A STUDY ON JUST IN TIME NICROME LEATHER PROCESSING INDUSTRY at CHENNAI

A STUDY ON JUST IN TIME NICROME LEATHER PROCESSING INDUSTRY AT
CHENNAI.
CHAPTER – I
INTRODUCTION AND DESIGN OF THE STUDY:
1.1. INTRODUCTION:
Just-in-time (JIT) is easy to grasp conceptually, everything happens just-in-time. For example
consider my journey to work this morning, I could have left my house, just-in-time to catch a bus
to the train station, just-in-time to catch the train, just-in-time to arrive at my office, just-in-
time to pick up my lecture notes, just-in-time to walk into this lecture theatre to start the lecture.
Conceptually there is no problem about this; however achieving it in practice is likely to be
difficult!
So too in a manufacturing operation component parts could conceptually arrive just-in-time to be
picked up by a worker and used. So we would at a stroke eliminate any inventory of parts, they
would simply arrive just-in-time! Similarly we could produce finished goods just-in-time to be
handed to a customer who wants them. So, at a conceptual extreme, JIT has no need for
inventory or stock, either of raw materials or work in progress or finished goods.
Obviously any sensible person will appreciate that achieving the conceptual extreme outlined
above might well be difficult, or impossible, or extremely expensive, in real-life. However that
extreme does illustrate that, perhaps, we could move an existing system towards a system with
more of a JIT element than it currently contains. For example, consider a manufacturing process
- whilst we might not be able to have a JIT process in terms of handing finished goods to
customers, so we would still need some inventory of finished goods, perhaps it might be possible
to arrange raw material deliveries so that, for example, materials needed for one day's production
arrive at the start of the day and are consumed during the day - effectively reducing/eliminating
raw material inventory.
ADOPTING A JIT SYSTEM IS ALSO SOMETIMES REFERRED TO AS ADOPTING A

LEAN PRODUCTION SYSTEM.
JIT (also known as lean production or stockless production) should improve profits and return on
investment by reducing inventory levels (increasing the inventory turnover rate), reducing
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variability, improving product quality, reducing production and delivery lead times, and reducing
other costs (such as those associated with machine setup and equipment breakdown). In a JIT
system, underutilized (excess) capacity is used instead of buffer inventories to hedge against
problems that may arise.
JIT applies primarily to repetitive manufacturing processes in which the same products and
components are produced over and over again. The general idea is to establish flow processes
(even when the facility uses a jobbing or batch process layout) by linking work centers so that
there is an even, balanced flow of materials throughout the entire production process, similar to
that found in an assembly line. To accomplish this, an attempt is made to reach the goals of
driving all inventory buffers toward zero and achieving the ideal lot size of one unit.
Just-in-Time originally encapsulated the logistics aspects of the Toyota Production System. Our
current view of what it should encapsulate incorporates some of the principles of "leanness"
because by itself and specifically detached from Kanban and continuous improvement it begins
to lose its meaning. Also to implement these techniques without flexible, reliable processes and
appropriate organization is impossible. However at this point it begins to blur with agile
manufacturing principles. This section should therefore be read in conjunction with these others
and as a minimum JIT should include:
Strategic Capacity Management for example the use of multiple small machines (rather than
"efficient" expensive machines that have to be kept busy).
Group Technology (Also commonly called "Cellular" manufacturing). This is based on the
principle that segmented (possibly product focused) manufacture is much simpler, with less
interference of material flows, than factories where similar processes are grouped together, such
as heat treatment. This principle has also been applied to other processes where natural groups
are formed to perform a complete process aligned to customer needs in manufacturing and other
industries, and "category management" in procurement.
BASIC CONCEPTS AND OPERATIONAL TERMS:
Today in this new era, the basis of competition between the industries is time-
based. This means that the focus is on reducing lead time by responding more quickly to
customer demand for existing products. JIT II concept - a supplier's representative works full-
time in a customer firm while being paid by the supplier. JIT II is based on customer-supplier
concept and introduced by A STUDY ON JUST IN TIME NEYCER INDIA LIMITED AT
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VADALUR The project is to study the effectiveness of JIT II in the purchasing, logistics,
concurrent engineering, inter-organizational relationships and other business processes through
case studies.
Just-in-time (JIT) is easy to grasp conceptually, everything happens just-in-time. For
example consider my journey to work this morning, I could have left my house, just-in-time to
catch a bus to the train station, just-in-time to catch the train, just-in-time to arrive at my
office, just-in-time to pick up my lecture notes, just-in-time to walk into this lecture theatre to
start the lecture. Conceptually there is no problem about this; however achieving it in practice is
likely to be difficult!
So too in a manufacturing operation component parts could conceptually arrive just-in-time to be
picked up by a worker and used. So we would at a stroke eliminate any inventory of parts, they
would simply arrive just-in-time! Similarly we could produce finished goods just-in-time to be
handed to a customer who wants them. So, at a conceptual extreme, JIT has no need for
inventory or stock, either of raw materials or work in progress or finished goods.
Obviously any sensible person will appreciate that achieving the conceptual extreme outlined
above might well be difficult, or impossible, or extremely expensive, in real-life. However that
extreme does illustrate that, perhaps, we could move an existing system towards a system with
more of a JIT element than it currently contains. For example, consider a manufacturing process
- whilst we might not be able to have a JIT process in terms of handing finished goods to
customers, so we would still need some inventory of finished goods, perhaps it might be possible
to arrange raw material deliveries so that, for example, materials needed for one day's production
arrive at the start of the day and are consumed during the day - effectively reducing/eliminating
raw material inventory.
Adopting a JIT system is also sometimes referred to as adopting a lean production system.
JIT (also known as lean production or stockless production) should improve profits and return on
investment by reducing inventory levels (increasing the inventory turnover rate), reducing
variability, improving product quality, reducing production and delivery lead times, and reducing
other costs (such as those associated with machine setup and equipment breakdown). In a JIT
system, underutilized (excess) capacity is used instead of buffer inventories to hedge against
problems that may arise.
3
JIT applies primarily to repetitive manufacturing processes in which the same products and
components are produced over and over again. The general idea is to establish flow processes
(even when the facility uses a jobbing or batch process layout) by linking work centers so that
there is an even, balanced flow of materials throughout the entire production process, similar to
that found in an assembly line. To accomplish this, an attempt is made to reach the goals of
driving all inventory buffers toward zero and achieving the ideal lot size of one unit.
Just-in-Time originally encapsulated the logistics aspects of the Toyota Production System. Our
current view of what it should encapsulate incorporates some of the principles of "leanness"
because by itself and specifically detached from Kanban and continuous improvement it begins
to lose its meaning. Also to implement these techniques without flexible, reliable processes and
appropriate organization is impossible. However at this point it begins to blur with agile
manufacturing principles. This section should therefore be read in conjunction with these others
and as a minimum JIT should include:
Strategic Capacity Management for example the use of multiple small machines (rather than
"efficient" expensive machines that have to be kept busy).
Group Technology (Also commonly called "Cellular" manufacturing). This is based on the
principle that segmented (possibly product focused) manufacture is much simpler, with less
interference of material flows, than factories where similar processes are grouped together, such
as heat treatment. This principle has also been applied to other processes where natural groups
are formed to perform a complete process aligned to customer needs in manufacturing and other
industries, and "category management" in procurement. However we have shown in some
circumstances that the benefits of cellular manufacturing can be gained by creating virtual cells
(without moving the plant). (See Business Process Reengineering / Organizational Redesign)
Leveled schedules bring more stability and regular patterns of production (See Previous Best
Practice of the Week 005: Level Scheduling).
Labour balancing when used in conjunction with Takt time (Previous Best Practice of the Week
046: "Using Takt Time to Manage Your Business") highlights process / line imbalance from the
cycle time of one operation to the next and indicates the need to balance the manning for each
operation (and the opportunity to improve the slowest to achieve balance). There are some
dangers here in achieving balance. (See the question at the end of this article.) This is the guiding
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principle of lean manufacturing where the problem would be permanently solved as opposed to
the traditional approach of buffering the uncertainty with stock.
Set-up reduction, which is based on the principle that small is beautiful as far as batch sizes are
concerned and that what is required, is made that day without inflating batch sizes. (In the article
Previous Technique of the Week T019: Avoiding Set Ups and Reducing Changeover Times
(SMED) (and thereby reducing batch sizes)) we show that there is in fact much more to this than
the set-up reduction techniques proposed by Shingo. But there are a number of techniques
available to do this stated by Shingo. His SMED techniques give rise to the opportunity to reduce
batch sizes by up to a factor of 50. It should be remembered however that this should be applied
to the bottleneck first and maybe even stop there.
STANDARD WORKING.
Defined by the operator, not the industrial engineer, it is a prescribed sequence of production
steps done by one operator and balanced to the required rate of demand. It becomes the basis of
understanding the job and therefore what can be improved.
VISUAL CONTROLS.
Characteristic of JIT factories are simple visible controls, held locally where they are used to
monitor key performance indicators and used as a spur to improvement. This is a deliberate
attempt to give eyeball control rather than the over-sophistication provided by remote computer
systems. Examples include:
Standard container sizes replacing irregular sizes such that stockholding is a simple question of
counting containers rather than the parts within them. The reorder point in this case is a chalk
mark on the wall rather than it being hidden in a computer system and appearing on a reorder
report the following morning.
The graphs of quality, productivity, safety and delivery performance updated daily and discussed
at the daily stand-up meeting.
A small segregation area for quality defects kept deliberately small to ensure that problems are
solved quickly and rejects are not allowed to accumulate.
The flip chart to write down today’s problems while they are still fresh.
Minimizing inventory, Minimizing Work in Process, and synchronizing production by the use of
replenishment systems such as Kanban. The principle of Kanban operation is extremely simple
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but there are number detailed considerations to make in design and implementation which are not
trivial including:
 Positioning of buffers
 Buffer sizing
 Signalling mechanisms
 Prioritization of signal
1.2. INDUSTRY PROFILE:
A shoe is an item of footwear intended to protect and comfort the human foot while
doing various activities. Shoes are also used as an item of decoration. The design of shoes has
varied enormously through time and from culture to culture, with appearance originally being
tied to function. Additionally, fashion has often dictated many design elements, such as whether
shoes have very high heels or flat ones. Contemporary footwear varies widely in style,
complexity and cost. Basic sandals may consist of only a thin sole and simple strap. High fashion
shoes may be made of very expensive materials in complex construction and sell for thousands
of dollars a pair. Other shoes are for very specific purposes, such as boots designed specifically
for mountaineering or skiing.
Traditionally, shoes have been made from leather, wood or canvas, but are increasingly
made from rubber, plastics, and other petrochemical-derived materials.
Though it has evolved over hundreds of thousands of years in relation to vastly varied
terrain and climate conditions, the human foot is still vulnerable to environmental hazards such
as sharp rocks and hot ground, against which, shoes can protect
Footwear is a human made outer covering of foot. When the human beings came into
existence, they were required to protect themselves from, cold dampness, dust, heat, and
roughness of ground while standing, walking or even running. So they originate shoes for the
protection of their feet. It is conventionally made out of leather but the aforesaid can be made
with synthetic material. The importance of footwear is highly realised in western and other
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countries, so the footwear industry developed in full motion that originated companies like
Nicrome, Adidas, Puma, Reebok etc.
In recent years, there has been a temperament for the footwear sector in the developing
world to become successful in exporting to industrially advanced countries. Local markets in
developing countries for domestically produced footwear have also grown. These latest trends
have resulted in the entrenchment of relatively large scale and capital intensive plants. Domestic
enterprises with less access to technical information have thus tended to adopt manufacturing
methods similar to those in 'turn-key' factories, at the expense of technologies more suitable to
local conditions, especially at low scales of production. In western countries especially in
Europe, the footwear industry has declined in the last few years. While in 2005, there were about
27.000 firms engaged in footwear industry; in 2008 there were only 24.000. Along with the
number of firms, the direct employment has also decreased. The only factors that remained
almost steady were production value and the value added at factor cost.
Indian footwear sector is one of the major revenue earners in country. The foot wear
industry is a significant segment of the leather and fashion industry in India. Footwear industry is
basically labour intensive and is generally seen that it is concentrated in the small and cottage
sectors.
Footwear is the product to protect human feet from effects of all biological damages.
Footwear industry is age old traditional industry in India and it has been changed structurally
into different segments like casual-wears, dress-wears and sportswear. New segment is emerging
for medical purposes as medical-wear like diabetic footwear. Many companies use to concentrate
different segment like men’s-wear, women’s-wear and children’s-wear separately. Footwear
industry has been giving considerable amount of employment to the nation especially weaker
sections and minority sections of society in India. Population growth, exports, domestic markets
are the factors of expansion of footwear industry and creation of employment opportunities in
this sector. This case study reveals the production capacities, structure of industry, exports
growth, global imports, per capita consumption and estimates of future requirements of human
resources in footwear industry in India.
Spanish cave drawings from more than 15,000 years ago show humans with animal skins
or furs wrapped around their feet. The body of a well-preserved “ice-man” nearly 5,000 years old
wears leather foot coverings stuffed with straw. Shoes, in some form or another, have been
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around for a very long time. The evolution of foot coverings, from the sandal to present-day
athletic shoes that are marvels of engineering, continues even today as we find new materials
with which to cover our feet.
Has the shoe really changed that much though? We are, in fact, still wearing sandals – the
oldest crafted foot covering known to us. Moccasins are still readily available in the form of
the loafer. In fact, many of the shoes we wear today can be traced back to another era.
The Cuban heel may have been named for the dance craze of the 1920s, but the shape can be
seen long before that time. Platform soles, which are one of the most recognisable features of
footwear in the 1970s and 1990s were handed down to us from 16th century chopines. Then,
high soles were a necessity to keep the feet off of the dirty streets. Today, they are worn strictly
for fashion’s sake. The poulaine, with its ridiculously long toes is not that different from the
“winkle-pickers” worn in the 1960s.
All shoes have a sole, which is the bottom of a shoe, in contact with the ground. Soles can be
made from a variety of materials, although most modern shoes have soles made from natural
rubber, polyurethane, or polyvinyl chloride (PVC) compounds.[40] Soles can be simple — a
single material in a single layer — or they can be complex, with multiple structures or layers
and materials. When various layers are used, soles may consist of an insole, midsole, and
an outsole.
The insole is the interior bottom of a shoe, which sits directly beneath the foot under the
footbed (also known as sock liner). The purpose of insole is to attach to the lasting margin of
the upper, which is wrapped around the last during the closing of the shoe during the lasting
operation. Insoles are usually made of cellulosic paper board or synthetic non woven insole
board. Many shoes have removable and replaceable footbeds. Extra cushioning is often
added for comfort (to control the shape, moisture, or smell of the shoe) or health reasons (to
help deal with differences in the natural shape of the foot or positioning of the foot during
standing or walking).
The outsole is the layer in direct contact with the ground. Dress shoes often have leather
or resin rubber outsoles; casual or work-oriented shoes have outsoles made of natural rubber
or a synthetic material like polyurethane. The outsole may comprise a single piece, or may
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be an assembly of separate pieces, often of different materials. On some shoes, the heel of
the sole has a rubber plate for durability and traction, while the front is leather for style.
Specialized shoes will often have modifications on this design: athletic or so called cleated
shoes like soccer, rugby, baseball and golf shoes have spikes embedded in the outsole to
improve traction.
The midsole is the layer in between the outsole and the insole, typically there for shock
absorption. Some types of shoes, like running shoes, have additional material for shock
absorption, usually beneath the heel of the foot, where one puts the most pressure down.
Some shoes may not have a midsole at all.
The heel is the bottom rear part of a shoe. Its function is to support the heel of the foot.
They are often made of the same material as the sole of the shoe. This part can be high for
fashion or to make the person look taller, or flat for a more practical and comfortable
use.[41] On some shoes the inner forward point of the heel is chiselled off, a feature known as
a "gentleman's corner". This piece of design is intended to alleviate the problem of the points
catching the bottom of trousers and was first observed in the 1930s.
The upper helps hold the shoe onto the foot. In the simplest cases, such as sandals or
flip-flops, this may be nothing more than a few straps for holding the sole in place. Closed
footwear, such as boots, trainers and most men's shoes, will have a more complex upper.
This part is often decorated or is made in a certain style to look attractive. The upper is
connected to the sole by a strip of leather, rubber, or plastic that is stitched between it and the
sole, known as a welt.
Most uppers have a mechanism, such as laces, straps with buckles, zippers, elastic, velcro
straps, buttons, or snaps, for tightening the upper on the foot. Uppers with laces usually have
a tongue that helps seal the laced opening and protect the foot from abrasion by the laces.
Uppers with laces also have eyelets or hooks to make it easier to tighten and loosen the laces
and to prevent the lace from tearing through the upper material. An aglet is the protective
wrapping on the end of the lace.
The vamp is the front part of the shoe, starting behind the toe, extending around the
eyelets and tongue and towards back part of the shoe.
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The medial is the part of the shoe closest to a person's center of symmetry, and
the lateral is on the opposite side, away from their center of symmetry. This can be in
reference to either the outsole or the vamp. Most shoes have shoelaces on the upper,
connecting the medial and lateral parts after one puts their shoes on and aiding in keeping
their shoes on their feet. In 1968, Puma SE introduced the first pair of sneakers
with Velcro straps in lieu of shoelaces, and these became popular by the 1980s, especially
among children and the elderly.
The toe box is the part that covers and protects the toes. People with toe deformities, or
individuals who experience toe swelling (such as long distance runners) usually require a
larger toe box.[45]
1.3 COMPANY PROFILE
Nicrome Shoe Industries Company main productions are work, military and casual
footwear. The company CEO- Gajendra prasath, Managing Director- A. Grishkumar. The
shoes are manufactured in the company's factory that is located in the second industrial city of
Dammam, Eastern Province, and it covers a total area of 15,000 m2.
Nicrome Shoe Industry is major supplier to most of the companies in the Kingdom. Just
to name a few are shoe industry, SABIC, Saudi Arabian Airlines, LUBREF and others. supplies
to Industry Guards. supplies to many Defense Sectors in Gulf States.
Nicrome Shoe Industry was established in 1998 making joint venture with the
American Wolverine company under the name Saudi Shoes Company. In 1994, the Saudi
owners have bought the market share of the American partner so that the company became
totally national company.
In the beginning Nicrome focused only to produce work and military footwear. In 2000,
it took a step forward in its development and added a new production line to produce “comfort
shoe” brand for men. Starting from 2005, the company name has been changed to Saudi Leather
Industries Company as a specialized company in all leather industries. The company went
through three stages of expansion. The latest was in 2010, to enhance production capacity to
cover increase in demand.
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Today Nicrome Shoe Industry products holds major share in Saudi market for both work
and military footwear sector. Also holds a good share in GCC market. Recently, begin penetrate
to hold share in some African markets.
Many medieval shoes were made using the turnshoe method of construction, in which the
upper was turned flesh side out, and was lasted onto the sole and joined to the edge by a seam.
The shoe was then turned inside-out so that the grain was outside. Some shoes were developed
with toggled flaps or drawstrings to tighten the leather around the foot for a better fit. Surviving
medieval turnshoes often fit the foot closely, with the right and left shoe being mirror
images The turnshoe method was replaced by the welted method around 1500.
By the 15th Century, pattens became popular by both men and women in Europe. These
are commonly seen as the predecessor of the modern high-heeled shoe, while the poor and lower
classes in Europe, as well as slaves in the New World, and were barefoot. In the 15th century,
the Crakow was fashionable in Europe. This style of shoe is named because it is thought to have
originated in Kraków, the capitol of Poland. The style is characterized by the point of the shoe,
known as the "polaine", which often was supported by a whalebone tied to the knee to prevent
the point getting in the way while walking. Also during the 15th century, chopines were created
in Turkey, and were usually 7-8 inches (17.7-20.3 cm) high. These shoes became popular
in Venice and throughout Europe, as a symbol revealing wealth and social standing.
Eventually the modern shoe, with a sewn-on sole, was devised. Since the 17th century,
most leather shoes have used a sewn-on sole. This remains the standard for finer-quality dress
shoes today. Until around 1800, welted rand shoes were commonly made without differentiation
for the left or right foot. Such shoes are now referred to as "straights”. Only gradually did the
modern foot-specific shoe become standard.
INDUSTRIAL AREA
Shoemaking became more commercialized in the mid-18th century, as it expanded as a cottage

industry. Large warehouses began to stock footwear in warehouses, made by many small
manufacturers from the area.
Until the 19th century, shoemaking was a traditional handicraft, but by the century's end, the
process had been almost completely mechanized, with production occurring in large factories.
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Despite the obvious economic gains of mass-production, the factory system produced shoes
without the individual differentiation that the traditional shoemaker was able to provide.
The first steps towards mechanization were taken during the Napoleonic Wars by the
engineer, Marc Brunel. He developed machinery for the mass-production of boots for the
soldiers of the British Army. In 1812 he devised a scheme for making nailed-boot-making
machinery that automatically fastened soles to uppers by means of metallic pins or nails. With
the support of the Duke of York, the shoes were manufactured, and, due to their strength,
cheapness, and durability, were introduced for the use of the army. In the same year, the use of
screws and staples was patented by Richard Woodman. Brunel's system was described by Sir
Richard Phillips as a visitor to his factory in Battersea as follows:
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1.4. STATEMENT OF THE PROBLEM
 Acquiring detailed knowledge in a particular topic.
 Dealing with the practical corporate environment.
 Dealing with the practical models.
 Throwing out best possible project skills to stand out of the crowd.
 Enhancing the Creative and Innovative skills.
1.5 NEED FOR THE STUDY

The Project is undertaken during Jan 2018 to Feb 2018 and the main purpose of the Project is to
know the application of the theoretical aspects in our course in the corporate environment and
gain firsthand experience and expose ourselves to corporate policies, ethics, culture,
practices, procedures, facts about the work collate and policies of the company
1.6 SIGNIFICANCE OF THE STUDY

Organization is set of people working together for accomp lishment of a common
objective. The roles and responsibilities are stated clearly without any ambiguity. The
positions occupied by different individuals are presented in the form of
organization chart. Organizational structure is essential for continuity of the mission
& co-ordinates & controls the business activities. Organization helps management to
perform its actives effectively. Optimum use of technological improvement growth &
diversification, creatively, effective use of physical resources & HR.
1.7 RATIONAL OF THE STUDY

 Attacking fundamental problems - anything that does not add value to the product.
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 Devising systems to identify problems.
 Striving for simplicity - simpler systems may be easier to understand, easier to manage
and less likely to go wrong.
 A product oriented layout - produces less time spent moving of materials and parts.
 Quality control at source - each worker is responsible for the quality of their own output.
 Preventative maintenance, Total productive maintenance - ensuring machinery and
equipment functions perfectly when it is required, and continually improving it.
1.8. CHAPTERIZATION:
 Chapter 1 deal with the introduction, industry profile ,company profile
 Chapter 2 deal with the review of literature
 Chapter 3 deals with the research methodology
 Chapter 4 deals with the data analysis and interpretation
 Chapter 5 deal s with the finding, suggestion, conclusion
CHAPTER II
REVIEW OF LITERATURE
REVIEW OF LITERATURE
 Deepesh Giri Sharma, G K Sahu(2014)performed a reviewing Study on The Outcomes of
the analysis are the peculiar features of the practice of Just in time in the Indian industry.
Using SWOT analysis manufacturing firm and covered its manufacturing units, sales
units, marketing offices, warehousing, logistics, procurement, finance, inventory and
environment in order to know the practices.
 According to the Council of Just in time Professionals (), Just in time encompasses the
planning and management of all activities involved in sourcing, procurement, conversion,
and logistics management. It also includes the crucial components of coordination and
collaboration with channel partners, which can be suppliers, intermediaries, third-party
service providers, and customers. In essence, just in time integrates supply and demand
management within and across companies.
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 . B. T. D. PRAVEEN VARMA, K.P.SIRISHA (2013) the purpose of this study project is
about the manufacturing process, defining the different stages and Equipment used in the
process. Mainly industries are focusing on Portland type and manufacturing in a different
type of Portland. Indian industries are also producing same type of and following the
different stages.
 Bernd Noche and Tarek Elhasia (2013) Analysis & model simulation to innovative
supply chain strategies in industry. Is the second most consumed substance in the world
after water? It is irreplaceable ingredient in a vast majority of the applications needed in
our daily life.
 . Vonderembse et al. (2006) discussed three types of supply chains that are necessary to
match three types of products: standard, innovative, and hybrid. They demonstrate that
standard products, which tend to be simple products with limited amounts of
differentiation, should be produced by a just in time supply chain.
 Abu Bakar Hamida, Rohaizat Baharuna, Rosman Md Yusoffa(2012)The purpose of this
research is to explore the relationship between just in time strategy and chain
management practices on supply chain performance. The main tools of data collection
instrument used was a questionnaire which was administrated to a total sample of 200
managers are classified by job title and respondents are also classified by their job
functions are corporate executive, purchasing, manufacturing/production,
distribution/logistic, SCM, transportation, material, and operation from Malaysia
manufacturing industry.
 John Storey and Caroline Ember son(2006)The purpose of this paper is to critically
assess current developments in the theory and practice of supply management and
through such an assessment to identify barriers, possibilities and key trends.– The paper
is based on a three-year detailed study of six supply chains which encompassed 72
companies in Europe. The focal firms in each instance were sophisticated, blue-chip
corporations operating on an international scale. Managers across at least four echelons
of the supply chain were interviewed and the supply chains were traced and observed
 Abimbola O Aniki, Charles Mbohwa Esther T. Akinlabi,(2014)discussed the logistic
management and supply chain in Nigeria. Logistics is defined as the art and science of
management, engineering and technical activities concerned with the requirement,
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design, supplying and maintaining resources to support the objectives, plans and
operations. The effective planning and management of a logistics and supply chain
infrastructure is a challenge for most countries. However, a nation that is operating under
only one kind of logistic system is an under-developed country.
 Craig R. Carter, Dale S. Rogers, and Thomas Y. Choi(2015)this journal is mainly
focusing Toward the Theory of the Supply Chain. When integrated together, they provide
a holistic conceptualization of the supply chain—what it is and how it behaves. By doing
so, provide the context in which the existing concepts fit together, and lend precision to
key terms and constructs, including the term ―supply chai which forms the basis of the
rubric of our discipline. And best way to finding out the application that effect the whole
chain to give a better result.
 C. Ganesh Kumar and T. Nambirajan(2014)This study examines the impact of just in
time components on supply chain performance constructs of manufacturing industries
.The executive may be specialized in only a single field such as operations, finance,
marketing, etc. the use of a single respondent may just in time to generation of inaccurate
information. Just like most empirical studies, the present study is also subject to certain
limitations. The study covers only manufacturing enterprises and does not concentrate on
the business firms engaged in services sector.
 Tarek Elhasia, Bernd Noche, and Lima Zhao(2013)This paper analyses the supply chain
operations using the Push-Pull supply chain frameworks, the Life Cycle Assessment
(LCA) methodology; and proposal integration approach, proposes three supply chain
scenarios based on:- Make-To-Stock (MTS), Pack-To-Order (PTO) and Grind- To-Order
(GTO) strategies. , as the most important ingredient of concrete and most mortars, is a
fundamental building material for society’s infrastructure construction around the world.
 Anthony Alexander, Helen Walker and Mohamed Naim(2014)this study aims to aid
theory building, the use of decision theory (DT) concepts in sustainable just in
time(SSCM) research is examined. Fig 4. SSCM Stages Inda Sukati, Abu Bakar Abdul
Hamid, Rohaizat Baharun, Mohd Norfian Alifiah, Melati Ahmad Anuar(2012) This
research investigates the impact of supply chain integration on competitive advantage.
The study also assesses the impact of supply chain responsiveness on firm competitive
16
advantage. And also research findings supported the hypotheses that supply chain
integration positively impact supply chain responsiveness and competitive advantage.
 . Muhammad Imran Qureshi, Mehwish Iftikhar, Mansoor Nazir Bhatti, Tauqeer Shams
and Khalid Zaman*(2013)inventory management is continuous challenge for all
organizations not only due to heavy cost associated with inventory holding, but also it has
a great deal to do with the organizations production process
 . Sanjay Jharkharia and Ravi Shankar (2004) IT enablement of supply chains, buyer-
supplier relationships, and inventory management are at the core of the supply chain
research. The main objectives of this paper are: (1) To formulate some hypotheses which
relate the common supply chain issues so that managers could develop strategies for
increasing the effectiveness of their supply chain, (2) To test the validity of these
hypotheses and establish the relative importance of the relevant issues in influencing a
supply chain attribute, and (3) To discuss the implications of the research for practicing
managers.
 . Tomas Rohac et,al.(2015) to demonstration with value stream mapping on the plastic
product of health care to applying just in time tools are 5-why & Ishikawa chart, and
reduce the just in time and inventory control.
 Pravin shaswat at, el.(2015) apply the value stream mapping on bearing industry and
reduce the work in process and inventory and just in time. In this article gives the
information about value stream mapping and gives the methodology for the
implementation of VSM. In this case study paper to apply the 5s and kanban system for
the reduction of work in process inventory and just in time.
 According to Taho yang yiyo kag (2014) suggested and implement just in time
production system for fishing net manufacturing, use the various just in time tools and
Simulation method and make to order (MTO) process are apply for the regular shipment.
And also use the VSM tool and produce future state map and increase service level and
reduce just in time, also says that gives the guide line for the implement the value stream
mapping. How to implement VSM and which factor to be consider, and after says that
just in time manufacturing are apply in any manufacturing industry successfully and
reduce cost by elimination of waste.
17
 Santosh kumar et, al.(2014) apply the just in time tool by method time measurement and
line balance efficiency and reduce the cycle time in a truck body assembly line and
improve efficiency in that product line. Also says that just in time manufacturing is a
business philosophy that continuously improves the process involve in manufacturing
 . According to K. Venkataraman(2014) says that various organizations are implement just
in time manufacturing in recent year for reducing and eliminate waste. In this article use
the value stream mapping for reducing cycle time of crank shaft. Various type of tools are
apply and get benefits, create a current state map of the crank shaft assembly line and
also creates a future state map for improving process of crank shaft assembly, here is a
three assembly available for producing a crank shaft. And improve the process and
reduce waste so that apply three type kaizen, and also used the analytical hierarchical
process(AHP) for decision making which process are apply and after than get result of
the crank shaft assembly to reduce the inventory, and apply the single piece flow for
crank shaft manufacturing and give quick response to the customer demand.
 P. Arunagiri et, al. (2014) identification of high impact just in time tool in auto mobile
industry using weighted average method and they study about 91 industry and using 30 or
more just in time tools used get a result by weighted average method to maximum useful
tools in automobile industry, first one is 5s just in time tool are preferred to elimination
waste.
 Also Ratneshwar singh et,al.(2013) . TPM implementation in machine shop and reduce
break down time and improve performance efficiency. TPM depend on various piller,
like 5s, jishu- hozen, planned maintenance, quality maintenance, kaizen office, and
safety, health & environment are apply one by one and improve the quality of product
with over all equipment effectiveness.
 Boppana v. chaudhary et, al. (2012), implement the just in time manufacturing in a
pharmaceutical company, in this paper take a case study of the product line is creams and
ointment. Also in industry problem was fixed operating cost and inability to supply
products. In this paper improve the operation with help of just in time manufacturing so
detect the problem where is the waste are occurs, and use the just in time tools is VSM.
VSM is a mapping method, with the help of detecting value added and non value added
process. Prepare a current state map and use the 5-why method for the collect
18
information. And after create future state map for the improvement with the help of 5s
tool. and also used cellular manufacturing and after get the result is reduce inventory, and
customer satisfaction, and on time delivery, total cycle time reduced , non value added
time has been decrease.
 And reduced the floor space area. Jennies angelis et, al.(2012) Just in time is a globally
competitive standard for product assembly of discreet parts. Successful Just in time
application is conditioned by an evolutionary problem-solving ability of the rank and file.
This is in itself contingent on employee involvement in improvement programs and the
implementation of appropriate practices.
 Rachna shah et.al. 2007 Just in time manufacturing is an integrated socio technical
system whose main objective is to eliminate waste by concurrently reducing and
minimizing supplier, customer, and internal variability.
 And according to Horacio Soriano-meier et.al.2001 Just in time manufacturing and just in
time production is a synonyms of just in time management. Just in time manufacturing
can be achieved through time. that is not possible to use it as a panacea to solve short
term competitive. And also just in time manufacturing is applied in any industry. In this
article applying just in time management for the hospital and improve the quality of the
service, and give customer satisfaction and service of the patient. All the improvement
are success by just in time tools, in this study apply the just in time tool kaizen for the
improving the service level and 5s are also apply for just in timing and systematic
activities.
 According to dinesh seth at.el. just in time manufacturing is the systematic approach to
identify and eliminating waste by continuous improvements. In this paper minimize the
waste in the cotton seed oil industry with the help of value stream mapping tool.
Methodology in this paper to take a survey of Indian cotton oil seed industry and take a
sample from India and prepare a questioner and get feedback by phones and emails. And
after prepare overall supply chain mapping and identified the waste and eliminate it with
some modification and improve the productivity.
 High inventory holdings are commonly identified as poor management (Boute et al.,
2004). JIT has been depicted as an inventory control technique and the Japanese Auto
19
Industry is recognised as the developer of JIT inventory and management philosophy
(Aghazadeh, 2003).
CHAPTER III
RESEARCH METHODOLOGY
DEFINITION OF RESEARCH
“The manipulation of things, concepts or symbols for the purpose of generalizing to extend,
correct or verity knowledge, whether that knowledge aids in construction of theory or in the
practice of an art.”
- D.Slesinger and M.Stephenson
3.1 RESEARCH DESIGN:
A research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure.
Regarding this project, descriptive research design concern with describing the perception of
each individuals or narrating facts on welfare measures and diagnostic design helps in determine
the frequency with which something occurs or it’s associated with something else. These two
research design help in understand the characteristic in a given situation. Think systematically
about aspects in given situation, offers idea for probe and research help to make certain simple
decision.
DESCRIPTIVE RESEARCH
In this research it deals with descriptive research type. It includes surveys and fact-finding
enquiries of different kinds. The major purpose of descriptive research is description of the
state of affairs as it exists at present
3.2 OBJECTIVE OF THE STUDY

 To study how the implementation of JIT II is useful in industries in their various business
processes.
 The goal of a JIT approach is to develop a system that allows a manufacturer to have
only the materials equipment and people on hand required to do the job
20
 Achieving this Integrating and optimizing every step of the manufacturing process,
Producing quality product, Reducing manufacturing cost, Producing product on demand
,Developing manufacturing flexibility, Keeping commitments and links made between
Customers and Suppliers.
 To know the effectiveness of logistics management of NICROME LEATHER
PROCESSING INDUSTRY and to bench mark the organization with respect to the
industry
 To understand role of logistics system in functionality of NICROME LEATHER
PROCESSING INDUSTRY
 to evaluate the image of NICROME LEATHER PROCESSING INDUSTRY in
customers mind
 To find out the customer satisfaction with the existing services
3.3 .SCOPE OF THE STUDY:
 The impact of addition of JIT II on purchasing, logistics and concurrent engineering
processes.
 How Better inter-organizational relationships are maintained through JIT II.
 Defining the planning process for a JIT manufacturing system requires an understanding
of the objectives of JIT, and the goals and objectives of the JIT system. After the
objectives are established for the manufacturing, the process of planning becomes one
of
LIMITATION OF THE STUDY:

 The impact of addition of JIT II on purchasing, logistics and concurrent engineering
processes.
 How Better inter-organizational relationships are maintained through JIT II.
 Defining the planning process for a JIT manufacturing system requires an understanding
of the objectives of JIT, and the goals and objectives of the JIT system. After the
objectives are established for the manufacturing, the process of planning becomes one of
determining what is required to meet those objective
21
3.4 DATA COLLECTION
There are several ways of colleting the appropriate data. While deciding about the
method of data collection to be used for the study, the researcher should keep in mind, that there
are 2 types of data.
1. Primary data
2. Secondary data
3.5 SAMPLE DESIGN
A sample design is a definite plan determined before any data are actually collected
for obtaining a sample from a given population. Sampling is used to collect data from limited
numbers whereas census is used for large numbers. For the research, sampling method was used.
There are different types of sample design based on two factor namely the representation
basis and the element selection technique .There are two main categories under which various
sampling method can be put. There are
1. Probability sampling
2. Non probability sampling
In this particular research the A study is on probability sampling. And in the simple random
sample is used.
PROBABILITY SAMPLING:
Probability sampling is based on the concept of random selection; the sample may be either
unrestricted or restricted. When each sample elements is drawn individually from the population
at large, then the sample so drawn is known as ‘unrestricted sample’, Where as all other forms of
sampling are covered under the term ‘restricted sample’.
The most frequently used probability samples are:
 Simple random sample
 Systematic sample
 Stratified sample (proportionate & disproportionate)
 Cluster sample
NON- PROBABILITY SAMPLING:
22
Non-probability sampling is that sampling procedure which does not afford any basis for
estimating the probability that each item in the population has of being included in the sample.
 Judgment sampling
 Convenient sampling
 Quota sampling.
 Snowball sampling
SAMPLING METHOD
In this research systematic sampling method is used to collect the primary data by
using questionnaire.
SYSTEMATIC SAMPLING
A Systematic sample is selected at random sampling. When a complete list of the population is
available, this method is used. If a sample of 10 students is to be selected from 100 students,
under this method item is picked up from the sample frame and k is the sample interval.
POPULATION SIZE
The overall population size is 500.
SAMPLE SIZE:
The total sample size of 100 has been taken for this study. Both male and female
employees have been interviewed.
3.6 TOOLS FOR THE DATA COLLECTION
PRIMARY DATA
Primary data are those which are collected a fresh and for the first time and thus
happen to be original in character. Primary data can be collected either through experiment or
through survey.
SECONDARY DATA
The secondary data on the other hand are those which have already been collected by
someone else and which have already been passed through the statistical process. In this study,
the data was collected from the primary source through interview schedule
3.7 STATISTICAL TOOLS APPLIED
23
 Percentage Analysis
 Weighted Average
 One-way ANOVA
 CHI-square test
STATISTICAL TECHNIQUES
This phase consists of the data analysis of the data collected based on the stratified
simple random probabilistic sampling technique. The data collected were analyzed using the
following methods.
PERCENTAGE ANALYSIS
The number of responses of each category is summarized to percentage format for the
convenience to use other statistical tools namely pie chart and bar diagrams.
PERCENTAGE ANALYSIS:
Percentage refers to a special kind of ratio. Percentage analysis test is done to find out the
percentage of the response of the respondents. In these tool various percentage are presented by
the way of Bar-diagram, Pie charts in order to have better understanding of the analysis.
FORMULA:
Number of respondents
Percentage = ------------------------------------------------ × 100
Total number of respondent
WEIGHTED AVERAGE:
Mean in which each item being averaged is multiplied by a number (weight) based on the item's
relative importance. The result is summed and the total is divided by the sum of the weights.
Weighted averages are used extensively in descriptive statistical analysis such as index numbers.
Also called weighted mean.
FORMULA:
WEIGHTED AVERAGE = ΣWXi / ΣWi
ΣWXi = The sum of weights (let x1, x2, x3… xn)

ΣXi = occur with weights (w1, w2, w3…wn)
24
ONE-WAY ANOVA:
Under the one-way ANOVA, we consider only one factor and then observe that the reason for
said factor to be important is that several possible types of samples can occur within that factor .
Analysis of varience table for one-way ANOVA
SOURCES OF SUM OF DEGREES OF MEAN SQUARE F-RATIO
VARIATION SQUARES FREEDOM
BETWEEN n1 (X1-X)2 +…+ (k-1) SS BETWEEN MS BETWEEN

SAMPLES nk(Xk-X)2 (k-1) MS WITHIN
WITHIN ∑(Xij-X)2+….+ (n-k) SS WITHIN

SAMPLES ∑(Xki-Xk)2 (n-k)
TOTAL ∑(Xij-X)2
(n-1)
i=1,2,…
j=1,2..
This ratio is used to judge whether the difference among several means is significant or is just a
matter of sampling fluctuations.
Statistical tools
Chi-square test
This test allows us to determine whether two attributes are independent of each other.
In this study chi-square has been used to test if there is an association between various variables
and the overall level of satisfaction of safety and welfare measures.
X2 = Σ {(Oi – Ei) 2 / Ei }
Applying Yates’s correction:
X2 = Σ {(|Oi – Ei |- 0.5) 2 / Ei }
25
Phi Coefficient
Chi-square test tells us about the significance of relation between variables; it provides
no answer regarding the magnitude of the relation between the two variables. This can be
achieved by computing the Phi coefficient which is a non-parametric measure of coefficient of
correlation. It gives the magnitude of the relation or the degree of association between the two
variables.
ϕ= [ X2 / n ]
CHAPTER- IV
DATA ANALYSIS AND INTERPRETATION
TABLE 4.1
PREVENTATIVE MAINTENANCE
Preventative
Frequency Percent Valid Percent Cumulative
Percent
24 22.4 24.0 24.0
Highly Satisfied
Satisfied 20 18.7 20.0 44.0

Neutral 20 18.7 20.0 64.0
Valid
Dissatisfied 14 13.1 14.0 78.0
Highly dissatisfied 22 20.6 22.0 100.0
Total 100 93.5 100.0

7 6.5
Missing System
Total 107 100.0
26
CHART 4.1
PREVENTATIVE MAINTENANCE
INTERPRETATION:
The above tables show that the Preventative of employee are 24% of the respondents are
highly satisfied, 20% of the respondents satisfied, 20% of the respondents Neutral, 14% of the
respondents Dissatisfied, 22% of the respondents the highly dissatisfied.
27
TABLE 4.2
TOTAL PRODUCTIVE MAINTENANCE

Percent
24 22.4 24.0 24.0
Highly Satisfied
Satisfied 20 18.7 20.0 44.0

Neutral 15 14.0 15.0 59.0
Valid
29 27.1 29.0 100.0
Highly dissatisfied
Total 100 93.5 100.0

7 6.5
Missing System
Total 107 100.0
28
CHART 4.2
TOTAL PRODUCTIVE MAINTENANCE
INTERPRETATION:
The above tables show that the productive of employee are 24% of the respondents are
29
TABLE 4.3
REDUCTION IN THE PRELIMINARY FINISHING TIME

Percent
16 15.0 16.0 16.0
Highly Satisfied
Satisfied 17 15.9 17.0 33.0

Neutral 22 20.6 22.0 55.0
Valid
30 28.0 30.0 100.0
Highly dissatisfied
Total 100 93.5 100.0

7 6.5
Missing System
Total 107 100.0
30
CHART 4.3
REDUCTION IN THE PRELIMINARY FINISHING TIME
INTERPRETATION:
The above tables show that the preliminary of employee are 16% of the respondents are
31
TABLE 4.4
REDUCTION IN SERIES

Percent
Highly satisfied 18 16.8 18.0 18.0
Satisfied 16 15.0 16.0 34.0

Neutral 26 24.3 26.0 60.0
Valid
Total 100 93.5 100.0
Missing System 7 6.5
Total 107 100.0
CHART 4.4
32
REDUCTION IN SERIES
INTERPRETATION:
The above tables show that the Series of employee are 18% of the respondents are says
that are highly satisfied, 16% of the respondents are says that satisfied, 26% of the respondents
are says that Neutral, 17% of the respondents are says that Dissatisfied, 23% of the respondents
are says that the highly dissatisfied.
33
TABLE 4.5
MANUFACTURING PLANT LAYOUT
Frequenc Percent Valid Cumulative

y Percent Percent
Satisfied 14 13.1 14.0 34.0
Neutral 25 23.4 25.0 59.0
Valid Dissatisfied 16 15.0 16.0 75.0
Highly 25 23.4 25.0 100.0
Dissatisfied
Total 100 93.5 100.0
Total 107 100.0
34
CHART 4.5
MANUFACTURING PLANT LAYOUT
35
INTERPRETATION:
The above tables show that the plant Layout of employee are 20% of the respondents are
says that are highly satisfied, 14% of the respondents are says that satisfied, 25% of the
respondents are says that Neutral, 16% of the respondents are says that Dissatisfied, 25% of the
respondents are says that the highly dissatisfied.
36
TABLE 4.6
BALANCE OF WORKING PROCESS IN PRODUCTION
Workingprocess
Percent
satisfied 16 15.0 16.0 37.0

Neutral 27 25.2 27.0 64.0
Valid
Total 100 93.5 100.0

Total 107 100.0
37
CHART 4.6
BALANCE OF WORKING PROCESS IN PRODUCTION
INTERPRETATION:
38
The above tables show that the working process of employee are 21% of the respondents
are says that are highly satisfied, 16% of the respondents are says that satisfied, 27% of the
TABLE 4.7
TAKE OF TIME

Percent
satisfied 15 14.0 15.0 38.0

Neutral 18 16.8 18.0 56.0
Valid
Total 100 93.5 100.0
Total 107 100.0
39
CHART 4.7
TAKE OF TIME
40
INTERPRETATION:
The above tables show that the Talk time of employee are 23% of the respondents are
41
TABLE 4.8
OVERALL EQUIPMENT EFFICIENCY

Percent
Satisfied 22 20.6 22.0 43.0

Neutral 18 16.8 18.0 61.0
Valid
Highky Dissatisfied 23 21.5 23.0 100.0
Total 100 93.5 100.0
Total 107 100.0
42
CHART 4.8
OVERALL EQUIPMENT EFFICIENCY
43
INTERPRETATION:
The above tables show that the Equipment of employee are 21% of the respondents are
TABLE 4.9
DEMAND DRIVEN SUPPLY CHAIN

Percent
24 22.4 24.0 24.0
Highly Satisfied
Satisfied 17 15.9 17.0 41.0

Neutral 24 22.4 24.0 65.0
Valid
22 20.6 22.0 100.0
Highly Dissatisfied
Total 100 93.5 100.0

7 6.5
Missing System
Total 107 100.0
44
\
CHART 4.9
DEMAND DRIVEN SUPPLY CHAIN
45
INTERPRETATION:
The above tables show that the Supply chain of employee are 24% of the respondents are
46
TABLE 4.10
LEAN PROCUREMENT – (CONVERSION OF RAW MATERIAL TO FINISHED
PRODUCT FOR DISTRIBUTION

Percent
Highly Satisfied 19 17.8 19.0 19.0
Satisfied 18 16.8 18.0 37.0

Neutral 30 28.0 30.0 67.0
Valid
16 15.0 16.0 100.0
Highly Dissatisfied
Total 100 93.5 100.0
Total 107 100.0
47
CHART 4.10
LEAN PROCUREMENT – (CONVERSION OF RAW MATERIAL TO FINISHED
PRODUCT FOR DISTRIBUTION
INTERPRETATION:
The above tables show that the Procurement of employee are 19% of the respondents are
48
TABLE 4.11
CONTINUOUS IMPROVEMENT CAN BE MAINTAINED
Kaizen
Percent
Technology 30 28.0 30.0 30.0
Employees 25 23.4 25.0 55.0
Infrastructure 18 16.8 18.0 73.0
Valid
27 25.2 27.0 100.0
Health and safety
Total 100 93.5 100.0

7 6.5
Missing System
Total 107 100.0
49
CHART 4.11
CONTINUOUS IMPROVEMENT CAN BE MAINTAINED
50
INTERPRETATION:
The above tables show that the Kaizen of employee are 30% of the respondents are says
that are technology, 25% of the respondents are says that Employee, 18% of the respondents are
says that Infrastructure, 17% of the respondents are says that Health and Safety.
51
TABLE 4.12
REDUCING COST OF PRODUCTION

Percent
Not a reason 20 18.7 20.0 20.0
Neutral 19 17.8 19.0 39.0

Any other 20 18.7 20.0 59.0
Valid 17 15.9 17.0 76.0
Quality service
Major reason 24 22.4 24.0 100.0
Total 100 93.5 100.0
Total 107 100.0
52
CHART 4.12
REDUCING COST OF PRODUCTION
53
INTERPRETATION:
The above tables show that the Cost of Production of employee are 20% of the
respondents are says that are Not a reason, 19% of the respondents are says that Neutral, 20%
of the respondents are says that Any other, 17% of the respondents are says that Quality service,
24% of the respondents are says that the Major reason.
54
TABLE 4.13
ELIMINATING DEFECTS OF FINISHED PRODUCTS

Percent
Not a reason 19 17.8 19.0 19.0
Neutral 17 15.9 17.0 36.0

Any other 27 25.2 27.0 63.0
Valid 15 14.0 15.0 78.0
Quality service
22 20.6 22.0 100.0

Major reason
Total 100 93.5 100.0
Total 107 100.0
55
CHART 4.13
ELIMINATING DEFECTS OF FINISHED PRODUCTS
INTERPRETATION:
The above tables show that the Finished Products of employee are 19% of the
56
TABLE 4.14
LONG TERM SURVIVAL OF FIRM WITH COMPETITORS

Percent
Not a reasom 17 15.9 17.0 17.0
Neutral 24 22.4 24.0 41.0

Any other 18 16.8 18.0 59.0
Valid 18 16.8 18.0 77.0
Quality service
23 21.5 23.0 100.0

Major reason
Total 100 93.5 100.0
Total 107 100.0
57
CHART 4.14
LONG TERM SURVIVAL OF FIRM WITH COMPETITORS
58
INTERPRETATION:
The above tables show that the Firm with Competitors of employee are 17% of the
59
TABLE 4.15
REDUCE INVENTORY COST OF FIRM

Percent
23 21.5 23.0 23.0
Not a reason
Neutral 13 12.1 13.0 36.0

Any other 24 22.4 24.0 60.0
Valid 17 15.9 17.0 77.0
Quality Service
23 21.5 23.0 100.0

Major reason
Total 100 93.5 100.0

7 6.5
Missing System
Total 107 100.0
60
CHART 4.15
REDUCE INVENTORY COST OF FIRM
61
INTERPRETATION:
The above tables show that the Reduce Inventory cost of employee are 23% of the
62
TABLE 4.16
TRIMMING SUPPLY SIDE LEAD TIMES

Percent
22 20.6 22.0 22.0
Not a reason
Neutral 21 19.6 21.0 43.0

Any other 17 15.9 17.0 60.0
Valid 17 15.9 17.0 77.0
Quality service
23 21.5 23.0 100.0

Major reason
Total 100 93.5 100.0

7 6.5
Missing System
Total 107 100.0
63
CHART 4.16
TRIMMING SUPPLY SIDE LEAD TIMES
INTERPRETATION:
64
The above tables show that the Trimming supply side lead Times of employee are 22% of
the respondents are says that are Not a reason, 21% of the respondents are says that Neutral,
17% of the respondents are says that Any other, 17% of the respondents are says that Quality
service, 23% of the respondents are says that the Major reason.
TABLE 4.17
REDUCING MATERIAL CONSUMPTION

Percent
21 19.6 21.0 21.0
Not a reason
Neutral 20 18.7 20.0 41.0

Any other 19 17.8 19.0 60.0
Valid 19 17.8 19.0 79.0
Quality service
21 19.6 21.0 100.0

Major reason
Total 100 93.5 100.0

7 6.5
Missing System
Total 107 100.0
65
CHART 4.17
REDUCING MATERIAL CONSUMPTION
66
INTERPRETATION:
The above tables show that the Reducing Material Consumption of employee are 21% of
67
TABLE 4.18
REDUCING DEMAND SIDE LEAD TIME

Percent
18 16.8 18.0 18.0
Not a reason
Neutral 20 18.7 20.0 38.0

Any other 21 19.6 21.0 59.0
Valid
Quality service 18 16.8 18.0 77.0
23 21.5 23.0 100.0

major reason
Total 100 93.5 100.0

7 6.5
Missing System
Total 107 100.0
68
CHART 4.18
REDUCING DEMAND SIDE LEAD TIME
69
INTERPRETATION:
The above tables show that the Reducing Demand Side Lead time of employee are 18%
of the respondents are says that are Not a reason, 20% of the respondents are says that Neutral,
TABLE 4.19
INCREASING PROFITABILITY OF FIRM

Percent
23 21.5 23.0 23.0
Not a reason
Neutral 22 20.6 22.0 45.0

Any other 13 12.1 13.0 58.0
Valid 21 19.6 21.0 79.0
Quality service
21 19.6 21.0 100.0

Major reason
Total 100 93.5 100.0

7 6.5
Missing System
Total 107 100.0
70
CHART 4.19
INCREASING PROFITABILITY OF FIRM
71
INTERPRETATION:
The above tables show that the Increasing Profitability of firm of employee are 23% of
TABLE 4.20
72
TO GAIN COMPETITIVE ADVANTAGE I N MARKET

Percent
Not a reason 18 16.8 18.0 18.0
Neutral 19 17.8 19.0 37.0

Any other 21 19.6 21.0 58.0
Valid 17 15.9 17.0 75.0
Quality service
25 23.4 25.0 100.0

major reason
Total 100 93.5 100.0
Total 107 100.0
73
CHART 4.20
TO GAIN COMPETITIVE ADVANTAGE I N MARKET
INTERPRETATION:
The above tables show that the Competitive Advantage in Market of employee are 18%
of the respondents are says that are Not a reason, 19% of the respondents are says that Neutral,
74
TABLE 4.21
GREEN INITIATIVE OF ECOSYSTEM (RECYCLE, REUSE, REFUSE )

Percent
Not a reason 23 21.5 23.0 23.0
Neutral 17 15.9 17.0 40.0

any other 17 15.9 17.0 57.0
Valid 21 19.6 21.0 78.0
Quality Service
22 20.6 22.0 100.0

Major reason
Total 100 93.5 100.0
Total 107 100.0
75
CHART 4.21
GREEN INITIATIVE OF ECOSYSTEM (RECYCLE, REUSE, REFUSE )
INTERPRETATION:
76
The above tables show that the Green Initiative of Ecosystem of employee are 23% of the
TABLE 4.22
UNFAIR TRADING PRACTICES

Percent
Not a reason 22 20.6 22.0 22.0
Neutral 15 14.0 15.0 37.0

Any other 23 21.5 23.0 60.0
Valid 17 15.9 17.0 77.0
Quality service
23 21.5 23.0 100.0

Major service
Total 100 93.5 100.0
Total 107 100.0
77
CHART 4.22
UNFAIR TRADING PRACTICES
78
INTERPRETATION:
The above tables show that the Unfair Trading Practices of employee are 22% of the
79
TABLE 4.23
EMPLOYEE RETENTION
Employee
Percent
Yes 53 49.5 53.0 53.0
Valid No 47 43.9 47.0 100.0
Total 100 93.5 100.0
7 6.5
Missing System
Total 107 100.0
80
CHART 4.23
EMPLOYEE RETENTION
INTERPRETATION:
The above tables show that the Employee of employee are 53% of the respondents are
says that areyes , 47% of the respondents are says that No frequency.
81
TABLE 4.24
USAGE OF FINANCIAL RESOURCES
UsageOfFinancialResources
Percent
Yes 51 47.7 51.0 51.0
Valid No 49 45.8 49.0 100.0
Total 100 93.5 100.0
Total 107 100.0
82
CHART 4.24
USAGE OF FINANCIAL RESOURCES
83
INTERPRETATION:
The above tables show that the Usage of financial resources of employee are 51% of the
respondents are says that are yes , 49% of the respondents are says that No frequency.
TABLE 4.25
IMPLEMENTATION OF ORGANIZATIONAL RULES, PROCEDURES AND
POLICIES

Percent
Yes 55 51.4 55.0 55.0
Valid No 45 42.1 45.0 100.0
Total 100 93.5 100.0
Total 107 100.0
84
CHART 4.25
IMPLEMENTATION OF ORGANIZATIONAL RULES, PROCEDURES AND
POLICIES
85
INTERPRETATION:
The above tables show that the implementation of Organization rules of employee are
55% of the respondents are says that areyes , 45% of the respondents are says that No
frequency.
TABLE 4.26
86
SATISFIED WITH THE SIZE OF THE FIRM

Percent
Yes 48 44.9 48.0 48.0
Valid No 52 48.6 52.0 100.0
Total 100 93.5 100.0
7 6.5
Missing System
Total 107 100.0
87
CHART 4.26
SATISFIED WITH THE SIZE OF THE FIRM
INTERPRETATION:
88
The above tables show that the Size of the Firm of employee are 53% of the respondents
are says that areyes , 47% of the respondents are says that No frequency.
TABLE 4.27
WHETHER TRADE UNIONS ARE NECESSARY FOR THE FIRM

Percent
Yes 51 47.7 51.0 51.0
Valid No 49 45.8 49.0 100.0
Total 100 93.5 100.0
7 6.5
Missing System
Total 107 100.0
89
CHART 4.27
WHETHER TRADE UNIONS ARE NECESSARY FOR THE FIRM
INTERPRETATION:
90
The above tables show that the Necessary for the Firm of employee are 53% of the
respondents are says that are yes, 47% of the respondents are says that No frequency.
TABLE 4.28
DO YOU FEEL LACK OF ROBUST &PROFESSIONAL RELATIONSHIPS WITH
SUPPLIERS

Percent
Yes 51 47.7 51.0 51.0
Valid No 49 45.8 49.0 100.0
Total 100 93.5 100.0
7 6.5
Missing System
Total 107 100.0
91
CHART 4.28
DO YOU FEEL LACK OF ROBUST &PROFESSIONAL RELATIONSHIPS WITH
SUPPLIERS
INTERPRETATION:
The above tables show that the Professional Relation of employee are 51% of the
92
TABLE 4.29
WOULD YOU CHANGE ORGANIZATION STRUCTURE

Percent
Yes 46 43.0 46.0 46.0
Valid No 54 50.5 54.0 100.0
Total 100 93.5 100.0

7 6.5
Missing System
Total 107 100.0
CHART 4.29
WOULD YOU CHANGE ORGANIZATION STRUCTURE
93
INTERPRETATION:
The above tables show that the change organization Structure of employee are 46% of the
94
CHAPTER IV
FINDING, SUGGESTIONS, CONCLUSION
5.1. FINDING:
 The above tables 4.1 find that the Preventative of employee are 24% of the respondents
are highly satisfied, 20% of the respondents satisfied, 20% of the respondents Neutral,
14% of the respondents Dissatisfied, 22% of the respondents the highly dissatisfied.
 The above tables 4.2 find that the productive of employee are 24% of the respondents are
highly satisfied, 20% of the respondents satisfied, 15% of the respondents Neutral, 12%
of the respondents Dissatisfied, 29% of the respondents the highly dissatisfied.
 The above tables 4.3 find that the preliminary of employee are 16% of the respondents
 The above tables 4.4 find that the Series of employee are 18% of the respondents are
 The above tables 4.5 find that the plant Layout of employee are 20% of the respondents
 The above tables 4.6 find that the working process of employee are 21% of the
respondents are highly satisfied, 16% of the respondents satisfied, 27% of the
respondents Neutral, 15% of the respondents Dissatisfied, 21% of the respondents the
highly dissatisfied.
 The above tables 4.7 find that the Talk time of employee are 23% of the respondents are
 The above tables 4.8 find that the Equipment of employee are 21% of the respondents are
95
 The above tables4.9 find that the Supply chain of employee are 24% of the respondents
13% of the respondents Dissatisfied, 22% of the respondents the highly dissatisfied
 The above tables 4.10 find that the Procurement of employee are 19% of the respondents
 The above tables4.11 find that the Kaizen of employee are 30% of the respondents are
technology, 25% of the respondents Employee, 18% of the respondents Infrastructure,
17% of the respondents Health and Safety.
 The above tables 4.12 find that the Cost of Production of employee are 20% of the
respondents are Not a reason, 19% of the respondents Neutral, 20% of the respondents
Any other, 17% of the respondents Quality service, 24% of the respondents the Major
reason.
 The above tables 4.13 find that the Finished Products of employee are 19% of the
reason.
 The above tables 4.14 find that the Firm with Competitors of employee are 17% of the
reason.
 The above tables 4.15 find that the Reduce Inventory cost of employee are 23% of the
reason.
 The above tables 4.16 find that the Trimming supply side lead Times of employee are
22% of the respondents are Not a reason, 21% of the respondents Neutral, 17% of the
respondents Any other, 17% of the respondents Quality service, 23% of the respondents
the Major reason.
96
 The above tables 4.17 find that the Reducing Material Consumption of employee are 21%
of the respondents are Not a reason, 20% of the respondents Neutral, 19% of the
the Major reason.
 The above tables4.18 find that the Reducing Demand Side Lead time of employee are
the Major reason.
 The above tables 4.19 find that the Increasing Profitability of firm of employee are 23%
of the respondents are Not a reason, 22% of the respondents Neutral, 13% of the
the Major reason.
 The above tables 4.20 find that the Competitive Advantage in Market of employee are
the Major reason.
 The above tables 4.21 find that the Green Initiative of Ecosystem of employee are 23% of
the respondents are Not a reason, 17% of the respondents Neutral, 17% of the
the Major reason.
 The above tables 4.22 find that the Unfair Trading Practices of employee are 22% of the
reason.
 The above tables 4.23 find that the Employee of employee are 53% of the respondents are
yes, 47% of the respondents No frequency
 The above tables 4.24 find that the Usage of financial resources of employee are 51% of
the respondents are yes, 49% of the respondents No frequency.
 The above tables 4.25 find that the implementation of Organization rules of employee are
55% of the respondents are yes , 45% of the respondents No frequency.
97
 The above tables 4.26 find that the Size of the Firm of employee are 53% of the
respondents are yes , 47% of the respondents No frequency.
 The above tables 4.27 find that the Necessary for the Firm of employee are 53% of the
respondents are yes, 47% of the respondents No frequency.
 The above tables 4.28 find that the Professional Relation of employee are 51% of the
respondents are yes, 49% of the respondents No frequency.
 The above table 4.29 find that the change organization Structure of employee are 46% of
the respondents are yes , 54% of the respondents No frequency.
5.2. RECOMMENDATION /SUGGESTIONS

Keeping in mind the above issues, a 3 step approach is recommended; which can be used
toimplement JIT manufacturing systems. The first step involves changing attitudes towards purc
hasing and achieving improvements which would help prepare for the drastic changes that would
take place. The second step involves initiating a pilot programmed with a handful of suppliers
and parts. This step aims to identify the problems and eliminate them. The third and final step
involves modifying the organizational set-up so that there are distinct departments handling
logistics, materials handling and control and supplier up gradation.
 The first and foremost step is to obtain top management support and the support and
involvement of all the employees in the programmer.
 The Industry has to take steps to increase the supply chain efficiency.
 The Industry needs to understand that certain system level
changesare inevitable; which may include introduction of Kanban, Set-
up time reductionexercises.
 Managing continuous supply-demand matching and optimization.
 Achieving efficient use of materials and other resources.
 Managing demand and customer expectations.
 Technology and Infrastructure up gradations.
 Investment in training and human resource development.
 Maintain good relations with suppliers
98
5.3. CONCLUSION:
Just-in-time manufacturing can be a positive influence on a company. Even though there are
enormous risks many still consider implementing JIT for it many advantages. To summarize,
there is a great need for transition from traditional manufacturing to Just-in-Time manufacturing,
but several aspects of the industry are not very conductive to JIT implementation as there are
many constraints. However, by taking appropriate action, it should be possible to move smoothly
towards implementing an efficient JIT system. JIT can only be achieved by a combination of
strategic capacity considerations, strategic supply chain management and detailed ways to make
work flow using pull systems such as NICROME LEATHER PROCESSING INDUSTRY .
This can only be achieved by a holistic view such as is given by Business Process
Reengineering, followed by a focused approach to continuous improvement. To sum up, we
should make full use of company in order to improve the performance of a production line which
is under controlled by Generally speaking, combined with base stock or immediately
improvement to create a hybrid production control system. Simulation results based on
NICROME LEATHER PROCESSING INDUSTRY show that this policy meets throughput
targets with significantly lower inventories than lone. As a result NICROME LEATHER
PROCESSING INDUSTRY research considers a line production system which purchases raw
materials from a supplier, processes them into finished products and delivers them to a buyer just
in time. This study focuses on finding the optimal number of raw material orders, finished goods
deliveries between work stations for a time-proportionate demand of finished goods.
BIBLIOGRAPHY
REFERENCE
 Delbridge R., 1995, “Surviving JIT: control and resistance in a Japanese transplant”,
Journal of Management Studies, Vol. 32, pp: 803-817.
 Ebrahimpour, M. and Schonberger R. J., 1984, “The Japanese Just-in-Time/Total Quality
control production system: potential for developing countries”, International Journal of
Production Research, Vol.22, pp: 421-430
 ] Garg, D., 1997, “Relevance of JIT purchasing in Indian industries”.
 Vikas Kumar., 1992, “Employee involvement in JIT success: Eicher experience”.
Productivity, Vol: 33, pp: 366-369.ISSN: 0975-
99
 D.K Singh and Satyendra SINGH (1997). Managing productivity in construction.JIT
operations and measurements
 Bandyopadhyay, j.k and jay ram, “implementing just in time production and procurement
strategies”. International general and management 83-9
 Low siu pheng and Choong Joo Chuan , ‘’ Just in time Management of precast
components’”
 Iris D. Tommelein1 and Annie En Yi Li2,(2001) “Just in Tme Concrete Delivery”.
 By Low Sui Pheng1 and Choong Joo Chuan2, “Just in Time Management on Precast
Concrete Components”
 Williams J. “ready mix concrete supply’.
 Ankintoye, A.1995, Just in time application and implementation for building material
management’.
 Gupta y.p a feasibility study of JIT Purchasing systems implementation in a
manufacturing facility.” International journal and production management.
 Monden, Toyota Production system [institute of industry
WEBSITE
 www.google.com
 www.scribed.com
 www.wikipedia.com
100
APPENDIX
A STUDY ON JUST IN TIME NICROME LEATHER PROCESSING INDUSTRY AT
CHENNAI.
QUESTIONARIES
dissatisfied
Dissatisfie
S.No Lean supply practices
Satisfied
Satisfied
Neutral
Highly
Highly
d
Preventative maintenance-(Series of practices
1 and procedures that are undertaken in order to [ ] [ ] [ ] [ ] [ ]
find and fix problems before they arise.
Total productive maintenance (TPM) -
2 (Giving the employees basic maintenance tasks [ ] [ ] [ ] [ ] [ ]
such as inspection of the machines, cleaning,
lubricating, tightening, and calibration.)
Reduction in the preliminary finishing time -(
3 Aiming to reduce delays which occur due to [ ] [ ] [ ] [ ] [ ]
tools changing and machines preparation.)
Reduction in series -(Movement of material
4 through the factory in the smallest possible [ ] [ ] [ ] [ ] [ ]
series.)
Manufacturing plant layout - (Machines are
5 placed in the plant in a way that minimizes [ ] [ ] [ ] [ ] [ ]
transportation within the manufacturing plant.
Balance of working process in production-
6 (Aims to put the same amount of pressure on the [ ] [ ] [ ] [ ] [ ]
manufacturing system and to minimize the
accumulation of unfinished products.)
Takt time -(Each working unit has to
7 manufacture a certain product at a speed that is [ ] [ ] [ ] [ ] [ ]
neither too small nor too great for the next unit
in the process.)
Overall equipment efficiency - (This is the
8 measure of utilization of each piece of [ ] [ ] [ ] [ ] [ ]
equipment in relation to the possible capacity.)
Demand driven supply chain - (use of pull
9 system.) [ ] [ ] [ ] [ ] [ ]
Lean procurement – (Conversion of raw
10 material to finished product for distribution.) [ ] [ ] [ ] [ ] [ ]
101
11. Kaizen – Continuous improvement can be maintained with,
a) Technology. b) Employees. c) Infrastructure. d) Health and
safety.
12.Application of Applying less time spent on moving of material and parts In the output
End
Indicate in scale of 1-5, the extent to which the following reasons are why your firms
practice lean. supply chain (Where 5= major reason and 1= not a reason).
Firm practices 5 4 3 2 1
Reducing cost of production [ ] [ ] [ ] [ ] [ ]
Eliminating defects of finished products [ ] [ ] [ ] [ ] [ ]
Long term survival of firm With [ ] [ ] [ ] [ ] [ ]
Competitors
Reduce Inventory Cost of firm [ ] [ ] [ ] [ ] [ ]
Trimming Supply Side Lead Times [ ] [ ] [ ] [ ] [ ]
Reducing Material Consumption [ ] [ ] [ ] [ ] [ ]
Reducing Demand Side Lead Time [ ] [ ] [ ] [ ] [ ]
Increasing Profitability Of Firm [ ] [ ] [ ] [ ] [ ]
To gain Competitive Advantage InMarket [ ] [ ] [ ] [ ] [ ]
Green Initiative Of Ecosystem (recycle, [ ] [ ] [ ] [ ] [ ]

reuse, refuse )
Unfair Trading Practices [ ] [ ] [ ] [ ] [ ]
13.Estimation of different quality control methods adopted by the firm
Quality control methods adopted by the firm YES NO
Employee Retention [ ] [ ]
Usage Of Financial Resources [ ] [ ]
Implementation Of Organizational Rules, procedures and [ ] [ ]
policies
102
Satisfied with the Size Of The Firm [ ] [ ]
Whether trade unions are Necessary For The Firm [ ] [ ]
Do you feel lack of Robust &professional Relationships with [ ] [ ]
suppliers?
Would you change Organization Structure? [ ] [ ]
103

A STUDY ON JUST IN TIME NICROME LEATHER PROCESSING INDUSTRY at CHENNAI

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A STUDY ON JUST IN TIME NICROME LEATHER PROCESSING INDUSTRY AT

ADOPTING A JIT SYSTEM IS ALSO SOMETIMES REFERRED TO AS ADOPTING A

1.2. INDUSTRY PROFILE:

Shoemaking became more commercialized in the mid-18th century, as it expanded as a cottage

1.5 NEED FOR THE STUDY

1.6 SIGNIFICANCE OF THE STUDY

1.7 RATIONAL OF THE STUDY

3.2 OBJECTIVE OF THE STUDY

LIMITATION OF THE STUDY:

NON- PROBABILITY SAMPLING:

3.7 STATISTICAL TOOLS APPLIED

ΣWXi = The sum of weights (let x1, x2, x3… xn)

BETWEEN n1 (X1-X)2 +…+ (k-1) SS BETWEEN MS BETWEEN

WITHIN ∑(Xij-X)2+….+ (n-k) SS WITHIN

Satisfied 20 18.7 20.0 44.0

Highly dissatisfied 22 20.6 22.0 100.0

Total 100 93.5 100.0

Total 107 100.0

Frequency Percent Valid Percent Cumulative

Satisfied 20 18.7 20.0 44.0

Total 100 93.5 100.0

Total 107 100.0

Frequency Percent Valid Percent Cumulative

Satisfied 17 15.9 17.0 33.0

Total 100 93.5 100.0

Total 107 100.0

Frequency Percent Valid Percent Cumulative

Highly satisfied 18 16.8 18.0 18.0

Satisfied 16 15.0 16.0 34.0

Highly dissatisfied 23 21.5 23.0 100.0

Total 100 93.5 100.0

Missing System 7 6.5

Total 107 100.0

Frequenc Percent Valid Cumulative

Highly satisfied 21 19.6 21.0 21.0

satisfied 16 15.0 16.0 37.0

Highly dissatisfied 21 19.6 21.0 100.0

Total 100 93.5 100.0

Total 107 100.0

Frequency Percent Valid Percent Cumulative

Highly satisfied 23 21.5 23.0 23.0

satisfied 15 14.0 15.0 38.0

Highly dissatisfied 28 26.2 28.0 100.0

Total 100 93.5 100.0

Missing System 7 6.5

Total 107 100.0

Frequency Percent Valid Percent Cumulative

Highly satisfied 21 19.6 21.0 21.0

Satisfied 22 20.6 22.0 43.0

Highky Dissatisfied 23 21.5 23.0 100.0

Total 100 93.5 100.0

Missing System 7 6.5

Total 107 100.0

Frequency Percent Valid Percent Cumulative

Satisfied 17 15.9 17.0 41.0

Total 100 93.5 100.0

Total 107 100.0

Frequency Percent Valid Percent Cumulative

Highly Satisfied 19 17.8 19.0 19.0

Satisfied 18 16.8 18.0 37.0

Total 100 93.5 100.0

Missing System 7 6.5

Total 107 100.0