ASSIGNMENT

MATERIAL MANAGEMENT-BATCH II

S . Gautham ( 3511310422)

B . Sunil Reddy (3511310445)

k . Anandan ( 3511310460)

S . Jayaprakash (3511310478 )

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ASSIGNMENT 1

ECONOMIC ORDER

QUANTITY

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ECONOMIC ORDER QUANTITY(PURCHASING MODEL)

• MODEL 1:(Purchasing model without shortage)

1. EOQ,Q* = SQRT(2 × Demand × Cost Per Order / Carrying Cost Per Order).

2.No of orders = D / Q*.

3. Time between orders , t* = Q* / D.

4. Total inventory cost = (D × P) + ( D / Q* × Co) + ( Q* / 2 × Cc).

3

Problem 1 :

• Alpha industry estimates that it will sell 2000units of its product for the forthcoming year. The ordering cost is RS100 per order and the carryong cost per unit per year is 20% of purchase price per unit .The purchase price per unit is RS50.Find

• EOQ.

• No of orders / year.

• Time between succesive orders.

• Total inventory cost .

4

CON....

• Soulation:

Given , D = 12,000 unit / year

Co = RS 100 / order

Cc = 20% of purshase cost

= 20 / 100 × 50 = RS 10 / unit / year

P = RS 50.

i. EOQ = Q* =SQRT(2 × Demand × Co / Cc)

=SQRT(2 × 12000 × 100 /10)

= 489.89

= 490 unit.

5

CON.........

2.No of orders = D / Q*

= 12000 / 490 = 24.48.

3. Time between orders , t* = Q* / D

= 490 / 12000 = 0.040 Year

= 0.408 × 12 × 30)

= 14.7 days

= 15 days

4.Total inventory cost = (D × P) + ( D / Q* × Co) + ( Q* / 2 ×Cc)

= (D × P) + Sqrt(2 × 12000 × 100 × 10)

= RS 6,04,898.96.

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ASSIGNMENT 2

QUESTION ON

INTEGRATED MATERIAL MANAGEMENT

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QUESTION ONINTEGRATED MATERIAL MANAGEMENT

1. what is the need for integrated material management?

2.Advantage of integrated material management?

3.Objective of integrated material management?

4.What is Integrated Materials Management, how the concept evolved?

5.What is Inventory control?

6.Define purchasing system.Types of purchasing system?

7.What is Storage Management?

8.What is Material Management Planning & Control?

9.What are the funcation of Material Management Planning & Control?

10.What are the 5R's?

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ANSWER

1. what is the need for integrated material management?

• Requisition of the materials according to requirements at appropriate time.• Decision about the optimum size of the order which is popularly known as

economic ordering quantity (EOQ).• To keep the updated records of the materials received, issued and held in

balance.• To report the inventory data to those who use them as the decision tools.

2.Advantage of integrated material management?

• Better Accountability• Better Coordination • Better Performance • Adaptability to EDP

9

CON...

3.Objective of integrated material management?

• The objectives of integrated materials management can be classified in two categories

• Primary

• Secondary.

Primary Objectives:

• To purchase the required materials at minimum possible prices by following the prescribed purchase policies and encouraging healthy competition.

• Secondary Objectives:

• To make economic 'make or buy' decisions.

• To ensure standardization of materials.

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CON........

4.What is Integrated Materials Management, how the concept evolved?

• Integrated material management is a systematic and dynamic process of management which coordinates, supervises, executes the tasks associated with the flow of materials throughout an organization in an integrated fashion or manner.

• Integrated material management as the function responsible for the coordination of planning, sourcing, purchasing, moving, storing and controlling materials in an optimum manner so as to provide a pre-decided service to the customer at a minimum costs.

INTEGRATED MATERIAL MANAGEMENTINTEGRATED MATERIAL MANAGEMENT

• Inventory control.• Purchasing.• Store management.• Material planning & control.

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CON.........

5.What is Inventory control?• IDLE RESOURCE OF AN ENTERPRISE.

• THIS INVOLVES PYSICAL CONTROL MATERIALS PRESERVATION OF STORES, MINIIMISATION OF OBSOLESCENCE AND DAMAGE THROUGH TIMELY DISPOSAL AND EFFICIANT HANDLING.

6.Define purchasing system.Types of purchasing system?• SELECTION OF SOURCES OF SUPPLY .

• FINALISATION OF TERMS OF PURCHASE .

• PLACEMENT OF PURCHASE ORDERS .

• FOLLOWUP.

• MAINTANACE OF SMOOTH RELATIONS WITH SUPPLAIERS .

• EVALUATING AND RATING .

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CON.........

TYPES OF PURCHASING SYSTEMTYPES OF PURCHASING SYSTEM

1. PRE-PURCHASE SYSTEM2. ORDERING SYSTEM3. POST- PURCHASE SYSTEM

7.What is Storage Management?

• TO PROVIDE ADEQUATE AND PROPER STORAGE AND PRESERVATION TO THE VARIOUS ITEMS.

• TO MEET THE DEMANDS OF THE CONSUMING DEPARTMENTS BY PROPER ISSUE AND ACCOUNT FOR THE CONSUMPTION.

• TO MINIMISE OBSOLESECENS,SURPLUS ect13

CON.........

8.What is Material Management Planning & Control?

• Material Planning & Control is the scientific way of requirement of

raw materials, components spares and other items that go in to meeting

production needs with economic investment policies.

9.What are the funcation of Material Management Planning & Control?

• Involes estimating the individuals requirement of parts.

• Preparing material buget.

• Forcasting the level of inventories.

• Scheduling the orders and monitoring the performance.

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CON......

10.What are the 5R's?

• Right quality

• Right quantity

• Right place

• Right time

• Right price

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ASSIGNMENT 3

Steps to a Successful Vendor

Evalution Process

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1. Align the Strategic Technology Direction with the Bank’s Overall Strategic Direction and Outlook

• You have to know the long term strategic goals of the bank overall (i.e.• Growth, branching, new products and services etc.) • And select technology solutions that fit your requirements .• More importantly, where you want to be in the future. • The risk of implementing a solution that doesn’t fit your bank’s vision .• Strategy and the cost of switching later can be two to five times your

annual.• Technology expenditure amount.• Often times the bank’s strategic direction is unclear or ill-defined. In these• We recommend that the bank take a step back and work on clarifying• The overall strategic direction and outlook for the bank. Without this• Direction as a guiding light, all too often the bank’s technology decisions• End up driving the overall strategic direction by accident.

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CON.......

2. Appoint an Internal Technology Vendor Evaluation Team

• There are often capable individuals at the bank who, given the time and resources, can select an appropriate technology vendor.

• This effort shouldnot be driven from an information technology perspective instead it must be a business-led effort based upon the business requirements of the bank.

• Senior managers and employees that represent each of the major• Business functions can bring broad knowledge of your bank’s business,• Operations and existing technologies to the process. This team, typically• Comprised of six to eight members, will be responsible for determining• Both business and technical requirements, identifying potential solutions• And vendors, preparing the necessary requests for vendor proposals,• Evaluating the resulting proposals and recommending a technology• Vendor and solution to senior management.

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3. Complete a Technology Assessment

• A current technology audit is integral to understanding the current

• Technology environment and then mapping the future needs of the bank

• To determine the gaps and overlaps that are needed to be resolved by the

• Prospective vendor solution.

• The technology assessment should include an inventory of your bank’s

• Current systems and hardware, analysis of operational statistics, and a

• Review of overall costs. Additionally, you should assess employees’ and

• Management’s overall satisfaction with current technology systems. This

• Process will produce gaps between what your current technology can

• Deliver and what you need to realize your strategic goals.

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4. Prepare a Critical Business NeedsAnalysis

• This step defines those issues and needs that are specific to you. For

• Example, if your bank is a large commercial real estate lender, focus

• Must be given to those needs. Remember, not all core systems are alike.

• Each system will have its own unique features and functionality, so

• Focus on what’s important to your bank. This will guide the rest of your

• Decision-making.

• Review of overall costs. Additionally, you should assess employees’ and

• Management’s overall satisfaction with current technology systems. This

• Process will produce gaps between what your current technology can

• Deliver and what you need to realize your strategic goals.

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5. Select a Preliminary Set of Vendorsand Solutions

• Choosing the right vendor for your bank’s specific technology needs is

• A matchmaking process not just a search for the best technology

• Product, but for the best service provider to deliver it. As in any partnership,

• There are key issues to consider.

• Do the management philosophies of the bank and vendor mesh?

• Will the vendor still be in this particular business five years from now

• Be sure to consider financial health and stability of the vendor, installation

• And integration support, training, maintenance agreements, upgrade

• And, perhaps most important, enhancement policies, customer service

• Reputation and the obvious cost considerations.

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6. Prepare a Comprehensive Requestfor Proposal (RFP)

• Once potential vendors have been identified, request detailed proposals

• From each. The RFP doesn’t have to be a 500-page document identifying

• All the possible features and functions your bank is looking for. Instead,

• The document should provide sufficient information to allow the vendor

• Evaluation team to assess each vendor’s ability to meet your bank’s critical

• Business needs. A more detailed system feature and function analysis can

• Be sent later to those vendors on the “short list.” In some cases, the quality

• Of service and service level agreement may be more important to your

• Bank than feature/functions.

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7. Evaluate the Vendor Responsesto the RFP

• In response to the RFP, each vendor should demonstrate how they meet

• Your bank’s needs and why they are your best solution. Distribute the

• RFP responses among the vendor evaluation team and have each member

• Prepare a written evaluation. Have them look for inconsistencies in the

• Vendor’s proposals and weaknesses in their abilities to perform to your

• Bank’s expectations. While price is always a consideration, the level of

• Service, training, and integration with existing technology are crucial and

• Potentially more important. It is also critically important to document

• The evaluation criteria and the evaluation decisions being made as part of

• The bank’s vendor management program.

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8. Request Demonstrations andVisit References

• Request that each of the vendors on the short list make detailed demonstrations

• Of their systems, at your bank’s site if possible. All vendors• Should be prepared to discuss their proposals in detail. Also, request that• Each vendor arrange for members of the vendor evaluation team to visit• Current users of their system.• Experienced technology purchasers go into these demonstrations,

discussions,• And on-site reference visits armed with information. Prepare• Questions beforehand and make sure the vendors’ sales representatives• And current users of the system provide satisfactory answers. Besides• Senior management, it is often helpful for the employee end users of the• Technology to attend vendor presentations and be given the opportunity to

the question.

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ASSIGNMENT 4

ECNOMIC BATCH QUANTITY

& VENDOR RATING

EVALUATION

25

ECNOMIC BATCH QUANTITY

1. EBQ,Q* = SQRT(2 × Annual Demand × Cost Per Order / Carrying Cost Per Order ×( 1- Annual Demand / K)

2.Production time , t* = Q* / K.

3. Consumption time without production = Q* ( 1- R/ K)/R

4.Cycle time = t* + t1* .

Where,

R= Annual Demand.

K= Production rate.

Co = Setup cost.

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PROBLEM

1. If a product is to be manufactured within the company whose demand is

24,000 units per year . The production rate of the company is 48,000 units per year . The cost of selling up production is Rs 200 per setup. The holding cost per unit year is RS 20.

Find,

1. Economic batch quantity ( EBQ)

2. Prodution time.

3. Consumption time without production .

4.Cycle time.

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SOLUTION

• GIVEN R = 24,000 Unit per year. K = 48,000 Unit per year. Co = Rs 200/setup. Cc = Rs 20/unit/year.

i. EBQ,Q* = SQRT(2 × Annual Demand × Cost Per Order / Carrying Cost Per Order ×( 1- Annual Demand / K)

= SQRT ( 2 × 24000 × 200 / 20 ( 1 - 24000 / 48000) = 979.79 = 980 units.i. Production time , t* = Q* / K. = 980 / 48000 = 0.0204 year = 0.0204 × 12× 30 = 7 days.

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CON.....

3. Consumption time without production = Q* ( 1- R/ K)/R

= 980 ( 1 - 24000 / 48000) / 24000

= 0.0204 year

= 7 days .

4. Cycle time = t* + t1*

= 7 + 7

= 14 days .

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VENDOR RATING PROBLEM

• Calculate the vendor rating for the following . the item under consideration is the same from all suppliers .

• weightage :

1.Quality = 70%

2. price = 15%

3.Delivery= 15%

Supplierdata A B C

Quantity supplied 100 110 120

Quantityaccept

93 98 108

price of item(rs) 5 5.20 4.90

Deliverypromise(weeks)

6 6 6

ActualDelivery(weeks)

7 6.2 6.6

SOLUTION

Supplierdata A B C

Quantity supplied(x) 100 110 120

Quantityaccept(y)

93 98 108

(y/x) 93/100 =93 98/110 = 89 108/120 =90

weightage :

Quality 70 %6.5 (Rank 1) 6.2 (Rank 3) 6.3 (Rank 2)

CON....

Supplierdata A B C

price of item(rs) 5 5.20 4.90

1/Z 1/5 = 20 1/5.2 = 19.2 1/4.9 = 20.4

weightage :

price = 15%3 (Rank 2) 2.9 (Rank 3) 3.1 (Rank 1)

CON.......

Supplierdata A B C

Deliverypromise(weeks)(x)

6 6 6

ActualDelivery(weeks)(y)

7 6.2 6.6

X/y 6/7 = 85.7 6/6.2 = 96.8 6/6.6 =90.9

weightage :

Delivery= 15% 12.9 (Rank 3) 14.5 (Rank 1) 13.6 (Rank 2)

CON....

VENDOR A = 2 + 3 = 3 + 12.9 = 15.9

VENDOR B = 3 + 1 = 6.2 + 14.5 = 20.7

VENDOR C = 1 + 2 = 3.1 + 13.6 = 16.7

CONCLUSION :

Vendor B has high rating so vendor B is prefered .

ASSIGNMENT 5

QUESTION PAPER

EVEN

35

PART A

1. What are the primary objectives of material management ?

• Low Prices .

• Lower Inventories

• Reduction in Real Cost .

• Regular Supply .

2. State some of the benefits of standardization ?

• Rationalize different varieties of products

• Decrease the volume of products in the store and also the manufacturer cost.

• Improve the management and design.

• Speed up the management of orders.

36

con........

3. Write a short note on cash budget ?• An estimation of the cash inflows and outflows for a business or

individual for a specific period of time. • Cash budgets are often used to assess whether the entity has sufficient

cash to fulfill regular operations and/or whether too much cash is being left in unproductive capacities.

4. What are the 5R's?• Right quality• Right quantity• Right place• Right time • Right price

37

con....

5. A company uses annually 14000 units of a raw material costing Rs 125 per unit . Placing each order costs Rs 550 and the carrying cost are 15% per unit per year of the average inventory. find the EOQ ?

Given , D = 14,000 unit / year Co = RS 550 / order Cc = 15% of purshase cost = 15 / 100 × 125 = RS 19 / unit / year P = RS 125.

EOQ = Q* =SQRT(2 × Demand × Co / Cc) =SQRT(2 × 14000 × 550 /19) = 659 .75 units = 660 unit.

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ASSIGNMENT 6

CASE STUDY ON

ETIV – EMAS TECHNCAL IMPLEMENTATION AND VERIFICATION

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Objectives

ETIV ProjectDevelopment of didactical training material to promote,stimulate and support the implementation of EMAS IIRegulation

Case studySupply information on EMAS implementation in a plastics manufacturing enterprise, representing a „Case Study“ on EMAS implementation

TISCO PROFILE

40

Object of the case study

•Implementation of EMAS in the KASKO Ltd., Slavkov

Summary of the case study:

This case study is divided in four main parts:•Introduction•General data•EMAS implementation – Analysis•EMAS implementation – Evaluation and conclusion

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WHAT ARE THE MAJOR PROBLEM FACED BY TISCO

INTRODUCTION Massive environment pollution as the negative subsequence of the communistic regime in the Czech Republic

A noticeable improvement of environment after the year 1989: • Equipment renovation• Progressive technologies• Positive changes in the legislation• Ecological thinking in the whole Czech society.  

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CON......

• Participation in the environment protection systems

• Aim of EMAS system - to support constant progress of the environment made by organisations acting

• EMAS system - convenient for use in SMEs

• Bad knowledge of principles and implementation conditions amongst the SMEs´ managers in the Czech Republic

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DESCRIPTION OF THE TYPE OF THE COMPANY

• Criteria for a Small and Medium Enterprise in the Czech Republic according the definition of the Ministry of Industry and Trade of the Czech

Republic .

•CHARACTERISTICS OF THE ENTERPRISE

•The KASKO Company Ltd. was established in 1992•Czech company with no participation of foreign capital •Main business programme of the company: development procedure, production, assembly and distribution of plastic constituents, design and production of injection forms

WHAT ARE THE BUSINESS BENEFITS AND PROCLAIMS ACCORDING TCASE

44

•CHARACTERISTICS OF THE ENTERPRISE

•Production

•Injected plastic pressed pieces till the weight of 1 100 g and assembly of them. •Products are assigned for automobile industry. •Share of products for electrical engineering enterprises is increasing. •The production is realized in the pressing plant, where are: •12 injection moulding presses and •1 extrusion press •Production of KASKO Ltd. is increasing year by year

IT SIDE BENEFITS

45

ENVIRONMENTAL POLICY

•To provide training of the staff oriented on encouraging the mental attitude to the environment protection .

•To reduce use of raw materials and energy usage on production by permanent, consistently persuade analysis .

•To inform employees and the public about the influence of your production on the environment .

•To promote introduction of the environmental management system to business partners .

NG BUSINESS AGILITY THROUGH SAP

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SIGNIFICANT ENVIRONMENTAL ASPECTS

• Environmental aspect – component of activity, products or service of the organization, which might have an influence on the environment • Direct environmental aspects – aspects referring to the organization activity of which the progress is being controlled • Indirect environmental aspects – aspects referring to activity of the organization, which can not be fully controlled by the organization • Register of environment aspects - contains processes, company activities with its rating of environmental aspects and impacts

WHAT ARE THE BUSINESS BENEFITS AND PROCLAIMS ACCORDING TO THE CASE

HE CASEIMPLEMENTAT

IONS AT TATA S TEEL47

THE OUTCOME•WHAT SHOULD THEY DO?SIGNIFICANT ENVIRONMENTAL ASPECTS

The register of environment aspects is being continuously checked by internal audits and once a year examined by management.

In the KASKO Ltd. are specified environmental aspects in processes:

• Supply, stocking and manipulations• Granulates for the press preparation• Exchange of form and switch to another material• Starting up the production• Moulding

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FUTURE MOVESWHAT ARE THE MAJOR PROBLEM FACE ACCORDIND TO THE CASE

The environmental aspects introduced above have following impacts on the environment:

• Refuse production• Processing waste production• Dangerous waste production• Primary resources consumption• Downgrade of work environment• Soil and water contamination• Air pollution• Waste water production

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CONCLUSION•LEGAL AND OTHER REQUIREMENTS

•Registers created in the KASKO Ltd., containing obligatory legal and other requirements to environmental protection .

• Register of relevant legal requirements :

•   Waste and Containers .•   Water Management .•  Protection Of The Air .•  Treatment of Chemical Substances and Chemical Preparations .•  Prevention of Major Accidents .• Register of relevant technical standards .• Register of external decisions .

50

WHAT SHOULD THEY DO

OBJECTIVES AND TARGETS AND THEIR FULFILLMENT

1. Decrease the amount of material to crush gradually by 5% on every100 kg of production The target was not fulfilled .

 2. Decrease the production of further on unused plastic waste gradually by 5% on every 100 kg of production Target was not fulfilled .

3. Decrease the electricity consumption gradually by 3% on every 1 kg of production The target was not fulfilled .

 4. Decrease the consumption of drinking water gradually by 5% in 1 working hour Target was fulfilled .

OBJECTIVES AND TARGETS AND THEIR FULFILLMENT

5. Decrease the production of hazardous waste (absorbing reagents, contaminated metal containers) gradually by 5% on the number of mould exchanges Target was partly fulfilled .

 

6. Decrease the consumption of container materials (paper, plastic containers) gradually by 3% on every 100 kg of production Target was fulfilled .

 

7. Improve the appearance of company’s surroundings with

appropriate modification and planting of green plants Target was fulfilled .

ENVIRONMENTAL MANAGEMENT PROGRAMME

• The KASKO Ltd. introduced the Environmental Management System in February 2001 following the international directive ISO 14001 .

• The management system is based around the procession-oriented approach. The processes they were divided into:  

    • Main processes • Managing processes • Supporting processes

• The processes are described in detail in the Management Handbook elaborated on the basis of ISO 9002 and later also the requirements ISO 14001 and EMAS were incorporated.

WHAT ARE THE BUSINESS BENEFITS AND PROCLAIMS ACCORDING TO THE CASE

TRAINING, AWARENESS AND COMPETENCE

• Department managers in cooperation with the personal management and possibly the authorised representative for quality/ EMS identify training needs on all levels. The training needs are to be identified in this case:

• For new employees .• For employees transferred to a new work position .• For employees transferred to a different kind of work content • For permanent current employees at least once a year .• For temporary employees .

COMMUNICATION

Targets:Internal communication :• To ensure efficient communication among various levels and

functions taking into account the customer’s requirements, QMS and EMS .

External communication :• Ensure the reception of incentives the involved parts .• Establish contacts with the public .• Provide te cooperation with expert companies .• Provide the cooperation withj rescue teams (fire-fighters, gas

workers, emergency health aid, policy) .

MONITORING AND MEASUREMENT

• The KASKO Ltd. monitors, measures and evaluates its behaviour in the area of EMS in the following fields :

• Functionality and efficiency of the system of environmental management

• Meeting the environmental policy and objectives• Environmental awareness of employees• Monitoring and measuring of activities in the frame of selected

indicators.

The objective is to monitor:• The activities, through which the company can influence the

environment• The real state of EMS in comparison to the set targets and legal

duties.

EMERGENCY PREPAREDNESS AND RESPONSE Emergency readiness

• The danger of a possible occurrence of emergency situations is related mainly to the following activities:

• Storage of oil • Matters and chemical substances and handling with them• Usage of oil matters and chemical substances in production and maintenance .• Operation and maintenance of machines and forklifts • Storage of combustible substances and handling with them • Collecting dangerous wastes

INDUSTRIAL RISK ASSESMENT 

• In the KASKO Ltd. a material concerning the risks identification has been developed

• The following objects have been assessed: Working machines, hydraulic machines, and hydraulic press for working of thermoplastics.

• The identified dangers have been assessed from the standpoint of risk level.

• Procedure of analysis of potential risks and defects :• In the KASKO Ltd. a directive has been developed and approved,

which should be instrumental in determining procedures applied in identifying the causes of occurrence of defects in products, procedures, work system and customer complaints aimed at adopting, documenting and verifying the efficiency of preventive measures and corrections.

NON CONFORMANCE AND CORRECTIVE AND PREVENTIVE ACTIONS

• Preventive measures are issued in order to prevent re-occurrence of defects and discrepancies.

• Preventive measures are designed in advance before a potential occurrence of the defect or discrepancy .

• The KASKO Ltd.it is possible to make use of the method 8D for solutions to defects re-occurrence .

Procedure of 8D solution:

1. Handle the problem in team work2. Describe the problem3. Give an incentive to a temporary measure and verify it’s efficiency4. Identify the essential cause/causes and verify, whether it represents the real cause

EMS INTERNAL ENVIRONMENTAL AUDIT

• Every area (department) of the company is inspected at least once a year. In areas of particular importance audit can be executed more often.  

• Audits are carried out by auditors, without any direct responsibility for the activities performed by the department subjected to inspection and have no ties to the function, where the audit is executed.

• Auditors are qualified to audit the requirements ISO / TS 16949 and are familiar with company systems of quality and EMS, its documentation and requirements of relevant regulations. 

• The manager of the inspected area is responsible for implementation of the correction. 

• Implementation of correction and elimination of discrepancies id monitored by the chief auditor.

MANAGEMENT REVIEW

• Discussion about the current information, tasks and problems takes place at regular meetings at least twice a month. Minutes are recorded from the meetings.

• Management is informed about outcomes of internal audits by the authorised representative on the basis of respective protocol.

•   Management is informed about outcomes of internal audits by the authorised representative carried out in individual departments/sections.

•   A complex report on verification of management system is submitted jointly a member of quality management and the authorised representative for EMS to the company management at least once a year

BASIC DIFFICULTIES FOUND DURING EMAS II IMPLEMENTATION

• Within the process of implementation of the environmental management system following the regulation ISO 14001 and the directive EMAS the KASKO Ltd. did not encounter bigger difficulties.

• Some partial problems occurred during EMAS implementation:• The lack of literature and other supporting materials on EMAS

implementation.• To persuade regular employees of the benefits of the system and

make them implement the modification deriving from implementing EMS (e.g. sorting of waste, records of monitoring into forms etc.)

• Access of external companies carrying out e.g. reconstruction activities within the area of the KASKO Ltd.

BENEFITS AND NEGATIVES OF EMAS II IMPLEMENTATION

• CONCLUSIONS :• Implementation of the environmental management system in

compliance with ISO 14001 and EMAS proves to be indisputably beneficial for the KASKO Ltd.

• Implementation of EMS was a good choice as well as investment into the future development of the company.

• The most significant benefit is certainly environmental protection in itself – the management of the KASKO Ltd. have always been aware of the impact of production on the environment and came to the conclusion that the best way how to manage the activities affecting the environment is to implement the environment management system.

• Other benefit can be seen in raising awareness – stronger presentation of the company to the public eye and other interested parties.