meng 6301 indiv project jevon adams 05701164

8/2/2019 MENG 6301 Indiv Project Jevon Adams 05701164

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UNIVERSITY OF THE WEST INDIES

INDIVIDUAL PROJECT:APPLICATIONOFCOMPUTERSAT

ANGOSTURALIMITED

COURSE: COMPUTER APPLICATIONS INMANUFACTURING COURSE CODE: MENG 6301Jevon Adams

11/21/2011

ID NO: 05701164 TELEPHONE NO: 351-4868


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Contents

List of Figures ......................................................................................................................................... 4

Background............................................................................................................................................. 5

Summary of the Rum Distillation Process. ............................................................................................... 6

Steps in the distillation process ................................................................................................................ 7

1.Molasses .......................................................................................................................................... 7

2.Yeast ................................................................................................................................................ 7

3.Molasses .......................................................................................................................................... 7

4. Yeast Germination, Propagation & Growth ...................................................................................... 8

5.Yeast (Fermentation0 ....................................................................................................................... 9

6.Distillation ........................................................................................................................................ 9

Use of Software ..................................................................................................................................... 10

Application of Software......................................................................................................................... 11

Financial ............................................................................................................................................ 11

Accounting and financial close statements ........................ .......................... .......................... ......... 11

SAP Invoice Management .............................................................................................................. 11

Travel Management ....................................................................................................................... 12

SAP ERP HCM (Human Capital Management) ........................ .......................... .......................... ......... 13

Core HR and Payroll Processes ....................................................................................................... 13

Employee administration ............................................................................................................... 13

Organizational management .......................................................................................................... 13

Global employee management ...................................................................................................... 13

Benefits management .................................................................................................................... 13

Time and attendance ..................................................................................................................... 13

Payroll and legal reporting ............................................................................................................. 14

HCM processes and forms ............................................................................................................. 14

Core HR and Payroll analytics and measurement ........................................................................... 14

Talent Management ...................................................................................................................... 14

Competency management ............................................................................................................. 15

Recruitment................................................................................................................................... 15

Employee performance management ............................................................................................ 15

Talent assessment and review ....................................................................................................... 15


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Employee development ................................................................................................................. 15

Enterprise learning management ................................................................................................... 16

Succession management ................................................................................................................ 16

Compensation management .......................................................................................................... 16

Talent management analytics ........................................................................................................ 16

Workforce Analytics ....................................................................................................................... 17

Workforce planning ....................................................................................................................... 17

Workforce cost planning and simulation ........................................................................................ 17

Workforce benchmarking .............................................................................................................. 17

Core HR and Payroll analytics and measurement ........................................................................... 18

Talent management analytics and measurement ........................... .......................... ...................... 18

Strategic alignment ........................................................................................................................ 18

SAP ERP Operations ........................................................................................................................... 19

Procurement and Logistics Execution ............................................................................................. 19

Procurement ................................................................................................................................. 19

Inventory and warehouse management ........................ .......................... ......................... .............. 19

Inbound and outbound logistics ..................................................................................................... 19

Transportation management ......................................................................................................... 20

Product Development and Manufacturing ..................................................................................... 20

Production planning ...................................................................................................................... 20

Manufacturing execution ............................................................................................................... 20

Product development .................................................................................................................... 21

Life-cycle data management .......................................................................................................... 21

Sales and Services .......................................................................................................................... 21

Sales order management ............................................................................................................... 21

Aftermarket sales and service ........................................................................................................ 21

Professional-service delivery .......................................................................................................... 22

Benefits and Limitations ........................................................................................................................ 23

ERP advantages and disadvantages .................................................................................................... 23

Advantages .................................................................................................................................... 23

Disadvantages ............................................................................................................................... 23

Best Practices ........................................................................................................................................ 24


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Recommendations ................................................................................................................................ 25

Bibliography .......................................................................................................................................... 26

List of Figures

Figure 1 Rum Distillation process. ............................................................................................................ 6


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Background

In the year 1824, Dr. Johann Gottlieb Benjamin Siegert finally arrived at a unique blend

of herbs which he called Amargo Aromatico or aromatic bitters. This was after four years of

trial and error, researching and analyzing the qualities of tropical herbs and plants. Dr. Siegert

hoped to use the bitters to bring relief to his patients, his small circle of family and friends, but

these events were to prove otherwise. From this genesis, an international industry was soon to

rise.

In 1830, Dr. Siegert exported his unique aromatic bitters to England and Trinidad. By

1850, he had resigned his commission in the Venezuelan army, to concentrate on the

manufacture of his bitters, since by then demand had leapt ahead of supply. By the time Dr.

Siegert died in 1870, his reputation and that of his Angostura aromatic bitters were

internationally established.

From this the organisation was able to branch out and start to create other types of

products that have since become known internationally. A summary of the rum distillation

process is shown fig 1. (THE HISTORY OF ANGOSTURA AROMATIC BITTERS , 2009)


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Summary of the Rum Distillation Process.

Dilute Sulphuric Acid

Molasses

Water

Figure 1 Rum Distillation process.

(SUMMARY OF RUM MANUFACTURER AT TRINIDAD DISTILLERS LIMITED , 2009)

MixingMash

Germ Propagation Growth

Nutrients, Air

Fermentation

Balance

Tank

Distillation

CO2


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Steps in the distillation process

1.Molasses

Molasses is a by-product from the sugarcane industry. It is the slurry that remains after most ofthe recoverable sugars have been extracted from the crushed cane. Generally, it is composed of

70-80% w/w solids and 20-30% w/w water. Of particular interest to the distillery is its

fermentable sugar content which typically amounts to 35-55% w/w (sucrose, glucose, and

fructose); this is what the yeast feed on during fermentation.

2.Yeast

This is a uni-cellular organism of the Saccharomyces Cerevisae family. Aerobic conditions

promote propagation and growth of the yeast, while anaerobic conditions result in alcohol

fermentationthe basis of the rum industry. Yeast, being living organisms, requires a controlled

environment with the right amounts of vitamins, minerals and nitrogen. All of these are present

in sufficient quantities in the molasses, except for the nitrogen, which must be supplied as

Ammonium Sulphate (NH4)2SO4.

3.Molasses

The molasses is dissolved in water in the ratio of approximately 1:3. We add a small amount

sulphuric acid to reduce the pH to control bacterial infections. It also has the effect of assisting

by reducing the amount of non-sugar dissolved solids that can be harmful to both fermentation

and distillation. The resulting mixture called mash is about 1213% sugar.


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4. Yeast Germination, Propagation & Growth

4.3 Germination (Growth of new yeast cells):

Clarified mash of specific gravity 1.0501.060 is sent to a germinator, along ammonium

sulphate. This mixture is sterilised using low-pressure steam before the yeast culture is added.

This culture is either obtained as 2-6L lab grown cultures or retained contents of the propagator.

Germination proceeds for approximately 12 hours before the contents of the vessel are

transferred to the propagator. During this time filtered air is injected into the vessel to maintain

circulation and aerated conditions.

4.3 Propagation (Increase in the number of yeast cells):

Contents of the germinator are added to the sterilised contents of the propagator (Yeast

feed, mash and ammonium sulphate). Propagation continues for 18 hours, before being

transferred to the growing tanks. Aerobic conditions are maintained in the vessel by the addition

of filtered air to the propagator. This, as well as the water circulation through the external water

jacket, maintains the temperature at 30-32C.

4.3 Yeast Growth (Increase in the size of the yeast cells):

Mash + (NH4)2SO4 + Propagated culture Growing Tanks

The culture is allowed to grow for 24 hours. Injected air and circulation through the wash

cooler maintain the growing temperature at 30 + 2C. Antifoam (food grade) is also added

during the growing process, before the contents are transferred to the designated fermenters.


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5.Yeast (Fermentation0

Propagated Yeast Culture + Mash (s.g. ~1.096) + Nutrients Wash (8-10% alcohol)

Alcohol is formed according to the following equation:

C6H12O6 + Yeast 2 C2H5OH + Heat

100 lb 51.11 lb + 48.89 lb + 17,000 BTU

Fermentation is completed within 36-48 hours and the temperature is maintained by

recirculation through a cooler. A pH of 4.2 - 4.5 and a temperature of 32-35C are considered to

be optimum for alcohol production. The above equation also shows that carbon dioxide is

produced.

6.Distillation

The purpose of distillation is to obtain the alcohol from the fermented wash (8-10% w/w alcohol

composition) and ultimately refine it to produce the spirits that will be used to make the rum. The

fermented wash contains not only alcohol but also many by-products that as a group are called

congeners. These congeners are vital to the taste and aroma of rum.

The first column is the Wash Stripper or Beer Column; it removes water and residual

solids from the wash stream. The product from this column is heavy rum steam (80-85%

ethanol by vol). This is our first product. It contains all the congeners from the fermentation. It is

very flavorful and aromatic and it is inevitably aged. To make light, the heavy rum is then sent to

the Purifier (Hydro selector) Column. Here the water added changes the vapor/liquid equilibrium

so that the light components separate easily from the alcohol. The head goes to the alcohol

recovery column, while the bottoms feed the Rectifier Column; this stream is typically 12%

alcohol. The rectifier concentrates the alcohol to be separated; a stream close to the top of the

column is sent for final rectification, the bottoms are recycled to the purifier and the other cuts

are sent to the Alcohol Recovery Column. This Recovery Column recovers the alcohol from all

the by-product streams from the other columns. (SUMMARY OF RUM MANUFACTURER AT

TRINIDAD DISTILLERS LIMITED , 2009)


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Use of Software

This company consists of a distillery and a bottling plant. There are elements of process

and manufacturing engineering that are aided by the use of computer aided programs. For this

report I would like to examine the aspects of SAP ERP (Enterprise Resource Planning). The

function of the program is to provide an avenue for users to collect and compile data from the

separate modules to provide the company with a holistic view of the current state of the

organization.

This program consists of several modules including:

Utilities for marketing and sales, Product design and development, Production and inventory control, Human resources, Finance and accounting.


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Application of Software

The software is broken down into three modules:

Financial

Human Capital management Operations

. The uses are as follows:

Financial

Accounting and financial close statements Invoice Management Travel management

Accounting and financial close statements

The financial module has the ability to determine quantities such as accounts payable and

receivables, fixed assets and other sub-ledgers into a comprehensive general ledger. There are

tools for contract, project, product, profit centre, profitability, and cost centre accounting. The

program also carries out valuation, reconciliation, closing automation and reporting tools,

including master data governance. (SAP )

SAP Invoice Management

SAP Invoice Management helps to fully automate the invoice cycle, resulting in

significant workforce efficiency improvements, as well as improved visibility into cash

requirements and optimized supplier discount utilization. The SAP Bank Communication

Management application further streamlines the payment process and improves compliance.

(SAP). Productivity, cash flow and vendor relations are enhanced while streamlining the

accounts payable operations. The result is an increase productivity and performance by

minimizing manual accounts payable processes through integration and automation.Improvements in cash management can be seen by shortening closing cycles by having

streamlined payment processes. The process of creating, managing, monitoring, and routing

purchase orders and invoices for accounts payable personnel and suppliers are optimized and

simplified.
http://www.sap.com/solutions/business-suite/erp/financials/financial-managerial-accounting/index.epxhttp://www.sap.com/solutions/business-suite/erp/financials/travel-mgmt/index.epxhttp://www.sap.com/solutions/business-suite/erp/financials/financial-managerial-accounting/index.epxhttp://www.sap.com/solutions/business-suite/erp/financials/financial-managerial-accounting/index.epxhttp://www.sap.com/solutions/business-suite/erp/financials/travel-mgmt/index.epxhttp://www.sap.com/solutions/business-suite/erp/financials/financial-managerial-accounting/index.epx


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Travel Management

The SAP Travel Management application helps integrate these financial processes

facilitating faster reconciliation and payments with reduced errors, and better cash management.

The entire travel management process is simplified and travel policy compliance is increased for

greater cost savings. Productivity is increased by reducing administrative tasks for travellers and

managers and extending travel expense management functions to mobile devices. (SAP)


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SAP ERP HCM (Human Capital Management)

Core HR and Payroll Processes

SAP ERP Human Capital Management (SAP ERP HCM) can be used to streamline and

automate administrative HR tasks and reduce related time and costs. At the same time, you canstandardize and consolidate all workforce-related core processes and data onto a single platform,

while adhering to local regulations and laws. It also provides a single, accurate source of

employee data that is available in real time throughout your organization. (SAP)

Employee administration

Routine processes related to personnel and employee information management can be

automated and accelerated. It undertakes the use of a centralized database that enables employees

and management to access up-to-date, concise, and consistent information to promote the

formulation of HR- and business-related decisions. (SAP)

Organizational management

Organizational structure and policy information can be managed and assimilated in way

to give the user a clear picture of the current company scenario. (SAP)

Global employee management

It details all processes involved in the relocation of employees internationally, from the

planning and preparation of global assignments to personnel administration and payroll for

global employees. (SAP)

Benefits management

It illustrates various plan definitions. There it makes it easier to tailor benefit offers to

individual employees. (SAP)

Time and attendance

The software can aid in the facilitation of effective time-management strategies. The

program can provide accurate tracking, monitoring, record keeping, and evaluation of time data.

(SAP)


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Payroll and legal reporting

It has the ability to manage complex payroll processes. It contains data capable of

supporting current legal regulations in 49 countries worldwide, ensuring compliance with

regulatory requirements for reporting purposes. The program also takes into considerationimportant factors such as national currency, multiple languages, collective agreements, and

reporting. (SAP)

HCM processes and forms

It reduces the need for paper-intensive and time-consuming employee-related processes,

such as hiring, termination, organizational reassignment, and maternity leave. Accelerate data

entry with Adobe interactive forms. Handle routine workforce processes quickly with flexible

workflow templates. Define processes through flexible support of business roles, such as affected

employee, affected managers, and HR professionals. (SAP)

Core HR and Payroll analytics and measurement

It helps to measure and analyze typical core HR processes, such as payroll, employee

administration, time management, and benefits. And in so doing can analyze organizational

structures, relationships, and attributes of jobs and positions. (SAP)

Talent Management

Integrated talent management processes can help aid HR in quickly finding the best

people for your business, effectively develop and leverage their talent, align their efforts with

your corporate objectives, and retain your top performers. (SAP)

SAP ERP HCM offers talent management functionality that can be fully integrated with

other HCM and business processes to help you more effectively manage your talent. This cross-

process integration provides you with an overall view of the distribution of talent worldwide,

while enabling all talent-related practices to speak a common language. Cross-process
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integration also ensures data integrity that minimizes your integration costs and increases

stability and simplicity of your talent management software.

Competency management

Identification and optimization of the skills and competencies needed to successfully align your

workforce with your business strategy can be formulated. A competency catalog leveraged by all

talent management processes can be created. It is hence easier to define key competencies along

your job architecture and therefore cultivate talent pools accordingly. (SAP)

Recruitment

The recruiting process and build up is accelerated, streamlined and sourced from a

qualified, global pool of internal and external talent. Comprehensive reporting and tracking of

applicants and candidates can be executed. The result is that recruiting and sourcing costs

decrease and probabilities of improved employee retention increase. The program can act as a

collaboration platform to link to job boards, recruiting-service providers, and internal systems.

(SAP)

Employee performance management

Team and individual goals can align with corporate goals and strategies. It makes it easier

to standardize employee reviews and appraisals. (SAP)

Talent assessment and review

Effective talent-review meetings can be accommodated to support your management

team in calibrating the performance and potential of your talent. It therefore makes it easier to

effectively review and calibrate the current highest-potential employees and groom them to step

into key roles. (SAP)

Employee development

Both short- and long-term development plans for employees can be used to track and

monitor subsequent progress. Profile match-ups against positions can be done to determine skill


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and knowledge which in turn can be tied directly to training plans to address the individual

development need. (SAP)

Enterprise learning management

It can provide users with an interactive experience that integrates Web-based, virtual, and

classroom training. Structure, deliver, and track knowledge transfer, and tailor learning content

to individual learning styles and needs. Training impacts can be planned, tracked, and measured

in order to align learning strategies with the respective corporate objectives. (SAP)

Succession management

It can aid the user in making better and faster decisions about talent pipeline and

successor rankings using the SAP Talent Visualization application by Nakisa. Identify and track

high-potential employees and implement development plans to ensure that they are prepared to

assume future leadership roles. Identify specific key positions and target specific employees as

potential successors. (SAP)

Compensation management

Implement innovative reward strategies, such as performance- and competency-based

pay, variable pay plans, and long-term incentives reward programs. Analyze and compare

compensation packages using internal and external salary data to ensure competitiveness in the

marketplace. (SAP)

Talent management analytics

It can give users the ability to analyze employee skills and qualifications. The efficiency

and effectiveness of recruiting processes and learning programs can be evaluated. It can assess

how well succession programs prepare employees to assume key positions.The progress of

aligning employee goals with corporate goals. Analyze the cost-effectiveness of employee

compensation programs (SAP)
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Workforce Analytics

SAP ERP gives users reporting and analysis options that provide real-time insight into

the workforce. It can identify trends at an early stage and aid in making make well-informeddecisions, enabling the user to manage human capital more effectively, predict human-capital

investment demands, and track workforce costs and the ROI associated with HR projects. (SAP)

SAP ERP provides the user with over 600 HCM predefined reports and 90 key

performance indicators (KPIs) to help the organization to identify issues and opportunities

related to your employees (SAP)

Workforce planning

It makes current workforce trends and planned future needs easier to understand by using

workforce demographic data. It uses predefined reports to analyze headcount development,

turnover rates, and workforce composition. The results of this analysis can be directly easier to

understand into headcount planning, budgeting, and key talent processes, such as recruiting and

learning. (SAP)

Workforce cost planning and simulation

Support HR professionals in all workforce cost-planning tasks, and empower HR

executives to develop effective strategies. Provide access to a broad range of workforce-related

data to support accurate planning, facilitate simulated planning scenarios, and enable continuous

monitoring of actual performance relative to plan. (SAP)

Workforce benchmarking

Standard workforce processes can be analyzed and. It makes comparisons with

measurements with external benchmarks and internal operating thresholds. (SAP)


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Core HR and Payroll analytics and measurement

Typical core HR processes can be analyzed, such as payroll, employee administration,

time management, and benefits. Analyze organizational structures, relationships, and attributes

of jobs and positions. (SAP)

Talent management analytics and measurement

Employee skills and qualifications can be assessed. It can evaluate the efficiency of your

recruiting processes and measure the effectiveness of your learning programs. It can assess how

well your succession programs prepare your employees to assume key positions, and helps to

ensure continuity of operations. It can monitor the progress of aligning employee goals with

corporate goals, and can therefore analyze the cost-effectiveness of employee compensation

programs (SAP)

Strategic alignment

It can aid employee teams who work toward common objectives, regardless of location.

It employs the use of a balanced scorecard framework to ensure that all business activities are in

line with the strategic goals of your organization. Predefined workforce scorecards can be

integrated into department and individual management-by-objective (MBO) documents to align

employee goals with corporate strategy. (SAP)


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SAP ERP Operations

Procurement and Logistics Execution

Procurement processes can be automated and streamlined to identify, realize, and sustain

cost savings for all spend categories. (SAP ERP)

Procurement

It can perform the complete procure-to-pay process, including requisitioning, purchase-

order management, and invoice verification. It can also manage catalogue content and enable

employee self-service procurement of material and services. (SAP ERP)

Inventory and warehouse management

It can record and track the quantity and value of all materials, perform physical inventory,

and optimize all warehouse resources. Planning, entering, and document warehouse-internal

stock movements by managing goods receipts, goods issues, storage, picking and packing,

physical stock transfers, and transfer postings. Workload planning can be managed, and wave

picking, order consolidation, radio frequency, barcode scanning, handling-unit management,

cross-docking, and real-time monitoring of all activities can be done as well. (SAP ERP)

Inbound and outbound logistics

It can record and document the movement of incoming and outgoing physical goods,

including logistics involving multiple manufacturers and customers. It supports inbound

processing with capabilities to monitor the receipt of goods, tracking external demand, handling

advanced shipping notifications, and managing in-yard activities. It can also carry the operation

outbound processes, including posting goods issues, monitoring delivery and distribution

activities, and documenting proof of delivery. (SAP ERP)
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Transportation management

Creating and executing optimized transportation plans and monitoring shipments to

deliver products on time and on budget is made easier. Flexible options can be applied for

consolidating deliveries and orders into shipments, including rule-based automation, manual

consolidation, and collaborative order combination through the Internet

Product Development and Manufacturing

It makes streamlining of the entire manufacturing process easier from planning and

scheduling, to sequencing and execution, to analysis by improving efficiency along the value

chain. As a result, it is possible to lower costs, deliver higher-quality products, and boost

margins. (SAP)

Production planning

It supports a wide variety of basic strategies for production planning and execution. It can

help the user to optimally plan, schedule, and sequence production on the factory floor to deliver

promised orders. (SAP)

Manufacturing execution

It promotes the capture of actual production information from the shop floor, providing visibility

and transparency across all shop-floor processes. Production plans can be formulated by

managing production processes and deploying workers and other resources on the shop floor.

The program can document, monitor, and dispatch inventory during the entire production life

cycle. (SAP)

SAP ERP can also help you accelerate time to market by centralizing the product

development and innovation process, improve productivity through efficient collaborative

processes, and ensure compliance with new regulations and industry standards through support

of these processes: (SAP)


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Product development

Integrate people and information in a single, streamlined new product development and

introduction (NPDI) process. This would consist of product definition, requirements gathering,

product development, supplier sourcing and product ramp-up. Inter-enterprise productdevelopment is promoted, and this could include the sourcing of complex components. (SAP)

Life-cycle data management

Centralize document management, change and configuration management from

invention to phase-out. Discrete industries can handle bills of materials and routings, and process

industries can perform recipe management. Manage and deliver a wide range of product

information to ensure immediate access to up-to-date data as the basis for production planning

and execution activities. Integrate with CAD systems, geographic information systems (GIS),

and many other systems. (SAP)

Sales and Services

The user would be able to reduce operational costs by simplifying and automating the

entire order-to-cash cycle, increase sales by encouraging the use of profitable sales and

interaction channels, and ensure high customer satisfaction by delivering accurate, on-time

information to customers. (SAP)

Sales order management

The program can cut down times of the complete sales order management process, including

handling inquiries, quotations, order generation and processing, as well as contract and billing-cycle

management can be carried out easier. The use the e-commerce platform in SAP ERP Operations can help

to rapidly turn the Internet into a profitable sales and interaction channel. Effective incentive programs,

including sales and brokerage commissions, profit sharing, and bonuses can be developed. (SAP)

Aftermarket sales and service

The basic requirements for customer support, such as the management of installations, service

contracts, warranties, service requests, and orders can recorded and arranged in an easily accessible

manner. Aspects of service-order processing within the service organization, from responding to the

customer's initial inquiry to confirmation and billing can be more effectively managed. (SAP)


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Professional-service delivery

All aspects of service delivery, including tracking activities, recording time spent on services can

be monitored, therefore making it easier to analyze profitability. (SAP)


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Best Practices

Enterprise resource planning (ERP) systems integrate internal and external management

information across an entire organization, embracing finance/accounting, manufacturing, salesand service. Their purpose is to facilitate the flow of information between all business functions

inside the boundaries of the organization and manage the connections to outside stakeholders.

This type of tool has the ability to enhance the transfer of information throughout the

organization. Such examples of the data types are as follows:

General Ledgers - Quantities such as accounts payable and receivables, fixedassets, sales are organized in a logical format for the user to interpret in the best

manner possible to make the appropriate decisions.

Centralized databases for employee reference Increases the efficiency ofcommunication across various branches of the organization

Purchase orders The creation, referencing and storage of purchasedocumentation makes the ordering and procurement process move seamlessly

Bills of materials and routings Costs for product parts and production routingschedules are recorded and arranged in easy to interpret formats.

Reduces the need for paper-based and tedious employee-related processes, suchas hiring, termination, organizational reassignment, and maternity leave

These types of documentation when not managed efficiently can seriously hinder the

flow of operations of an organization. Therefore it is imperative that the appropriate information

be readily available to the user. This makes responding to certain variations in internal andexternal demands quicker and more accurate. The organization would be more likely to respond

to stimuli in real time there by increasing versatility and awareness which are two very

significant factors of success.
http://en.wikipedia.org/wiki/Management_informationhttp://en.wikipedia.org/wiki/Management_informationhttp://en.wikipedia.org/wiki/Financehttp://en.wikipedia.org/wiki/Accountinghttp://en.wikipedia.org/wiki/Manufacturinghttp://en.wikipedia.org/wiki/Manufacturinghttp://en.wikipedia.org/wiki/Accountinghttp://en.wikipedia.org/wiki/Financehttp://en.wikipedia.org/wiki/Management_informationhttp://en.wikipedia.org/wiki/Management_information


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Recommendations

Some of the best practices that would be most suited to this type of organisational environment

would be to implement the use of centralised databases and computer generated bill of materials androuting schedules. This is the case as a result of lack of a companywide communication system in place.

Data such as purchase orders, product design specifications, potential demand variations must made

available throughout the organization. This could only help to increase companywide awareness to ensure

that all employees have an idea of the necessary steps required to adjust to the ever changing economic

climate.

Bill of materials and routing schedules are normally generated and stored manually on paper.

This has proved to be tedious, cumbersome and risky due to the fact that storage of data requires space

and cataloguing of documents can prove difficult. There is a risk of some data being lost or destroyed.

When the availability of information is vital to an organisations success, this simply cannot be allowed to

occur. Therefore it would be advised to keep digitally rendered data on storage drives for easier access

and referral. The risk of data loss is dramatically reduced and space becomes less of an issue. With these

stated suggestions put into practice, the probability of increased efficiency and productivity in the various

facets of the organizational process is certainly guaranteed.


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