A

Project Report

On

“IMPORTANCE OF PACKAGING AND TIMELY DISPATCH OF PHYSICAL

DISTRIBUTION”

At

VAYUDOOT LOGISTICS PVT. LTD

SUBMITTED TO

SAVITRIBAI PHULE PUNE UNIVERSITY

In partial fulfilment of the requirement for the award of

MASTER IN BUSINESS ADMINISTRATION

SUBMITTED BY

CHETAN DESAI

MBA (Marketing)

UNDER THE GUIDENCE OF

PROF. ANIL CHAND

SINHGAD INSTITUE OF BUSINESS ADMINISTRATION AND

RESEARCH, PUNE

2014 – 2016
 Sinhgad Institute of Business Administration and Research,

Kondhwa (Bk.), Pune

Institution Approval Letter

Summer Internship Program

Mr. CHETAN DESAI of batch 2014-2016 is granted permission by the institute to do the
Summer Internship Project “IMPORTANCE OF PACKAGING AND TIMELY DISPATCH
OF PHYSICAL DISTRIBUTION” at Pune during 15/6/2015 to 31/7/2015.

PROF.ANIL CHAND DR. AVADHOOT D. POL

Project Guide Director

Place: PUNE
Date: / /2015
 CERTIFICATE

This is to certify that the Project Report ““IMPORTANCE OF PACKAGING AND TIMELY
DISPATCH OF PHYSICAL DISTRIBUTION” which is being submitted herewith for the award of
Master of business Administration, Pune is the result of the original research work completed by
CHETAN DESAI under my supervision and guidance and to the best of my knowledge and belief
the work embodied in this Project Report has not formed earlier the basis for the award of any degree
or similar title of this or any other University or examining body.

PROF.ANIL CHAND Dr.Avadhoot D. Pol

Project Guide Director

Place: Pune.

Date: / /2015
 DECLARATION

I, CHETAN DESAI, hereby declare that the Project Report titled ““IMPORTANCE OF
PACKAGING AND TIMELY DISPATCH OF PHYSICAL DISTRIBUTION” written and
submitted by me to SavitribaiPhule Pune University, in partial fulfilment of the requirement for the
award of Master of Business Administration, is my original work and the conclusions drawn therein
are based on the material collected by myself.

Place: Pune. CHETAN DESAI

Date: / /2015
 ACKNOWLEDGEMENT

I am extremely grateful to Mr. J. B. Singhalfor providing me an opportunity to undertake an interesting

topic, which helped me know important aspects of the industry.

I would like to take this opportunity to express my gratitude and sincere thanks to Mr.ArunkumarSinghal for
his co-operation and valuable guidance.

A special thanks to Mr.AbhaySinghal for providing me permission to do my industrial training at

Vayudooth Road Carriers Pvt Ltd.

My appreciation would remain incomplete without it being extended to Mr. Ashish Nagoankar(Executive,
instrumentation) for providing me his valuable time and guidance to furnish me during my project tenure in
industry.

Last but not the least, a special thanks to Mr.SurendraPatil (Executive, LC) and Mr. Rahul Kamble
(Executive, logistics) for providing me permission to do my industrial training at Vayudooth Road Carriers
Pvt Ltd. I would like to thank Mr.Kudale, Mr. Sanjay Shirke for their guidance and information.

I would like to thank Prof. Sachin Tool for his guidance and support in completion of my project.

Sincerely

CHETAN DESAI
 INDEX

Chapter Particulars Page

No. No.
1. Introduction
1.1 About the study 1
1.2 Introduction to Logistic Industry 2
1.3 Objectives of study 4
1.4 Scope of the study 5
1.5 Limitations of the study 6
2. Organizational Profile
2.1 About Vayudooth Logistic Industries 7
2.2 Organizational profile 8
2.3 About Vayudooth Logistic 9
3. Literature Review
3.1 Physical Distribution 10
3.2 Cycle Time 11
4. Research Design
4.1 Research 12
4.2 Research Methodology 12
4.3 Research Process 13
4.4 Case Study-I 15
4.4.1 The Kipling Method 15
4.4.2 Flowchart: current cycle time 17
4.4.3 Steps involved in dispatch section 18
4.4.4 Cause and Effect diagram 19
4.5 Case Study-II 20
4.5.1 Diagram: Movement of material in bagging section 20
4.5.2 Kipling Method 21
4.5.3 Cause and Effect diagram 24
4.5.4 Flowchart: current cycle time 25
5. Data Analysis and Interpretation
5.1 Analysis and Interpretation 26
5.2 Analysis for Case Study-I 52
5.3 Pareto diagram 53
5.4 Flowchart: after implementation of time reduction 54
methods
5.5 Analysis after implementation of time reduction 55
methods
5.6 Analysis for Case Study-II 56
5.7 Pareto diagram 57
6. Findings, Suggestions, Conclusions
6.1 Findings 58
6.2 Suggestions 60
6.3 Conclusions 61
6.4 Benefits of the project 62
Bibliography 63
Annexure 64
1.1 ABOUT THE STUDY

As a part of M. B. A. programme, the student has to undergo in plant training in an organization in functional area
like marketing, finance, production, personnel etc. The main aim of the study project is the orientation of student to
industrial environment in which he will be working after completion of M. B. A. course. The objective is to test ability
of the student to work on any topic or problem related to any functional area.

I got an opportunity to carry out the summer training in “VAYUDOOT LOGISTICS PVT. LTD” Magarpatta Pune,
Maharashtra. The department of training is Logistics department. The topic of the study at the organization is
“Importance of packaging and timely dispatches in physical distribution process of VRCPL”.

Due to increased demand, company is facing a supply problem. To survive in this cutthroat market competition
company has to upgrade its functions of logistics so as to fulfill the needs of its customers at right time, right place
this will help the company to maintain its relations with its customers as well as maintain its reputation in market.

The main objective of this project was to identify the areas, which were time consuming, get alternate solutions
from which the best suitable alternative was to be shortlisted and implemented into the process to reduce the cycle
time.
1.2INTRODUCTION TO LOGISTIC INDUSTRY

International marketing is becoming more important to companies as the world shifts from distinct national
markets to linked global markets. Globalization brings homogenization of consumer needs, liberalization of
trade, and competitive advantages of operating in global markets. Companies are forced to think and act
globally in order to survive in such a dynamic environment. All these elements have a deep impact on the
development and the positioning of companies on international marketplaces where competition is cruel.
Furthermore, another significant change concerns the customers since they are more demanding in term of
quality, lead time and order fulfilment. In this context, firms must be more and more flexible and reactive to
anticipate and to adapt to such changes. This quest for flexibility and reactivity affects the conception and
the management of firms and more generally their logistic systems and contributes to the development of
partnership relations, to the emergence of mergers or strategic alliances between companies.
As a result, a firm can no longer be considered as an isolated entity but as a component of a wider supply
network.
International Firms have begun to implement various strategies in order to remain competitive in world
market. Logistics is one of the key areas in the process of international marketing as the delivery of goods to
the buyer is as important as any other activity in business and marketing. Quite often, the most crucial part
in International trade is the timely delivery of goods at a reasonable cost by the exporter to the importer. In
fact, the prospective buyer may be willing to pay even higher price for timely supplies. The emergence of
logistics as an integrative activity, with the movement of raw materials from their sources of supply to the
production line and ending with the movement of finished goods to the customer has gained special
importance. Earlier on, all the functions comprising logistics were not viewed as components of a single
system. But, with emergence of logistic as an important part of corporate strategy due to certain
developments in the field of international marketing has gained special significance. Before discussing the
various aspects of logistics, let us look at its definition:

According to Council of logistics management:

“Logistics is the process of planning, implementing and controlling the efficient, effective flow and storage of
goods, services and related information from point of origin to point of consumption for the purpose of
conforming the customer requirement”.

This definition clearly points out the inherent nature of logistics and it conveys that Logistics is concerned with
getting products and services where they are needed whenever they are desired

Logistics has gained importance due to the following trends

Raise in transportation cost.

Production efficiency is reaching a peak

Fundamental change in inventory philosophy

Product line proliferated

Computer technology

Increased use or computers

Increased public concern of products Growth of several new, large retail chains or mass
merchandise with large demands & very sophisticated logistics services, by pass traditional channel
& distribution.

Reduction in economic regulation

Growing power of retailers

Globalization
1.3 OBJECTIVES OF THE STUDY

The objectives of the study are as follows:

1. Find out the areas of delay in logistics section due to which cycle time increases.

2. Study cycle time of polymer trucks.

3. Suggest the most feasible and optimized logistic model, which will reduce cycle

time of polymer trucks.

4. Study the existing bagging procedure.

5. Increase workers aware of safety equipments so that their efficiency increases.

6. Suggest the way for free flow of product to storage area and minimizing the

wastage of product.
1.4 SCOPE OF THE STUDY

 Vayudoot logistics Pvt Ltd, is the areawhere entire study is been carried out and it is situated in Pune
district, Maharashtra.
 The scope of the study is limited to the data made available on the various internet sites and the data
that is available on www.Vayudootlogistic.com.
 The project involves investigation, useful findings& positive suggestions for improving the subject.
 The scope of analysis of data is restricted only with respect to the information provided by the
Employees & Contract labourers of Vayudoot logistics Pvt Ltd.& Private Transporters etc.
1.5 LIMITATIONS OF THE STUDY

1. The time limit is one of the major constraint faced in conducting this study otherwise the study would have been
more analytical.

2. It may be difficult to find a basis for making the comparison.

3. Because of sensitivity of the topic chosen, certain information could not be collected.
4. Few employees didn’t co-operate.
2.1.ABOUT VAYUDOOT LOGISTIC PVT LTD

The Vayudoot logistics Pvt Ltd, founded by Mr J.B.Singhal(1985), large private sector enterprise, with businesses in
the energy and materials value chain. The flagship company, Vayudoot logistics is a Fortune Global 200 company
and is the largest private sector company in India.

Vayudoot logistics Pvt Ltd started in 1985 with a small base in Pune and later on extended their branches in other
major cities like Bangalore,Chennai,Cochin, Andhra Pradesh, Delhi, Punjab, Kolkata, Hyderabad,Vayudoot is awarded
by various awards in its journey J.K.Tyres award , Pepsico award, ITC Best Logistic award.

The company’s operations can be classified into following segments namely:

ITC Goods Delivery

Tyres Delivery
Electronic Goods
2.2 ORGANISATIONAL PROFILE

Vision
“Be a globally preferred business associates with responsible concern for ecology, society and stakeholders value”.

Mission
“Continuously innovate to remain partners in human progress by harnessing science and technology in the
packaging domain”.

Safety
“Safety of person overrides all the production targets”
Being a Logistic plant all employees have to abide by the safety rules inside the plant area. Safety officers maintain a
safe environment for the employees as well as the plant. The safety culture in Vayudoot is one of its kind has been
developed looking into many potential of this industry.
Personal safety equipments are being provided to all employees that consist of uniform, aprons, hand gloves,
goggles, safety helmet, earplug, safety shoe etc.
2.3 ABOUT VAYUDOOT LOGISTIC

Mr J.B.Singhalpropriter of company laid the foundation stone of this complex in 1985. Vayudoot logistics Pvt Ltd,
The Division is one of the packaging units of ITC Goods, Electronic Goods etc. It was started in 1985.

The company’s Garage is located near Lonikand, Pune,Maharashtra, the company narrowed down on the
investment for a the logistic cracker complex at chinchwad near Pune by mid 1987 that was operational by early
1990. It was the large logistic chain in Pune by the late 1990.It had its commercial branches at Bangalore, Mumbai,
Chennai,Cochin, Andhra Pradesh, Delhi, Punjab, Kolkata, Hyderabad, but the logistic chain is mainly in South of India.

It is the large logistic chain of ITC goods in India and has many other big company tie up with themlike J K tyres,
Pepsico,Ceat tyres, Apollo Tyres etc , Vaydooth also has a tie up with electronic companies like Samsung, LG, Godrej
etc.

Vayudoot logistics has been awarded by many awards sme are J K Tyre award, ITC award for the best performance,
Best Logistic award etc.
3.1 PHYSICAL DISTRIBUTION

 Physical distribution is efficient movement of finished products from end of the production line to consumer it
involves planning, implementing and controlling with the objective of getting right goods at right place at right
time and at the least cost.
 Importance of physical distribution include, delivery timings, order cycle time, product availability, increased
profit margin, least wastage, customer satisfaction.
 The following areas need to be studied in depth to maintain least cost are as follows:
a) Incurring of raw materials
b) Initial processing
c) Materials handling
d) Packaging of finished product
e) Warehousing
f) Maintaining inventory
g) Deciding distribution channels
h) Transportation
3.2 CYCLE TIME

The period required to complete one cycleof an operation; or to complete a function, job, or task from start
to finish.

Advantages of Cycle Time:

Improved capacity
Lower unit cost
Shorter cycle time
Improved employee morale
High profits
High productivity
Improved competitiveness
The study is confined to the topic“To study the importance of packaging and timely dispatches in physical
distribution process” at Vayudoot logistics Pvt. Ltd Pune Division.
4.1. RESEARCH

Research in common refers to a search of knowledge.

Research is defined as a scientific and systematic search for pertinent information on a specific topic.

4.2. RESEARCH METHODOLOGY

Use of proper research methodology is essential characteristic of quantity research studies. Research methodology
provides a way and guiding principles for research.

Research methodology comprises of:

1. Defining Problem

2. Develop objectives of research

3. Data collection

4. Evaluation of data

5. Recommendation and conclusion

4.3. RESEARCH PROCESS

Review concept
Define Design Collect Analyze
& theories
Research Review previous Research Data Data
research finding
Problem
Interpret

& report

1. Definition of problem statement:

During the initial days of internship, it looked like that all the work procedures were
running smoothly, but there was much scope for improvements in some aspects of
the procedures.
Problem Statement:
Time loss during finding the root cause of the problem in the machine maintenance.
Time loss during loading of material.
Loss due to inefficiency of workers.
Wastage due to improper storage and movement of product in warehouse.
2. Review literature:
Review concept and theories:
The theory of standardisation, codification and classification and various root cause
finding techniques were studied.
Review previous research finding:
There was no research done on this topic in the organization.
3. Research design:
For this project, descriptive type research methodology is used, where attempts to describe systematically a
situation, problem are being used.
4. Data collection of the study:

a) Primary data.
Employees at various levels in factory were questioned.
External sources related to organization were interviewed in local language.
Data related to project purpose is also collected by discussing with the department heads of maintenance,
production, and logistics.
b) Secondary data.
Through the previous and current company records such as stock register, material issue receipts, maintenance
records, magazines, and websites are used to collect data.
5. Data analysis and interpretation of graphs:
Analysis of the data is done depending upon the state of condition before implementing improvements and the
state of condition after improvements. The calculations of the time saved due to classification of tools were used
for analyzing the data.
6. Sampling Population: Reliance employees, Private transporters, Contract labourers, Truck drivers, Transporters
representatives.
7. Sample size: 40
8. Sampling technique:
Stratified sampling:
People were divided into small groups from which random sample was selected.
4.4. CASE STUDY-I

Reduction in cycle time of Dispatch Section.

4.4.1The Kipling method (5W 1H)

What When Where Why Who How

Entry at 08:30am VRCPL- To load Sent by By entering into

parking to PUNE material concerned parking plaza
plaza 06:00pm Transporter
s.
(TPN)

Reporting On arrival Entrance of Arrival Truck driver By presenting

at TPN at VRCPL- parking reporting, transporters
PUNE plaza filling up of order, screening
checklist and of vehicle
token documents.
number.

Contact After Transporte Submitting Truck driver Handovers

Transport document rs office, personally.
documents,
ers ation at MOP
Indent Order,
represent TPN
VEP
ative

Instructio Before Transporte Clarity of Transporter Verbally

ns to submittin rs office at safety norms s
truck g MOP and representati
drivers document regulations. ve

Submissi Filing GA office, TOL, Entry Transporter Personally

on of document MOP pass. s
documen
representati
ts to G.A.
ve
Checking On receipt GA office Screening of GA By screening of
of at MOP documents, documents
documen issuing of personally.
ts by GA Entry Ticket,
at MOP TOL

Arrange Filing Parking For meeting Truck driver PPEs,

ment by document plaza safety Roadworthiness
driver to requirements of vehicle, free
enter of company from banned
into TPX objects.
zone.

Reporting Clearance TPX exit Document/ Guard Thorough check-

at TPX at loading Vehicle up
point. screening

MGN Clearance MGN Gate Document/ VLSS Thorough check-

Entry at TPX Vehicle personnel/ up
screening
Guard

WBN Clearance Weigh Weighing Guard By weighing

Entry at MGN Bridge empty vehicle

Material Reporting Warehouse Screening of VRCPL Handovers

Pick Up at loading Pick up note Officer personally.
note/ point and loading
Loading. material.

Invoice Loading Warehouse Procedure VRCPLOffice In System

r

WBX Loading Weigh Weighing Guard By weighing

loaded vehicle
Bridge

MGX After WBX Material Scrutinising VLSS Thorough check-

Gate documents Personnel/ up
 and loaded Guard
material.

4.4.2 Flowchart: Current Cycle Time (214 min)

04 min 30 min
TPN TOL TPX

30

min

MGX MGN

20 10

min min

60min 60 min
WBX
Loading WBN
4.4.3 Steps involved in Dispatch Section.

1. TPN- Trucks have to report at this office, where details of the vehicle and concerned authority is recorded by
security personnel, vehicle is being checked for any hazardous material.
2. TOL- Documents of truck and its driver, i.e. Drivers License, Permit of vehicle, and Capacity of vehicle is being
checked if all of these are satisfactory. RIL NMD employees at marketing building link order and driver is provided
with a token number.
3. TPX- After vehicle registration, vehicle number is being announced on speaker, truck driver has to report at TPX
exit along with his vehicle within 45 minutes of call. Here RGSS guards do physical check-up of vehicle. Driver is
provided with an entry ticket which is to be procured at MGN gate.
4. MGN- Here documents of vehicles are checked, physical inspection is done to check if driver and his helper are
wearing proper safety equipments or not.
5. WBN- Empty Vehicles are weighed at this point, before loading.
6. MPN- At warehouse truck driver has to show material pick-up note to loading supervisor, who will crosscheck it
with his information. Vehicles are loaded and an invoice is being produced which is handed over to driver after he
signs documents.
7. WBX- Vehicle after loading goods is again checked to crosscheck if right quantity of goods have been loaded.
8. RGSS guards check MGX- Documents, and vehicle after collecting its LR copy, can leave for its destination.
4.4.4Cause and Effect diagram:

Fatigue Man
Appraisal
RILE
Strikes Contract mplo Negligence
Labour yee
Negligence Insufficient
Tobacco consumption documents
Lack of
Loading
awareness Non-availability at
supervisor Lack of education,
warehouse no 1 & 3
Machine
away.
Behaviour. Driver/ training, awareness.

Intoxication. Cleaner
Road Language barrier.
worthiness.
Negligence.
Behaviour.
Transport Security
Documents. guard
Unauthorise
Intoxication.
d redirecting representative Slow at comp
Outdated.
consignment operation.
Negligence.
Air Truck/
Pollutionat Age factor
Delay at loaded
LLDPE. Forklift material covering.
214

OilCongestion
spillage of traffic Natural Cleaner absent.
at MGN during G Non-availability calamity
shift entry. of PPE’s with Human error.
driver
Faulty handling leading
Checking of to tear of bags
vehicles at
TPX-MGN
Ceiling bar used to
Extended stay of trucks hook harness is
at loading point
rusted.

System Others
4.5 CASE STUDY-II

Reduction in cycle time of bagging section.

4.5.1 Diagram: Movement of material in bagging section.

(LDPE, Line B)
 SILO- B

Vibrating

Screen Oversize
material

Blower Elutriator Cyclone Blower

system

Feeder hopper

Dust

Net Collection

weigher

Bag filling Stitching Printing

station machine machine

Palletizer Check Metal

detector
weigher unit

Overweig
Filled ht/
pallets to
warehouse Under Metal
weight detected
bags bags

4.5.2 The Kipling method (5W1H)

What When Where Why Who How

Finished product
such as Eectronic
Finished Silo For bagging. Automation. A
Goods (PP),
production situated continuous
ITC Goods(LDPE) is ready. at flow.
and Tyres Goods respective
(LLDPE) is bagging
collected. sections
of LLDPE,
PP, LDPE

Material enters After Vibrating For removal Separating

onto vibrating discharge screen of oversize oversize
Automation
screen from silo granules material
from
granules

Material enters After Elutriator Removal of Blower Regulated

into Elutriator separation, Dust air flow
procedure
is complete.

Dust enters into After Cyclone For removal Blower Regulated

Cyclone removal of of waste air flow
dust from final
product.

Material enters After Feeder For net Automation System

Feeder hopper discharge hopper weighing provided
from
Elutriator

Material is Net For Automation System

discharged into weigher packaging provided.
After
Net weigher
Weighing
Exact quantity After Bag filling For Automation System
discharged into weighing station packaging provided.
bag

Filled bag taken After filling Towards For stitching An operator On

further Stitching at stitching conveyor
machine machine belt.
guides the
bag.

Stitching After filling Through For stitching Automated Flow of

stitching stitching conveyor
machine machine belt.

Printing After tilting On Notify grade, Printer Flow of

bag on a conveyor batch etc conveyor
side. belt belt.

Metal detector After On To check for Metal Scanning

printing conveyor presence of detector
belt any metal.

Net Weigher After On Accurate Net weigher System

scanning conveyor weight. provided
for metal. belt

Rejection/Tipping After On Removes Sensors System

conveyor. weighing conveyor rejected provided.
belt bags.

Turning basket. Before On To position Sensors System

loading on conveyor bag for provided.
palletizer belt exit. organizing
logical
layers.

Palletizing. After On To organize Sensors System

turning palletizer logical layers provided.
 basket

Loaded palletizer After At exit For storing Sensors & System

moved away. loading 40 point of conveyor provided.
bags conveyor belt.
belt

Removal of After At exit For Forklift Mechanical

loaded pallet. loading 40 point warehousing lifting by
bags Forklift.

Warehousing of Mechanical To For Forklift Arranging

pallet. lifting by assigned warehousing operator three layers
Forklift. lane upon one
another.
4.5.3 Cause and Effect diagram:

Machine Man
Negligence. Casual approach.
RILE
mplo Lead time to attend Halting bagging
Breakdown
yee breakdown job. process for some
Noise, air reason.
pollution. Casual approach
Sewing machine
Improper handling of
failure.
empty pallets.
Vibration of Contract
stitching Lack of PM labour Cleaning of vibrating
machine. screen.
Sensor malfunction.
Error in Negligence of
Alignment of Forklift
calibration. Forkliftbelt. supervisor.
conveyor operator
Outdated.
Variation in Improper load
Tear & wear. Awareness of PPE’s..
weight of Oil leakage due to lifting.
Tainted
empty bags. accuracy poormaintenance. Lack of knowledge.
Limited sight.
Logging of water in Unethical usage of
battery charging area. Crossing speed
stored pallets.
Faulty pallets Improper size of
granules. Improper storage of
Made of low quality loaded pallets
wood.
Poor
Heavy. housekeeping Faulty pallets.

Infested by termite. Bent planks of pallets.

Cross
Nails removed due ventilatio Seepage in area of
to frequent use n stored loaded pallets.

Bent planks. Bag damage during Error while stacking of

Overweight/ palletization Floating dust particles
pallets byinforklift
air
Slates broken while
Underweight operator
leading to unhygienic in
conditions.
inserting forklift
bags (Slip grade) warehouse.
arm.
rejection

Material Others
4.5.4 Flowchart: Current cycle time.

Silo Hopper Net Bag

weigher filling
2.5 2.5 2.5

2.5

Metal Printer Stitchin-

Checkwe 2.5 detector 2.5 2.5 g
igher

2.5

Turning Pallet Loaded Wareho

Basket 24 formatio 352 pallet 8 using
n exit
Sr. No Activity Time (Seconds)

1 Time taken for 5 bags to travel from silo to turning basket 30

2 Time taken for turning 5 bags 10

3 Stacking, movement of pallet up & down 4

4 Time taken to form one layer 44

5 Time taken to form 8 layers (i.e. 1 pallet) 360

6 So, time needed for 10 tons 1 hr

Current rate of bagging 10 tons/hr

i.e. 400 bags/hr

So 40 bags(1 pallet) 360 conds

5.1 ANALYSIS AND INTERPRETATION

1. Which area according to you is most unsteady that causes increase of cycle time?

Serial no Opinion No of respondents Percentage

1 Inspection 03 8

2 Truck movement 02 5

3 Administrative work 03 8

4 Transportation 02 5

5 Space constraint 10 25

6 Loading 20 49

Table - Unsteady area due to which cycle time increases.

Unsteady areas

Inspection Truck movement

Administrative work Transportation
Space constraint Loading

Figure – Unsteady Area

Analysis:

The above graph shows that 8% of people say inspection, 5% of respondents said truck movement. 8 percentage
people said administrative work and 5% say transportation. 25% consider space constraint as one of the affecting
factor whereas 49% respondents think loading is most volatile factor

Interpretation:

From the sample size of 40, the above pie chart shows that maximum number of respondentsconsidered Loading
as most time consuming factor as loading consisted of zero automation where labourers had to load bags into truck
manually, it resulted into slowing of loading process specially when there was high demand for product in market.
Whereas some respondents held Space Constraint as one of the time consuming factors because during rainy
season process of tying tarpaulin cover to safeguard loaded material was done at loading point itself as it there was
no provision made for extra shed. Few respondents say Transportation that is movement of packed goods from
warehouse to loading point by forklifts, some among them said Delay in Administrative work which states that
employees are slow to work people even agreed to slow truck movement of trucks inside battery limit ofcompany
due as truck drivers had insufficient knowledge of plant layout and some considered Inspection (Security check-
ups) as one of the factors because there are constant security check-up’s by security personnel.
2. Which factors you think are responsible for increase in cycle time at loading point?

Serial no Opinion No of Respondents Percentage

1 Unskilled Labour 06 15

2 Lack of automation 22 55

3 Labour Shortage 12 30

Table: Loading point factors

Loading point factors

1. Unskilled labour

2. Lack of
Automation
3. Labour Shortage

Figure: Loading point factors

Analysis:

Here in this graph out of 40 respondents that answered this question, 55% respondents stated Lack of automation,
15% of respondents agreed to unskilled labour and 30% opted for Labour shortage.
Interpretation:

Considering the readings from the figure above, we can say that maximum number of people agreed onto lack of
automation factor as this plays a vital role in delay of cycle time. For a company like Reliance, earning profits with
minimum investment has been a traditional trend. Contract labourers are the backbone of RIL NMD logistics
department. But specially during rainy seasons due natural calamities like floods trucks report at terminals in bulk as
a result labourers have to work for extra hours which results in fatigue, frustration and slowing them in their work it
even creates an bad impression of company on their mind which leads to strikes from local labour unions, labour
contractors this creates an shortage of labour resulting into delay in cycle time. Few respondents even agreed to
unskilled labour.
3. According to you, how should roadworthiness of truck be ensured?

Serial Opinion No of Percentage

no Respondents

1 Strict inspection at entrance 17 43

2 Selection procedure of transporters 02 05

3 Prior Instructions to transport agencies 21 52

Table: Road worthiness of truck

Road worthiness of truck

43%
52%

5%

Strict inspection at entrance

Selection procedure of transporters
Prior Instructions to transport agencies

Figure: Roadworthiness of truck.

Analysis: This chart reveals that, 43% responded strict inspection at entrance and 5% say selection procedure of
transporters whereas 52% state prior instructions to transport agencies.
Interpretation:

Here the graph results reveal that, maximum number of respondents which include VRCPL employees and VLSS
security personnel agreed that prior instructions should be given to third party logistics, that Transporters whose
vehicles will be ferrying companies goods from one place to other. Prior instructions would clearly state
requirements of company, which may help transporters to arrange for vehicle, which can fulfil management’s
requirements. The main reason behind truck worthiness is vehicles will be carry expensive and highly explosive
products, which can be hazardous if safety is compromised. Few of them agreed onto inspection of trucks at
terminal entry and selection procedure of transporters as it might help management to reduce wastage of time.
4. How are the internal sources responsible for delay in cycle time?

Serial no Opinion No of Respondents Percentage

1 VRCPL employee 13 33

2 Inspection officer 10 42

3 Loading supervisor 17 25

Table: Internal sources.

Internal sources

33%
42%

25%

1. VLPL employee 2. Inspection officer

3. Loading supervisor

Figure: Internal sources.

Analysis:

According to the chart, out of 40 respondents 33% say RIL employee and 42% said Loading supervisor whereas 25%
said inspection officer.
Interpretation:

In this graph maximum people have opted for loading supervisor VRCPL employee absent from his work place, prior
instructions have been issued by top management to reliance employees an loading supervisor to be present at
their respective warehouses at working hours but it is being observed that nor the VRCPL employees nor loading
supervisor have been following rules. Prompt action and control is required to reduce internal sources of company
from affecting delay in cycle time. Few agreed onto inspection officer who is responsible for loading of material into
trucks.
5. How are the external sources responsible for delay in cycle time?

Serial no Opinion No of Respondents Percentage

1 Awareness of plant hazards 20 49

2 Awareness of plant layout 14 35

3 Uncooperative labour force 01 03

4 Security checkups 05 13

Table: External sources

External sources
13%
3%
49%
35%

1 Awareness of plant hazards

2 Awareness of plant layout
3 Uncooperative labour force
4 Security checkups
Figure: External
sources.

Analysis: This graph clearly states that 49% of respondents pointed out to awareness of plant hazards, 35% of
respondents stated awareness of plant layout whereas 3% of respondents say Uncooperative labour force and
remaining 13% said Security check-up’s.
Interpretation:

Readings and analysis of above pie chart clearly states that maximum people agreed onto lack of awareness among
truck drivers and transporters representatives about the plant hazards that are hazardous to them and people who
are working inside battery limit. Some of them even pointed out that lack of awareness about plant layout system as
not all truck drivers cannot understand English, Hindi or Marathi as they are used to different local languages. Few
opted for constant security check-ups by VLSS personnel, which is part of safety programme of company.
6. Which according to you are the reasons for trucks rejection?

Serial no Opinion No of Respondent Percentage

1 Insufficient 19 47
documents

2 Truck worthiness 17 43

3 Unavailability of 04 10
material

Table: Rejection of trucks

Rejection of Trucks

10%

47%
43%

1 Insufficient documents 2 Truck worthiness

3 Unavailability of material
Figure: Rejection of
trucks.

Analysis: Out 40 respondents, 47% say insufficient documents and 43% said Lack of truck worthiness and 10% stated
unavailability of material.
Interpretation:

Out of 40 people who were questioned, maximum of respondents opted for insufficient documents as truck drivers
do not have required documents like driving license, road permit, vehicle pass some of the respondents stated truck
worthiness as one of the factors that causes rejection of truck from entering into the company. Few of them even
agreed onto non-availability of material in company due to insufficient feed of raw material.
7. According to you which of these machines cause delay in procedure of bagging due to frequent breakdowns?

Serial Opinion No of Respondents Percentage

no

1 Palletizer 13 33

2 Stitching machine 17 42

3 Weight calibration sensors 02 5

4 Conveyor Belt 06 15

5 Metal Detectors 02 05

Table:Bagging Machine

Machine breakdown
5%
15%
33%
5%

42%

1. Palletizer 2. Stitching machine

3. Weight calibration sensors 4. Conveyor Belt
5. Metal Detectors

Figure: Bagging machines.

Analysis: Out of 40 respondents, who responded, 33% said palletizer, 42% said stitching machine and 5% said
Weight calibration sensors. 15% of respondents pointed out to conveyor belt and remaining 5% stated
malfunctioning of Metal detectors.
Interpretation:

According to the analysis, maximum number of people agreed onto frequent machine breakdowns of Stitching
machine, Conveyor belt, Palletizer. The reason behind this is, it is been operating since year 1989. Due to prolonged
usage of machine even, after their expiry date is over they are stated as fit to work. It is observed that whenever
there is change in material grade stitching machine and conveyor belt have stopped working properly. Inspite of
preventive measures and periodic maintenance there has been a problem with palletizer. Few of the respondents
even opted for weight calibration and metal detectors malfunctioning which may increase process time as a result
there is a delay in cycle time.
8. What according to you are the reasons behind malfunctioning of machines in bagging section?
Serial no Opinion No of Respondents Percentage

1 Out-dated machines 19 47

2 Improper 13 33
maintenance

3 Rough usage 08 20

Table: Machine malfunctioning

Machine malfunctioning

20%

47%

33%

1 Outdated machines 2 Improper maintenance

3 Rough usage

Figure: Machine Malfunctioning.

Analysis: Out of 40 people, 47% respondents said out-dated machines are responsible for malfunctioning of
machines in bagging section and 33% said improper maintenance whereas 20% said rough usage.

Interpretation:

Again this has an analogy with the previous question, Maximum number of people have stated out-dated machinery
causes delay in cycle time whereas some them even opted for improper maintenance of machines by
instrumentation department while few agreed with rough usage of machines by contract labourers.
9. Which measures have been adopted to decrease lead-time for attending breakdown job?

Serial no Opinion No of Percentage

Respondents

1 Immediate 12 30
reporting
followed with
action

2 Periodic 08 20
maintenance

3 Spare part 15 37
inventory
maintenance

4 Timely 05 13
inspection

Table: Lead time measures.

Lead time measures

13%
30%

37%
20%
1 Immediate reporting followed with action
2 Periodic maintenance
3 Spare part inventory maintenance
4 Timely inspection

Figure: Lead time measure.

Analysis: The above figure shows that 37% of respondents agreed that spare part inventory maintenance is adopted
for decrease in lead-time, whereas 30% respondents said that immediate reporting followed with action is done.
13% respondents said that timely inspection is adopted for decrease in lead-time and 20% agreed with periodic
maintenance.

Interpretation:

Here according to the readings available in pie chart we can see, maximum people have opted for spare part
inventory maintenance and immediate reporting followed with action. As machines being out dated it has become
very difficult to get spare parts in market as a result maintaining inventory of this spare parts is a tough job.
Whenever any machine malfunctions operator should report each incident to his superiors or concerned
department, which may help to carry out preventive measures and timely action. Some even stated periodic
maintenance is a factor affecting delay in cycle time whereas few opted for timely inspection.
10. What according to you is the main reason for spillage of finished product (polymer)?

Serial no Opinion Response Percentage

1 Faulty Pallets 20 50

2 Improper handling 10 25

3 Unskilled labour 10 25

Table: Reason for spillage.

Reason of spillage

25%

50%

25%

1 Faulty Pallets 2 Improper handling 3 Unskilled labour

Figure: Reason of spillage.

Analysis: Maximum number of respondents said that faulty pallets are the reason for spillage of product (polymer).
25% of respondents stated that Improper handling of finished product is responsible whereas other 25% said
unskilled labour is responsible.
Interpretation:

Readings and analysis of pie chart clearly state that, maximum people opted for faulty pallets due to which finished
product is wasted due to spillage. Proper preventive measures should be taken to provide good quality of wooden
pallets for storing of material. Improper handling and unskilled labour are also responsible for spillage of finished
product.
11. How should company fix faulty pallets to avoid spillage of finished product (polymer)?

Serial no Opinion Response Percentage

1 Seasoned wood 14 34

2 Discard termite 11 28
affected pallets

3 Periodic preventive 07 18
maintenance

4 Proper lifting of 08 20
planks

Table: Measures for pallets.

Measures for pallets

20%
34%
18%

28%
1. Seasoned wood
2. Discard termite-affected pallets
3. Periodic preventive maintenance
4. Proper lifting of planks

Figure: Measures for pallets.

Analysis: The above figure shows that 34% of respondents opted for seasoned wood as a measure for fixing faulty
pallets, 20% of respondents stated that proper lifting of planks should be done. 28% of respondents opted for
periodic preventive maintenance while rest 18% of respondents opted for discarding termite-affected pallets.
Interpretation:

Here maximum number of people responded positively. Maximum of respondents said seasoned wood should be
used but low quality of wood is being used to make pallets, which causes severe problems while storing of material.
Low quality wood is heavy but not strong as a result when 1 ton of weight is stored onto these pallets; these
wooden planks take an unusual curve shape causing the bags kept onto it to fall down. Heavy weight of wood can
cause failures in palletizer working. Some opted for termite-affected pallets to be discarded as it makes the plank
hollow, preventive measures such as putting up of oil paint may help solve this problem. Few relied on periodic
maintenance and proper lifting of wooden pallets by forklift operators while transporting loaded pallets from one
place to other.
12. What measures should company take to solve the problem of improper storage of material?

Serial no Opinion No of Respondents Percentage

1 Timely 12 30
housekeeping
2 Reporting seepage 04 10
problem
3 Supervisor 10 25
inspection and
reporting
4 Proper guidance to 14 35
forklift operator
Table: Measures for improper storage.

Measures for improper storage

30%
35%

10%
25%
1 Timely housekeeping
2 Reporting seepage problem
3 Supervisor inspection and reporting
4 Proper guidance to forklift operator

Figure: Measures for improper storage.

Analysis: Out of 40 people, 30% respondents opted for timely housekeeping and 10% opted for Reporting of
seepage problem, whereas 35% respondents stated that proper guidance to forklift operator should be provided
and 25% of the remaining respondents said that supervisor inspection and reporting should be done.
Interpretation:

Storing of finished goods in a proper manner plays an important role in maintaining inventory for a company, at a
proper time and at low cost. Analysis of pie chart states that maximum no of people have stated proper storing of
goods is required that is timely housekeeping which may help in avoiding accidents of forklifts and loss of life an
property of company, some even stated that proper guidance is needed for forklift operator while storing of goods
at an particular height. Visibility of forklift operator is not clear while he is stacking goods at high level. Seepage
problem should be taken care of as it may dampen the area, give rise to short circuits, create moist in air which is
not good for machines. Supervisor should do timely inspection of stored material a report to senior officer in case of
any problem.
13. How has negligence of supervisor affected stored goods in warehouse section?

Serial no Opinion No of respondents Percentage

1 Inappropriate 06 15
seepage areas

2 Damaged pallets 13 33

3 Torn bags in 07 18
warehouse

4 Unethical use of 14 34
stored material

Table: Effects of supervisor’s negligence

Effects of Supervisors negligance

15%
34%

33%
18%
1 Inappropriate seepage areas
2 Damaged pallets
3 Torn bags in warehouse
4 Unethical use of stored material

Figure: Effects of supervisor’s negligence.

Analysis: The above figure shows that 33% of respondents opted for damaged pallets whereas 18% respondents
opted for torn bags in warehouse. 34% of respondents agreed to unethical use of stored material and the remaining
15% of respondents agreed onto inappropriate seepage areas.

Interpretation:

Out of 40 people, maximum number of people responded to unethical usage of stored bags by contract labourers.
Contract Supervisor should see to it that no contract labourers’ sleep or use stored bags for any unethical purpose.
Seepage areas to be reported to senior officers as it may give rise to short circuit causing fire in warehouse; polymer
product that is being stored is highly toxic and may cause huge loss of life a property. Torn bags should be removed,
stitched to keep control on wastage of finished product. Damaged pallets should be discarded of sent for repairing
as nails procuring form this pallet plank tear the cover of bags in which material is stored causing loss to the
company.
5.2 ANALYSIS FOR CASE STUDY-I

Stratification of problems related to dispatch section

Sr. Vital Causes Activity % Cumulative

no time
Time(min) % time

1 Extended stay of trucks at loading 60 33.33 33.33

point for covering and fastening
loaded material.

2 Manual loading causes fatigue among 45 25 58.33

contract labourers.

3 Lack of road worthiness of trucks 30 17 75.33

4 Non-availability of VL Employee and 15 8 83.33

loading supervisor at warehouse no 1
& 3.

5 Non-availability of PPE’s with driver 12 6.7 90.03

6 Lack of awareness about plant 10 5.55 95.58

hazards, layout and system by drivers.

7 Insufficient documents 8 4.44 100

5.3PARETO DIAGRAM

Pareto Diagram

150

100
Time

50

0
1 2 3 4 5 6 7
Causes

The above diagram shows which of the causes are more important that need attention so as to reduce the cycle
time of the process in dispatch section, stated in the table 5.2.
5.4FLOWCHART: AFTER IMPLEMENTATION OF TIME REDUCTION METHODS

04 min 15 min
TPN TOL TPX

15

min

MGX MGN

20 15

min min

30min 30 min
WBX Loading WBN
5.5ANALYSIS AFTER IMPLEMENTATION OF TIME REDUCTION METHODS

Initial Reduction in Improve

time (min) d Time
Stage Time Solution
(min)
(min)

TPN-TOL 04 ---------------------------------- 00 00

TOL-TPX 30 Improved road worthiness 15 15

TPX-MGN 30 1) PPE’s available. 15 15

2) Lack of awareness.
3) Insuficentdocuments.
MGN- 10 ---------------------------------- ----------------- 10
WBN

WBN- 60 1) Automisation 30 30
Loading 2) Availability of RIL
employee & loading
supervisor
Loading- 60 1) Experts for covering 30 30
WBX

WBX-MGX 20 ----------------------------------- --------------- 20

Total 214 90 124

5.6 ANALYSIS FOR CASE STUDY-II

Stratification for bagging section.

Sr. no Vital Causes Contribution to Cumulative

problem (%)
% delay

1 Insufficient preventive maintenance. 22 22

2 Lead time to attend breakdown job. 20 42

3 Frequent breakdown 18 60

(Palletizer, stitching machine)

4 Faulty pallets. 12 72

5 Overweight/Underweight. 10 82

6 Improper storage. 8 90

7 Negligence of supervisor. 5 95

8 Awareness of PPE’s 5 100

5.7 PARETO DIAGRAM

Paretto diagram

150
Percentage

100

50

0
1 2 3 4 5 6 7 8
Causes

The above diagram shows which of the causes are more important that need attention so as to reduce the cycle
time of the process in the bagging section, stated in the table 5.6.
6.1 FINDINGS

Based on information gathered by the means of questionnaire filled by the VRCPL PUNE employees, VLSS personnel,
Security guards, Transporters representative, Truck drivers, Contract labourers the following findings are noted:
1. According to the study of loading section of VRCPL PUNE is most volatile area that causes delay in cycle time,
where lack of automation plays a vital role as a factor in increasing of cycle time at loading point.
2. Prior instructions to transport agencies to be provided to ensure roadworthiness of the trucks.
3. It is found that loading supervisor and VRCPL employee are more responsible for delay in cycle time as internal
sources. Same way it is observed that external sources such as non-awareness of plant layout and awareness of
hazards of plant are not known to the outsiders as a result they do not easily comply with rules management issued
for them.
4. Due to unavailability of insufficient documents, result is trucks are rejected from TPX and MGN.
5. It is found that due to frequent breakdown of palletizer and stitching machine the procedure of bagging is delayed
which is caused due to improper maintenance and usage of outdated machines.
6. According to the study immediate reporting followed with action and spare part inventory maintenance, are the
measures to be adopted to decrease lead-time.
7. Mainly faulty pallets are responsible for spillage of finished product also improper handling and unskilled workers
are equivalently responsible, whereas seasoned wood and discarding termite-affected pallets can help to fix faulty
pallets problem.
8. It was found that, the improper storage material issue should be solved by proper guidance to forklift operator
and with timely housekeeping.
9. According to the study, it is found that due to negligence of supervisor in warehouse section unethical use of
stored material and damaged pallets can be noticed.
6.2 SUGGESTIONS

VRCPL PUNE management should consider unsteady areas, which cause delay in cycle time and search for
appropriate solutions, which may help them to satisfy their customers.

1. Awareness of plant hazard, should be shown in video format to truck drivers at parking terminal to make them
aware about plant hazards in battery limit.

2. Until now, VRCPL PUNE has taken video sessions on awareness of plant hazards only for employees at time office
gate same video sessions, should be provided to people who enter battery limit.

3. Strict control over VRCPL PUNE employees is required so to stop delay in cycle time.

4.VRCPL PUNE management should think about upgrading of machines and setup automated plant like VRCPL
Bangalore.

5. Assets which VRCPL PUNE buys in bulk should be inspected by responsible authorities in an proper manner.(
wooden pallets )

6. Outdated machines should be discarded as maintenance cost is more, new machines can be setup in bagging
section.
6.3 CONCLUSION

With this summer training, I got exposure to industrial environment. I got the opportunity to closely experience, the
working of big organization. Talking about the topic for study, my project coordinator in VRCPL PUNE has helped me
in each step and has taken initiatives to teach me and inculcate corporate working culture in me.

Logistics is an effective tool, which helps the corporation, contractors and the B2B client to monitor and execute all
the projects effectively leading to effective goal. This helps in quality monitoring in Real Time Domain, which leads
to the quality output, for the efforts taken.
6.4 BENEFITS OF THE PROJECT

Tangible Benefits:

Reduction in cycle time.

Operation fatigue will be reduced.
Improved road worthiness of trucks.
Time for loading will be reduced.

Intangible Benefits:

Awareness of safety norms among drivers.

Improved safety.
Developed better mutual understanding & respect towards companies system.
Increase in knowledge.
Contribution towards organization objectives.
Individual Development: - by Participation/ by Effective communication/ by team spirit.
Avoid spillage- good house keeping.
Job satisfaction .
Attitude of members changed positively in view of saving time & material.
Members get motivated.
Changes attitude of bagging staff by inspiring quality awareness in them.
BIBLIOGRAPHY

Books:

1. Kothari C.R. (2004) Research Methodology (2nd Edition) New age International Publishers, New Delhi.
2. C R Kothari. (2007). Research Methodology (2nd edition). New Age International Publications.
3. Patton, M. Q. (2002). Qualitative research & evaluation methods (3rd edition). Thousand Oaks, California: Sage
Publications.
4. Quality Circle 2009.
5. Vayudoot Road CarriersBrochure.

Websites:
http://en.wikipedia.org/wiki/Integrated_Logistics
http://en.wikipedia.org/wiki/logistics_(Warehousing)
www.Vayudootlogistic.comIntranet
A Research Questionnaire
Dear Respondent,
The information provided by you will be used purely for academic purpose.
Kindly tick any one of the options.

Personal Details:
Name: ______________________________ Age: _______
Designation: ____________ Contact No: ___________

1. Which area according to you is most volatile that causes increase of cycle time?
i) Inspection
ii) Truck movement
iii) Administrative work
iv) Transportation
v) Space constraint
vi) Loading

2. Which factors you think are responsible for increase in cycle time at loading point?
i) Unskilled labour
ii) Lack of automation
iii) Labour shortage

3. How according to you road worthiness of truck can be ensured?

i) Selection procedure of transporter
ii) Strict inspection at entrance
iii) Prior instructions to transport agencies

4. Did you come across any mismanagement by internal sources which are responsible for delay in cycle time?
i) VRCPL PUNE employee
ii) Inspection officer
iii) Loading supervisor

5. How are the external resources responsible for delay in cycle time ?
i) Unawareness of plant hazards
ii) Unawareness of plant layout
iii) Non cooperative labour force
iv) Security check-ups

6. What are the reasons behind trucks getting rejected ?

i) Insufficient documents
ii) Truck worthiness
iii) Unavailability of material

7. According to you which of these machines frequently breakdown due to which procedure of bagging is
delayed?
i) Stitching machine
ii) Weight calibration sensors
iii) Conveyor belt
iv) Metal detectors
v) Palletizer

8. What according to you are the reasons behind malfunctioning of machines in bagging section?
i) Outdated machines
ii) Improper maintenance
iii) Rough usage

9. What measures are adopted to decrease lead time for attending breakdown job?
i) Immediate reporting followed with action
ii) Periodic maintenance
iii) Spare part inventory maintenance
10. What according to you is the main reason for damage of finished product ?
i) Faulty pallets
ii) Improper handling
iii) Unskilled labour force

11. How can faulty pallets be corrected to avoid damage of finished product ?
i) Terminated pallets to be discarded
ii) Periodic preventive maintenance
iii) Bent planks due to improper lifting
iv) Seasoned wood

12. What measures can be taken to solve the problem of improper storage of material?
i) Timely housekeeping
ii) Seepage problem to be reported
iii) Supervisor inspection and reporting
iv) Proper guidance to forklift operator

13. How has negligence of supervisor affected stored goods in warehouse section?
i) Inappropriate seepage areas
ii) Torn bags in stored areas
iii) Unethical use of stored material
iv) Damaged pallets
14. Any valuable suggestion.
_______________________________________________________________________________________________
_______________________________________

You have reached the end of questionnaire. Your contribution to my project work is highly appreciated.

Thank You.

Regards,
AnkitSinghal