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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, comersion flow
and distribution of products materials form the raw materials state to the
finished state. (Iornum, 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:
i) Retain
appropriate stock level
ii) Ensure
proper use of stock
iii) 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:
i) Analyzing
the impact of material handling in KRPC.
ii) To know
the importance of material handling in an organizational performance are as a
whole.
iii) To provide
useful recommendation as related to the study.
iv) 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:
i) Financial
Constraints which involves need for transportation.
ii) Limited
time. The time given is too limited for the research work which affect the
researcher.
iii)
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.
iv) 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.
1.9 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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