DECLARATION

This is to declare that the project entitle << THE IMPACT OF AUTOMATION ON
WAREHOUSE PERFORMANCE IN CARGO MANAGEMENT SERVICES LIMITED
>> is a piece of work of my personal effort and all borrowed idea have been acknowledged by
means of references.

CANDIDATE: NGU GODS-FAVOUR MUSEH

SIGNATURE: …………………………………………….
DATE: ……………………………………………………..
 CERTIFICATION

This is to certify that this project entitle << THE IMPACT OF AUTOMATION ON
WAREHOUSE PERFORMANCE >> the case of CAMAS LTD is a record of independent
research work done by NGU GODS-FAVOUR MUSEH under the supervision and submitted to
CITEC HITM in partial fulfillment for the award of a HIGHER NATIONAL DIPLOMA (HND)
in logistics and transport management under the university of Bamenda

SUPERVISOR: …………………………………………
SIGNATURE: …………………………………………..
DATE: …………………………………………………….
 DEDICATION

This work is dedicated to my parents Mr. And Mrs. NGU.

 ACKNOWLEDGEMENTS

The realization of this work has been possible with the encouragement, join collaboration and
support from many people.
Firstly, I want to thank my academic supervisor MR KUMJI,who took so much patient,
energy,time and concern in doing the necessary corrections and my field supervisor MR AWA
EMMANUEL FONJINDAM for his constant guidance for the realization of this piece of work.
Furthermore, my profound gratitude goes to the institution CITEC for providing efficient and
talented lecturers to assist us, thanks to my departmental lecturers, especially to my head of
depart0ment MR EGBE PHILLIP who created a pleasant atmosphere that helped to boost my
studies in the institute. A profound gratitude to the entire staff of CAMAS LTD beginning from
the general manager MR SAMJELLA SAMA and all their staffs.
Not forgetting the moral , financial and academic support from my family members especially
my mom and dad without forgetting my class mate and friends and those who helped me in one
way or the other knowingly. Without the efforts of these people , this piece of work would not
have been accomplish.
 ABSTRACT
This research examine ‘’the impact of automation on warehouse performance in a logistic
company ‘’ case of CAMAS LTD. The specific objective of this study is to examine the impact
of automation on warehouse performance, and the specific objective is to access how fixed
automation impact warehouse performance, to examine how programmable automation impact
warehouse performance and to examine how flexible automation impact warehouse
performance. We made used of questions, which were derived from the objectives; the research
question were how will fixed automation impact warehouse performance, how will
programmable automation warehouse performance and how will flexible automation impact
warehouse performance. Three hypothesis where adopted for this study, which are; fixed
automation impact on warehouse performance, programmable automation impact on warehouse
performance and flexible automation impact on warehouse performance.The literature review
was obtained through various theories such as the JIT theory by FUJI CHIO 1970, the theory on
Automation by MIKELL GROOVER 2007 and the Performance theory by HAROLD LEAVITT
1965.the research design was planned on how data were to be collected, the sample size of he
workers was 20 and the simple random technique was used, questionnaires were given to the
workers for data analysis. Data was obtained from primary and secondary sources. The data was
analyzed using statistical tables, pie charts with percentages with the use of statistical package
for social science (SPSS). The result supports the current theories related to this study,
consequently this study provides employers with ideas on how to better automate their
warehouse so as to improve their performance.This study therefore recommend that the company
should put in place all materials such as robots, voice interacting system, automated vehicles, bar
code technology to properly identify goods in warehouse.
 RESUME
Cette recherche examine ''l’impact de l’automatisation sur la performance de l’entrepôt dans le
cas d’une entreprise de logistique'' de CAMAS LTD. L’objectif spécifique de cette étude est
d’examiner l’impact de l’automatisation sur les performances de l’entrepôt, et l’objectif
spécifique est d’examiner comment l’automatisation fixe affecte les performances de l’entrepôt,
d’examiner comment l’automatisation programmable affecte les performances de l’entrepôt et
d’examiner comment l’automatisation flexible affecte les performances de l’entrepôt. Nous
avons utilisé des questions, qui découlaient des objectifs ; La question de recherche était de
savoir comment l’automatisation fixe affectera les performances de l’entrepôt, comment
l’automatisation programmable affectera les performances de l’entrepôt et comment
l’automatisation flexible affectera les performances de l’entrepôt. Trois hypothèses ont été
retenues pour cette étude, qui sont ; L’impact de l’automatisation fixe sur les performances de
l’entrepôt, l’impact de l’automatisation programmable sur les performances de l’entrepôt et
l’impact de l’automatisation flexible sur les performances de l’entrepôt. La revue de la littérature
a été obtenue à l’aide de diverses théories telles que la théorie JIT de FUJI CHIO 1970, la théorie
de l’automatisation de MIKELL GROOVER 2007 et la théorie de la performance de HAROLD
LEAVITT 1965. Des questionnaires ont été remis aux travailleurs pour l’analyse des données.
Les données ont été obtenues à partir de sources primaires et secondaires. Les données ont été
analysées à l’aide de tableaux statistiques, de diagrammes circulaires avec des pourcentages à
l’aide d’un progiciel statistique pour les sciences sociales (SPSS). Le résultat soutient les théories
actuelles liées à cette étude, par conséquent cette étude fournit aux employeurs des idées sur la
façon de mieux automatiser leur entrepôt afin d’améliorer leurs performances. Cette étude
recommande donc que l’entreprise mette en place tous les matériaux tels que les robots, le
système d’interaction vocale, les véhicules automatisés, la technologie des codes à barres pour
bien identifier les marchandises dans l’entrepôt.
 CHAPTER ONE

INTRODUCTION
As global markets expand and competition increases, making customers to pay closer attention to
products and services, how their suppliers' products and services are designed, produced and
transported, also how their own products and services are produced and distributed to customers,
and what their direct customers and the end-product consumers really want. The recent global
economic recession has made customers to become more cost-conscious while simultaneously
seeking higher levels of quality and order fulfillment, which is requiring organizations to find
even better ways to improve on their warehouse management system so as to compete with other
firms. Customers are demanding more socially responsible and environmentally friendly
activities from organizations which has let to the rise of automation According to Silver Swan
Automation is the technology by which a process is performed with minimum human assistance.
Automation is the use of various control systems for operating equipment such as machinery,
processes in factories, boilers and heat treating ovens, switching on telephone networks, steering
and stabilization of ships, aircraft and other applications and vehicles with minimal or reduced
human intervention. Some processes have been completely automated. In this reason therefore,
we are going to research on the impact of automation on warehouse performance. This research
is divided into 5 chapters and subsections. Chapter one will focus on introduction, chapter two
will be literature review, chapter three will be on research methodology, chapter four will be on
presentation, analysis and interpretations of data and chapter five will be discussions,
conclusions and recommendations.

1.1BACKGROUND TO THE STUDY

The background of the study will be divided into historical, theoretical, conceptual and
contextual background.

1.1.1Historical Background
Here, we shall be looking at historical background of the independent variable and the historical
background of the internship place.
1.1.2 Historical Background of Automation

The term automation was coined in the automobile industry about 1946 to describe the increased
use of automatic devices and controls in mechanized production lines. The origin of the word is
attributed to D.S. Harder, an engineering manager at the Ford Motor Company at the time. The
term is used widely in a manufacturing context, but it is also applied outside manufacturing in
connection with a variety of systems in which there is a significant substitution of mechanical,
electrical, or computerized action for human effort and intelligence.

In general usage, automation can be defined as a technology concerned with performing a

process by means of programmed commands combined with automatic feedback control to
ensure proper execution of the instructions. The resulting system is capable of operating without
human intervention. The development of this technology has become increasingly dependent on
the use of computers and computer-related technologies. Consequently, automated systems have
become increasingly sophisticated and complex. Advanced systems represent a level of
capability and performance that surpass in many ways the abilities of humans to accomplish the
same activities.

Automation technology has matured to a point where a number of other technologies have
developed from it and have achieved a recognition and status of their own. Robotics is one of
these technologies; it is a specialized branch of automation in which the automated machine
possesses certain anthropomorphic, or human like characteristics. The most typical humanlike
characteristic of a modern industrial robot is its powered mechanical arm. The robot's arm can be
programmed to move through a sequence of motions to perform useful tasks, such as loading and
unloading parts at a production machine or making a sequence of spot-welds on the sheet-metal
parts of an automobile body during assembly. As these examples suggest, industrial robots are
typically used to replace human workers in factory operations.

The technology of automation has evolved from the related field of mechanization, which had
its beginnings in the Industrial Revolution. Mechanization refers to the replacement of human (or
animal) power with mechanical power of some form. The driving force behind mechanization
has been humankind’s propensity to create tools and mechanical devices.

Another important development in the history of automation was the Jacquard loom which
demonstrated the concept of a programmable machine. About 1801 the French inventor Joseph-
Marie Jacquard devised an automatic loom capable of producing complex patterns in textiles by
controlling the motions of many shuttles of different colored threads. The selection of the
different patterns was determined by a program contained in steel cards in which holes were
punched. These cards were the ancestors of the paper cards and tapes that control modern
automatic machines. The concept of programming a machine was further developed later in the
19th century when Charles Babbage, an English mathematician, proposed a complex, mechanical
"analytical engine" that could perform arithmetic and data processing. Although Babbage was
never able to complete it, this device was the precursor of the modern digital computer

1.2 Theoretical Background

In this section of our work, we shall look at some theories, which are relevant to our work.

1.2.1 The Theory of Information Flow by Preuss (2005)

According to Press, information access is regarded to be vital to environmental/social impacts

from product's life-cycle stages is of particular importance. Before the purchase, managers need
to evaluate the potential danger of an incoming material to employees, potential customers and
the natural environment. Equally, the implications of its disposal after use need to be considered
before purchase.
1.2.2 The Theory of Automation by Mikell Groover (2007)

According to Mikell, automation is a technology concerned with performing a process by means

of programmed commands combined with automatic feedback control to ensure proper
execution of the instructions. The resulting system is capable of operating without human
intervention

1.2.3 Just In Time Theory By Fuji Chio The Japanese Toyota (1970)

Just-in-time (JIT) manufacturing, also known as just-in-time production or the Toyota

Production System (TPS), is a methodology aimed primarily at reducing times within production
systems as well as response times from supplies and to customers. Its origin and development
was in Japan, largely in the 1960s and 1970s and particularly at Toyota. But the wide use of the
term JIT manufacturing throughout the 1980s faded fast in the 1990s, as the new term lean
manufacturing became established as "a more recent name for JIT.

1.1.3 Conceptual Background

For the better understanding of this research topic the impact of automation on warehouse
performance, it is important for some key terms to be defined.

 Automation

According to Mikell (2007), automation is a technology concerned with performing a process by

means of programmed commands combined with automatic feedback control to ensure proper
execution of the instructions. The resulting system is capable of operating without human
intervention. The development of this technology has become increasingly dependent on the use
of computers and computer-related technologies. Consequently, automated systems have become
increasingly sophisticated and complex. Advanced systems represent a level of capability and
performance that surpass in many ways the abilities of humans to accomplish the same activities.
 While according to John Danaher (2019), Automation is the technology by which a
process or procedure is performed with minimum human assistance. Automation or automatic
control is the use of various control systems for operating equipment such as machinery,
processes in factories, boilers and heat treating ovens, switching on telephone networks, steering
and stabilization of ships, aircraft and other applications and vehicles with minimal or reduced
human intervention.

 Warehouse

According to Colin Airdrie, a warehouse is a planned space for the efficient storage and
handling of goods and materials. Also a warehouse can be defined as is a building for storing
goods. Warehouses are used by manufacturers, importers, exporters, wholesalers, transport
businesses, customs, etc. They are usually large plain buildings in industrial parks on the
outskirts of cities, towns or villages. They usually have loading docks to load and unload goods
from trucks. Sometimes warehouses are designed for the loading and unloading of goods directly
from railways, airports, or seaports. They often have cranes and forklifts for moving goods,
which are usually placed on ISO standard pallets loaded into pallet racks. Stored goods can
include any raw materials, packing materials, spare parts, components, or finished goods
associated with agriculture, manufacturing, and production.

 Performance

According to Petit Robert, he defined performance as a result obtained in competition.

Performance is also the accomplishment of a given task measured against pre-set known
standard of accuracy, completeness cost, and speed. Thus an employee performance is measured
by the efficiency and effectiveness of that employee towards a task. The assessment of
performance is an essential personnel function and of critical importance to the organization.
Employee performance management is a process for establishing a shared workforce
understanding about what is to be achieved in an organization and it is about coordinating the
organizational objectives with the employees agreed measures, skills, competency requirements,
development plans and deliverable results. Therefore, performance focuses on the improvement,
development and learning to attain a general business strategy and create a higher level of
performance workforce amongst employees. Due to the fact that employees are assets which
keep the organization moving, the assessment system in human resources management support
the fact that its results reflect the accomplishment and also an essential step in the area of
placement, adaption and many other personal activities to carry out. While Author Michel Lebas
(1995) characterizes the performance as future-oriented, designed to reflect particularities of
each organization individual and is based on a causal model linking components and products.
He defines a "successful" business as one that will achieve the goals set by the management
coalition, not necessarily one that achieved them. Thus, performance is dependent as much of
capability and future. Unlike other authors, Michel Lebas noted the difference between "a
performance", "performance" and "being performant". " a performance" is subject generally to a
measured result, higher than that provided for or arising from the previous results. " a
performance" thus indicates always a positive connotation. " performance " can be both positive
and negative and relates to past results.

 Fixed automation

Fixed Automation. Fixed automation is a system in which the sequence of processing (or
assembly) operations is fixed by the equipment configuration. Each of the operations in the
sequence is usually simple, involving perhaps a plain linear or rotational motion or an
uncomplicated combination of the two; for example, the feeding of a rotating spindle. It is the
integration and coordination of many such operations into one piece of equipment that makes the
system complex.

 Programmable automation

In programmable automation, the production equipment is designed with the capability to change
the sequence of operations to accommodate different product configurations. The operation
sequence is controlled by a program, which is a set of instructions coded so that they can be read
and interpreted by the system. New programs can be prepared and entered into the equipment to
produce new products Flexible automation Flexible automation is an extension of programmable
automation .A flexible automated system is capable of producing a variety of parts (or products)
with virtually no time lost for changeovers from one-part style to the next. There is no lost
production time while reprogramming the system and altering the physical setup (tooling,
fixtures ,machine settings). Consequently, the system can produce various combinations and
schedules of parts or products instead of requiring that they be made in batches. What makes
flexible automation possible is that the differences between parts processed by the system are not
significant .It is a case of soft variety ,so that the amount of changeover required between styles
is minimal.

1.1.4 Contextual Background

The contextual background tells us the context within which the topic was been choose, what
makes it special. Automation and its impact on warehouse performance is a research topic which
falls within the context of logistics and transport management. This study is aimed at showing
the impact of automation on warehouse performance. Sales result can be affected by automated
services and warehouse performance. Higher levels of customer's retention lead to greater sales,
which typically occur because customers are more likely to place a greater proportion of their
purchases with a given supplier. One way in which automated services liches can negative affect
sales growth is when a company fail to dynamically shift production to owned or concentrated
facilities located in the market that have high retail prices for the products that are being
manufactured. If a company wants to generate improve sales flows and supply a greater volume
of products to customers showing high levels of demand, then it must show itself to be flexible,
responsive and Reliable in the delivery of those goods. Achievement that is heavily dependent on
the quality of automation. Although it is not easy to completely automate a warehouse, many
organizations have adopted strategies to improve on their warehouse performance.

1.2 STATEMENT OF THE PROBLEM

The traditional warehousing technique is becoming obsolete since the last decade of the 20th
century with the lack of many tools which was absent; more of manual work was carried out in
the warehouse which was a problem in the operation and the performance of a warehouse. As to
what concerns warehouse performance of manufacturing industries in Cameroon, there is
inadequacy in automation technology it thus leading to poor warehouse performance. This is
seen in the case of CAMAS where there are insufficient automation techniques such as
automated guided vehicles, clamps, GPS technology to place on good for purpose of ease
identification, human machine interface. The use of automation will then lead to warehouse
performance hence leading to customer's Satisfaction. Customer satisfaction leveraging on order
processing, inventory management, transportation, handling and packaging as well as facility
network. Design Zhang et al. (2005) demonstrated a quantitative inquiry carried out in the US
industrial organization that logistics flexibility is a fundamental requirement for responding to
changing customers' needs. The research topic automation and its impact on warehouse
performance is therefore designed to make the above problems are resolved. What is therefore «
automation and its impact on warehouse performance».

1.3 OBJECTIVES OF THE STUDY

The objectives of the study are divided into two part we have the main objective and the specific
objective

1.3.1 MAIN OBJECTIVE OF THE STUDY

• To investigate the impact of automation on warehouse performance

1.3.2 THE SPECIFIC OBJECTIVES OF THE STUDY

• To examine how fixed automation impact warehouse performance.

• To find out how programmable automation has an effect on warehouse performance

• To assess how flexible automation has an effect in the warehouse performance

1.4 THE RESEARCH QUESTIONS

The research question is sub divided in to two we have the general research question and the
specific research question.

1.4.1 THE GENERAL RESEARCH QUESTION

• How will automation impact warehouse performance?

1.4.2 THE SPECIFIC RESEARCH QUESTIONS

• How will fixed automation impact warehouse performance?

• How will Programmable automation impact warehouse performance?

• How will flexibility automation impact warehouse performance?

1.5 SIGNIFICANCE OF THE STUDY

This is the assessment or value that the result of the research work will bring to the organization
and to the business world. This piece of work will enable the future researcher to understand
what was made unknown to him such as understanding some of the measures that need to be
taking by automation in respective in their warehouses to increase their performance rate hence
profit maximization.

1.5.1 TO THE SOCIETY

It gives an inside to the organization, how it functions to meet up its objectives. Also, the aspect
of warehouse management in an organization and an understanding of it will help the society to
know what they expect from the organization.

1.5.2 TO CAMAS

• It will enable the organization to be able to define clear development plans of process and
conduct regular discussion throughout the process. • It will enable the management to focus on
sitting clear performance objectives and expectations though the use of results and actions. • It
will help future researchers; students will also find it useful in some research work and on project
issues by boosting their knowledge about the cause and strategies use to prevent or cope with the
ineffectiveness of automation in a warehouse • Improve decision making through employees'
participation especially on task related issues. This is because, when employees use the various
aspects in warehouse operations it affects their decision making positively and make them feel
reassured and confident.

1.6 JUSTIFICATION OF THE STUDY

It is very necessary to investigate on the importance of automation on warehouse performance.

This is because ineffective warehouse management affects the growth of an organization. No
company, small or large can win over the long run without well managed and energized
employees who believe in organizational goals. That is why managers within the context of
transport firms need to look into the careful survey of automation on warehouse operations.
CAMAS which is the main concern of this research has a problem of automation when it comes
to warehouse operations. This work will help the organization to better know how to manage
their warehouse in other to have desired outputs from the employees and superiors and
eventually cut off the path to major unforeseen problems which may affect warehouse
performance. There was therefore a need to carry out a study in this organization so as to address
this problem and seek for possible solution.

1.7 DELIMITATION OF THE STUDY

The scope of the study will be explaining in three phase, one task of time scope, phase two task
of geographical scope and lastly thematic scope

1.8 TIME SCOPE

This research work was carried out for a period of two months to come out with this scientific
piece of work. That is from the 10th JUNE to 10th AUGUST 2024, the research was done very
well on the influence of automated service on the performance of a warehouse

1.8.1 GEOGRAPHICAL SCOPE

The research was carried out at CAMAS Douala Cameroon at Base Naval

1.8.3 THERMATIC SCOPE

This piece of work entitles, the impact of automation on warehouse performance at CAMAS ,
the scope of the study falls within the domain of transport and logistics activities, the impact of
fixed automation, programmable and ICT tools.

1.9 ORGANISATION OF THE STUDY

Here, we are going to talk on how the work is organized. The work is divided into five chapters,
where by chapter one talks of the introduction, chapter two literature review, chapter three
methodology, chapter four is presentation, analyses and interpretation of data and chapter four is
present, analyses and interpretation of data and chapter five is based on discussion,
recommendation and conclusion.
 CHAPTER TWO

LITERATURE REVIEW

The focus of this chapter is the review of what the different authors have written in relation to
this research work. Literature will be reviewed based on the theories, concepts and objectives.

2.1 REVIEW OF THEORIES

Theories are brought up to explain, predict and understand some phenomena. The theoretical
framework introduces and describes the theories that explain why the research problem under the
study exists.
2.1.1 JUST IN TIME THEORY BY FUJI CHIO THE JAPANESE TOYOTA (0370)
According to Fuji Chico (1970), just-in-time (JIT) manufacturing, also known as just-in-time
production or the Toyota Production System (PS), is a methodology aimed primarily at reducing
time within production systems as well as response times from supplies and to customers. Its
origin and development were in Japan, largely in the 1960s and 1970s and particularly at Toyota.
But the wide use of the term JIT manufacturing throughout the 1980s faded fast in the 1990s as
the new term lean manufacturing became established as a more recent mime for JIT. As just one
the exact reasons for the adoption of the JIT in the Japan are unclear. Planer offers four reasons,
paraphrased here. During Japan's post-World War II rebuilding of industry:
1) Japan lack of crash made it difficult for the industry to finance the big-batch, large inventory
production methods common elsewhere.
2) Japan lack space to build big factories loaded with inventory.
3) The Japanese islands were lacking in natural resources with which to build products.
4) Japan had high unemployment, which meant that labor efficiency methods were not an
obvious pathway to industrial success. Thus, the Japanese « learned out » their processes. They
built smaller factories... in which the only material housed in the factory was those on which
work was currently done. In this way, inventory level was kept low, investment in in-process
inventories was at a minimum, and the investment in purchased natural resources was quickly
turned around so that additional materials were purchased. »Plenary goes on to explain Toyota's
key role in developing this lean or JIT production methodology.
JIT implementation may be found in many case-study articles from the 1980s and beyond. An
article in a 1984 issue of magazine relates how Omar industries (chain saws, ammunition, log
loaders, etc..) emerged as an extensive JIT implementer under its US home grown name ZIPS
(zero inventory production system).At Omak's mother plant in Portland, Oregon, after the work
force have received 40 hours of ZIPS training, they were « turned loose » and things began to
happen. A first step was to « arbitrarily eliminate a week's lead time (after which) things ran
smoother. » People asked that we should try taking another week's worth out. After that, ZIPS
spread throughout the plant's operations like an amoeba. The article also notes that Omak's 20
other plants were similarly engaged in ZIPS, beginning with pilot projects. For example, at one
of Omak's smaller plants making drill bits in Mesabi, Minnesota, large-size drill inventory was
cut by 92% productivity increased by 30%, scrap and rework... dropped 20% and lead
time ...from order to finished product taws slashed from three weeks to three days. The Inc.
Article states that companies using JIT the most extensively include « The Big Four, Hewlett
Packard, Motorola, Westinghouse, Electric, General electric, Deere, and Black and Decker».
Two similarly-inclined books emergent in the U.K. in the same years are more international in
scope. There is more to JIT than its usual manufacturing-centered explication. In as much as
manufacturing ends with order-fulfillment to distributors, retailers, and end users, and also
includes remanufacturing, repair, and warranty claims, JIT's concepts and methods have
application downstream from manufacturing itself. A 1993 book on « world-class distribution
logistics » discusses Kanab links from factories onward. A manufacturer to retail model
developed in the U.S. in the 1980s, referred to as quick response, has morphed over time to what
is called fast fashion.
A case-study summary from Daman products in 1999list the following benefits: reduced cycle
time 97%, setup times 50%, lead times from 4to 8weeks to 5to 10days, flow distance 90%
achieved via four focused (cellular) factories, pull scheduling, Kanab, visual management and
employee empowerment
Another study from NCR (Dundee Scotland) in 1988, a producer of make-to-order automated
teller machines, includes some of the same benefits while also focusing on JIT purchasing: In
switching to JIT over the weekend in 1988, eliminated buffer inventories, reducing inventory
from 47days to 5 days, flow time from 15days to 2days, with 60% of purchased part arriving JIT
and 77%going dock to line, and suppliers reduced from 480to 165.
ADVANTAGES OF JIT
• JIT is a professional tool that is used in several field of life.
• Cost is reduced.
• Continuous improvement in quality. • Elimination of waste.
• Making things possible in lesser period of time.
DISADVANTAGES OF JIT
• No spare finished product available to meet with unexpected order since JIT is very responsive
to demand.
• It may not be able to manage sudden variation in demand.
2.1.2 THE THEORY OF AUTOMATION BY MIKELL GROOVER (2007).
According to Mikell Groove (2007), automation is a technology concerned with performing a
process by means of programmed commands combined with automatic feedback control to
ensure proper execution of the instructions. The resulting system is capable of operating without
human intervention. The development of this technology has become increasingly dependent on
the use of computers and computer related technologies. Consequently, automated system has
become increasingly sophisticated and complex. Advanced systems represent a level of
capability and performance that surpass in many ways the abilities of humans to accomplish the
same activities. Automation technology has matured to a point where a number of other
technologies have developed from it and have achieved a recognition and status of their own.
Robotics is one of these technologies; it is a specialized branch of automation in which the
automated machine possesses certain anthroporphic, or humanlike, characteristics. The most
typical humanlike characteristics of a modern industrial robot is its powered mechanical arm.
The robot's arm can be programmed to move through a sequence of motions to perform useful
tasks, such as loading and unloading parts at the production machine or making a sequence of
spot-welds on the sheet-metal part of an automobile body during assembly. As the example
suggest, industrial robots are typically used to replace human workers in factory operations.
. Automation principles and strategies.
The proceeding section leads one to conclude that automation is not always the right answer for a
given production situation. A certain caution and respect must be observed in applying
automation strategies. This section offers three approaches for dealing with automation project
(1) the USA principle, (2) ten strategies for automation and process improvement, and (3) an
automation migration strategy.
• The USA principles
The USA principle is a commonsense approach to automation and process improvement
projects. Similar procedure has been suggested in the manufacturing and automation trade
literature, but none has a more captivating title than this one-use stands for Understand the
existing process simplify the process and automate the process. A statement of the USA principle
appeared in an article published by the America Production and Inventory Control Society
(APICS). THE article is concern with the implementing enterprise resource planning (E RP,
section 25.7), but the USA approach is so general that it is applicable to nearly all automation
project may in fact reveal that simplifying the process is sufficient.
• Understanding the existing process
The first step in the USA approach is to comprehend the current process in all of its detail. What
are the inputs? What is the output? What exactly happens to the work unit between the input and
output? What are the upstream and downstream operations in the production sequence and can
they be combining with the process under consideration? Some of the traditional industrial
engineering charting tools used in methods analysis are useful in this regard, such as operation
chart and flow process chart. Application of these tools to the existing process provides a model
of the process that can be analyzed and search for weaknesses and strength. The number of steps
in the processes, the number and replacement of inspections, the number of moves and delay
experienced by the work unit, and the time spent in the storage can be ascertain by these charting
techniques.
• Simplify the process.
Once the existing process is understood, then the search begins for way to simplify. This is often
involved checklist of questions about the existing process. What is the purpose of this step or this
transport? Is the step necessary? Can it be eliminated? Dose it uses the most appreciate
technology? How can it be simplified? Are they unnecessary steps in the process that might be
eliminated without detracting from the function?
• Automate the process.
Once the process has been reduced to its simple form then automation can be considered. The
possible forms of automation include those listed in the ten strategies discussed in the following
section.
The ten automation strategies
• Specialization of operation. The first strategy involves the use of special purpose equipment's
designed to perform to perform one operation with the greatest possible efficiency. This is
analogous to the specialization of labor which is employed to improve labor productivity.
• Combination operation. Production occurs as a sequence of operations. Complex parts may
require dozens or even hundreds of processing steps. The strategy of combination operation
involves reducing the number the number of distinct production machines or workstations
through which the parts most be routine.
• Computer integrated manufacturing. Taking the provirus strategy on level higher, CM involves
extensive use of computers system, database, and network throughout the enterprise to integrate
the factory operations and business functions
. Process and control optimization. This includes a wide range of control scheme intended to
operate the individual the individual processes and associated equipment's more efficiently. By
this strategy, the individual process times can be reduced and product quality can be improved.
• Plant operation control. Whereas the previous strategy is concern with the control of individual
manufacturing processes, the strategy is concern with the control in the plant level. It attempts to
manage and coordinate the aggregate operations in the plant more efficiently. Its implementation
involves a high level of computers network within the factory.
• Improve material handling and storage. A greater opportunity or reducing nonproductive time
exist in the use of automated material handling and storage systems. Typical benefited include
reduced work in process, shorter manufacturing lead time and less work in process
Its also increases flexibility.
• Integration of operations.
• Simultaneous operations.
2.1.3 THE PERFORMANCE THEORY BY HAROLD LEAVITT (1965)
According to Harold Leavitt, his theory or model explains organizational changes. In it he
suggested four interrelated components of an organization which are structure, task, people and
technology. These four components are interrelated and independent. Harold Leavitt placed this
component in square shape to explain the relations between them and the square shape looks like
diamond that is widely known as the Leavitt's Diamond Model. He explains that if any one of the
component changes, the other three will eventually change. It is the interaction between these
four components that determines organizational performance. Organizational performance here
means the system of communication, authority and workflow. Let's get into details on the four
components of Leavitt's Diamond Model and see how they affect each other in the process of
organizational change.
A) STRUCTURE
Structure is the foundation of an organization. It includes staffs, layers of hierarchies, department
and all these interact with each other. What is the communication style between at each
hierarchies and departments? Hence is important to change structure and evolve it and if there is
a change in structure, it will lead to a change in the other components.
I. Relationship between structure and people
If the is a change in structure, it does affect the employees in the organization. It may
bring positive or negative change in their behavior or productivity. Similarly, if there are
changes in employee it might bring changes in structure. For instance, if new employees
join in who have strong technically it will result to a structure where minimum
supervision will be needed and smaller number of employees required
II. Relationship between structure and task
When there is a change in organizational structure, it brings about changes in the task to
be performed by employees. Example if special department is set to improve
performance and support operations then other employees will be required to perform
different task as per requirement of the new structure.
III. Relationship between structure and technology.
Technology brings revolutionary changes in organizational structure. In present times,
procedures and processes are being automated which causes a change in structure like
less need of employee since most work is been done by machines already.
B) TASK
Task refers to activities which are being performed by employees. In addition to this, task
equally contains bigger actions to achieve organizational goals. Therefore, task could be
all about who is doing what and what purpose the organization is pursuing.
I. Relationship between task and people
 If there is a change in employee then they will be change in task and in the same
way if new actions and task are being introduced then it will surely affect
employees.
II. Relationship between task and structure
If new department is set up or a new level of hierarchy is introduced in an
organization, the task and function of employees will also change. The workflow
will equally get adjusted if structure of the organization changes.
III. Relationship between task and technology
Change in technology will lead to a change in task and actions performed by
employees, they will have to adapt and adopt the machinery way of doing things
there by reducing manual task.

C) PEOPLE
This refers to the employees of the organization. Employees are the backbone of an
organization and organizational functions and goals depends on their employee and how
they work, what skills they can exhibit and knowledge they have towards the company.
I. Relationship between people and task.
When tasks are changed, there might be a new need of employees to perform the
tasks and coaching is being adjusted towards the performing of the new task.
II. Relationship between people and technology.
When new technology is introduced in an organization, it also affects employees
who need training and extra skills to adopt the new technology. In some cases,
new employees are required to handle this technology.
III. Relationship between people and structure
If organizational structure is changed, then the first people who need to adopt the
new structure are the employees. They might get new roles and responsibilities
under the new structure.
D) Technology
Technology helps employees to better perform task. It usually the use of computer,
machines and even phones which are used to perform easier and faster reliable services.
Like the other Elements if there are changes in this technology it will eventually lead to a
change in the others.
I. Relationship between technology and people
The skills of the employees also determine the technology to be used in the
organization.
II. Relationship between technology and task
If there are changes in the way task are performed then are due to the change in
technology introduced. For example, the registration being done manually using
books will be performed in a different way using the online registration process.

III. Relationship between technology and structure

 Technology provides solution to an organization when there's a change in
structure like when an organization needs to dismantle its huge department to cut
cost and be more productive then technology automation is the best.

Advantages of Leavitt's Diamond Model

One should use Leavitt's Diamond Model because;
• This model is good for doing early analysis of change in organization. It
provides the initial path to have an understanding about organization which is
going to implement change.
• It is easy to use and anyone in the organization can undertake this assess to
strength of their company with respect to managing change.
• It is very useful to IT base technology organization they usually use this model
to path their way towards change.
Disadvantages of the Leavitt's Diamond Model
• It does not take into account external environment or other factors which can
equally bring change.
• It only provides analyses and no method or way towards change
. • It does address issue of organizational change of all organization. It has limited
applicability and best fit to analyze change in technology organization.
TAKE HOME POINTS
• Professor Harold J. Leavitt developed this model to help understand the role
played by these four key components; structure, task, people and technology.
• This model is also known as Leavitt's Diamond Model and its key principle is
that if one principle changes, the others eventually changes.
• If structure gets change then it will affect people, task and technology and if
there are changes in employee then it will have an impact for all other elements
which are structure task and technology.
• The same will be applied to change in task if it does change, the other three
components will be affected as well. This is linked to my topic in the sense that,
due to task, technology, structure and people a warehouse manager will know
how to interconnect all these components and making them work smoothly by
making changes in the components for it to positively affect the other components
and make the firm grow.

2.2 CONCEPTUAL REVIEW

2.2.1 AUTOMATION
According to Mikell (2007), automation is a technology concerned with performing a process by
means of programmed commands combines with automatic feedback control to ensure proper
means of execution of the instructions. The resulting system is capable of operating without
human intervention. The development of this technology has become increasingly dependent on
the use of computers and computer-related technologies. Consequently, automated systems have
become increasingly sophisticated and complex. Advanced systems represent a level of
capability and performance that surpass in many ways the abilities of humans to accomplish the
same activities.
While according to John Danaher (2019), automation is the technology by which a process or
procedure is performed with minimum human assistance. Automation or automatic control is the
use of various control system for operating equipment such as machinery, processes in factories
boiler and heat-treating ovens, switching on telephone network, steering and stabilization of
ships, aircraft and other applications and vehicles with minimal or reduced human intervention.
Types of automation
There are basically three types of automation we have fixed automation, programmable and
flexible automation
• Fixed automation
Fixed automation is also known as hard automation. It refers to an automated production facility
in which the sequence of processing operations is fixed by the equipment configuration. In
effect, the programmed commands are contained in the machines in the form of cams, gears,
wiring, and other hardware that is not easily change over from one product style to another. This
formof automation is characterized by high initial investment and high production rate. It is
therefore suitable for product that is made in large volume. Example of fixed automation include
machining transfer lines found in the automotive industry, automatic assembly, achiness and
certain chemical processes.
• Programmable automation
Programmable automation is a form of automation for producing product in batches. The
product is made in batch quantities ranging from several dozens to several thousand units at a
time. For each new batch the production equipment must be reprogrammed and changed over to
accommodate the new style. This reprogramming and takeover take time to accomplish, and
there is a period of nonproductive time followed by a production run for each new batch.
Production rate in programmable automation are generally lower than in fixed automation, this is
because the equipment is designed to facilitate product changeover rather than for product
specialization. A numerical-control machine is a good example of programmable automation.
The program is coded in computer memory for each different product style, and the machine tool
is controlled by the computer program, example includes robots.
• Flexible automation
Fixed automation is an extension of programmable automation. In flexible automation variety of
product is sufficiently limited so that the changeover of the equipment can be done very quickly
and automatically. The reprogramming of the equipment in flexible automation is done offline
that is the programming is accomplished at a computer terminal without using the production
equipment itself.
According to Kalyam Singhal (1989), fixed automation is a system in which the sequence of
processing or assembly operations is fixed by the equipment configuration, each of the operation
in the sequence is usually simple involving perhaps a plain linear or rotation motion or an
uncomplicated combination of the two, for example, the feeding of a rotating spindle, it is the
integration and coordination of many such operations into one pieces of equipment that makes
the system complex
 2.2.2 PROGRAMMABLE AUTOMATION
In programmable automation, the production equipment is designed with the capability to
change the sequences of operations to accommodate different product configurations R.H
Andreson (1995). The operation sequence is controlled by a program, which is a set of
instruction coded so that they can be read and interpreted by the system. New programs can be
prepared and entered into the equipment to produce new products.
2.2.3 ICT TOOLS
ICT means Information Communication Technology can be defining as a family of technologies
use to process, store and disseminate facilitating the performance of information related human
activities, provided by, and serving both the public at-large as well as the institutional and
business sector. The role or benefit of ICT can be summarized below.
Common ICT tools that enable the efficient and effective management of stock in inventory or in
the warehouse include: the use of Bar Coding, and Bar Coding Scanner /Reader, Biometric
Verification System, Warehouse Management System (WMS), Electronic Data Interchange
(EDI) Bar code system of technology
Barcodes are printed horizontal strips of vertical bars used for identifying specific items. A
scanning device reads the barcode by moving a beam across the symbol. The first barcode
system was developed around the 1940s, since then people have become very accustomed to
their use, through common application such as in retail and grocery markets. These tools enable
inventory and warehouse managers to easily and quickly track stock levels, items going out of
data, the price and quantity of items left in stock etc.
Types of Barcodes
• Linear barcodes. Barcode representing data in the widths (lines) and the spacing of parallel
lines such as code 128, code39, and CPU, are referred to as linear barcodes.
• Two Dimensional Barcodes. Two-dimensional barcode such as Data Matrix, PDF417, and or
code may have patterns of squares, dots, and other geometric patterns.
Advantages of barcodes
• Ease in identification of inventory items during storage, retrieval, pickup, inspection and
dispatch.
• Reduce paper work and process time
• Reduce human errors
• Increase logistics system productivity through speed, accuracy and reliability.
Biometric verification system. (BVS)
Pilferage is one of the major challenges in the management of warehouses. The biometric
verification system (BVS) enables warehouse and inventory managers to easily track the time of
employee's arrival at the warehouse. The identification of individuals and the time at which they
entered the warehouse are recorded and stored in the database of the system. It serves as a great
security tool that helps track items lost in inventory.
Advantages of Biometric verification system
• Security. We used to have password with numbers, alphabets, and symbols etc. which are
becoming easy to hack every day. There are millions of hacking incidents happening every year
and we are losing our money constantly. Biometric technology brings different types of solution
which are nearly impossible to hack unlike password. This is a great help for us, specifically for
business owners who are fighting with security problems for a long time.
• Save time. Biometric solution is highly times conserving. In most cases, you just need to put
your finger on a device or look at a retina device to pass the system.
• Flexibility. Definitely biometric systems are the most flexible security solution. You have your
own security credential with you so you don't need to bother memorizing awkward alphabets,
number and symbols required for creating a complex password.
2.3.1 WAREHOUSE MANAGEMENT SYSTEM (WMS)
Warehouse management software was created in 1943 by Harry E. Williams. However, the
company that became warehouse management software industries was finally founded in 1974 as
Williams Electronics.
Warehouse Management System is a pivotal part of the supply chain which mainly controls the
storage and movement of materials within a warehouse and processes the transactions including
receiving, shipping, and picking and put away. WMS can also enable in direction and optimizing
stock put away according to the real-time information of bin utilization status. WMS works on
Auto ID Data Capture technology, such as mobile computers, barcodes scanners wireless, REID,
LANs to efficiently monitor the flow of products. In this process, data is collected and there is
wireless transmission to a central database in real time basis. Then the data base provides the
status of goods in the warehouse accurately. The main objective of WMS is to provide an
automated procedure to handle the records of incoming and outgoing goods. WMS provide a
helpful link to logistics management and also for order processing in order to pick-up, packing
and shipping the product the product out of the facility. They WMS normally interfaces with the
company's main transaction system such as ERP to access information such as purchase orders
and to download customers' orders. In turn, the WMS will feed back information such as good
received and dispatched. The WMS is use to control all the operations in the warehouse and
issues instructions to subsidiary systems, for example equipment control systems. WMS
performs core functions that include;
• Receiving goods
• Tracking stock
• Ensuring efficiency in storage
• Picking and shipping
• Providing information to managers
• Dispatching goods
Automated picking tools (APT)
It is the implementation of robotic or semi-robotic technologies that enhance the work of human
pickers. In high-volume, labor cost distribution centers, picking are either performed or aided by
using material handling equipment like put-to-light, automated storage and retrieval system
(ASRS) and goods-to-man. Example of automated picking is robotic. The benefit is as follows
• Super-fast productivity
• Easy to learn
• Safety
• Flexibility
• Rapid implementation
• Adapts to current Warehouse Management System.

2.3.2 AUTOMATED GUIDED VEHICLE (AGV)

It was created in 1953 by AM Barrett Jr, owner of Barrett electronics. It is a portable robot that
follows along marked long lines or wires on the floor or uses radio wave, vision camera, magnets
or lasers for navigation. They are most often used in industrial application to transport heavy
material around a large industrial building such as factory or warehouse. There are three types of
AGV: unit load vehicles, forklifts and tugger. Unit load vehicles are motorized vehicles capable
of transporting a single product (a coil, a motor) or a pallet or bin containing products. Tugger
automated guided vehicles pull carts that receive loads either manually or automatically with an
actuated hitch. Tugger QGVs have the highest capacity among AGV types for material transport
and considerably more when compared to traditional forklift trucks. Their movement is
controlled a combination of software and sensor-based guidance systems. Example of AGV
transport raw material from receiving to the warehouse or deliver materials directly to production
lines. AGV are used for task that would typically be handled by forklifts, conveyors system or
manual carts moving large volume of material in a repetitive manner. They are often use for
transporting raw material such as metal, plastic, rubber or paper.
Automated Inventory Control Platform (AICPF)
It is a wireless communication system for localization, data collection and control for the use in
industrial sphere, shops or logistics centers. Automated inventory system allows you to pull
inventory counts from your suppliers using a data feed that feeds into your own website. For
example, when an employee completes an inventory count utilizing software and scanner, the
quantities are automatically sent to the management system and any integrated solutions. This
function eliminates the need to enter and calculate item stock manually.
Reasons for Automation.
Mikell Groover also talks about some reason for automation. Some of these reasons are as
follows • Increase labor productivity. Automating a manufacturing operation invariably increase
production rate and labor productivity. This means that greater output per hour of labor input.
• Mitigate the effect of labor shortage. There is a general shortage of laboring many advance
nations, and this has stimulated the development of automated operations as a substitute for
labor. • Reduce routine manual and clerical tasks. An agreement can be put forth that there is
social value in operations that are routine, boring. Automation such as tasks improves the general
level of working conditions. Improve product quality. Automation does not only result in higher
production rates than manual operation, it also performs manufacturing process with grater
consistency and conformity to quality specification.
• It reduces manufacturing lead time. Automation helps to reduce the elapsed time between
customer order and product delivery, providing a competitive advantage to the manufacturer for
future orders. By reducing manufacturing lead time, the manufacturer also reduced work-in-
process inventory.
• Improve safety. Automating a given operation and transferring the worker from active
participation in the process to a monitoring role, or removing the worker from the operation
altogether makes the work safer. The safety and physical well-being of the worker has become a
national objective with the enactment of the occupational safety and health acts (OSHA) in
1970.this has provided an input in automation.
2.2.2 WAREHOUSE
According to Colin Airdrie, a warehouse is a planned space for the efficient storage and
handling of goods and materials. Also, a warehouse can be defined as a building for storing
goods. Warehouse are used by manufacturer, importers, exporters, wholesalers, transport,
businesses and customs etc. they are usually large plain building in industrial parks on the
outskirts of cities, towns, or villages. They usually have loading docks to load and unload goods
from trucks. Sometimes warehouses are designed for the loading and unloading of goods directly
from railways, airports or seaports. They often have cranes and forklift for moving goods, which
are usually placed on ISO standard pallets loaded into pallet racks. Stored goods can include any
raw materials, packing, materials spare parts components, or finished goods associated with
agriculture, manufacturing and production.
Types of Warehouse
• Private warehouse
Private warehouse is a storage facility that is mostly owned by big companies or single
manufacturing units. It is also known as proprietary warehousing and can be operated as a
separate division within a company. Benefit of private warehouse include: Better monitoring of
warehouse operations, less likelihood of error as warehouse is managed by firm employee
Warehouse design and location can be strategically determined by firms, Firm can earn extra
income by leasing extra space. It also has some disadvantages. The disadvantages include,
maximize the usage of available storage space, Costly to construct private warehouse,
Challenges in operating
• Public warehouse
A public c warehouse rent a space to individuals and firms needing it. The advantages for such
warehousing approach are as follow. Economic of scale, no capital for investing in warehousing
facilities, Tax advantages such as avoidance of property tax, Greater storage space,
Responsibility for hiring and firing warehouse staff is avoided, offers great flexibility in space
and facility requirement it also have some disadvantage which include: Specialized services may
not always be available, Firms lose control of facility and operations, Quality can have
compromised, Potentials disputes between firms and facility managers.
• Bonded warehouse
A bonded warehouse is a building or other secured area in which dutiable goods may be stored,
manipulated or undergo manufacturing operation without payment of duty.
• Centralized warehouse
It is generally referring to the allocation of warehousing services to one particular business unit
which provides services to the whole firm. The characteristics of a centralized approach are
control, efficiency and good economy. It has the following benefit, Economic of scale in
inventories and purchasing, Uniformity in processes, Cost reduction in terms of facilities, better
control of processes. Some problems include: Slow process in decision making, less flexibility,
Bureaucracy in the system, Inflexibility, High initial costs, longer lead time reaching customers
and markets.
• Decentralized warehouse.
 Decentralized warehouse gives the individual business unit autonomy and independency over
their own resources without any major consideration over the remaining unit unless there is
necessity for the overall organization policy. Characteristic include, Rapid adjustment to the
change, Flexibility, Innovation, Low startup, Increase in responsiveness, Improvement in
reliability. Disadvantages or limitation: Lack of centralize control, Increase in cost, Duplication
of resources.
Reasons for warehousing
• Warehouse operation save time
• You can save money by organizing your inventory
• Reduction of employment theft
• Increase productivity
• Improve services to vendors and customers
Objective of warehousing
• Maximum use of space
• Ready access to all items
• Efficient movement of goods
• Effective utilization of labor and equipment's
• Maximum protection of items
Necessity of warehousing
• In order to meet fluctuation in demand, warehouses act a caution
• Goods are stored at one place from the time of production until they are demanded by the
customers.
• In order to meet the demand promptly, it is necessary to have some goods ready in warehouse.
• Warehouse is needed to preserve the goods and also to minimize the risk of damage due to
natural factors
. • Certain items like umbrella, woolen items desert cooler are required in a particular season.
Such item is manufactured and stored in warehouse to meet the seasonal demands.
Function or activities of warehouse
• Identification and sorting and maintaining the record of material
• Dispatching the goods to the desired storage location
• Placing, keeping the goods at their desired location where they will be kept during custody.
• Order picking means withdrawal of goods from storage
• Record keeping. This is the most important function and maintains the required record of the
above activities
• Packing. After accumulating the order, it is packed to provide protection during shipmen
• Order accumulation. In this function, goods after being picked-up are accumulated to make up
a specific order.
Advantages of warehousing
• Protection and preservation of goods. Warehouses provide necessary facilities to the
businessmen for storing goods when they are not required for sales. It provides protection to the
stock ensures their safety and prevents wastage.
 • Regular flow of goods. Many commodities like rice, wheat is produce during particular season
but are consumed throughout the year. Warehouse ensures regular supply of such seasonal
commodities throughout the year.
• Continuity in production. Warehouse enables the manufacturers to carry on production
continuously without bothering about the storage of raw material. It helps to provide seasonal
raw material without any break for production of finished goods.
• Creation of employment. Warehouse creates employment opportunities both for the skilled and
unskilled workers in every part of the country. It is a source of income for the people, to improve
their standard of living.
• Availability of finance. Loan can be easily raised from banks and other financial institution
against the security of the warehouse keeper's warrant. In some cases, warehouse also provide
advance to the depositors of good on keeping the good.
Disadvantages of warehouse
• Determining which type of warehouse, you need is not going to be an easy task. You will need
to have a super knowledge of your business operations, your goods and the amount of storage
you need to determine which type of warehouse is right for you.
2.2.3PERFORMANCE
Petit Robert defines performance as a result obtained in competition. Performance is also the
accomplishment of a given task measure against pre- set known standard of accuracy,
competence cost and speed. Thus, an employee performance is measured by the efficiency and
effectiveness of that employee towards a task, the assessment of performance is an essential
personnel function and critical importance to the organization. Employee performance
management is a process for establishing a shared workforce understanding about what is to be
achieved in an organization and it is about coordinating the organizational objectives with the
employees' agreed measures, skills, competency requirement, development plans and deliverable
result. Therefore, performance focuses on improvements, development and learning to attain a
general business strategy and create a higher level of performance workforce amongst
employees. Due to the fact employees are assists which keep the organization moving, the
assessment system in human resources management support the fact that it is result reflect the
accomplishment and also an essential step in the area of placement, adaption, and many other
personal activities to carry out. While Author Michel Lebas (1995) characterized performance as
a future- oriented, designed to reflect particularities of each organization individual is based on a
usual model linking components and products, he defines successful business as one that will
achieve the goal set by the management coalition, not necessarily one other authors, Michel
Lebas noted the difference between a "performance" and "being per formant". "Performance is a
subject generally to a measured result, higher than that provided for theory arising from the
previous results. "A performance" thus indicates always a positive connotation. Performance can
be both positive and negative and related to pass result.
Types Of Performance
• Employees performance
It is defined how well a person execute their jobs duties assess their employee's performance to
the success of the company
• Social performance
This is the outcome of a company's engagement activities and committed that can directly and
indirectly that can impact stakeholders
• Economic performance
This referred to how prosperous the economic is. Economist can typically assess in terms of
achievements of economic policy objectivities
• Financial performance
This reoffered to the achievement of the company's financial performance for certain a period
covering the collection and allocation of finance measured by capital adequacy, liquidity,
solvency, efficiency, leverage, and profitability
• Organizational performance
This is the ability of an organization to reach its Goals and optimize results. Also, the ability for
a company to achieve goals in a state of constant change. Some examples are
• Financial performance
• Stock price
• Return on investment
• Return on equity

2.3 REVIEWS BY OBJECTIVES

2.3.1 Fixed automation
Fixed automation is a system in which the sequence of processing (or assembly) operations is
fixed by the equipment configuration. Each of the operations in the sequence is usually simple,
involving perhaps a plain linear or rotational motion or an uncomplicated combination of the
two; for example, the feeding of a rotating spindle. It is the integration and coordination of many
such operations into one piece of equipment that makes the system complex. Typical features of
fixed automation are:
• High initial investment for custom- engineered equipment
• High production rates
• Relatively inflexible in accommodation product variety
The economic justification for fixed automation is found in products that are produced in very
large quantities and at high production rates. The high initial cost of equipment can be spread
over very large number of units, thus making the unit cost attractive compared with alternative
methods of production. Examples of fixed automation includes machine transfer lines and
automated assembly machines
. 2.3.2 Programmable Automation
In programmable automation, the production equipment is designed with the capability to
change the sequence of operations to accommodate different products configurations. The
operation sequence is controlled by a program, which is a set of instructions coded so that they
can be read and interpreted by the system. New programs can be prepared and entered into the
equipment to produce new products. Some of the features that characterize programmable
automation includes : • High investment in general purpose equipment
• Lower production rates than fixed automation
• Flexible to deal with variations and changes in production configuration
 • Most suitable for batch production
Programmable automation production system is used in low and medium volume production.
The parts or products are typically made in batches. To produce each new batch of a different
product, the system must be reprogrammed with the set of machine instructions that correspond
to the new product. The physical setup of a machine must also be changed: Tools must be
loaded, fixtures must be attached to the machine table, and the required machine settings must be
entered. This changeover procedure takes time. Consequently, the typical cycle for a given
product includes a period during which the setup and reprogramming takes place, followed by a
period in which the batch is produced. Examples of programmable automation include numerical
controlled (NC) machine tools, industrial robots, and programmable logic controllers.
2.3.3 Flexible automation
Flexible automation is an extension of programmable automation. A flexible automated system
is capable of producing a variety of parts (or products) with virtually no time lost for
changeovers from one-part style to the next. There is no lost production time While
reprogramming the system and altering the physical setup (tooling, fixtures, machine settings).
Consequently, the system can produce various combinations and schedules of parts or products
instead of requiring that they be made in batches. What make flexible automation possible is that
the differences between parts processed by the system are not significant. It is a case of soft
variety, so that the amount of changeover required between styles is minimal. The features of
flexible automation can be summarized as follows:
• High investment for a custom-engineered system
• Continuous production of variable mixture of products
• Medium production rates
• Flexible to deal with product design variations
Examples of flexible automation are the flexibility manufacturing systems for performing
machining operations that date back to the late 1960s.

2.4 PRESENTATION OF INTERNSHIP PLACE

2.4.1 Presentation of CAMAS
CAMAS is a private limited company and it is based in Douala, engage in offering not only
flexible logistics support solutions such as warehousing, transportation, distribution, custom
broking, clearing Agent .As the head of the organization Mr. SAMJELLA SAMA the general
manager as well as the Credits only main branch in Cameroon in Douala (Littoral region) at
Zone Portiere of Douala seaport BASE NAVALE. It also does distribution of goods as well as
transportation of goods internationally in countries. They also offer services like custom
clearance ,transportation formalities to the public, rent age of containers for shipment of goods. It
headquarter is located in Douala. It was created in 2006 in the Littoral region of Cameroon. They
have 192 staff both permanent and auxiliary staff. CAMAS has 2 effective warehouses which are
base one and base two. Where by CAMAS occupies a total surface of about 1 hectar land with
the carrying capacity of about 5000 tons in Base 1 and the carrying capacity of 1000tons in Base
2. The main objective of CAMAS is to reach many customers time, increase staff strength and
poverty alleviation.
2.4.1.1 TRANSPORTATION DEPARTMENT
The principal activity of the department of is to transport products to customers from one point
to another, for example containers of cotton leaving Cameroon and transported to China. The
company has a good number of target markets to which it does its transport to. Transportation is
done on a daily basis because the company wants to build and maintain a good customer
relationship
2.4.1.2 ACCOUNTING DEPARTMENT
Demand are increased by both internal and external factors, and are balanced by the creation of
a purchase order requested to keep supplies at reasonable or prescribe level, so as to meetup with
the objectives of the company. The researcher was highly focused to see and implement the
effective and efficient management of consignment leaving a warehouse for shipment to
different countries by the end of each day. The management of inventory involves managing
physical quantities as well as costing the flow of in the warehouse. This constitutes a vital
portion of the management which goes along side with warehouse operations. During inbound
logistics where the researcher was fortunate to be part of it, we assist the warehouse manager to
receive the goods, identify them, sort them out and dispatched them to their temporal storage
location
2.4.1.3 LOGISTICS DEPARTMENT
The logistics department is responsible for the handling of ISO containers and distribution of
cargo to their various points of destination. This department also does operations like inventory,
order processing. The company has a good number of target markets to which it does these
services to. This is mostly done on daily basis. We got from being able to come into a corporate
environment every day and interact with other tenured businessmen and women in order to
maintain customer's relationship management strategy, ensuring deliveries, resolving complains,
improve communication and determine service requirement.
2.4.1.4 SECRETARY DEPARTMENT
The Secretary department is responsible of receiving mails and establishment of the invoice
according to the official schedule of authorized customs fees but also welcome customers or
visitors. Also, the department is in charge of all paper work such as providing necessary
document for the shipments of goods.
2.4.1.5 HUMAN RESOURCE DEPARTMENT
This department is in charge of recruiting mew staffs in the company so as to help develop the
skills of employees. Take care of all external issues concerning documents and relationship with
other companies (competitors) gives permission and leave to workers.
2.4.2 INTERNSHIP EXPERIENCE
During the period of the research, we learned more than what we could imagine. The researcher
was quite excited and moved at the prospect. The researcher gained so much during the period of
the internship at the company. There by having a broad mind about activities performed in
logistics
not only written but in practice. It is very fruitful because we learned much.
 2.4.2.1 INTERNSHIP ACTIVITIES
These activities are divided from week one to week eight
Week One; ( 10th June – 15th June )
On the first day, we were directed to where we received by the logistic manager Mr
EMMANUEL FONJINDA. He welcomes us and starts given orientations. After we were just
asked to do observations without asking no questions. Where by these observations were to
know and notice what is going on in the field and how the management of the company looks
like and after questions were to be asked if we don't understand a process
Week Two; ( 22nd June – 27th June )
On the second week, we were trasfered to base two and base one which is CAMAS garage. The
workers in base two helps us to differentiate the sizes of containers that is the 20 foots, 40 foots
and the 45 foots and we measured all the distances that is lengths and weight. After they showed
us how containers are just mixed with different names like the MAERSK containers, MSC
containers, CMA CGM container, and they told us that these containers are for clients and when
it arrives, they are arranging in blocks and zones so as t differentiate them from each customer
Week Three; ( 29th June – 4th June )
On the third week, the environment was still strange to us since we were still new at the
warehouse but as time goes thing move on smoothly as we became acquainted to the
environment. During this same week our chief manager shared us into groups to work on some
solving and exercises
Week Four; (6th – 11th June )
During this week, we did record of containers entry and exiting the company. This helped us
understand more on storage processes of the company. We learned how containers are being
handled with the use of handling equipments and stored until the time they are moved to the port
for shipment.
Week Five; (13th – 18th June )
During this week, we were taken to the part where they deal with loading of cotton into the
container. At this point, after the cotton has been loaded into the container, they are carried to the
buyers place of destination which can be for exportation or to the port for the required documents
for export.
Week Six; (20th – 25th June )
During this week, we were taught on how to distinguish or differenciate the type of cotton the
reason in which the stock cotton the way they do. We also learned on the importance of cotton,
the type of containers used to stock cotton, the use of the spoiled cotton or damaged bails
Week Seven (27th – 1st June )
During this week, we were taking by our field supervisor to be the loading of containers were
carried out so as to ship the containers as the clients declare. After the loading of the containers,
our field supervisor ask us to control all the areas of the container if it is not burst somewhere,
and if it is there was a material handling equipment to cover the area that has holds. Also, during
this period, he showed us document needed for the shipment of the containers such as Gateway
pass, certificate of loading, weighing document so as to weight the cargo and the container itself
because there is a specific gross weight and total weight to be determine by port officials
Week Eight; ( 3rd – 8th June )
During this period, the field supervisor gave us some time to prepare for our defense which will
entitle us to have an attestation. It was not easy to write a project for the internship experience
and CAMAS as a whole to but we succeed .
2.4.3.1 Professional Experience
The researcher gains so much during the period of the internship at the institution. Having a
broad mind about activities performed in the logistics field not only written but practice. It is
very fruitful because we learned so much
I also learn how containers are been loaded and unloaded using the KARLMAR on trailers are
been stored in the park, the duration of time a container can stay in the company, the amount of
money paid to rent out containers which be the 20 feet, 40 feet, 45 feet , the paper work which is
needed for containers to leave the company to the DIT.
I also learned how to count and read container's number since the stevedores of that compact in
blocks and zones.

2.4.3.2 Personal Experience

The researcher learned so much in the personal perspective. We learned that to work in such
institution, one must come with the safety shoe, reflective jacket, and a safety helmet, one must
start each day with a cold mine, not be bothered with any worries of any kind be it personal
issues. One also has to be patient and observe kindly how operations where been carried out.
This is because some members might come in with anger from where they are coming from and
decide to express it on you, so one has to learn how to be patient to deal with such persons. • We
also learned to work under pressure, especially from the field supervisor and the manager. This is
because one needs to be focused to perform the duties efficiently. Thus, i can work under any
pressure so as to meet up client's orders.

2.4.4 STRENGHT AND WEAKNESSES OF CAMAS

2.4.4.1 STRENGTH
The strength of CAMAS are numerous and not all can be listed. Some of the mare listed below:
 One of the strength is that, the staffs are highly experienced in their domain especially the
electrical and mechanical members in which they can determine any fault in the handling
equipment such as the Kalmar so as to load and unload containers.
 CAMAS has a lot of space in their both parks which can store about a hundreds of
containers at the same time. Since they deal with many clients, clients can count on them
for the storage of containers the need to space in their warehouse because of availability
of space.
 CAMAS make sure that delivery is done even though not at the right time since the
follow up documents, the movement of containers at the DIT for shipping as well as the
destination of the shipment. It could be seen on a gateway pass.
 CAMAS have a very welcoming and friendly staff members in the sense that they listen
to their complains, problems and find solutions to them
  CAMAS cooperates with each other that is they assist each other irrespective of the
department and duties.
 CAMAS has at least 3 adequate machines for the proper handling of the client's goods to
be delivered.
2.4.4.2 WEAKNESSES
Some of the weaknesses of CAMAS company has are:
 Lack of health care service

 Poor infrastructure
 Inadequate offices
 Inadequate using of ICT for proper inventory management

2.4.5 PROBLEMS ENCOUNTERED DURING THE INTERNSHIP

The internship was to train and give the researcher the professional skills he needs in other to
pursue her logistics career, and how to face the job market, he still faces some difficulties during
this period at CAMAS.
 Restriction to enter the port: Sometimes the badges given by the company were not
accepted at the port entrance which delayed interns because they had to prove their
accessibility to the port.
 Language barrier: Since some of the employees were purely French speakers, it was
difficult for me to understand some terms and the explanation given to us by them and I
was difficult for me to ask my own questions since I could not speak French fluently
 Problem of financing transportation: Transportation was a problem to me in the sense
that I leaved far away from the study site where the research was done. This made us
spend a lot of money on transport.
 The researcher faced difficulties in administering the questions, because there was lack
of cooperation from staffs of CAMAS Company, some refuse to answer the
questionnaires and prove they knew nothing.
 Seasonal condition: The heavy downpour and subsequent flooding rendered some roads
impassable, hindering my ability to access the warehouse. Furthermore, the weather
conditions made it challenging to perform outdoor tasks, such as interviews.
 The researcher finds difficulties in interacting with other interns since we were not from
the same school and they were mostly communicating in French language, thus posed
the researcher
 CHAPTER THREE

METHODOLOGY

This chapter present the various methods used by the researcher to obtain data; this is the
techniques and tools used in collecting, analysis and presenting data. Methodology means how
the researcher did the research. Methodology is therefore the research method used in collecting
data in a research study and how the analyses of the data collected are made.

3.1 RESEARCH DESIGN

According to creswell (2014), research design is the specific procedure involved in research
process such as data collection, data analysis and report writing. The case study design involves
the use of data collection technique like observation, interpretation of data through the use of
questionnaires and interview in collecting data regarding the impact of automation on warehouse
performance. According to Kothari (2004), research design is a plan, a road map and blue print
strategy of investigation conceived so as to obtain answers to obtain answers to research
questions (Kothari, 2004), it is the heart of any study. The information or data of this study was
obtained through quantitative and qualitative approaches.

• Quantitative Approach

This method of research deal with size, statistics and figures. This is employed mainly when the
subject under the study deals with numbers of quantity. The goal of quantitative method of
research is to obtain information that is measurable or calculated and comparable between it to
explain events, incidence or happenings. The instrument to collect the quantitative data was a
questionnaire.

• Qualitative Approach

This method of research refers to the networking and documentary method of investigation use
mainly by the researcher. It is expressed with occurrences relating to word and behavior. It also
helps in understanding of altitude, opinions, mindset and process of decision making. This
method of research is also based on the field study and the testimonies of individuals on
particular cases.

Qualitative data was collected through observations as well as informal discussions with staff
members throughout the duration of the internship. The fact gathered here are used to comment
and complement the result obtained from questionnaires and make the results more accurate and
objectives since in informal discussion and observation people tend to give out their true

3.1 POPULATION OF THE STUDY

According to Swale E.C, population is the number of persons, object cover by the study
concerned, Population of the study is a group of individuals taken from the general population
who share the same characteristics such as Gender, age. The group may be studied for different
reasons. The total population used in our work would be made up of 40 workers (staff) of
CAMAS that are both male and female with different age group.

3.1.1 Mother population

The mother population according to Amin (2005) is the population whose results can be
generated to the entire population. The mother population of the study is 50workers

3.1.2 Target population

According to Barlettet al (2001), and Creswell (2003), the target population is a group of
individuals or participants with the specific attributes of interest and relevance. The target
population gotten in the enterprise is 25 workers.
3.1.3 Accessible population
It's the population in research to which the researcher can apply their conclusion. This
population is a subset of the target population and it is from here that the researcher draws their
samples. The accessible population is 20workers.

3.2 SAMPLING FRAME

According to Upagandeand Shende (2012), a sampling frame is a definite plan for obtaining
sample from a given population upon which data is collected from. It is the list of units in the
survey population. Sampling frame determines how the target population is covered and affects
the choice of data collection method. Here, we shall look at the sample size and the sampling
techniques.

3.2.1 Sampling size

According to Sekaranand Bougie, (2010), sample size can be defined as the subset of a
population required to ensure that there is a sufficient amount of information to draw
conclusions. Therefore, sample size is the number of people or objects in a selected sample at
CAMAS. The sample size of the study was 20workers.

3.2.2 Sampling Techniques

The sampling technique used was the simple random sampling technique. The simple random
sampling technique is a method of sampling where by each member of the population has
probability of being selected to represent from the whole population (CAMAS). The simple
random sample method is one use to call (pick out, select, separate) a smaller sample from a
larger population and used in research and make generalization about the larger group. Here
employees are selected at random to comprise the sample. There searcher decided to use this
technique because it gives the entire respondent an equal chance of answering the question
without bias. The questionnaires we administered according to department and services. The
collection of data is an important part of the research endevor as conclusion of the study based
on what the data reveals. The information where acquired from both primary and secondary.

3.3 SOURCE OF DATA COLLECTION

In this study, the researcher used both the quantitative and qualitative approaches where the
questionnaire was administered to the workers of CAMAS. This is a triangulation approach
where there is the use of multiple methods in the study of the same project. It helps to
consolidate responses obtained and gave more explanation to the concept as applied in CAMAS.
The two main sources of data collection that is the primary and secondary source.

3.3.1 Primary Source of Data

The data used was obtained through questionnaires. According to Saul McLeod, a questionnaire
is a research instrument consisting of a series of questions for the purpose of gathering
information from respondents. There are two types of questionnaire that is the open-ended
questions which gives a guide for explanation and closed ended questionnaire which is just a yes
or no.

The questionnaire was distributed to the sample population that was made up of sampling frame,
sampling size and sampling technique.

3.3.1.1 Interview
This is a formal meeting where someone is asked questions in order to know their opinion about
a situation or something which is happening. In this process, the researcher was lucky to meet all
the staff of CAMAS in the company and happen to talk with them one on one where the
researcher introduced himself and the purpose of the research and mentioned the fact of
confidentiality of information.

3.3.1.2 Observation
Direct observation takes place when the researcher watches the employees work. The researcher
got some of his information by simply observing in some situations and having answers to some
questions with posting them, this was made possible by looking at the activities of the workers.
3.3.1.3 Questionnaire

Another primary source of data collection was through questionnaires. Questionnaires were
given to the staffs of the organization with a series of questions to be answered. These
questionnaires were given to workers who provided the answers immediately

3.4.1 Secondary source of Data

Secondary data collected from other sources such as data collected and used by some people in
the past. It could be also be collected from sources like internet, textbooks, and journals.
Secondary source at most at times reliable and use to compliment the primary data collected for
better results.
3.4.1.1 Textbooks
The data from textbooks used here was gotten from logistics organizations and project written by
others.

3.4.1.2 Internet
Materials were downloaded from different links from the internet through the use of search
engine like Google. Which was an instrument in the writing of this research work, thus which
consulted for accurate information.

3.5 VALIDITY AND RELIABILITY OF THE INSTRUMENT

Validity is the ability not produces findings that are in agreement with theoretical or Conceptual
value. In order to produce accurate results and to measure what is supposed to be measured.
According to Nworgu (1991) validity of instruments consists of giving copies of the
questionnaire to a panel for validation. The expert in this case is the supervisor or some verse
with the topic. The researcher after constructing the questionnaire give some classmates to read
and later gave the supervisor of the project who assists in providing clarification reviewed to be
carryout in the content validity of the questionnaire.

3.5.1 VALIDITY OF THE INSTRUMENT

According to Frankel and Norman (2006), validity refers to validity as the appropriate,
correctness, meaningfulness and usefulness of specific references researchers' base on the date
they collect.

3.5.1.1 Content Validity

According to Salkind (2000), content validity is the extent to which a test represents the universe
of items from which it is drawn and is specifically useful when evaluating the usefulness of
achievement test or the sample of particular area of knowledge. The questionnaire was handed to
supervisor who examined demand suggested improvements on their quality. She checked the
validity of the questions as the item was examined based on the variables of the study and their
relevant output. She also checked on how important question in relation to the objectives of the
study. After examining the questionnaire, it was confirmed to be relevant to study and
acknowledge the content validity.
3.5.1.1 Physical Validity
After the construction of the questionnaire, it was handed over to the supervisor of the project
who critically examine the item, checking bit appropriateness and pointing out errors, after
which all necessary corrections where made and validity ensured

3.6 RELIABILITY OF THE INSTRUMENT

Amim(2005), defined reliability as the degree to which the instrument consistently measures
what it is measuring. In the same line Frankel and Norman (2006) say reliability is consistency
of the scores obtained.

3.6.1 Construction of the researcher instruments

The two main data sources are primary and secondary sources. The main instrument used in this
study was a questionnaire and interview based on objectives, and related literature. The
instruments enable the researcher to gather information from employees and other individuals'
point of view of the dependent variable. The questionnaire was simple and straight forward that
every employee was able to understand.

3.7 METHOD OF DATA ANALYSIS

The descriptive form of data analysis was used. The data collected from questionnaire where the
respondent's opinion and will be expressed in percentage, frequency tables. Conclusion were
drawn from the observation made. The researcher used Microsoft Excel in this project.