• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month
  1. 1
  2. 2
  3. 3
  4. 4
  5. 5
  6. 6
  7. 7
  8. 8
  9. 9
  10. 10
  11. 11
  12. 12
  13. 13
  14. 14
  15. 15
  16. 16
  17. 17
  18. 18
  19. 19
  20. 20
  21. 21
  22. 22
  23. 23

What is Chemtek?

Extracts from this document...


Introduction What is Chemtek? Chemtek was founded in 1991. Since then it has grown by an average of 25% year on year. In the summer of 1999 it moved to larger, brand new, purpose built premises located in Coventry. Just 18 months after the move, unprecedented sales growth has already led to a twofold expansion in the size of the factory, enabling them to custom design their production processes to combine optimum efficiency with flexibility. Production and Quality are inseparable. Chemtek's integrated quality management system enables them to achieve unrivalled quality across a huge variety of products and has won praise from all of its auditors. A team of people has built Chemtek's success via a passion for creativity and attention to detail. They aim to keep customers at the forefront of their business by combining market awareness and an original approach. New Product Development is the driving force behind the creation of new market opportunities. Their Technical Department is constantly evaluating competitor samples from all over Europe and the UK, benchmark testing against the leading performers, and developing formulations that surpass them. They are able to customise solutions to tailor fit any brief, and continually evolve existing products to offer 'new improved' formulas, innovative variants and exciting range extensions. Geographically they could not be more conveniently located. Based in Coventry, right at the centre of the UK, they have the in-built advantage of being within minutes of six major motorways enabling them to offer an efficient and speedy distribution service. A clear description and explanation of Chemtek's type of ownership (E1) Chemtek are a private limited company (plc). Chemtek is limited because it's owners have limited liability. This means that the shareholders buy shares in the company, and their liability (for company debts) is limited to the amount they used to buy their shares. The shareholders can only lose what they have put into these shares. ...read more.


C1 -Make Judgements about how successfully the business is meeting its objectives The business has two distinct sets of objectives; Long term strategic objectives - statements that portray the place the business wants to get to, and short term annual objectives: statements that describe the path they will follow in a specific year. These long and short term objectives support a vision that aims to double the size of the business in the next 3 years (beginning in Jan 2001) to become a clear Number 3 behind Jeyes and McBride's. As outlined in section E2 they have four strategic objectives: 1. To double their share in the retail sector by focussing on the development of washing liquid, trigger sprays, shampoos and conditioners. 2. Broaden their business into the professional cleaning market through the launch of recognised cleaning brands. 3. Increase their business in the contract packing market by developing relationships that result in winning business with major global branded businesses. 4. Actively seek out strategic acquisition opportunities in the UK and Europe. To support these strategic objectives a number of specific annual objectives were laid out through the budgeting process for 2003. These were: 1. To grow the businesses turnover (Net Sales Value (NSV)) from �12.32m to �14.8m - 20% increase 2. To increase the bottle volume from 23.3m bottles to 29.6m bottles - 26.6% increase 3. To increase Management Net Profit (MNP) from �880k to �1.171m - 33.1% increase 4. To improve the Net Margin from 7.1% to 7.9% These top line annual business objectives are designed to provide a stepping stone to the overall strategic business objectives of doubling in size over the next 3 years. Supporting these top line objectives were a number of other KPI's (key Performance Indicators) that ensured the health of the business and included elements of cash flow, stock holding, new business leads, staff turnover and absence. ...read more.


Establishing an estimate of the costs for common/frequent operational failures focuses attention of areas which most merit quality/ management review. This process would then highlight a number of high priority improvement initiatives. Continued COQ analysis would then gauge the success of those initiatives and highlight new ones. Initiatives are likely to come under the following categories: Supplier Management Costs associated with defective materials/late deliveries/batch rejections etc. would form a critical element of supplier evaluation. This in turn would lead to more careful pre-selection/appointment of suppliers so that only those operations which were capable of matching Chemteks requirements were seslected. Supplier performance would become an ongoing element of business management with regular review meetings being used to force changes in suppliers own practices/quality processes. As supplier performance improves COQ associated with their performance will fall with the associated benefit of relaxed QC inspection on their materials. Management of Product Design COQ analysis would also highlight costs associated with poor design of products and production methods. This is turn would initiate a series of corrective projects to improve the manufacture of existing products. But more significantly lessons learned from this exercise could then be used to * ensure most efficient order of addition is designed in collaboration with the production department prior to launch. * create tighter development guidelines to ensure that products emerging form the development department were designed to minimise production/quality failures. * ensure careful design of QC test specifications to ensure that testing is minimised but still ensured product safety and quality. Production delays due to QC inspection minimised. Delegate Ownership of process quality to production operatives Training for production operatives in critical elements of quality within their roles would engender an awareness of and empowerment to suggest and implement changes to working practice. Leading to improved product quality and speed. Implementation of SPC (statistical process control) and relevant training would enable production operatives to monitor critical production parameters spotting where a process was drifting before it went out of spec. Simple quality control tests could be delegated to trained production operatives to reduce delays associated with waiting for QC. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our AS and A Level ICT in Business section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related AS and A Level ICT in Business essays

  1. Business Aims and Objectives.

    Enterprise Solutions offers businesses and institutions a broad range of products and solutions, including enterprisegrade mobile devices, underlying security infrastructure, software and services Business Ownership There are several different types of business ownerships. Depending on the type of ownership, the owners have different responsibilities and involvement in a business.

  2. Analysis of The Cadbury company.

    Implement them Cadbury manages to improve quality by benchmarking. Cadburys benchmarked walkers for the packaging. Cadbury used to package there chocolate in two layers, foil then paper. Now they package it in air tight foil packing. This is an advantage because it keeps the chocolate fresh, protects it dust and it keeps the flavour for a longer period of time.

  1. The business I am going to set up is a snooker club,

    Thereafter the cash flow forecast shows the closing balance this shows the amount of cash owned by my business at the end of the month. Overall looking at my cash flow the Net cash flow is positive over the, Twelve Month period.

  2. The process of electroplating and how it is used to protect products.

    management, quality assurance and control, and the role in the system and any sub systems of features such as input, process and output. In this section all the research in section two will be analysed as accordingly. The research in section two with the headings research 1, research 2 etc will be written below and analysed.

  1. A description of the use of ICT for internal and external communications of the ...

    The weaknesses of the peer-to-peer system are that it is difficult to administer if there are a great many people networked together, and the system might slow down if people are using the same facility at the same time. They are best suited for networks involving fewer than 20 computers.

  2. The purpose of this document is to define the Context of Cain Motors Information ...

    The Rational Unified Process was developed from the modelling languages (eventually unified as UML) produced by a number of object-oriented industry leaders (Booch, Rumbaugh and Jackobson). The commercial company of Rational, produce a number of tools (such as Rational Rose)

  1. In this assignment I am going to produce a detailed business report on a ...

    Any employee who suspect infringement of policy has the right to inform the authority without fear of persecution and the allegation will be investigated, and take appropriate action ass necessary. This applies to all Tesco employees whether they are in full time, part time, or temporary employment.

  2. The Senior Management Team of BIFHE would require strategic information in order to make ...

    This would enable him/her to see which items are selling best and which items are perhaps not moving so fast. Monthly reports showing sales figures for each product will clearly show this and allow the manager to make the necessary decision.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work