PAGE

PAGE INDUSTRIES
MIS assignment 4

GROUP NO. 19
Submitted by:
Aman Madnawat (P39121),
Richa Sharma(P39157),
Yuvraj (P39177)
Table Of Content:
1 Information System Modelling……………………………………………………………………………………………………….2

1.1 Functional Systems……………………………………………………………………………………………………………………..2

1.1.1 Actors……………………………………………………………………………………………………………………………………2
1.1.2 Rules……………………………………………………………………………………………………………………………………..2
1.1.3 Process………………………………………………………………………………………………………………………………….2
1.1.4 Events……………………………………………………………………………………………………………………………………2
1.1.5 Transactions………………………………………………………………………………………………………………………….3
1.2 transaction tables………………………………………………………………………………………………………………………..3

2 process table……………………………………………………………………………………………………………………………….3
3 process matrix…………………………………………………………………………………………………………………………….4
4 OMNIS model………………………………………………………………………………………………………………………………5
5 Management control systems…………………………………………………………………………………………………..…6
6 Context diagram with functional inputs………………………………………………………………………………………8
7 Context diagram with organisational inputs………………………………………………………………………………10

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1 Information System Modelling

1.1 Functional System

1.1.1 Actors
Page industries is a distributor and manufacturer of Jockey undergarments. Its actors could be in the form of objects
(external, internal) and these affect the system directly. It includes jockey international, customers, employees, competitors,
political decision-making bodies in different countries, suppliers and others.

1.1.2 Rules
The page industries since the time it has been established in India, has drawn ground rules to capture the undergarment
market, so, keeping in mind the vision statement: ‘To continue to dominate the innerwear market in India for the next one
hundred years and beyond’. Page has maintained steadfast financial discipline whilst expanding its operations.it has focused
on maintaining consistency of product quality and design, a steady stream of new products to keep distributors and retailers
active and impressed. Feedback is heard and acted upon. It also adheres to the policy of consistently spending around 5%
of its revenue on advertising. Maintaining pricing discipline across through the year. it also has a strict policy against
supervisors shouting at workers in its manufacturing plants. It follows process-oriented culture.

1.1.3 Process
Core Process: distribution of the Jockey International and Speedo products such as undergarments, loungewear’s and
swimwear. Production of jockey licensed products and elastics for the same.
Support Process: Sales & Marketing, Customer Service, Distribution networks, Research and Systems Control.
Management Process: Division heads that take decisions for their respective products in different areas under their region.
Sales and Marketing, which is responsible for aligning customer and product strategy, and for cross-divisional tasks.
Inventory management and forecasting to optimise production.

1.1.4 Events

1.Plant Shutdown i.e., labour-related woes so HR Division which looks into Employee Relations will Analyse labour
compensation and will try to provide better compensation package or will Increase employee benefits after Assessing
the labour needs and provide compensation as per industry standards

2.Implementation of the advanced government norms for Manufacturing Technology - Changing government regulation
To upgrade the present system, be it taxes, etc. so the company would try to strategies accordingly.

3.Meeting pollution norms for Manufacturing- Responsibility Centre (Quality) Changing government regulation To
upgrade the present process to meet govt set standards Focus on process and production improvement Study present
reason that affect increased pollution.

4.Profit declining Corporate Services Division Sales going down To develop strategy to adapt to increased competition
Change in marketing strategy Understand the customer requirement and develop product as per their need in terms of
quality and price.

1.1.5 Transactions
Transaction table for Page industries is shown below:

Mode Intervention of Time Lag Example

people

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Online and Manual Yes Yes Online stock ordering
by distributors/EBOs.
Offline and batch Yes Yes Manufacturing.
Online Yes Yes (comparatively Performance of sales
low) team.
Real time No No Distributor sales.

1.2 Transaction Table:

Narration Owner Exchange Type Mode Service Frequency

Provider
Sale of Marketing & Goods Offline Customer Daily
Products Strategy
Material Production Goods Offline - Commercial Daily
Consumption Batch
Purchase of Procurement Goods Offline - Supplier Weekly
Raw Materials Batch
Employee Human Services Online - Page Monthly
Benefit Division- Batch industries
Expense Employee
Relations

Advertisement Marketing & Services Offline or Corporate As Per

and Sales Strategy Offline Services Agreement
Promotion Division
Expenses

2 Processes Table:

Process Type of Goal Rules/Logics Activities Functions

Description Process Related
Transportation of Support Adequate supply of No. orders Routing and Logistics
goods from Stock in Store requested transportation
warehouses to stores
Procurement of raw Support Adequate stock in Store capacity and Demand Logistics
materials store EOQ at low cost forecasting
Store level accounts Support Regular Budget and Daily Update of Finance
Maintenance of allocation records and
Records ledgers
Payments of Vendors Support Timely Payments Competitors, Invoicing, Finance
and maintaining Market Prices releasing
relationships with payments
vendors
Salaries of Support Employee retention Salary Benchmarks Attendance, Finance
employees leaves and
payroll

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Human resource Support Maintain adequate Benchmarks and Recruitment Human
planning employees in stores industry standards drive resource
Job consultancy

3 Process Matrix:

Sr. Process Description P1 P2 P3 P4 P5 P6

no.
1 Transportation of goods from x x x
warehouses to stores
2 Procurement of raw materials x x x
3 Store level accounts x x x
4 Payments of Vendors x x x
5 Salaries of employees x x x x
6 Maintaining no. of employees x x x

4 OMNIS model:
Process Process Type of Goal Activities
Description process
1. Contract for raw Core To avail raw material  Identify suppliers
materials from for seamless  Fix price for raw
current and production material and quantity
potential of materials
suppliers
2. Inventory Management To keep inventory  Forecasting
optimization cost low  Ordering
through forecasting
and estimation

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3. Maintenance Management To increase loyalty Keeps close interaction
of base with the customers
harmonious and makes all out efforts to
customer solve their grievances and
interface complaints

4. Evaluation by Management To control and  Assessment of the

divisional head as monitor work done
well as country departmental  Advice to improve
business head procedures

5. Periodic Support To meet the time  Clean all

cleaning and schedule, cost and infrastructures
maintenance of quality  Inspection of all
production and machines and tools
procurement
infrastructure
6. Internal quality Support To check -Implement quality
auditing compliance of standards
quality activities -Adhere to Quality
and processes. system procedures

7. Maintenance of Support To maintain daily - Payment receipts

accounts accounts and from suppliers and
ledgers distributors
8. Maintain the Support To maintain and - To work according to
internal database update top management advices
organizational and
database timely expectations.
9. Production of Core To produce estimated  Demand estimation
various products order size of the for the quarter
products  Produce sufficient
products to match
the order size

5 Management Control System:

Systems Nature Purpose Focus Area Instance in the Control Performance

Area of of case used Indicators
systems Systems

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Belief Shared Belief, To respect Retain The automation
Execution of
Systems Purpose core areas of organizational organization plans in
work against
the value and improves the production
estimates
organization production capacity, processes
sanctioned.
distribution network Organizati
Improvement of
and maintenance of on statutory
facilities
infrastructure Acts and
(feedback from
facilities on a yearly regulations
customers and
basis. in force.
employers)

Boundary Formalization of To encourage To avoid risks The organization Monitoring Prevention of

Systems rules and logic individual in domain tries to investigate by reoccurrence of
innovation the causes of non the non conformity in
within the conformity of productio every projects
boundary product and n head and
specified. environment found the
in the process of different
quality and head of
environment departmen
management. ts for
performan
ce
evaluation
.
Threshol
d levels
are set
by the
board of
directors
for the
perform
ance
evaluati
on.
Incentiv
e
mechani
sm for
top
perform
ers
Diagnostic Feedback, controls Resource Design critical The organization Yearly Reduction in
System and monitoring of allocation performance takes care of audit report repetitive non-
organizational and areas quality of the raw has been compliance.
outcomes motivation to materials and end published
optimization products by the
production and organizatio
tests results comply n. Customer
with the planned feedback
arrangement. The cell for
planned every
arrangement is product.
done on the basis of
best possible
resource allocation
and optimization.

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Interactive Role specific Stay prepared Address Automated system Automated Not meeting
control controls and for strategic takes care of system distributor’s
system measurements. uncertainties uncertainties. production and Organizatio order sizes in
and take new supply side n’s statuary time indicates
initiatives uncertainties. acts and that
Efficient inventory laws in organization is
with forecasting force. not efficiently
takes care of forecasting the
demand side demand of the
uncertainties. products or
production
processes are
not efficient to
meet the
demand.
No. of
consumer
complaints for
the taste and
packaging of
the products
indicates the
organization s
facing quality
or branding
issues for the
products.

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6 CONTEXT DIAGRAM WITH FUNCTIONAL INPUT:

The Overall Organizational Context Diagram aims to project the overall organizational interfaces among its constituents to
address the core issue. Here the core issue is to increase the number of customers and retain the present ones. The
constituents are the Functional Systems, Employees, Customers, Stockholders and Investors.

The Functional systems include Marketing, Operations, Human Resource, Sales and Finance & Accounting. These
functional systems contribute to address the core issue.

The training of employees is done in-house. It is taken care by the Human Resource department.

The Investment is taken care by using appropriate strategies to maintain debt and equity ratios.

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7 CONTEXT DIAGRAM WITH ORGANISATIONAL INPUTS:

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