Proyecto Formulación 2do Parcial

8/16/2019 Proyecto Formulación 2do Parcial

1/41

1

ESCUELA SUPERIOR POLITÉCNICADEL LITORAL

Facultad de Ingeniería Mecánica y Ciencias de la

ProducciónIngeniería en Alimentos

“BEETROOT MARMALADE

FLAVORED BLACKBERRY”

Profesor: Ing. Oscar Serrano

Materia: Formulación y Evaluación de Proyecto

Integrantes: Brigid Borja Karla Aroca Amelia Remache

Cristhian Meza Julio Gonzabay Nelson Castillo

Fecha:

Guayaquil, 25 de Febrero de 2015


2/41

2

INDEX

1. EXECUTIVE SUMMARY.......................................................................................................... 3

1.1. INTRODUCTION ............................................................................................................. 51.2. VISION: .......................................................................................................................... 6

1.3. COMMERCIAL ADVANTAGES: ...................................................................................... 6

1.4. OBJECTIVES ................................................................................................................... 7

1.4.1. GENERAL OBJECTIVE: ............................................................................................ 7

1.4.2. SPECIFIC OBJECTIVES: ........................................................................................... 7

2. CRITICAL SUCCESS FACTORS ................................................................................................. 7

3. CHRONOLOGY PROJECT ........................................................................................................ 7

4. ASSESSMENT OF TECHNICAL AND ORGANIZATIONAL PREPARATION................................ 8

5. SUMMARY RISK .................................................................................................................... 8

6. PROJECT GOVERNANCE ........................................................................................................ 9

6.1. PROPOSED PROJECT ORGANIZATION .......................................................................... 9

6.2. ROLE DESCRIPTIONS ..................................................................................................... 9

7. PROJECT OPERATION AGREEMENT .................................................................................... 10

8. PRIMARY STAKEHOLDERS ANALYSIS ................................................................................. 11

9. MAKING DECISIONS ............................................................................................................ 12

9.1. PROCEDURE TO MAKING DECISIONS ......................................................................... 13

9.2. TOOLS USED TO MAKING-DECISIONS ........................................................................ 14

9.2.1. BRAINSTORMING ................................................................................................ 14

9.2.2. 5 WHY .................................................................................................................. 14

10. ACCOUNTING REPORT .................................................................................................... 15

11. REGULATIONS ................................................................................................................. 17

12. TESTING ........................................................................................................................... 18

12.1. TESTING LABORATORY ........................................................................................... 18

12.2. SENSORY TESTING – ESPOL .................................................................................... 20


3/41

3

13. TRAINING OF THE MEMBERS OF THE PROJECT ............................................................. 21

14. COMMUNICATION PROJECT........................................................................................... 22

15. RISK MANAGEMENT ....................................................................................................... 22

16. WORK BREAKDOWN STRUCTURE .................................................................................. 25

17. PROJECT ACTIVITIES (REAL TIMELINE) ........................................................................... 26

18. GANTT CHART (REAL TIMELINE) ..................................................................................... 27

19. CRITICAL PATH (REAL TIMELINE) .................................................................................... 28

20. ESTIMATE OF REAL TIME VS. ESTIMATED ...................................................................... 29

21. REVENUE BUDGET .......................................................................................................... 30

22. CONCLUSIONS ................................................................................................................. 36

23. REFERENCES .................................................................................................................... 37

24. APPENDICES .................................................................................................................... 37

24.1. APPENDIX 1 – TESTING LABORATORY.................................................................... 37

24.2. APPENDIX 2 – FINISHED PRODUCT ........................................................................ 39

24.3. APPENDIX 3 – SAMPLE SURVEY .............................................................................. 39

24.4. APPENDIX 4 – PHOTOS OF IMPLEMENTATION ...................................................... 40

T BLES

TABLE 1. PRIMARY STAKEOLDERS ANALYSIS. ........................................................ 11

TABLE 2. RAW MATERIALS – PRICES QUOTED. ..................................................... 16

TABLE 3. RAW MATERIAL. ............................................................................... 16

TABLE 4. DIRECT MATERIALS. .......................................................................... 16

TABLE 5. SUPPLIES AND SERVICES. ..................................................................... 17


4/41

4

TABLE 6. TINNED VEGETABLES. JAM OF FRUITS. REQUIREMENTS. .............................. 17

TABLE 7. POSITIVE RISKS. ................................................................................ 23

TABLE 8. NEGATIVE RISKS. .............................................................................. 24

TABLE 9. RAW MATERIAL. ............................................................................... 31

TABLE 10. DIRECT MATERIALS. ........................................................................ 31

TABLE 11. DIRECT LABOR. ............................................................................... 31

TABLE 12. INDIRECT MATERIAL. ....................................................................... 31

TABLE 13. INDIRECT LABOR. ............................................................................ 32

TABLE 14. SUPPLIES AND SERVICES. ................................................................... 32

TABLE 15. DEPRECIATION, INSURACE, REPAIR AND MANTENANCE. ........................... 32

TABLE 16. MANUFACTURING COST. .................................................................. 33

TABLE 17. DISTRIBUTION COSTS AND SALES. ....................................................... 33 TABLE 18. GENERAL AND ADMINISTRATIVE EXPENSES ............................................ 33

TABLE 19. INCOME STATEMENT........................................................................ 34

TABLE 20. OPERATING CAPITAL. ....................................................................... 34

TABLE 21. INITIAL INVESTMENT. ....................................................................... 34

TABLE 22. CASH FLOW. .................................................................................. 35

TABLE 23. VPN. ........................................................................................... 35

TABLE 24. PROFITABILITY INDEX. ...................................................................... 35

FIGURES

FIGURE 1. CUPCAKE TASTING. ............................................................................ 6

FIGURE 2. CHRONOLOGY PROJECT. ...................................................................... 7

FIGURE 3. ORGANIZATION CHART. ....................................................................... 9

FIGURE 4. RESULTS VEGETABLE CONSUMPTION IMPERCEPTIBLY. ............................... 20

FIGURE 5. RESULTS OF PURCHASE BEETROOT MARMALADE. ..................................... 21

FIGURE 6. WAYS OF COMMUNICATION. .............................................................. 22

FIGURE 7. WBS ............................................................................................ 25

FIGURE 8. CRITICAL PATH. ............................................................................... 28


5/41

5

1. EXECUTIVE SUMMARY

1.1. INTRODUCTION

The intention of this work is to promote the development of social projects and the

consumption of natural products, which increasingly are taking most welcome in order

to improve the lives of its inhabitants. For this reason we find beet jam flavored mora as

a new opportunity to consumption of natural products with a social and nutritional

background.

The beet is a native Andean vegetable that is grown from about 3,000 to 5,000 years

ago Ecuador and Peru, due to the favorable conditions that have the Andean region

formed by the Andes.

The laboratory studies demonstrate the nutritional benefits and failing human

consumption, beets for being an energetic vegetable contains a large dose of iron, is rich

in sugars, vitamins C and B, potassium and carotene.


6/41

6

1.2. VISION:

Being a company in constant growth, nonprofit and social projection, meeting the

nutritional needs of school-age children through the development and marketing in

schools beet jam based high quality, unique taste and high protein content.

1.3. COMMERCIAL ADVANTAGES:

For purposes of measuring the acceptance of the jam in the markets, offered to a

company producing our product cupcakes to be incorporated into their recipes. These

were the comments of people who underwent tasting product, mentioned that jam is

beet flavored arrears after the tasting.

"It is an innovative product which contributes to the production and domesticconsumption of vegetables in a roundabout way children. Greatest difference

was seen in the taste of the product compared to other existing market jams. "-

Male, 38 years.

"A little difference was seen in the texture of the jam, it's not like those found in

supermarkets, but tastes good. And if consumed in desserts or other form. "-

Female, 22 years.

"No one knows for beet, the cupcake is very rich." Girl, 10 years.

Figure 1. Cupcake Tasting.

Finally, 70% of people who attended the tasting stated that YES acquire the jam for

direct consumption or through desserts, as in the case of tasting. While the company

cupcakes told us that if we buy jam for dessert with it as the main ingredient, thus havinga more "nutritious" offer that offer to their customers.


7/41

7

1.4. OBJECTIVES

1.4.1. GENERAL OBJECTIVE:

Encourage consumption of beet healthy and viable way to the smallest home to enjoy

it; since it is highly recommended to consume in cases of anemia, blood diseases and

convalescence.

1.4.2. SPECIFIC OBJECTIVES:

Develop an appetizing, nutritious and affordable innovative product.

Leverage the organoleptic and nutritional properties of beet through

concentration process.

Reduce the amount of added sucrose through the carbohydrate composition ofbeet.

2. CRITICAL SUCCESS FACTORS

Clear Goals.

Executive Leadership and Commitment.

Communication and Change Leadership.

The Common Good.

Quality Assurance and Risk Management.

3. CHRONOLOGY PROJECT

Figure 2. Chronology project.


8/41

8

The project has been divided into two phases, the first phase began on November 19

and ended on November 27th. At this early stage we jam developed the jam and sensory

tests to determine the product acceptance, and finally the stability tests to ensure that

the product does not cause any toxicity or disease.

The second phase was initiating on January 5 and she is expected to finish at the end of

the month, but this depends on the availability of the care centers that want to take part

in the project. This stage includes the search and the choice of the care center that

better adjusts to the goals of the project and to the date of culmination of the project.

4. ASSESSMENT OF TECHNICAL AND ORGANIZATIONAL PREPARATION

Tech Preparation:

• The beet is a vegetable used in homes for the preparation of salads but is currently

unable to industrialize so that you take to improve their performance, that is why you

are going to develop a beetroot marmalade flavored arrears for greater acceptability by

consumers, especially children. The budget for the development of the jam will not be

high because this vegetable is given throughout the year, thanks to the climatic

conditions of the Sierra Region of Ecuador, so our suppliers correspond to that area, and

enter a process to select providers.

• We train staff who will be in contact with food, so that the product arrives with goodquality and consumer acceptability.

• It is held in raise an agreement with a school in the city of Guayaquil to introduce

beetroot marmalade flavored dwells in bars and so it can be consumed by children in

the institution.

5. SUMMARY RISK

Risks are events that could have an impact on the project and require action, as it hasan effect on the project objectives. Project risk affects any or all major aspects of the

project scope, schedule, resources and quality. You need to manage these risks so that

its effect on the project is nil or minimal.

There is also a concept of risk as an opportunity, in which case we speak of positive risks.

In this case what is meant by risk management is to influence the factors that may cause

the occurrence of these risks:

1. Training for project members, as this may affect the timing and process of

making the product.


9/41

9

2. Choose to have several suppliers to avoid delays during the development of the

jam.

3. Perform analysis of the finished product to verify that they are within the ranges

asking regulations.

4. Ask students survey on the acceptability of the product.

6. PROJECT GOVERNANCE

6.1. PROPOSED PROJECT ORGANIZATION

Figure 3. Organization chart.

6.2. ROLE DESCRIPTIONSName of the post: General Manager.

Sections charge: It is responsible for the Operations, Administrative, Sales and Exports

and Financial.

Generic description: General Manager will be responsible for the overall management

of the company, so it should delegate tasks and responsibilities to other people who is

responsible. The staff in this area will be responsible for designing the objectives, goals

and policies on which the coordinated efforts of other departments will be directed.

Name of the post: Operations Manager.


10/41

10

Sections charge: It is responsible for the operations area.

Contacts: Internally with Production Chief and operators.

Generic description: Manufacturing activities are directed and controlled by the

operations manager, who is responsible for verifying that the plans and productionschedules are properly carried out according to the reports provided sales, achieving

thereby establishing appropriate production processes to meet market demand.

Name of the post: Administrative Manager.

Sections charge: It is responsible for the administrative area.

Contacts: Internally with General Manager.

Generic description: Responsible for management of real and personal property as

maybe assigned to perform their activities.

Name of the post: Sales and Export Manager.

Sections charge: It is responsible for the area of Sales.

Contacts: Internally with sellers and General Manager.

Generic description: The staff of the sales and exports will be responsible for promotingand marketing the product, placing the product on time and right place to be purchased

by end consumers. You must perform market surveys, for changes in tastes and

preferences of consumers, and offer them a product according to your requirements.

Name of the post: Financial Manager.

Sections charge: It is responsible for the financial area.

Contacts: Internally with Counter and accounting assistants.

Generic description: Direct and control daily activities of marketing and sales, in order

to maintain control of the market, as regards the entry of new competitors and visualize

opportunities to enter new markets.

7. PROJECT OPERATION AGREEMENT

The model of the principles and project governance outlined above provide a framework

in which project activities can be defined more clearly understood, and assigned to the

appropriate groups and individuals.


11/41

11

Students who have knowledge about making jam qualified the other members

to participate in drawing is and get a good working relationship during the

project.

Each member of the project take responsibility in the different stages of the

process and quality: sensory, organoleptic, nutritional, technological andeconomic.

The taste of blackberry jam to It will add, as the beet is not liked by many people,

including children, and because beet is inexpensive and pigmentation is very

similar to the default.

Once the finished product is to take him to an educational institution in the city

of Guayaquil to optimize the performance of the vegetable and children to get

nutritional benefits when consumed.

8. PRIMARY STAKEHOLDERS ANALYSIS

Project implementation beet marmalade will have a direct impact on 3 different groups

of the population, which are: The government beet growers, and school. Therefore it is

necessary to know the problems that are currently presented in these three sectors, and

how we can establish means of communication to work together to eradicate it.

Below is a table describing the current problems, interests and means of interaction with

people who have a direct impact to performance of the project is shown.

PRIMARY STAKEHOLDERS ANALYSIS

BEET GROWERS SCHOOL GOVERNMENT

PROBLEMS

Most crops are lost

due to low

marketing and sales

They Lose all the benefits

associated with the

consumption of beets,

because this product has an

unpleasant taste

Increasing

production of beet

to benefit small

producers

INTERESTImprove sales and

quality of beet

Eating well with products of

good taste

Promoting changes

of the productive

matrix in Ecuador

INTERACTIONS

Visiting growing

areas and in

dialogue with

producers

Visits to schools to make

known the product and talk

about the benefits of beet

Meeting with zonal

leaders

Table 1. Primary Stakeolders Analysis.


12/41

12

9. MAKING DECISIONS

Decision making is the ability to choose a course of action among several alternatives. It

assumes an analysis that requires a target and a clear understanding of the alternatives

by which one can attain it. In addition to understanding the situation that occurs, youmust analyze, evaluate, collect alternatives and consider variables, compare various

courses of action and finally select the action to be performed. The quality of decisions

makes the difference between success and failure.

Deciding means making things happen rather than just letting happen as a result of

chance or other external factors. This ability gives people tools to assess the various

options, taking into account, needs, values, motivations, influences and possible

consequences present and future.

In general, making a decision involves:

Define the purpose: what exactly is what must be decided.

Think about the options available: what are the possible alternatives.

Evaluate options: what are the pros and cons of each are.

Choose from the available options: which option is best.

Convert the selected option in an action.

During the development, a project may have different situations that may hinder or

compromise its proper implementation, so it is necessary to have defined the tasks to

be fulfilled by each of the members of the project and also have good communicationamong all members, to expose the difficulties or situations presented and to make the

right decision.

There are different types of events involving from quick and simple decisions, until fairly

complex decisions that require the approval of all members of the project, these

decisions are:

Routine Decisions: the same recurring circumstances lead them to choose a course of

action already known.

Can cause setbacks

Affect the performance of others in the group

Emergency: faced unprecedented situations, decisions are made at the time as events

elapse.

must be treated immediately

may require an additional cost for the project

Affects equipment operations


13/41

13

Strategic Decisions: decide on goals and objectives, and turn them into specific plans. It

is the most demanding type of decision.

Affect, or are affected by, project vision, direction or objectives.

Affect, or are affected by, project culture.

May have an impact positive or negative in the project Must be escalated through issue, policy, scope and/or change management.

Affect, or are affected by, external engagement and alliances.

Operational Decisions: Includes solving situations involved with the process of making

marmalade; such as the distribution of the members at different stages of the process,

decide who is responsible for working materials, among others.

Determine the detailed steps to accomplish tasks or new processes.

Affect team operations Affect the project's content

9.1. PROCEDURE TO MAKING DECISIONS

1. Any member of the project is able to make necessary decisions to control routine

problems presented in the project, without the need to consult other members

of the teamwork. Similarly, unforeseen or emergency situations, depending onits magnitude and impact should be controlled by the member or members

present in the moment when the unexpected occurs, in order to reduce or

eliminate the negative impact on the project.

2. Bring together all the members of the project, every time it needs to takeoperational or strategic decisions in order to expose the various problems or

opportunities for improvement and, through brainstorming choose the best

alternative for their solution.

3. Choose the solution that proves to be the most appropriate for the benefit of

the project in relation to time and cost.

4. If two or more members of the group are disagreeing with the decision, they may

request a meeting with Professor Oscar Serrano to communicate the chosen

decision and defend the decision they see fit.

5. The Engineer Oscar Serrano will choose which decision should be implemented

for the benefit of the project in based on their experience, after hearing the two

proposals.


14/41

14

9.2. TOOLS USED TO MAKING-DECISIONS

9.2.1. BRAINSTORMINGIt’s a tool of group work that facilitates the emergence of new ideas about a topic or

problem.

WHEN IS IT USED?

Brainstorming will be used when there is a need for:

Liberate the creativity of the teams

Generate a large number of ideas

Involve opportunities to improve

It allows us to pose and solve the problems

Ask possible causes

Suggest alternative solutions Develop creativity

Discuss new concepts

Overcoming conformity and sameness

HOW IS IT USED?

The issue or the problem is defined.

An exercise director is appointed

Before starting the "brainstorming", explains the rules.

Emit ideas freely without drawing conclusions at this stage.

The ideas are listed

Do not repeat

Do not criticize

The exercise ends when there are no more new ideas

Analyze, evaluate and organize the ideas, to evaluate their usefulness in terms

of the objective sought to be achieved by the use of this technique.

9.2.2. 5 WHYThe technique of the 5 why, is a method based on asking questions to explore cause-

effect relationships that generate a particular problem. The final objectives of the 5 Why

is determine the root cause of a defect or problem.

HOW IS IT USED?

Conduct a Brainstorming session usually using the model of Cause and Effect

Diagram. Once the likely cause has been identified, start asking "Why is it so ...?"

Or "Why is this happening...?" Continue asking Why at least five times. This

challenges the team to search thoroughly and not settle for reasons already"tried and true".


15/41

15

There will be times when you can go beyond five times asking Why, to get the

main causes.

During this time must be careful NOT to start asking "Who". It must be

remembered that the team is interested in the process and not on the people

involved. Tips for Construction / Interpretation:

This technique is best used in small groups (5-10 people). The facilitator must

know the team dynamics and relationships among team members. During "Five

Whys" there is the possibility that many questions of Why, Why, etc. could cause

discomfort among some of the team members.

9.2.3. ISHIKAWA

The diagram cause - effect is also known as the "chart of fish bones" for the way he has,

or the name of Ishikawa by its creator, was developed to facilitate the analysis of

problems by representing the relationship between an effect and all causes or factors

that cause this effect, for this reason is called "diagram cause - effect" or causal diagram.

In order to properly the perform Diagram Cause - Effect, then outlines the steps to

follow:

Define clearly the effect whose causes will be identified and put it in writing

Draw a long horizontal arrow and place on top the effect defined above.

Identify the primary factors through brainstorming. Place them around the

horizontal arrow and unite them by slanted lines.

Write the secondary, tertiary, etc., also through brainstorming factors.

To help determine possible causes can answer the following questions Who?

What? Where? When? How Come? How much?

Analyze and select the real causes.

Test the validity of the causal sequence, ie, starting from the major cause to

follow the reasoning investigated effect and verify that makes logical sense.

10. ACCOUNTING REPORT

Calculating production costs is performed based on the following expression:

Production Costs = IIPP Costs manufacturing - IFPP

For this situation, consider the IIPP and IFPP inventories as equals, so the cost of

production responds to the cost of manufacture:

Production Costs Cost Manufacturing


16/41

16

RAW MATERIALSPRICES

QUOTED $UNIT

BEET 0,25 KG

BLACKBERRY 1,80 KG

WHITE SUGAR 0,80 KGGLUCOSE 0,30 KG

PECTIN 8,00 KG

CITRIC ACID 6,00 KG

POTASSIUM SORBATE 3,15 KG

BLACKBERRY FLAVOR 0,79 Lt

Table 2. Raw Materials – Prices quoted.

Table 3. Raw Material.

Table 4. Direct Materials.


17/41

17

Table 5. Supplies and Services.

11. REGULATIONS

Our product will be made subject to compliance with the following standards:

PROCEDURE OF GOOD PRACTICES OF MANUFACTURE: This norm is applicable

to the operations of food manufacture and his aim is to reduce the

microbiological risks to give guarantee of which the product is made of form

uniform and controlled of agreement to the quality procedure adapted to the

use that is tried to give to the food product.

NTE INEN 0419 (1988): TINNED VEGETABLES. JAM OF FRUITS. REQUIREMENTS.

This norm refers to the jams of fruits but it can be applied to our product,because there are defined some important concepts, the basic requirements

that there must fulfill the raw material, the product and the packing, the

additives and substances allowed to assure not only the quality but also the

innocuousness of the product. The characteristics that the jam of beet must

fulfill are:

Table 6. Tinned vegetables. Jam of fruits. Requirements.

CHARACTERISTICS UNIT MINIMUM MAXIMUM

Soluble solids % m/m 65 -

pH 2,8 3,5

citric acid mg/kg - 500

Potassium sorbate mg/kg - 1000

Molds % campos positivos - 30


18/41

18

NTE INEN 2074 (2012): FOOD ADDITIVES ALLOWED FOR HUMAN

CONSUMPTION. POSITIVE LISTS. REQUIREMENTS. This norm includes a list of

the food additives or chemical natural or artificial substances that are allowed to

use in the food destined for the human consumption. For each of these additives

there has been established a daily admissible ingestion, the innocuousness andthe limits proposed by the FDA and the WHO. Due to the nature of our product

the sorbato of sodium will be in use as preservative which will be able to be

added in a maximum quantity of 0,7 grams by a kilo of final product.

NATIONAL STANDARD OF GOOD LIVING CENTERS FOR CHILDREN: This standard

is relatively new and includes all the aspects that must meet any person or

organization that wants to introduce a food or a full menu in care centers for

children 1 to 5 years.

12. TESTING

12.1. TESTING LABORATORY

Initially the total beet pulp weighed to be used to determine the proportion of arrears

to be used. In our case the blackberry is added in the ratio 1: 3, is three parts beetroot

and blackberry.

These weights will be the basis for determining the amount of sugar used in the

manufacture of jam considering that wish to develop a quality jam 50:50.

Once known quantities of beet pulp and mora, will be passed to the kettle with stirring

which was initially mingle to homogenize the mixture and to take the values of pH and

brix degrees to determine the amount of citric acid needed for proper gelation.

To determine the amount of potassium sorbate is necessary to use one component mass

balance to determine the amount of product to the end.

The calculations are as follows:

NOTE: Calculations were performed using the example of the pilot test.

Starting with 2 kg of beet:

Beet pulp mass (mr)= 1.86 kg

Blackberry pulp mass necessary (mm)=

=

.

= 0.62

Total mass of fruit pulp (mt) = mr + mm = 1.86 + 0.62 = 2.48 kg


19/41

19

CALCULATION OF NEED SUGAR

As beet has a relatively large proportion of sugar is added alone in the same amount

equal to 80% by weight of the fruit pulp.

Sugar mass (ma) = mt*0.8 = 2.48*0.8 = 1.98 kg ---> corresponds to 80% by weight of mt.

Glucose mass (mg) = ma*0.2 = 1.98*0.2 = 0.396kg---> corresponds to 20% by weight of

sugar mass (ma)

Sugar total mass (mta)= ma + mg = 1.98 + 0.396 = 2.38 kg

FEATURES PULP FRUIT

initial pH = 6.08

Initial ° Brix = 8.6

CALCULATION OF REQUIRED PECTIN

It is known that pectin gels of grade 150 kg of sugar per 150 kilogram of pectin.

mp=1

= 1 ×

.

= 0.0158 kg = 15.86 g

CALCULATION OF CITRIC ACID NEEDED

A 100 g sample of pulp is added dropwise a solution of citric acid (50% citric acid-50%distilled water) to obtain the desired pH in this case is adjusted to 3.2 to meet the limits

required by the INEN419 standard.

With spending obtained (g) perform necessary calculation, knowing that 1 ml of citric

acid solution containing 0.605 grams of citric acid crystals.

. í =

0.605× 1 =

7

0.605× 1 = 11.57

CALCULATION OF THE MASS OF THE MIXTURE

Mass balance in grams is performed, considering that 1 liter of water to obtain beet

pulp.

MM= mt + mat+ H20 + mp + m Ac. Cítrico

MM = 2480 + 2380 + 15.86 + 11.57

MM= 4887.43 gr

CALCULATION OF MASS PRODUCT


20/41

20

mt (x) + mta(x) = H20(x) + MF (x)

Where MF (x) is the final product mass times the final concentration is given in ° Brix and

is equal to 65 because it is the concentration required by law.

Replacing data in the formula are:

2480 (0.086) + 2380 (1) = A6 (0) + M (0.65)

M= 3989.66 gr =3.98 kg

CALCULATION OF THE MASS OF PRESERVATIVE

0.7 gr benzoate is needed per kilo of product, therefore:

0.70 3.98

1 = 2.79

12.2. SENSORY TESTING – ESPOL

In the city of Guayaquil, a survey was conducted to collect data on eating habits that has

the population, and thus achieve a better acceptance of our product in the market based

on the needs of individuals. A population sample of 200 people who regularly attend

classes and work at ESPOL was taken.

Among the results obtained in the following graph (Figure 4) reflects that the population

in a 73.94% would like to consume vegetables almost imperceptibly your palate by these

secrete juices; while a 24.93% said they would not want to eat vegetables differently

because they are vegetarians and prefer things more organically.

Figure 4. Results vegetable consumption imperceptibly.


21/41

21

However, the results on the acquisition of "Jam Beetroot - flavored Mora" (Figure 5)

shows that the population if she would consume this innovative product as a source of

vegetable intake of each individual. The 74.71% answered yes consume the product,

while 22.99% reported not buy it because "it sounds strange".

Figure 5. Results of Purchase beetroot marmalade.

13. TRAINING OF THE MEMBERS OF THE PROJECT

All members involved in the development of this project must have basic knowledge in:

Good Manufacturing Practices (GMP).

Handling of food.

In our case two members of the project are not of the Engineering in foods for which an

internal training will be needed for them to learn the basic concepts and practices that

are necessary when preparing a food product to ensure not only quality but also product

safety that will offer children the choice for school project implementation.

The training will have a better and faster production management. The topics are:

Standards compliant laboratory R & D.

Standards of hygiene in food handling.

Minimum requirements to be met during processing.

Technical Standard jam. Principles of food preservation.

Detailed drawing of beetroot jam flavored blackberry Process.

This training will last two hours and will be based on issues that relate to our product

and found in the training manual for food handlers proposed by the Pan American

Health Organization.

Although the two members will not be directly responsible for the manufacture and

assurance of the product, if you need to know the implications of preparing a food

product even more for a group of people considered vulnerable to the objectives of who

are familiar with the product, collaborate on their development and contribute to thediffusion in school.


22/41

22

14. COMMUNICATION PROJECT

The communication system to be used to publicize this project would be implemented

through two distribution channels:

1. Social Networks, promoting the consumption of beet and forming part of thedaily diet of every citizen.

2. Leaflets, posters and visual material that promotes and indicate the benefits of

consumption of beet as tubercle and which properties are preserved in jam are.

Figure 6. Ways of communication.

15. RISK MANAGEMENT

Risk management will allow us to identify what are the possible risks associated with the

implementation of our project. These risks can be positive or negative and for each of

them have established action plans to reduce or eliminate the impact in case of a

negative risk, or to use it in case concerned a positive risk.

Positive risks are:

Previous experience in the development of beetroot marmalade 3 by project

members.

The availability of equipment and instruments within the premises of the

university.

The number of members that are part of the team.


23/41

23

RISK IMPACT ACTIONS TO TAKE

ADVANTAGE OF THE RISK

Previous experience in the

development of beetrootmarmalade 3 by project

members.

We will be able to advance

more rapid in the stage ofproduction of the product

and evaluation of the same

one

To use the experience acquired for:

To qualify the members of the

equipment that they do not

know of the process.

To improve the production of

the jam.

To reduce times of

manufacture

To eliminate or to reduce the

faults or faults in the

production.

The availability of equipment

and instruments within the

premises of the university.

we can better organize

assignments and are

related product

manufacturing

Equipment and instruments used in

those hours when the laboratory is

available.

Harnessing the available materials and

experience of the teachers in charge

when doubt arises or danger during

processing

The number of members that

are part of the team.

Easy coordination during

the planning and

implementation of the

project

Harnessing the number of members to

meet regularly and coordinate tasks.

Facilitate communication and

collaboration among members in case

of failures, delays or unforeseen.

Table 7. Positive Risks.

Negative risks are:

Lack of availability of raw material. Jam with poor quality or does not comply with the microbiological requirements.

Delay in planned activities due to the holiday of Christmas and New Year.

Difficulty to enter the product to any of the childcare centers.

RISK IMPACT ACTIONS TO REDUCE OR TO ELIMINATE

THE RISK

Lack of availability of raw

material

Delay project. Having a database of points of additional sales

if the original supplier does not have the raw

materials when needed.


24/41

24

Jam with poor quality or

does not comply with the

microbiological

requirements.

Discard the product or

modify the process.

To use qualit raw material though it means a

major initial investment. In case of not

expiring with the pH and solid total it will have

increase the time of concentration

approximately 10 to 15 additional minutes to

the planned. Citric acid will be added to reach

the needed level.

Delay in planned activities

due to the holiday of

Christmas and New Year.

In case of excessive delay

the project risks not run

100%.

Hold a meeting with all members before the

holiday to coordinate tasks and pending

items.

Making the product before the holiday to

have enough time to evaluate the stability

and safety.

Share responsibilities and tasks from the start.

Difficulty to enter the

product to any of the

childcare centers.

The project is not finished

by the deadline.

To establish a database of the possible centers

which the project will be directed.

To communicate with each of them for

telephone or in person to reject those centers

that could not take part of the activity.

To fix a date previously as well as the time that

will take the final diffusion of the product notto interrupt own activities of the institution or

not to have unforeseen the day of the

execution.

Table 8. Negative Risks.


25/41

25

16. WORK BREAKDOWN STRUCTURE

Figure 7. WBS


26/41


27/41

27

18. GANTT CHART (REAL TIMELINE)

The Gantt chart was made considering that only worked on weekdays and not

weekends. Furthermore execution was halted during exam week, Christmas holidays

and New Year (15 days), 4y5 December due to other non-project activities and from

January 5th to Tuesday 13 (7 days) because the date given by the school.


28/41

28

19. CRITICAL PATH (REAL TIMELINE)

The critical path has a duration of 19 working days without dates which it was necessary

to make a stop of activities.

Figure 8. Critical Path.

All activities on the critical path cannot be delayed (with zero slack) that produce a delay

in the delivery date. The clearance of the other activities was:

ACTIVITIES SLACK3 17 DAYS

8 9 DAYS

9 9 DAYS

10 9 DAYS

These days slack allow us to postpone these activities without running the risk that the

whole project is delayed in delivery.


29/41

29

20. ESTIMATE OF REAL TIME VS. ESTIMATED

The Starting of the project established an estimated time of 24 days, starting the day

Wednesday, November 19, 2014 and ending on January 16, 2015, activities were

distributed as follows.

The previously mentioned activities were carried out one by one, respecting the order

and exercise them responsibly to get a quality product.

The time q activities performed was a little different to that proposed in advance, as

some of them were complicated and others provided, giving us a total of 29 days.

STAR DURATION STARTING ENDING

Meeting of project members 1 19/11/14 19/11/14

traning 0 19/11/14 19/11/14

Quote of raw material and

supplies

2 21/11/14 21/11/14

request authorization for the use

of laboratory R/h

3 24/11/14 26/11/14

Purchase of raw material and

supplies

0 24/11/14 24/11/14

Elaboration 10 bottles of jam 2 26/11/14 27/11/14labeled 2 27/11/14 28/11/14


30/41

30

Sensory testing in the university 2 01/12/14 02/12/14

Analysis of results 1 03/12/14 03/12/14

Products stability test 2 03/12/14 04/12/14

Search database of schools or day

care centers

2 04/12/14 05/12/14

Contact chidcare centers anddefinition of date and time

6 06/12/14 13/12/14

Metting with project members to

define logistcs

0 13/12/14 13/12/14

Tasting ar school and accptabilitu

trial

2 15/12/14 16/12/14

Analysis of result 2 16/12/14 17/12/14

Completion of the written

document

2 17/12/14 18/12/14

The reason that the project was delayed, basically arose from the unexpected comingwith each of the procedures.

21. REVENUE BUDGET

To determine the income of the company, is considered a selling price of $1,75

considering a profit margin of 62%. It is noteworthy that the sale price does not include

VAT, because these products are recorded at a rate of 0%.

On the subject of annual sales, is forecast that these will be increasing as time passes, ie

every year our product will have greater market power can sell allowing a greater

volume of jam jars. In addition, this forecasting will allow estimating our production

costs for the first year and then calculate the NPV and IRR of the project.

For the estimate of sales, we predict that 50% will be sold the first year and will gradually

increase at a rate of 15% approximately in the years up to 100%, which is usually the

fourth year when already the product is in its stage of maturity.

Determination of Expenditures

Project expenditures are comprised of production costs and general administrative

expenses and sales.

Manufacturing Costs

The manufacturing cost is composed of the requirements of raw materials and auxiliary

materials, direct labor and indirect labor and indirect production costs.


31/41

31

Administrative Expenses

Administrative expenses include salaries and wages of personnel administration and

overhead management area, as are telephone, electricity administrative offices,

depreciation, amortization and so on.

Table 9. Raw Material.

Table 10. Direct Materials.

Table 11. Direct Labor.

Table 12. Indirect Material.


32/41

32

Table 13. Indirect Labor.

Table 14. Supplies and Services.

Table 15. Depreciation, Insurace, Repair and Mantenance.


33/41

33

Table 16. Manufacturing Cost.

Table 17. Distribution Costs and Sales.

Table 18. General and Administrative Expenses


34/41

34

Table 19. Income Statement.

Table 20. Operating Capital.

Table 21. Initial Investment.


35/41

35

Table 22. Cash Flow.

Table 23. VPN.

Table 24. Profitability Index.


36/41

36

22. CONCLUSIONS

The successful implementation of a project is strongly related to good planning

of it, so it is necessary to devote much effort to consider all possible situations

that may arise during the project and could cause its failure.

It is necessary to maintain excellent communication with all members of the

team to streamline activities involving 2 or more members of the project, and

also to keep informed all participants about changes or situations that arise

during the project.

Because the project has not been implemented, it is necessary to assign part of

the budget any unexpected problems may arise during project implementation,

since otherwise high risk of exceeding the budget set before development runs.

The project presented has major fields of application, and its execution could

expand nationally, changing its scope to not only involve the school as direct

beneficiaries, but also, through lectures or conferences, promoting guidelines for

farmers beet they can improve their production, thus contributing to the change

of the productive matrix in the country.


37/41

37

23. REFERENCES

La remolacha significa nutrientes.

http://www.eldiario.ec/noticias-manabi-ecuador/198147-la-remolacha-

significa-nutrientes/

La sierra se colorea con la remolacha.

http://agronegociosecuador.ning.com/notes/La_sierra_se_colorea_con_la_re

molacha

Proyecto de prefactibilidad para la exportación de betanina al mercado

Estadounidense período 2007-2016.

http://repositorio.ute.edu.ec/bitstream/123456789/6998/1/28575_1.pdf

Proyecto de valoración financiera de la elaboración y comercialización de

mermelada de grosella en Guayaquil.

https://www.dspace.espol.edu.ec/bitstream/123456789/14856/1/Proyecto%2

0de%20Valoracion%20Financiera%20de%20la%20Elaboracion%20y%20comerci

alizacion%20de%20mermelada.pdf

Creación de una productora de mermeladas, conservas y encurtidos envasados

en vidrio en la ciudad de Milagro.

http://repositorio.unemi.edu.ec/bitstream/123456789/140/1/PRODUCTORA%

20DE%20MERMELADAS,%20CONSERVA%20Y%20ENCURTIDOS.pdf

24. APPENDICES

24.1. APPENDIX 1 – TESTING LABORATORY

Raw Beets Cooking Beet


38/41

38

Peeling Process Cutting and heavy beet

Heavy ingredients Cooking the mixture

Container sterilization Cooling the product


39/41

39

24.2. APPENDIX 2 – FINISHED PRODUCT

24.3. APPENDIX 3 – SAMPLE SURVEY


40/41

24.4. APPENDIX 4 – PHOTOS OF IMPLEMENTATION


41/41

Proyecto Formulación 2do Parcial

Documents

Transcript of Proyecto Formulación 2do Parcial