PRODUCTION LAYOUT

Project on: Parle Glucose (parle G) Parle products Submitted by: Mona Dharmendra Vyas
Email : vyasmona26@gmail.com

Class: T.Y.BA Division: B Roll. no.: 139 Submitted to: Prof.

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ACKNOWLEDGEMENT
TO GANESHA
At the very outstrip, fail to find adequate words, with limited vocabulary, at my command, to express my emotions, to dear god, whos eternal blessing, divine presences and masterial guidance help me to fulfill my project. I will always will obliged and grateful to my teacher for their inspiration and encouragement, which gave succor, and strength to my thought and mapped my way to find modus operandi for myself. Sometimes it is not easy to express our emotions in words to say thanks to our parents, for there constant un-demanding love scarifies and inspiration guidance and never ending enthugiagam. And ostentation use of words will not be sufficient to my institution patkar collage for their valuable and critical suggestion, constant inspiration and encouragement and sentimental support throughout my work. I extent my sincear thanks to my friends whos inestimable has help me a lot to complete the project. We hope that anyone with idea and suggestion or criticism regarding this project will feel free to contact me. Such comments are always welcome and I solicit additional correction and criticism which may be address to me at vyasmona26@gmail.com .

Mona D. Vyas. T.Y.Ba. Roll No-139.

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Certificate

This is to certify that the Industrial economics Project titled Parle Glucose (parle G) With Reference To Labor participation and labor problems Advertising And Promotional Activities is an academic work done by Mona Dharmendra Vyas submitted in the partial fulfillment of the requirement for the award of The Degree of Bachelor of Arts Mumbai University from Patkar collage, under my guidance & direction. To the best of my Knowledge and belief the data & information presented by him/her in the project has not been submitted earlier.

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INDEX
INTRODUCTION PARLE BISCUIT STORY THE STRENGHT OF BRAND THE QUALITY COMMITENT THE MARKETING STRENGTH THE CUSTOMER CONFIDENCE PARLE G - THE EVOLUTION!!! IMPORT - EXPORT VARIOUS UNIT OF COMPANY IMPORTANT PEOPLES OF THE COMPANY HIERARCHY OF PARLE PRODUCTS MANUFACTURING PROCESS FLOW CHART PROCESS LAYOUT ( FLOW ) PROCESS LAYOUT ( DESCRIPTION ) RAW MATERIAL INVENTORY SHIFTS WASTAGES LOOSE BOSCUITS STEPHEN MIXER ROTARY MOULD COOLING CONVYER LAMINATOR BISCUIT BAKING OVEN ROTARY CUTTER COUNTING UNIT SUGAR GRINDER MULTIPACK WRAPPING MACHINE POLYBAG TAPPING MACHINE PACKING MACHINE MACHINERY USED IN MAINTANCE OF MAJOR MACHINERY USE OF COST CUTTING MEASURES

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Parle Glucose Biscuits

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Company Profile
Basic Information

Company Name: Business Type: Product/Service (We Sell): Address:

Ownership & Capital

PARLE PRODUCTS PVT. LTD. Manufacturer BISCUITS,CONFACTIONERIES V. S. KHANDEKAR MAR, VILE PARLE EAST

Year Established:
Trade & Market

1929

North South Main Markets: Southeast Africa Mid Eastern Asia

Factory Information

America America Asia East

Management Certification:

HACCP

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1.

INTRODUCTION

A long time ago, when the British ruled India, a small factory was set up in the suburbs of Mumbai city, to manufacture sweets and toffees. The year was 1929 and the market was dominated by famous international brands that were imported freely. Despite the odds and unequal competition, this company called Parle Products, survived and succeeded, by adhering to high quality and improvising from time to time. A decade later, in 1939, Parle Products began manufacturing biscuits, in addition to sweets and toffees. Having already established a reputation for quality, the Parle brand name grew in strength with this diversification. Parle Glucose and Parle Monaco were the first brands of biscuits to be introduced, which later went on to become leading names for great taste and quality.

2.HISTORY
Biscuits were very much a luxury food in India, when Parle began production in 1939. Apart from Glucose and Monaco biscuits, Parle did offer a wide variety of brands. However, during the Second World War, all domestic biscuit production was diverted to assist the Indian soldiers in India and the Far East. Apart from this, the shortage of wheat in those days, made Parle decide to concentrate on the more popular brands, so that people could enjoy the price benefits. The incredible demand led Parle to introduce the brand in special branded packs and in larger festive tin packs. By the year 1949, Parle Gluco biscuits were available not just in Mumbai but also across the state. It was also sold in parts of North India. By the early 50s, over 150 tonnes of biscuits were produced in the Mumbai factory. Looking at the success of Parle-G, a lot of other me-too brands were introduced in the market. And these brands had names that were similar to Parle Gluco Biscuits so that if not by anything else, the consumer would err in picking the brand. This forced Parle to change the name from Parle Gluco Biscuits to Parle-G. Parle-G was the only biscuit brand that was always in short supply. It was heading towards becoming an all-time great brand of biscuit. Parle-G started being advertised in the 80's. It was advertised mainly through press ads. The communication spoke about the basic benefits of energy and nutrition. In 1989, Parle-G released its Dadaji commercial, which went on to become one of the most popular commercials for Parle-G. The commercial was run for a period of 6 years. Parle-G grew bigger by the minute. Be it the packs sold, the areas covered or the number of consumers. It became a part of the daily lives of many Indians. It wasn't a biscuit any more. It had become an icon. The next level of communication associated the brand with the
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positive values of life like honesty, sharing and caring. Thankfully today, there's no dearth of ingredients and the demand for more premium brands is on the rise. That's why, we now have a wide range of biscuits and mouthwatering confectionaries to offer.

3.PARLE G - THE EVOLUTION !!!

Parle-G has been a strong household name across India. The great taste, high nutrition, and the international quality, makes Parle-G a winner. No wonder, it's the undisputed leader in the biscuit category for decades. Parle-G is consumed by people of all ages, from the rich to the poor, living in cities & in villages. While some have it for breakfast, for others it is a complete wholesome meal. For some it's the best accompaniment for chai, while for some it's a way of getting charged whenever they are low on energy. Because of this, Parle-G is the world's largest selling brand of biscuits. Launched in the year 1939, it was one of the first brands of Parle Products. It was called Parle Gluco Biscuits mainly to cue that it was a glucose biscuit. It was manufactured at the Mumbai factory, Vile Parle and sold in units of half and quarter pound packs. The incredible demand led Parle to introduce the brand in special branded packs and in larger festive tin packs. By the year 1949, Parle Gluco biscuits were available not just in Mumbai but also across the state. It was also sold in parts of North India. By the early 50s, over 150 tones of biscuits were produced in the Mumbai factory. Looking at the success of Parle-G, a lot of other me-too brands were introduced in the market. And these brands had names that were similar to Parle Gluco Biscuits so that if not by anything else, the consumer would err in picking the brand. This forced Parle to change the name from Parle Gluco Biscuits to Parle-G. Originally packed in the wax paper pack, today it is available in a contemporary, premium BOPP pack with attractive side fins. The new airtight pack helps to keep the biscuits fresh and tastier for a longer period. Parle-G was the only biscuit brand that was always in short supply. It was heading towards becoming an all-time great brand of biscuit. Parle-G started being advertised in the 80's. It was advertised mainly through press ads. The communication spoke about the basic benefits of energy and nutrition. In 1989, Parle-G released its Dadaji commercial, which went on to become one of the most popular commercials for Parle-G. The commercial was run for a period of 6 years. Parle-G grew bigger by the minute. Be it the packs sold, the areas covered or the number of consumers. It became a part of the daily lives of many Indians. It wasn't a biscuit any more. It had become an icon. The next level of communication associated the brand with the positive values of life like honesty, sharing and caring. In the year 1997, Parle-G sponsored the tele-serial of the Indian superhero, Shaktimaan that went on to become a huge success. The personality of the superhero matched the overall
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superb benefits of the brand. Parle extended this association with Shaktimaan and gave away a lot of merchandise of Shaktimaan, which was supported by POS and press communication. The children just could not get enough of Parle-G and Shaktimaan. In the year 2002, it was decided to bring the brand closer to the child who is a major consumer. A national level promo - `Parle-G Mera Sapna Sach Hoga' was run for a period of 6 months. The promo was all about fulfilling the dreams of children. There were over 5 lakh responses and of that, over 300 dreams were fulfilled. Dreams that were fulfilled ranged from trips to Disneyland at Paris & Singapore; free ride on a chartered plane; 20 scholarships worth Rs 50,000; a special cricket coaching etc. The year 2002 will go down as a special year in Parle-G's advertising history. A year that saw the birth of G-Man - a new ambassador for Parle-G. Not just a hero but also a super-hero that saves the entire world, especially children from all the evil forces. A campaign that is not just new to the audiences but one that involves a completely new way of execution that is loved by children all over the world Animation To make the brand much more interesting and exciting with children, it was decided to launch a premium version of Parle-G called Parle-G Magix in the year 2002. Parle-G Magix is available in two exciting tastes - Cocoh and Cashew. The year 2002 also witnessed the launch of Parle-G Milk Shakti, which has the nourishing combination of milk and honey, especially launched for the southern market. Parle-G continues to climb the stairs of success. Take a look at the global market where it is being exported. First came the Middle East then USA followed by Africa and then Australia. An Indian brand, that's exported to almost all parts of the world. After all that's what you would expect from the Parle-G World's Largest Selling Biscuit.

3.1 HOW PARLE FOUGHT TO MAKE BISCUIT AFFORDABLE TO ALL

Biscuits were very much a luxury food in India, when Parle began production in 1939. Apart from Glucose and Monaco biscuits, Parle did offer a wide variety of brands. However, during the Second World War, all domestic biscuit production was diverted to assist the Indian soldiers in India and the Far East. Apart from this, the shortage of wheat in those days, made Parle decide to concentrate on the more popular brands, so that people could enjoy the price benefits. Thankfully today, there's no dearth of ingredients and the demand for more premium brands is on the rise. That's why; they now have a wide range of biscuits and mouthwatering confectionaries to offer.
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4.THE STRENGTH OF THE BRAND

Over the years, Parle has grown to become a multi-million US Dollar company. Many of the Parle products - biscuits or confectionaries, are market leaders in their category and have won acclaim at the Monde Selection, since 1971. Today, Parle enjoys a 40% share of the total biscuit market and a 15% share of the total confectionary market, in India. The Parle Biscuit brands, such as, Parle-G, Monaco and Krackjack and confectionery brands, such as, Melody, Poppins, Mangobite and Kismi, enjoy a strong imagery and appeal amongst consumers. Be it a big city or a remote village of India, the Parle name symbolizes quality, health and great taste! And yet, we know that this reputation has been built, by constantly innovating and catering to new tastes. This can be seen by the success of new brands, such as, Hide & Seek, or the single twist wrapping of Mango bite. In this way, by concentrating on consumer tastes and preferences and emphasizing Research & Development, the Parle brand grows from strength to strength.

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5.THE

QUALITY

COMMITMENT

Parle Products has one factory at Mumbai that manufactures biscuits & confectioneries while another factory at Bahadurgarh, in Haryana manufactures biscuits. Apart from this, Parle has manufacturing facilities at Neemrana, in Rajasthan and at Bangalore in Karnataka. The factories at Bahadurgarh and Neemrana are the largest such manufacturing facilites in India. Parle Products also has 14 manufacturing units for biscuits & 5 manufacturing units for confectioneries, on contract. All these factories are located at strategic locations, so as to ensure a constant output & easy distribution. Each factory has state-of-the-art machinery with automatic printing & packaging facilities. All Parle products are manufactured under the most hygienic conditions. Great care is exercised in the selection & quality control of raw materials, packaging materials & rigid quality standards are ensured at every stage of the manufacturing process. Every batch of biscuits & confectioneries are thoroughly checked by expert staff, using the most modern equipment.

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6.THE MARKETING STRENGTH

The extensive distribution network, built over the years, is a major strength for Parle Products. Parle biscuits & sweets are available to consumers, even in the most remote places and in the smallest of villages with a population of just 500. Parle has nearly 1,500 wholesalers, catering to 4,25,000 retail outlets directly or indirectly. A two hundred strong dedicated field force services these wholesalers & retailers. Additionally, there are 31 depots and C&F agents supplying goods to the wide distribution network. The Parle marketing philosophy emphasizes catering to the masses. They constantly endeavour at designing products that provide nutrition & fun to the common man. Most Parle offerings are in the low & mid-range price segments. This is based on their understanding of the Indian consumer psyche. The value-for-money positioning helps generate large sales volumes for the products. However, Parle Products also manufactures a variety of premium products for the up-market, urban consumers. And in this way, caters a range of products to a variety of consumers.

7.THE

CUSTOMER

CONFIDENCE

The Parle name conjures up fond memories across the length and breadth of the country. After all, since 1929, the people of India have been growing up on Parle biscuits & sweets. Today, the Parle brands have found their way into the hearts and homes of people all over India & abroad. Parle Biscuits and confectioneries, continue to spread happiness & joy among people of all ages. The consumer is the focus of all activities at Parle. Maximizing value to consumers and forging enduring customer relationships are the core endeavours at Parle. Their efforts are driven towards maximizing customer satisfaction and this is in synergy with their quality pledge. " Parle Products Limited will strive to provide

consistently nutritious & quality food products to meet consumers' satisfaction by using quality materials and by adopting appropriate processes. To facilitate the above we will strive to continuously train our employees and to provide them an open and participative environment."

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8.GLOBAL

ENVIRONMENT

Going international is yet another trend followed by modern business houses. Internationalization and globalization is fast becoming imperative for modern business due to technological innovations, crumbling trade barriers, global flow of capital and technology, information explosion, intensity of market competition, changing life styles and the demand for new products. Production facilities are being set up in different countries and products are being sold through a global network. Gradually, business houses are exposed to global competition which augurs well for consumers. Internationalization of business is a means of sustaining a strong domestic base in terms of technology, product, market and the capital over a longer period. At the company level, globalization means two things: (a) The company commits itself heavily with several manufacturing locations around the world and offers products in several diversified industries. (b) It also means the ability to complete in domestic markets with foreign competitors. In the popular sense, globalization refers mainly to multi-plant operations. RELATING PARLE-G WITH THE GLOBAL ENVIRONMENT

According to Parle-G, the term GLOBALISATION does not merely mean imports and exports, but letting your presence felt all over the world. Expansion and recognition are the main factors of going global. The immense popularity of Parle products in India was always a challenge to their production capacity. Now, using more modern techniques for capacity expansion, they have begun spreading their wings and are going global. Parle biscuits and confectionaries are fast gaining acceptance in international markets, such as, Abu Dhabi, Africa, Dubai, South America and Sri Lanka. Even the more sophisticated markets like USA & Australia, now relish Parle products. Parle-G continues to climb the stairs of success. Take a look at the global market where it is being exported. First came the Middle East then USA followed by Africa and then Australia. An Indian brand, that's exported to almost all parts of the world. After all that's what you would expect from the Parle-G World's Largest Selling Biscuit. Other international companies choose India as a global market because labour in other countries is costly as compared to in India. In India things are quite easier. Government has become more liberal for MNCs to enter Indian market which results in high competition with the in-house companies. For example: China has a huge impact on the Indian market. Cameras from Japan and China are of hi-tech technologies which are available at the cheapest rates. There is a huge gap between the prices of Indian products and such other imported products. Another example is of Intel-II. They have now started manufacturing chips in India which further resulted as a tough competition to other Indian companies. Another international biscuit making company is ITC which winded up its business within a year due to tough competition laid by Parle-G.
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Parle-G has a strong base in India since 1939. it has now become the largest biscuit selling company in entire India and is also proved to be three times more then the US based biscuit manufacturing companies. Parle-G has 40 factories working all over the country including 6 mother units. These mother units are located at Mumbai, Rajasthan, Haryana, Bangladesh, Bhuj and Uttaranchal. Raymond Vernon had introduced a product-cycle theory in late 1960s, but this theory is still relevant till today. This theory explains that how companies go global. Initially, small scale companies produce attractive products and sell them in their home markets. Sooner or later, foreigners come to know about these products. As the popularity of these products increases they start exporting them abroad. As the foreign demand grows, the economies of foreign production changes. Eventually, the company starts setting up their own plants globally. In this manner various companies go global. But Parle-G doesnt agree with this theory laid by Vernon. According to them there are four stages that the company should follow for going global. They are: infancy, growth, maturity and decline. Parle-G is yet at the growth stage of the theory for going global. Going global for any company involves risk. Hence, Parle-G recruits a special team for market surveys called a market research team. This team keenly studies the culture, market situation, fashions, preferences, habits and taste of the consumers of the country they are going to enter. As Parle-G is meant for poor class of population, other variety in biscuits made by Parle-G are for middle and upper class people, they need to study all levels of society to launch the product similar to their conclusions. Supplying or launching a new product requires sample testing before the same. According to Parle-G, company should behave in the same manner and culture as of its host country. They need to follow their laid rules and regulations and their local laws. Parle-G will continue in its host countries the same performance appraisal methods as in its home country. Because they follow the norm which says that the employees are of same capabilities and talents everywhere even though the working conditions are not the same. Hence, they would appraise the performance of their employees based on caliber and not based on the impression of the host countries. 8.1Imports-exports The immense popularity of Parle products in India was always a challenge to their production capacity. Now, using more modern techniques for capacity expansion, we have begun spreading their wings and are going global. Parle bisuits and confectionaries are fast gaining acceptance in international markets, such as, Abu Dhabi, Africa, Dubai, South America and Sri Lanka. Even the more sophisticated markets like USA & Australia, now relish Parle products. As part of the efforts towards a larger share of the global market, Parle has initiated the process of getting ISO 9000 certification. Many Parle Products have also won Gold, silver and bronze medals at the Monde Selection.
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9.VARIOUS UNIT OF COMPANY

There are five mother units and thirty one contact manufacturing units in India. The main difference between mother units and contact units is that mother units produce more than one product that is PARLE G, MONACO, KRACK JACK, SIXER, HIDE AND SEEK etc. while contact unit manufacture only PARLE G. Mother units are as follows. Mumbai (Maharashtra) Bhadurdgarh (Haryana) Neemrana (Rajasthan) Banglore and Kolkata

10.IMPORTANT PEOPLE OF THE COMPANY

CHAIRPERSON: DIRECTOR: EXECUTIVE DIRECTOR: COMMERCIAL MANAGER: FACTORY MANAGER: PRODUCTION MANAGER: STORE MANAGER: MR. VIJAY CHAUVAN MR. ANUP CHAUVAN MR. AJAY CHAUVAN MR. AMOL MR. NIVATIA MR. RAJESH RAUL MR. DIXIT

10.1 HIERARCHY OF PARLE PRODUCTS

CHAIRPERSON
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EXECUTIVE DIRECTOR

PRODUCTION MANAGER

PRODUCTIONMANAGER

BISCUIT

CONFECTIONERY

CHIEF ENGINEER HRD BISCUIT MANAGER PERSONEL ADMINISTRATOR EMPLOYES

ENGINEER OFFICER

CONFECTIONERY

PRINTING

SUPERVISORS CHARGE HAND EMPLOYEE

10.2 MANUFACTURING PROCESS FLOW CHART

RAW MATERIAL TESTING

MIXING
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MOULDING

BAKING

COOLING

PACKING

11. PROCESS LAYOUT

STEPHAN MIXER STEPHAN MIXER

MOULDING

OVEN

CURVE PLATE

COOLING CONVYER CURVE PLATE

STALKING TABLE
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MULTIPACK

MACHINE BOX TAPPING DEVIRSION BELT CONVEYOR BELT CONVEYOR BELT SEALING MACHINE

DISPATCH SECTOIN

11.1 PROCESS LAYOUT OF PARLE PRODUCTS LTD.

PARLE G are made at parle products ltd. at vile parle . First of all the parle products buys RAW MATERIAL from the various suppliers and stored into the store room. This raw material is then sent to laboratory for testing and after testing only it is used for manufacturing. The raw material consist of Wheat flour, Sugar, Partially hydrogenated edible vegetable oils, Invert syrup, Leavening agents (503 Baking powder) Milk, solids Salt Emulsifiers (E 322 or E 471 or E 481) and Dough conditioners (E 223). Such a mixture of raw material is taken and mixed into STEPHAN MIXTURE, which is high power mixture machine. Specially made for mixture of dough, from which the mixture is passed to molder called ROTARY MOULDER. Through that moulder approximately 10,000 come out in a minute. Moulder had 260 cups fitted in it which gives shape to the biscuits and an impression embossed on it of parle-g. From rotary moulder the dough is passed through a 260 feet long OVEN which is approximately 340* c. In oven there are three stages to be followed

Removal of moisture. Building the structure of biscuits. Colourings of biscuits take place.

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From oven the hot biscuits are placed on the COOLING CONVYOR, which is 260 feet long and the biscuits continues to run on it for 5 to 7 minutes so that the biscuits become cool and all the moisture that biscuits contain gets evaporated. And because of the above reason the factory has S FLOW LAYOUT in the factory. The conveyor continues to move to COUNTING UNIT where biscuits are counted and seen that it is going on properly or not. The conveyor continues till the biscuits reach the STALKING TABLE at which the biscuits are packed in very orderly manner. From cooling conveyor sum biscuits are diverted through AUTO FEEDING MACHINE to another stalking machine where packing is done. From stalking table the biscuits are moved on conveyor to MULTI PACK WRAPPING MACHINE were 16 biscuits are packed into a regular parle g wrapper so that the weight of 16 biscuits comes up to 100 grams. Then 24 packets of parle g biscuits are packed into a POLY BAG And after packing it into poly bag it is sent to SEALING MACHINE where it is sealed, Then it is sent to CORRUGATE BOX SECTION in which 6 poly bags are placed and Then the boxes are kept on conveyor and sent to DISPATCH SECTION from were the biscuits are sent to various places in India and all over the world.

11.2 RAW MATERIAL

Wheat flour Sugar Partially hydrogenated edible vegetable oils Invert syrup Leavening agents (503 Baking powder) Milk solids Salt Emulsifiers (E 322 or E 471 or E 481) and
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Dough conditioners (E 223) and contains added flavours. The raw material is mixed in certain proportion, to get the best quality of biscuits. All the ingredients are tested in laboratory so that no low quality of raw material is used in manufacturing process. The raw material is tested for their acidic value, moisture it contains, and quality of milk powder.

11.3 INVENTORY The inventory of the company that is the raw material is of a week. They store such inventory in store room and then is sent for testing in laboratory and after testing it is sent for production.

11.4 SHIFTS There is nearly 10,000 employees working in the company and are working in three shifts.35,000 tones of biscuits are manufactured in a day of one particular product, and there are such nine product manufactured in the factory.

11.5 WASTAGES There are two type of wastage in factory. First is the waste materials fallen on ground. Such waste material is of 1% which is marginal and acceptable which goes into total waste. Second types of waste are the biscuit collected in tray of the multi-pack wrapping machine, since these biscuit are broken they are not packed and sold to the customer but collected in other tray and sold as broken pieces and sold for less price for cattle feeding.

11.6 LOOSE BISCUIT

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On the stalking table one to two rows of baked biscuits are kept aside for selling it as loose biscuits. They are normally assumed to be damaged biscuits but they are not damaged or broken but company keep such loose packets of biscuits to sell it to the local people for marginal rate of 33 Rs / kg.

12. FOLLWING ARE MANUFACTURING 12.1 STEPHEN MIXER

THE MACHINERY USED IN

The Stephan TK Mixer is an ideal component to fully automatically feed the down-stream make-up equipment for biscuits, bread, rolls, buns, cake, sweet goods, cookies and crackers. 12.1.1The 1000 kg/h to advantages 6000 kg/h are depending on compelling: the model.

High volume output results from the short kneading time and fast ingredient charging: Totally unassisted automatic discharge combines with predividing of the dough into approximately 15 kg. Pieces, is the basis for a fully automatic operation without the need for Dosing of flour, any water, yeast, salt, full-time shortening and other operator. nutrients.

In a few seconds, all ingredients are homogeneously mixed. Then, as the dough begins to develop, the Stephan energy meter control will ensure each dough is finished to the same The No-time
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development Stephan dough Flour Mixer formula Straight fermented is most broth liquid economical (yeast sponge with: system. dough Liquid slurry) system

From batch to batch, the doughs will be consistently uniform: "Process Control" Compact construction, no building preparation necessary, almost service-free day-today shaft. Easy Only solid Quiet operation, less vibration. Count on a better result. In these competitive times, good kneading is not enough. For a profitable operation, you need a short process time and an exact control on input energy which allows you to mix each dough to the same development curve. A short amortization of the capital investment occurs due to an increase in productivity more finished product from same amount of flour - and due to a perception of better quality in the areas of longer shelf life, "a delicate crumb", softer crumb structure, higher volume and increased flavor. The process control is simple and reliable. The processes of ingredient loading, mixing and dough discharge are controlled by each program. Depending on the ingredient loading system design, the recipe change needs no change of program. However, if the dosing system can not be adjusted independently, then a different program can be used for each recipe. The ingredient loading system should be designed to allow each scaled ingredient to be weighed during the mixing time of each previous batch. With this pre-scaling or staging of ingredients, all ingredients are ready to be charged at the same time. This system design will save time and thereby increase output. This control system would operate the entire loading, batching, mixing, discharging and dough conveying system. This would include the logic for accurate scaling of ingredients. 12.1.2 Here's how the Stephan Mixer works. The operation can be divided into four phases: loading, mixing, kneading and discharging. After loading the mixer with all ingredients, the mixing process starts. The unique shape of the mixing/kneading tool, combined with the mixing baffle, produces a very homogeneous mix. The combination of the mixing tool allows for the optimum hydration of the flour. Due to this intensive hydration, a higher yield is possible in the range of 1.5-3% depending on the type of dough. This complete development leads to a delicate crumb and an extremely machine able dough. Using a special attachment, the Stephan Mixer can knead the doughs under a vacuum, if it is desired to have a super fine pore structure like American or English white pan bread.
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operation. There is no coupling to stainless steel or power transmission. clean. construction.

The direct drive design allows the kneading element to be fastened directly onto motor

Stephan Mixers are powerful and versatile. Automatic make-up equipment is fed totally automatically by the Stephan Mixer. Quality improvement and automatic batching are the main advantages of the Stephan Mixer. Biscuits and rolls will have bigger volumes, more uniform texture and a more tender and delicate crumb. The Stephan Mixer is also used efficiently in the cookie and cracker industry for products such as: Biscuits Bread sticks Soda crackers Rotary cookies Wire-cut cookies With only two different mixing and kneading tools, all of the above described products can be produced. 12.2 STEPHAN MIXER

ROTARY MOULD

COOLING CONVEYOR

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12.3ROTARY MOULD

structure in corrosion-proof; and Aisi 304 stainless steel satin stainless steel panelling swivel wheels support feet trays loader with automatic chain feed feeder roller anodised aluminium presser roller in White rubber bronze moulder roller with quick change system scraper blade in stainless steel pressure adjustment of rubber roller scraper blade adjustment closed ring outlet belt with adjustment belt cleaner blade with extractable drawer product outlet with power driven roller 1.00 kW speed variator

anodised

aluminum and

roller tension

on and

moulder centering

12.4 COOLING CONVEYOR The biscuit coming from stripping conveyor is directed on to the cooling conveyor to transfer the heat in the biscuit to atmospheric air as it is passing on it. The total travel of the cooling conveyor is 1.5 times the oven length. As per need specifications it need the travel of 150 ft. for effecting cooling. Cooling conveyor is made in a modular construction of 2.5 Meters. long and connected together to form the required length. The supporting side channels are fabricated from 3mm thick M.S. sheet. Idle rollers are spaced at 750mm apart on conveying direction and 1700mm on the return
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direction. All the idle rollers are of 48mm dia, mounted on 6004 ZZ deep groove ball bearings with grinding finish and hard chrome plated for hygienic conditions. During the production practically about the droppings of oil from the cloth due to rubbing of cloth against tie angles when producing high fat biscuits. To minimise this is replaced the all tie angles also with idle rollers. This might costs little extra, but you can maintain hygienic conditions at working area. Drive drums are two no's. of 220mm dia and projections are made on the surface of drums to minimize slip or covered with friction grip rubber tape. Manual tensioning and tracking are provided. You can rely only on feeder table to stack the oil sprayed biscuits which does not require more travel after oil spraying.

12.5 LAMINATOR Laminators are generally used for production of all kinds of hard biscuits, crackers and cocktail snacks. With laminator it is possible to create a puffy pastry-like structure, which is of decisive importance for the quality level and consequently for the sales success. Laminating of Dough band improves the weight/volume ratio considerably i.e., quantity increase at same weight. In this superior functioning machine the dough band received from sheeter of 838mm width is passed through two shuttles. The dough sheet is cut into pieces by a knife for a length of 1000mm (39") and these pieces are laid on bottom shuttle by top shuttle. This bottom shuttle layers the pieces on first conveyor unit of 1000mm (39") wide production line very carefully. The first conveyor unit feeds to the first gauge roll unit. No. of layers can be controlled by the speed of first conveyor unit or increasing the speed of sheeting unit and laminator by A.C. variable frequency drive.

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12.6 BISCUIT BAKING OVEN Construction: The oven body consists of steel steam tight tunnel with equally divided zones of the radiators. Stainless steel expansion joints are provided between these zones in order to eliminate the expansion of the oven section. The inspection doors are provided for inspection of the baking goods during the process. And it is 260 feet long. Firing Chambers: The complete chamber are insulated with minerwoll filled from outside to conserve heat and increase efficiency. The fully automatic imported burner shall be fitted to the chamber and the temperature shall be controlled by automatic temperature controller on the control panel. Insulation: The complete oven will be covered with 10" thick mineral wool insulation from top, bottom and the sides. The bottom portion of the oven at the sides will be covered with CRC sheets for the conveyor protection and to avoid heat loss. Baking System: The baking in the heating chamber takes place by radiators located under and above the wire mesh band which distribute heat for uniform baking. The recirculation heating gases of these radiators can be controlled for each zone separately. The closed recirculation system is having slight vacuum so that combustion gases can not enter into the baking chamber. The ventilating fan is for circulation of the heating gases through the recirculation system and thermostatically controlled burners provide the set temperature of the heating gases. Fans: All the circulating fans are fabricated from M.S. & S.S. and will be well balanced to avoid vibration and will give noise free operation in high speeds 12.7 ROTARY CUTTER The single head rotary cutter prints fine design on a continuously fed dough sheet and also cuts out the individual dough piece. The unit powered by 1.5KW helical geared motor and speed controlled by AC frequency controller. Drive is given to cutting roller only to accommodate different sizes of die's in this machine. Rubber lined anvil roller is adjustable in height so that pressure can be controlled at both sides in parallel or independently. The anvil roll is being driven by friction of the cutting web, which is independently powered by its own separate drive. For safety reasons the cutting roll is provided with guard, removal of which stops the motor. 12.8 COUNTING UNIT
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The counting unit counts and see that the biscuit making process is going fine or not, i.e. as per the program set in the machine, program is set as per the grams required. Generally 16 biscuits are taken by the counting unit so that it leads to 100 grams. 12.9 SUGAR GRINDER Turbulence System and Steam Extraction: APPLICATION: The machine is used to granule (crystal) sugar to make it in powder form for using in biscuit recipe. DESIGN: Hammer Mill type, body of the machine is fitted on a sheet metal box/container/receiver with one air exhaust balloon. The driving motor is fitted on the top of the box. In case of auto feeding a bucket elevator is fitted at one end of the box. OUTPUT: FEEDING: 10 Kg/min. (icing sugar) Automatic

POWER LOAD: 5 HP for grinder, 1 HP for auto feeder with built-in control panel

12.10 MULTIPACK WRAPPING MACHINE This machine helps in wrapping the biscuits on the particular wrapper fixed on the roller of the machine. The wrapper is feed into the machine and the sealing of the wrapper is done by four heater roller, which is fitted on the machine. This heater roller heat up the plastic and seals the packet. And at the same time the jaw cutter cut the packet on the cutting edge marked i.e. as per the grams of the packet which is feed in the automatic machine (100 120, 120 150, 150 -170, 170 - 190). The packets coming out from the wrapping machine in a minute is programmed in computer and can be changed as per the need. 12.11 POLY BAGS Poly bags contain 24 packets of parle g biscuits in one poly bag. There are 4 workers employed on this section who take care of the work by putting 24 packets of biscuits in the bag and forwarding it to sealing machine section.
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12.12 SEALING MACHINE The sealing machine has heater rod for sealing the poly bag in which 24 packet of biscuit are placed, and it have a conveyer belt on other side so that when the poly bag passes through the heater and get sealed then it is passed to the tapping machine. 12.13 TAPPING MACHINE Six such poly bags are placed in one such corrugated box and the box is passed through the tapping machine where are tapped and then sent through a long diversion conveyer belt. This belt helps to transfer the box to the dispatch section directly. 36 boxes are arranged on pallet in the dispatch section, from where they are transferred to the various dealers all over the India and world wide.

13. MACHINERY USED IN MAINTENANCE OF MAJOR MACHINERY

Laphe Drilling machine Shaper Miller Pantograph and many more.

14. USE OF COST CUTTING MEASURES.

For example:
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All the biscuits are manufactured in this factory i.e. In Mumbai one as the load of work exceeded many factories were set up in other states of India. So the cost of transportation decreases and more profit is earned. Another example is of Hide and Seek one of the products of the company, for which they used to import chocolate chips from Australia but later when it was available in Chennai so the import was stopped and the cost dropped by a rupee because the duty which was on the import was high and then another supplier was found in Hyderabad and the price was again reduced by a rupee which finally ended up at 14 rupees.

15.HR TECHNIQUES ADOPTED AT PARLE.

5S KAIZENS SQC TQM POKA-YOKE 5S 1S:- SEIRI 2S :-SEITON
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3S :-SEISO 4S :-SEIKETSU 5S :-SHITSUKE Japanese Term English Equivalent Meaning in Japanese Context Seiri :-Tidiness Throw away all rubbish and unrelated materials in the workplace Seiton:- Orderliness Set everything in proper place for quick retrieval and storage Seiso:- Cleanliness Clean the workplace; everyone should be a janitor Seiketsu :-Standardization. Standardize the way of maintaining cleanliness Shitsuke :-Discipline Practice 'Five S' daily - make it a way of life; this also means 'commitment' 1S:- SEIRI Seiri The first step of the "5S" process, seiri, refers to the act of throwing away all unwanted, unnecessary, and unrelated materials in the workplace. People involved in Seiri must not feel sorry about having to throw away things. The idea is to ensure that everything left in the workplace is related to work. Even the number of necessary items in the workplace must be kept to its absolute minimum. Because of seiri, simplification of tasks, effective use of space, and careful purchase of items follow.

2S:- SEITION Seiton Seiton, or orderliness, is all about efficiency. This step consists of putting everything in an assigned place so that it can be accessed or retrieved quickly, as well as returned in that same place quickly. If everyone has quick access to an item or materials, work flow becomes efficient, and the worker becomes productive. The correct place, position, or holder for every tool, item, or material must be chosen carefully in relation to how the work will be performed and who will use them. Every single item must be allocated its own place for safekeeping, and each location must be labeled for easy identification of what it's for. 3S:- SEISO Seiso Seiso, the third step in "5S", says that 'everyone is a janitor.' Seiso consists of cleaning up the workplace and giving it a 'shine'. Cleaning must be done by everyone in the organization, from operators to managers. It would be a good idea to have every area of the workplace assigned to a person or group of persons for cleaning. No area should be
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left uncleaned. Everyone should see the 'workplace' through the eyes of a visitor - always thinking if it is clean enough to make a good impression.

4S:- SEIKETSU Seiketsu The fourth step of "5S", or seiketsu, more or less translates to 'standardized clean-up'. It consists of defining the standards by which personnel must measure and maintain 'cleanliness'. Seiketsu encompasses both personal and environmental cleanliness. Personnel must therefore practice 'seiketsu' starting with their personal tidiness. Visual management is an important ingredient of seiketsu. Color-coding and standardized coloration of surroundings are used for easier visual identification of anomalies in the surroundings. Personnel are trained to detect abnormalities using their five senses and to correct such abnormalities immediately. 5S:- SHITSUKE Shitsuke The last step of "5S", Shitsuke, means 'Discipline.' It denotes commitment to maintain orderliness and to practice the first 4 S as a way of life. The emphasis of shitsuke is elimination of bad habits and constant practice of good ones. Once true shitsuke is achieved, personnel voluntarily observe cleanliness and orderliness at all times, without having to be reminded by management.

KAIZENS Kaizen , a Japanese term that basically translates to 'continuous improvement' or 'change to become good. Kaizen is aimed at producing more and more value with less and less wastes (higher efficiency), attaining better working environment, and developing stable processes by standardization. TQM Total Quality Management (TQM) is a business management strategy aimed at embedding awareness of quality in all organizational processes. Total: Involving the entire organization, supply chain, and/or product life cycle Quality: With its usual definitions, with all its complexities Management: The system of managing with steps like Plan, Organize, Control, Lead Staff, provisioning and organizing. POKA-YOKE
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Poke Yoke is a Japanese technique which means mistake proof system. Yokeru means to avoid and Poka means inadvertent errors. Poka Yoke methods are simple concept for achieving this goal.

DATA ANALYSIS % of workers who strongly agree to the following statements

% of workers who think rejection can be fully eliminated

According to workers which among the following factors are main cause of wastage

% of workers who think rejection can be fully eliminated

33% YES NO 67%

%of workers who think Kaizens has reduced the wastage

3% 0%

YES NO

97%

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% of workers thinking Kaizens are important

0%

13%

YES NO

87%

Deptt wise result of PQS quiz

21%

26%
PERSONNEL ACCOUNTS IT BRANCH CHIP PLANT

18% 17% 18%

ENG. DEPTT

Also a PQS test was taken of workers and their average score was 75.86%

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16. Labor participation in management. SHIFTS

There is nearly 10,000 employees working in the company and are working in three shifts.35,000 tones of biscuits are manufactured in a day of one particular product, and there are such nine product manufactured in the factory. The total work strength of Parle-G in its Mumbai factory is 750 blue color workers out of which 70 are female workers. Other than its labor staff there are 200 more administrative staff. For maintaining cordial relationships between management staff and labor staff there is one labor union at present. Earlier there were two labor unions which divided the laborers into two sections. This increased competition which gave good productivity initially but later proved to be the cause of industrial dispute in Parle-G. The two unions started internal disputes which forced the company to reunite both the unions into one union. This was the last case of industrial dispute occurred in Parle-G. Since then there is no such case of industrial dispute.

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1.SUMMARY
There is a proper repo between the Workers, Management, and Trade Union. The company has effectively implemented the HR techniques in the plant. The workers and employees are well aware of the concepts of these techniques.
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All the workers have positive response towards the techniques and methods being adopted by the plant. Majority of workers are happy with the system of the factory. They are satisfied with the policy of the factory. Workers are given basic knowledge of the machines before setup of it. Requirement of the workers are meet by the management the company. There is place for the disable people in the company. Proper incentives are provided for housing facilities. There are medical facilities for the workers. Loans facilities for the workers with minimum interest rates. The HACCP applied in the plant is working in its most effective manner. The wastage in the plant is least and the production team and the workers try their level best to reduce it even more. The wastage of the biscuits that fall on the floor is minimized by the use of trays under the machines. The use 5S in the plant has helped in keeping the plant well and tidy. The under baked or over baked biscuits are reprocessed by sending them back to the chura store and thus minimizing the wastage. The Kaizens given regularly by the employee and the workers has also helped in reducing the wastage and increase the effective production. The total wastage of the plant is sent to the poultry farms and it is around 1 truck in 6 months. All the workers have positive response towards the techniques and methods being adopted by the plant.

1.Suggestions
The management should be more protective for the workers. There is should be more interaction of the workers and the management. Trade union should let have a interaction on the worker and management.
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Disable workers should be taken care by the trade union. Bonus are not given on time and sometime not given at all. Travelling facilities for the workers are not proper; the transport sometimes is cancelled at the last moment. Pick and drop of the buses are not frequent and are not on time, so buses should be increased. Transport for the workers who stay far in central Mumbai, should also be provided with transport facilities. The condition of the canteen should be improved, more fans should be placed.

The company should focus more over the application of the Kaizens. The drop down belt at the Krackjack biscuit must be replaced by the straight belt as used in Monaco since it costs least wastage. The company may also use the other HR techniques so as to make more effective production like Andon, Six thinking Hats, etc The power cuts that affect a lot to the production and results in wastage must be controlled. Since one power cut of 3-5 seconds wastes at least 10-15 packs of biscuits. Another cause of wastage is machinery breakdown. So regular checks on the machines must be adopted. Some kaizen like cuts in the conveyor belt at Krackjack machine to assure the safety requirements of the operator, a railing of nearly 1 and inches must be put along the sides of the conveyor belt so as to minimize the falling of biscuits during the in line process of the manufacturing, that would also minimize the use of trays under the machines.

Quesinior

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Bibliography

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