A

LIVE

PROJECT REPORT

ON

BHARAT HEAVY ELECTRICAL LIMITED

SUBMITTED BY

KUNAL PANT

SUBMITTED TO

MR. ARUN KUMAR SINGH

FOR

PARTIAL FULFILMENT OF THE DEGREE

OF

MASTER OF BUSINESS ADMINISTRATION

SESSION – 2018-19

AFFILATED TO

UTTARAKHAND TECHNICAL UNIVERSITY, DEHRADUN.

1
 DECLARATION

I, Hemant Gupta, hereby declared that the project report entitled “Consumer Buying Behaviour For Ball
Pens” submitted by me to the university in the partial fulfillment of the requirement for the award of
degree of Master of Business Administration under the guidance of “Mr. Arun Kumar” is my original
work & the conclusion drawn therein are based on the material/data collected by myself.

The report submitted is my own work & hence not from any other source.

I shall be responsible for any unpleasure moment/situation (if any)

2
 GUIDE CERTIFICATE

This is to certify that Hemant Gupta is the bonofied student of MBA have successfully completed the
project work as described by the university in the partial fulfillment of the Master of Business
Administration of the academic year 2018-19.

The project work entitled as “Consumer Buying Behaviour For Ball Pens”

Mr. Arun Kumar singh.

3
 ACKNOWLEDGEMENT

A successful project is the result of team work & coordination that includes not only the group of
developers who put for the ideas, logics but also those who guide them. So, at the completion of the
project I feel obliged to extent my gratitude towards all those who made valuable conclusions throughout
my research period.

I am thankful for all the knowledge/guidance & support imparted by “Mr. Arun Kumar” to me who gave
me invaluable knowledge in the period.

In addition I wish to convey deep sense of gratitude towards “hod name” at any time. I needed.

At the end just as significantly, I would like to express my sincere thanks to management department &
all the other members who have provided me excellent knowledge & guidance throughout my MBA
degree.

Thanking You

DATE- [KUNAL PANT]

4
 TABLE OF CONTENT

SR NO. PARTICULARS PAGE NO

1. INTRODUCTION 6-16

2. OBJECTIVE OF THE STUDY 17

3. RESEARCH METHODOLOGY 21

4. DATA ANALYSIS AND INTERPRETITION 22-33

5. FINDINGS 34

6. SIGNIFICANCE OF THE STUDY 35

7. LIMITATION OF THE STUDY 36

8. RECOMMENDATION 37-38

9. CONCLUSION 39-40

10. BIBLIOGRAPHY 41

11. APPENDIX 42-43

5
 OBJECTIVE OF THE PROJECT

To study the process and to understand the importance of Performance Management System in
BHEL that synchronizes the performance of the employees so as to make the work effective.

 To analyze the Performance Management System (e-Map) of BHEL in detail and its
effectiveness.

 To analyze the problems faced by the appraisee and the appraiser in this system.

 To analyze the steps taken by the appraisers for the improvement of the performances of
the appraisees.

6
COMPANY
PROFILE

7
 INTRODUCTION

Foundation:

BHEL is the largest engineering and manufacturing enterprise in India in the energy related
/infrastructure sector .BHEL is one of the nine large public sector undertakings known as
Navratnas or Nine jewels. BHEL offers over 180 products and provides systems and services to
meet the needs of the core sector like: power, transmission, industry, transportation, oil & gas,
non-conventional energy source and telecommunications.

BHEL was found in 1950s. The operation are organized in three business sectors; Power,
Industry- including Transmission, Transportation, Telecommunication & Renewable Energy and
overseas business. Today BHEL has a wide-spread network comprising 14 manufacturing units,
8 service centers, 4 power sector regional centers, 18 regional offices, and a large no. of project
sites spreads all over India and abroad. BHEL is one of the largest exporters of engineering
products and services from India. BHEL has established its references in around 60 countries of
the world, ranging from United States in the west to New Zealand in the Far East. Its export
range include: individual products to complete power station, turnkey contracts for power
plants, EPC contracts, HV/EHV Sub-Stations, O&M services for familiar technologies,
specialized after-market services like Residual Life Assessment(RLA) studies and retrofitting,
refurbishing & overhauling and supplies to manufacturers & EPC contractors.

THE VISION, MISSION & VALUES OF BHEL:

BHEL developed its Vision, Mission and Values in 1996, which were reviewed and revised in
2002 and further revisited in 2006.

A). THE COMPANY’S VISION AND MISSION:

Vision- A World Class Engineering Enterprise Committed to enhancing stakeholders Values.

8
Mission- To be an Indian Multinational Engineering Enterprise providing total business
solutions through quality products, system and services in the field of Energy, Industry,
Transportation, Infrastructure and other potential areas.

B). The Core Values:

. Zeal to excel and zest for changes

. Integrity and fairness in all matters

. Respect for dignity and potential of individuals

. Strict Adherence to commitments

. Ensure speed of response

. Faster learning, Creativity and team-work

. Loyalty and Pride in the company

BHEL Organization:

BHEL Operations are organized around three business sectors: Power, Industry & overseas
business. These are catered to by a country wide network of-

. 14 Manufacturing units

. 8 Service centre

. 4 Power sector regional centre

. 18 Regional Offices

9
Present Status:

# The turnover of BHEL was Rs.421.4 Billion in the year 2009-10.

# The Turnovers and order inflow have almost doubled in just three years, and the profit before.

# Tax and Net profit have doubled in two years.

Central Foundry Forge Plant, Haridwar

The Central Foundry Forge Plant was set up at Haridwar with French collaboration. The
construction started in 1974 and production was commenced in 1976. This plant has an in-built
high degree of sophistication normally associated with much larger plants & has successfully
developed various intricate castings and forgings, which were hitherto imported. CFFP has
successfully manufactured various types of steels, e.g. creep resistant steel, heat resistant steel,
stainless steel, armour steel etc. as per Indian and International Standards

10
Castings (500 kg to 50T piece wt)

1. Plain carbon Steels

2. Alloy Steels
3. Creep Resistant steels
4. Stainless steels

Forgings (Upto 55T/pc wt)

1. Rotors (Max dia 2000mm)

11
 2. Discs(Max dia 3500mm)
3. Tube Sheets
4. Blooms
5. ESR Components

Manpower

1. Well trained professionally qualified

2. 147 Engineers

3. 221 Supervisors

4. 870 workmen

Steel Melting

1. 3Arc Furnaces- 10T,30T ∓ 70T

2. 70 T VAD/VOD Furnaces

3. ESR Furnace

Press

1. 2650T & 9000 T Pneumatic Forging press

2. 18M HT Furnace,Circular Furnace,Mist Quenching Facilities etc.

Machining Facilities

1. 7.3 M V. borers, WD160/220 H.Borers, 18M Deep Hole Boring machines

2. 18 M/10M centre lathes etc.

Testing Facilities

12
1. Latest Spectrometer, Hydrogen , Carbon/Sulphur determinators

2. No of sophisticated US Flaw detectors, Boroscopes, Radiographic Chambers and creep testing

facilities.

Quality Certification

1. Well known Boiler board certification

2. Approved by LLoyd Register of Shipping

3. IS0-9000 Certification by BVQI

4. TUV certification

PROFILE OF HEAVY ELECTRICAL EQUIPMENT PLANT (HEEP):

It is one of the four major manufacturing units of BHEL. It was established in the year 1962 with
the Russian collaboration. HEEP follows the corporate policies on HR, Materials Management,
Finance Management and Work Management etc. and focus on customer needs captured through
S-maps. To align objective of the units and its different function with corporation, unit has
developed its business Policy, CSFs and functional Pole Star Statements. HEEP is consistently
earning profit since its breakeven in 1974-75.It achieved an all time high turnover of Rs.20.03
billion, PBT of Rs.4.41 billion, and EVA of Rs.2.14 billion in 2006-07. The 210, 250 and 500
MW thermal sets, made by HEEP, constitute of 65% of total thermal coal based power plants.
These contribute to 71% of total generation by coal based thermal sets in the country. In 2005-06
HEEP added 1250 MW to National grid and 312 MW added in Libya by export. And latest
HEEP added 1500 MW NEW TURBINE Shop in Haridwar Grid.

13
The Important Milestones in the History of HEEP (up to March 2009)

Year Event
1962 Technical collaboration with Prommasho export, USSR, for setting up HEEP
1967 First product (Electric Motor) rolled out
1969 Manufacturing of first 100MW steam turbine
1971 Manufacturing of first 100MW Turbo Generator
.Breakeven achieved

.Technical collaboration with KWU(Siemens), Germany for coal based

thermal sets
1974
1976 First 200MW coal based Thermal Set commissioned
1983 First 500MW coal based Thermal Set commissioned
1989 Technical collaboration with KWU for gas turbine
1991 Collaboration with Oto-Melara, Italy, singed for Defense Project
1993 Accreditation of ISO-9001 Quality System
1995 TQM Movement launched in HEEP
2000 Accreditation of ISO-14001 Environment Management System

14
2001 Technical collaboration with KWU for coal based thermal setup up to
1000MW

extended for 10 years

2002 Accreditation of OHSAS-18001
2004 New Blade Shop Established
2006 HEEP wins CII-EXIM Bank Prize for Business Excellence

2008 HEEP employees won Prize for setting good quality product

2009 Provided Biggest Dynamo to JAPAN.

S Products Percentage of
No. Turnovers
1. . Steam Turbine & Generators : 210-800 MW 91.5%

. Condensers, Heat Exchangers and Pressure

vessels

. Nuclear Turbines & Generators : 210-540MW

. Gas turbines & Generators : 156 MW (ISO)

2. Hydro Turbines & Generators : 5-250 MW 4.5%

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3 Defense Equipment : Super Rapid Gun 2.5%

Mounting (SRGM)
4. Large size AC Motors 1.5%

Range of Products:

Main products of the unit are higher rating Thermal sets (210MW and above). Apart from these
HEEP also manufactures Hydro sets, large size AC motors, naval Guns (SRGM). The
percentage distribution of product profile is as follows-

MANUFACTURING:

. Marketing and Servicing:

. Manufacturing and other facilities

Manufacturing Plants:

HEEP has state-of-art manufacturing facilities to deliver 3500MW of power generating

equipments. HEEP has absorbed world class technology through collaboration with M/s
Siemens, Germany and plan to modernize its manufacturing facilities to enhance the
manufacturing capacity to 5250MW and its capability to manufacture higher rating sets.
Facilities added for manufacturing of Turbo Generators with total Impregnated Stator core
enabling development of Turbo Generators with higher efficiency. New Blade Shop with world-
class machine tools has led to indigenous developments & manufacture of advanced blades with
improved heat rate. HEEP’s product profile necessitates tailor made designs with contemporary
features. These products are realized through modern machining processes, insulation systems,

16
fabrication, assemblies and testing. Transportation of large and heavy consignments is done
through prudent logistic management.

Major Manufacturing Units are:

. Block - 1 & 4 : Electrical Machine Shop

. Block - 2 : Fabrication Shop

. Block - 3 : Turbine Manufacturing

MARKET AND COMPETITION:

Market-

HEEP’s customer profile ranges from state electricity boards, Govt. Power utilities like NTPC,
NPC and NHPC to IPPs like Reliance Energy. HEEP has also exported gas turbines sets to Libya
and Iraq. Power Sector Regions of BHEL are its key internal customers. Their key customer,
NTPC has drawn up plan for capacity addition of 17,000 MW by 2012. HEEP has planed for
execution of 34,619 MW by 2012.

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 CUSTOMER SEGMENT
2.80%
6.20%

NTPC
14%
SEBs
44.50%
Export
Defense
32.50% Others

Competition -:

Acquisition & mergers by Power Equipment Manufacturers have left BHEL, Siemens, GE and
Alstom as major players in India. SEPCO (China), LMZ (Russia), Dang Fang (China) and Skoda
(Czech Rep.) are emerging competitors. To meet the emerging challenges, focus is given on
increasing manufacturing capacity and introduction of new technologies. It helps HEEP to
maintain it leading position in domestic market. Challenges posed by china and other
competitors has prompted HEEP to become aggressive in introducing 300/350 MW sets to be
ready for 800MW sets. HEEPs position has further strengthened as global competitors could not
fulfill expectations of Indian customers. BHEL was offered work of RAYALSEEMA PROJECT
after failure of CMEC, China. Similarly, BHEL is part of consortium in restarting Dabhol project
after failure of Enron.

Changing Business Environment -:

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Power sector has to grow over 10% annually commensurate with GDP growth of 7-8%. Thus,
the demand for thermal sets will remain high. Central Electricity Authority (CEA) is the guiding
authority for Power Sector strategies in our country. Representatives of BHEL and power
utilities are members of various committees formed by CEA. HEEP will strategically concentrate
on higher rating coal based thermal sets to fulfill the country’s vision of adding 107,000 MW
capacity to achieve ‘POWER ON DEMAND ’by 2012. Govt. of India has reposed its faith on
BHEL’s capabilities and has asked it to get prepared for bulk ordering of 8 nos. 800MW sets in
collaboration with Siemens. CEA’s stress on R&M of ageing Power Plant is also providing
business opportunity to HEEP.

Strategic Challenges -:

The fast changing power scenario emerging with rapid growth in national power capacity has
given unit a major challenge of establishing power infrastructure in close in co-ordination with
its key customers. To cater the needs of higher rating sets of 800 MW, HEEP has collaboration
with Siemens. To capture future customer needs and expectations and emerging market scenario
Strategic Map (S-Map) is prepared.

PRINCIPLE FACTORS OF SUCCESS:

Satisfied Customers:

Customer satisfaction and success is reflected in the theme:

“Grahak Safal – Hum Safal”.

The business policy also focuses on customer focused business leadership. HEEP regularly
conducts independent Customer Satisfaction Surveys that are used to identify priorities of
customers and draw out strategy accordingly. Focused efforts of HEEP has resulted in
improvement of customer satisfaction index from 55.39 in 2004 to 70.14 by 2005 having most of
the parameters better than its competitors and sister units. In 2006 perception of customers was
collected internally.

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Excellence Initiative for performance Improvement:

Excellence initiative is their Balance Score Card (BSC), Overall Equipment Effectiveness
(OEE), Award Scheme (IMPRESS – Copyright of HEEP) and performance appraisal through
e – map. To measure and increase the effectiveness of these initiatives HEEP uses internal audits
(Financial, ISO 9000, HSE audits, OEE audits). Engineers are frequently deputed to
collaborator’s works to enhance technical knowledge. Knowledge Management & intellectual
Property Right’ Management has been identified as CSF since 2004.

Partnership with Suppliers:

To remain competitive it is vital for HEEP to reduce the cost and procurement time cycle of raw
materials, components and assemblies. “Strategic Outsourcing of processes, components &
assemblies” is considered the most important CSF to meet unit’s challenges of cost & cycle time
reduction. To this end, HEEP has focused on increasing supplier base & win partnerships
through one to one discussions and MOUs. A B2B portal has been installed for
communication and transparency in dealing. HEEPs sister unit CFFP, Collaborator Siemens,
SAIL and IOC are the key suppliers and unit has maintained the partnership with them for more
than 15 years. Ancillaries developed by HEEP are vital to its success and are supported with
technical guidance and training, material, special tools, calibration and testing facilities.

WORK CULTURE:

Vision, Mission and Values drive the organization behavior and work culture towards
excellence. One of the major strength of HEEP, Haridwar is its free, open participation of the
employees in improvement projects, Suggestion, quality circle and other new initiatives. HEEP
has been Pioneer among the other BHEL units to adopt many excellence initiatives. Special
thrust on IT has led to development of many engineering and business application by in-house
development team. To promote excellence, in-house competitions are organized through out the
year. Unit has given award to the winners in Special Award Distribution Function. HEEP has
been awarded National Award for 14 consecutive years by INSSAN and National Award for
Excellence in Energy Conservation as “Energy Efficient Unit” by CII.

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Competent and Educated Employees:

The capable and skilled HR asset of HEEP has placed it among top engineering organizations in
India. This is aptly demonstrated in the records number of prestigious National Award like
Vishwakarma and Prime Minister’s awards won by employees.

Employee Strength:

Employee Profile ( As on 30 May 2010)

Category Number
Executive 952+124 (ET)
Supervisors 938+111 (ST)
Workmen 5883
Total 8008

21
 OBJECTIVE OF THE PROJECT

To study the process and to understand the importance of Performance Management System in
BHEL that synchronizes the performance of the employees so as to make the work effective.

 To analyze the Performance Management System (e-Map) of BHEL in detail and its
effectiveness.

 To analyze the problems faced by the appraisee and the appraiser in this system.

 To analyze the steps taken by the appraisers for the improvement of the performances of
the appraisees.

22
 RESEARCH METHODOLOGY

The research design in my case was exploratory research design, which is also known
Formulative Research Design.

The main purpose of my study was getting the opinion of people regarding the performance
appraisal system and what are the problems which are faced by the appraisees and the appraisers.

The research design in my study was flexible to provide opportunities for considering different
aspects of the problem under study.

Types of Data collected:

•Primary: First hand information was received from the employees through questionnaires and
personal interviews.

•Secondary: The data from internet was collected to get a better insight and the company’s
manual.

SIMPLE RANDOM SAMPLING:

Simple random sampling refers to the sampling technique in which each and every item of the
population is given equal chance of being included in the sample.

Random sampling is sometimes referred to as REPRESENTATIVE SAMPLING. If the sample

is chosen at random and if the sample is sufficiently large, it will represent all groups in the
population. A random sample is also known as PROBABILITY SAMPLE because every item of
the population has equal opportunity of being selected in the sample.

 Sample size:

The sample size of my project is 100.

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 DATA ANALYSIS AND INTERPRETATION

1. Are you satisfied with the present performance appraisal system (E-map)?
(a) Yes [ ] (b) No [ ]

If No, then why …………………………..

40%
YES
NO
60%

Interpretation: More than half of the employees are satisfied with the present performance
appraisal system. The employees who are not satisfied are mainly from E-1 to E-3 level.

2. Do you think the present system is effective / better than the previous appraisal system?
(a) Yes [ ] (b) No [ ]

24
 30%

YES
NO

70%

Interpretation: 70% of employees think that the current system (e-Map) is better than the
previous system (ACR) because earlier their result was totally confidential and was not known to
them.

25
Do you think the e-map system reduces biasness?
(a) Yes [ ] (b) No [ ]

40%
YES
NO
60%

Interpretation: 60% of the employees think that this system reduces biasness because the KRA
evaluation is transparent to each appraisee.

3. As an appraisee do you face any problem while selecting the KRAs?

(a) Yes [ ] (b) No [ ]

26
 20%

YES
NO

80%

Interpretation: 80% executives have no problem in selecting the KRA’s because everything
is completely elaborated and they are given choices to choose among many of their calib

4. Does your appraiser help you in selecting the KRAs?

(a) Yes [ ] (b) No [ ]

15%

YES
NO

85%

27
 Interpretation: 85% executives are helped by their appraisers in selecting KRA’s. This
shows the good inter personal relationship between the appraisee and the appraiser.

5. Do you think the present list of KRAs cover all aspect of your job?
(a) Yes [ ] (b) No [ ]

25%

YES
NO

75%

Interpretation: Only 25% executives feel that the present list of KRA’s doesn’t cover all
aspects of their job. The Executives which are under grade E1- E3 are unsatisfied.

6. Do you think the part B of e-map system should be transparent to an appraisee?

(a) Yes [ ] (b) No [ ]

28
 32%

YES
NO

68%

Interpretation: More than 65% appraisers feel that part-b should not be transparent to an
appraisee as this is the only part through which they can control the performance of their
subordinates.

7. Do you get any formal feedback regarding your performance?

(a) Yes [ ] (b) No [ ]

29
 30%

YES
NO

70%

Interpretation: 70% executive says that they get the formal feedback regarding their
performance by their superiors regularly while carrying out their work.

8. Are any steps taken to improve the performance if not up to the mark?
(a) Yes [ ] (b) No [ ]

If yes, then what ………………………………………….

30
 30%

NO
YES

70%

Interpretation: 30% executives say that the proper training is given to them for upgrading their
job whenever required.

9. Do you find these steps effective / useful in your job?

(a) Yes [ ] (b) No [ ]

31
 35%
YES
NO
65%

Interpretation: 65% executive feels that these steps are useful as they develop their skills and
competencies.

32
 RESEARCH FINDINGS

 Most of the appraisees find problem in selecting their KRA’s.

 Some appraisers don’t help their appraisees in selecting the KRA’s as they think its not their
work.

 Formal feedback is given by the appraisers on day- to- day basis.

 Job related training is given to the executives and they think it really helps them in their further
growth.

 Most of the executives are satisfied with the current scenario of performance appraisal as
compared to older one.

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 SIGNIFICANCE OF THE STUDY

The significance of this project are:-

 The major significance of this project is to evaluate the present performance appraisal scheme in
BHEL.
 The effectiveness of the performance appraisal system of the organization.
 To check the satisfaction level among the employees.
 To study the changes over the years in the scheme.
 The reasons and results of introducing new features in the system.
 BHEL’s performance managing system with respect to other government organizations.

34
 LIMITATIONS

 Little co-operations of some person due to conservative mind.

 Some people have no time to give answer.

 Sometimes people do not tell truth and fill it just for fun sake.

 Sample constraint.

 Time constraint.

35
 RECOMMENDATION

1. Proper training program should be conducted about the E-Map system for the new
trainees.

2. Whenever there are any changes in the KRA’s the executives should be informed
about it in advance.

3. Executives should be know that on what basis they performance is being

measured in Part-B as this plays an important role at the time of their promotion.

4. Some personality development trainings should also be provided apart from mere
job oriented training.

36
 CONCLUSION

From the research it has been concluded that most of the executives who are not satisfied with
the present performance appraisal system are the executives from E1 to E3 level as they think it
is quiet complicated. They find problems in selecting their KRA’s from the KRA master as there
are so many KRA’s and they have to select the KRA’s which are related to their work. Appraises
also want that the score of Part- B of E- Map should be known to them and the basis on which
their score is given. But appraisers feel that the score of Part B should not be known to appraises
as the think it is the only way by which some how they can control the behavior of the executive.
Appraisers don’t have any problem with this system as they are quite experienced.
Appraisers give proper feedback to their appraises on day today basis and proper training or
challenging tasks are given to improve their performance. mainly the formal training is given at
the time of joining the organization but if the employees face any problem later at the time of
their job, their superiors help them in resolving their problems at the same time.

But some appraises feel that they are not given proper feedback and even they don’t want any
feedback as they think that they know their work very well.

37
 BIBLIOGRAPHY

 Research Methodology – C.R. KOTHARI.

 Company’s manual

 www.google.com

 www.bhel.hwr.co.in

 E-MAP Manual

38
 APPENDIX

QUESTIONNAIRE

1. Are you satisfied with the present performance appraisal system (E-map)?
(a) Yes [ ] (b) No [ ]

If No than why …………………………..

2. Do you think the present system is effective / better than the previous appraisal system?
(a) Yes [ ] (b) No [ ]

3. Do you think the e-map system reduces biasness?

(a) Yes [ ] (b) No [ ]

4. As an appraisee do you face any problem while selecting the KRAs?

(a) Yes [ ] (b) No [ ]

5. Does your appraiser helps you in selecting the KRAs?

(a) Yes [ ] (b) No [ ]

6. Do you think the present list of KRAs cover all aspect of your job?
(a) Yes [ ] (b) No [ ]

7. Do you think the part B of e-map system should be transparent to an appraisee?

(a) Yes [ ] (b) No [ ]

8. Do you get any formal feedback regarding your performance?

(a) Yes [ ] (b) No [ ]

9. Are any steps taken to improve the performance if not upto the mark?
(a) Yes [ ] (b) No [ ]

10. Do you find these steps effective / useful in your job?

(a) Yes [ ] (b) No [ ]

39
11. As an appraiser what problem do you face ?

………………………………………………………………………………………………

………………………………………………………………………………………………

………………………………………………………………………………………………

12. Suggestion as an appraisee

………………………………………………………………………………………………

………………………………………………………………………………………………

13. Suggestion as an appraiser

………………………………………………………………………………………………

………………………………………………………………………………………………

Name : ……………………………

Designation : ……………………………

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41