Summer Project Draft

Gap Analysis of Supply Chain (Inbound)
Abstract
Supply Chain is an important function coordinates the activities of all departments in a company. Activities are classified as value added and non-value added activities. Project is about the study of functions in departments from start to end and identify the value added and non-value added activities. The departments daily activities are studied and the gaps identified can be solved by the suggestions proved. The following are the departments that are taken for doing the project. 1. Production 2. Stores 3. Internal Quality Control 4. Finance 5. Purchase Entire study is for the month of April. Data is collected from all the departments and analysis is done based on Vendor Payments, Material Receipt Report Cleared, Production Plan and Achieved Plan. Suggestions are given for improving the performance of the company. 5S an important Lean tool is used for increasing the efficiency of the company. 5S is evaluated for two departments, internal quality control and Printer Line Integration and method to improve the efficiency are given. Company is currently following the ISO 9001:2008 certified standards and the reporting records of various departments are verified according to the information provided in the website of the company. Majority of the reporting structure are followed as per the information provided and some of the records are to be updated as per the requirement of the present conditions.
Narendra Kumar Ch - 1121117
1.0 Introduction
A supply chain is a network of facilities and distribution options that performs the functions of procurement of materials, transformation of these materials into intermediate and finished products, distribution of these finished products to customers. Supply chains exist in both service and manufacturing organizations, although the complexity of the chain may vary greatly from industry to industry to firm. Below is an example of a very simple supply chain for a single product, where raw material is procured from vendors, transformed into finished goods in a single step, and then transported to distribution centres, and ultimately, customers. Realistic supply chains have multiple end products with shared components, facilities and capacities. The flow of materials is not always along an arbores cent network, various modes of transportation may be considered, and the bill of materials for the end items may be both deep and large. Traditionally, marketing, distribution, planning, manufacturing, and the purchasing organizations along the supply chain operated independently. These organizations have their own objectives and conflicting. Marketing's objective of high customer service and maximum sales dollars conflict with manufacturing and distribution goals. Many manufacturing operations are designed to maximize and lower costs with little consideration for the impact on inventory levels and distribution capabilities. Purchasing contracts are often negotiated with very little information beyond historical buying. The result of these factors is that there is not a single, integrated plan for the organization---there were as many plans as businesses. Clearly, there is a need for a mechanism through which these functions can be integrated together. Supply chain management is typically viewed to lie between fully vertically integrated firms, where the entire material flow is owned by a single firm and those where each channel member operates independently. Therefore coordination between the various players in the chain is key factor in its effective management. Such a team is more competitive when each player knows how to be positioned for the hand-off. The relationships are the strongest between players who directly pass the entire team needs to make a coordinated effort to win the race.
Gap Analysis of Supply Chain (Inbound) Figure 1.1 Flow Diagram for Supply Chain Management
1.1 Supply Chain Decisions

We classify the decisions for supply chain management into two broad categories -- strategic and operational. As the term implies, strategic decisions are made typically over a longer time horizon, closely linked to the corporate strategy, and guide supply chain policies from a design perspective. On the other hand, operational decisions are and focus on activities over a day-to-day basis. The effort in these types of decisions is to effectively and efficiently manage the product flow in the "strategically" planned supply chain.
1.2 Major Decision Areas in Supply Chain Management

There are four major decision areas in supply chain management: 1) Location 2) Production 3) Inventory 4) Transportation (distribution), and there are both strategic and operational elements in these decision areas.
Gap Analysis of Supply Chain (Inbound) 1.2.1 Location Decisions The geographic placement of production facilities, stocking points, and sourcing points is the natural first step in creating a supply chain. The location of facilities involves a commitment of resources plan. Once the size, number, and location of these are determined, so are the possible paths by which the product flows through to the final customer. These decisions are of great significance since they represent the basic strategy for accessing customer markets, and will have a considerable impact on revenue, cost, and level of service. These decisions should be determined by an optimization routine that considers production costs, taxes, duties and duty drawback, tariffs, local content, distribution costs, production limitations, etc. Although location decisions are primarily strategic, they also have implications on an operational level. 1.2.2 Production Decisions The strategic decisions include what products to produce, and which plants to produce them in, allocation of suppliers to plants, plants to DC's, and DC's to customer markets. As before, these a big impact on the revenues, costs and customer service levels of the firm. These decisions assume the existence of the facilities, but determine the exact path(s) through which a product flows to these facilities. Another critical issue is the capacity of the manufacturing facilities--and this largely depends on the degree of vertical integration within the firm. Operational decisions focus on detailed scheduling. These decisions include the construction of the master production schedules, scheduling production on machines, and equipment maintenance. Other considerations include workload quality control measures at a production facility. 1.2.3 Inventory Decisions These refer to means by which inventories are managed. Inventories exist at every stage of the supply chain as either raw materials, semi-finished or finished goods. They can also be inprocess between locations. Their primary purpose to buffer against any uncertainty that might exist in the supply chain. Since holding of inventories can cost anywhere between 20 to 40 percent of their value, their management is critical in supply chain operations. It is strategic in the sense that top management sets goals. However, most researchers have approached the management of inventory from an operational perspective. These include deployment strategies (push versus pull), control policies --- the determination of the optimal levels of
Gap Analysis of Supply Chain (Inbound) order quantities and reorder points, and setting safety stock levels, stocking location. These levels are critical, since they are primary determinants of customer service levels. 1.2.4 Transportation Decisions The mode choice aspect of these decisions is the more strategic ones. These are closely linked to the inventory decisions, since the best choice of mode is often found by trading-off the cost of particular mode of transport with the indirect cost of inventory associated with that mode. While air shipments may be fast, reliable, and warrant lesser safety stocks, they are expensive. Sea or rail may be much cheaper, but they necessitate holding relatively large amounts of inventory to buffer against the inherent uncertainty associated with them. Therefore customer service levels, geographic location play vital roles in such decisions. Since transportation is more than 30 percent of the logistics costs, operating efficiently makes good economic sense. Shipment sizes (consolidated shipments versus Lot-for-Lot), routing and scheduling of equipment are key factors in effective management of the firm's transport st
1.3 Drivers of Performance

To perform efficiently, some drivers are useful for success of SCM. The role of drivers in SCM is discussed below: 1.3.1 Facilities If we think of inventory as what is being passed along and transportation as how it is passed along, then facilities are the where of the . They are the location to or from which the inventory is transported. Within a facility, inventory is either processed or transformed into another state (manufacturing) or it is stored before being shipped to the next stage (warehousing). 1.3.2 Inventory Inventory exists in the because of a mismatch between supply and demand. This mismatch is international at a steel manufacturer where it is economical to manufacture in large lots that are then stored for future sales. The mismatch is also international at a retail store where inventory is geld in anticipation for future demand. An important role that inventory plays is to increase the amount of demand that can be satisfied by having product ready and available when the customer wants it.
Gap Analysis of Supply Chain (Inbound) 1.3.3 Transportation Transportation moves product between different stages. Like the other drivers, transportation has a large impact on both responsiveness and efficiency. Faster transportation, whether in the form of different modes of transportation or different amounts being transported, allows being more responsive but reduces it efficiency. The type of transportation a company uses also affects the inventory and facility locations. 1.3.4 Information Information could be overlooked as a major driver because it does not have a physical presence. Information, however, deeply affects every part. Its impact is easy to underestimate as information affects many different ways. Consider the following: Information serves as the connection between the various stages, allowing them to coordinate and bring about many of the benefits of maximizing total profitability. Information is also crucial to the daily operations of each stage. For instance, a production scheduling system that allows a factory to produce in an efficient manner. A warehouse management system uses information to create visibility of the warehouses inventory. The company can then use this information to determine whether new orders can be failed. a. Impact of the promotion on demand b. Product margins c. Cost of holding inventory d. Cost of changing capacity When a promotion is offered during a period, that periods demand will go up. This increase in demand results from a combination of the following three factors: a. Market growth b. Stealing share c. Forward buying
1.4 The Role of IT in the SCM:

All the drivers discussed up until this point have dealt directly with some physical aspect. Information is the drivers that serves as the glue allowing the other three drivers to work together to create an integrated, co-ordinated. Information is crucial to performance because it provides the foundation on which processes execute transactions and managers make decisions. Without information, a manager will not know what customers want, how much inventory is in stock, and when more products should be produced and shipped. In short, without information a manager can only make decisions blindly. Therefore, information makes the visible to a manager. With this visibility, a manager can make decisions to improve the performance. In much ways information is the most important of the four drivers because without it, none of the other drivers can be used to deliver a high level of performance. Given the role of information in success, managers must understand how information is gathered and analysed. This is where IT comes into play. IT consists of the hardware and software throughout that gather, analyses, and acts on information. IT serves as the eyes and ears of management in capturing and analysing the information necessary to make a good decision. Using IT system to capture and analyse information can have a significant impact on a firms performance. For example, a major manufacturer of computer work stations and serves found that much of the information on customer demand was not being used to set production schedules and inventory levels. Information is the key to the success because it enables management to make decisions over a broad scope that crosses both functions and companies. Information must have the following characteristics to be useful when making decisions. Information must be accurate Without information that gives the true picture of the state of the, it is very difficult to make good decisions. That is not to say all information must be 100 percent correct but rather than the data available paint a picture of reality that is at least directionally correct.
Gap Analysis of Supply Chain (Inbound) Information must be accessible in a timely manner Often accurate information exists, but by the time it is available, it is either out of date or if it is current, it is not in an accessible form. To make good decisions, a manager needs to have up-to-date information that is easily accessible. Information must be of the right kind Decision makers need information that they can use. Often companies will have large amounts of data that is not helpful with decision making. Companies must think about what information should be recorded so that valuable resources are not wasted collecting meaningless data while important data goes unrecorded.
1.5 The Role of E-Business

E-business is the execution of business transaction via the internet. transactions that involve e-business include the flow of information, product, and funds. For instance, the following are all transactions that can be executed with e-business: Providing product information to participants across the Placing orders with suppliers Allowing customers to place orders Allowing customers to track orders Filling and delivering orders to customers Receiving payment from customers These transactions are obviously not new tasks that have come into existence through the creation of e-business. Rather, they are traditional tasks performed by allowing them to take place over the internet where they can often be executed more efficiently and with a higher level of responsiveness. E-business can be divided into two main categories, B2C e-business involve transaction between a company and a customer. Examples include Amazon.com, Dell, and Wal-Mart selling products to customers over the internet. A B2B e-business involves transactions between two companies. Examples include Dell selling computers to corporations and Intel Selling microprocessors to Dell.
1.6 Activities of SCM

SCM is a cross-functional approach to managing the movement of raw materials into an organization, certain aspects of the internal processing of materials into finished goods, and then the movement of finished goods out of the organization toward the end-consumer. As organizations strive to focus on core competencies and becoming more flexible, they have reduced their ownership of raw materials sources and distribution channels. These functions are increasingly being outsourced to other entities that can perform the activities better or more cost effectively. The effect has been to increase the number of organizations involved in satisfying customer demand, while reducing management control of daily logistics operations. Less control and more partners led to the creation of concepts. The purpose of IS is to improve trust and collaboration among partners, thus improving inventory visibility and improving inventory velocity. Several models have been proposed for understanding the activities required to manage material movements across organizational and functional boundaries. SCOR is a model promoted by the Council. Another model is the SCM Model proposed by the Global Forum (GSCF). activities can be grouped into strategic, tactical, and operational levels of activities. 1.6.1 Strategic Strategic network optimization, including the number, location, and size of warehouses, distribution centres and facilities. Strategic partnership with suppliers, distributors, and customers, creating
communication channels for critical information and operational improvements such as cross docking, direct shipping, and third-party logistics. Product design coordination, so that new and existing products can be optimally integrated into the , load management Information Technology infrastructure, to support operations. 1.6.2 Tactical Sourcing contracts and other purchasing decisions. Production decisions, including contracting, locations, scheduling, and planning process definition. Inventory decisions, including quantity, location, and quality of inventory.
Gap Analysis of Supply Chain (Inbound) Transportation strategy, including frequency, routes, and contracting. Benchmarking of all operations against competitors and implementation of best practices throughout the enterprise 1.6.3 Operational Production and distribution planning, including all nodes. Production scheduling for each manufacturing facility (minute by minute). Demand planning and forecasting, coordinating the demand forecast of all customers and sharing the forecast with all suppliers. Sourcing planning, including current inventory and forecast demand, in collaboration with all suppliers. Inbound operations, including transportation from suppliers and receiving inventory. Production operations, including the consumption of materials and flow of finished goods. Outbound operations, including all fulfilment activities and transportation to customers.
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Figure 1.2 Flow Diagram of Supply Chain Channels
1.7 Logistics:
Logistics is a process which runs from the vendor's door through to the customer's. It interacts with almost every group within the company and with many companies outside the company, including its customers. Effective logistics revolves around five key issues-movement of product, movement of information, time/service, cost and integration. Each of this is critical to the success of logistics and to creating value-added to the company and improving competiveness.
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2.0 Industry Profile

Printers market in India is currently undergoing through a phase wherein the market can be characterized with steady growth and a cut-throat competition amongst players operating in the market space. Prime factors influencing growth in the market happen to be the prevailing of major active industry verticals and the exponential growth in content creation. Further, the presence of a massive SMB population also boosts the market by a large extent, wherein SMBs shell out a decent proportion of their revenues for computational purchases. The market comprises of multiple segments including inkjet, dot matrix and laser printers. On-going advancement in the field of technology has resulted in the evolution of state-of-the art multifunction devices which are capable of facilitating several tasks and it is this device which is gaining a significant momentum in the market, finds the report. An array of factors including high content generation, enterprise mobility, declining prices and the huge PC base in India basically propels the market forward. An on-going tendency to adopt inkjet multifunction devices, cloud printing, green printing and managed printing services is on the rise in the India. The overall A4 printer sell-through in India's top 65 cities crossed 5.5 lakh units during the Jan-March 2012 quarter. Laser printer sell-through in top 65 cities grew 4% in 1Q 2012 over 4Q 2011 while Inkjet printer sell-through fall 5% sequentially. The overall market recorded a mere 0.4% growth. This was reported in the India 65-City Monthly Printer Market Review, 1Q 2012 published by leading IT, Telecommunications, Semiconductor & Electronics market intelligence firm, Cyber Media Research. The weak macroeconomic outlook and Hard Disk Drive supply chain dynamics did not help the India printer market register healthy growth rates. A weaker Rupee is exerting pressure on vendors to increase printer prices ahead of the coming festive season. The contribution of laser printer sell-through to overall India A4 printer shipments increased 2 percentage points, while that of inkjet sell-through declined by over 2 percentage points in 1Q 2012 vis--vis 4Q 2011.The trends in the last three quarters
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(3Q 2011 vs. 4Q 2011 vs. 1Q 2012), contribution of laser printers as category has increased by 5% points, while that of inkjet printers has declined by 5%.While the modest demand from the domestic SMB enterprise base triggered a growth in the laser Multi-Function printer category, the lack of a strong consumer demand deserted inkjet printer growth in 1Q 2012. In the overall India A4 printer market, HP maintained its leadership position with 56% share in terms of sell-through (units), followed by Canon, Epson, and Samsung in that order. While HP lost share in both inkjet and laser categories in 1Q 2012 vis--vis 4Q 2011, Epson gained share in the inkjet segment, while Canon gained in both. In terms of Inkjet A4 Printer sales, HP led the market with 71%, followed by Epson and Canon, respectively during 1Q 2012.In terms of Laser A4 Printer sales, HP retained the top spot with a 53% units share. Canon and Samsung grabbed the second and third places, respectively. In DMP sales, Epson was the leader with 49% share of unit sell-through, followed by TVSe and WeP. Growth in laser multifunction printer penetration was prominent in West and South. Laser as a category displayed growth and attracted vendor focus. Irregular supplies of the top selling 1020+ held back HP in the laser segment. In the inkjet printer category, over the last three quarters (3Q 2011 vs. 4Q 2011 vs. 1Q 2012), HP lost share in Eastern India and Northern India to Canon and Epson, in particular. In the laser printer category, during the same period, HP gained share in terms of sell-through in Eastern, Southern and Western India, while holding fort in the North. Canon and Samsung lost share in these regions, allowing HP to consolidate.
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3.0 About the Company

WeP Peripherals Limited, one of Indias largest employee-owned companies, was established in September 2000. Starting primarily with Dot Matrix Printers, WeP is now diversified into emerging and growing segments including Power Solutions, Retail Solutions and After Market while continuously strengthening its portfolio of printers. With the ever growing demand for printers and UPS in the country, among the small and medium enterprises, WePs products are designed keeping in mind the current requirements of the market, which are high on quality and yet cost effective. Our growing product portfolio reflects the rapid pace we have gained over the years. WeP design, develops, manufactures and services these products. Impact Printers, High Speed Printers & Line Matrix Printers have been the traditional business for WeP. WeP continues its dominance in these areas. WePs has two state of art manufacturing facilities at Mysore (Karnataka) and Baddi (Himachal Pradesh). They are state-of-the-art manufacturing facilities having the capacity to produce more than 650,000 products and 1 million consumables per annum. WeP has created Indias largest IT products sales infrastructure of 10,000 active retail outlets and supports more than 2,000 large business consumers directly. To enable superior product development, WeP has expanded its Research & Development group with in-depth domain expertise and specialization in cross-functional project management process. Research and Development is inspired by trends and the consumers' desires. We at WeP have aligned R&D to deliver consumer sensitivity in our product design and development. We have dedicated Research & Development team focusing on each product line. Consumers can look forward to MORE WoW & tech fantasy products. WeP is known for its quality with 6 sigma initiative & ISO 9000 standards of certification for its Product Development, Manufacturing, Marketing and Support. We have recently been certified ISO 14001:2004 for our Himachal Factory and ISO 9001-2000 for our support function.
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WeP has direct sales and support offices in 19 Cities in India, and all WeP Products are sold through 200+ channel partners present in 172 locations. WeP addresses over 15000 resellers across the country. There are 38 locations with warranty stockiest that provide spare support to all products during the warranty period. "WeP Warranty Centres" are WeP owned outlets providing support to walk-in customers in 5 locations. WEP Quality formula is named as IDEA. All WeP Quality initiatives are integrated under IDEAS (I Drive Excellence Always) umbrella. IDEA encompasses Balanced scorecard for driving implementation of Strategy ISO 9001, ISO 14001 for deploying systems & processes Continual improvement through 6 sigma & WCM initiative Putting Visions Into Practice WeP follows a 3 year rollout business plan. Success of plans depends largely on the execution success, the reason why only 10% of the companies succeed in effective strategy implementation.WeP adopted the BalancedScorecard methodology to drive its strategy execution in July'04. Balanced Scorecard (BSC) is a concept helping you translate strategy into action. BSC starts from the company and strategies and critical success factors are defined. Performance measures are constructed that aidsetting and performance measurement in areas critical to the strategies. The balanced score card measures a company's performance in four major areas: Financial Perspective: How does financial strategy increase shareholder value? Two basic levels get addressed here: revenue growth and productivity improvement. Customer Perspective: The core of any business strategy is the customer value proposition, which describes the unique mix of products, service attributes, customer relations, and corporate image that a company offers.
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Gap Analysis of Supply Chain (Inbound) Internal Processes Perspective: Once the financial and customer perspectives are clear, this perspective defines which critical business processes must should a company excel at. Learning and Growth Perspective: The foundation of any strategy map is the learning and growth,which defines the core competencies, skills, technology, and corporate culture necessary to support the other three perspectives? These objectives enable a company to align its human resources and information technology with its strategy.
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Figure 3.1 Promise To Action
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Figure 3.2 Transformation Change Process
3.1 Systems & Processes

ISO certifications milestones ISO 9002 for Factory in Dec 1993 ISO 9002 for Support in Aug 1995 ISO 9001 for factory in Jan 1998 ISO 9002 for Sales & Mktg. May 98 ISO 9002 for Sales & Mktg. May 98 Launched ISO online for factory & HO in 2001 ISO 9001-2000 for factories in 2003 ISO 9001-2000 for New Factory at Himachal in 2005 ISO 9001-2000 for Support in 2007 ISO 14001-2004 for Factory at Himachal in 2007 Systems & Processes certified to ISO 9001 ISO 9001 is a key area that we have always focussed on for building quality in our processes. This provides a solid foundation for all our initiatives. Our Manufacturing factories, R&D& Support functions are certified for ISO 9001:2000 version.
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ISO 9000-2000 recommends that complying company determines, collects and analyses appropriate data to demonstrate the suitability and effectiveness of the quality management system and to evaluate where continual improvement of the effectiveness of the quality management system can be made. WeP has a structured process for monitoring, measuring and analysis of data relating to Customer satisfaction Conformity to product requirements Characteristics and trends of processes and products including opportunities for preventive action, and Performance of Suppliers & Partners Why Six Sigma? In today's competitive scenario, WeP has decided to increase the quality bar of its products & services to meet world class standards .Six sigma is one methodology, which helps us in reaching the world class Standards. WeP has adopted 6 Sigma as a process improvement methodology since 6 Sigma was launched in Wipro in 1997. What is Six Sigma Quality? Sigma is term, which indicates how well, or defect free a product or Processes is. As the Sigma level grows higher, the quality of product or service is better & better. At 6 Sigma it is only 3.4 defects in 1 million opportunities. At 3 Sigma level the number of defects will be as high as 66807 in 1 million opportunities. In simple terms, Six Sigma involves reducing defects to 3.4 in a million. 4 Sigma & 5 Sigma represent 6210 & 233 defects respectively. Why 99 % efficiency is not enough? 40 mins of unsafe drinking water every month. Two unsafe plane landings per day at O'Hare International Airport in Chicago. 16,000 pieces of mail lost by the Postal Service every hour. 500 incorrect surgical operations each week. 50 new-born babies dropped at birth by doctors each day. 22,000 cheques deducted from the wrong bank accounts each hour.
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Our Six Sigma initiative is driven from the top, and each employee believes in its success. Our 3 year Vision is to be India's Most Valuable Tech Fantasy Products, Solutions and Services enterprise by 2007 and this we deliver by adhering to OUR CUSTOMER AND CONSUMER SENSITIVE ORGANISATIONAL VALUES. Six Sigma has complete synergy with our value system. We aim to consistently raise the quality of our processes so that we can deliver world-class products and services to our customers. The ultimate aim, as always, is customer satisfaction. Figure 3.3 Six Sigma Defects Diagram
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3.2 Methodologies to be employed in Six Sigma Practice

Following table gives the 6 sigma methodologies used for designing new products, improving existing products & re-engineering processes. WeP focuses on the following Figure 3.4 Six Sigma Methodologies
Black Belt Certification: We have closed to around 60 projects. Black Belt Certification Program in 2007 was conducted wherein high performing employees were picked from each function and put through 16 days of rigorous Black Belt training. We have a mix of full time and part time Black Belts who facilitate the 6 sigma projects. Apart from 6 sigma projects, WeP also has a FAST TRACK methodology called as TURBO PROJECTS to crack low hanging problems. This methodology uses basic Quality Tools. Wep has benefited from the quick improvements brought in by over 160 Turbo projects completed across all functions. WeP also tracks the financial savings from the improvement projects. Some statistics Savings of Rs 16 MN in 2000-2001 Savings of Rs 17 MN in 2001-2002
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Gap Analysis of Supply Chain (Inbound) Savings of Rs 22 MN in 2002-2003 Savings of Rs 35 MN in 2006-07 Savings of Rs 38 MN in 2007-08
3.3 Key players in India for Printers and UPS Manufacturing

Canon Olivetti Epson HP Lenovo Lexmark Panasonic PENTAX Ricoh Samsung Konica Minolta Kyocera Xerox TVS Electronics WeP
3.4 Acquisitions in Wep Peripherals

Bangalore-based Datanet Systems Ltd is acquiring the printer business of WeP Peripherals Ltd (formerly Wipro ePeripherals Ltd), one of the largest employee-owned firms in India and a key shareholder of the public-listed Datanet, the company In a pure stock transaction, Datanet will issue 11.7 million shares to WeP Peripherals shareholders to buy the business. At this price, the deal is valued at around Rs 17 crore ($3.2 million).Incidentally, WeP Peripherals owns 18 per cent stake in Datanet and is a copromoter of the company. Agarwal doubles up as the chief of both Datanet and WeP and is one of the largest shareholders of Datanet.
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WeP consolidated its position by acquiring Elnova, a Delhi-based UPS company with a significant presence in North & East India. Elnova has over 3 decades of experience in manufacturing of Online & Line Interactive power supply systems and its product range includes UPS, Constant Voltage Transformers (CVT), SMF batteries & Emergency Lights. With this acquisition, WeP Power Business grew by 73% in 2010-11 and strengthened its presence across the length & breadth of the country.
3.5 Growth Opportunities for WeP

The market for UPS &Communication is estimated to grow at a CAGR of over 20% for the next 2 years. WeP has entered these markets in the last 2 years and our market shares have increased in each of these businesses. With a wide channel reach and presence across the country, WeP is well poised to increase its share in these markets. With increasing usage of IT, hardware protection against power conditions and data protection in the event of power outage has become critical. Use of power conditioning and protection devices (UPSs) is increasing. UPS growth in the smaller towns is expected to be particularly high. With a widely spread channel WeP is well positioned to address this surge in demand. Cost advantage is critical for scaling up the volumes. With local manufacturing and a dedicated R&D team WeP is well positioned to achieve this. Being the no 2 player in the 500VA to 1000VA segment and with local development providing the flexibility on product offerings, WeP is well poised to capture the growth opportunity in the UPS business. There are 1.56 Million establishments in India, and of this 57% establishments own PCs. Only 21% of them are networked. This provides a huge opportunity for networking products. WeP addressed market for Networking products is Rs 4,750 Million and it is expected to grow at a CAGR of 25%.With the acquisition of Select Technologies, WeP now has technical expertise and domain knowledge for growing this business in the immediate future.
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3.5.1 Business Printing Outsourcing Services Digital printing volumes in India are estimated at Rs 25,000 million for 2002-03. Digital printing worldwide is 4% of the overall print volume while in India it is just 2%. The digital printing volume will continue to grow in India with IT usage increasing. Government Project like Bhoomi, E-Seva, computerisation of ration cards etc., IT education in Schools, IT dependence increasing in SME and SOHO Segments are contributing to the growth in digital printing. WeP addresses this growing demand in digital printing. Through WeP Print & Save services - the complete Business Printing Outsourcing service-we plan to address 35% of this digital printing market. Exports WeP is the 4th largest DMP manufacturer in the world with over 1 million installations of its printers in 16 years of operation. All the leading models are CE certified and the printers are exported to 15 countries. With some global DMP players exiting the business coupled with the cost advantages accruing from WeP's volumes, the export market offers a large opportunity. WeP is addressing the export market through international OEM customers for the Europe market. For countries in Asia, the company is establishing its presence through distributors. On the technology front, the printers now support printing in several foreign languages including major languages of Europe and China, Russia, Thai, Turkish and Bangla. 3.5.2 Printing Solutions Impact printing is moving from horizontal printing to specific application printing. Impact printers are used presently for specific customer needs like invoicing, ticketing, messaging etc. This shift provides an opportunity for providing tailor-made solutions for customers. WeP already has the experience of developing specific customised printers for Air Ticket printing, Railway Ticket printing, customised printers for DC power supply etc. With a strong R&D team on printers, WeP is well positioned to grow in this area. Threats for WeP and how the company plans to address themStagnation of Impact Printers market Impact printer market is expected to remain stagnant in the coming years. While impact printers market is stagnant in India, WeP will focus on providing customised solutions for customers. WeP has been successful in customising printers for various applications in the
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past and will use this expertise in future. WeP has also set-up a dedicated exports team for providing the geographical expansion in DMP business. Exports now contribute 15% of the DMP business within 2 years of commencing export operations.
3.6 WeP PROMISE

We promise to be consistently proactive and perform with integrity and speed at the cutting edge of technology and innovation to deliver the consumers tech fantasy.
3.7 WeP VISION

Our Vision is to be Indias most valuable Tech Fantasy Products, solutions and service enterprise.
3.8 WeP VALUES

CONSUMER PROACTIVE Like a pilot braving the turbulence of the weather, we proactively follow social and technological trends to innovate consumer needs and desires. CUTTING EDGE SPEED With the precision energy and speed of a laser beam we innovate at the cutting edge technology to surprise consumers with friendly products and services. CONSISTENCY WITH INTEGRITY As a water lily blossoms like clockwork in any environment, we leverage the strengths of our varied business into a converging focus through consistency with integrity, upholding human values. YOUR TECH FANTASY Like the fantasy of enjoying a strawberry, we deliver tech fantasy into the consumers mind, to make our business robust, sustainable and socially responsible.
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3.9 QUALITY POLICY

WEP Peripherals Ltd. is committed to deliver tech fantasy products & services that exceed customer requirements and achieve customer satisfaction and excellence in quality. This will be achieved by Being proactive in understanding consumer needs and desires. Perform consistently by striving to Do Everything Right the First Time. Leveraging on cutting edge technology and innovation for speedy delivery of consumers tech fantasy. Measuring and continually improving the critical business process. Providing a positive environment for its people to achieve Business Excellence through IDEA(I Drive Excellence Always) Constantly upgrading & implementing system standards in line with international best practice.
3.10 ENVIRONMENTAL POLICY

WEP Peripherals Ltd. an IT essentials tech fantasy product and service provider, is committed to sustainable practice to minimize adverse environmental impact of its business while continually strengthening our environmental performance we shall: Comply with all applicable regulatory and other environmental requirements. Produce energy efficient products incorporating safety aspects by continually upgrading the operating standards and technology. Converse energy and natural resource through optimum utilization. Minimize waste generation, by maximizing reuse and recycling, and develop proactive and innovative disposal practices. Create awareness on safety and environmental responsibility amongst our stakeholders.
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3.11 Products
1) Dot Matrix Printers:a) 9 Pin 80 COL 1. WeP CSX450 2. WeP LX 540 DX 3. WeP 800 DX-Bounti Black b) 9 Pin 136 COL 1. WeP EX2050+DX 2. WeP EX330+DX 3. WeP EX DTX 3370 c) 24 Pin 80 COL 1. WeP LQ 540 DX 2. WeP DSI 810 d) 24 Pin 136 COL 1. WeP LQ 1050+DX Super 2. WeP LQ DTI 330 3. WeP HQ1070+DX
2) High Speed Dot Matrix Printer 1. WeP HQ 1600, 2000, 2100
3) Line Matrix Printer
1. WeP Printronix P7C 500N, 1000N, 1500N
4) Passbook Printer
1. WeP HPR 4915 XE
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5) UPS a) Home UPS: b) General UPS: 1. WeP 650VA, 850 VA, 1.8 KVA 1. WeP TOP.UPS -Black & Red, Yellow & Red
2. WeP 650VA Long 3. WeP UPS 690VA Eco, Super 4. WeP 1KVA Special 5. WeP 600VA Eco, Super, Special c) Online: 1.WeP WOLT 1, 2, 3 KVA Online UPS-w/o Battery. 2. WEP 10,15,20,30 KVA 3P-1P OL7UPS-w/o Battery.
6) Retail POS Printer:a) Impact: 1.DX-400 2. DR640 3. WeP DR 400 IIR -Auto Paper Receiver 4. WeP DR 400 b) Thermal: 1.Posiflex XP2010HB 2. TH320M 3. WeP TH 400 (Parallel, Serial + USB Ethernet) 4. WeP TH 240-2inch thermal w/o cutter 5. TH350 Parallel Interface
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7) Retail POS Systems: -
1.Posiflex XP2008HB, XP2010HB, XP2012HB 2. Posiflex PB 4600 3. Wincor Beetle Mini 4. Posiflex KS6215N plus
8) Retail Billing Printer: -
1. WeP BP 20T, 50T, 85T with Battery 2. BP 1000AF, 5000 3. Bounti BP 20, 40+, 50+, 85 4. WeP BP Milko
9) Laser Printers:a) Laser Printers: 1. WeP Laser 1600+, 9530 DN 2. Kyocera 1320DN Mono laser 3. Kyocera FS-C5150DN, C5250 Colour Laser 4. WeP Laser FS-2020DN printer 5. Kyocera FS-1110, FS 6970DN Laser Printer b) Multifunction: 1. WeP Laser FS-1024MFP Multifunction 2. Kyocera FS-1124MFP, 3140 MFP Multifunction 3. Kyocera FS-C2126MFP Multifunctional
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Gap Analysis of Supply Chain (Inbound) 10). Scanners:a) Intelligent or Portable Scanner: 1. Avision Intelli Scan AV IS 1000 2. Avision Mobile Scanner AV 36 b) Flatbed Scanner: 1.Avision A3 Flatbed series-FB6080E 2. WeP FB 1200 Flatbed Scanner c) Document Scanner: 1. Avision Sheet Fed Scanner AV122C2. 2. Avision AV100 ADF Series-AV 186+ 3. WeP Avision AV 8050U, AV610C2
11) ID Card Printer: -
1. Enduro 2. Pronto 3. Rio Pro 4. Prima 4
3.12 CSR Activities

CSR is one of the foundation values of WeP. 2% of profit after tax per annum is used for CSR activities that include eWaste management programs, water conservation programs, aforestation initiatives, promotion of education to name a few. WeP Sparsh, an employee driven volunteer program, has been building sustainable communities and providing support to initiatives that help underprivileged children. WeP has also dedicated itself to serve the community at large during natural calamities like the earthquake in Gujarat and the Tsunami that devastated the east coast.
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4.0 Objective and Research Methodology

Study the gap or delay in the supply chain activities of WeP.
4.1Sub Objectives
To identify the current functioning of the company. To identify and determine the factors affecting the production of the company. To determine certain key areas where there is scope for improvement.
4.2 Time Frame Activities

Total project period is divided into four parts. Each part consists of two weeks. Description of each fortnight is given below. 1. First Fortnight Purchase, Stores, IQC, Quality (Induction, Procedures, Findings)
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2. Second Fortnight Logistics, Trading Goods, Production (Procedures, Sub Contracting, Findings)
3. Third Fortnight Finance, Production, ISO (Analysis of the findings and suggestions)
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4. Fourth Fortnight Check for the ISO Reports (Analysis of the findings and conclusion)
4.3Data Collection & Methodology

All the data used for analysis is collected in the month of May by using SYMIX an ERP used by the company . Following information is collected from various departments for analysis. Accounts & Purchase Departments Vendor Payments for the Month of April. Vendor Payments paid in the Month of April. The data collected is evaluated with parameter of Voucher Number, Credit Period, Credit Due Date, Credit Paid Date and the Amount paid using VLOOKUP excel function. Stores & Internal Quality Control Departments MRR prepared for the Month of April. MRR cleared by IQC for the Month of April. The data collected is evaluated with Material Receipt Number, Material Receipt Date and Internal Quality cleared Date using VLOOKUP excel Function.
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Production Department The data collected is evaluated as per the production plan and actual plan achieved by the department and the reasons for the shortage of plan were discussed with the various departments. MRP, Production Plan and Achieved Plan for the month of April. ISO 9001 reports prescribed and reports of the departments maintained. 5S audit of the Departments. All reporting records of the following departments is collected from portal of the company and checked according to the existing records of the departments. Material Planning. Stores. IQC. Production Planning. Production Process. Dispatch Process. Plant Maintenance. The following departments 5S Audit is performed in the presence of the WeP Staff. Internal Quality Control Printer Line Integration
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5.0 Literature Review:

All the day to day activities of the department are studied in the perspective of the supply chain. Each department activities are listed below.
5.1 Planning
Release of Production plan of all units as per Operation meeting after receipt of communication recd. from Logistic. Update CSL forecast and MRP forecast and run the programs to generate shortages. Release Term wise/Month wise Production Plan for all units. Prioritise inspection of materials in order of production / dispatch requirement whenever required. Based on Month/Term wise plan Production plan released by Materials Planning, (MPC) release day wise production plan & Kit loading plan for the month. Highlight all shortages if any before launching the job and follow-up with concerned buyer/MPC to full fill the shortages. Raise Job order for Sub contractor loading & hand over BOMS to holding stores for kitting. Monitor launched jobs for timely closer. Swapping of components from one job to other if necessary for production depending on criticality. Release of monthly Kit loading as per plan MIS (KLAP). Review of shortages and firming up Integration plan every day.
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5.2 Production
Assemble& test print heads as per work instructions. Raise line purge request (LPR) for defective items. Follow Quality System Procedures. Maintain cleanliness of work area. Maintain and calibrate tools and equipments as per the schedule. Carry out repair of defective print heads. Highlight quality problems / shortages. Reduce process problems and improve quality. Get trained in the identified areas. Generate monthly reports. Carry out Testing activity for field returned print heads Update ISO procedures on line Carry out analysis / test for improvement of product / part quality Carry out Machine maintenance in time & prepare the reports. Interact with MPC and purchase team for any shortages / replacements.
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Gap Analysis of Supply Chain (Inbound) Figure 5.1 Flow Chart Production Planning Process
Termwise/ Monthwise plan
Release of kit loading plan
Spare indent/forecas t from WePcare
Review of Shortages with Buyers
Release Job order in Symix
Receipt of materials at storesPrioritise
Release of BOMs and hand over to Stores for Kitting
Loading sub assy to subcontractor for prod& spares reqmt /prioritize
as per
reqmt.
Plan for Production loading.
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5.3 Internal Quality Control

Incoming materials are offered for inspection to IQC along with material receipt report [MRR] Drawings/ Inspection Plan/ Sample Evaluation Report (Engineering) will be referred for inspection parameters. Based on these Inspection parameters, vendor will submit Inspection Report along with the lots. Inspection of components at WeP will be carried out as per the inspection category viz., "Inspection" "Limited Inspection" and "No Inspection" as mentioned in MRR [Materials receipt report] Inspection of components under "Inspection category will be carried out as per Inspection Plan / Drawings / Engg sample Evaluation Report. IQC will be made pilot lot SER for all components, based on the sample SER made by Engg as per Procedure - O2.CED.04 for new / alternate components. History Card will be maintained for Mech. / Electronics Inspection Items received after the pilot lot. Catalog components will be cleared as per symix approved vendor list. In case of New product developments, the components will go through a cycle of Sample Evaluation Report (pilot lot) and Functional Feedback (FFB) will be taken for all components required for production during the beta assembly stage (for the components where FFB is applicable). This will be for a specified quantity considering MOQ and further clearance for all components will be given only after FFB is done. Sample Evaluation of alternate manufacturer & pilot lot will also be done for other reasons like tool modification, vendor change etc. In such cases, FFB will be taken for individual parts along with SER as a part of Sample evaluation procedure wherever FFB is applicable. For electronic items single sampling plan according to IS-10673 is adopted. For mechanical items single sampling plan according to IS-2500 part - I is adopted. General inspection Level-II will be followed for sample size selection. The same is mentioned as a standard part in all Drawings. Unless otherwise mentioned, AQL 0.65 shall apply.
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Gap Analysis of Supply Chain (Inbound) A modified sample size or 100% inspection is adopted if specified in the Master IIR or if found necessary on review of Quality of supply. Items on inspection are clearly identified as accepted & rejected. For Mechanical as well as electronic items Incoming Inspection report (IIR) is prepared in System (Symix) only in case of rejection. In case of rejection of items on sample inspection. The discrepancies will be discussed with Purchase Dept. & any of the following action will be taken. 1. Rework/ Segregation 2. Acceptance on Deviation 3. Rejection. In case of reworked / segregation, the material shall be re-inspected against same MRR or Re-offered MRR. In case of rejection IIR will be circulated to Purchase & Vendor (Symix email). It will be specified in the IIR whether the Corrective action is required or not based on the reason and criticality of the problem, or in case where the item is considered to be under development stage or in case it is undergoing some changes based on our requirement. Corrective Action Report format after filling the required details will be handed over to Buyer for getting CAs [Corrective action] from Vendor. Whenever partial quantities in a MRR are cleared a MIR is generated. On completion of inspection MRR/MIR is duly completed & the material returned to stores with MRR/MIR. Components received from the Principals are self-certified. Stores inspect the material for damages to packing Items are inspected in case of damages and as applicable. Sub-assemblies like Mechanism, Tractor Unit, Sprocket Assembly, BD pulley Assembly, RD Assembly, Paper Eject Unit, Carriage assembly does not require IQC inspection. Hence will be under No Inspection. Shelf life items to be identified& inwarded as per Stores.
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5.4 Stores
Materials are received from vendor along with Delivery Challan/Invoice, MRR is prepared and offered to IQC for inspection. Accepted materials are moved to holding stores and Rejected materials are moved to rejected material area for further disposition. Materials received without proper documentation are treated as disputed items and reported to purchase department. MRR will be prepared after resolving the dispute. Accepted materials are received from receiving stores along with MRR/Material Transaction by Job. Quantity of material is verified before storage. Materials are issued to production/sub-contractor against valid stores requisitions. Materials received through SRN/STA are inspected by IQC. Stock purged items are moved on receipt of valid SPN out of holding stores and disposed as per the decision in the SPN. Materials received from other divisions through STN will be moved to holding stores only after IQC's inspection. Stores will refill 2 bin components when Bin gets emptied in 2 Bin area against preprinted SRQ available at holding stores.
5.5 Purchase
5.5.1 Selection of Vendor Material required for Production is procured from approved vendors (AVL) only. Consumables and capital items, R & D new development requirements are procured from suppliers recommended by the user department, based on authorized purchase requisitions or capital asset requisitions.(CAR) OR Special approvals Approval of the Factory Head/ Purchase Head will be taken for procurement of production items from unapproved vendors as and when essential. Such vendors may be assessed as per Vendor Assessment Procedure before subsequent orders are released.
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5.5.2 Preparation and approval of Purchase Orders CSL shortage list is basis for releasing purchase order Sparesrequirements as per plan/forecast given through Symix will be considered for ordering. During ordering, various factors like Minimum order qty, Batch qty, and buffer to take care of Change in plan will also be considered. New Development item will be procured based on the List of parts (LOP) released by PED/R&D dept. (for imports) Tooled up parts will be new development will be handled by VD. Purchase orders for items in the Bill of Material should contain the WeP Peripherals part number and description of the item and in case of components manufactured to our requirement, the revision number of the drawing. Manufacturers part number should be mentioned as applicable on catalogued items. In case of branded items, approved brands should be referred in the purchase order. If the Purchase Orders are released on the original manufacturer, the brand name need not be mentioned in the PO. The requirements of quality and verification methods are communicated through any one or more of the following documents. The purchase order will make references as appropriate. These may be sent along with the purchase order or through a separate communication. 1. Drawings with Inspection parameters. 2. Specification 3. Sample Evaluation Report (SER) 4. Manufacturer part no. In case of revision of any of the documents supplied, the revised documents should be sent to the vendor. The date of implementation of changes in item will be done after discussing with vendor. For this, stockavailability at both supplier and WeP will be considered in various stages. The vendor should also be advised to destroy the old documents. suppliers. Prices are negotiated by the concerned purchase person and approved by the Purchase Head. In case of change in price, a price change note is raised. Approval of the head of Purchase Head or factory head is obtained. Buyer will keep proof of letter for sending the revised drawing to
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Gap Analysis of Supply Chain (Inbound) Payment terms, delivery schedules and other instructions and standard terms and conditions are printed on the Purchase order. All Purchase orders are prepared by the Purchase Executives/ Assistants. Purchase orders are verified and approved by Purchase Head. Any change in price or other terms and conditions in the Purchase orders are done through a Purchase order amendment. The procedure followed will be the same as for Preparation of a PO. In case of urgency soft copy of PO/ amendment will be sent by email. Every month Material requirement to supplier will be given by PO delivery schedule.
5.6 5S
The most obvious benefit from items being organized in such a way (i.e. that they are always readily available) is that of improved productivity. Production workers being diverted from production to look for tools, gauges, production paperwork, fasteners, and so on is the most frustrating form of lost time in any plant. A key aspect of Hiranos organisation approach is that the often-needed items are stored in the most accessible location and correct adoption of the standardisation approach means that they are returned to the correct location after use. Another element of Hiranos improved housekeeping is improved plant maintenance workers owning a piece of plant, responsible for keeping it clean and tidy, can take Ownership for highlighting potential problems before they have an impact on performance. The next aim is Quality. The degree of impact of dirt in a manufacturing environment, obviously, varies with the nature of the product and its process but there are few, if any, areas where dirt is welcome. Even if it is only in the form of soiled documentation accompanying the goods to the customer this can send a very negative message about the company and its culture. In other cases dirt can have a serious impact on product performance either directly or indirectly, perhaps through compromising the integrity of test processes. Of course, 5S does more than address dirt; an inappropriate layout can result, for example, in product damaged through excessive movement or through the use of tooling other than that defined as the standard. Standardisation is a theme of Hiranos approach, overlapping to a considerable extent with, for example, that of Ohno. A Standard Operating Procedure for tool certification is much easier to achieve if the tool to be certified is always in a clearly-marked location.
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Another goal is improved Health & Safety. Clear pathways between workbenches and storage racks can minimise accidents, as can properly-swept floors. As with Quality, a wellorganised, clean and tidy facility lends itself more readily to standard practice. Hirano also described how an environment in which the workforce has pride in their workplace can contribute to a considerable extent in a number of ways including customer service. Improving the layout of the facility merges with the concept of visual management; if workers can see the status of plant and of work in the facility, thus removing the need for complex tracking and communication systems, then benefits will accrue. 5S can also be a valuable sales tool when potential customers visit; a well-organised, clean and tidy facility sends a message of a professional and well-organised supplier. 5.2 5S Diagram
5.7 ISO To compete in todays competitive business environment and global economy, organisations focus on the satisfaction of customers needs as a means of obtaining advantage, and survival. A major strategic change is that many organisations strive to achieve customer satisfaction through an emphasis on quality products and services. Quality has emerged as a strategic competitive tool for organisational success. Organisations cannot afford to ignore the strategic implications of quality for their competitive position.
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As a result, they have pursued a number of quality philosophies and initiatives, such as total quality management (TQM), just-in-time (JIT), The Sheng Prize, The Deming Prize and ISO9000. The most popular quality philosophies are based on ISO 9000 and TQM, although interest in TQM appears to be static, while ISO 9000 certifications have grown rapidly in recent years. The International Organization for Standardization widely known as ISO is an internationalsetting body composed of representatives from various national standards organizations. It was founded on 23 February 1947; the organization promulgates worldwide proprietary industrial and commercial standards. It has its headquarters in Geneva, Switzerland. The organization which today is known as ISO began in 1926 as the International Federation of the National Standardizing Associations (ISA). This organization focused heavily on mechanical engineering. It was disbanded in 1942 during the Second World War but was reorganized under the current name, ISO, in 1946. ISO is a voluntary organization whose members are recognized standard authorities, each one representing one country. The bulk of the work of ISO is done by the 2700 technical committees, subcommittees and working groups. Each committee and subcommittee is headed by a Secretariat from one of the member organizations. ISO 9000 The ISO 9000 standards were introduced in 1987 by the International Organisation for Standardisation, based in Geneva, Switzerland. The ISO 9000 standards are based on the concept that certain minimum characteristics of a quality management system could be usefully standardised, giving mutual benefit to suppliers and customers, and focus on process rather than product quality. ISO 9000 is a management control procedure which involves a business in documenting the processes of design, production and distribution to ensure that the quality of its products and services meets the needs of customers. ISO 9000 is a family of standards and guidelines on how to develop a quality management system to manage the processes that affect products or services. The family is made up of five separate standards or guidelines: ISO 9000; ISO 9001; ISO 9002; ISO 9003 and ISO 9004. ISO 9001, 9002 and 9003 are conformance standards for quality assurance systems and
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relate to supplier-customer relationships. ISO 9000 and 9004 are guidelines and relate to the development of quality systems within the company. ISO 9001: applies to facilities that design, develop, produce, install and service their own products. ISO 9002: applies to firms that provide goods or services consistent with the specification furnished by the customer. ISO 9003: applies to final inspection and test procedures only. ISO 9004: develop and implement a continuous quality improvement program ISO 9000 is more to do with achieving conformance to pre-determine standards than it is to do with instilling the concept of excellence associated with a customer responsive management or a customer value delivery orientation throughout an organisation.
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6.0 Findings
Production For the Month of April the Planned Quantity and the Achieved Quantity with respect to the Print Heads, Printers and UPS is shown below. Print Head Production Planned Achieved Difference 5800 5230 699
Achieved Difference
Printer Line Integration& UPS Planned Achieved Difference 2300 675 1625
Achieved Difference
Print Head ( 87.8% plan is achieved) Printer Integration & UPS ( 29% plan is achieved)
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Gap Analysis of Supply Chain (Inbound) The main issues regarding the shortage of the production are given below as the per the department. Vendor Development 1858 Purchase 330
Vendor Development Purschase
Accounts For the month of April the Vendor Payments to be paid and Vendor Payments paid are analysed to know the correlation between the payments and relation with suppliers. Amount to be paid Amount paid as on 16-04-12 Balance Amount to be paid 8432218 5638121 2794096
Amount paid Balance Amount
Breakup of the payments to vendors after credit period is shown below No of Avgas Period Companies (Rs)Amount 7 66 892551 14 4 56483.2 30 57 1998420 60 17 156910
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Gap Analysis of Supply Chain (Inbound) Incoming Quality Control Material which is entered into the company checked for the quantity as per the invoice and then material is sent to the Internal Quality Control of Mechanical and Electrical Department for Inspection. Based upon the ISO procedure samples are taken for inspection procedure. Based on the information collected the time taken to clear the material from the respective departments is having an average delay of 3.2 days. The table below show the time taken for clearing the material once material arrived in the inspection department No of Days 1 2 7 14 21 28 Cleared MRR's 159 46 114 30 9 1
5S audit for the department of the Quality Control (Electronics) is 8.57/20 and Printer Line Integration is 10.13/20. The scoring is done in the presence of the WeP engineers with the help 5S audit Format Company is having. ISOreporting records maintained in the company are verified with standard specified for the following departments. Material Planning ( Production &Sales Plan records are changed as per the current requirements) Stores(Perpetual Inventory Verification and 2 BIN SRQ are changed as per the current requirements) IQC ( Inspection Mechanical are changed ) Production Planning ( Sub Contractor and Daily Production are not followed) Production Process Not Not Changed Required Maintained 12 1 6 Dispatch Process (All records are maintained) Plant Maintenance (Vacuum Pump record is to be removed ) Same 26
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7.0 Suggestions
Production In order avoid Setup Time for changing one model to other model the deviations should be low in day. Welding Machine should be given for Annul Maintenance , training should be to workers how to handle the machine in case of problems A logbook should be kept for all the maintenance activities and analysis of how the problems are solved should be written. Currently the company is working at 4.6 Sigma because every year the workers are changing so this is main reason. Training should be given for new models introduced. Rework Analysis should be done on the material worked. Stores Ninety percent of the material used in the print head production are mechanical items and during the process of the inspection materials that are taken as per the sample should undergo the functional test to avoid the delay in the process. Manpower in the stores is less to perform the day to day activities. Activities like improper location storage and issuing of material is getting delayed because of less man power. Materials should be stored as per the layout. It helps to the inspector / quality checking person or while moving material from receiving to holding stores, the proper lot / proper MRR can easily found, so can avoid missing, mix-up and delay in process. MRR should be prepared only after IQC has given the clearance. Stores person should check the material as per the invoice and should forward the invoice to the IQC mentioning the shortage of the items and IQC should prepare the MRR based on acceptance or rejection because this reduce the delay in the process of making the payments.
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Internal Quality Control Materials are to be cleared on the basis of FIFO but they are cleared on the basis of priority of the material required as per production plan. As result there is average delay of 3.5 days from MRR preparation date. Cleanliness is to be maintained in the inspection area and department. Areas of testing equipment and materials that are to be cleared can be easily identified A minimum requirement P-Chart, X bar Chart and Sign boards are not displayed in the inspection rooms. Displaying the information helps to know the status of the defects over a period of time. It motivates employees towards focusing the area. MRR should be prepared after IQC given the clearance for the accepted material. This will eliminate the involvement of the stores and in making MRR and sense of urgency and importance will be created on IQC department in clearing the material on time. Finance Payments to vendor should be paid in time for smooth flow of material required but payments for the vendor are getting delayed even after the credit period according to PO terms is completed. As result of this credibility of the company is lost and vendors will not able to supply the raw material in time for smooth flow of material for
production and if we lost the existing vendors and it takes time to search for new vendors. Company should try to reduce delay by 10 days Ideal funds in the company should invest the Money Market which will compensate the rise in dollar price.
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8.0 Conclusion
Analysis that is provided can be implemented for a month and the results can cross verified for the continual improvement in the chain. Apart from the regular activities many departments are in proactive state in performing the operations like.Electrical IQC is helping the R&D for designing the in-house SMPS.Manpower in the production process is shifted to other jobs like RMF whenever there is line stoppage. Yoke Assembly process in-house production will increase the efficiency in meeting the production plan as per the schedule.
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9.0 References
WeP Company, About Us, Products, Services, Policy, Accessed 2012, 12th April 2012, http://www.wepindia.com WeP Company, ISO Clauses, Accessed 2012, 10th May 2012 http:// www.wepworld.com IT Industry, Information Technology Industry (2010), Economy Watch, Accessed 2012, 11th May 2012, http://www.economywatch.com/business-and-economy/information-technologyindustry.html http://www.tcs.com/investors/Pages/default.aspx Hickey, K A, Five Mobility Trends IT Cant Afford to Ignore (2012), Smarter Connections, Accessed 2012, 15th May 2012, http://www3.ipass.com/blog/upcoming-webinar-five-mobility-trendsit-cant-afford-to-ignore/
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10.0 ANNEXURE 10.1 5S Checklist 5S CHECK LIST
SEIRI
THROW AWAY UNNECESSARY ITEMS FROM SPACE
SL NO
PARAMETER
SCORE
REMA RKS
4 8 1 2
1 2 6 0
Un used paper is removed from trays
Un used files are removed from filing cabinets
Rejected material is moved to Quarantine
Unclaimed printed documents are removed from trays
Excess Mechanism Boxes removed daily
Unused, old
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catalogues, bound books removed periodically SUM1 A V G 1 B SEITON KEEP THINGS IN ORDER SL NO PARAMETER SCORE REMA RKS 0 4 8 1 2 1 Tools and Equipment neatly stored with identification 2 Filing is in order with clear label 3 4 Traceability is good Table Drawers have Key nuber 5 Tables have Identification of User 6 LPR is in the allocated space 7 Computer Desktop is 1 2 6 0
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uncluttered and clean 8 Production Trolleys are stored neatly 9 Telephone Index is available in work Table 10 Telephone has User name and Extension number 11 All employee related formats/leave cards are easily accessible 12 Rework area : Printers are identified and kept in order SUM2 A V G 2 C SIESO MAINTAIN THE SPACE CLEAN AND DUST FREE SL NO PARAMETER SCORE REMA RKS 0 4 8 1 2 1 Floor is dust free and polished 1 2 6 0
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Flower pot is clean and watered
Table, Filing cabinets are clean and neat
Yellow line is clearly visible
Windows are dust free and in good shape
Chairs are in good shape and only in required quantity
Cables are routed properly, dust free and tidy
Toilets are clean, dry and hygiene SUM3 A V G 3
5S CHECK LIST
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SEIKETSU
PROPER SYSTEMS ARE PRESENT
SL NO
PARAMETER
SCORE
REMA RKS
4 8 1 2
1 2 6 0
Water drum has updated checklist of actions
Fire extinguishers are maintained with identification
LPR is removed within 48 hours
Footwear is good and left outside the room
Production Chart is updated Every day
Production Plan is displayed
Antistatic Mats are in good shape
First Aid BOXES are available and maintained
Safety Posters and
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displays are available 10 Field returned Items disposed periodically 11 Obsolete items are removed from Two bins 12 Reason for Red light is updated 13 Running Model name is displayed 14 Visual controls are in good shape SUM4 A V G 4 E SHITSUKE PEOPLE ARE TRAINED AND DISCIPLINED SL NO PARAMETER SCORE REMA RKS 0 4 8 1 2 1 All in the SPACE are trained in 5S fundamentals 2 Awareness of processes within the SPACE exists 1 2 6 0
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Latest Production charts are displayed
Attendance Board is updated; Photo available
People are aware of SAFETY norms
Stack height of Finished Goods is maintained
No over coat, Jacket is present on Chairs
Attitude is good, smiling faces around
Positive in taking feedback about the SPACE
10
First Aid training given to identified personnel
11
Fire extinguisher usage training given to all relevant people
12
Security personnel are fully aware of the Generator operation
13
Printers stripped open are re-
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assembled and kept in order SUM5 A V G 5 OVERAL SCORE (AVG1+AVG2+A VG3+AVG4+AVG 5) / 5
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Gap Analysis of Supply Chain (Inbound)

Narendra Kumar Ch - 1121117

Gap Analysis of Supply Chain (Inbound)

Narendra Kumar Ch - 1121117

1.1 Supply Chain Decisions

1.2 Major Decision Areas in Supply Chain Management

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Narendra Kumar Ch - 1121117

1.3 Drivers of Performance

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Gap Analysis of Supply Chain (Inbound)

1.4 The Role of IT in the SCM:

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1.5 The Role of E-Business

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Gap Analysis of Supply Chain (Inbound)

1.6 Activities of SCM

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Gap Analysis of Supply Chain (Inbound)

Figure 1.2 Flow Diagram of Supply Chain Channels

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Gap Analysis of Supply Chain (Inbound)

2.0 Industry Profile

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Gap Analysis of Supply Chain (Inbound)

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Gap Analysis of Supply Chain (Inbound)

3.0 About the Company

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Gap Analysis of Supply Chain (Inbound)

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Gap Analysis of Supply Chain (Inbound)

Figure 3.1 Promise To Action

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Gap Analysis of Supply Chain (Inbound)

Figure 3.2 Transformation Change Process

3.1 Systems & Processes

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Gap Analysis of Supply Chain (Inbound)

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Gap Analysis of Supply Chain (Inbound)

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Gap Analysis of Supply Chain (Inbound)

3.2 Methodologies to be employed in Six Sigma Practice

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3.3 Key players in India for Printers and UPS Manufacturing

3.4 Acquisitions in Wep Peripherals

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Gap Analysis of Supply Chain (Inbound)

3.5 Growth Opportunities for WeP

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Gap Analysis of Supply Chain (Inbound)

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Gap Analysis of Supply Chain (Inbound)

3.6 WeP PROMISE

3.7 WeP VISION

3.8 WeP VALUES

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Gap Analysis of Supply Chain (Inbound)

3.9 QUALITY POLICY

3.10 ENVIRONMENTAL POLICY