KYAMBOGO UNIVERSITY

FACULTY OF ENGINEERING

DEPARTMENT OF MECHANICAL AND PRODUCTION ENGINEERING

BACHELOR OF ENGINEERING IN INDUSTRIAL ENGINEERING AND

MANAGEMENT

IMPROVING MATERIALS HANDLING PRACTICES AT GLOBAL

COMPANY UGANDA

PREPARED BY

SSEMOGERERE KINTU WILLIAM

REG. NO: 16/U/305/IED/GV

SUPERVISOR

……………………………………..

A RESEARCH PROPOSAL SUBMITTED TO THE DEPARTMENT OF MECHANICAL

AND PRODUCTION ENGINEERING, FACULTY OF ENGINEERING IN THE
PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF DEGREE
IN BACHELORS OF ENGINEERING IN INDUSTRIAL ENGINEERING AND
MANAGEMENT OF KYAMBOGO UNIVERSITY

FEBRUARY 2020
 DECLARATION

I SSEMOGERERE KINTU WILLIAM, a 4 th year student at Kyambogo University with

registration number 16/U/305/IED/GV hereby declare that the information provided in this
proposal is completely my original piece written for the fulfilment for the award of a
Bachelor’s Degree in Industrial Engineering and Management. This information has never
been submitted to any institution of higher learning for any related award.

Signature: ............................. Date: ............................................

SSEMOGERERE KINTU WILLIAM

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 APPROVAL
This is to certify that this work was carried out under the supervision and has been approved
for submission to the Department of Mechanical and Production Engineering of Kyambogo
University in the partial fulfilment of the requirements of the award of a Bachelor’s Degree
in Industrial Engineering and Management.

Supervisor:

Signature: ................................. Date: .........................................

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 DEDICATION
I dedicate this research proposal to my beloved guardians and my entire family plus my
friends for their generous support and guidance in the course of my research study. Am so
appreciative to all the above listed parties and I pray that the Almighty God rewards them
abundantly.

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 ACKNOWLEDGEMENT
I express my thanks to all those who provided help and cooperation in various ways at the
different stages of this research proposal. Sincere thanks to Mr Kikoyo Ben for the guidance
and advice in supervising this research project proposal. I also express my gratitude and
deepest appreciation to my mother who supported me financially in the conduction of the
research. In addition, I thank the Almighty God for enabling me carry out this research study
successfully and in good health.

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 LIST OF ACRONYMS
MH – Material Handling
MHS – Material Handling Systems

v
 TABLE OF CONTENTS
DECLARATION........................................................................................................................i
APPROVAL..............................................................................................................................ii
DEDICATION..........................................................................................................................iii
ACKNOWLEDGEMENT........................................................................................................iv
LIST OF ACRONYMS..............................................................................................................v
1.3 Objectives of the study.....................................................................................................3
1.3.1 Main objective............................................................................................................3
1.3.2Specific objectives.......................................................................................................3
1.8 Definition of terms...........................................................................................................4
2.0 Introduction......................................................................................................................5
2.1 Overview of material handing..........................................................................................6
2.2 Theoretical review............................................................................................................6
2.2.1 Material handling systems..........................................................................................6
2.2.2 Relationship between materials handling practices and Organizational performance
.............................................................................................................................................9
2.2.3 Material handling system design..............................................................................11
2.3 Summary of literature review.........................................................................................15
2.4 Gap in Knowledge..........................................................................................................16
CHAPTER THREE..................................................................................................................16
METHODOLOGY...................................................................................................................16
3.0 Introduction....................................................................................................................16
3.1 Research Design.............................................................................................................16
3.2 Study Area......................................................................................................................17
3.3. Study Population...........................................................................................................17
3.4. Sampling Technique, Sampling Procedure and Sample Size........................................17
3.4.1 Sampling Technique.................................................................................................17
3.4.2 Sampling procedure..................................................................................................17
3.4.3 Sample Size..............................................................................................................17
3.5. Data types......................................................................................................................18
3.6 Research Instruments......................................................................................................18
3.6.1 Questionnaires..........................................................................................................18
3.6.2 Interviews.................................................................................................................18
3.6.3 Observation...............................................................................................................18
3.7 Data Quality Control......................................................................................................18

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 3.7.1 Validity of the Instrument........................................................................................18
3.7.2 Reliability of the Instruments...................................................................................19
3.8 Data Collection Procedure..............................................................................................19
3.9. Ethical Issues and Ethical Consideration......................................................................19
3.10 Data management and Analysis...................................................................................20
3.11. Anticipated Limitation of the study.............................................................................20
REFERENCES.........................................................................................................................21
APPENDICES..........................................................................................................................22
Appendix I: Research budget...............................................................................................22
Appendix II: Work plan........................................................................................................23

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 LIST OF FIGURES

Figure 1: shows the various conveyor systems..........................................................................7

Figure 2: shows a material handling system..............................................................................7

Figure 3: shows a pallet wrapper .................................................................................8

viii
 LIST OF TABLES

Table 1: shows the research budget.........................................................................................14

Table 2: shows the work plan...................................................................................................15

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 ABSTRACT

Today’s fierce competitive global markets, customers are demanding adjustable lot sizes,
shorter lead times, higher quality and flexibility; in short, they want it all. In order to stay
competitive in the market, companies need to attain both customer satisfaction and cost
reduction in production operations. Material Handling Systems (MHS) is the place to
accomplish this goal, since they have a direct impact on production. During the study, the
information will be gathered through using methods; interviews, observations and structured
questionnaires. Further, the gathering of data will be evaluated according to main pillars of
the theoretical framework, which includes the existing material handling practices, the impact
of material handling practices on performance as well as developing an action plan for
improving material handling practices at Global Company Uganda Limited. The
methodology for the study has been included in his document as well. The proposal also
includes a study time framework and an estimated budget for the study. A sample of a
research questionnaire to be used in data collection has been included as well. Therefore, the
aim of this study is to improve the material handling practices at Global Company Uganda
Limited

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 CHAPTER ONE

INTRODUCTION

1.0 Introduction

This chapter entails the background ofthe research, statement of problem, objectives of the
study, research questions, scope as well as the justification of the study. This chapter details
the problems to be addressed.

1.1 Background of study

The current manufacturing world is so competitive. Consequently, manufacturing companies

need to attain both customer satisfaction and cost reduction in their production operations.
There are a number of production operations that take place in the production departments of
various companies among which include materials handling. Materials handling is a tool
that optimizes performance to meet customer service requirements at the same time
adding to profitability by minimizing costs and making the best use of available
resources. The basic objective of materials handling is to ensure that the right item is
bought and made available to the manufacturing operations at the right time, at the right
place and at the lowest possible cost (Jacobs et al., 2009)

Material handling equipment encompasses a diverse range of tools, vehicles, storage units,
appliances and accessories involved in transporting, storing, controlling, enumerating and
protecting products at any stage of manufacturing, distribution, consumption or disposal. It is
indicated that without adequate planning for material resources, the overall performance of
an organization may be crippled. Hence, improvement in continuity of supplies with
reduced lead times, reduction in inventories with reduced obsolescence and surplus,
improvement in cooperation and communications with reduced duplication of effort,
reduction in materials costs, improvement in quality control, improvement in status control,
and quicker identification of problems are the main benefits of materials handling in
organization[CITATION Bar09 \l 1033 ].

Material is handled at various stages of production, right from raw material input to delivery
of products to customers. The efficiency of production of deliverables depends to a large

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extent on the supply of materials equipment and manpower made available in their right
proportions (Whybark and William, 1996) Materials handling is that aspect of business
that deals with planning for purchasing, receiving, handling, storing, and releasing of
materials for use in production with effective control measures. Materials are industrial
goods that will become part of another physical product. Materials for use in processing can
be classified as raw materials, semi- finished goods and processed materials[ CITATION
Rum02 \l 1033 ] . Managingthese materials isreferred to as materials handling. Materials
handling is the total of all those tasks, functions and routines which are concerned with
the transfer of external materials and services into the organization and the administration
of same until they are consumed or used up in the process of production, operation or sales
(Lee and Dobler, 1997). Thus, materials handling includes all the activities relating to the
acquisition, handling and control, and movement of materials and supplies used in the
production for a firm's final product.

The expandingrequirement for industry to offer items in aworldwide market based on cost
and quality hasgenerated the need to implement more productivewarehousing methodologies.
Material handling hascome to be perceived as an unmistakable crucial withthe operation of
large-scale manufacturing firms. It comes before processing ofcompleted products held for
distribution to customers (Coyle et al., 2014). Material handling with its essential hubs in a
supply chain network as it perform important functions helps in thedevelopment of materials,
handling items, deamassingvehicle loads, making stock keeping unitcombinations and
gathering materials for shipments purposes (Langevin and Diana, 2005). Thus, effective
material handling in the stores ensuresoptimal production and dissemination
completeproducts with main objective of cost decrease andfirm performance improvement.

In Uganda, most manufacturing units still relatively employ a wide range of manual
materials handling practices. Consequently, there is a lot of time spent on material handling
and high material handling-related costs are incurred. Global Company Uganda Limited is
one of the leading producers of paint in the country. However, the company uses manual
material handling processes which are labour intensive. Also, the manual materials handling
practices involve a lot of repetitive movements of the workers from the production unit to the
inventory store and this is also so tiring to the workers. Therefore, the study aims at
improving the materials handling practices which will boost the overall performance of the
organization.

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1.2 Statement of the problem

The current material handling practices at Global Company Uganda Limited involve
intensive utilization of manual labour to transport/move materials from one place to another
with repetitive movements of the workers. This repetitive movement or transportation of raw
materials and finished goods is so tiring and less efficient which results into reduced
production rates with lower quality products and longer lead times for meeting customer
orders. An initiative aimed at improving these practices would lead to a significant increase
in performance of the organization.

1.3 Objectives of the study

1.3.1 Main objective

To improve materials handling practices at Global Company Uganda Limited.

1.3.2 Specific objectives

1. To identify the existing material handling practices at Global Company Uganda

Limited.
2. To examine the impact of material handling practices on performance of Global
Company Uganda Limited.
3. To develop an action plan for improving material handling practices at Global
Company Uganda Limited.

1.4 Research questions

1. What are the existing materials handling practices Global Company Uganda Limited?
2. What is the impact of material handling practices on performance of Global Company
Uganda Limited?
3. How can material handling practices at Global Company Uganda Limited be
improved?

1.5 Justification of the study

Manual materials handling practices involve a lot of repetitive movements of the workers
from the production unit to the inventory store which is tiresome to the workers. There is a
lot of time spent on material handling and high material handling-related costs are incurred.

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The cost of material handling involves 40% to 50% of total production cost. Therefore,
considerable attention must be put on material handling

1.6 Significance of the study

The study if well conducted may;

i. Indicate the importance of having an efficient materials handling practices in the

organization thus helping organizations to streamline their operations towards
boosting performance
ii. Reveal the best material handling practices that can be used by organizations in their
operations
iii. Provide helpful information to the management of Global Company Uganda Limited
with the recommended material handling processes to be used by the company so as
to meet their organizational objectives as well as meet their customer’s needs and
orders in time.

1.7 Scope of the study

1.7.1 Geographical study

This research study will be carried out at Global Company Uganda Limited which is located
in Banda - Kireka off Jjinja Road in Kampala Uganda.

1.7.2 Time scope

The study will be conducted from August 2019 to May 2020. This includes all the period
right from title selection to final report submission.

1.7.3 Content scope

The study will focus on the improvement of the existing material handling practices at
Global Company Uganda Limited.The study will cover in particular the material handling
practices used in the production department as well as to transport products from the
production department to the inventory stores.

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1.8 Definition of terms

Materials: They refer to goods in different firms for different purposes such as raw materials
for production, maintenance, processing of finished goods.

Material Handling: It is a part of material management that concern with the safety of
material in transit, the regularity in delivery and also the flow of the materials.

Store: This is a place where materials are kept for safety.

Safety Stock: Extra inventory held to serve as a buffer against possible stock out situation.

Stock Taken: This is a complete process of verifying the physical quantity or balance with a
view to ascertain the actual balance in the store.

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 CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

This chapter reviews literature regarding the different existing materials handling processes
and systems and their effects on the productivity rates. It focuses on what other scholars and
researchers have documented pertaining the study. It also goes on further to review the
various related theories pertaining the subject.

2.1 Overview of material handing

Material handling involves short-distance movement within the confines of a building or

between a building and a transportation vehicle. It uses a wide range of manual, semi-
automated, and automated equipment and includes consideration of the protection, storage,
and control of materials throughout their manufacturing, warehousing, distribution,
consumption, and disposal. Material handling can be used to create time and place utility
through the handling, storage, and control of material, as distinct from manufacturing, which
creates form utility by changing the shape, form, and makeup of material (Riyaz et al., 2017).
Therefore, the different types of handling equipment can be classified into four major
categories: transport equipment, positioning equipment, unit load formation equipment, and
storage equipment (Ondiek et al., 2009).

2.2 Theoretical review

2.2.1 Material handling systems

According to Riyaz et al (2017), there are two major types of material handling systems as
discussed below.

a) Manual material handling; Manual handling refers to the use of a worker’s hands to
move individual containers by lifting, lowering, filling, emptying, or carrying them. It
can expose workers to physical conditions that can lead to injuries.
b) Automated material handling. This involves the use of technically and
economically feasible equipment to reduce and sometimes replace the need to
manually handle material. Most existing material handling equipment are only semi –
automated because a human operator is required for tasks likes loading and unloading

6
 and driving that are difficult and too costly to fully automate, although ongoing
advances in sensing, machine intelligence, and robotics have made it possible to fully
automate an increasing number of handling tasks

Material handling equipment is mechanical equipment used for the movement, storage,
control and protection of materials, goods and products throughout the process of
manufacturing, distribution, consumption and disposal. The most common material handling
equipment types as indicated by Vikas et al ( 2013) includes the following.

a) Transport equipment. Transport equipment are used to move material for a short or
long distance from one location to another like between workshops, between cities, to
store, to railway, to ships. The major subcategories of transport material handling
systems are given in Figure 1. In addition to manual system, conveyors (like flat belt,
trolley), cranes (like gib, gantry), trucks (like light, heavy) and automatic guided
vehicles (AGVs and robots) can be used to shift the material. The few images of
transport material handling systems are shown in figure below.

Figure 1: shows the various conveyor systems

b) Positioning equipment. Equipment used to shift materials to very nearby places like
used for storage, pick and place etc. Positioning tools frequently handle the material
in a small bounded area. Various equipments like lifts, rope or chain hoist, pick and
place robots etc. can be used as position monitoring MHS, Important aspect of such
systems is to ensure positional accuracy, without which these systems are
meaningless.
c) Storage equipment. Equipment used for holding, transferring or storing materials
over a period of time. Some storage equipment may include the transport of materials,
see Figure 2.

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 Figure 2: shows a storage eguipment

d) Unit load formation equipment Production batch can be split into a smaller transfer
batch containing several unit loads, each of which can contain multiple parts. A unit
load is either a single unit of an item, or multiple units so arranged or restricted that
they can be handled as a single unit and maintain their integrity. Although granular,
liquid, and gaseous materials can be transported in bulk, they can also be contained
into unit loads using bags, drums, and cylinders. Advantages of unit loads are that
more items can be handled at the same time(thereby reducing the number of trips
required, and potentially reducing handling costs, loading and unloading times, and
product damage) and that it enables the use of standardized material handling
equipment. Disadvantages of unit loads include the negative impact of batching on
production system per load, and the cost of returning empty containers/pallets to
their point of origin. Stretch-wrapping machine used to form a unit load

8
Figure 3: shows a pallet wrapper

2.2.2 Relationship between materials handling practices and Organizational

performance

A material-handling system can be defined as movement, handling, storage and controlling

of materials throughout the manufacturing process. The main purpose of using a material
handling system is to ensure that the material in the right amount is carefully delivered to the
desired destination at the right time at minimum cost. Material handling as such is not a
production process and hence does not add to the value of the product but it costs 30-75% of
the total product cost. An efficiently designed material handling system ensures the reduction
in operation cost, manufacturing cycle time, MH cost, delay and damage. Thus, it promotes
productivity, flexibility, better utilization of manpower, increases material flow and
automation in handling (Abhilasha et al., 2015)

According to Ondiek (2009) materials handling refers to the process of moving, controlling,
protecting as well as storing materials such as goods, items, etc. for manufacture, disposal,
and distribution or even for consumption. This process is very crucial because all the
materials should be handled well in order to keep it safe, to reach its destination safely and to
maintain their quality and condition. In other words, good materials handling is important.
Good materials handling is important because it will help you:

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Materials handling eliminates accidents. If good materials handling is applied, accidents can
be prevented and eliminated as this means proper and careful handling is performed (Zanto,
2008). This enhances the performance of an organization in a sense that its workforce shall
attain optimum output and the organization shall not incur expenses on compensating the
injured employees since accidents are eliminated[ CITATION Joh93 \l 1033 ].

Materials handling reduces stress and effort. Through good materials handling, stress and
effort can be minimized (Okpara and Wynn, 2008). If you are handling materials the right
away and you are eliminating all the factors that would make material handling a risky and
challenging such as a non-functional equipment, ineffective workers, to mention but a few,
then materials handling would be a stress-free process. This will enable the management of
the organization to shift their focus on the more pressing needs and objectives of the
organization especially its profitability

Effective materials handling minimizes time spent on distribution, storage, among others. If
you are applying good materials handling, then you are definitely making storage,
manufacture, distribution, or consumption of materials and goods less time-consuming. This
is because good materials handling means applying solutions that can help make this process
quick and easy [ CITATION Rih05 \l 1033 ]

It is often said that MH only adds to the cost of a product and not to the value of a product.
Although MH does not provide a product with form utility, the time and place utility,
provided by MH can add real value to a product, i.e., the value of a product can increase after
MH has taken place. The value added by having parts stored next to a bottleneck machine is
the savings associated with the increase in machine utilization minus the cost of storing the
parts at the machine (Vikas et al., 2013)

Johnson (1993) indicates that materials handling eliminates redundant work. If there is good
material handling, there is no need for you to utilize redundant workers that will only take
time and cost extra expenses. When you apply good materials handling, you are also saving
money since you are not jeopardizing the quality and condition of the products as well as you
are no longer spending  a lot to pay extra workers just to ensure that the materials or product
are handled well. Cost reduction directly has an impact on the productivity of the
organization

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Jacobs et al. (2009) emphasizes that there are two essential things needed to apply good
materials handling. Expert material handlers are required if you are manually handling
materials and products for distribution, storage, and others. this refers to utilizing workers
who will serve as material handlers. They are the ones who are going to store, distribute, all
the goods to their proper destinations. To ensure good material handling, you need effective
material handlers who are really trained and excellent when it comes to the task they are to
perform. This will ensure you that they are going to perform materials handling well for the
safety of other workers and the products.

According to Hassan (2010) without a well-designed MHS, production can encounter delays,
production time and cost could increase owing to unnecessary movement of products within
the facility, and also products can get damaged or contaminated. On the other hand, a well-
designed MHS improves manufacturing and logistics operations, enhance delivery
performance and quality on the shop floor, and also reduce work-in-progress inventories.

Material handling has often been used as the science of moving, packaging, and storing of
substances in any form. However, in recent years, material handling accounts for 35% of all
employees, 45% of all factory space, and 80-90% of production time. It can be used to create
time and place utility through the handling, storage, and control of material, as distinct from
manufacturing (that is, fabrication and assembly operations). Material handling costs 50-90
percent of the total production cost depending upon type of industry. It is often said that MH
only adds to the cost of a product and not to the value of a product. Although MH does not
provide a product with form utility, the time and place utility, provided by MH can add real
value to a product, i.e., the value of a product can increase after MH has taken place. The
value added by having parts stored next to a bottleneck machine is the savings associated
with the increase in machine utilization minus the cost of storing the parts at the machine
(Vikas et al., 2013)

2.2.3 Material handling system design

Factors that are essential to prevent material handling problems from shop floor as discussed
by Tompkins et al. (1996) includes the following
 Right Amount: The concept of just-in-time inventory management emphasizes the
importance of holding the right amount of material both in manufacturing and
distribution.

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  Right Material: An accurate identification system is necessary in order to pick and
deliver the right material to the lines.

 Right Condition: The quality of the delivered material should fulfil the desired
expectations without damages/defects.

 Right Sequence: The impact of the sequence of activities performed in a material

handling operation is very evident. Therefore, it is important to move, store, protect,
and control materials in the right sequence.
 Right Orientation: Physical orientation of materials represents a significant portion of
people’s activities both in manufacturing and distribution. Therefore, regaining the
orientation of material will save valuable time.
 Right Place: The necessary material should be delivered at the point of use which can
save undesired movements.

 Right Time: The need for the material handling system to move, store, protect, and
control materials at the right time is increasingly important due to time-based
competition.

 Right Cost: Right cost does not necessarily mean that a firm should decrease the cost
of MHS. On the contrary, the system should be designed with competitive
advantages, so it can be a revenue enhancer rather than a cost contributor.

 Right Methods: To perform all the mentioned points above in a right way, it is
necessary to use the right methods.

In addition to that, Tompkins et al. (1996) presents the fundamental MHS design principles
as described below

 Planning Principle: Plan all material handling and storage activities in order to
achieve maximum overall operating efficiency. Establish a plan which includes basic
requirements, desirable alternates and planning for contingency.
 Materials Flow Principle: Provide an operation sequence and equipment layout that
optimizes materials flow.
 System Principle: Integrate these activities into a coordinated system of operations,
including receiving, inspection, storage, production, assembly, packaging,
warehousing, shipping and transportation. It integrates handling and storage activities
which is cost effective into integrated system design.

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 Simplification Principle: Simplify handling by reducing, eliminating, or combining
unnecessary movements and equipment.
 Gravity Principle: Utilize gravity to move material wherever it is possible.
 Space Utilization Principle: Make effective utilization of all cubic space.
 Unit load principle: Handle product in a unit load as large as possible. Increase the
quantity, size, or weight of unit loads or their flow rates.

 Mechanization Principle: Mechanize handling operations.

 Automation Principle: Provide automation that includes production, handling, and
storage functions
 Equipment Selection Principle: While selecting handling equipment, all aspects like
material handling, movement and the used methods should be considered.
 Standardization Principle: Standardize the handling methods as well as types and
size of handling equipment.
 Adaptability Principle: Use the methods and equipment that can adapt to the widest
variety of tasks and applications, except where the special methods and equipment are
necessary.
 Deadweight principle: Avoid unnecessary run of equipment and machines.
 Utilization Principle: Plan for maximum utilization of handling equipment and
labour.
 Maintenance Principle: Plan for preventive maintenance and schedule repairs of all
handling equipment.
 Obsolescence Principle: Replace the obsolete handling methods and equipment
when more efficient ones in order to improve the operations. Encourage preparation
of equipment policy as to enjoy appropriate economic advantage
 Control Principle: Use material handling activities to control the production,
inventory and order handling.
 Capacity Principle: Use handling equipment to improve production capacity
 Performance Principle: Determine the handling performance effectiveness in terms
of expense per unit handled.
 Safety Principle: Provide suitable methods and equipment for safe handling.
Encourage provision for safe handling equipment according to safety and rules and
regulation.

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  Ergonomic principle: It recognizes human capabilities and limitation by design
effective

Mulcahy (1998) indicates several number of material handling design parameters that need to
be taken into account while forming an in-house product transportation concept. These design
parameters can be listed as:
 Product dimension, size and form: Length, width, height, shape, weight, and
volume; small item, container, pallet/unit size, liquid, sheets and such.

 Product characteristics: Crushability or fragility of the products, protection

methods, special conditions.

 Original, final position of the material and travel path: Horizontal or vertical
movement, fixed or variable travel path, distance of the path, number and type of the
turns along the path, and elevation differences.

 Physical constraints: Layout obstacles, safety issues, hazards that can occur during
the transit

 Transportation equipment: Non-powered (human/gravity), powered (forklift),

automatic controlled (AGV), degree of mechanization desired

 Product loading/unloading methods: Automatic or manual delivery

 Product flow: Amount needed, continuous or intermittent

 Workstations: Number and location of pick-up/drop-off points

 Product delivery frequency: Batch sizes, average number of production orders,

based on schedule or based on demand product delivery

 Production constraints: Operation hours, operators, available labor skills.

2.3 Conceptual framework

Material handling practices are critical to an organizations success in today’s competitive and
dynamic market (Dimitrios, 2008). A well-designed MHS enhances organizational
performance as it improves manufacturing and logistics operations, enhance delivery
performance and quality on the shop floor, and also reduce work-in-progress inventories.

14
Therefore, a conceptual framework depicts material handling practices as the independent
variable and organizational performance as the dependent variable.

Material handling practices Organizational performance

 material stock accuracy  Delivery performance
 material consumption controls  Improved quality on the shop
 stock taking frequency floor
 preparation of logistic plans  Reduce work-in-progress
 smart material logistic goals inventories

 usage of logistic plans  Financial performance

 Packaging standardization
 sustainable Packaging materials
 packaging supplies

2.3 Summary of literature review

The literature reviewed has defined material handling as the movement, storage and
controlling of materials throughout the manufacturing process. Thus, the main purpose of
using a material handling system is to ensure that the material in the right amount is carefully
delivered to the desired destination at the right time at minimum cost.

A material handling system should be chosen in such away so that to reduce production cost
and avoid interruption and damage. Therefore, research is needed to explore guidelines for
selection of the best material handling practices for a particular task out of the available ones.

Improving your material handling practices is an important part of facility management.

Your workers depend on you when it comes to improving workplace conditions and
speeding up the order fulfilment process. With the right modifications, your employees can
use their time more efficiently without overexerting themselves or putting themselves or
their colleagues at risk.

From the literature reviewed above it is observed that the material handling is important
activity in manufacturing industry. The selection of the most appropriate MH equipment for

15
any particular application can influence the profit of any manufacturing company. Thus it
concludes that MH system plays a major role in enhancing organizational performance.

2.4 Gap in Knowledge

Many scholars have conducted research about materials handling and how it impacts on the
performance of an organization. However, little study has been undertaken to explore the
strategies for improvement of materials handling in an organization.

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 CHAPTER THREE

METHODOLOGY

3.0 Introduction

This chapter presented the research design, study area, study population, sampling
procedures, sampling techniques, sources of data, sample size, sources of data, data
collection instruments, data collection procedure, data quality control, ethical issues, data
analysis, interpretation and presentation, , limitation and delimitations of the study.

3.1 Research Design

The study will employ a descriptive research design. Both qualitative and quantitative
research methods will be used. Quantitative methods will be used to process data which can
be quantified and numeric in nature. For example the respondents’ age, income, costs and
revenues related to material handling. Qualitative methods will used to describe qualitative
data which can be quantified in numbers. This will include respondents’ opinions and ideas
that may help in answering questions concerning the current state of the subject under study

3.2 Study Area

This study will be carried out at Global Company Uganda Limited which is located in Banda
- Kireka off Jjinja Road in Kampala Uganda.

3.3. Study Population

The study population will consist of Global Company staff especially those dealing with
material handling. I assume that this population has adequate knowledge of the subject
under study.

3.4. Sampling Technique, Sampling Procedure and Sample Size

3.4.1 Sampling Technique

The research will employ several techniques to select the appropriate sample for the study.
These will include both probability and non probability sampling techniques. A non-
probability sampling (purposive sampling) will be employed in selecting respondents from

17
the population. This technique will enable the study to give an opportunity to only eligible
participants by selecting from each unit within the population of the study.

3.4.2 Sampling procedure

The study will employ purposive sampling, cluster sampling and simple random sampling
procedures. Purpose sampling will be used to identify respondents like the supervisors and
managers who were few and hard to access. Cluster sampling will be used to classify the
respondents according to the relevant departments like store, production, supervisors and
managers. Then simple random sampling will help to identify respondents in the different
clusters.

3.4.3 Sample Size

The study is to assume a sample size of 50 respondents of Global Company Uganda Limited.
The researcher will ensure that participants are from different categories like stores staffs,
production staff, supervisors and managers

3.5. Data types

Data will consist of both primary and secondary sources. Primary sources will include data
obtained directly from the respondents through interviews, questionnaires and or by
observation. Secondary sources will consist of data from written literature and records for
example from the organization’s finance and cost center records related to materials handling

3.6 Research Instruments

3.6.1 Questionnaires

The study will use self-administered questionnaires for the respondents. These will be
distributed among the staff in their respective departments. The justification for using this
instrument is that questionnaires are easy to quantify and analyze.

3.6.2 Interviews

An interview guide consisting of structured questions will be designed and administered to

the supervisors and managers of Global Company Uganda Limited. Information solicited by
this instrument helps to enhance responses from the self-administered questionnaires and
makes it possible for the researcher to cross examine some key issues in the research.

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3.6.3 Observation

This is a purposeful, systematic, and selective way of watching and listening to an event as it
takes place. This watching is accompanied by taking records.

3.7 Data Quality Control

The validity and reliability of the research instruments will be used to ensure that the data
collected is valid, relevant and retains integrity. Different edits will be performed to ensure
correctness, precision, accuracy, and data profiling.

3.7.1 Validity of the Instrument

The research supervisor will be given copies of the questionnaire consisting the objectives of
the study to find out whether the instruments can measure what they are meant to measure
and also check on the phrasing, understand-ability and wording of the statements. Content
validity index (C.V.I) will be used to establish whether the questionnaire has measured what
it was meant to measure. The content validity index (C.V.I) is found by considering the
number of items which are declared relevant divided by total number of items
presented[ CITATION Ami05 \l 1033 ].

3.7.2 Reliability of the Instruments

Reliability measures the degree to which a research instrument yields consistent results or
data after repeated results. In this study, quality control will be done by carrying out a pre-
test of the questionnaire to test the reliability.

3.8 Data Collection Procedure

The study will start by researching about material handling systems via internet, then to
material handling practices at Global Company Uganda Limited. Data will also be collected
using one-on-one interviews, self-administered questionnaires and through observation.
Questionnaires will be sent the supervisors and managers who cannot be interviewed during
normal working time. Other respondents will be interviewed to obtain the information.
Observation will also used to verify the findings obtained by the other procedures and also
the types of material handling systems which are used by the organization.

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Methodology for each objective

S/N Specific objectives Methods Remarks

1 To identify the existing material Observations, This will involve
handling practices Interviews watching, listening
and recording
2 To examine the impact of material Interviews This will be face to
handling practices on organizational face approach
performance
3 To develop an action plan for Interviews, These will be given
improving material handling practices Observation and answered by
respondents

3.9. Ethical Issues and Ethical Consideration

A number of research guidelines will be followed to maintain ethical standards which will
include;

(i) Seeking informed consent of the respondents and making it known that their
participation is voluntary and that they are free to withdraw from the study at any time
or may not answer questions they were uncomfortable with.
(ii) Giving the due respect to the respondents privacy and confidential treatment so that
the names of the participants and their offices and departments cannot be identified
(iii) Seeking permission from the company managers to gain access to the staff,
followed by an officially writing to the departmental heads requesting them to allow
the researcher to conduct the study

3.10 Data management and Analysis

Data will be managed using Microsoft office packages and presented in form of tables,
graphs, and pie charts. Qualitative data analysis will be done by narrative as recorded during
face to face interview and through observation. Interviews will be listened to attentively, in
order to identify the emerging themes and through sorting, recording, reflection and
interpretation of the meaning of data, the ability to analyse the data obtained will be easily
carried out.

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3.11. Anticipated Limitation of the study

Some of the respondents are likely to hide some information in a bid to protect their jobs.
However, the research intends to persuade the respondents to cooperate by emphasizing that
their responses are confidential.

The study maybe constrained financially due to the fact that the researcher is not working to
obtain cash to finance the study. However, the available resources will be utilized effectively.

REFERENCES

21
Abhilasha Dongre, Professor N.Y. Mohite. (2015). Significance of Selection of Material
Handling System Design in Industry. International Journal of Engineering Research
and General Science.

Amin, M. (2005). Social Science Research Conception, Methodology and Analysis. National
Science, Vol.

Andre Langevin and Riopel Diana. (2005). Logistics Systems: Design and Optimisation .
NewYork: Springer.

Barker, T. (1999). Essentials of Materials Management. London: McGraw Hills Book

Company.

Coyle, C.J, Langley Jr., B.J. Gibson, R.A, Novack, and E.J Bardi. (2014). Supply chain
management: A Logistics Perspective. The real impact of high transportation costs
(9th ed.).

Hassan, M.M.D. (2010). A framework for selection of material handling equipment in

manufacturing and logistics facillities. journal of ManufacturingTechnology
Management., 246-268.

Jacobs, R.F., Chase, R.B. and Aquilano, N.J. (2009). Operations and Supply Management.
McGraw Hill Boston.

Johnson, R. (1993). Operations Management (Third ed.). London: Pitman Publishers.

Lee L and Dobler D. (1997). Purchasing and Materials. TMH Publishers Inc.

Mulcahy, D.E. (1998). Materials Handling Handbook. McGraw-Hill.

Okpara, J.O., and Wynn, P. (2008). Human resource management practices in a transition
economy. Management Research News.

Ondiek, G.O. (2009). Assessment of materials management in Kenyan manufacturing firms–

exploratory survey of manufacturing firms. Journal of Social Sciences, 22 (8).

Rihinde, A. (2005). Production and Operations Management (5th ed.). London: Cassel.

Riyaz Ahmed, Laukik Raut, A.S. Sharma. (2017). A Review Paper of Various Industrial
MaterialHandling Systems. International Journal of Innovations in Engineering and
Science.

Rumelt, R. (2002). TheElectronicReorganizationof Industry. London: ICK Publishers.

22
Tompkins, J.A, Bozer, Y.A, E.H, Tachoco. (1996). Facility Planning (second ed.). USA:
John Wiley and Sons.

Whybark, C.D.and William, J.G. (1996). Materials requirements planning under certainty.

23
 APPENDICES

Appendix I: Research budget

This gives a summary of tabulated monetary expenses expected to be incurred in the entire
processes of the project proposal development.

Table 1: shows the research budget

INCOME FLOW
Sources Amount (UGX)
Family and friends 300,000
100,000
Personal savings
400,000
Total
Expenditure
Printing 60,000
40,000
Internet
250,000
Facilitation 50,000
400,000
Miscellaneous

Total
Deficit 0

Appendix II: Work plan

Table 2: Work schedule for the study period 2019/2020

Period 2019/2020
S/N ACTIVITIES 2019 2020
Au Sept Oct Nov Dec Jan Feb Mar Apr May
g

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1. Problem identification
2. Project title formulation
3. Literature Review
4. Proposal draft writing
and approval
5. Proposal presentation
6. Data collection and
desk work
7. Analysis of data
collected and
discussion of results
8. Final report writing
9. Final report
presentation

25