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1
PREFACE
I have tried to minimize the printing mistake and put the contents in
short & crisp. I welcome the critical suggestion and any mistake
found in the project.
1
ACKNOWLEDGEMENT
Behind every study there stands a myriad of people whose help and
gratitude.
Hardwar, who provided me with all the required information for my project.
1
DECLARATION
The matter embodied in this project report has not been submitted to
any other University or Institution for the award of degree This project is my
original work and it has not been presented earlier in this manner . this
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OBJECTIVE OF THE STUDY
1
1
COMPANY'S OBJECTIVES
BUSINESS OBJECTIVE:
GROWTH:
PROFITABILTY:
company's growth.
1
CUSTOMER FOCUS:
superior services.
PEOPLE-ORIENTATION:
TECHNOLOGY:
technologies to suit business needs and priorities, and provide the competitive
1
IMAGES:
1
VISION:
Earlier:
Now:
value".
competitiveness
Providing total business solutions is the action part and hence taken to
mission statement.
The main objective of mission is to such an extent that every stake holder
destination.
1
MISSION:
Earlier
Now:
solution through quality products systems and services in the field of energy
Leading has been taken care of by the work "world class in the vision stmt.
1
VALUES
Earlier
Team playing
Zeal to excel
Now:
1
"Zest for change" has been added as change has been integral with success
and the rate at which change is needed is very high compared to earlier
period.
1
BHEL – AN OVERVIEW
BHEL caters to core sectors of the Indian economy viz. Power Generation
power sectors regional centers, over 100 project sites, 8 service centers and 4
provide them with suitable products, systems and services efficiently and at
competitive prices. Having attained ISO 9000 certification, BHEL is now well
1
on its journey towards TOTAL QUALITY MANAGEMENT .On the
performance over the years, has resulted in it being chosen as one of the
“NAVRATNA” PSE’s.
1
CHAIRMAN & MANAGING DIRECTOR
Shri. K. Ravi Kumar
Chairman & Managing Director
Sanjay M Dadlika
Director
Ashok K Aggarwal
Director
1
Manish Gupta
Director
Shekhar Datta
Director
Ramji Rai
Director (ER&D)
AK Mathur
Director (IS&P)
K Ravi Kumar
Director (Power)
CS Verma
Director (Finance)
COMPANY SECRETARY
NK Sinha
1
PRODUCT PROFILE
Once-through Boilers
Heat Exchangers
Condensers
Electrostatic precipitators
Bag Filters
Valves
Pumps
1
Electrical Machines
Piping Systems
Switch Gear
Control Gear
Bus Ducts
Rectifiers
INDUSTRY SECTOR
Marine Turbines
1
Industrial Heat Exchangers
Centrifugal Compressors
Industrial Valves
Reactors
Columns
Pressure Vessels
Pumps
Industrial Valves
Fabric Filters
Thruster Equipment
Power Devices
Energy Meters
Transformers
Switchgear
Insulators
Capacitors
1
Traction Motors and Control Equipments
Simulators
Defense Equipment
1
SYSTEMS AND SERVICES
Co-generation Systems
Consultancy Services
Construction Services
1
MAJOR COMPETITORS OF BHEL
2. ABB SWITZERLAND
3. BEEHTEL USA
6. RAYTHEON USA
7. WESTINGHOUSE USA
9. SANGHAI ELECTRIC CO UK
10.GEC-ALSTHOM UK
1
15. MITSUBISHI JAPAN
SIEMENS GERMANY
B.H.E.L. IN INDIA
# BUSSINESS OFFICES
*******************
1. BANGLORE
2. BHUBANESHWAR
3. CHANDIGARH
4. CHENNAI
5. GUWAHATI
6. HARIDWAR
7. JABALPUR
8. JAIPUR
9. KOLKATA
10. LUCKNOW
11. MUMBAI
12. NEW DELHI
13. PATNA
14. RAIPUR
15. RANCHI
16. SECUNDERABAD
17. THIRUVANANTHAPURAM
18. VADODARA
1
# MANUFACTURING UNITS
***********************
HEAVY ELECTRICAL EQUIPMENT PLANT
HARDWAR DIVISION.
HARDWAR DIVISION.
HYDERABAD DIVISION.
TRICHY DIVISION.
BHOPAL DIVISION.
TRANSFORMER PLANT
JHANSI DIVISION.
ELECTRONICS DIVISION,
BANGLORE.
GOINDWAL.
RANIPET.
1
BANGALORE.
INSULATOR PLANT,
JAGDISHPUR.
RUDRAPUR
# SERVICE CENTRES
******************
1. CHANDIGARH
2. KOLKATA
3. NAGPUR
4. NOIDA
5. PATNA
6. SECUNDERABAD
7. VADODARA
8. VARANASI
DOMESTIC:-
1
4) NATIONAL THERMAL POWER CORPORATION(NTPC)
5) APPOLO TYRES
6) ABB
7) NATIONAL HYDEL POWER CORPORATION(NHPC)
8) ANDHRA PRADESH STATE ELECTRICITY BOARD(APSEB)
9) BALCO
10) WEST BENGAL STATE ELECTRICITY BOARD(WBSEB)
11) BIHAR STATE ELECTRICITY BOARD(BSEB)
12) INDIAN OIL CORPORATION(IOC)
13) MADHYA PRADESH STATE ELETRICITY BOARD(MPSEB)
14) SAIL
15) BCCL
16) ORISSA STATE ELECTRICITY BOARD(ORSEB)
17) KARNATAKA STATE ELECTRICITY BOARD(KSEB)
18) BIRLA CEMENT
19) BIRLA TYRES
20) BOKARO STEEL PLANT
21) GRASIM INDUSTRIES
22) GOA SHIP YARD
23) HARYANA STATE ELECTRICITY BOARD(HSEB)
24) HIMACHAL PRADESH STATE ELECTRICITY BOARD(HPSEB)
25) DLW, VARANASI
26) INDIAN NAVY
27) DELHI VIDYUT BOARD
28) DEPTT. OF ATOMIC ENERGY
29) ESSAR OIL
30) SIEMENS, NEW DELHI
31) ONGC
32) L&T
33) KIRLOSKAR
34) JK CEMENT
35) SCOOTER INDIA LTD.
INTERNATIONAL: -
1
2) M/S ZEECO INCORPORATION, USA
3) SIMMCO INTERNATIONAL
4) SIEMENS, GERMANY
5) SIEMENS, SINGAPORE
for the 1996-97” instituted by Ministry of Power, are equipped with BHEL
sets.
2. Success in achieving the over all goals set out in MOU signed with Govt.
of India for 1998-99 and the performance qualified the company for
4. Also has been honored a number of times with National Safety Awards for
management in 1996-97.
1
6. British Safety Council Award to the electronic division , Bangalore.
10.A large number of BHEL employees have been honored with the coveted
Jamshedpur.
1
CURRENT INFORMATIONS OF BHEL
During 2006-07
25-Jul-2007
BHEL
to set up
eco-
friendly
Co-
generatio
n power
plant at
IOC’s
Gujarat
Refinery
; Wins
Rs.4,310
Million
EPC
contract
against
Internati
1
onal
Competit
ive
Bidding
19-Jul-2007
BHEL
set to
become
sole
supplier
in the
world
for high-
rating
Disc
Insulator
s for 800
kV Ultra
High
Voltage
Direct
Current
Transmis
sion
Lines
Jul-2007
3-Jul-2007
BHEL
bags
ICWAI
National
Award
for
1
Excellen
ce in
Cost
Manage
ment
2006
29-Jun-2007
Union
Minister
for
Heavy
Industrie
s and
Public
Enterpris
es
reviews
power
projects
under
executio
n by
BHEL
in
Maharas
htra;
Move
aimed at
expeditin
g
commiss
ioning in
view of
1
critical
power
situation
in the
state
25-Jun-2007
BHEL
once
again
outbids
Chinese
company
; Wins
Rs.1,060
Million
contract
for
Turbo
Blower
Package
from
RINL
18-Jun-2007
BHEL
bags
Rs.1,390
Million
order for
supply
of
Transfor
1
mers
13-Jun-2007
BHEL
A STAR
PSU
12-Jun-2007
BHEL
WORKS
24x7 TO
MEET
NATIO
N’S
POWER
AGEND
A
2-Jun-2007
BHEL
globalisa
tion
thrust
gets
recogniti
on;
EEPC's
Top
Export
Award
conferre
d on
BHEL
for the
17th
consecut
1
ive year
30-May-2007
BHEL
EXCEL
S ON
ALL
COUNT
S;
BHEL
Turnover
surges
29%;
Net
jumps
44% to
Rs.24,15
0
Million
in 2006-
07
21-May-2007
BHEL
power
generatin
g sets
achieve
all-time
high
PLF &
generatio
n;
substanti
1
ally
boost
country's
power
generatio
n in
fiscal
2006-07
14-May-2007
BHEL
to invest
Rs.32,00
0
Million
on
Expansio
n drive
to meet
the
country’
s Power
forecast
in the
Eleventh
Plan
10-May-2007
BHEL
sets
sights on
becomin
ga
US$10
1
Billion
company
by 2012;
Unveils
Strategic
Roadma
p to
further
accelerat
e growth
moment
um
30-Apr-2007
BHEL
identifies
overseas
business
as major
growth
plank;
Targets
Seven-
fold
increase
in
overseas
business
by 2012
27-Apr-2007
BHEL
employe
es win
maximu
1
m
number
of Prime
Minister'
s Shram
awards
16-Apr-2007
BHEL
Doubles
R&D
spend,
Trebles
Turnover
from
Products
develope
d in-
house to
Rs.25,10
0
Million
in just
two
years
29-Mar-2007
BHEL
establish
es fourth
World-
class
Centre
of
Excellen
1
ce;
Aimed at
Consolid
ating
Strength
s in
Crucial
Technol
ogy
Areas
22-Mar-2007
Power
Stations
equipped
with
BHEL
Equipme
nt set
new
benchma
rks; Win
Maximu
m
Meritori
ous
Producti
vity
Awards
15-Mar-2007
BHEL
establish
es state-
of-the-
art
1
Instrume
nt
Calibrati
on
Centre
for
enhancin
g
precision
and
accuracy
of
testing
of
thermal
sets
8-Mar-2007
BHEL
awarded
‘MoU
Award
for
Excellen
ce in
Performa
nce’ by
the
Prime
Minister
27-Feb-2007
BHEL
1
pays all-
time
high
125%
interim
dividend
for fiscal
2006-07
26-Feb-2007
BHEL
outbids
Europea
n MNCs
and
Indian
majors;
Bags
World
Bank-
funded
400 kV
Turnkey
Substati
on
contract
in
Maharas
htra
23-Feb-2007
BHEL
Commis
sions
250 MW
1
Thermal
Unit in
Maharas
htra; Six
Million
units of
Power to
be added
to the
State
Grid –
Takes
BHEL
sets tally
in
Maharas
htra to
88% of
installed
thermal
capacity
10-Mar-2007
First
BHEL
built 500
MW set
marks
two
decades
of
Establish
ment of
Technol
ogy for
1
500 MW
sets in
India
8-Feb-2007
BHEL
demonstr
ates its
Internati
onal
Competit
iveness;
Secures
Order
for 520
MW
Hydro
Electric
Project
in
Himacha
l Pradesh
6-Feb-2007
Equipme
nt
performa
nce pays
rich
dividend
s;BHEL
wins
Mega
1
Contract
for
equipme
nt to
generate
1500
MW of
power in
Maharas
htra
1-Feb-2007
BHEL
once
again
outbids
Chinese;
Wins
turnkey
order for
Asian
Develop
ment
Bank-
funded
Project
in
Banglad
esh
30-Jan-2007
BHEL
power
generatin
g sets
achieve
1
record
generatio
n in first
nine
months
of 2006-
07
Jan-
2007
8-Jan-2007
BHEL
bags
Rs.3,800
Million
Renovati
on &
Moderni
sation
contract
from
PSEB
Dec-
2006
7-Dec-2006
BHEL
commiss
ions 600
MW
Western
Mountai
1
n Gas
Turbine
Power
Project
in Libya,
on
turnkey
basis
4-Dec-2006
CMD,
BHEL
Honoure
d
27-Nov-2006
BHEL
writes
another
success
story;
Gets
third
consecut
ive
Captive
Power
Plant
order
from
Hindusta
n Zinc
16-Nov-2006
1
BHEL
becomes
the first
PSU to
win the
CII-
Exim
Business
Excellen
ce Prize
24-Oct-2006
BHEL
showcas
es
technolo
gical
strengths
at
'Powerge
n India
&
Central
Asia
2006'
23-Oct-2006
BHE
pays all-
time
high
145%
dividend
for fiscal
2005-06
1
12-Oct-2006
BHE
wins
Rs.9,500
Million
highest-
value
captive
power
plant
order
5-Oct-2006
BHE
achieves
significa
nt
breakthr
ough
with first
commerc
ial order
for
indigeno
usly
develope
d first-
of-its-
kind in
the
world
Controll
ed Shunt
1
Reacto
20-Sep-2006
BHE
wins
Rs.12,24
0
Million
contract
for
2x250
MW
Harduag
anj TPS
18-Sep-2006
BHE
& its
employe
es win
two
National
Safety &
three
Vishwak
arma
National
Award
5-Sep-
2006
1
31-Aug-2006
Three
Manufac
turing
Plants
and Two
Power
Sector
Division
s bag the
CII-
Exim
commen
dation
for
business
excellen
ce.
1-Sep-2006
Mr.
C.P.
Singh
appointe
d as
Director
(Enginee
ring,
Research
&
Develop
ment),
BHE
1
29-Aug-2006
BHEL
on
expansio
n drive
to meet
country’
s power
capacity
addition
plans.
23-Aug-2006
BHEL
holds
Conclav
e of
Liaison
Officers
& SC/ST
Welfare
Associati
ons.
20-Sep-2006
BHEL
bags
Rs.12,24
0
Million
contract
for
2x250
MW
Parichha
1
TPS.
10-Aug-2006
BHEL
bags
EEPC's
Top
Export
Award
for the
16th
consecut
ive year
11-Aug-2006
CMD,
BHEL
honoure
d with
Distingu
ished
Fellow
Award -
2006.
3-Jul-2006
BHEL
wins
Rs.8,420
Million
contracts
for two
Power
Projects
in
Rajastha
1
n.
10-Jul-2006
BHEL
proves
internati
onal
competit
iveness;
wins
contract
for 250
MW
Thermal
Power
Plant
from
Tata
Power
Compan
y
20-Jul-2006
BHEL
once
again
wins
contract
in
Ethiopia,
beating
Chinese
compani
es
1
1-Aug-2006
BHEL
to set up
490 MW
Power
Plant for
NTPC at
Dadri
27-Jul-2006
BHEL
commiss
ions 500
MW
thermal
set at
Vindhya
chal
STPS
29-Jun-2006
BHEL
bags
contracts
for two
Projects
in
Afghanis
tan.
26-Jun-2006
BHEL
once
again
beats
Chinese;
1
Wins
contract
for
ADB-
funded
Project
in
Banglad
esh.
22-Jun-2006
BHEL
bags
contracts
for two
Hydro
Power
Projects
from
APGenc
o.
12-Jun-2006
BHEL
bags
major
order for
110.6
MW
Captive
Power
Plant.
5-Jun-2006
BHEL
1
bags
order for
Lift
Irrigatio
n
Scheme
in
Andhra
Pradesh.
18-May-2006
BHEL
achieves
Rs.11,51
0
Million
turnover
through
products
develope
d in-
house.
9-May-2006
BHE
secures
single-
largest
export
order for
transfor
mers
from
Egypt.
5-May-2006
1
BHEL
power
generatin
g sets
achieve
all-time
generatio
n; boost
country's
power
supply in
fiscal
2005-06.
10-Apr-2006
BHEL
wins
Rs.12,00
0
Million
order for
Lignite
Based
Power
Project.
20-Feb-2006
BHEL
commiss
ions
India’s
largest
Solar-
Diesel
Hybrid
1
Power
Plant in
Lakshad
weep.
14-Feb-2006
BHEL
secures
USD
457
million
turnkey
contract
for 500
MW
Power
Plant in
Sudan.
9-Feb-2006
BHEL
to set up
90 MW
Captive
Power
Plant in
West
Bengal.
2-Feb-2006
BHEL
commiss
ions 110
kWp
stand
alone
1
Solar
Power
Plant in
Sunderb
ans.
16-Jan-2006
BHEL
machine
s to
power
Bhilwara
Group’s
3rd
Hydro
Power
Plant.
12-Jan-2006
BHEL
bags
EEPC's
Top
Export
Award
for the
15th
consecut
ive year.
2-Jan-2006
BHEL
writes
another
success
1
story;
equipme
nt
performa
nce pays
dividend
s;
machine
s to
power
Asia's
largest
CPP.
SALIENT ACHIEVEMENTS:
1
Securing single order of more than Rs 2 crore value after
areas.
respective sites.
representative.
products:
Market intelligence
1
Joint inspection
Verification of bills
Payment follow up
Collection of payment
NCES
representative.
CUSTOMER ORIENTATION
1
Facilitated interaction between customer and concerned BHEL
interaction.
BHEL AT A GLANCE
(Financial Information)
1
Rupees (In Million)
2007-08 2006-07 CHANGE (%)
Turnover 21401 18739 14.2
Value Added 8323 7182 15.9
Employee (Nos.) 43636 42124 3.6
Profit Before Tax 4430 3736 18.6
Profit After Tax 2859 2415 18.4
Dividend 746 600 24.4
Dividend Tax 127 93 36.8
Retained Earnings 1986 1722 31.7
Total Assets 29352 22280 31.7
Net Worth 10774 8788 22.6
Total Borrowings 95 89 6.3
Debt : Equity 0.01 0.01 0.0
Per Share (in Rupees) :
1
SHARE PRICE INFORMATION
Y y
Month Year 2007-08 Year 2006-07 Year 2005-2006
 High Low High Low High Low
April 2593.80 2145 2444 2200 830 755
May 2922.50 1351 2485 1600.10 950 789.25
June 1544 1301 2046 1531.20 897.5 832
July 1899 1520.10 2067 1730.25 1039 841.5
August 1900 1540 2307.90 2026 1144 971
September 2089.20 1856 2414.70 2185.25 1244 1060
October 2750 1970 2498 2259 1318 1080
November 2925 2380 2556.50 2367 1498.5 1115.05
December 2870 2348 2668 2232 1489 1316
January 2626 1800 2595 2105 1815 1185
February 2366 1850 2572 2107 2050.5 1780
March 2235 1765 2321.35 1940 2280 1990
"Share price information data is provided for information only and is not
intended for trading purposes. BHEL shall not be liable for any errors or
delays in the information provided, or for any actions taken in reliance
thereon."
-S-T-R-E-N-G-T-H- (S): -
1
• Low cost producer of quality equipment due to cheap labour and fully
depreciated plants.
• Flexible manufacturing set up.
• Entry barrier due to high replacement cost of its manufacturing facilities.
• Comprehensive turnkey experience from product design to commissioning.
-W-E-A-K-N-E-S-S-E-S- (W)
• High working capital requirement due to its exposure to cash starved SEBs
(State electricity boards).
• Inability to provide project financing.
-O-P-P-O-R-T-U-N-I-T-I-E-S- (O) :-
• High expected growth in power sector (7000 MW/ p.a. needs to be added).
1
• High growth forecast in India’s index of industrial production would
increase demand for industrial equipment such as motors and compressors.
-T-H-R-E-A-T-S- (T):-
1
******
OVERVIEW OF
HEEP, HARDWAR
1
BHEL was established nearly 40 years ago to become the most important
symbol of Heavy Electrical Equipment industry in India and rank amongst the
first few in world. It is the largest heavy engineering and manufacturing
enterprise of its kind in India with well- recognized track record of performance,
making profits continuously since 1971-72. The Company achieved a turnover
of Rs.105200 Million and Profit before Tax Rs. 16060 Million. BHEL caters
to core sector of Indian economy viz.
• Power Generation
• Transmission,
• Industry,
• Transportation,
• Telecommunication,
• Renewal Energy Defense etc.
1
HEAVY ELECTRICAL EQUIPMENT PLANT,
HARDWAR:
HISTORICAL PROFILE:
1
The construction of heavy electrical equipment Plant commenced in
Oct.”1963”after indo-soviet technical co-operation agreement in Sept.”1959”
The first product to roll out from the plant was an electric motor in January
1967.This was followed by first 100 MW Steam Turbine in Dec.1969, and first
100MW Turbo Generator(TG) in August 1971.The plant’s “break even” was
achieved in March 1974. BHEL went in for technical collaboration with M/s
Siemens, Germany to undertake design and manufacture to large size thermal
sets Upto a unit rating of 1000 MW in the year 1976.First 200 MWTG set was
commissioned at Obra in 1977.The continuum of technological advancement
subsequently saw the commissioning of 500 MW TG Set in 1984 .The technical
cooperation of Gas Turbine manufacture was also signed with M/s Siemens
Germany. First 150 MW ISO rating gas Turbine was exported to Germany in
Feb”1995”.Our 250 MW thermal set up at Dahanu Plant of BSES made a
history by continuous operation for over 150 days and notching up a record
plant load factor greater than 100%.
KEY COMPETITORS:
Power Sector Giant of the World viz. Siemens Germany, ABB, General electric
of USA etc. are the major competitors of HEEP. All these are the MNC’s and
enjoy huge financial and R&D backup.
CORPORATE CITIZEN:
1
HEEP Hardwars Strategic plans and its policy & strategy are commensurate
with BHEL Corporate / strategic Plan . As first PSU to adopt Corporate
Planning as a process . Board meetings for long –range development , BHEL has
always guided other PSU’s in their Corporate planning process .Board meeting ,
monthly Management Committee meetings, Annual Revenue Budget exercise ,
Mid term reviews , Apex TQ council reviews, Personnel Heads Meet, Quality
Heads Meet , Technology Meets , Product committees meetings, Inter-Unit
Quality Circle Meets etc. are the some of crore strengths of BHEL Corporation’s
vast network.
The Power supplier of the country National Thermal Power Corporation, NHPC,
NPC, and other IPPs and various State electricity Boards, are the key external
customers of HEEP Hardwar. HEEP has a long standing-relationship with its
customers. Power Sector-Regions, Power Sector Technical Services and other
sister unit of BHEL are the key Internal customers. Manufactures of Casting and
Forging, ETS, Steels including alloy steels, component of the product non-
ferrous and insulating materials, equipment etc. are its suppliers. Some of the
key suppliers are Collaborators M/s Siemens Germany, sister unit CFFP, SAIL,
near by Ancillaries developed by BHEL etc. To further strengthen the relations,
one to one long term cooperation meetings are being held by BHEL with its 200
major suppliers on regular basis
1
1975 Job Redesign concept launched for FIRST time in India.
1978 Well documented Suggestion Scheme launched.
1982 Launched Productivity Movement & Quality Circle. Concept
1993 Accreditation of ISO 9001 quality System.
1995 Adopted EFQM model of TQM for achieving Business
Excellence.
1997 BHEL one of the 9 PSE’s declared “Navratna” by Govt. of India.
1997 National Productivity Award for HEEP by the President of India.
1998 Certificate of Merit by National Productivity Council for
Outstanding performance for 2nd consecutive year.
1999 Accreditation of R Stamp from National Board of Boiler and
Pressure Vessel Inspector, USA.
1999 AD-Merkblatt HPO Recertification by RWTUV for Gas Turbine
Combustion Chambers
1999 INSAAN Award for Excellence in Suggestion for 9th consecutive
year
1999 Accreditation of ISO 14001-Enviornment management system
2000 CII Site Visit for CII-EXIM Business Excellence Award-2000
2001 Top Management TQM Workshop at Rishikesh and HRDC
2001 INSAAN Award for excellence in Suggestion for 11th
consecutive year
2001 Launching of QTM & RCA at HEEP Hardwar by CMD
2002 Launching of delivery Index, Turnover Index and Manufacturing
Index
2002 Accreditation of ISO 9000-2k
2002 JBE Workshop of Apex TQM Group at Tehri to evolve Business
policy and CSF
1
2003 Commendation for Strong Commitment to Excel in
CII-EXIM Bank Award
2004 Commendation for Significant Achievement in CIIEXIM Bank
Award.
2005 Award given by Institute of Cost and Works Accountants of India
for "Excellent Work in the field of Management Accounting and
Cost Concepts".
BHEL bags EEPC's Top Export Award for the 15th consecutive year.
BUSINESS POLICY:
1
“In-line with Company’s Vision, Mission and values, we dedicate ourselves
to sustained growth with increasing positive Economic Value Addition and
Customer focused business leadership in the Power and Industry Sector.
One of the major strengths of HEEP Hardwar is its free, open and consistent
work culture for making continuous improvement evident from the participation
of employees in Suggestions and Quality Circles. To recognize their efforts
1
various productivity drives and competition are organized through out the year
and Executive director awards the winners in the special Award Distribution
Functions. The journey to excellence is unending .It is a continuous search with
commitment and belongingness. Sky indeed is not the limit for perfection. The
transition has strongly experienced a silent internalization with a blend of
commitment of the existing human resource for creating benchmarks for
excellence. The emergence of role models and clear-cut driving force at the top
provide an anvil to unleash the potential, which remain unexplored in search of
“Attitude to perform”. The surge has started and is getting communicated down
the . BHEL today through TQM is on march towards excellence.
1
* Hydro Sets Maximum hydro runner
Upto 115 MW
* AC / DC Machines 5, 20,000 KW
1
The Power supplier of the country National Thermal Power Corporation, NHPC,
NPC, and other IPPs and various State electricity Boards, are the key external
customers of HEEP Hardwar. HEEP has a long standing-relationship with its
customers. Power Sector-Regions, Power Sector Technical Services and other
sister unit of BHEL are the key Internal customers. Manufactures of Casting and
Forging, ETS, Steels including alloy steels, component of the product non-
ferrous and insulating materials, equipment etc. are its suppliers. Some of the
key suppliers are Collaborators M/s Siemens Germany, sister unit CFFP, SAIL,
near by Ancillaries developed by BHEL etc. To further strengthen the relations,
one to one long term cooperation meetings are being held by BHEL with its 200
major suppliers on regular basis.
1
carrying out further improvement plans and giving a structured thrust to TQM
movement
In July 2001, Unit’s TQ Council reviewed the TQ Action Plans 2001-02 for its
effectiveness and impact on accelerating the pace of improvement and
consequent TQ Score. Executive Director laid the challenge of achieving the TQ
score of 650.With an objective to bring awareness about he CII-EXIM Business
Excellence Model amongst the Sr. Executives, the first ‘Top Management TQM
Workshop’s held at Rishikesh during oct.2001Executive Director who is TQ
Assessor also, himself steered the Workshop with assistance from some
experienced TQ Assessor of HEEP. It followed by second Top Management
TQM Workshop steered again by Ed was held at HRDC on
Oct’29,2001.Subsequantly the third Top Management TQM Workshop was held
in Nov’2001,where-in Sr. Counselor, CII deliberate the detail on Best practices
of TATA STEEL-the winner of ‘CII-EXIM Business Excellence Award
2000’.Simultaneously ,TQ Assessors training program for the select group of
young managers(to be developed as Think Tanks)was organized in Nov’2001.To
give further boost Apex Group was formed. Apex Group developed “Roadmap
to Business Excellence” based on Criteria Linkage of CII-EXIM Business
Model and the initiatives taken at Hardwar was drawn by the group and it was
widely circulated amongst the employees through special issue of Hardwar
Current in April 2002. To be a responsible corporate citizen and to meet
exacting international standards in occupational health, safety and environment,
BHEL continued re-certification of all its units/ divisions for OHAS-18001
Occupational Health and Safety Management System as well as ISO-14001
Environmental Management System. BHEL' journey in Total Quality
Management (TQM) received a boost when all Four major division of BHEL
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viz. Trichy, Hardwar, Bhopal and Hyderabad along with Power Sector Northern
Region received the coveted CII- EXIM commendation certificates. Other
significant achievements included:
- 'IMC Ramakrishna Bajaj National Quality Award 2004' to BHEL's
Ranipet plant making it the first PSE to win this award.
- BHEL's Hyderabad plant was adjudged the 'Best Organization in
promoting Quality Circles' for the second consecutive year by QCFI
chapter convention.
For contribution to the Renewable Energy sector, the SESI2004: PVSEC
Award for Applications', was conferred on BHEL's Electronics Division, by
solar Energy Society of India.
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Role of finance function-
1
Coordination with company auditors, Govt. auditors, cost auditors and
tax auditors.
Decisions relating to purchase and sales.
Investment decisions : capital investment decisions and working capital
management decisions.
Financing decisions: decisions relating to financing-mix or capital
structure or leverage.
Dividend policy decisions.
Sales accounts section will deal mainly with the following items :-
(ii) Scrutiny and vetting of agreements for sales of products and services
and other.
(iv) Maintenance of subsidiary records like sales journals / sales day book,
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(vii) Scrutiny , payments and accounting of bills of carriers and insurers and
collaborators.
commercial department.
2. STORES SECTION -
a) Stores bills.
b) Stores review.
c) Foreign payment.
(i) Payment of suppliers bills including bills for advances -indigenous and
foreign.
(ii) Pricing of stores receipt vouchers including fixed assets vouchers and
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(iii) Maintenace of accounts of advances to suppliers,claims recoverable
sundry creditors.
(v) Payment of bills for ocean freight ,port trust dues ,custom duty,local
issued to subcontractors.
(vii) Keeping account of earnest money and security deposits received from
3. WORKS SECTION -
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(i) Payments of contractors bills including bills for advance.
contractors.
4. COST SECTION -
Cost- section of the company is divided into following two sections viz,
PRODUCT COST & CENTRAL COST and these deals with the following
functions :-
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(iv) Developing variance Management Information report for different parts
cost control and cost reduction and thereby improving bottom line of
the company.
(vii) Preparation of cost sheet of different product and their analysis for
future planning.
5. PAYROLL SECTION -
(ii) All account work related to personal payments and disclose profit and
(iii) Dealing with income tax authority with regard to personal taxation of
employee.
(iv) Dealing with other statutory authority such as P.F. Commissioner, ESI
(v) To ensure correct payment of salary and wages and other benefits to
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(vi) Preparation of monthly wage bills.
(vii) All account work related to personal payments and disclose profit and
(viii) Dealing with income tax authority with regard to personal taxation of
employee.
(ix) Dealing with other statutory authority such as P.F. Commissioner, ESI
1
INTRODUCTION
TO
INVENTORY
MANAGEMENT
INTRODUCTION
1
Inventories constitute the most significant part of current assets of a
large majority of companies in India. To maintain a large size of inventory, a
considerable amount of fund is required to be committed to them. It is,
therefore, absolutely imperative to manage inventories efficiently and
effectively in order to avoid unnecessary investment. A firm neglecting the
management of inventories will be jeopardizing its long-run profitability and
may fail ultimately. It is possible for a company to reduce its levels of
inventories to a considerable degree, e.g.10% to 20%, without any adverse
effect on production and sales, by using inventory planning and control
techniques. The reduction in ‘excessive’ inventories carries a favorable impact
on a company’s profitability.
WHAT IS INVENTORY
1
inventory are not earning a return for the company. Rather, on the hand , they
are costing the firm money both in terms of capital costs being incurred and
loss of opportunity income that is being foregone.
NATURE OF INVENTORIES
1)Raw materials: Raw materials are those basic inputs that are converted into
finished product through the manufacturing process. Raw materials
inventories are those units which have been purchased and stored for future
productions.
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Stocks of raw materials and work-in-process facilitate production, while stock
of finished goods is required for smooth marketing operations.
OBJECTIVE OF INVENTORY:-
The firm should minimize the total cost (ordering cost + carrying cost). The
economic order quantity (EOQ) of inventory will occur at a point where the
total cost is minimum. The following formula can be used to determine EOQ:
EOQ=(2AO/C)^1/2
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Where,
A=Annual requirement.
O=per order cost.
C=per unit carrying cost.
The inventory level at which the firm places order to replenish inventory is
called reorder point. It depends on
(a) the lead time and
(b) the usage rate.
Under perfect certainty about the usage rate, the instantaneous delivery (i.e.
zero lead time, the reorder point will be equal to:
The firm should strike a trade-off between the marginal rate of return and
marginal cost of funds to determine the level of safety stock.
A firm, which carries a number of items in inventory, which differ in value,
can follow a selective control system. A selective control system, such as the
A-B-C analysis, classifies inventories in to three categories according to the
value of item:
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C-Category consists of lowest value items.
More categories of inventories can also be created. Tight control may be
applied for high-value items and relatively loose control for low-value items.
ELEMENTS OF INVENTORY
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There are three basic forms of inventory :
(a) Direct materials: such as raw material in form of ferrous, non –ferrous,
insulating materials , casting-forgings and components.
(b) Indirect materials: These are also known as “general stores”,
“Maintenance and operating supplies” and the like it includes all the non
product items regularly stocked by the company and either consumed in
operation of the plant or office or needed to maintain its building and
equipment.
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MANAGEMENT OF INVENTORIES
1
The most important of all such analysis is the ABC analysis.
The others one.
VED - analysis
SDE - analysis
HML - analysis
FSN - analysis
ABC ANALYSIS
It’s a formal way of classifying inventory so that the important ones will be
given the most attention. Through this analysis the professional inventory
manager will concentrate his efforts on were they will yield the greatest
rewards. The ABC of ABC analysis refers to the classes, A, B and C into
which the inventory is divided.
A is high value items whose rupee volume typically account for 75-80% of
the value of the total inventory while representing only 10-15% of the
inventory items, the B class is lesser value item whose rupee volume accounts
for 15-20% the value of the inventory, while representing 15-20% of the
inventory items. The C class is low Value item whose volume accounts for
10-15% of the inventory value but 75-80% of the inventory items.
The same degree of control is not justified for all the three classes of
items. The class of items requires the greatest attention and the class of items
the least attention. Class C items need no special calculations since of they
represent a low inventory investment. The order quantity might be a one-year
supply a periodic review once year class B items could have CODs developed
into a semi-annual review of the variables. Class of items could have EOQs
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developed a review of the variables each time an order is placed. The major
concern of an ABC classification in to direct attention to there inventory items
their represent the largest amount expenditure. If inventory levels can be
reduced for claim of items it result in a significant reduction in inventory
investment.
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VED ANALYSIS
V - stands for vital - items when out of stick or when not readily available,
completely bring the production a hault.
D - Denotes desirable items - all other items, which are necessary but do not
cause any immediate.
S.D.E ANALYSIS
Effects on production.
For developing countries and especially where certain items are in scarce
supply. This analysis is very useful.
S - Refers to scarce items, especially imported items and those which are
very much in short supply.
D - Are difficult items which are available in market but no easily available.
E - Items are those which are easily available, most local items.
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HML ANALYSIS
H - High cost
M - Medium cost
L - Low cost
FSN ANALYSIS
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Ordering Systems-
The main problem in any ordering system is when to order and how
much to order accordingly. Main methods used for overcoming these
problems are:-
SAFTEY STOCK
1
1. It enables to establish a well-defined ordering policy.
2. It helps on accurate programme planning.
3. It helps in detection of universal consumption on trends by consumption
analysis.
4. It produces derailed machine processed stores ledgers.
5. It picks up important items from a wide inventories require management
attention.
6. It produces ABC analysis for effective control of issue and procurement.
7. It highlights pending orders and pinpoints disparity between the last
purchase rate and the current purchase. Before and inventory can be put
on the computer a large manual efforts is required for assignment of
individual codes after the coding structure is selected from either of the
systems indicated below. In large inventory of over hundred thousands of
items, this effort may take a year pr even longer specially if meaning
codes are to be assigned. Is the coding effort can be very expensive and
therefore effort can be very expensive and, therefore effort should be
made to minimise it by depending the coding structure as simple as
possible. So in this present era of computer, computerisation of material
management has become a necessity.
The safety stock would be to find out the above two variations that could
normally occur over a period of time in terms of additional quantity of stock
to be maintained.
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Determination of ordering cost-
To find out the ordering cost, at first the following cost are determined for a
particular year.
After finding out the total expenditure of all the items, divide that particular
amount by the total number of orders placed in that particular year, which will
give the order cost in Rs.
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Determination of inventory carrying cost.
1
b) To make certain that within reasonable tolerances the value of this asset is
correctly stated in company’s books
To meet objectives BHEL Hardwar Inventory Control Department has
outlined following major objectives:
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FUNCTION OF INVENTORY CONTROL
1
INVENTORY
MANAGEMENT
IN BHEL
1
In BHEL Hardwar determination of product material or direct
work order material (what?) o be carried in Inventory is more or less
automatic result of product design formulation and is given in material
forecast for a work order.Indirect materials consumed in manufacturing
process such as electrodes , brazing alloys, tooling etc. are usually given by
process engineering or at times by design departments.
Balance great bulk of indirect materials is made up of repair parts and
general supplies. Responsibility for specific (what?) items to be carried in
inventory rests with Works Engineering.
With respect to raw materials and purchased parts, responsibility for
determining (when?) and how much to buy is a sign to relevant product
manufacturing i.e. production planning and material planning
groups.However a strict budgetary control and allocation to specific work
order control on high value items is exercised by Inventory control department
organized separately under Material Management,Purchase deparment
attached to manufacturing deparment determines (where?) to buy.
Determination of indirect material (when?) and how much to buy and
(where?) , is done by central group under Material Management by
consolidating requirements of all sections and while looking at consumption
trends over a No.of years.
Again a strict budgetary control and control on high value items for
their allocation is exercised by Inventory control group.
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In HEEP, Heavy Electrical Equipment Plant the Production industry of
BHEL, Hardwar -- There are different departments which deals with
Inventory management
Purchase Department
Shipping Deptt.
Receiving Deptt.
Storing Section
Rejection Shell
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Receiving and storing is done by Central Stores CSX under
Material Management Department.
All the records for raw material are maintained PSL (price store ledger)
section of Finance Department. These records are maintained online.
All the records relating to WIP and Finished Goods are maintained in the
cost section of finance department manually. WIP and Finished Goods are
valued at Factory cost.
Records of Inventory are maintained on a main frame computer centrally
arranged having shared access from all functions for their specific use.
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Inventory Record Keeping And Related Procedures
How well Inventory records are maintained has a major bearing on the
effectiveness of Inventory control program. Mostly information recorded in
B.H.E.L. system is:
♦ Name of the part or material
♦ Short description
♦ Identifying No called Material code
♦ Unit of measurement
♦ Location in store (custody)
♦ Bin no.
♦ Opening, received, issue, closing quantity and value.
• BHEL produces long production cycle items against the firm orders from
customers. Because of this as well as sizeable imported raw materials and
compulsory bulk purchase of items like steel and copper in line with
1
availability from SAIL and MMTC, the company has to carry high level of
inventories.
NEED OF INVENTORY MANAGEMENT
STRATEGIES/MEASURES
1
• Highlighting the gains.
INVENTORY CONTROL
1
There are certain TECHNIQUES adopted by firms ,they are
2. IN STORE it refers to continous stock checking when goods are in
stores .
This system is adopted by large firms to put check to discripencies and errors
made in stores.
IN BHEL ,this function is performed by PRICE STORES LEDGER
and STOCK VERIFICATION
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declared as surplus and disposed off to the
best advantage of the company . when it is finally concluded that all
these items can not be used in the plant action is taken to enquire from sister
division whether these items will be of any use in there plants . The
representatives of stores department and of PSL section sit together to fix up
the reserve price for disposal. These reserve prices are kept confidential
between manager ( stores ) and the executive incharge of PSL .
The accounting treatment accorded whenever the materials are declared
surplus and charged off to P & L account or when materials already
declared as surplus and charged off to P& L account are put to alternative use
and issued for production or when the surplus materials already declared as
surplus are disposed of on sale .
BUT ,PSL ‘s major function include receiving GOODS ,after the order have
been placed as per requirement by the indenter and then distribute those
received goods to different departments for conversion to finished goods .
It is regarded as its major function being basic requirement for production .
THIS is accomplished as follows under two systems;
Manual System:
In almost all the manufacturing divisions, this ledger is
maintained on the computer or a data processing
machine.Where the priced stored ledger is maintained
manually the register will be maintained .The stores Receipts
Vouchers will be priced by the stores account section(Stores
review or stores bill group) with reference to the purchase
order and the bills passed for payments. The priced SRVs are
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posted in the receipts column of the Priced Stores Ledger both
in quantity and value.In respect of other receipts and issue
documents,the valuation will be done by PSL section in
consultation with the other account sections and departments
concerned wherever required.The valuation of issues is
generally done on the basis of monthly weighted average
price.For this purpose the issue price will be arrived at by
adding the opening balance of the month and all the receipts
separately in value and quantity and dividing the value by the
quantity so arrived at,as illustrated below:
If A&B represents the quantities of opening balance and
receipts , X & Y
represents opening balance and receipts during a month in
value and t represents the weighted average issue price’
T=(X+Y)/(A+B)
All issues during the month will be priced on the basis of
t.
At the end of every month the ledger will be closed and the
closing balances will be struck. The Priced Stores Ledger will
be maintained material code-wise and a consolidated summary
of all the materials held in stock class-wise and material code-
wise will be presented ,for obtaining the class-wise summary
and the grand total of all class-wise summaries agreed with the
general ledger.
NOTE 1:
If any other method of pricing the issues like
FIFO,LIFO.average price etc, is proposed to be followed in
any division, specific prior approval of corporate office
should be obtained.
NOTE 2:
The initial space received with equipments are usually
capitalized though these may not be required for
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immediate use and may be kept in the custody of
stores.As the maintenance of Priced Stores Ledger for
such items will ensure proper control and as computer
system may reject items of ‘nill’ value, it may become
necessary to price such spares kept on Priced Stores
Ledger at a nominal value. Insuch cases the value
adopted will be credited to capital by a contra debit to
code 161-‘Production Stores and Spares’.
Computerised System :
1. Processing and Receipt Documents :
All the receipt documents are checked for validation of
material code, unit of measurement and location with
reference to material master on the computer. The
responsibility for correcting error in this respect rests with
Stores department . After this validation , SRV’s are routed
for pricing on computer. In this respect two further error
statements are generated. The first statement refer to those
SRV’s for which price factors have been fed by Stores
Accounts section (Stores review / Stores Bills group) but for
which there is no matching code in the material master. The
second error list refers to those SRV’s for which price factors
have not been received from the Stores Accounts section
(Stores Review /Stores Billing group). The responsibility for
corrective action on these two error lists rests with the Stores
Review/ Stores Bills group of the Stores Accounts section.
The above process of correction helps in completing process
cycle on computer in respect of various files which need data
from SRV’s.
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with reference to the stock available in the stock master
and if there is no stock to accomodate,
They are rejected by the computer. As in the case of
receipts, the responsibility for error location rests with
the Stores department. After correction , the validated
vouchers are further processed in computer. The issue
rate is arrived at base on a system of monthly weighed
averages after taking into account all the receipts during
the month. Thus the issue vouchers are priced on
weighted average only after all receipts have been
accounted for in particular month. With this ,’ Priced
transaction file’ of of computer gets completed in
particular month and from there , different tabulation
pertaining to current PSL, progressive PSL, document-
wise receipts and issues , accounts code -wise receipts
and issues , material- wise receipts and issues etc., are
received from computer for future work in PSL section.
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At the time of Mid- year / annual closing of
accounts, the balances under each of the different stock
heads are reconciled with the progressive PSL and the
class summary register. After reconciliation is made , the
closing balance value in each of the stock heads is
cleared and taken to closing stock accounts in the
Financial Ledger, The journal entry is effected in Cost
Accounts section.
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number- wise tabulations , the following JV will be
proposed in the Cost ledger.
Dr. Cr.
000xxx Department concerned aaa
1
spares'.The concerned departments are debited in the
Cost Ledger.
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5 Reconciliation Work and Corrective Action relating to
Problem Areas in Computer Outputs:
5.1 Reconciliation between Bin Card Balance and PSL
Balance:
As PSL figures are always taken into account for various
projections and decision making processes , it is necessary
that figures are correct and strictly correspond with the
actual physical balances of sores and balances appearing in
the bin card. To ensure this, a continuous periodical
reconciliation between the figures appearing in the PSL and
those in the bin cards should be done in close coordination
with the stores department. The physical verification of the
stock held by the stores with reference to the bin card
balances is done by the stock verification section of the
accounts department as well as by the concerned
departments to ensure that all the discrepancies between the
physical balances and PSL/bin cards are brought to light. It
has also been enjoyed in the stock verification manual that
the reconciliation between the PSL and the bin cards
should precede he stock verification and where stock
verification has to be taken up before the reconciliation of
PSL and bin cards balances is completed, a suitable watch
should be kept in the stock verification section to ensure
that no additional discrepancies are thrown up between bin
cards balances and the physical balance as a result of
reconciliation of PSL balance and the bin card balance/ In
this connection a reference is invited to the provisions of
para 3.2 to 3.4 of the Stock Verification Manual. To
facilitate reconciliation, once in every 3 months / 6
months, for different material codes, a single line coding
balance is obtained from the computer and the PSL figures
are compared with the bin card balances. In the case of
discrepancy, transaction related to particular material code,
where discrepancies have been noticed, are inspected
thoroughly and necessary corrections effected wherever
1
required. In the case of corrections in the bin card balances,
the same will be communicated to the Stock Verification
section, especially in the case where stock verification has
already been done by that section.
1
positive.All such cases are investigated and corrective
action taken every month.
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SUGGESTIONS
BENEFITS OF MODERN TECHNIQUES :
RECOMMENDATIONS
1) The techniques and methods used should be regularly updated.
2) High value and high cost items should be carefully handled and regular
check should be made.
1
4) It should aim at reducing non value added costs involved in production.
5) Investment should be made in those stock items which are fast moving
rather than on those which are non moving.
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Transfer in
1413 1508 2326 2277 4823 3630
transit
Total 32370 39214 58976 67898 67627 65365
Turnover 101335 97432 140697 164060 200864 235096
Average
42267 45414 37915 35792 49095 33752
inventory
Inventory to
1.93 1.78 2.38 2.72 2.99 3.26
turnover
Days of
inventory 139 192 248 215 166 135
holding
1
Graphical Representation of Days of Inventory Holding
350
300
250
NO. OF DAYS
248
200 215 2002-03
192
150 166 2003-04
139 135
100 2004-05
50 2005-06
0 2006-07
2002- 2003- 2004- 2005- 2006- 2007- 2007-08
03 04 05 06 07 08
YEARS
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INTERPRETRATION
If we see from the above table that the days of inventory holding in
the year 2005-06 has come down to 215 days from 248days in the
previous year. Inspite of increase in turnover i.e. 164060 in 2005-06
from 140697 in the year 2004-05the days of inventory holding
decreases. This indicates that the company is using effective strategy
to bring down its inventory level. This makes very less investment
in inventory.
It is in the interest of every organization to minimize its inventory
level.
TAKING
LEVEL
TAKE
ANALYSING REASON OF VARIATION
VARIATION/DEVIATION /
CORRECTIVE
ACTIONS DEVIATION
1
NEED OF INVENTORY MANAGEMENT
1
Graph of inventory in BHEL
70000
60000
50000
40000
30000 Inventory in BHEL
20000
10000
0
2002- 2003- 2004- 2005- 2006- 2007-
03 04 05 06 07 08
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Interpretation
By the graphical representation, we can easily
understand that the level of inventory is coming down but in 2005-
06 it increases due to large amount of raw material .It comes down
because company takes some effective measures to control the level
of inventory. Those steps are following steps to control its
inventory: -
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STRATEGIES/MEASURES
1
Suggestion: -
After analyzing the steps taken by the company there are some
suggestions to manage the Inventory
1
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BIBLIOGRAPHY
.
1
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References
www.google.com
www.bhel.co.in
www.bhelhwr.co.in
www.wickeypedia.com
www.answer.com