MANUFACTURING COMPANY

This study examines the essence of effective inventories control and management to manufacturing companies with particular emphasis on Ama Greenfield Breweries plc. The aim of this study is to investigate and ascertain areas of lapses by the company and offer effective ways and solutions in which the manufacturing company can explore the services of inventory management to affect its objectives. In carrying out this study, various research instruments such as questionnaires and oral interview were used to collect data from respondents and a research design was adopted with a sample size of 52. The statistical tool used for this work is Chi square. Based on the analysis, it was discovered that inventory management plays a vital role in the manufacturing company. A well functional inventory management following the recommendations can bring about proper management thereby enhancing proper and effective production and it will equally ensure the effective, efficient and adequate use of materials and resources in the manufacturing company.

Every organisation aims at profit maximization and growth. Growth and profits are directly related to the level of satisfaction that is imparted by the product or the services to the customers. Customer wants value for money. He wants the best quality in the given cost. So how does an organisations achieve this quality? Quality is a subjective constraint. Every
customer has a different taste of quality. So, it is the job of the organisation to provide everything in terms of quality that every customer demands. So, from where does this quality start? It starts from the moment the manufacturer purchases the raw material from the supplier.
This quality is percolated in the product through right set of processes, activities with the use of right resources in terms of human and technology and ultimately right quality is achieved by reduction in defect in the product. Lesser is the tolerance limit for defect, better is the quality.
This concept drives the organization towards the concept of least deviation in the products that are manufactured. This drives the organisation towards Six-Sigma. Two of the most popular continuous improvement programs are Six Sigma and lean management. Six Sigma was founded by Motorola Corporation and subsequently adopted by many US companies, including General Electrical GE and Allied Signal. Lean management originated at Toyota in Japan and has been implemented by many major US firms, including Danaher Corporation and HarleyDavidson. Six Sigma and lean management have diverse roots, (Arn Heiter and Maley Eff, 2005). management (TQM) and just-in-time (JIT), (Naslund, 2008). Both Six Sigma and lean management have evolved into comprehensive management systems which clarify in lean six sigma methodology. In each case, their effective implementation involves cultural changes in
organizations, new approaches to production and to servicing customers, and a high degree of training and education of employees, from upper management to the shop floor. As such, both systems have come to encompass common features, such as an emphasis on customer
satisfaction, high quality, and comprehensive employee training and empowerment, (Arn Heiter and Maley Eff, 2005). Some elements to eliminate many misconceptions regarding Six Sigma and lean management by describing each system and the key concepts and techniques
that underlie their implementation, (Arn Heiter and Maley Eff, 2005).