Automotive Plant Management System

7/25/2019 Automotive Plant Management System

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ABSTRACT

Automotive means of transportation has become the major and cheapest means of

transportation in Nigeria. This fact has put more pressure on manufacturers to

provide customers with high quality Automobiles with the aim of making

profits. Nowadays, manufacturers are faced with a major problem in the

management of information within a manufacturing plant and creation of

effective relationship with customers. As an approach to solving these

problems, a detailed analysis is carried out on the existing system to find out

the strength and weaknesses of the existing system. And based on therequirements generated, the new system is designed. An bject riented

design approach is used to describe the various units !modules" that make up

the system in terms of classes and objects. The design and development of an

Automotive #lant $anagement system for a manufacturing company is a

project developed with #%#, $y&'(, Ajax, %T$(, )ava&cript and )query

#lugins, it provided better and more efficient management of information

generated from %uman *esource, +nventory, ompany -inance and also

ustomer *elationship $anagement


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CHAPTER ONE

INTRODUCTION

1.1 Background of Study

An automotive plant is a factory which carries out activities involved in the manufacture of

motor vehicles, including most components, such as engines and bodies, but excluding tires,

batteries, and fuel. The industrys principal products are passenger automobiles and light trucks,

including pickups, vans, and sport utility vehicles. ommercial vehicles !i.e., delivery trucks and

large transport trucks, often called semis", though important to the industry, are secondary.

Automotive industry businesses struggle to meet the needs of a demanding market. +ncreasingly

complex requirements from customers make it difficult to concentrate on reducing inventory,

eliminating scrap and waste, and dealing with volatile commodity costs, all with a workforce that/s

dramatically smaller than it was just a few years ago. 012

An Automotive #lant $anagement &ystem !A#$&" is a software solution for automotive plants

which captures and accesses all production and quality data at the 3manufacturing moment4 to

gain the real5time intelligence required to make timely and effective manufacturing decisions 012in

the areas of accounting and financial management, customer relationship management, human

capital !human resource" management, inventory management and maintenance management.

This software solution makes use of the concept of cloud computing in order to integrate data

making the same data available throughout the company.

The Automotive +ndustry in Nigeria dates back to early 1678s when private companies like 9A,

(eventis, &A, :;own !=>" or &emi5=nocked >own !&=>" parts.

?overnment however, became involved in the industry between 16@85168 when it concluded

agreements with a number of Automobile #lants in ;urope to set up B cars and C truckDlight

commercial vehicles assembly plants using ompletely =nocked >own !=>" #arts.


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The B car plants are #eugeot Nigeria (td. !#AN", =aduna, and Eolkswagen of Nigeria (td.

!E


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perception of locally made goods, high cost operating environment, insufficient government

protection policy, absence of low cost long term funds, weak and deteriorating infrastructure,

lack of efficient management systems and inconsistency in tariff policy. +n order to run a

manufacturing plant efficiently, the plant must keep assets and equipment in good working order.

+f your equipment is down or operating inefficiently, it could slow down or halt production

completely. The plant cannot afford to have equipment out of service unexpectedly because it

could impact the company/s profitability and hurt their reputation. $aintenance management has

also been one of the reasons for poor performance of automotive industries. 0C2

Automotive #lant $anagement &ystem !A#$&" is a single unified platform that helps

automotive plants manage their manufacturing operations 012by connecting the manufacturing

floor with the management floor for actionable information to understand costs, optimiFe

schedules, eliminate waste and keep up with the pace of the business. 012

1.2 Stateent of Pro!"e

After taking an in5depth look at +nnoson Eehicle $anufacturing, + noticed some areas of

weakness in the management of certain operations in the company, below listed are these

problemsG

i. #oor staff data management.

ii. +neffective customer relationship management.iii. +nefficient inventory management to maintain accurate real time data and reduce excess

inventory.iv. +nadequate documentation of finance and accounting information produced from

company activities.

Apart from the above challenges, automotive plants that base all operations on the manual

process of filling forms, carrying files from one table to another, storing files in cabinet etc., are

faced with problems likeJ

i. %aving inconsistent data.

ii. -iles and document not being secure enough.

iii. The manual process is slow and cumbersome.


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1.# O!$ect%&e' of t(e Study

The objective of this project is to develop a management information software that covers

modules whichG

i. #rovides management of all employee information.

ii. #rovides customer relationship management.iii. %andles inventory of automotive production parts.iv. #rovides management of financial information such as estimates, invoices, receivables,

sales receipts and supplier invoices.

1.) S%gn%f%cance of Study

This project will go a very long way in improving management of automotive plants. (isted

below are the significances of this system if employed in an Automotive #lantG

i. +ncreased customer satisfaction as services and products consistently deliver what they

promise providing faster customer response time.ii. ;asy access to staff information.

iii. +mproved risk management due to accurate inventory data.iv. :etter data management and security of data.v. A computeriFed way of organiFing transaction details between manufacturers and

distributors.

1.* Sco+e of t(e Study

The Automotive #lant $anagement &ystem covers management of activities and operations

which take place in an automotive plant in the view of improving customer satisfaction, higher

profit and also making better management decisions. This system consist of five !C" modules

which are accounting and financial management, customer relationship management, human

capital !human resource" management, inventory management. This project covers user access to

various modules of the system based on user identity.

1., -%%tat%on of t(e Study

a. An automotive plant having so much inventory processes involved in the activities which

are carried out daily will produce a lot data. These data will have to be stored securely

and is too large to be stored on local servers, therefore the introduction of cloud

computing services will be required to provide efficient storage space to complement


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already existing local servers, a private cloud will have to be deployed in order to store

the large amount of data and also to ensure safety of information.

1. Def%n%t%on' of Ter'

%. Assembly partsG These are individual parts which are used in an automotive assembly

plant to assembly an automobile machine%%. Assembled automobilesG These are already assembled automobiles which are ready for

sale.%%%. loud computingG it is computing in which large groups of remote servers are networked

to allow centraliFed data storage and online access to computer services or resources%&. #rivate cloudG #rivate cloud is cloud infrastructure operated solely for a single

organiFation, whether managed internally or by a third5party, and hosted either internally

or externally.&. &erversG A computer that provides data to other computers.

&%. peration &ystemG the software that supports a computer/s basic functions, suchscheduling tasks, executing applications, and controlling peripherals.

&%%. A#+!Application #rogramming +nterface" G a specific method prescribed by a computer

operating system or application program by which a programmer writing an application

program can make requests of the operating system or another application.&%%%. +>; !+ntegrated >evelopment ;nvironment"G An +>; is a programming environment that

has been packaged as an application program, typically consisting of a code editor. A

compiler, a debugger, and a graphical user +nterface !?9+" builder.%/. ?9+ !?raphical 9ser +nterface"G a visual way of interacting with a computer using items

such as windows, icons and menus used by most modern operating systems./. Ajax !Asynchronous )avascript and K$("G Ajax is a group of interrelated web

development techniques used on the client5side of to create interactive web applications./%. #rogramming (anguageG A programming language is an artificial language designed to

express computations that can be performed by a machine, particularly a computer.

CHAPTER T0O

-ITERATURE REIE0

2.1 Autoot%&e P"ant anageent

This is the economic and technical administrative machinery of an industrial enterprise.

The plant management is headed by the director. The main task of plant management is


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preparing, developing, and substantiating the decisions of the director through collection and

processing of information data. The structure of plant management depends basically on the siFe

and the specific production type of the enterprise. The work of plant management employees is

part of the general productive labor of the whole industrial and production staff.

The immediate task of the plant management is to assist the director in organiFing the

entire work force of the enterprise to produce high5quality output for the national economy

within the production plan/s time limits, increase efficiency, create healthy and safe working

conditions, and improve the worker/s conditions of daily life, including social and cultural

services. The main subdivisions of plant management are the division of technological guidance,

headed by the chief engineerJ the division of economic management, headed by the chief

economistJ the division of production management, headed by the chief controller !production

chief"J and the subdivisions of external economic relations, headed by the deputy director for

supply and marketing. The department in charge of training and extension courses, upgrading of

staff qualifications, hiring and dismissals, and service facilities is headed by the assistant director

in charge of personnel affairs and living conditions.

The complexity and siFe of contemporary enterprises increase the role of plant

management and lead to increases in the number of staff. +mproving the quality of management

requires higher professional performance on the part of the staff, greater work effectiveness, and

a progressive and optimal approach to all decisions that have to be worked out. +n order to make

the administrative work less labor5consuming, plant management is backed up by modern

organiFational and computer technology. Training and regular extension courses raise the

qualifications of the staff employed by the plant management and lead to better organiFation of

their work. To be efficient in its work, plant management requires continuous improvement of its

structure and a fixed, standard limit on the number of employees.

2.2 I+ortance of In&entory anageent %n Autoot%&e Indu'try

Automobile industry is a symbol of technical marvel by human kind. The

industry could have a strong multiplier eect on economic growth [13]

through ecient managements of its inventory systems. !nventory

management simply means the methods used to organi"e# store and replace

inventory# to keep an ade$uate supply of goods while minimi"ing cost.

Assets held in inventory are generally re$uired to ensure service delivery


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continue as planned without interruption. %ike any asset# decisions need to

be made whether they should be held# and how much to hold# and they need

to be eciently managed. &cient management of inventory concerns most

managers of marketing and supply businesses# whether they are retail#

wholesale# or service oriented. 'uccessful# well(organi"ed businesses rely

heavily on inventory management systems to make certain that ade$uate

inventory levels are available to satisfy their customer demand. The

inventory system has diverse decision variables that can be considered as

continuous like regular orders# demand on the stock# regular supply et

cetera. )n the other hand# there are discrete variables like special orders

that come in at a particular time# theft or accidents that occur without any

warning. *ased on these# decision makers need to plan properly for their

inventory+ as these discrete and continuous variables always play an

important role in determining the results. ,anagement is given some

discretion in the valuation of the -rms inventory# as they decide on the

timing and $uantity of inventory write(downs. ,oreover# in addition to

purchases and sales of inventory# -rms can make ad/ustments to their

inventory -gures# and subse$uent level of earnings. The e0tent to which

-rms choose to utili"e their discretion to ad/ust the level of inventory can

have a large impact on the -nancial standing of the -rm. The managementof inventory and how it can provide insight into -rm performance is a topic of

interest to shareholders# investors# business owners# and the general public.

Through e0amination of inventory practices and how they dier over time# it

becomes easier to /udge the stability of a -rm and the likelihood that it will

perform well in future periods.

hile a great deal of attention have been focused on automobile industries+

comparatively little empirical research has been done to ascertain theeciency of a single automobile service company in managing inventory in

their distribution systems# both at the factory and dealer levels.


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2.# U'e of C"oud Co+ut%ng %n Autoot%&e Indu'try

A loud omputing system is intended to improve and automate the controlling of single

point operations. :y using a single point of control, this goal is accomplished through the

elimination of duplicate entry and the contribution of data integrity, detailed drilldown, simple

training, manageable support, minimal +T maintenance, easy upgrades and reduced costs.

verall, the advantages of cloud computing usage fulfill the original intentions of business as it

allows process manufacturers to manage their business as simply and efficiently as possible. 01C2

loud computing is a model for providing and sourcing information technology services

on a 3pay per use4 basis. loud services are elastic, allowing them to be highly configurable,

adaptable and scalable, and generally require less upfront investment and on5going operating

expenditure than traditional +T models. louds generally take one or a combination of four

formsG private, public, hybrid and community. #rivate clouds are dedicated to a single company

for private use and can either be built within a company/s premises or located off5site, owned and

provided by an external third party. #rivate clouds deliver virtualiFed application, infrastructure

and communications services for internal business users. #ublic clouds are accessible to the

public over a network and are fully owned and provided by external third parties. %ybrid clouds

blend the benefits of public and private clouds, by enabling a company to retain confidential

information in a private cloud, while providing access to the wider choice of cloud computing

services in public clouds. ommunity clouds are collaborative resources shared between a

limited number of organiFations with common requirements and interestsLoften in the same

industry or geographical region. ommunity clouds can be hosted internally or by external third

parties as a managed service. 01C2All four forms of cloud computing can provide computing 3on

demand4 at one or more of four levelsG

i. At the infrastructure level, companies use infrastructure5as5a5service !+aa&" offerings to

source raw computing resources, processing power, network bandwidth and storage on

demand. +aa& is the most basic cloud service model.

ii. At the application level, with software5as5a5service !&aa&", the end user receives a

complete software application encompassing apps and associated data centrally hosted on

the cloud and accessed via web browsers, supporting device independence and anywhere

access.


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iii. At the platform level, platform5as5a service !#aa&" is a software platform including

infrastructure elements such as database, middleware, messaging, security and

development tools, as well as a presentation layer, that are used to develop custom

applications.


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cloud5based #($ and $$ is the legacy systems that are already in place. These legacy

systems are typically very large, on5site +T systems that have taken considerable investment,

including time and talent spent learning and using these tools. hanging #($ and $$

systems, much less to a cloud5based systems, is a challenge to justify in many cases.

The benefit of a cloud5based enterprise +T solution is the ability to access data and applications

from virtually anywhere. +n addition, it provides a scalable, centrally located infrastructure which

can increase +T efficiency and reduces infrastructure costs. hallenges with legacy systems and

information security still limit the penetration of cloud systems for automotive applications. +n

the future, it is expected that the industry will continue to move forward with cloud5based

systems incrementally.

2.) H%'tory of Autoo!%"e anufactur%ng and %t' Proce''e'.

+n 168 %enry -ord began production of the $odel T/ automobile. :ased on his original $odel

A/ design first manufactured in 168O, the $odel T/ took five years to develop. +ts creation

inaugurated what we know today as the mass production assembly line. This revolutionary idea

was based on the concept of simply assembling interchangeable component parts. #rior to this

time, coaches and buggies had been hand5built in small numbers by specialiFed craftspeople who

rarely duplicated any particular unit. -ords innovative design reduced the number of parts neededas well as the number of skilled fitters who had always formed the bulk of the assembly

operation, giving -ord a tremendous advantage over his competition. 0H2

-ords first venture into automobile assembly with the $odel A/ involved setting up assembly

stands on which the whole vehicle was built, usually by a single assembler who fit an entire

section of the car together in one place. This person performed the same activity over and over at

his stationary assembly stand. To provide for more efficiency, -ord had parts delivered as needed

to each work station. +n this way each assembly fitter took about .H hours to complete hisassembly task. :y the time the $odel T/ was being developed -ord had decided to use multiple

assembly stands with assemblers moving from stand to stand, each performing a specific function.

This process reduced the assembly time for each fitter from .H hours to a mere B.H minutes by

rendering each worker completely familiar with a specific task. 0H2


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-ord soon recogniFed that walking from stand to stand wasted time and created jam5ups in the

production process as faster workers overtook slower ones. +n >etroit in 161O, he solved this

problem by introducing the first moving assembly line, a conveyor that moved the vehicle past a

stationary assembler. :y eliminating the need for workers to move between stations, -ord cut the

assembly task for each worker from B.H minutes to just under B minutesJ the moving assembly

conveyor could now pace the stationary worker. The first conveyor line consisted of metal strips

to which the vehicles wheels were attached. The metal strips were attached to a belt that rolled

the length of the factory and then, beneath the floor, returned to the beginning area. This reduction

in the amount of human effort required to assemble an automobile caught the attention of

automobile assemblers throughout the world. -ords mass production drove the automobile

industry for nearly five decades and was eventually adopted by almost every other industrial

manufacturer. Although technological advancements have enabled many improvements to modern

day automobile assembly operations, the basic concept of stationary workers installing parts on a

vehicle as it passes their work stations has not changed drastically over the years. 0H2

2.).1 Ra3 ater%a"'

Although the bulk of an automobile is virgin steel, petroleum5based products !plastics and vinyls"

have come to represent an increasingly large percentage of automotive components. The light5

weight materials derived from petroleum have helped to lighten some models by as much as thirty

percent. As the price of fossil fuels continues to rise, the preference for lighter, more fuel efficient

vehicles will become more pronounced. 0H2

2.).2 De'%gn

+ntroducing a new model of automobile generally takes three to five years from inception to

assembly. +deas for new models are developed to respond to unmet pubic needs and preferences.

Trying to predict what the public will want to drive in five years is no small feat, yet automobile

companies have successfully designed automobiles that fit public tastes.


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2.).# T(e anufactur%ng Proce''

2.).#.1 Co+onent'

A.The automobile assembly plant represents only the final phase in the process of manufacturing

an automobile, for it is here that the components supplied by more than C,888 outside suppliers,

including company5owned parts suppliers, are brought together for assembly, usually by truck orrailroad. Those parts that will be used in the chassis are delivered to one area, while those that will

comprise the body are unloaded at another. 0H2

2.).#.2 C(a''%'

B.The typical car or truck is constructed from the ground up !and out". The frame forms the base

on which the body rests and from which all subsequent assembly components follow. The frame

is placed on the assembly line and clamped to the conveyer to prevent shifting as it moves down

the line. -rom here the automobile frame moves to component assembly areas where complete

front and rear suspensions, gas tanks, rear axles and drive shafts, gear boxes, steering box

components, wheel drums, and braking systems are sequentially installed.

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4%gure 1.1Workers install engines on Model Ts at a Ford Motor Company plant. The photo is

from about 1917.

The automobile, for decades the quintessential American industrial product, did not have its

origins in the 9nited &tates. +n 178, ;tienne (enoir, a :elgian mechanic, introduced an internal

combustion engine that proved useful as a source of stationary power. +n 1@, Nicholas tto, a

?erman manufacturer, developed his four5stroke PexplosionP engine. :y 1H, one of his

engineers, ?ottlieb >aimler, was building the first of four experimental vehicles powered by a

modified tto internal combustion engine. Also in 1H, another ?erman manufacturer, arl


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:enF, introduced a three5wheeled, self5propelled vehicle. +n 1@, the :enF became the first

automobile offered for sale to the public. :y 16H, automotive technology was dominated by the

-rench, led by ;mile (avassor. (avassor developed the basic mechanical arrangement of the car,

placing the engine in the front of the chassis, with the crankshaftperpendicular to the axles.

+n 167, the >uryea $otor


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n automobile assembly lines, much of the work is now done by robots rather than humans. +n

the first stages of automobile manufacture, robots weld the floor pan pieces together and assist

workers in placing components such as the suspension onto the chassis.


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The body is built up on a separate assembly line from the chassis. *obots once again perform

most of the welding on the various panels, but human workers are necessary to bolt the parts

together. >uring welding, component pieces are held securely in a jig while welding operations

are performed. nce the body shell is complete, it is attached to an overhead conveyor for the

painting process. The multi5step painting process entails inspection, cleaning, undercoat

!electrostatically applied" dipping, drying, topcoat spraying, and baking. &moke, weld flashes, and

gases created during this phase of production.

4. As the body moves from the isolated weld area of the assembly line, subsequent body

components including fully assembled doors, deck lids, hood panel, fenders, trunk lid, and

bumper reinforcements are installed. Although robots help workers place these components onto

the body shell, the workers provide the proper fit for most of the bolt5on functional parts using

pneumatically assisted tools.

2.).#.) Pa%nt

5.#rior to painting, the body must pass through a rigorous inspection process, the body in hite

operation. The shell of the vehicle passes through a brightly lit white room where it is fully wiped

down by visual inspectors using clothssoaked in hi5light oil. 9nder the lights, this oil allows

inspectors to see any defects in the sheet metal body panels. >ings, dents, and any other defects

are repaired right on the line by skilled body repairmen. After the shell has been fully inspected

and repaired, the assembly conveyor carries it through a cleaning station where it is immersed and

cleaned of all residual oil, dirt, and contaminants.

H.As the shell exits the cleaning station it goes through a drying booth and then through an

undercoat dipLan electrostatically charged bath of undercoat paint!called the!"#oat$ that covers

every nook and cranny of the body shell, both inside and out, with primer. This coat acts as a

substrate surface to which the top coat of colored paint adheres.

I.After the ;5coat bath, the shell is again dried in a booth as it proceeds on to the final paintoperation. +n most automobile assembly plants today, vehicle bodies are spray5painted by robots

that have been programmed to apply the exact amounts of paint to just the right areas for just the

right length of time. onsiderable research and programming has gone into the dynamics of

robotic painting in order to ensure the fine PwetP finishes we have come to expect. ur robotic
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painters have come a long way since -ords first $odel T/s, which were painted by hand with a

brush.

6.nce the shell has been fully covered 1 % with a base coat of color paint and a clear top coat,

the conveyor transfers the bodies through baking ovens where the paint is cured at temperatures

exceeding B@H degrees -ahrenheit!1OH degrees elsius".

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4%gure 1.)Total assembling of chassis frame and body shell.

The body and chassis assemblies are mated near the end of the production process. *obotic arms

lift the body shell onto the chassis frame, where human workers then bolt the two together. After

final components are installed, the vehicle is driven off the assembly line to a quality checkpoint.

After the shell leaves the paint area it is ready for interior assembly.

2.).#.* Inter%or a''e!"y

7.The painted shell proceeds through the interior assembly area where workers assemble all of

the instrumentation and wiring systems, dash panels, interior lights, seats, door and trim panels,

headliners, radios, speakers, all glass except the automobile windshield, steering column and

wheel, body weather5strips, vinyl tops, brake and gas pedals, carpeting, and front and rear bumper

fascias.

-.Next, robots equipped with suction cups remove the windshield from a shipping container,

apply a bead of urethane sealer to the perimeter of the glass, and then place it into the body
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windshield frame. *obots also pick seats and trim panels and transport them to the vehicle for the

ease and efficiency of the assembly operator. After passing through this section the shell is given a

water test to ensure the proper fit of door panels, glass, and weather5stripping. +t is now ready to

mate with the chassis.

2.).#., ate.The chassis assembly conveyor and the body shell conveyor meet at this stage of production.

As the chassis passes the body conveyor the shell is robotically lifted from its conveyor fixtures

and placed onto the car frame. Assembly workers, some at ground level and some in work pits

beneath the conveyor, bolt the car body to the frame. nce the mating takes place the automobile

proceeds down the line to receive final trim components, battery, tires,anti5freeFe, and gasoline.

N.The vehicle can now be started. -rom here it is driven to a checkpoint off the line, where its

engine is audited, its lights and horn checked, its tires balanced, and its charging systemexamined. Any defects discovered at this stage require that the car be taken to a central repair

area, usually located near the end of the line. A crew of skilled trouble5shooters at this stage

analyFe and repair all problems.


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ability to electronically control the manufacturing sequence. Throughout the assembly process

quality audit stations keep track of vital information concerning the integrity of various functional

components of the vehicle. 0H2

This idea comes from a change in quality control ideology over the years. -ormerly, quality

control was seen as a final inspection process that sought to discover defects only after the vehicle

was built. +n contrast, today quality is seen as a process built right into the design of the vehicle as

well as the assembly process. +n this way assembly operators can stop the conveyor if workers

find a defect. orrections can then be made, or supplies checked to determine whether an entire

batch of components is bad. Eehicle recalls are costly and manufacturers do everything possible

to ensure the integrity of their product before it is shipped to the customer. After the vehicle is

assembled a validation process is conducted at the end of the assembly line to verify quality audits

from the various inspection points throughout the assembly process. This final audit tests for

properly fitting panelsJ dynamicsJ squeaks and rattlesJ functioning electrical componentsJ and

engine, chassis, and wheel alignment. +n many assembly plants vehicles are periodically pulled

from the audit line and given full functional tests. All efforts today are put forth to ensure that

quality and reliability are built into the assembled product. 0H2

2.).* T(e 4uture

The development of the electric automobile will owe more to innovative solar and aeronautical

engineering and advanced satellite and radar technology than to traditional automotive design and

construction. The electric car has no engine, exhaust system, transmission, muffler, radiator, or

spark plugs. +t will require neither tune5ups norLtruly revolutionaryLgasoline. +nstead, its power

will come from alternating current !A" electric motors with a brushless design capable of

spinning up to B8,888 revolutionsDminute. :atteries to power these motors will come from high

performance cells capable of generating more than 188 kilowatts of power. And, unlike the lead5

acid batteries of the past and present, future batteries will be environmentally safe and recyclable.

+ntegral to the braking system of the vehicle will be a power inverter that converts direct current

electricity back into the battery pack system once the accelerator is let off, thus acting as a

generator to the battery system even as the car is driven long into the future.

The growth of automobile use and the increasing resistance to road building have made our

highway systems both congested and obsolete. :ut new electronic vehicle technologies that

permit cars to navigate around the congestion and even drive themselves may soon become

possible. Turning over the operation of our automobiles to computers would mean they would
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gather information from the roadway about congestion and find the fastest route to their instructed

destination, thus making better use of limited highway space. The advent of the electric car will

come because of a rare convergence of circumstance and ability. ?rowing intolerance for

pollution combined with extraordinary technological advancements will change the global

transportation paradigm that will carry us into the twenty5first century. 0H2

2.* ERP Sy'te' and t(e C(a""enge' of Autoot%&e Indu'try

:eing competitive in the automotive industry requires adopting new management methodologies,

such as just5in5time, electronic data communications, and work order5less scheduling and billing.

#ackaged ;*# systems are now incorporating functionality to support these new methodologies.

The minimum daily core requirements for business systems used to be financial management,

inventory control, order management, and production scheduling. ompetitive pressures over the

past decade have forced the automotive ;$s and suppliers to become lean and mean. Now more

than ever, the industry is run by mandates covering methodologies such as just5in5time !)+T"

manufacturing, electronic data interchange !;>+", order release management, and quality ratings

!'&56888".

These mandates are more than decrees agreed upon by the participants within the automotive

supply chain. They are really business processes that require unique automotive functionalityLa

new minimum set of core requirementsLthat have not typically been included in enterprise

resource planning !;*#" systems. %ere are some of those new requirements being found in the

latest versions of ;*# systems. 072

2.*.1 0ork%ng %n a 6IT 96u't In T%e: en&%ronent

;*# systems have roots in the inventory management and work order processing found in

conventional discrete manufacturing environments. %owever, todays automotive manufacturing

is more a repetitive environment. This means theres minimal inventory and none of the

conventional order management trappings such as order entry, purchase orders, and work orders.

The latest packaged ;*# systems for automotive users would ideally operate without work

orders, while providing all the transactional and planning functionality to support lean production

and flow manufacturing, including planning and shipping schedules releases, kanban !whether

manual or electronic", cumulative reconciliation, and advance ship notice !A&N" transactions.


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%owever, work order5less ;*# is unconventional, to say the least. :ut such systems do exist, in

some fashion. &ome ;*# systems have been written from scratch with the work order5less,

repetitive manufacturing philosophy in mind. -or example, T*AN&C$ from $+5ompetitive

&olutions, +nc. !?rand *apids, $+" is a part5number based ;*# system that helps provide

complete control and visibility of work5in5process inventory as well as support for pay5point

operations, process work centers, and multiple backflush methods. This ;*# system competes

with other ;*# systems that have Phidden work orders,P says >avid &chaap, product marketing

manager for $+5ompetitive &olutions, +nc. !?rand *apids, $+". The hidden work orders help

start and monitor production, but they also require a lot of manual intervention when schedules

are changed after the work orders are released to production. A third group of ;*# systems offer

repetitive scheduling functionality, but still require work orders for some functions such as

serialDlot traceability. 072

2.*.2 Reac(%ng Out and Touc(%ng Su++"%er'

;>+ is one of those technologies people refer to as an Penabling technology.P Qes, it eliminates

paperworkG purchase orders, release documents, shipping manifests, and other business

documents. ;qually important, it creates a real5time communications frame5work throughout the

automotive supplier community that integrates ;$s to suppliersJ links ;$ and supplier

production, scheduling, and distribution systems togetherJ and establishes an electronic process to

communicate material releases !O8", production sequences !77", advanced ship notices !A&NJ

H7", shipping schedules !7B", receiving notifications !71", payment orderDremittance advice

!B8", and other transaction sets.

+ronically, too much paper is still involved in the ;>+ communications between automotive

supply chain participants. And where theres paper, theres multiple and manual data entryLand

data entry errors. $oreover, ;>+ communications have mostly been between the ;$s and the

Tier 1 suppliers. Thats about to change. hrysler orp., for instance, has had several mandates

requiring that its Tier 1 suppliers communicate via ;>+. hrysler Tier 1 suppliers already should

have ;>+ functionality integrated with their ;*#5generated schedules. :y )uly 166, hrysler

Tier 1 suppliers were to use ;>+ to transmit O8s to Tier B suppliers. (ikewise, hrysler Tier Bs

are to transmit O8s via ;>+ to Tier Os by )anuary 1666.

-or this to be possible, ;>+ and release management instruction sets must be seamlessly

integrated to the financial, production, resource scheduling, and distribution modules within ;*#

systems. To date, this hasnt been fully realiFed because ;>+ requirements have evolved over
http://66.192.79.249/dp/redir.cfm?CompanyName=CMICOMP&LCODE=ALhttp://66.192.79.249/dp/redir.cfm?CompanyName=CMICOMP&LCODE=ALhttp://66.192.79.249/dp/redir.cfm?CompanyName=CMICOMP&LCODE=ALhttp://66.192.79.249/dp/redir.cfm?CompanyName=CMICOMP&LCODE=AL


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time, and the ;>+ communications were often managed by service vendors acting as third5parties

to both the ;*# vendors and the ;*# users. onsequently, current ;>+D;*# connections are

mostly customiFed implementations, requiring additional software development to integrate ;>+

data and data fields with the business rules encapsulated in the ;*# system.

Newly available, fully integrated, ;>+5enabled ;*# systems can tie ;*#5based data directly to

the ;>+ transaction sets that require those data. -or example, kanban pull signals and the material

requirements planning module within ;*# can drive the creation and transmission of )+T shipping

schedules !7Bs". This ensures that Tier B suppliers get )+T schedules and shipping information in

a more detailed and timely manner. (ikewise, an ;*# system that supports 77 production

sequencing operations, including releasing shipment authoriFation numbers and number ranges,

helps suppliers respond to ;$ delivery requirements. ther examples can show how ;>+5

enabled ;*# systems can help shorten production cycles, reduce costs, and ensure '&56888

compliance.

=eep in mind, though, that ;>+ standards are still in flux. ?eneral $otors is in the process of

converting from the North American AN&+ A& K1B ;>+ standard to the ;uropean ;difact

standard in the 9.&., so packaged ;*# systems will need to handle both ;>+ standards, plus

minor standards such as dette and E>A.

Also realiFe that ;>+ requirements in general are not monolithicJ not all automotive suppliers

need all the ;>+ functionality thats possible. -or example, Allied&ignal, a &A# *DO user, needs

;>+ communications to respond to the requirements of the automakers. :ut unlike many

automotive suppliers, it also needs ;>+ functionality to handle a variety of aftermarket

requirements. 072

2.*.# Re"ea'e anageent

An outgrowth of )+T, and unique to the automotive industry, is that ;$s and at least the Tier 1

suppliers work according to ;*#5generated schedules delivered through ;>+ and payments based

on A&Ns. Again, no work orders, purchase orders, or invoices required.

+n doing that, explains harles ;ggerding, vice president, Automotive, for 'A> !?rand *apids,

$+", suppliers dont want to deal with a Pthree5way match.P


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*ather, it would be better for the ;*# system to track production schedules and generate the

appropriate transaction sets when required. -or example, the ;*# system matches A&N to

inbound shipments, confirms that the shipment is good, and then remits monies based on an

acknowledgement of the shipment against the contract.

-rankly, some of the flow manufacturing methodologies occurring in the automotive industry just

cant be done manuallyLor at least not efficiently manually. *elease management is a good

example of why computeriFation, specifically ;*# systems, is crucial. -or instance, when

working off a blanket agreement based on a schedule rather than on a work order, the ;$ will

send a ship5through number to its supplier, such as ship through 1H on $onday, through O8 on

Tuesday, and through B8 on . ;dwards


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inventory !palletiFed materials, individual piece parts, subassemblies, and finished products",

release documents, and even labor time and attendance. &ome ;$s require bar coded shipping

documents as backup and verification of the shipping manifests and A&Ns that are generated with

outbound shipments and sent by ;>+. +n most situations, standard label templates are provided,

such as the A+A? shipping label.

$any of these mandatesLboth from A+A? and the automakersLare replacing pre5printed

labeling with the need for both on5demand printing and custom labeling. :ecause of this,

packaged ;*# systems must be able to extract the relevant data for the label directly from the

;*# database. $oreover, because ;$ labeling requirements are ever5changing, the bar code

labeling capabilities in the ;*# system must be easy to useJ that is, the standard label should only

need to be described once in the ;*# system.

'&56888 is another automotive mandate directly affecting ;*# systems. &pecific '&56888 tools

are now being included in packaged ;*# systems, such as process mapping tools, compliance

tools, supplier analysis, supplier score card, and other types of supplier rating systems. These

tools, driven by the supplier and inventory data already within the ;*# system, will help users

perform qualitative and quantitative checks on inbound and outbound shipments to certify

suppliers for compliance. &A#s *DO ;*# system, for instance has a quality management systemintegrated into the purchasing and the shipping portions of the system. This makes supplier rating

an inherent part of doing business.

f course, this all begs the questionG +s specific automotive ;*# functionality worth it in the first

placeR Absent hard numbers and rigorous research, most ;*# user companies feel in their Pvirtual

gutP that they gain benefits in terms of time, money, and competitiveness. A more quantifiable

response comes from the A+A?. +ts $anufacturing Assembly #ilot !$A#" study last year showed

that ;>+ use at the Tier5B level would slash lead times and generate savings estimated at S1.1

billion per year, overall. 072


25/54

2.*.* Autoot%&e U'er' and ERP endor'

Eendors Are %elping Automotive 9sers )ump &tart Their ;*# +mplementations. ;*#

implementations are a substantial investment in time and money. They always have been. (ately,

though, these implementations have become more business reengineering initiatives than software

installation efforts. + communications or solving Qear B888 issues. nce they have their ;*# systems up

and running, they can then take their ;*# implementation to the next step by changing original

software settings or rewriting code to accommodate business growth.

$any ;*# vendors offer ways to Pkick startP both the initial ;*# implementation effort and the

eventual modification steps. &ome have created Pindustry templatesP to tailor the ;*# system for

a specific automotive participant, whether ;$, supplier, or aftermarket supplier. These

templates are based on the best business practices, that is, the automotive supplier business

standards and requirements instituted by organiFations such as the A+A? and mandated by the

;$s.

&A#, which calls its templates Ppreconfigured systems,P has &olution $aps that identify what its*DO ;*# system can do for specific areas in an automotive enterprise. P&olution $aps are what

companies used to hire consultants for, to help the companies understand where they are and what

they want to do to accomplish their goals,P says ?regory $ekjian, director of Automotive

&trategic :usiness 9nit for &A# America !&outhfield, $+".

$odifying these templates or preconfigured system is expected as the users understanding of the

;*# system grows and the user companys business practices change. &ome ;*# vendors offer

tools to help in making those modifications. -or example, :aans dynamic enterprise modeling!>;$" tool lets companies dynamically generate software that supports the business processes

they have modeled. This way, rather than asking its automotive customers to conform their

business practices to how the :aan software works, says >avid -owler, senior industry consultant

for The :aan ompany !Troy, $+", >;$ can PbendP the ;*# software to support the customers

business practicesLwithout the customer necessarily having to change or do major business

processes reengineering up front. 072


26/54

CHAPTER THREE

S


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b" &tudy of recordsDmanuals

c" ;valuation of forms

A. Inter&%e3

A face5to5face interview was carried between the researcher !me", head of the >epartment

!%>" of the &pare #arts >epartment !>", and the %uman resource manager !%*$". This

enabled the researcher establish good rapport with the participants and therefore gained their

cooperation.

B. Study of Record'>anua"'

An existing system can best be understood by studying the existing documents, such asJ

i.


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#.2.2 Current Huan Ca+%ta" anageent Proce''

The current %uman *esource management process is based on storing employee information in

$icrosoft Access databases. This process does not provide easy identification of particular staff,

for instance staff with the same surname and initials but in different department, management

officials cannot easily identify the particular staff data needed because the image of the staff is

not present thereby making the searching of employee data time wasting and inefficient. Also it

does not provide sorting of employee information, for example, based on salary, position,

qualifications etc.

#.2.# Current 4%nanc%a" and Account%ng anageent Proce''

The current system in +nnoson Eehicle $anufacturing is based on entry of financial data into

$icrosoft ;xcel spreadsheets. This process does not provide currency changing capacities, which

indicate ineffectiveness looking at the fact that transactions are sometimes carried out in foreign

currencies and also it cannot create reports and invoices automatically for transaction.

#.2.) 4ea'%!%"%ty Study

-easibility studies aim to objectively and rationally uncover the strengths and weaknesses of the

existing business or proposed venture, opportunities and threats as presented by the environment,

the resources required to carry through, and ultimately the prospects for success.

a" Econo%c 4ea'%!%"%ty= ;conomic analysis is the most frequently used method for evaluating

the effectiveness of a new system. $ore commonly known as costDbenefit analysis, the procedure

is to determine the benefits and savings that are expected from a candidate system and compare

them with costs. As such the implementation of the new system will save a lot of money !money

used in running the manual process and elimination of loss form overstocking".

b" O+erat%ona" 4ea'%!%"%ty= perational feasibility is a measure of how well a proposed system

solves the problems. To an extent the proposed system is going to solve the problem of high

dependency on forms, files, and cabinet in carrying out the basic processes of the company. +t

eliminates double of entry of data, cuts down on excess personnel staff and helps in decision

making of the management.


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#.2.* Pro!"e' and 0eakne''e' of t(e E/%'t%ng Sy'te

The major problems the present system face are associated with the fact that it is not automated,

these problems are outlinedG

i. reation and storage of +nvoicesG +nvoices cannot be automatically generated and stored

using the existing system.

ii. The shipping processG #roducts to be shipped or received are also registered using forms,

this process faces the problem of sorting time, but also when products are distributed to

various depots, it takes lots of time to confirm if the products arrived the depots safe and

complete.iii. &tocking processG The process of taking stock is tedious because it involved manual

counting the amount of goods left in the stock, as a result of the process the results are

error prone and not secured.iv. &earching of ;mployee >ataG The process of searching for employee information is

tedious because double entry error of particular employee may occur due to human error

and also due to the fact that employee images or visual verification are not able to saved,

identification of employees with the same names is very hard.v. &tock *eplenishmentG >ue to the manual process of taking inventory of stocks it is hard

to know when a stock is low, and when to replenish stock, no stock alert is set in place.

Also the right amount of stock needed cannot be identified and can lead to overstocking.vi. >ata +ntegrationG >ue to the different processes of taking data in different departments,

there is no integration or availability of the same up5to5date data throughout all the

departments.vii. >ifficulty in tracking and retrieving data from the related inventory.

viii. onstraints couldn/t be applied to the existing system.

#.) Ana"y'%' of t(e Pro+o'ed Sy'te

)ust as the problems and weaknesses of the present system have been rightly outlined, the

proposed system is being developed particularly to automate all manual processes, to save time,

increase production efficiency and make profit which is the ultimate goal of all automotive

industries.


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#.).1 4unct%ona" And non?funct%ona" Re;u%reent

A. 4unct%ona" Re;u%reent= These are statement of services that the system provides, how the

system should react to particular inputs and how the system behave in particular situation. The

functional requirements areG

i. +t requires O!three" privileged usersJ the #lant $anager, administration officer !admin",

and the user !staff".ii. ;ach user must have unique passwords and username which are there auto5generated

staff ids, which determines their interfaces and operations as well.iii. The Admin officer should have privileges to create other admin users and manage

application access of any employee.

+t also provides the following functionalities belowG

a. reation of customer invoices including consolidated billing in real timeb. reation and management of journal entries such as a *eceivables, &ales *eceipts,

invoice, ;stimates, &upplier +nvoices.c. reation and maintenance of detailed customer records and related data such as financial,

address, contacts and communication informationd. ;ntering, tracking and fulfilling of customer orders.e. &toring of all customer order and release information, including order number, item

numbers, due dates and quantities, for detailed analysis and reporting.f. reation and maintenance of a master5list of departments within the company.g. reation of a master employee list.h. reation and maintenance of employee records.i. reation and maintenance of a master list of inventory of production parts.

j. &election of inventory and stage it for shipmentk. &aving and emailing of invoices to customers.

:. Non?funct%ona" Re;u%reent= these are the constraints encountered in the development of

the system. &ome of these constrains includesG

a. The cost of setting up a local or cloud network to host the application.

b. &ufficient network bandwidth is required for the system to run effectively.

#.).2 Benef%t' of t(e Pro+o'ed Sy'te

>ue to the issues arising from the manual process of delivery of goods of the existing system,

this research work is being carried out to automate the manual processes involved in the

inventory of stock, the registration of incoming and outgoing shipments and every other process


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carried out manually. And also the lack of a proper financial and %* management systemJ below

are some of the benefits that would be derived from the new systemG

i. :etter management decisions are made based on financial reports.

ii. #rovides the manufacturer with up5to5date information about current stock level,

customers, employees and maintenance schedules.

iii. #rovides better security of information from unauthoriFed users and hackers.

iv. #rovides the manufacturer with up5to5date information about previous shipments made,

and confirms the amount of goods sent or received from the manufacturer through the

invoices generated.

v. &aves the time in searching for stock or employee data.

vi. Alerts the admin officer when a particular stock is low in the warehouse of the plant.

vii. ;liminates double entry of data, under5stocking and also overstocking.

viii. All the transactions made should results either success or failure to provide consistency.

#.* Sy'te 9Soft3are: De&e"o+ent et(odo"ogy

A &oftware development $ethodology also known as &oftware >evelopment (ife ycle $odel

is a set of activities together with an ordering relationship between activities which if performed

in a manner that satisfies the ordering relationship that will produce desired product. &oftware

>evelopment (ife ycle $odel is an abstract representation of a development process.

+n a software development effort the goal is to produce high quality software. The development

process is, therefore, the sequence of activities that will produce such software. A software

development life cycle model is broken down into distinct activities. A software development life

cycle model specifies how these activities are organiFed in the entire software development

effort. $"v. +terative and +ncremental $ethod

vi. Agile development!;xtreme #rogramming"


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+n this project the software development methodology used is Ag%"e De&e"o+ent

et(odo"ogy.

#.*.1 Ag%"e De&e"o+ent et(odo"ogy.

Agility is both a development philosophy and a collection of concepts embedded into

development methodologies. An agile approach to development is essentially a results5focusedmethod that iteratively manages changes and risks. +t also actively engages customers in

providing feedback on successive implementations, in effect making them part of the

development team. 9nlike process5driven documentation, it promotes outcome5driven

documentation. The emphasis of agile practices is on traveling lightweight, producing only

those artifacts !documentation" that are absolutely necessary. 01H2

Agile >evelopment $ethodology combines a philosophy and a set of development guidelines.

The philosophy encourages customer satisfaction and early incremental delivery of softwareJsmall, highly motivated project teamsJ informal methodsJ minimal software engineering work

productsJ and overall development simplicity. The development guidelines stress delivery over

analysis and design, and active and continuous communication between developers and

customers.

#.*.1.1 Ad&antage' of Ag%"e ode"=

i. ustomer satisfaction by rapid, continuous delivery of useful software.

ii. #eople and interactions are emphasiFed rather than process and tools. ustomers,

developers and testers constantly interact with each other.

iii.


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#.*.1.2 D%'ad&antage' of Ag%"e ode"=

i. +n case of some software deliverables, especially the large ones, it is difficult to assess the

effort required at the beginning of the software development life cycle.

ii. There is lack of emphasis on necessary designing and documentation.

iii. The project can easily get taken off track if the customer representative is not clear what

final outcome that they want.

iv. nly senior programmers are capable of taking the kind of decisions required during the

development process. %ence it has no place for newbie programmers, unless combined

with experienced resources.

#.*.1.# 0(en to u'e Ag%"e ode"=

i.


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9nder Agile $ethodology, ;xtreme #rogramming is employed in this project.

#.*.2 E/tree Progra%ng 9@P:

K# uses an object5oriented approach as its preferred development paradigm. K# encompasses

asset of rules and practices that occur within the context of four framework activitiesG planning,design, coding and testing. -igure O.1 illustrates the K# process and notes some of the key ideas

and tasks that are associated with each framework activity. 0@2

4%g #.1 @P +rogra%ng ode"

a. P"ann%ng

The planning activity begins with the creation of a set of stories that describe required features

and functionality for software to be built. ;ach story is written by the customer and is placed on

an index card. The customer assigns a value !i.e. a priority" to the story based on the overall

business value of the feature or function. As development work proceeds, the customer can add


35/54

stories, change the value of an existing story, split stories, or eliminate them. The K# team then

reconsiders all remaining releases and modifies its plans accordingly. 0@2

!. De'%gn

K# design rigorously follows the =+& !=eep +t &imple" principle. A simple design always

preferred over a more complex representation. +n addition, the design provides implementationguidance for a story as it is written M nothing less, nothing more. The design of extra

functionality !because the developer assumes it will be required later" is discouraged. 0@2

c. Cod%ng

K# recommends that after stories are developed and preliminary design work is done, the team

should not move to code, but rather develop a series of unit tests that will exercise each of the

stories that is to be included in the current release !software increment". nce the unit test has

been created, the developer is better able to focus on what must be implemented to pass the unit

test. Nothing extraneous is added !=+&". nce the code is complete it can be unit tested therefore

providing instantaneous feedback to the developer. 0@2

d. Te't%ng


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CHAPTER 4OUR

Suring the >esign #hase, the system is designed to satisfy the requirements identified in the

previous phases. The requirements identified in the *equirements Analysis #hase are

transformed into a &ystem >esign >ocument that accurately describes the design of the system

and that can be used as an input to system development in the next phase. +n this project the

design methodology employed is bject5riented >esign $ethodology.

).1.1 O!$ect?Or%ented De'%gn et(odo"ogy.

bject5oriented design is a design strategy where system designers think in terms of things/

instead of operations or functions. *ather than a program being designed as a set of functions

that interchange data through their parameters and through a shared memory !global variables",

an object5oriented program is made up of interacting objects. bjects maintain their own local

state and define operations on that state information. They hide information about the

representation of the state and hence limit access to it.

4%g ).1 A (%erarc(%ca" ode" of t(e +ro+o'ed 'y'te

(ogin

&taff Admin

reate 9ser *egister &taff *$+nventory

$anagement

-inancial

$anagement

%*

$anagem


37/54

).2. Data 4"o3 D%agra of t(e Pro+o'ed Sy'te.

4%g ).2 A Data 4"o3 D%agra of t(e +ro+o'ed Sy'te

).2.1 A Data 4"o3 D%agra of t(e Order Proce''%ng of t(e +ro+o'ed Sy'te.

4%g ).2.1 A Data 4"o3 D%agra of t(e Order Proce''%ng of t(e +ro+o'ed Sy'te


38/54

).2.2 De'cr%+t%on of Sy'te odu"e'

The system has C !four" modules namelyG -inancial $anagement, ustomer *elationship

$anagement, +nventory $anagement and %uman *esource $anagement.

1. -inancial $anagementG This is composed of creation, viewing, deleting, updating

and saving of ;stimates, +nvoices *eceivables, &upplier *eceipts and &upplier

+nvoices. ;stimates and +nvoices can be saved or emailed to the customer in a pdf

format.

B. ustomer *elationship $anagementG This is composed of creation, viewing,

deleting, updating and saving of (eads, pportunities, ustomers and ontacts.(eads can be converted to opportunities, opportunities to customers, and

customers to contacts.

O. +nventory $anagementG This is composed of creation, viewing, deleting, updating

and saving of +tems, &hipments, $ove transactions, #urchase orders, receipts and

orders.

C. %uman *esource $anagementG This is composed of creation, viewing, deleting,

updating and saving of andidates and ;mployees. %ere application access can

be managed by the admin or %* manager.

).# Data!a'e De'%gn

>atabase design is the process of producing a detailed data model of a database. A properly

designed database provides you with access to up5to5date, accurate information.


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).#.1 En(anced Ent%ty Re"at%on'(%+ D%agra

This shows the entities of the database and their relationships.

4%g ).# An EER d%agra of t(e Data!a'e and %t' Ta!"e'


40/54

).#.2 Progra 4"o3 C(art of t(e +ro+o'ed 'y'te.


41/54

4%g ).) A f"o3 C(art of t(e +ro+o'ed Sy'te


42/54

).#.# Cu'toer Re"at%on'(%+ anageent 4"o3 C(art of t(e +ro+o'ed 'y'te.

4%g ).* A +rogra 4"o3 C(art of t(e Cu'toer Re"at%on'(%+ odu"e


43/54

).#.) U'e Ca'e D%agra

9$( 9se ase >iagrams !9>s" can be used to describe the functionality of a system in a

horiFontal way. That is, rather than merely representing the details of individual features of your

system, 9>s can be used to show all of its available functionality. 9>s have only C major

elementsG The actors that the system you are describing interacts with, the system itself, the use

cases, or services, that the system knows how to perform, and the lines that represent

relationships between these elements.

4%g )., U- '(o3%ng Ad%n funct%ona"%t%e'

4%g ). U- '(o3%ng HR Staff funct%ona"%t%e'


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4%g ). U- '(o3%ng 4%nanc%a" anageent Staff funct%ona"%t%e'

4%g ). U- '(o3%ng In&entory anageent 'taff funct%ona"%t%e'


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4%g ).1 U- '(o3%ng Cu'toer and Sa"e' Staff funct%ona"%t%e'

).) Sy'te I+"eentat%on

This phase constitute one of the final steps to the full development of the software. The system

implementation phase covers all the activities that take placed in converting from an old !already

existing" system to a new system. The proposed system is implemented using #%# as the

scripting language, )avascript, Ajax and $y&'(.

).).1 De&e"o+ent En&%ronent

The suitable development environment has to be established to ensure that the implementation

process runs smoothly. The following describes the software and the hardware requirement for

the development process.

).).1.1 Hard3are Re;u%reent'.

Table C.1 describes the hardware requirements for the Automotive #lant $anagementsystem.%ardware >escription


46/54

#rocessor+ntel eleronDentrino 1.7 ?hF #rocessor orhigher or other equivalent processors

$emory At least 1?:. *ecommendedG B?: or more

%ard disk space At least 18BC$:

thers +nternet access

).).1.2 Soft3are Re;u%reent'

Table C.B describes the software requirements for the Automotive #lant $anagement&ystem

Soft3are De'cr%+t%on

perating &ystem $icrosoft


47/54

#%#D-+, #ersonal %ome pageD-orms +nterpreter, developed by *asmus (erdorf in 166H to help

him track the number of visitors accessing his online rsum. +t was basically a set of #erlD?+

scripts later rewritten by (erdorf in the language and opensourcedJ that is, made freely

available. #%# was very #erl5like in sytnax, but whereas #erl is an all5purpose, jack5of5all5trades

scripting language, #%# was designed specifically to master the


48/54

Uend ;ngine B and greatly improves #%# performance and capabilities. $ost of the functionality

is backward compatible, allowing programs written in older versions to continue working. 062

!. 6a&aScr%+t

)ava&cript is Netscapes built5in, cross5platform scripting language. (ike %T$(, it will work on

all platforms. )ava&cript allows you to enhance the functionality of your


49/54

quickly and easily. -inally it was chosen because its ability to recogniFe )avascipt, Ajax, &&,

and #%# codes with code hinting and bug detection.

).).# O+erat%on P"atfor

The


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f. >eveloper community

g. ;ase of learning

)., Soft3are Te't%ng

This defines the test requirement which the software should meet and then it is progressively

integrated into a complete package. The process of test plan is concerned with ensuring that a

package produces correct and expected result for all possible input data.

-or this software testing, we have four basic testing that should be adopted.

These includeG

1. 9nit Testing

B. +ntegration Testing

O. &ystem Testing

C. 9ser acceptance Testing

).,.1 Un%t Te't%ng

The unit testing involves testing of each module in the software to verify that they meet their

respective objectives. 9nit testing is carried out to ensure that information flows properly in and

out of the program module under test. The unit testing is also done to ensure the functionality of

each unit such as the +nventory $anagement module, -inancial $anagement module, ustomer

*elationship $anagement $odule and the %uman *esource module are functioning properly.

).,.2 Integrat%on Te't%ng

+ntegration testing has shown that, though sometimes, the modules can perform their respective

functions but when put together they fail to function and produce the expected results.

+ntegration testing is a logical extension of unit testing. %ence, integration testing was done to

the entire program structure to uncover errors associated with interfacing. These errors were

debugged to produce desired results. The essence of integration testing is to ascertain that these

modules do not lose their efficiency and reliability.

).,.# Sy'te Te't%ng

The system testing is testing conducted on a complete, integrated system to evaluate the systems

compliance with its specified requirement. +n the Automotive #lant $anagement &ystem, each


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routine must have been written according to specification and tested to complete satisfaction.

Also bugs must have been removed completely and the software produces exactly what is

required when data is being given to it.

).,.) U'er Acce+tance Te't%ng 9UAT:This is also called beta testing, application testing, and end user testing. This is a phase of

software development in which the software is tested in the 3real world4 by the intended

audience. The 9AT done on this system is the in house testing in which volunteers use the

software. The experience of these test users are then put into consideration.


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CHAPTER 4IE

SUAR


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*.#.1 4urt(er Area' of Re'earc( 0ork

:elow are some improvements that can be added to an improved version of this programG

1. A payroll system integrated into the financial $odule.

B. A logging &ystem to keep track of 9ser logs.

O. A barcoding system to scan barcodes and serials of automotive parts.


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RE4ERENCES

1. httpGDDwww.plex.comDindustries5and

solutionsDindustriesDautomotive.htmlDVsthash.bjcK$;-?.dpuf

2. www.nac.org.ngDindustries5genesis.php

#. www.nac.org.ngDindustries5problems.php). www.dspi.comDhomeDmanufacturing.php

*. www.madehow.comDvoulme51DAutomobile.html

,. (awrence &. ?ould,,o !-' &ystems must meet the #hallenges of utomoti/e &uppliers.

77.16B.1@@.BC6DarticlesD1168.html

. *oger &. #ressman, #h.>. !B818" &oftare !ngineering+ 'ra#titioners pproa#h+

&e/enth !dition, New Qork, $c?raw5%ill.

. >an :arrett !1666",!ssential 0a/as#ript for eb professionals, #rentice %all, New Qork.. ;llie 'uigley with $arko ?argenta !B886".',' and My&2 by e3ample.

1. #aul raj #onniah. !B88O".4atabase 4esign and 4e/elopment5 n !ssential 6uide for )T

'rofessionals. )ohn assault ?oes To The loud. utomoti/e 4esign and

'rodu#tion, pp. OC5OH.

1#. #eter >icken !B88O", 6lobal &hift5 -eshaping the globl e#onomi# map in the 1stCentury.

New Qork , &age #ublications (td.

1). enter for Automotive *esearch !A*". !B81C", d/an#ed )nformation Te#hnology

&olutions5 n !ngine of )nno/ation, www.cargroup.com.

1*. +van $arsic !B81B", &oftare !ngineering, New )ersey, *utgers 9niversity.
http://www.plex.com/industries-and%20solutions/industries/automotive.html/#sthash.bjcXMEFG.dpufhttp://www.plex.com/industries-and%20solutions/industries/automotive.html/#sthash.bjcXMEFG.dpufhttp://www.nac.org.ng/industries-genesis.phphttp://www.nac.org.ng/industries-problems.phphttp://www.dspi.com/home/manufacturing.phphttp://www.madehow.com/voulme-1/Automobile.htmlhttp://www.cargroup.com/http://www.plex.com/industries-and%20solutions/industries/automotive.html/#sthash.bjcXMEFG.dpufhttp://www.plex.com/industries-and%20solutions/industries/automotive.html/#sthash.bjcXMEFG.dpufhttp://www.nac.org.ng/industries-genesis.phphttp://www.nac.org.ng/industries-problems.phphttp://www.dspi.com/home/manufacturing.phphttp://www.madehow.com/voulme-1/Automobile.htmlhttp://www.cargroup.com/

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