of Lafarge cement and by studying many operational issues, supplier partnering, inventory management and allocation of resources to the different departments involved in the organization; the profitability of the MEP business can be improved. It helps to incorrect estimation of the materials while quoting for the project and Lack of proper material management especially in site stores. Material management gives help to know the Delay in processing the various orders.<\/p>\n


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        1. OBJECTIVES OF THE STUDY<\/u><\/strong><\/li>\n<\/ol>\n

          Every study is carried out for the achievement of certain objectives.<\/p>\n

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          1. To find out the materials management issues involved in various MEP projects of Lafarge cement.<\/li>\n
          2. To explore the significant factors influencing the materials management system in Lafarge cement.<\/li>\n
          3. To understand the stores management at various MEP sites.<\/li>\n
          4. To suggest ways and means to improve the system of Lafarge cement material management.<\/li>\n
          5. NEED FOR THE STUDY<\/u><\/strong><\/li>\n<\/ol>\n

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            By understanding the materials management issues at various MEP sites of Lafarge cement. By improving the professional operation the following advantages are expected.<\/p>\n