final term papr of om

8/8/2019 Final Term Papr of Om

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SUBMITTED TO, SUBMITTED BY,Prof. H.S Bedi Name: Vipul Garg

Roll no:RR1903B48Regn no:10907174


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ACKNOWLEDGEMENTS

I would first like to thank my teacher Ms. H.S Bedi, for he r tremendous support and contribution from time to time giving me several information related to this term paper.

I am very appreciating to all my faculty who have given a golden chance to develop our knowledge. Last but not least I would like to thankful to my parents, who has helped me to encourage and giving moral support for making this term paper.


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Reeboks Overview Reeboks principal business activity is to design, development & worldwide

marketing of high quality footwear, apparel, equipment. Distributed around the world: (Asia, Australia, Canada, Europe, Latin America,

and the United States)

Reebok is 3rd largest seller of athletic footwear and athletic apparel in the world. Remain market leader since 1996 Employees : 9,102 only in USA.

L ogos

Products Range


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Range for Women/Men

y American Footbally B asebally B asketbally Lacrossey H ockeyy Runningy Footbally T ennisy M en's T rainingy W alking

Sport

y Footwear y Apparely Accessoriesy Equipmenty Cardioy G irls

Brands Reebok International Rock Port R BK CCM H ockey ( W orlds lar gest)G reg Norman Apparel Ralph Lauren B randT he H ockey Company Avia Onfield Apparel Athletic footwear DMX 2000 3D Ultralite Ralph Lauren Apparel line

REEBOK'S VISIONReebok is dedicated to providing each and every athlete - from professional athletes torecreational runners to kids on the playground - with the opportunity, the products, andthe inspiration to achieve what they are capable of. W e all have the potential to do greatthings. As a brand, Reebok has the unique opportunity to help consumers, athletes andartists, partners and employees fulfill their true potential and reach heights they may havethought un-reachable.


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PROPOSED VISION Continue to bring inspiration to present and future athletes, while maintaining the

company's standard of quality for its products.

Competitive profile matrix

Athletic Market Share


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it is the use of resources to change the state or condition of something to produce output.

Transformational Process viz. Inputs, Outputs and process followed inconversion.

Every organization, be it a product or service organization, transforms certain inputs into outputs.

For getting the desired output, the quality of these inputs are to be monitored regularly, and alsoa comparison is to be made for the real output and the desired output. T his all process is done inan environment of random disturbances which are unexpected and therefore sometimes not

planned too. T his all process is hence known as transformation process in context to operationsmanagement

Reebok shoes

W hile most footwear protects and supports the foot, the running shoe goes beyond what onewould expect of the ordinary shoe. Its advantages have been the subject of intense scrutiny inrecent years, a focus that results from an increasingly health- and leisure-conscious population in

general, and from the popularity of running in particular. As more people have become involvedin the sport, more and more varied equipment has become available to runners. Consequently,the running shoe has evolved quite dramatically over the past 15 years.


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Raw Materials

Running shoes are made from a combination of materials. T he sole has three layers: insole,

midsole, and outsole. T he insole is a thin layer of man-made ethylene vinyl acetate (EVA). T he

components of the midsole, which provides the bulk of the cushioning, will vary amongmanufacturers. G enerally it consists of polyurethane surrounding another material such as gel or

liquid silicone, or polyurethane foam given a special brand name by the manufacturer. In some

cases the polyurethane may surround capsules of compressed air. Outsoles are usually made of

carbon rubber, which is hard, or blown rubber, a softer type, although manufacturers use an

assortment of materials to produce different textures on the outsole.

T he rest of the covering is usually a synthetic material such as artificial suede or a nylon weavewith plastic slabs or boards supporting the shape. T here may be a leather overlay or nylonoverlay with leather attachments. Cloth is usually limited to the laces fitted through plasticeyelets, and nails have given way to an adhesive known as cement lasting that bonds the variouscomponents together.

Design

T he last 15 years have witnessed great changes in the design of the running shoe, which now

comes in all styles and colors. Contemporary shoe designers focus on the anatomy and the

movement of the foot. Using video cameras and computers, they analyze such factors as limb

movement, the effect of different terrains on impact, and foot position on impact. Runners are

labeled pronators if their feet roll inward or supinators if their feet roll to the outside. Along with

pressure points, friction patterns, and force of impact, this information is fed into computers

which calculate how best to accommodate these conditions. Designers next test and develop

prototypes based on their studies of joggers and professional runners, readying a final design for

mass production.

A running shoe may have as many as 20 parts to it, and the components listed below are the most

basic. T he shoe has two main parts: the upper, which covers the top and sides of the foot, and the

bottom part, which makes contact with the surface.

As we work our way around the shoe clockwise, starting at the front on the upper part is the

featherline, which forms the edge where the mudguard (or toeguard) tip meets the bottom of the

shoe. Next is the vamp, usually a single piece of material that gives shape to the shoe and forms


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the toe box. T he vamp also has attachments such as the throat, which contains the eyestay and

lacing section. B eneath the lacing section is the tongue, protecting the foot from direct contact

with the laces. Also attached to the vamp along the sides of the shoe are reinforcements. If sewn

on the outside of the shoe these reinforcements are called a saddle; if sewn on the inside, they

are called an arch bandage. Further towards the back of the shoe is the collar, which usually has

an Achilles tendon protector at the top back of the shoe. T he foxing shapes the rear end of the

shoe. Underneath it is a plastic cup that supports the heel, the heel counter.

T he bottom has three main parts, outsole, midsole, and wedge. T he outsole provides

T he first step in Reebok shoe manufacture involves die cutting the shoe parts in cookie cutter

fashion. Next, the pieces that will form the upper part of the shoe are stitched or cemented

together. At this point, the upper looks not like a shoe but like a round hat; the extra material is

called the lasting margin. After the upper is heated and fitted around a plastic mold called a last,

the insole, midsole, and outsole are cemented to the upper.


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traction and absorbs shock. T he midsole is designed specifically for shock absorption, and thewedge supports the heel. Located inside the shoe, the insole also contains the arch support(sometimes called the arch cookie

The Manufacturing

Process

Shoemaking is a labor-intensive process, and the cost of producing the many components of the

running shoe reflect the skilled labor necessary. Each phase of production requires precision and

skills, and taking shortcuts to reduce costs can result in an inferior shoe. Some running shoes

(known as sliplasted shoes) have no insole board. Instead, the single-layer upper is wrapped

around both the top and the bottom portions of the foot. M ost running shoes, however, consist of

an insole board that is cemented to the upper with cement. T his section will focus on cement-

lasted shoes.

Shipping and stamping the fabric

1 First, prepared rolls of synthetic material and rolls of dyed, split, and suede leather (used as

part of the foxing) are sent to the factory.

2 Next, die machines stamp the shoe shapes, which are then cut out in cookie cutter fashion with

various markings to guide the rest of the assembly. After being bundled and labeled, these pieces

are sent to another part of the factory where they'll be stitched

Completed running shoes are quality tested using procedures developed by the Shoe and Allied

T rades Research Association. Defects that are checked for include poor lasting, incomplete

cement bonding, and stitching errors.


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the leg, another test is currently being developed to evaluate a shoe's shock absorption

properties

Facility L ayout

Layout decisions entail determining the placement of departments, work groups within thedepartments, workstations, machines, and stock-holding points within a production facility.T he objective is to arrange these elements in a way that ensures a smooth work flow (ina factory) or a particular traffic pattern (in a service organization). In general, the inputs tothe layout decision are as follows:

1 Specification of the objectives and corresponding criteria to be used to evaluatethe design. T he amount of space required, and the distance that must be traveled between elements in the layout, are common basic criteria.

2 Estimates of product or service demand on the system.

3 Processing requirements in terms of number of operations and amount of flow between the elements in the layout.

4 Space requirements for the elements in the layout.

5 Space availability within the facility itself, or if this is a new facility, possible buildingconfigurations.

Different types of layout are :

Product layout ( also called a flow-shop layout)

Process layout (also called a job-shop or functional layout )

A process layout (also called a job-shop or functional layout) is a format in which similar equipment or functions are grouped together, such as all lathes in one area and all stampingmachines in another. A part being worked on then travels, according to the establishedsequence of operations, from area to area, where the proper machines are located for operation.T his type of layout is typical of hospitals, for example, where areas are dedicated

particular types of medical care, such as maternity wards and intensive care units. T hat is thereason we use process layout in manufacturing the shoes..


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Facility L ocationReebok Factory Price Outlet

Sc0-6, Sector-14, Near H uda Office, G urgaon, 122001

+91-124-4011325

+91-9811563699

W e choose the location as gurgaon as it is the industry hub and moreover it comes in NCR region which facilitates more opportunities of production as transport facilities,economies of concentration and economies of scale exist for the company. As it is benificary for the companyfor expansion.

Production Planning Systems

Capacity Planning

Capacity planning is the process of determining the production capacity needed by anorganization to meet changing demands for its products.

In the context of capacity planning, "capacity" is the maximum amount of work that anorganization is capable of completing in a given period of time. T he phrase is also used in

business computing as a synonym for Capacity M anagement

(Reebok) distribution center with no player name or number. W e keep these shoes in inventoryuntil we start to see demand, then we will burn blanks to meet customer orders on time. W ithinits DC, Reebok has its own screen printing facility, which it uses for finishing the blank jerseys.It has a capacity to made about 10,000 shoes per day during the peak season. T he finishingfacilities in Indianapolis consist of many sewing and screen-printing machines, capable of embroidering and printing to the highest commercial standards. ( T his capacity is shared withother apparel items such as shoes, T -shirts, and sweatshirts. If the immediate requirementsexceed the finishing capacity in Indianapolis, Reebok has identified good local outsourcingoptions with more than enough capacity, but at some additional cost. T he cost to outsource isapproximately 10% higher then the internal decorating cost.) T he inventory of blank jerseys inIndianapolis has two primary purposes: to fill demand for players that are ordered in smallquantities, and to respond quickly to higher than expected demand for popular players. T he C M and Reebok have an agreed minimum order level of 1728 units for the dressed jersey for any

player. Reebok also uses blank jerseys during the off-season to meet immediate demand for players that unexpectedly change teams. M onty, Production M anager, cites a recent example,

W hen W arren Sapp signed with the Oakland Raiders in M arch (2004) retailers expected us to


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start shipping his jersey immediately. W e cant wait three months to get jerseys from our suppliers; we had to start printing immediately. It is a good thing we had

Operations Management

Operations management focuses on carefully managing the processes to produce and distribute products and services. Usually, small businesses don't talk about "operations management", butthey carry out the activities that management schools typically associate with the phrase"operations management." M ajor, overall activities often include product creation, development,

production and distribution. ( T hese activities are also associated with Product and ServiceM anagement. H owever product management is usually in regard to one or more closely related

product -- that is, a product line. Operations management is in regard to all operations within theorganization.) Related activities include managing purchases, inventory control, quality control,storage, logistics and evaluations. A great deal of focus is on efficiency and effectiveness of

processes. T herefore, operations management often includes substantial measurement and

analysis of internal processes. Ultimately, the nature of how operations management is carriedout in an organization depends very much on the nature of products or services in theorganization, for example, retail, manufacturing, wholesale, etc

Q uality Systems

T he Reebok Quality M anagement System (Q M S) incorporates quality planning, providesa framework for managing the activities that enable the company to create items and serviceswhich consistently satisfy the customer and regulatory requirements, and is a tool for achievingenhanced customer satisfaction. T he Q M S also provides for the continual improvement of the

quality management system by monitoring processes based on their significance, measuringtheir effectiveness against objectives, and management selection of processes for improvement.

Activities affecting quality are documented in accordance with written manuals, procedures,instructions, specifications, and drawings that contain appropriate criteria for determiningwhether prescribed activities have been satisfactorily accomplished. T he documentation isestablished in the following three distinct levels that integrate the policies, procedures, andworking documents:

Level 1. Q M SLevel 2. Reebok and operational organization policies and proceduresLevel 3. Functional/Department/Plant procedures and work instructions


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Quality M anagement System (Level 1)T he Q M S is structured around interlinked processes that provide the necessary implementationcontrols to ensure customer and regulatory requirements are met and continual processimprovement. It provides the basis for policies and procedures that implement a comprehensivequality management system. T hese processes are those that define activities that are directly

necessary to create the item or service, and those that provide the supporting infrastructure toenable the direct processes to operate under the required controls, and continually improve.

Figure 3 is a graphical depiction of this process relationship. Implementing policies and procedures (Levels 2 and 3) provide the details of interaction and sequence for the processes.T he Q M S includes commitments to address quality standards and regulatory requirements asindicated in the Applicability section. For safety-related activities affecting quality, the Q M S

provides for, and organizations comply with, applicable quality assurance requirementsimposed by the governing regulatory agency.T he Q M S and changes thereto are reviewed and approved by Reebok management. T hecontrol of the Q M S is the responsibility of the M anagement Representative, or designee.

All organizations performing safety-related activities subject to United States NRC regulatoryrequirements comply with the requirements of 10CFR50.55a, with the specific editions of theCodes and Standards identified in the applicable Safety Analysis Reports (SAR), andCriterion 1 of 10CFR50, App. A.

Requirements imposed by a governing regulatory agency, law, or contract for reporting defectsand noncompliance are addressed when applicable. Reebok maintains procedures that

provide for the evaluation of reported conditions that may require NRC notification under UnitedStates law in accordance with the requirements of 10CFR21, Reporting of Defects &

Noncompliance and 10CFR50.55 (e), Conditions of Construction Permits.


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Inventory Management System

Reebok Inventory System is an Integrated Solution for complete Inventory Control for mediumto very large-scale organizations it is ideal for Institutions / Companies / Small business /M anufacturers / T raders etc.

It is easy to create invoice, do inventory management like invoice management, stock balancemanagement, goods item management, goods category management, staff sales recordsmanagement and staff permission management, backup and restore stock by Inventory Power'suser friendly interface and functionalities. And Inventory Power supports company info, logo,tax code and value, invoice number etc.


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Features of Reebok Inventory M anagement System:-

y Facility to define inventory items with single unit and standard price for sales and purchase.y Inventory maintenance through financial sale, purchase, cash sale, cash purchase vouchers.y Stock register (item wise ledger) with different options.y

Facility for stock adjustmenty Flexible voucher numbering - Daily, M onthly, Yearly or Custom series for each voucher.y Powerful voucher query facilityy Interest Calculation.y Aging Analysisy B ank Reconciliation facility.y Cost and Profit centers .y City, District wise outstanding list.y Readymade and definable voucher narrations .y Day B ooks, B ank B ooks, Cash B ooks, Account Ledger . Reconcilation of open Credits/Debits.y T rial B alance, B alance Sheet and Profit & Loss or Income Expense Statements ,Receipt and

Payment,T

rading Account.y Different register such as Sales / Purchase etc.y Configurable report formatter for registers, facility to select and add register columns

M odel of Supply Chain M anagement being followed

Supply Chain Management

Supply chain management has crossed over from being anarrow management function to being a keydifferentiating function. Success now hinges on adifferent set of criteria, where each company is racing toget the right product to the right place at the right time and at the right cost


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Supply Chain model

Reebok supplies directly the distribution centers for its major retailers from its DC inIndianapolis. Retailers expect lead times between 3 to 12 weeks for replenishment of normaldemand, but expect much shorter lead times of 1 to 2 weeks when faced with hot-marketdemand. Exhibits 2 and 3 provide a high-level depiction of Reeboks supply chain. Reebok

sources all jerseys from offshore contract manufacturers (C M ) with a manufacturing lead-time of 30 days. Reebok procures the fabric and raw materials that are held in inventory by each C M .Internal contracts are in place to ensure sufficient levels of raw material inventory to providecapability to produce any team on demand, if required. Shipping takes two months for oceanshipping or one week via air. T he contract manufacturers cut, sew, and assemble a finishedteam jersey with team colors and markings, but without a player name or number. T his is calleda team center as a finished good extra Raiders jerseys in stock.

Sales CycleReebok offers retailers an incentive discount to place early orders that result in retailers

placing approximately 20% of annual orders for planned delivery in M ay. Reebok uses

the advance order information to plan their purchases for the upcoming season. T hese pre-season orders provide Reebok with enough information to confidently plan purchaseorders for several months.T here is limited ordering by the retailers between February and April except some order adjustments and orders to react to player movements. Retailers will monitor player movements in M arch and April and place orders to reflect any significant player movements. Since consumers demand these jerseys be available in April when the eventoccurs, the retailers also expect that these orders to be filled as quickly as possible.

final term papr of om

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