AND
OPERATIONS
MANAGEMENT
PROJECT
ACKNOWLEDGEMENT
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We extend our heartfelt gratitude to Ms. Geetanjali
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INDEX
1.Objectives of the study
1
2.Introduction to operations management
5
3.Process and Operations System
8
4.Different Types OF Layout
10
5.Production & Operations Management at BATA
18
6.Industry Profile
19
7.Process Flow chart
23
8.Description of Production Process
24
9.Quality Control
33
10. Research & Development
35
11. References
39
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OBJECTIVES OF THE STUDY
Having developed a keen interest in Production & Operations Management as
a subject in the current semester (3 rd) and realizing its importance in todays
competitive and customer oriented market scenario we thought that it would
be a great learning experience if we could get to witness and learn the
practical aspects of it. Thus, we decided to make a formal pre-planned visit to
the footwear plant of Bata India Ltd at NIT, Faridabad, and learn about the
plants functioning. The main objectives of our study were:
METHODOLOGY USED
Methodology means selecting the various methods and techniques to be
used while conducting the study. The various steps includes: -
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2. Collection of relevant data.
INTRODUCTION TO OPERATIONS
MANAGEMENT
Operations also refer to the production of goods and services, the set of
value-added activities that transform inputs into many outputs.
Fundamentally, these value-adding creative activities should be aligned with
market opportunity for optimal enterprise performance.
2 A comparison with other major Asian countries show that the size of
the value added in the Indian manufacturing sector ($ 66 billion in
2000) was less than one fifth of the Chinese manufacturing sector ($
373 billion) and even less than half of the Korean manufacturing
sector ($ 144 billion).
2 Manufacturing sector growth in the last seven years was lower than
the 5.1% growth clocked by industry or the 5.7% growth of GDP during
the period.
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LOW OPERATING SURPLUS IN THE INDIAN
MANUFACTURING SECTOR
A detailed investigation of 15 major manufacturing sectors in India shows
that the share of operating surplus in the total value of output averaged 15%
in India much lower compared to 22.6% in Malaysia, 29.4% in Indonesia and
30.6% in Korea.
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2 An analysis of the productivity levels in 23 major manufacturing sector
segments across 31 major states and union territories show that there
is significant potential for improving labor productivity. Benchmarking
the industries with low labor productivity in the laggard states to the
highest labor productivity levels currently achieved in the leading
states can be the first step in improving the overall productivity levels
in the manufacturing sector.
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PROCESSES AND OPERATIONS SYSTEM
Process design is a planning process for each and every component
manufactured, that determines the number of steps involved in
manufacturing, the number and types of steps used and the time spent in
each of these steps. The following are the 4 most generally used flows in
manufacturing organizations:
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batch, one set of variations is manufactured and in the next batch,
another set of variations is manufactured. In between these two
batches, the necessary setup and changeover of resources are made
to facilitate smooth production and maximum productivity. In case of
discrete manufacturing systems, the entire manufacturing setup can
be split into units in which similar processing requirements can be
combined and manufacturing resources arranged to cater to these
requirements. One batch of components may be produced in one of
these units and another batch in yet another unit.
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handling, help to keep costs low, and maintain product flow through the
facility.
PROCESS LAYOUT
Process layouts are found primarily in job shops, or firms that produce
customized, low-volume products that may require different processing
requirements and sequences of operations. Process layouts are facility
configurations in which operations of a similar nature or function are grouped
together. As such, they occasionally are referred to as functional layouts.
Their purpose is to process goods or provide services that involve a variety of
processing requirements. A manufacturing example would be a machine
shop. A machine shop generally has separate departments where general-
purpose machines are grouped together by function (e.g., milling, grinding,
drilling, hydraulic presses, and lathes). Therefore, facilities that are
configured according to individual functions or processes have a process
layout. This type of layout gives the firm the flexibility needed to handle a
variety of routes and process requirements. Services that utilize process
layouts include hospitals, banks, auto repair, libraries, and universities.
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1 Flexibility. The firm has the ability to handle a variety of processing
requirements.
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PRODUCT LAYOUT
Product layouts are found in flow shops (repetitive assembly and process or
continuous flow industries). Flow shops produce high-volume, highly
standardized products that require highly standardized, repetitive processes.
In a product layout, resources are arranged sequentially, based on the routing
of the products. In theory, this sequential layout allows the entire process to
be laid out in a straight line, which at times may be totally dedicated to the
production of only one product or product version. The flow of the line can
then be subdivided so that labor and equipment are utilized smoothly
throughout the operation.
Two types of lines are used in product layouts: paced and unpaced. Paced
lines can use some sort of conveyor that moves output along at a continuous
rate so that workers can perform operations on the product as it goes by. For
longer operating times, the worker may have to walk alongside the work as it
moves until he or she is finished and can walk back to the workstation to
begin working on another part (this essentially is how automobile
manufacturing works).
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time. A technique known as assembly-line balancing can be used to group the
individual tasks performed into workstations so that there will be a
reasonable balance of work among the workstations.
Product layout efficiency is often enhanced through the use of line balancing.
Line balancing is the assignment of tasks to workstations in such a way that
workstations have approximately equal time requirements. This minimizes
the amount of time that some workstations are idle, due to waiting on parts
from an upstream process or to avoid building up an inventory queue in front
of a downstream process.
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2 Flexibility: Product layouts are inflexible and cannot easily respond to
required system changesespecially changes in product or process
design.
FIXED-POSITION LAYOUT
A fixed-position layout is appropriate for a product that is too large or too
heavy to move. For example, battleships are not produced on an assembly
line. For services, other reasons may dictate the fixed position (e.g., a
hospital operating room where doctors, nurses, and medical equipment are
brought to the patient). Other fixed-position layout examples include
construction (e.g., buildings, dams, and electric or nuclear power plants),
shipbuilding, aircraft, aerospace, farming, drilling for oil, home repair, and
automated car washes. In order to make this work, required resources must
be portable so that they can be taken to the job for "on the spot"
performance.
Due to the nature of the product, the user has little choice in the use of a
fixed-position layout.
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2 Administration: Oftentimes, the administrative burden is higher for
fixed-position layouts. The span of control can be narrow, and
coordination difficult.
COMBINATION LAYOUTS
Many situations call for a mixture of the three main layout types. These
mixtures are commonly called combination or hybrid layouts. For example,
one firm may utilize a process layout for the majority of its process along with
an assembly in one area. Alternatively, a firm may utilize a fixed-position
layout for the assembly of its final product, but use assembly lines to produce
the components and subassemblies that make up the final product (e.g.,
aircraft).
CELLULAR LAYOUT
Cellular manufacturing is a type of layout where machines are grouped
according to the process requirements for a set of similar items (part families)
that require similar processing. These groups are called cells. Therefore, a
cellular layout is an equipment layout configured to support cellular
manufacturing.
Workers in cellular layouts are cross-trained so that they can operate all the
equipment within the cell and take responsibility for its output. Sometimes
the cells feed into an assembly line that produces the final product. In some
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cases a cell is formed by dedicating certain equipment to the production of a
family of parts without actually moving the equipment into a physical cell
(these are called virtual or nominal cells). In this way, the firm avoids the
burden of rearranging its current layout. However, physical cells are more
common.
OTHER LAYOUTS
In addition to the aforementioned layouts, there are others that are more
appropriate for use in service organizations. These include
warehouse/storage layouts, retail layouts, and office layouts.
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With warehouse/storage layouts, order frequency is a key factor. Items that
are ordered frequently should be placed close together near the entrance of
the facility, while those ordered less frequently remain in the rear of the
facility. Pareto analysis is an excellent method for determining which items to
place near the entrance. Since 20 percent of the items typically represent 80
percent of the items ordered, it is not difficult to determine which 20 percent
to place in the most convenient location. In this way, order picking is made
more efficient.
While layout design is much simpler for small retail establishments (shoe
repair, dry cleaner, etc.), retail stores, unlike manufacturers, must take into
consideration the presence of customers and the accompanying opportunities
to influence sales and customer attitudes. For example, supermarkets place
dairy products near the rear of the store so that customers who run into the
store for a quick gallon of milk must travel through other sections of the
store. This increases the chance of the customer seeing an item of interest
and making an impulse buy. Additionally, expensive items such as meat are
often placed so that the customer will see them frequently (e.g., pass them at
the end of each aisle). Retail chains are able to take advantage of
standardized layouts, which give the customer more familiarity with the store
when shopping in a new location.
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use of U-shaped lines, which allow workers, material handlers, and
supervisors to see the entire line easily and travel efficiently between
workstations. So that the view is not obstructed, fewer walls and partitions
are incorporated into the layout. Finally, thanks to lean manufacturing and
just-in-time production, less space is needed for inventory storage throughout
the layout.
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PRODUTIO
N
&
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OPERATION
MANAGEMEN
T
@
Bata is one of the world's leading footwear retailers and manufacturers with
operations across 5 continents managed by 4 regional meaningful business
units (MBUs). The MBU approach provides quality resources and support in
key areas to the companies operating in similar markets such as product
development, sourcing or marketing support. Each MBU is entrepreneurial in
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nature, and can quickly adapt to changes in the market place and seize
potential growth opportunities.
THE FOUNDERS
Bata's strength lies in its worldwide presence. While local companies are self-
governing, each one benefits from its link to the international organization for
back-office systems, product innovations and sourcing.
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Serves 1 million customers per day
Employs more than 40,000 people
Operates 5000 retail stores
Manages a retail presence in over 50 countries
Runs 40 production facilities across 25 countries
1 Batanagar, Kolkata
3 Bataganj, Patna
4 Southcane, Bangalore
20% of total Indian shoe production comes from Bata i.e. about 8 crore pairs.
Bata India has several fully owned retail stores in different parts of India,
apart from various franchisee stores. There are basically three types of Bata
Stores:
1 Flagship Stores- Target Sales are 1 crore plus and Target Population
is the high-income group
2 Family Stores- Target Sales range between 50 lakh and 1 crore and
the target group is the middle-income population.
OUR VISIT
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We fixed an appointment with Mr. Mukesh, the HR manager, and left for Bata
Indias Plant located at NIT, Faridabad. After a rather tiring 90mins journey to
the site, we finally reached Batas production facility, spread over approx. 20
acres of land.
We were escorted inside the plant office from where, after a brief formal
introduction with the Mr. Mukesh, we began our tour of the plant with
Mr.Kamlesh, the Productions Manager, who explained to us, each and every
step of the manufacturing process in detail, moving from one assembly line
to another, from one workstation to another. all throughout the well-guided
tour, we kept asking him whatever queries we had in mind, all of which were
very promptly answered by him Later, we sat in his cabin and and discussed
other issues related to productions and operations management at Bata.
The plant in all has 6 conveyor belts and 6 stitching lines but presently the
management is operating only 3 of them, in view of the low demand for their
products this year.
One conveyor belt requires 35 people to work and 6 people are required on
the stitching conveyor. The factory employs 450 people. One set of conveyors
(i.e. both stitching and assembly included) produces about 1800-1900 pairs
of shoes in one day. The gross monthly production of the plant averages
around 5 Lac pairs.
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Despite the fact that the whole production process is semi-automated,
the Bata Plant still remains a labour intensive unit. As such, having a
department has made use of various pin-up boards and small hoarding
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PROCESS FLOW CHART
The whole process of the production of shoes can be depicted
through the following chart:
Compou Chemic Out Threa Binding Boxe
RAW MATERIAL
nd al Shoe d Cloth s
STOCK
Making
Sole Pull
Foldin
g
Ceme Making
nt Cuttin
Binding
g
Latex
Stampi
ng
Stitchin
g
Assemb
ly
Vulcanizi
ng
Controllin
g
Packing
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Canvas Shoes
1 RAW MATERIAL STOCK
The raw materials which includes the chemicals used for making cement
adhesive, rubber latex and sole (both inner and outer), Cloth (bought from
Bombay Dyeing) used for making upper , material used for making
binding, thread and the packaging cartons etc are stocked in the
warehouse . Inventory of all the above items is properly maintained with
the help of a Material Stock Position chart made on the walls of the
warehouse and a computerized Inventory Database.
Thte
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2 CEMENT AND LATEX MANUFACTURING
The cement adhesive and rubber latex are the main chemicals used to
paste together the different parts of a shoe, are manufactured in the plant
itself. Both these materials are produced keeping in mind the exact
requirements and also the correct specification, which is the right mix of
chemicals to make it the best pasting element and get the desired quality.
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3 SOLE PULL MANUFACTURING
The inner and outer soles required in the shoe are also produced in-house.
Huge rubber sheets measuring 3 ft x 2 ft having a thickness of approx. 2
cms are first are heated to a high temperature and then cut into pieces of
different sizes using specialized machines.
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4 MAKING BINDING
A binding is required on the outer of the shoe to bind the edges of the
cloth upper. This binding material is also made within the plant, using
cloth. It is machine stitched onto the cloth upper.
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of a batch no. may be F-321 8422. In this code, F represents plant code
of the Faridabad factory, 321 is the code of the particular workstation and
assembly line , 8 represents the year of manufacture, 42 the week and 2
signifies the day of the week in which production has been done. This
stamping particularly helps if there is a defect found out in the shoe after
sale. After stamping is done, the upper is sent for stitching.
6 STITCHING
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The cloth received after stamping is set for stitching and making it into a
proper upper of the shoe. The stitching process starts with folding of the
piece and stitching it in a particular fashion to give the shape of an upper.
Next, it is sent for stitching the binding onto the edges of the shoe. After
the binding on the edges has been done, the shoe is transferred further
where lace holes and flips used under that are stitched onto the upper.
The last step in the stitching process is to put laces into the shoe, which is
done by hand. The upper of the shoe is now ready to be sent for assembly
process.
7 ASSEMBLY
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The assembly process uses a dual level conveyor belt as can be seen in
the picture.
A fact worth noting is that the conveyer does not have a linear
arrangement of workstations; rather it is an ellipsoidal conveyer with
different workstations positioned all around it. At first glance, it is not easy
to comprehend as to wherefrom where the process begins. However, a
closer look reveals that fully assembled shoes are hand picked away from
the conveyer at one particular point on the conveyer. Despite its
unconventional design, it is a very well organized and systematic
assembly line configuration where none of the employees sit idle at any
point of time., thus minimizing idle time losses.
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It is then placed in a drying chamber to dry the latex wherein the
temperature is around 70oC.
SHOE GOING
IN
SHOE
COMING
OUT
Once the latex is dried and the shoe is taken out of the chamber, it is
again placed on the conveyor and the next person puts the outer sole
(coated with cement) on the conveyor as well. The sole is then pasted on
to the shoe tightly and pressed by a large bag containing water. This
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water filled bag is a part of the conveyer only, and water is used to
prevent the formation of air bubbles, which may lead to manufacturing
defects.
The person sitting next checks once again that there is no gap in the
pasting. The side foxing is then pasted on the dried latex and the shoe
moves on. The next employee pastes the Bata logo on the back of the
shoe and also presses the side foxing. On the next station, the toe guards,
both side strips as well as circular one, are available to the employee,
coated with cement. Both of these are pasted on the shoe. The shoe is
now prepared to be vulcanized and hence is transferred by the last worker
on the conveyor, from the conveyor to the conveyer trolley.
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8 VULCANIZATION
After the assembly process, though the shoes are ready but they are still
very sticky and not set for use. Thus, they need to be vulcanized to
harden the shoe and ensure that the parts have been pasted properly and
the chemicals used have dried up. The shoes which are already put in
trolleys (as depicted above) are then sent to the vulcanizing chamber.
Around 19-20 trolleys are sent in 1 chamber with about 70 pairs in each
trolley. The vulcanization process requires an approx. time of 1 hour, 135-
140oC of temperature and 3 atmospheres of air pressure. The shoes are
then sent to the quality checks department.
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9 QUALITY CONTROL
After the vulcanization process, the shoes are set to be packed but before
thatan important step is to check the quality i.e. quality control. In Bata
every shoe is checked manually by an inspector and is assigned the
following grades:
1 A-This is the best grade stating that the shoe is ready to be packed and
ready for sale.
2 B-This grade shoe becomes a factory seconds product and thus is sold
at low prices.
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3 C-This is the lowest grade which can neither be sold in seconds lot nor
repaired and is thus cut and disposed off.
10. PACKING
The shoes once checked are then packed very thoughtfully to protect the
shoe from any kind of damage. Each pair is first rolled inside plastic sheets
and then put into cardboard boxes, made exactly to size. These small
boxes are then put into large ones, the master cartons for transportation
purposes. Each box is labeled with its destination address and other
details such as batch, manufacturing information etc.
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These boxes are not stored at the plant for more than 2 days. They are
immediately delivered to their destination retail stores which stock it
themselves.
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RESEARCH & DEVELOPMENT
DEPARTMENT
The Research & Development wing at Bata Faridabad designs new shoes,
slippers, sandals etc.
This R&D wing only works on rubber based products; it does not design
leather Footwears. They design footwear mainly for the teenage group.
1 One which duplicates the movements of the foot when a person walks.
They maintain that any product should be good enough for at least 5
million such movements before anything happens to it.
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2 One is a machine is to test the sole of the shoe. It is ensured that the
sole survives 1.5 lakh shots, before it becomes unfit for use.
3 Then there is also a device to check the quality of the boxes in which
packing of the shoes is to be done.
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6 The shrinkage of the rubber sole is also tested here in an oven. It
should be according to the specified norms.
7 The textile and thread used in the production is also tested and needs
to be approved.
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Thread Textile
Testing Testing
These machines are also used to check the manufactured shoes sometimes
like once in a month. One shoe is picked from the lot and is tested on all
these parameters. This can be regarded as a part of quality control.
After the new product has been approved by the laboratory it goes to the
management, which decides on the target market for the new product, the
price of the product, the feasibility of producing that product, the investment
required, etc. This is a crucial stage in the development of a product. The
management has to carefully evaluate weather producing the product will
yield satisfactory profits or not, if not then the product is dropped then and
there. To find this out what Bata does is that instead launching a product in
the entire market, it launches it in a small segment of the market to test the
response of the customers so as to minimize losses if any.
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REFERENCES
At
Websites
www.Google.co.in
www.Bataindia.com
Books
Operation
Management by
Heizer & Render
&
Production and
Operations
a Management by
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