44. MINERAL WATER 44-2 TABLE OF CONTENTS PAGE I. SUMMARY 44-3 II. PRODUCT DESCRIPTION & APPLICATION 44-3 III. MARKET STUDY AND PLANT CAPACITY 44-3 A. MARKET STUDY 44-3 B. PLANT CAPACITY & PRODUCTION PROGRAMME 44-5 RAW MATERIALS AND INPUTS 44-6 A. RAW MATERIALS 44-6 B. UTILITIES 44-7 TECHNOLOGY & ENGINEERING 44-8 A. TECHNOLOGY 44-8 B. ENGINEERING 44-9 MANPOWER & TRAINING REQUIREMENT 44-11 A. MANPOWER REQUIREMENT
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producers— the United States‚ India‚ and Japan—produce less than 20 percent of the world’s cement combined. Chinese planners project that cement output will increase by 3.4 percent annually during the Tenth Five-Year Plan (2001–2005) and by 2.9 percent during the Eleventh Five-Year Plan (2006–2001). They anticipate producing 660 million tons by 2005‚ 750 million tons by 2010‚ and 800 million tons
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Texas and San Bernardino‚ California. The San Bernardino plant is newer‚ and therefore the technology is more effective‚ meaning that their cost per unit is $10.00‚ while the El Paso plant produces at $10.50. However‚ the El Paso plant has a higher capacity at 30‚000 to San Bernardino’s 20‚000. Once manufactured‚ the meters are sent to one of three distribution centers – Ft. Worth‚ Texas‚ Santa Fe‚ New Mexico and Las Vegas. Due to the proximity of El Paso to Ft. Worth‚ they are only plant to ship to
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INTRODUCTION Asahi Breweries‚ after its successful introduction of “Super Dry” to the Japanese beer market‚ has established itself as a profitable national player. To meet its growing demand‚ Asahi is considering an investment proposal to expand capacity. Firm-specific analysis‚ industry analysis‚ and a critical assessment of alternative strategies will be discussed to evaluate the proposal. A recommendation and implementation schedule will be presented based on the quantitative and qualitative factors
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and manufacturers are concerned with how much certain processes will cost because this can make or break the differentiator factor with the competition. Manufacturing cost-related categories include (direct) production costs‚ productivity‚ capacity utilization‚ and inventory reduction (Ward‚ 1998). 2- Quality importance. Engineering‚ marketing‚ and manufacturing functions have often been portrayed as possessing different definitions of quality (Ward‚ 1998). These include performance‚ features‚ reliability
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Excess Capacity. According to CSM Worldwide‚ an automotive research firm‚ in 2004 the estimated automotive industry global production capacity for light vehicles (about 74 million units) significantly exceeded global production of cars and trucks (about 60 million units). In North America and Europe‚ the two regions where the majority of revenue and profits are earned in the industry‚ excess capacity was an estimated 17% and 13%‚ respectively. CSM Worldwide projects that excess capacity conditions
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Handloom Development (IHD) Project of the Panchtantra Handloom Development Corporation‚ was preparing the production plan for his project for the next month. The IHD project produced two types of handloom products - 60 x 40 lungis and 40 x 40 shirting. Every month‚ Mr Ganesh had to decide on the quantities of each of the products to be produced after taking into account the loom capacity available in the project‚ the availability of 40s and 60s yarn (both of which were procured and supplied to the project
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operational load • Delivers the high reliability needed for mission-critical operations • Achieves high utilization rates of physical volumes Business matters • Responds to business demands with efficient resource provision • Establishes new outside business with know-how gained from in-house operations • Support business expansion into cloud service market “Storage utilization rates normally tend to be around 40 to 50 percent‚ but our in-house HP 3PAR production environment produces
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HPL’s focus on manufacturing efficiency‚ expense management and customer service turned it into success. And it also builds a healthy relationship with major retailers. However‚ HPL’s conservative expansion strategy leads to a relative high capacity utilization rate (90%)‚ constraining its ability to expand relationship with other potential retailers. Based on its historical financial statements‚ HPL did really well in recent years. From 2003 to 2007‚ its net assets increased by $64 million‚ inventory
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Company Introduction: The Kohinoor Maple Leaf Group was born from the trifurcation of the Saigol group of companies and is a reputable and leading manufacturer of textiles and cement. KMLG comprises of Kohinoor Textile Mills limited (KTML) and Maple Leaf Cement factory limited (MLCF). Both companies are incorporated in Pakistan and are listed on three stock exchanges of the country. Maple Leaf Cement is the third largest cement factory in Pakistan. It was set up in 1956 as a joint collaboration
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