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CHAPTER 1 INTRODUCTION
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1.4. METHODOLOGY:
Methodology simply means the methods adopted for gathering information. Here two ways are used- primary data collection and secondary data collection. Primary Data Collection: Primary Data Collection means gathering data directly through interview and discussions with the employees and managers of the company. Secondary Data Collection: Secondary Data Collection is the way of gathering information indirectly that is from text books, journals, websites etc.
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2.2. HISTORY
Although electricity had been known to be produced as a result of the chemical reactions that take place in an electrolytic cell since Alessandro Volta developed the voltaic pile in 1800, its production by this means was, and still is, expensive. In 1831, Michael Faraday devised a machine that generated electricity from rotary motion, but it took almost 50 years for the technology to reach a commercially viable stage. In 1878, in the US, Thomas Edison developed and sold a commercially viable replacement for gas lighting and heating using locally generated and distributed direct current electricity. The world's first public electricity supply was provided in late 1881, when the streets of the Surrey town of Godalming in the UK were lit with electric light. This system was powered from a water wheel on the River Wey, which drove a Siemens alternator that supplied a number of arc lamps within the town. This supply scheme also provided electricity to a number of shops and premises.
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Coinciding with this, in early 1882, Edison opened the worlds first steam-powered electricity generating station at Holborn Viaduct in London, where he had entered into an agreement with the City Corporation for a period of three months to provide street lighting. In time he had supplied a number of local consumers with electric light. The method of supply was direct current (DC). It was later on in the year in September 1882 that Edison opened the Pearl Street Power Station in New York City and again it was a DC supply. It was for this reason that the generation was close to or on the consumer's premises as Edison had no means of voltage conversion. The voltage chosen for any electrical system is a compromise. Increasing the voltage reduces the current and therefore reduces resistive losses in the cable. Unfortunately it increases the danger from direct contact and also increases the required insulation thickness. Furthermore some load types were difficult or impossible to make for higher voltages. Nikola Tesla, who had worked for Edison for a short time and appreciated the electrical theory in a way that Edison did not, devised an alternative system using alternating current. Tesla realized that while doubling the voltage would halve the current and reduce losses by three-quarters, only an alternating current system allowed the transformation between voltage levels in different parts of the system. This allowed efficient high voltages for distribution where their risks could easily be mitigated by good design while still allowing fairly safe voltages to be supplied to the loads. He went on to develop the overall theory of his system, devising theoretical and practical alternatives for all of the direct current appliances then in use, and patented his novel ideas in 1887, in thirty separate patents. In 1888, Tesla's work came to the attention of George Westinghouse, who owned a patent for a type of transformer that could deal with high power and was easy to make. Westinghouse had been operating an alternating current lighting plant in Great Barrington, Massachusetts since 1886. While Westinghouse's system could use Edison's lights and had heaters, it did not have a motor. With Tesla and his patents, Westinghouse built a power system for a gold mine in Telluride, Colorado in 1891, with a water driven 100 horsepower (75 kW) generator powering a 100 horsepower (75 kW) motor over a 2.5-mile (4 km) power line. Almarian
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Decker finally invented the whole system of three-phase power generating in Redlands, California in 1893. Then, in a deal with General Electric, which Edison had been forced to sell, Westinghouse's company went on to construct the Adams Power Plant at the Niagara Falls, with three 5,000 horsepower (3.7 MW) Tesla generators supplying electricity to an aluminium smelter at Niagara and the town of Buffalo 22 miles (35 km) away. The Niagara power station commenced operation on April 20, 1895. Tesla's alternating current system remains the primary means of delivering electrical energy to consumers throughout the world. While high-voltage direct current (HVDC) is increasingly being used to transmit large quantities of electricity over long distances or to connect adjacent asynchronous power systems, the bulk of electricity generation, transmission, distribution and retailing take place using alternating current.
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2.4.PROSPECTS INDUSTRY
OF
THE
INDIAN
ELECTRIC/ELECTRONIC
Like every other industrial sector in India, the Indian Electrical/Electronics Industry too is slowly emerging from out of its "protective cover". For far too long has Indian Industry remained shackled and consequently inward looking. Over the past fifty years there was no exposure to global players and competition, with the result that the Industry grew up in a sheltered environment, dependent on the Government for everything, from licenses to protection to tariffs. Each one of these interventions was aimed at securing protection for oneself and ensuring growth of ones own organization at the cost of industry and the nation at large. Lack of global competition encouraged a cost plus approach, where every conceivable cost increase was passed on to the customer. There was thus no motivation to reduce costs. With de-licensing, decontrol and deregulation, Indian Industry has suddenly been exposed to global competition. Since last decade, India has witnessed what global players have achieved and what they are capable of achieving. We are becoming aware of competition on our turf. In this scenario, every company complains of increased competition, lower order books and shrinking margins. The Indian Electrical/Electronics Industry is of course further besieged by the fact that there is a dearth of business on account of lack of investment in the power infrastructure. Many organizations in this industry are looking overseas to develop the export markets owing to reduced demand at home. At the outset, it must be stated that the reduced domestic demand is at best a temporary phenomenon. The power sector in India is bound to grow and this will undoubtedly boost demand from the Utilities, quite apart from the industrial demand which will continue to grow with increased industrial output. The poor financial health of the SEBs is however a damper that cannot be wished away in the short term. This will continue to plague corporate in the Electrical Industry, until the SEB restructuring and unbundling brings a turnaround in the medium term.
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Research & development played an important role to the increased productivity and higher- value added electrical and electronics products.
Foreign investments accelerated growth in production and export as well. To expand their business, foreign companies have done huge investments which lead developing countries in establishing production units.
Global industry like Medical, Telecommunications, Industrial & Automotive industries have been cordially supported by electrical and electronics industry.
Increase in income changed living standards of the common mass. As a result, it increased the demand of electronics especially consumer electronics products globally.
Electronics and Electrical industry is highly fragmented which comprises of many small and medium size enterprises resulting into a huge industry.
Asia Pacific region is emerging as the most spinning place for the consumer electronics industry, as the markets remain still unbroached.
Innovation has played importantly in this industry. It led to a consistent demand for newer and faster products and applications.
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3.2. VISION:
To be a globally recognized enterprise committed to enhancing stakeholder value by providing World Class Engineering and Power System Solutions
3.3. MISSION:
Applying state of the art technology processes and innovative solutions.
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Building long term relationship with stakeholder in an environment of fair business ethics and values. Creating value through sustainable and profitable growth. Leveraging productivity through highly motivated and empowered team.
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This ISO 9001 certified unit was initially started in the year 1964 imbibing technical know how from EVR of France for the purpose of manufacturing Statodyne brushless alternators used for lighting and air conditioning of Railway coaches. There are two divisions in this unit, namely Statodyne Alternator Division and Foundry Division. Statodyne Alternator division has an installed capacity of 3000 numbers of alternators per annum. There are more than 40,000 alternators in service with the Indian Railways alone. Foundry division has a capacity of 1200MT per annum and manufactures Spherodical Graphite Iron & Gray Iron Castings. This unit has fully mechanized moulding lines with sophisticated testing equipment to ensure quality castings. The unit also has 2*3t capacity Induction Furnaces. Indian Railways, BHEL, Crompton Greaves Ltd., BEML are some of the top customers of this unit.
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Transformers of rating upto 3000kVA, 33 kV class. Manufacturing custom- built transformers, for specific requirements, is yet another speciality of KEL.
3.6. UNIT UNDER REFERENCE: KEL, TRAIN LIGHTING ALTERNATOR DIVISION @ KUNDARA
Trains of Indian Railway Induction type brushless alternator for automobiles and for charging
High Frequency alternator 400 Hz up to 100 kVA Ground Power units for starting Avro and Dornier aircrafts and for
powering Boeing aircrafts. DC, AC power frequency and high frequency power pack for missile firing
3.6.2. VISION:
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To achieve customer satisfaction by providing the right product and service at the right time, as per customer requirements.
3.6.3. MISSION:
Ensuring team work at all levels. Establishing and maintaining vendor system and rating. Establishing and maintaining a quality system for meeting customer requirements. Continuous improvement through constant up gradation of technology process and skilled man power
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CHAPTER 4
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ORGANISATIONAL CHART
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CHAPTER 5 DEPARTMENTS
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1. Materials Management 2. Planning 3. Design and Development 4. Production 5. Quality Assurance Department 6. Marketing Department 7. Finance Department 8. Human Resource Department
5.1.2. POLICY:
To establish and maintain the process for procurement of right materials and services from approved suppliers as per our requirement.
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5.1.3. OBJECTIVE
To achieve 100% delivery To develop alternative sources at the maximum extend possible.
5.1.4. FUNCTIONS
Procurement of required quality and quantity of materials at the best price for production as per design Maintain continuity of supply to ensure production schedule at minimum investment. Avoidance of duplication of materials leading to wastage of materials equipment. Creation of goodwill for the company through dealing with suppliers
GM
5.1.5.DEPARTMENTAL CHART
HOD
Assist. Manager(MMD )
Assist. Manager(Stores)
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Staffs
Staffs
Staffs
Fig.5.1
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6. Approval for necessary P.O. 7. Amendments and issue of P.O. 8. Outsourcing 9. Interaction with supplier on receipt of GRN 10. Disposition of non conforming products. 11. Bill passing, issue of debt credit notes, C forms.
b) Methods of Purchasing:
Purchase by Requirements: Goods are used so frequently that they are not kept in stock in huge quantity. Such stock is purchased on monthly basis. Contract Purchasing: The contract for the future delivery that means buying a sufficient supply is even needs over a period of time. This type of supply is subject to review and cancellation with an appropriate period of notice.
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1. Issue of supplier registration forms to new suppliers 2. Receipt of filled registration form evaluation, trial order and approval. 3. Rating of suppliers 4. Intimating the supplier regarding performance and giving guidance for quality improvement. 5. Updating of approved supplier list
C) Purchase Procedure is shown below: Requisition from Store Enquiry Comparative Statement Purchase Order
Processing is done manually and hence time consuming. This is the main inadequacy found in this department.
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Objective:
To establish and maintain quality procedure for purchase of goods and services to ensure that all materials and services obtained from outside sources fully meet our requirements and those of our customers.
Scope:
MMD function covers all materials and services used in production, installation, up gradation and development of technology and servicing of plant and machinery.
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5.2.
PLANNING DEPARTMENT
5.2.2. POLICY:
To establish and maintain the process for procurement of right material and services at right time from approved suppliers as per our requirement.
1) To achieve 100% on time delivery by suppliers. 2) To develop alternative sources to the maximum extent possible.
3)
To minimize the difference b/w d times that planned and achieved production.
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DEPARTMENTAL CHART:
GM
HOD
Manager
AM1
APO
JO
AM2
Fig.5.2.
5.2.5. FUNCTIONS
1. Get information from marketing department about the orders received. 2. Analysis of orders & decide about when to start and how 2 start.
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3. Information is then passed to production department 4. Check whether materials are available in the store, if not then the information is passed on to materials department to purchase the materials.
Quarterly plan
Monthly production
Short fall if any Request for delivery periods ending to marketing department
1. Quality of the packaging case is assured as per carving.. 2. Check whether inspected seal is marked / punched before packaging the finished. 3. Compare and confirm the finished goods with delivery Chelan. 4. Use hoist while loading heavy items
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A) POLICY
Delivery of products in the right time.
Start B) OBJECTIVES
Eliminate wrong dispatches and reduce transit damages to 50 % within one year.
C) FUNCTIONS
1. Checking of finished goods and storage.
Packaging and preservation Packaging of finished goods as per delivery 2.Checking chelan instructions
3.Packaging of finished goods 4.Intimation for preparation of delivery Chelan 7 excise gate passes 5.Delivery of finished goods as per delivery Chelan as per delivery Delivery of finished goods 6.Collection of acknowledge delivery Chelan from consignee
chelan
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End
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5.3.2. POLICY:
Right Product at Right Time Resulting in Customer Satisfaction through Team work.
5.3.3. OBJECTIVES:
Right Product, Right Time and Customer Satisfaction. -Reducing the Rework or Rejection or In House Failure. Reducing Rework or Failures by 25% at each stage of production. Team Work. -Improving employee involvement and team work through generation of two suggestions and implementing a minimum of two improvement projects per year.
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GM
DGM
Manager(W& A)
F(REG)
F(M/c shop)
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Fig.5.5.
5.3.6. PRODUCT:
The main product of the company is Brushless Alternators.
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testing works.IN between OMS and NMS, there is a VPI area. The VPI stands for Vacuum Pressure Impregnation. Different Workshop involved in Production: Foundry Unit Fabrication Shop Old Machine Shop Winding and Assembly Regulator Section
1)Foundry: Foundry or Casting is the process of producing metal/ alloy compounds parts of desired shape by powering the molten metal/ alloy to cool & solidify. The solidified piece of metal alloy is known as coating. 2)Fabrication Shop: Activities here are plating, cutting, press work, rolling etc. 3)Machine Shop: The main works here are boring, drilling, grooving, turning, milling, grinding and balancing. 4) Winding and Assembling: The main activities here are phse coil field, cool winding, brazing preparation, paper cutting, varnishing and assembling of alternator components and finishing. 5) Regulator section: This is an independent division where electronic regulator for the alternator is prepared which is used for rectify and regulate the alternator current. The main parts of the product are Rotor(Rotating Part), Shafter(Stable Part), and End Shield.
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Production of alternators comprises of two main stages: a) Component manufacturing b) Assembly, Testing and Finishing a) Component manufacturing: 70 % of the components used in alternators are made in the house itself. These can be classified into the following groups. Pressing and rolling parts Turning parts Tapped and drilled parts Welded parts
And the supplementary activities are as given below: Painting Tool room Electrical and Mechanical maintenance The Deputy General Manager is the head of the component manufacturing unit. The main activities of these sections are: 1. Press shop: infrastructure available in this section includes hydraulic pressure mechanical presses, rolling machines, shearing machines and press break. But many of the presses and shearing machines are old and need progressive replacement.
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Shop: The main works that takes place in this section are boring, drilling,
facing, centering, turning, balancing. Two machine shops are there, they are Old Machine Shop and New Machine Shop. Central lathes, Capstain Lathes, Radial Drilling Machines, Grinding Machines are being used here. 3. Fabrication Shop: The stator frames, the regulator boxes and terminal boxes are being fabricated here. Welding machines are used in this section. Grinding work is also done here. 4. Painting: The regulator boxes and terminal boxes are zinc plated after the pretreatment. The stator and pulleys are painted with enamels after surface treatment. The process is manual and conventional. For better consistency semi/fully automated painting system could be established.
5.
Tool room: The tool room functions solely on the skill of the die makers. The tools are made by using conventional methods of hand- marking and filling. Modernisation has been kept abeyance due to scarcity of finance. Making of new tools for , replacing older ones takes long time due to the conventional technique of tool making. Accuracy also varies from person to person. Hence modernization of tool room should be speeded up.
Rotor- New Machine Shop Stacking(Lamination Works) Balancing. Assembling. Shafter-New Machine Shop
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Stacking. Winding. VPI Assembling End Shield-Foundry NMS Assembling. In Assembling stage all the parts are getting joined. Then the following steps takes place.
Assembling
Testing
Painting
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maintenance:
In preventive maintenance the staff ensure that the machine is being operated at the optimum possible condition. The various precautions that are taken by the staff are; a) Checking the amount of lubrication oil. b) Checking the various motors. c) Wear& tear check in gears and other moving parts of machines working of various switches. d) Maintenance of the various drive belts. 2. Breaking down maintenance: When the machine has some serious defaults them break down maintenance is done. This is done at the fastest possible place which affecting the smooth functioning of the operation of the company ensured by assigning a competent worker in dealing with the fault machine. 3. Predictive maintenance: In this type maintenance is done by filling gauge like devices which give an idea of the working of the machine. The maintenance may be either automatic as it is in the case of the pressure relief. Valve in air compressor or would have to be done manually like changing the lubrication oil within the time specified by the manufacturer of the machine. In the case of induction furnace a sharp rise in the temperature of the cooling water may indicate a broken or clogged cooling tube. This defect has to immediately sorted out to prevent the complete breakdown of the furnace.
5.4.
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5.4.2. POLICY:
Quality Policy of the Department is ensuring the quality of materials or components to the concerned areas for further processing.
5.4.3. OBJECTIVES:
To assess the quality of the raw materials, semi finished goods and finished products at various stage of the production process. To see whether the product confirms to pre- determined standards and specifications and whether it satisfies the need of the customers. To suggest the suitable improvements in the quality of the job produced, without much increase or no increase in the cost of the production. To develop quality consciousness in various sections of manufacturing units. To reduce3 wastage of raw materials, men, machine during the process of production. Materials offered along with the GRNs will be inspected within ten days from the date of receipt of GRN. Reducing the defective materials returning from production to 50% within one year.
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GM
Assist.Manag er(QAD)
Assist.Manag er(TEST)
Assist.Engine er(Store)
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Quality System procedure includes the six documented procedure required by 9001: 2000s i. ii. iii. iv. v. vi. Control of Documents Control of Records Internal Audit Control of non- conforming products. Correction action Prevention action
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Inspection of material and Record Data Indicate Status Record non- conformity(QAD) Return GRN to the Store 2. In process Inspection Offering material from production Inspection of material Indicating inspection and test status Maintain record of nonconformity Analysis of defective material referred from production.
3. Final Testing When materials arrive from suppliers it should have a test certificate certifying the quality of the product. In case of well known suppliers like SAIL the certificate is accepted and no further quality testing is done. In other vendors the testing is compulsory. The test conduct in the QAD has to meet certain criteria according to ISO 9001: 2000 regulations. When the materials fail to meet the criteria the whole is getting rejected.
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sOrganisational Structure, Responsibility, Authorities and Scope. Reference to procedures and process maps. Sequence and interaction of the process.
The Quality Manual received and approved by GM for corrections and suitability to meet the organizational requirements.
C) Elements of TQM:
The system elements of TQM are Customer Focus Management Commitment Total Participation
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Systematic Analysis.
5.5.2. POLICY:
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To establish and maintain a documented procedure for designing the right product in right time.This is achieved through continual improvement through constant technology upgradation and team work at all lev3els so that customer satisfaction can be achieved.
Developing designs to cope- up with the specification issued by the Railways from time to time.
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General Manager
Draught s men
Draught s Operator
Compute r Operator
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Fig.5.7.
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Feasibility Study
Customer Feedback
Verification
Planning
Productio n
QA
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5.6.2. POLICY:
To provide customer satisfaction and confidence to the customers that quality is being maintained and will be continuously sustained in the delivered products by providing the right product at the right time.
5.6.3. OBJECTIVES:
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1) To meet customer need both stated and implied in order to maximize the order realization by 10% within one year. 2) To reduce sundry debtors by maximizing the collection. 3) Increasing the sales by minimum 10% by supplying the items in time.
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GM
Manager(Marketin g)
Manager(Sales)
AM- 1
AM- 2
AM- 3
Fig.5.9.
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Fig.5.10
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5.6.6. FUNCTIONS
Receiving the tenders Execution Arrange inspection Dispatch to respect consignees Invoices are prepared Sent to payment authority Collection of payments
5.6.7. COMPETITORS
H.M.T.D., Chennai Stone India, Kolkata Press tech India Steasalite Ltd Unilec Crompton Greaves Ltd., Chennai
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Indian Railway Defence Application Air Force BHEL Bharat Earth Movers Ltd.
5.6.10. PACKING
Packing is done according to the customer requirements. The packing materials mainly used are: Carton Wooden Gunny Bags Alternators in gunny bags specially made for it.
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1. Prevention Action Periodic visit to customers Intimation of design changes Training to customer
2.
Servicing
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Maintaining calibration.
Documents maintained in After Sales Department: Failure Analysis Report and rectification details Customer feedback Quarterly report to Management Review Committee
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preparing of budgets, ensuring discipline in the case of financial resources preparation analysis the books of account.
GM
Assistant Manager
AAO
AAO
AAO
JO
Staff
Fig.5.11.
5.7.3. THE MAIN BOOKS OF A/C MAINTAINED IN KEL ARE
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Planning and conducting performance and financial reviews of major programmes and entities to evaluate the reliability, effectiveness, and efficiency of the organization documentation. Following up on recommendation to ensure implementation
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C) Working Capital
The working capital (Current Asset, loans and advances less grade dues and current liabilities excluding provision for Gratuity) of the company at the close of the three years ended March 31st, 2009 amounted to Rs.250.92 lakhs, Rs.2623.21 lakhs, and 2316.12 lakhs respectively and represented about 5.93 months, 3.98 months and 5.05 months values of production at the cost during these years.
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Mission
Goals Strateg y
Marketin g Policy
Producti on Policy
Personne l Policy
Financial Policy
Marketin g Budget
Productio n Budget
Personne l Budget
Financial Plan
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Fig.5.12.
5.8. HUMAN RESOURCE DEPARTMENT
5.8.2. POLICY:
To achieve competency of our skilled manpower through constant training, education and experience in order to gain product quality.
5.8.3. OBJECTIVES:
To reduce and train our skilled man power on a half yearly basis, at a rate of eight hours training per employee to upgrade the skill level and reduce the rate of absenteeism to 5% from 7% which will be measured on a monthly basis.
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GM
Manager(P&A )
Junior Officer
Fig.5.13.
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5.8.5. FUNCTIONS:
Man Power Planning Selection Placement Training and Development Performance Appraisal Transfer and Promotion Employee Welfare Administration Disciplinary Action Wage and Salary Leave Administration
5.8.6. RECRUITMENT:
Internal In certain cases company conducts an internal notification for the higher post. The qualifications, experience, additional qualifications etc. required must be clearly specified in the notification. The internal recruitment is through promotion, only after considering the merits and performance of the employees. External In certain type, recruitment is done through KPSC. On the vecancies intimated very the management PSC advertises through the media inviting appropriate candidates. Then test conduct and the clerical and officer post appointments are done through this type.
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Direct On the basis of rules and regulations prevailing in this company, the management can recruit the technical hands such as unskilled workers, semi skilled workers and as supervisors. They are appointed as apprentice trainee. They are recruited employment exchanges. Sometimes securities are also appointed as direct recruitment.
Management gives training for a period of one year for the fresh employees. After the successful completion of training he is recruited on probation and after this he is appointed in regular service. This is compulsory in the Company.
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Wages: Wages depends on the long term agreement exist for duration of four years. Wages are fixed after bilateral discussion with trade unions and management. These wages are enacted only after the approval from the government. No profit sharing is there in the Company. Bt the employees get indirect benefits out of realized profit. Salary: Basic Pay+ DA+ HRA+ Allowance DA is based on the cost of living index at Kollam District. Department of Economics and statistics fix the index. Govt. fixes the index for officers. Allowance include washing allowance, risk allowance, heat treatment allowance, night shift allowance etc.
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2) Non Statutory Welfare Activities Canteen Club Rest Rooms Ventilation facility for rooms Drinking Water Washing Facility
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Illegal Absence The major disciplinary action they adopts are, Warning Memos Wage and Salary cut
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Training to GM Training to senior level managers, middle level managers and supervisors
Fig.5.14.
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6.1. STRENGTH
Good brand image- KEL product has a good brand image in the market which is helpful to maintain the customer base.
Good customer relation- The Company maintains a good customer relation especially with Indian Railway which is the major customer of the product.
KEL got ISO 9001: 2000 certifications for the better quality base of the product. The company offers after sales service at various metro cities which is helpful to increase the market range.
KEL is having a highly developed quality control division. Intensive training programme for employees and employers.
The major strength of KEL is that it is fully equipped to manufacture brushless alternators right from basic raw materials without depending on external sources.
6.2. WEAKNESS
No ERP systems are adopted. Lack of Computerization and information technology application cause delay in functioning of the company.
Being a public sector company a lot of political interference is found which affect the functioning of the company. The rate of absenteeism is very high and that negatively affect the productivity of the company.
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6.3. OPPORTUNITIES
Scope for seeking a globalised market through export. Can develop more E-business application Can develop more potential markets Highly Developed Technology can be used for more quality based products. Can tie up with other companies like BHEL.
6.4. THREATS
Increasing price of raw materials- The price hike of raw materials negatively affect the production of the company.
As the company is run by the government, the financial support is very low.
The company mainly depends only on one major customer, that is the Indian Railway. Major threat faced by the company is high Competition in the market.
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7.1. FINDINGS:
The major findings of the study are: The major players of the market in alternator segment are Stestalite, Stone India.
The main factors which affect the sales of alternator are performance, technological upgradation, less maintenance and after sales & services.
Most of the purchase decisions are made on the basis of evaluation made by the prospective customers regarding the pros and cones of each brand.
Service network plays an important role in developing the image and reputation about a particular company and its products. The prospective customer of the alternator is Indian Railway. Hence KEL has to keep the price to competitive level. This is an area where KEL is facing difficulty. KEL succeeded in positioning its product as durable and reliable one.
7.2. SUGGESTIONS:
Some suggestions to give are: The Company should adopt more Management Information System.
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Collaboration or tie up with other financially sound companies can give more bases.
Product Diversification will give the company more stands to withstand. Salary, Wages and other welfare should according to the performance
CONCLUSION
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CONCLUSION
KEL is a public sector company started in 1964 and the company has the customer base of Indian Railway. The main product of the company is brushless alternator. The company has four units and the head office is in Kochi. The Kasargode unit of the company has recently taken over by BHEL. The company is not profitable because of the increasing price of raw materials and competitors. The product quality is very high and the company has the ISO 9001: 2000 certification by TUV norda.
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T.N. CHABRA (Human Resource Management 2nd edition, 2004, Himalaya Publishing House, New Delhi). KOTLER PHILIP;KELLER KEVIN(Marketing Management, Pearson Education) ARUN KUMAR AND MEENAKSHI, (2006), - marketing management, second edition, Vikas Publishing House Pvt Ltd Newdelhi.
KOTHARI.C.R- Research Methodology methods & techniques ASWATHAPPA K- Human Resource & Personnel Management
PANDEY I.M -Financial Management Vikas Publishing House Pvt Ltd, 2000.
Manuals:
Annual Report 2009- 2010.
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Report.
Departmental Report.
Websites:
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