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ASSESSING THE EFFECT OF MATERIAL HANDLING ON
THE PROFITABILITY OF A MANUFACTURING COMPANY
CHAPTER ONE
1.1. Background of the Study
Material Management, as practiced in business
today, can be defined as “a confederacy of traditional material activities
bound by a common idea. The idea of an integrated management approach to
planning, commision flow and distribution of products materials form the raw materials
state to the finished state. (Oranum, 2007).
The above definition implies that material
management is generally concerned with the flow of materials from the source of
supply through the production line to the final consumers. This means that material
management includes such function as the primary responsibilities of purchasing
plus other major procurement responsibilities like Inventory Control, traffic,
receiving, warehousing as well as production planning and control.
Cater Douglas also defined material handling
as the aggregate of those ordinary courses of business which are in the process
of production of goods or services to be available for sale.
Material are significant portion of most firms
of assets which accordingly requires substantial investment in order to keep
these inventories from becoming unnecessarily large, material must be managed
effectively. In modern business greater emphasis have being put in material
handling. It concern in material management is to provide materials in the
right condition at the right time. It implies that the handling procedures
should be able to:
Retain appropriate stock level
Ensure proper use of stock
Ensure that inventory is fully amounted for
Jonny Ater – defines material handling as the
movement and protection of materials goods and products through the process of
maintaining, distribution, consumption and disposal. Material handling should
be controlled and carried out properly if a huge standard of efficiency and
cost effectiveness is to be achieved.
B.K Bharabo defines material handling as the
art and science of moving, packing and storing of material in any form.
1.2. Statement of the Problem
Material handling in manufacturing
organization is an important aspect of production process. Many companies
engage diverse strategies to achieve organizational goal through material
handling.
The control of material handling as it affects
Kaduna Refining and Petrochemical Company (KRPC) is the unavailability of
material in store and proper reconciliation of possible loss to business
through interruption of production or failure to met orders with the handling
cost of stock. Here in Nigeria, a cursory look at our economic problem will
appear to suggest the non-adaptation of materials management which is a product
of our industrial philosophy that has made our manufacturing sector over
important dependent. Though, the organization (KRPC) under the study has
advanced stores and way of obtaining their materials, but lack proper personnel
to handle the material is a problem.
1.3. Objectives of the Study
The following are aimed at realizing the
following objectives:
Analyzing the impact of material handling in
KRPC.
To know the importance of material handling in
an organizational performance are as a whole.
To provide useful recommendation as related to
the study.
To give future research room to improve on
where the present research stops.
1.4. Statement of Hypothesis
H0: Material handling has no effect on the
profitability of a manufacturing company.
H1: Material handling has effect on
profitability of a manufacturing company.
1.5. Significance of the Study
The significance of the study is to assess the
impact of material handling in KRPC and also to suggest and make recommendation
to the problem that they may likely occur is material handling is not properly
managed in an organization. The research is of significance to me for the
following reasons:
1) It will provide a broad idea to the
production company on how they can effectively manage their material handling
and minimize losses.
2) It will idea for organization and
enterprises in the aspect of material handling.
3) It is highly pointed out that the cost
material handling involves 40% to 50% of total production cost. Therefore,
considerable attention must be taken in the material handling.
4) Material handling also reduce accidents,
greater job satisfaction, increase production and saves time.
1.6. Scope of the Study
This research work is based on the existing
literature. Secondary data and equally information from primary source is
obtained. The secondary data formed relevant to the subject matter which are
standard textbooks, journals, internet and the company’s management guide.
The primary data collected include
questionnaire, observation are obtained by sampling from the total population
of the entire staff of KRPC management. The aspect to be covered in this study
are how organizational material handling objectives are to be achieved.
1.7. Limitations of the Study
A study of this nature would normally en tail
investigation into a variety of issues. This research work has covered a wide
area than this but a lot of constraints hinders the wide range of the study. As
a result of this, certain limitations will be imposed on the area to be covered
which includes:
Financial Constraints which involves need for
transportation.
Limited time. The time given is too limited
for the research work which affect the researcher.
Inaccessibility of data to provide the
necessary information were difficult. Some of the staff that cooperated
were not in better possession of the
facts and figures necessary in this work.
Limited area of study, there are many sections
in the organization for all firms of materials. However, the researcher’s
intension is to concentrate only on the material stores for the project.
This problems apparently posed serious
limitations to this project and the researcher has to work with the data
available.
1.8. Historical Background of the Case Study
(KRPC)
The decision to construct the third Nigerian
National Petroleum Corporation (NNPC) Refinery in Kaduna was taken in 1974
along with that of the second (NNPC) refinery located at Warri. However, it was
decided that work would commence on the construction of refinery whenever the
project of consumption petroleum projects justified it.
By early 1975, the view of the fuel shortages
experienced then, the federal government decided that work on the third
refinery should be advanced. It was envisaged that refinery that refinery in
order to meet up with the fuel demand then, based on the feasibility studies
carried out which took into the consideration the consumption of the various
petroleum products within the Northern Zone and adequate means of disposal for
the surplus products. A Crude Oil Capacity of 42,000 barrel per stream a day
(BPSD) could be easily justified.
Hence, the refinery was designed for a
capacity of 60,000 barrel per stream daily it was much later that the Federal
Government decided that the capacity for any refinery in Nigeria should not be
below 100,000 BPSD. However, this would have led to the production of large
quantity of heavy fuel and on one hand the practical and viable solution is
reprocessing of the heavy fuel. In order to do this, the whole project plan has
to be modified so that what initially was planned to be a simply hydro-skimming
type of refinery was now developed into integrated refinery.
The refinery would now be able to produce
wider variety of petroleum products some of which should be lubricating base
oils. Hence, it became necessary to import suitable paraffin base crude oil
from Venezuela, Kuwait or Saudi Arabia.
Products from KRPC are to include fuel such as
diesel, kerosene, premium motor spirit (PMS) and sulphor and those from the
lubricating oil complex are base oil, asphalt and wakes. The lubricating out
complex of KRPC is the first of its kind in West Africa and one of the largest
in Africa. The consulting firm King Willkinson of Hague, Holland in conjunction
NNPC engineers, developed the plan for the refining. The contract for
construction of KPRC was awarded to Chiyoda Chemical Engineer and Construction
Company of Yohohama, Japan in 1977. The project was completed and commissioned
in 1980. However, the lube plants and petro chemical plants were commissioned
in 1983 and 1988 respectively.
1.8. Definition of Terms
Materials: They refer to goods in different
firms for different purposes such as raw materials for production, maintenance,
processing of finished goods.
Stock Taken: This is a complete process of
verifying the physical quantity or balance with a view to ascertain the actual
balance in the store.
Material Handling: It is a part of material
management that concern with the safety of material in transit, the regularity
in delivery and also the flow of the materials.
Store: This is a place were materials are kept
for safety.
Safety Stock: Extra inventory held to serve as
a butter against possible stock out situation.
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