CHAPTER 1

INTRODUCTION

1.1 INTRODUCTION
This report is based on an Organisational Study conducted at Kerala Agro
Machinery Corporation Limited (KAMCO), Athani. (KAMCO) was established in the year
1973 as a wholly owned subsidiary of Kerala Agro Industries Corporation Limited (KAIC),
Trivandrum for manufacture of agricultural machinery, specifically Power Tillers and Diesel
Engines. KAMCO had technical collaboration with KUBOTA, Osaka, Japan. Subsequently
KAMCO became a separate Government of Kerala undertaking in 1986. KAMCO has four
production plants that are situated in Mala, Palakkad, Kalamassery and Athani.
Agriculture is the backbone of our country. Agriculture is no longer what is used to be.
Intensive, mechanized operations are fast changing the tempo of agriculture. Agriculture is the
base of Indian economy. A large number of populations depend upon the agriculture sector for
their lively hood. India needs a very big quantity of food grains to feed her population. So it is
high time that we need improved and modern agriculture equipments and their implementation to
increase the productivity in agriculture sector. The western countries are now able to produce
excess food grains using improved techniques. Now the time has come or had exceeded to step
in to the mechanized agriculture
Agriculture is considered to be the major activity of most of the people in India.
Moreover, 200 million farmers and farm workers have been the backbone of Indians agriculture.
In the beginning, the farmers adopted ancient methods for their farming practices. The whole
process that is from sowing the seed till harvesting, were all done by the farmers themselves. It
was really a time consuming one, which required lot of labour. The cost of production was high
and the benefits are not promising.
After independence, Indian agriculture has made rapid strides in production of food
grains, thus contributed significantly in achieving self-sufficiency in food and thereby avoiding
food shortages in our country. Rapid growth of agriculture is essential not only to achieve selfreliance at national level but also for household food security. Kerala Agro Machinery

Corporation Ltd (KAMCO) has become the light of the fast changing agriculture operations in
our country.

1.2 Objectives of the study

To study the overall functions of KAMCO and to understand the duties and

responsibilities performed by employees at different levels in the organisation.

To understand the History, growth profile, present structure and future plan of the

company
To understand the hierarchical structure followed in the organization
To conduct swot analysis of the company
To find out world ,national and state scenario of Kamco
To determine the function, procedure, policies and programs of various departments in
organization

1.3 Methodology
The data were collected from both primary and secondary sources. The primary data were
collected by way of unstructured interviews with the department heads and informal
discussions with the employees of the organization. The secondary data were collected from
company records, Journals, Annual Reports, Organizational manual, company website,
Internet, and Library.

1.4 Chapter Scheme

Chapter 1
The first chapter is the introductory chapter and includes a brief description of organization, the
objectives of the study, methodology and chapter scheme and Limitations.
Chapter 2
The second chapter is about the theoretical background of the study.
Chapter 3
The third chapter is about the industrial profile. This chapter includes the world, Indian and state
scenario of the industry with the growth prospectus and major players of the field of each
scenario.
Chapter 4
The fourth chapter is about the company profile and this includes the company details at a glance
with history of the company stating the objectives, vision, mission, competitors, future plans,
financial performance of the company for the last 2 years, milestones of Kamco, area of
operation, product details and organization structure .
Chapter 5
The fifth chapter describes departmental details and this chapter includes each departments
structure, objectives, functions, procedure, duties and responsibilities .
Chapter 6

The chapter refers to swot analysis i.e., strength, weakness, threats and opportunities of the
organization.
Chapter 7
The sixth chapter includes observations and conclusion of the organizational study conducted Kamco
Ltd. At Athani

CHAPTER 2
INDUSTRY PROFILE

2.1 Introduction To Industry Profile

Agriculture is way of life, a tradition that has been shaped the thought, the outlook, the
culture and economic life of the people of India, for centuries. Agriculture is considered to be the
major activity of most of the people. The performance of agriculture sector influences the Indian
economy. Agriculture (including allied activities) accounted for 17.1% of the Gross Domestic
Product(GDP at constant prices) in 2008-09 as compared to 21.7% in2003-04. Now withstanding
the fact that the share of this sector in GDP has declining over the years, its role remains critical
as it accounts for about 52% of the employment in the country. The prosperity of rural economy
is closely linked with agriculture and allied activities agriculture sector contributed 12.2% of
national export in 2007-08.
The country witnessed unprecedented growth in agriculture, which has helped India to
graduate from hunger to self sufficiency in food grains by increasing the food grain production
from 51 million tones to 208 million tones, with surplus for export. The technology backup by
agricultural scientists in the form of Green Revolution combined with industrial growth,
positive policy support, and liberal public funding for agricultural research and fishing
production. Application of engineering in agriculture was equally appreciated by the farmers and
today they feel proud to have improved machinery from Banhars to motivators.

The growth in adoption of agricultural machinery in the country has been possible due to
their local manufactures, villages artisans, tiny units, small scale industries organized medium
and large scale sector under take the manufacture of agricultural machinery in India. Traditional
hand tools and bullock drawn implements are largely fabricated by village craftsman and power
operated machinery by small scale industries.

2.2 Global Scenario

World demand for agricultural machinery and equipment is forecast to increase 3.7%
annually through 2012 to $111 billion. Gains will paced by the accelerating mechanization of the
agriculture sectors in currently large agricultural equipment markets such as China and India
whose farm sectors are nevertheless still significantly unmechanised and inefficient in
comparison to those found in more developed markets. Moreover, rapidly rising global staple
food crop prices and shortages in 2007 and early 2008 indicate a growing necessity to increase
farm productivity and efficiency in developing countries .To some extent, gains could be
hindered if energy prices remain at their current high levels through the forecast period and
negativity impact global economic growth. China and India holds best growth prospects in
developing areas.
Strongest growth in agricultural equipment demand will be registered in developing
countries, with China and India holding by far the best prospects. Other large developing nations
with sizable agricultural sectors, such as Brazil and Russia, will also post healthy gains as a
result of increasing mechanization of their agricultural sectors. Besides benefiting from rising
income, farmers in these regions will continue to strive to increase productivity through further
automation and replacement of older equipment. Increasingly, draft animals such as horses and
oxen used during various stages of the farming process will be agricultural equipment. In
addition, rising wages in many of these countries as well as large scale migration to urban areas
will necessitate the replacement of human capital with fixed capital such as farm machinery.

The US will experience gains that will lag the world average due to decelerating growth
in economic and agricultural sector output in the country though 2012. Western Europe will post
particularly anemic growth through 2012. Farmers in both the US and Western Europe will
adversely impacted by continuing trends in favour of free trade and against protagonist measures
such as subsidies for domestic farmers and tariffs on agricultural imports.

2.3 Indian Scenario

Farm mechanization helps in effective utilization of inputs to increase productivity of
land and labour. Besides, it helps in reducing the drudgery in farm operations. The early
agricultural mechanization in India was greatly influenced by technological development in
England. Irrigation pumps, tillage equipments, chaff cutters, tractors and threshers were
gradually introduced for farm mechanization. The high yielding varieties with assured irrigation
and higher rate of application of fertilizers gave higher returns that enabled farmers to adopt
mechanization inputs, especially after green revolution in 1960s.The development of power
thresher in 1960s, with integrated Bhusa making attachment and aspiration blower and
mechanical sieves for grain and strew separation, was the major achievement of Indian
engineers.
These threshers were widely adopted by farmers. Gradually demand for other farm
machinery such as reapers and combine harvesters also increased. Equipment for tillage, sowing,
irrigation, plant protection and threshing has been widely accepted by the farmers. Even farmers
with small holdings utilize many improved farm equipment through custom hiring to ensure
timeliness of farming operations. The present trend in agricultural mechanization is for high
capacity machines through custom hiring and for contractual field operations. However,
mechanization of horticulture, plantation crops and commercial agriculture is yet to be
introduced in the country accelerated with the manufacture of agricultural equipment by the local
industries. With the modest beginning of manufacture of tractors in 1960s with foreign

collaboration, today the Indian farm machinery industries meet the bulk of the requirement of
mechanization imports and also exports.
The manufacture of agricultural machinery in India is quiet complex comprising of
village artisans, tiny units, small scale industries, state agro-industrial development corporations
and organized tractor, engine and processing equipment industries. Traditional hand tools and
bullock drawn implements are largely fabricated by village craftsmen (blacksmith and
carpenters) and small scale industries. The small scale industries depend upon public institutions
for technological support. These industries however upgrade these designs and production
processes with experience.
Organized sectors confine to manufacture of machines like tractors, engines, milling
and dairing equipment. These industries have adopted sophisticated production technologies, and
some of them match international standards. The enhanced scope of import of technology
(product designs and manufacturing process) by organized sector and entry of foreign investors
is likely to accelerate exports. Since cost of production of farm machinery in India is more
competitive due to lower labour wages, the importers from various countries will find Indian
farm equipment more attractive. Indian products however shall need improvements in quality for
gaining major export growth

2.4 State Scenario

Kerala, the State with network of azure backwaters, rivers and streams, boasts of an
agrarian economy. The abundance of water due to the 34 lakes and other small streamlets,
innumerable backwaters and water bodies and 44 rain-fed rivers flowing over the terrain of the
state and also the adequate annual rainfall of 3000mm received by this state probably facilitates
agriculture to a great extent and hence the economy of the state is dominated by agriculture. The
most essential or the staple crop is the rice or paddy. Next to rice is Tapioca and is cultivated
mainly in the drier regions. Tapioca is a major food of the Keralites. Besides production of the
main crop, Kerala is also a major producer of spices that form the cash crops of the state. Kerala

produces 96% of the country's national output of pepper. The important spices are cardamom,
cinnamon, clove, turmeric, nutmeg and vanilla.
Agricultural machines increases productivity of land and labour by meeting timeliness of
farm operations and increases work out-put per unit time. To provide broad-base technological
services to the farmers by efficient supply of inputs including agricultural tools, implements and
machinery and for extending custom hiring facilities, the government of India, through a
centrally sponsored scheme promoted the establishment of 17 State Agro Industries Corporations
(SAICs), one each in the major States of the country as joint ventures during 196570. Noteable
change in Kerala agriculture is that the emergence of cash crops. Whatever may be the changes
KAMCO machineries helps farmers of Kerala in easy and suitable farming. But in comparison
between other states, Kerala is in back of queue.

10

CHAPTER 3
COMPANY PROFILE

3.1 Introduction To Company Profile

KERALA AGRO MACHINERY CORPORATION LTD was established in the year 1973
as a wholly owned subsidiary of Kerala Agro Industries Corporation Ltd (KAIC), Trivandrum,
for the manufacturing of agricultural machinery specifically power tillers, diesel engines.

11

Subsequently KAMCO become a Kerala government undertaking firm in 1986, paid up

capital is Rs. 161 lakh, present net worth of the company is Rs. 6014.14 lakh. Total work force at
present is 567 certified for ISO 9001-2008 version from Sep.2002. At present KAMCO has four
units located at Athani, Kalamassery in Ernakulam district, Kanjikode in Palakkad district and
Mala in Trissur district. Within the present work force KAMCO can produce 8400 power tiller
and 1200 power reaper per annum.

3.2. Origin of the Organization

The Kerala Agro Industries Corporation Limited (KAIC Ltd) Trivandrum, (Government
of Kerala Company) promoted the establishment of Kerala Agro Machinery Corporation Limited
(KAMCO). It all began in 1958, when Dr. Rajendra Prasad, the President of India was presented
with a Kubota Power Tiller by the Japanese. (M/S. Kubota Limited, Japan, the worlds leading
manufacturer of Power Tiller and other agricultural machinery). The machine helped to open up
new avenues in farm mechanization for a country predominantly agrarian. It was realized that
mechanization of farming operations would be one of the keys to engineering a successful Green
Revolution and reliable indigenously manufactured farming equipment became the need of the
day. The KAIC ltd entered into technical collaboration agreement with M/S. KUBOTA Limited,
Japan in February 1972. On 15.11.1972, the Kerala Industrial and Technical Consultancy
Organization Limited (KITCO) were entrusted with the work of M/S KAIC Ltd, which held the
entire paid up capital shares in KAMCO. Even though the company was formed as a subsidiary
of KAIC Ltd, subsequently the company has made a fully owned Government company by
transferring the shares held by KAIC Ltd.
3.3 Major Players
Producers in the same industry in the world market are:1. KUBOTA POWER LTD, JAPAN
2. SUNTEC LTD, SHENZHEN

12

Producers in the same industry in the domestic market are:1. VST TILLERS LTD, BANGLORE
2. BULL AGRO IMPLEM ENTS, COIMBATHORE
3. ASB GROUP, NEW DELHI
4. SOVZA SIFANG AGRO ENG.PVT.LTD, MAHARASHTRA
5. BANWAIT TRADE SERVICES, PUNJAB

3.4 Objectives Of The Company

The main objective of the company is to manufacture or assemble in India, either in
collaboration or otherwise tractors, power tillers, power reapers, combine harvesters,
transplanters, diesel engines, pump sets, accessories and attachments and spares thereto.
The other objectives are as follows;
1. To organize, conduct or manage engineering workshops or repair shop.
2. To manufacture, import, buy, sell, or deal in workshop machinery, machine
tools and metals of all kinds and to undertake repairs.
3. Servicing of agricultural machinery or other equipments, implements and
tools
4. Rendering other kinds of services for services for consideration or otherwise.
3.5 Vision And Mission

13

Vision
KAMCO, with over three decades of engineering excellence, stands as the no.1 power
tiller manufactures in India. Not surprising with four states of the act of production plants, an
innovative R&D and stronger quality control system rates one of the best in the country. The
technically competent, dedicated management and work force will go on to ensure that
KAMCO shall be the leader for several years to come.
Mission
To be innovative, resourceful, and profitable company.
To meet customer requirements of quality service and price consistency.
To make doing business with us easy, and delightful to our customers.
To provide an entrepreneurial environment in which employees can respond to the needs
of business and service, earn fair rewards and can be satisfied.

3.6 Quality Policy

Total customer satisfaction through quality product and services with improved

technology and employee participation.

Comply with the requirement of customer and the applicable statutory regulatory
requirements. The effectiveness of the established quality management system is
continually improved to enable achievement of the policy.

14

3.7 Product And Service Profile

To ensure that quality requirements of the product and service offered are maintained at
all stages.
To create a culture amongst all employees towards total quality concepts productivity
through total involvement and commitment of the employees.
To create healthy working environment for attainment of quality goals with excellence
and make quality a way of life.
To detect and prevent non conformance and defects as early as possible and to eliminate
them through appropriate changes to the quality management system.
To achieve and maintain quality leadership through continuous technology up gradation,
improvement in techniques, systems and procedures to meet customers changing needs.

The objectives of the company are to manufacture in India, either in collaboration with or
otherwise import and trade agriculture machinery like Tractors, Power Tillers, Power Reapers,
combine harvester, Transplanted, Diesel Engines, pump sets, implements, accessories and spares
there to. The objectives also include establishments of engineering workshops repair shops to
undertake repairs and servicing of agricultural machinery or other machinery, equipments
implements a

3.8 Area Of Operation

KAMCO manufacturing facilities include special purpose Machines, specially built
General machines and imported machines. The inspection facilities include modern inspection
and existing equipment. KAMCO have their own Metrology, calibration and engine test lab, the
following are the main activities of the company.
a

Manufacturing and marketing of agriculture machines like power tillers, Tractors, power reaper,
Diesel engines etc.

15

Power Tiller product at Athani and Palakkad units. Major components bought out from dedicated
vendors in India. There are around 250 vendors now.

Kalamassery unit produce Engine for Power Tiller.

Power Reaper product at Mala.

Trading and manufacturing of other farm machines.

3.9 Milestones Of Kamco

1973 -KAMCO has established as a wholly owned subsidiary of KAIC (Kerala Agro

Industries Corporation Ltd).

1986 KAMCO has become a government of Kerala undertaking firm.
1992 KAMCO established second unit at Kalamassery in Ernakulam district for

manufacturing Diesel Engines.

1995 Witnessed the setting up of third unit of KAMCO at Kanjikode, Palakkad for

manufacturing power tillers.

1996 KAMCO won international quality excellence certification of ISO 9002. KAMCO
is the second public undertaking getting this covered certificate. And the only one public
sector undertaking which has got ISO 9002 certification justifying high standards of

products for their three units.

2000 Latest and technically advanced unit was started at Mala, Trissur for producing

power reapers.
2002 KAMCO has become a 9001-2000 registered company.
2011 KAMCO started tractor manufacturing.

16

Product Profile

1.
2.
3.
4.

KAMCO SUPER DI POWER TILLER (KMB200)

KAMCO POWER REAPER KR 120M
KAMCO DIESEL ENGINE MODEL ER 90
KAMCO BARBIERI B/30 GARDEN TILLER

1. KAMCO SUPER DI POWER TILLER

Details:
Use

KAMCO Power Tiller is a versatile machine primarily used for preparation of

land for farming operations. With suitably designed accessories the machine can
be used for large number of specific operations like tilling, ploughing, weeding,
pumping, puddling, leveling, hulling, ridging etc.

Specifications
Model
Horse Power
Wheel Track

KMB 200 Di
12
Maximum 930 mm

Tyre size
Ground clearance
Number of speeds

Minimum 690 mm
6.00*12
203 mm
Forward-6
Backward-2
Tilling -4

Traveling speed

15 km/hr

17

No of blades
Tilling width
Tilling depth
Tilling capacity
Overall dimensions
Weight

20
600 mm
190 mm
1 hectare/8 hr
L:2250*W:820*H:1030mm
485 kg.

ENGINE
Model
Type

DI 120
Direct injection, horizontal, Four Stroke, Diesel

Horse Power
RPM
Fuel Tank Capacity
Capacity

Single Cylinder, water cooled

12
2000
10.7 Liter
744 cc

Table 1: KAMCO POWER TILLER KMB200 DI specifications

Design and specification are subject to change.
2.KAMCO POWER REAPER KR 120 mm
Details:
Use

KAMCO Power Reaper is ideally suited for harvesting of paddy, wheat and
similar crops. It harvests and makes windrows at the rate of 3-4 hours per ha.
Since the fuel used is kerosene, cost of operation is the lowest and it helps the
farmer to harvest his field at the lowest ever cost.

Specifications
Model
Dimensions

KR 120

Overall length

2320 mm

18

Overall width
Height (Up to Handle)
Weight
Working Capacity
Applicable Plant Height
Crop release

1490 mm
1090 mm
136 KG
3 -4 hr/hectare (1.2-1.8 hrs/acre)
60-120 cm
Right side of machine (viewed from rear)

Engine
Type
Engine
Fuel
Rated HP
Max. HP
R.P.M
Specific Fuel Consumption
Fuel Tank Capacity
Air cleaner
Starting

Single Cylinder, 4 stroke, side valve, Air cooled

Petrol Start, Kerosene run
3.5
3.85
3600
339 gm/H.P hr
Kerosene 4 Ltr, Petrol 0.4 liters
Oil Bath Type
Recoil starting

Travel
Forward speed
Reverse
Applicability

59.0 m/min
50 m/min
Dry field & Wet field

Operation & Control

Main Clutch
Harvesting Clutch

Dog Clutch
Dog Clutch

Cutting
Cutting Device
Cutting Height
Cutting width

Reciprocating Knife Bar

Adjustable 10-30 Cm grounded level
120 cm

Table 2 : KAMCO POWER REAPER 120 Spcifications

3. KAMCO DIESEL ENGINE MODEL ER 90

19

Details:
Use

KAMCO ER90 Engine is equipped with Radiator and specially designed die cast
multi-blade axial fan. The engine can operate continuously for several hours. It
can be used as a prime mover either for stationery or for moving applications.

Specifications
Type
Number of Cylinder
Bore x Stroke (mm)
Displacement (cc)
Compression Ratio Continuous Rated
Output (HP/rpm)
Maximum output (HP/rpm)
Specific fuel consumption
(G/HP - hr)
Maximum torque (kgm/rpm)
Cooling System
convection)

Horizontal Water Cooled, 4 strokes

One
95 x105
744

Fuel
Lubricating Oil
Lubricating System

High Speed Diesel Oil

SAE 30
Forced
Lubrication

Starting System
system

By hand cranking assisted by decompression

Cooling

Water

20
9/2000
12/2000
195 (At continuous rated output)
4.5/2000
Pressure Radiator type (0.8 Kg/cm2 natural

with

Capacity 3.8

(Ltr)
Fuel Tank Capacity (Ltr)
12
Crank Case Oil Capacity 3
(Ltr)
Overall dimension (mm)
Weight

820 x 512 x 640 (L x W x H)

145 Kg.

20

Trochoid

Pump

Table 3:

KAMCO DIESEL ENGINE MODEL ER 90 Specifications

4.KAMCO BARBIERI B/30 GARDEN TILLER

KAMCO produces KAMCO BARBIERI B30 an easy-to-handle garden tiller with
Italian technology and design. The powerful HONDA petrol engine ensures efficiency,
reduced vibration and noise ,low emission levels and low maintenance. Overall, it is an
economy model that offers a safe and comfortable operation. The tiller can be easily
dismantled. Also it facilitates easy transport across every kind of ground with the rear
wheels which can be easily lowered.

4.2. Technical Specifications

Engine
Honda petrol
Power
Kw4.0(HP5.5)
Starter
Recoil starter
Clutch
Engagement and Disengagement
Gear box
1 forward and 1 reverse
Transmission
chain and belt
Little transport wheel
Standard
Working width
93 cm
Table4: Kamco Barbieri b/30 specificaitons

4.2. Major Applications

Tilling
Riding/Furrowing
Soil separation for vegetable cultivation and in orchards and sugarcane fields
Spade work in coconut groves

21

Organisational Structure
A Board of Directors governs the company. Board of Directors includes
Chairman, Managing Director and other directors. The Government of Kerala nominates the
Chairman of the Board. The Chief Executive Officer of the company is the Managing Director
who shall exercise his powers subject to the overall control and supervision of the board. The
Managing Director is the topmost official and the Government has delegated authority to the
Managing Director as may be entrusted and delegated to him from time to time by the board.
The Managing Director is the operational head of the company supported by General Manager
and Deputy General Managers discharging different functions. Managers and Deputy Managers
will assist the General Managers and Deputy General Managers.
Board of Directors
1
2
3
4
5
6
7
8
9

Shri charupara Ravi

Shri K.S.Anil
Shri K.P.Chandran
Shri.P.T.Thomas
Shri K.Babu
Shri R.Ajith Kumar
Shri K.K Chandran
Shri.Joseph Mathew
Shri. N.K Manoj

- Chairman
- Director
-Director
-Director
-Director
-Director
- Director
-Director
-Managing Director

Bankers
Union Bank of India
Federal Bank of India

22

Canara Bank of India

State Bank of India & State Bank of Travancore

Organization Chart At Corporate Level

Board Of Directors

GM (Unit)

GM (Head Office)

DGM

Dgm
Manager

Manager

Manager

Kalamss
ery

Mala Unit

Palakkad
Unit

Deputy
Manager
uty
Deputy
Manager

Assistant
Manager

DGM

Qa&R
&Dddd
Manager

Marketi
ng
Manager
Production

Deputy
Manager

Deputy
Manager
Deputy
Manager

Assistant
Manager

Assista
23
nt
Manag

Assista
nt
Manage

Manage
r

Deput
y
Mana
ger
Assistant
Superintend
Assistant
Manager
ent

Finanac

DG
M
HRM

Manager

Deputy
Manager

Ma
nag
er

De
put
ASSIST
y
ANT
As
Ma
sist
nag
ant
Ma
Superinte
nag
ndent
Superint
Assis
er
endent
tant Assistant

Assistant
Manager

CHAPTER 4
DEPARTMENT DETAILS

24

Departments And Functions

Key Departments of the organization:KAMCO has the following departments.

Human Resource Management Department

Finance Department
Marketing Department
Materials, Stores and Purchases Department
Production Department
Quality Assurance Department
Systems Department
Research & Development Department
Maintenance department

25

4.1.Human Resource Management Department

Human Resource is one of the greatest assets of every company. It is a corporate function
performed at the Athani Unit. This department aims at attaining maximum individual
development, desirable work atmosphere, inter personal relations and effective moldings of
human resources.. HRM is the backbone of the organization. The total employee strength is 567
persons KAMCO has determined and provided adequate resources needed to implement and
maintain the quality management system and continually improve its effectiveness in order to
enhance customer satisfaction by meeting customer and other requirements.
HR Department Functional Hierarchy
Managing Director

Deputy General
Manager

26

Manager [HR]
(Establishment)

PF/Gratuity

Assistant Manager
[HR]

Assistant Manager
[Medical/ESI etc)

figure2 : HR Department hierarchy

Functions Of HRD

Assistant
Manager

Assistant Manager
[Hr]
(Establishment
matters)

Deputy Manager [HR]

(Welfare, Social Security, PF,
Gratuity,
WC etc)
Superintendent [Hr]

Personal
Assistant

Recruitment and selection

Induction
Training and development
Performance appraisal
Promotion
Seperation
Welfare Measures
Grievance handling
Discipline
Industrial Relations
Incentives

Recruitment & Selection

27

In KAMCO there is a specific recruitment and selection procedure. Recruitment focuses

on identifying the right people for the right job. In KAMCO, there are two types of recruitments.
They are as follows:

Recruitment through PSC.

Recruitment through Employment Exchange.

Vacancies are notified as and when they arise and need to be filled. All the technical and
non technical vacancies are notified to PSC. If the PSC are not available in time the same
is filled up through employment exchange on temporary basis for a period of maximum
one year. For the post like Assistant, Accountant, Office staffs, Typists, Stenographer etc.,
the people are hired through PSC recruitment.

Employment exchange forwards a list of

candidates for the required posts in the unit on their notification to the concerned District
Employment Offices. The higher posts of officers are advertised in major news papers
and simultaneously

notified to the employment exchange in accordance with the

Government rules. There is no discrimination based on religion, colour, race etc.

Steps in selection process

PSC Recruitment

Advertisement

Employment
EXCHANGE

Interview
Selection
Training
APPOINMENT

28

Figure3 : Steps in selection process

Induction
Once selected candidate are appointed on probation, their paper work is completed
including collection of photos, certificates etc. and the issue of identity cards, punching cards etc.
The probationary employees are then put through an orientation program where they are
familiarized with all aspects of their jobs. They are made aware of the job requirements and
given their employee numbers.

Training & Development

In an organization, employee training is one of the major factors. Through better training
they can develop the skills of the workers and thus the productivity of the organization can be
improved.

The training need is identified only for those whose work directly affects the

productivity of the company.

In KAMCO, two types of training are offered. They are internal training and external
training. Internal training is generally carried out in-house for a maximum period of two days.
Mostly the training is given by reputed agencies like Kerala State Productivity Council, Central
Board for workers Education, Kuttukaran Institute for HRD, etc. This type of training is
provided with the purpose of increasing productivity and efficiency. External training involves
sending selected workers and officers to attend seminars and training workshops held outside the
premises in response to invitations by reputed agencies. On the completion of training, the
employees are required to submit a training report. Evaluation reports of the employees who
have undergone training are collected from the respective heads of departments after a period of
six months. After an assessment of the effectiveness of the training, the report is placed before
the HRD Committee.

29

For new recruiters, awareness training or orientation training is given for a period of one
week or one month. After this training, orientation report will be collected from each department.
After analyzing this orientation report they will give placement to the employees as a trainee under
probation. Probation period is for one year. After satisfactory completion of
probationary period the employees will be placed in the regular pay scale. In KAMCO there is a
personal record sheet containing all the personal information of the newly joining employee.

Performance Appraisal
In the case of officers, performance appraisals are carried out once in a year. Appraisals
are made by the 31st of December and are collected by the 15th of January in the following year.
In the case of workers, performance appraisal is carried out when they become eligible for a grade
change. During the probation and training periods, appraisals are carried out every quarter. The
appraisal reports are then placed before the promotion and recruitment committee. In the case of
officers, a three stage appraisal is performed. In the first stage, a self appraisal is carried out by
them. This is then followed by an appraisal by the departmental head which in turn is followed by
an appraisal by the divisional head.
Promotion
Seniority, performance, educational qualifications and general disposition will form the
basis for granting promotion. These will be judged with reference to the personal records and
periodical performance appraisals of the employees.
As per the promotion policy of KAMCO, an employee will be eligible for promotion if
he has served in a particular post for at least 3 years, or he will be given promotion when the
vacancy occurs. Another aspect is Grade promotion ie, promotions are based on grades of
employees. In worker category there will be a grade change after a period of 5 years.
Seperation.

30

KAMCO employees retire at the age of 60 years or on attaining superannuation. There is

also a Voluntary Retirement Scheme in place. Employees opting for VRS receive a lump sum
payment equivalent to one and a half months salary for every year of service or for the remaining
service period, whichever is shorter and additional notice pay for three months. Other benefits
received on retirement include Provident Fund, Gratuity, Welfare fund etc. Earned leave up to a
maximum of 300 days can be encashed.
In the case of separation due to disciplinary problems, the employee is dismissed after the
conduct of a domestic enquiry, which has to prove him guilty. The Managing Director appoints
the enquiry officer and the final separation occurs within six months of the initiation of
disciplinary proceedings.
Welfare Measures
The statutory welfare and safety measures provided in The factories Act 1948 are as
follows:

Drinking water
Toilets
Washing facilities
Canteen
Health and Medical facilities
Shift Allowance
Uniforms and protective clothing
Maternity benefits
Occupational safety

The non-statutory measures provided by the company are as follows:

Educational loans
Workers cooperatives
Recreation facilities
Vocational training
Incentives
Medical facilities
Housing facilities

31

Social insurance such as Gratuity, Provident fund etc.

Benevolent fund
Leave travel facility
Transportation subsidy

Grievance handling
KAMCO does not have specific grievance handling machinery. Grievances if any may be
brought to the notice of the immediate superior. Depending on the seriousness of the grievance, it
may or may not be forwarded to the Managing Director, who is the final authority. Managing
Director will forward the same to the HRM department for examination as per the rules and
precedent. Accordingly the grievance is settled. If it is not settled due to various reason they will
take over by the concerned unions and finally the matter will be considered as industrial dispute
and referred to the district labour officer for conciliation.
Discipline
As per the standing orders applicable to the workers, no order of punishment shall be made
unless the workman concerned is informed in writing of the alleged misconduct and is given a
reasonable opportunity to explain the circumstances alleged against him.
If the explanation submitted by the concerned workman is found satisfactory by the
management, further proceedings against him shall be dropped. If the explanation is found
unsatisfactory, he may be charge-sheeted by the management as per the provisions of these
standing orders and an impartial domestic enquiry shall be instituted.
The most common cases of indiscipline are absenteeism and overstaying of leave.
Industrial Relations
KAMCO has recognized trade unions in all the four units of the company. The management
has cordial industrial relations with all of them. The following are the recognized trade unions in
the company.
o KAMCO Employees Union, Athani.

32

o
o
o
o

KAMCO Employees Union affiliated to CITU, Athani.

KAMCO Employees Association affiliated to INTUC, Athani.
KAMCO Employees Federation affiliated to AITUC, Athani.
KAMCO Employees Centre affiliated to UTUC, Athani.

Incentives
A production incentive scheme is followed in KAMCO for the benefit of employees,
which constitute quarter of the pay packet. Any system of remuneration in which the amount
earned is dependent on the result oriented, there by offering the employee an incentive to achieve
better results. It aims at increased output, productivity and utilization of resources. This scheme
covers all the permanent employees.
In KAMCO, incentives are mainly three types:
1) Direct incentives
2) Semi direct incentives
3) Indirect incentives

1. Direct Incentives
It is only for workers who work in Machine shop, Assembly and Painting Booth. After
conducting work study, monthly incentive scheme has been implemented.
2. Semi- Direct Incentives
This incentive is paid for the employees in the Maintenance, Quality Assurance,
Engineering Stores, Charge hands and Chief Mechanics. Semi direct incentive is 80% of direct
incentives. It is also paid in monthly.
3. Indirect Incentives
Indirect incentive is paid who are not included in direct and semi direct incentive.
Employees in the managerial category also come under this. Indirect incentive is 60% of direct
incentives.

33

Objectives
1. To increase production, productivity and utilization of resources.
2. To increase in earnings of employees.
3. To reduce absenteeism and reward for punctuality.
4. Employee Welfare
By giving a better working atmosphere, KAMCO is able to keeping a good relation
with the employees and thus it helps to increase their productivity. KAMCO providing these
facilities to the employees, they are:

ESI - Employee State insurance - The employers who have below 7500 salary will get
ESI allowance. The employers who do not get the ESI allowance will get Medical

Reimbursement facility.
Medical Reimbursement facility- The employer who got treatment in approved
hospitals. This treatment is also getting to their family members.
Uniforms- Two pairs of uniform will provide to the technical workers, sweepers and
security staffs.
Stitching and washing allowance- In KAMCO employees who are provided with
uniforms must give washing allowance as Rs.32 for security staff and Rs. 37 for all other

eligible employees.
Safety Equipments- As part of the occupational safety concerned employees are provided
with safety equipments such Mask, Helmet , Safety Shoes, Glouses, Safety Googles.
According to eye sight, ear plug, aprons etc and for reviewing the overall safety of the

company, KAMCO has set up a good committee also.

Milk Allowance In KAMCO, liters of milk will be given to welder and workmen

engaged in painting / phosphate plant.

Medical Checkup For selected employer in the technical department they provide

medical checkup in a year. It depends upon the nature of work.

First aid- During the work, if any accident occurs first aid will provide to the workers.
Canteen According to Factories Act, 1948 a canteen shall be provided if there are more
than 250 workers employed in factory A full fledged canteen is functioning at KAMCO

34

that can cater to all employers on day providing breakfast, lunch, dinner, tea, coffee,
snacks etc. It provides food at subsidized rates to the workers and employees working at

various shifts.
Society- In KAMCO, there exist a cooperative and housing society. There is a provisional
store under this society which provides service to the employees and also to the outsiders.
Each employee can get the essential commodities from the cooperative store on
installments. The members can purchase commodities upto a limit of Rs 2000. The
cooperative society also gives scholarship to the students who have secured high marks in
S.S.L.C. Examination. The Housing Society gives financial help (loans) to the

employees.
Recreation club KAMCO have a recreation club. Different journals and news papers
are subscribing here for the employees. The employees conducting tour programs from

here.
Housing Subsidy KAMCO is giving an interest subsidy at the rate of 3.75% for a

maximum amount of Rs.50000 for housing loan from any financial institutions.
Transport Subsidy An amount of Rs. 70 will be given to all employees as Transport
subsidy by KAMCO. KAMCO is not having for transportation. The second shift
employees are provided with vehicle on contract basis and subsidized coupons will be

given from administration department.

Bonus In KAMCO about 85% employees are outside the purview of the Payment of
Bonus Act 1965 and those employees who are coming under purview of Bonus Act 1965
are given a maximum bonus of 20%. Those people who are not eligible for bonus are
given a production incentive, which is based on total production. These employees are
also eligible for the festival advance announced by the Government.

Time Office
Time Office plays an important role in the functions of shifts. The worker category is
provided with electronic punching card (G1-G7) and for the officers category they uses
attendance register instead of punching cards (G8 -G14). Time office performs the job to prepare
the attendance and leave of the employees.

35

The shift time in KAMCO are as follows:

For Workers

7am - 3pm
11am - 7pm

General shift

9am - 5pm

For Office Staff

9.30am 5pm

(On Saturdays)

9.30am 1pm

For Security Staff

8am 4pm
4pm 12am
12am 8am

Table 5: Time shifts

Total No Of Employees
Workers

383

Office staffs

56

Contract Employees

12

Apprentices

43

TOTAL

494

Table6:No.of employees
Procedures For HRM Department
1. Purpose
To ensure right candidate are recruited as per requirement
To ensure that employees safety is managed effectively
To ensure that employees welfare is managed effectively
2. Scope
Covers all personnel
3. Responsibilities
Department head of hrm will be responsible to see that the procedure is followed by all
officers and staffing department.
4. Procedure
4.1 The recruitment, promotion and pay fixation will be carried out as per the recruitment
and promotion rules notified by the company from time to time

36

4.2

A safety committee is constitutd by the management from time to time.equal number of

nominees of management and unions constitute the committee . the committee meets
every three months to assess safety requirements as per the factorys act 1948 and

4.3

recommendations if any to the management for consideration.

Following welfare schemes are in operation as per special Bye- law prepared for each
scheme:
4.3.1 Conveyance advance
4.3.2 Group personal accident insurance scheme through Kerala State
Department.
4.3.3 Kamco employees group gratuity-cum-life assurance scheme in
association with Life Insurance Corporation of India
4.3.4 Kamco welfare cent

Safety measures
1. Protection of eyes
Workmen, who are working in grinding machines, milling machines, lathes and doing
welding and fettling are provided with googles for protection of eyes.
2. Precautions in case of fire
Fire extinguishersare provided in all departments. Selected employees based on their age
and attitude are given training to use fire extinguishers. A list of trained employees in fire
fighting is displayed in the factory premises.
3. Uniforms
All eligible workmen are provided with uniform as a safety precaution
4. Shoes and socks
All workmen in the factory and plant area are provided with shoes and socks as a safety
measure.
5. Excessive weight lifting
No person is allowed to lift heavy components. Cranes are provided for lifting the heavy
components and these cranes are tested and certified by the competent authority as per
factories act 1948.
6. Protection against dust
All workmen, working in places where dust is present, are provided with a face mask
7. First aid
First aid boxes are provided in production department and employees handling first aid
are trained. List of personnel trained in first aid is displayed in the factory premises.

37

8. Accidents
All the accidents are recored and reviewed quarterly by HOD {HRM} and submits a brief
report to management, for a corrective and preventive actions. This is also discussed in
the management review meeting
Industrial Relation
KAMCO have five recognized trade unions. The management has cordial relations with
all of them. As KAMCO is a government owned company so the trade union authorities are
higher as compared to the private company. The trade unions are as follows
KAMCO Employees Union(CITU)
KAMCO Employees Association (INTUC)
KAMCO Employees Federation (AITUC).
KAMCO Employees Centre (UTUC)
KAMCO Employees Union (which has no political affiliation).
As a part of its labour welfare measures, KAMCO provides both statutory and non
statutory welfare measures.
Greivence Handling And Discipline
o KAMCO does not have specific grievance handling machinery. Grievances if any
may be brought to the notice of the immediate superior. Depending on the
seriousness of the grievances, it may or may not be forwarded to the MD who is
the final authority. A grievance once redressed cannot be put up before a
committee of appeals. Cases of indiscipline are treated in the following manner.
o A memorandum or show cause notice is issued to the employee.
o If the reply received is not satisfactory a charge sheet is issued.
o Again if the employee is unable to respond satisfactorily an enquiry is carried out.

38

o The enquiry report is placed before he HRD Committee or punishments are

decided depending on their recommendations. The most common case of
indiscipline is absenteeism and over staying of leave. Late coming up to half an
hour is allowed. Exceeding the salary cuts is effected.

Duties And Responsibilities

Fixing the parameters of production department.
Responsible for solving problems relating to production.
Ensuring whether production is as per order and fixation of monthly according to
requirements.
Optimization of production costs.
Inspection of incoming material.
Modification of production plans.

39

4.2. Finance Department

The Finance Department deals with the procurement and management of funds. This
department controls the over all financial transaction of the company. It controls the receipts and
payments of each and every activity for all the divisions. In KAMCO, finance department plays a
major role because in public sector only very few companies are earning profit. KAMCO is a
multicrore multiunit organization. It means KAMCO have more than one unit on their own fund
without any external fund. Surprising thing is that KAMCO is giving dividend and carrying
profit for 20 years. The surplus money is invested in the treasury and gets an interest of 6-7 %
from the treasury.

The Finance Department keeps a record of everything concerning any expense or income.
They have no interest on working capital and also no secured or unsecured loans. The advance
amount they get for the tillers are sufficient for meeting working capital. In most of the private

40

sectors achievement is always less than budget, but in the case of KAMCO achievement is
always greater than the budget. Annual profit of the company is between 8-10 crores. There is no
increase or decrease in the share capital. This shows the company have adequate fund for
business and also the company dont have secured and unsecured loan. So there is no need of
increase or decrease in the share capital. The areas under the purview of the finance department
include salary administration, bill processing, statutory payments like taxes, central excise etc,
financial administration, costing, internal audits and balance sheet preparation, budgeting,
payments and receipts, bank negotiations etc.KAMCO is third among the state owned
corporations in terms of both volumes of sales as well as profits

Finance Department Hierarchy

Deputy General Manager (Finance
& CS)

Senior Manager
(Cost & Finance)

Assistant
Manager

1. Wages/Payroll

2. Bills

Superindent

41

3. Sales Tax

SUPERENDENT
4. Costing
Accountant

5. Finance & Mis

Figure 4 : Finance Department

Functions and Procedures
1.

Budget and budgetary control.

2.

Management of receipts.

3.

Management of payments.

4.

Management of Assets

5.

Management of Units

6.

Auditing.

7.

Costing.

8.

Statutory transactions

9.

MIS

1.

Budget and budgetary control.

The annual budgets of the company are prepared both for the capital and revenue based
on the requirements furnished by various units and departments. The department requisitions are
analyzed and after consultation with department head and corporate divisional management
group and finalized based on the disposition of funds. These budgets are presented before the
management for approval. The budget is reviewed half yearly. If some changes are occurred they
are submitted to management/ board through a revised budget for approval.

42

Budget Control of the company is exercised by the costing department based on the
expenses statement of various departments.

2.

Management of receipts.
Payment from dealers/customers received through marketing dept. is acknowledged by
issuing proper receipts. Customer wise/ dealer wise accounting is adopted. There will be a debit
outstanding and it must be informed to marketing department once in a month for further action.
Insurance freight outward, bank negotiations etc are accounted and maintained to arrive at cost
of sales. Daily cash sales proceeds in the sail counter and other receipts are verified and
accounted.

3.

Management of payments.
Subject to the availability of the funds, payment commitments are honored on the due
dates. Statutory remittance, payments to employees, various payments against service rented and
payment to suppliers constitute the out flow of funds. All the payments are supported by
approved vouchers. Payments are passed mainly on the basis of IGRR. Advance payments are
settled with in a time of 45 days. Non receipts or delayed receipts etc. are bought to the notice of
stores for remedial action. Payments are usually done by Cheque/DD.

4.

Management of Assets
Finance department ensure that the entire assets of the company are utilized to the most
efficient manner and they are secured against all possible risks. For that Finance department
maintain the records of all assets including Plant & Machinery, Fixed Assets, Furniture and
Fittings of the company. To assess the plant utilization break down and preventive maintenance
cost of the company assets is analyzed.

43

5.

Management of Units
All the units are under corporate control from head office. Unit inspections are carried
out by periodic intervals and policy derivations if any are bought to the notice of corrective
action.
Funds required for all units are arranged by the finance department based on budget
sanction and to the requirements of units. Internal audit department is vested with corporate
function. This department audits the account of units and confirms the compliances.

6.

Auditing
Internal auditing is mainly based on corporate functioning. Internal audit mainly takes
care for the CARO requirements of companies Act. It acts as a watch dog for an entire
Organization. The main function of this dept is to ensure the policy decisions of the mgt are
strictly followed by the functional departments and is verified by the internal audit.
8. Costing.
Costing records are maintained as per the cost accounting rules .They are mainly
subjected to cost audit ordered by company law board. Mainly costing department. Analyze cost
of production on a yearly basis. Costing departments advices accounting department. The cost
rejections are as per warranty claims.
9.Statutory transactions.
Sales Tax/ Income Tax/ TDS certificate/C form/ Form 18 etc are issued. They are
properly accounted and proper time settlements are made. Salaries and other payments,
remittance and recovery Travelers Cheque in the case of employees are done in time.
10. MIS Management Information System.

44

The reports like Bank balance position, Consolidated Receipts and payments, Monthly operation
report, Internal audit report, Statement of stock rejection, Negotiation documents, Pending
Clearance , Reconciliation statement of dealers and Vendors etc are give to the management for
proper control and policy formulation

Duties and Responsibilities

DGM (Finance)
1. Submission of strategic matters regarding to finance to board of decision.
2. Submission of quarterly and annual audit accounts to the board.
3. Presentation on dividend decision (final and interim dividend).
4. Financial concurrence on corporate investment decisions.
5. Overall supervision of day to day functions of departments as HOD.
Manager (Cost/Audit)
1. Maintenance of cost record and arranging for cost audit.
2. Preparing MIS reports on pricing and costing, leading to cost control.
3. Internal audit of various activities and submission of periodical internal audit
report.
4. Preparation of product wise, segment wise cost records.
5. Preparation of quarterly, half yearly, annual financial statement.
6. Treasury functions

45

The finance department deals with the procurement and management of funds. This department
controls the receipts and payments of each and every activity for all the divisions. In KAMCO
,finance department plays a major role because in public sector only very few companies are
earning profit .KAMCO have more than one unit established with their own fund. Surprising
thing is that KAMCO is giving dividend and making profit for 22 years. The surplus money is
invested in the treasury and gets an interest of 7-8% from the treasury .The finance department
keeps record of everything concerning income or expenses.

4.3.Marketing Department

It is a corporate function carried out by a separate marketing division.

The main

functions of the marketing department include product marketing, invoicing, customer relations,

46

after sales service, warranty claims, product demonstrations, appointing dealers, advertisement
and publicity etc..
KAMCO does not make direct sales to customers. All sales are made through dealers.
Dealers are qualified on the basis of sales objectives and their marketing reach. In every state,
one of the assigned dealers is the State Agro Industries Corporation. In addition, private dealers
are also used. All transportation facilities required by the dealer in ordering their products are
arranged by KAMCO. Sales incentives are the main tools used for motivating dealers. Dealers
who sell over and above the set sales target for a period qualify for the incentives. KAMCO also
bears a part of the advertisement cost incurred by the dealers. Almost all sales are made against
cash advances. In very few cases sales are made against bank guarantees, which again do not
exceed 30 days.
Major dealers in India
1.

West Bengal
Govt. West Bengal Agro Industries Corporation
Pvt. Friends Machinery and spares ltd.

2.

Assam
Govt. Assam Agro Industries Development Group
Pvt. Chem Trade India Pvt Ltd.

3.

Tripura
Govt. Tripura Horticulture group
Pvt. KrishishilpaUdyog

4.

Meghalaya
Pvt. Stanley Roy Constructions

5.

Kerala
Kerala Agro Industries Corporation.
Marketing Department Hierarchy

47

Deputy General Manager (Marketing)

Regioanal Manager (Marketing)

Personal Assistant
Assistant Manager (service)

Superintendent

Assistant Engineer

Technical
Assistant

Chief
Mechanic
Mechanic

Office
Assistnat

Steno

Work Assistant

Peon
Driver
Figure 5 : Marketing Department Hierarchy

Purpose

48

The major purposes of the marketing department of KAMCO are the following:

To ensure customer requirements are thoroughly understood and differences are

resolved before acceptance of the order.

Products / implements / accessories / spare parts are delivered to the customers as

per the requirements to gain the satisfaction of the customers.

Establish and develop dealership network to facilitate proper sales and services

for the products marketed by the company.

Establish adequate communication with the customers to effectively gauge their
feedback and incorporate it to enhance customer satisfaction.

Competitors
During early periods KAMCO ruled the market. In India VST, Bangalore is the major
competitor of KAMCO.
International market
KAMCO Power Reaper has been exported to Iran and Srilanka recently. And Kamco
tillers have been exported to Haiti. The export quantity is not a huge one but still they getting
order from these countries. These machines have been well accepted by the customers.
Dealers
The company has 60 dealers all over India. New dealers appointed to cover selected
districts in Tamil Nadu, Karnataka, Maharashtra, Orissa and Andhra Pradesh. And in the other
states the company has dealerships. The dealers will get Rs.6500 per tiller and want to provide
three free services to the customers. The dealers target depends upon the area. If a dealer exceed
their target he will get incentives depends upon the excess quantity.

Sales Promotion

49

In International market the sales promotion of the company is only through web sites. In
India, all the state Govts have their own dealerships to sell the products. The company gives
dealerships to the private groups also.
Major sales promotional activities
1. Customer training
2. Demonstration
3. after sales services
Advertising
Advertising is also a part of sales promotion. In every budget company allocated nearly
rupees 50 lakhs for advertising. Sign boards and news papers are the major channels of
advertising. Company also gives some financial helps to the dealers for advertisements.
Price Fixation
Retail price = Dealer price + Margin (inside Kerala)
= Dealer price + Margin + Freight (outside Kerala)
Pricing Strategy
The pricing strategy is cost based, ie, by summing the variable cost, material cost and
administrative cost.
Market Segmentation
The company targets its products mainly for the middle class section.
Environmental Analysis
As it is a public limited company KAMCO have certain limitations. They cant do more to the
environmental protection. The all new DI engine will reduce pollution and it also reduces the
fuel consumption than the ordinary engine.

50

Retail sales through KAMCO sales counter

KAMCO is operating a retail sales counter for spare parts. The parts required for this
sales counter are transferred from main stores through a store issue note. The daily sales
proceeds are remitted in accounts department on the next working day along with statements.
Competitors
The major competitor of KAMCO in India is VST Power Tiller from Bangalore.
Importers from Japan, Korea and China are also competing with KAMCO in the same market.
Exports
KAMCO Power Reaper has been exported to Srilanka, Iran, Afghan and Philippine. The
export quantity is not a huge one but still they getting order from these countries. These
machines have been well accepted by the customers.

Duties and responsibilities

DGM (Marketing)
1. Presenting marketing strategy to the board
2. Obtain management approval for periodical target
3. Developing or implementing or Customer loyalty or retention
4. Reporting performance to board for review
5. Arranging press conference periodically(annually)
Manager (Marketing)
1. Preparation and implementation of product/segment wise marketing plan
2. Setting targets to managers reporting to him
3. Implementation of marketing plan

51

4. Arranging dealer meets

5. Preparing of MIS reports

4.4. Purchase Department

The functions of Purchase and Materials are coming under one roof. The material
department has the charges of all the inflow and outflow of materials used for production
purposes. Purchasing department purchases the products from their vendors as the required
quantity that gets from the material department. The company has around 300 qualified vendors
and from these vendors company purchasing the materials.
Company gives best vendor awards for best vendors. It will help the company to get
quality products at the right time. The best vendor of 2010 was BOSH industries. Company has
regular suppliers and they are ready to give materials as per the requirements of the company. So
at present company is not conducting any vendor development programs.
Out of the 300 regular suppliers they are classified into three categories A, B and C.
Company gives these grades to the vendors depends upon some factors. They are best quality,
giving the materials at the right time and keeping good relations with the company etc. Company
has 189 A class vendors i.e. 63% of the suppliers are in this category and 87 B class vendors and
the rest of 24 are coming under C class category.
If a supplier gets A grade, that means company trusts the vendor. After that company
take the same product from the vendor without initial inspection. So the vendor who gets A
grade has certain commitment with the company. They want to keep the relationship without any
interruption. So they want to give quality goods at right time. By receiving the materials from the
vendors, purchase department keeps that materials in the stores and it is handed over to the
Quality Assurance department. A corporate purchasing system is following in KAMCO. All the

52

other units give their material requirements to the head office (Athani unit) and the head offices
purchase department purchases the materials for all the other three units.
All item required for the production are classified based on the ABC Analysis. A
category components constituting about 70% of total cost of the components. B category
components constitute about 20% of total cost of the components. C category components
constitute about 10% of total cost of the components
Maximum permitted inventory is controlled according to the guidelines given below,
based on ABC Analysis.
A category Components - Stock for 1 month production
B category Components - Stock for 2 month production
C category Components - Stock for 3 month production
Material Department Hierarchy

Managing Director

Senior Manager
(Materials)

Deputy Manager
(Purchase)

Deputy Manager
(Materials)

Assistant Engineer
(Purchase)
Technical Assistant

Deputy Manager
(Stores)

Assistant Manager
(Stores)
Technical Assistant

53

Technical Assistant

Work Assisrant
Figure 6 : Materials Department Hierarchy
General Workers

Purchase procedure
A well defined purchase system exists in the organization. A proposal is placed by the
vendors to the company. The proposal will be evaluated the internal audit department and will
look in to the entire details of the proposal. If the commission is satisfied, they will place the
proposal to the purchase commission which may include Managing Director, purchase manager,
finance manager, and marketing manager. If the purchase commission satisfied with the
commission it will be placed before the MD for the approval. If the MD approves the proposal,
purchase order can be placed to the vendors to supply the materials. The order costing Rs 25000
can be sanctioned by the purchase committee and the matter costing above Rs.1lakh should go
through the hands of MD.
The entire payment is paid through the finance department and through the bank. No cash
transactions are allowed in the organization. Only some petty cash transactions are made by cash.
The purchase department also takes care of the general purchase.
Purchase costing up to Rs 500 can be paid by cash. Above 500 should invite quotations
(at least 3 in numbers). And the lowest quotation will be selected and the order may be placed.
The suppliers will be awarded for the prompt supply and it is done for the purpose assuring the
right materials at right time to the stores so as to ensure an uninterrupted production.
Purchase Order approvals

54

Purchase proposals are prepared in standard format based on the master purchase plan for
all units of KAMCO put together. Purchase orders are released, separately, for each unit of
KAMCO after obtaining approvals from concerned authorities. In respective formats & copy of
the order is forwarded to the concerned unit.

Follow up with Vendors

Order follow up is an important process in the purchasing function. Periodic follow up with the
vendor is made to ensure timely delivery. In KAMCO order follow up is done by the concerned
staff to which the work is entrusted.
Order Amendment
Purchase order amendments in respect of Terms and Conditions, Quantity, price and
specification are issued by the materials department when required. The purchase order
amendment is signed by the head of materials department.
Performance rating
Performance rating is a mix of quality rating and delivery rating and is carried out
annually. Quality of the suppliers and delivery are the main factors of performance rating and
equal i.e. 50% weight age is given to each.
Deletion of vendors
In the case of performance rating of the vendor is found unsatisfactory, Purchase
department advices the vendors to take necessary corrective action and is allowed 3 months time
for improvement. Their performance is again reviewed after 3 months, and if found
unsatisfactory, a report is submitted to the next Management Review Meeting. MRM will decide

55

on delete/continue of the vendor, considering his performance in Kalamassery, Mala & Palakkad
Units
Storage Procedure
All materials including raw material, components, & production consumables which are
received from vendors /such contractors, directly through transports along with dispatch notes
are received.

Packaging
The finished engines dispatched to customer /dealers are packed in separate wooden box for
avoiding damage during transit. Spare parts are packed in polythin covers/corrugated card board
and are put in a wooden box for dispatch.
Farmers Kit: - The item coming in farmers kit is packed in separate card board carton.
Tool Kit: - The items coming in tool kit are packed in separate plastic bags.

Duties And Responsibilities

Main Functions of Purchase Department:
1. Purchase planning
2. Price refixation
3. Vendor development
4. Purchase order generation
5. Negotiations with the vendors

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6. Timely purchase of goods

General Manager (Purchase)
1. To be responsible for ensuring that all requisite raw material, spaces, equipment
etc are available, so as to ensure smooth production
2. To ensure optimum inventory levels
3. To avoid stock out situation of essential items in the warehouse
4. Product inventory is kept to the minimum level as possible
5. To avoid obsolescence of inventory by time action
6.

To report to the board on inventory control measures

Senior Manager (Stores)

1. To be responsible for item wise accounting and control of various inventory
items
2. In charge of warehouse Issues and Receipts
3. Property inventory control by EOQ max-min, Reorder level etc.
4. Up keeping and maintenance of warehouse items
5. Periodical reporting

57

4.5. Production Department

The production is the largest department of the company. Under the production department
there are mainly two sections:
1) Assembly shop
2) Machine shop

Machine Shop
Company has got a modern machine shop with Special Purpose Machines (SPM),
which ensures conformity with prescribed quality standards. Inspection at various stages of
manufacturing is carried out, which help in reducing the process rejection to the minimum. The
workforce is qualified and fully experienced which makes the right contribution to the process.
In machine shop, there is a process chart or written document.

58

The material purchased by the purchase department moves to the store. From
there, the material sends to the QA. After that it sends to the machine shop and there, the
processes like milling, drilling, turning & boring, grinding etc are doing on the materials. For
getting the products, materials are used in the assembly shop. From the machine shop, the
finished components are not directly sending to the assembly shop. It will send to the QA
department for inspection and will send to the stores thereafter.
Assembly Shop
Assembly is one of the major sections in production department. The finished
components are taken from the store and are sent to the assembly as required. The engine
assembling is one of the major works in the assembly. After testing the assembled engines, they
are sent to the painting section. Through different transmission in the assembly, we get the
finished product. In case of the power tiller, here using two types of engines. They are Diesel
Engine and DI engine. The assembly consist of two divisions:
a) Assembling
b) Painting booth.
a) Assembling: The assembly line consists of an engine line, a transmission line and a tiller
assembly line. Transmission and engine assemblies converged to the tiller assembly
line, where finished power tiller is produced.
The following process takes place in the transmission line:
a. T1 : Main Gear Case, Axle Gear Case(Wheel), Axle Shaft, Fourth Shaft etc.
b. T2 : Gears are set, Axillaries Gear Case Setting, Brake Setting etc
c. T3 : Upper cover, Central Gear Case for blade, Clutch Assembly, Brake Lever,
Low speed and high speed Lever.
After testing, the engines are sent to the painting section.

b) Painting booth: In Kamco, there is a modern painting system for the components and
assemblies, where Uniblake liquid paints are used. Seven tank system of Pretreatment is

59

employed. Paints and chemicals needed for this system are produced only from wellknown manufacturers. After cleaning the components, it will go for painting through a
conveyer belt,

and after painting, it will go to the oven through the belt.

60

Managing Director

Manager (Production)

Deputy MANAGER

Shift Officer
(Assembly)

Chief Mechanic

Mechanics

Shift Officer (Machineshop) Assistant Manager

(Maintenance)

Charge Head Charge Heads Assist Engineer (Maintenance)

Painters

Operators

Work AssistaNTS Work AssistantsWork AssistanT

Figure7: Production Department Hierarchy

TANK PRE-TREATMENT PROCESS

61

Charge Heads

Mechanics & ELECTRICIANS

Process 1: Degreasing
In this process the item or product which is to be cleaned is dipped in the tank
with chemical at 60 degree temperature for about 20-25 minutes.
Process 2: Water rinsing
Here the item is simply rinsed with water for about 2 minutes.
Process 3: Acid treatment
Again the item is dipped in a solution containing 35% HCL for about 20 minutes.
This is mainly done to remove rust.
Process 4: The component is again passed through two cold water tanks and rinsed.
Process 5: Phosphating
Again the item is dipped in a solution containing phosphate content for about 45
minutes. After this process the surface of the component will be completely cleaned.
Process 6: Water rinsing
The component is washed with water.
Process 7: Passivation
Here the component is dipped in a solution containing chromic acid for about 20
minutes.
After cleaning the components it will go for painting through a conveyer belt and after
painting it will go to the oven through the belt. Mainly they are using two colors for painting, one
is Ash and the other one is Post office Red.

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The population of tiller is about two and a half lakhs and the weight of tiller is 430 kgs
consisting of 740 components. The final product, tiller is finally checked to see whether there is
leak or produces abnormal sound.
The maintenance measure followed here is Total Preventive Maintenance (TPM) which is
a Japanese concept. Under maintenance department there are two types of maintenance rooms.
They are civil maintenance and electrical maintenance. Once in 90 days maintenance is done.
Another major aspect of KAMCO is zero down time which leads to continuous production.
In this company 67% is considered as minimum productivity for an employee. An
employee is considered eligible for getting production incentive only if he crosses this minimum
productivity line. During early periods 3000 tillers were produced, but now it has been raised to
5000.
Production planning is carried out when the production budget is made. Production
figures are decided upon at the beginning of the year. Production quotas for each month are to
be met. The daily requirement of production is communicated by the Manager (Production) to
the shift supervisors. Daily production figures may be flexible as long as the monthly quotas are
met.

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PRODUCTION CYCLE
T1
E1

T2
E2

T3

K1

E3 Testing

K2

Engineering

Testing

K3

Painting

K4

Engine MOULDING
(Tiller Finishing)
64

Painting

Figure 8: Production Cycle

E1, E2, E3- Engine
T1, T2, T3- Transmission
K1, K2, K3, K4- KMP Process.

Duties and responsibilities of production manager

Production Manager is in charge of production department.
1.

Fixing the parameters of production department.

2. esponsible for solving problems relating to production.

3. Ensuring whether production is as per order and fixation of monthly target according to
requirements.
4. Optimization of production costs.
5. Inspection of incoming materials.
6. Modification of production plans.
The production department submits a Stores Issue Request to get the materials needed for
production. After production, the department splits the material into:
1. Final products and damages
2. Assembly rejected parts.
Damaged parts are considered as scarps and put for auction. After assembling,
final products with the help of finished product transfer note is moved to marketing department

65

4.6.Quality Assurance Department

Company keeps a good quality in all the products with the help of quality assurance
department. The company follows the ISO 9001-2008 standards. It is mainly for the quality. The
hierarchical structure of QA department is as follows.

Quality Assurance Department Hierarchy

Managing Director

Deputy General Manager (Mkt)

Assistant Engineer

Chief Mechanic

Mechanic

Figure9: Quality Department Hierarchy

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The QA Dept. is responsible for carrying out the Inspection and Testing for all
components received against the Quality Plans/ Work Instructions/ Drawings / Flow Process
Charts /Check list as appropriate. Consideration has been given to products which need not be
inspected if they have been inspected at the Vendors premises by KAMCOs personnel. It is the
policy of the company to fix vendors for critical items, where material testing is required

on

established vendors only. For this purpose, during vendor evaluation such facilities are verified.
No

material is released to production without inspection and hence no recall procedure exists

in KAMCO. To further assure no bad quality parts get in to the product due to oversight,
KAMCO established a Parts call back system when a defect is noticed in the production line.
Materials and components from the vendors receive the store department. At that
receiving time there occur only the quantities checking as per the order. There is an inward
receipt in the hands of the store (IGRR). This IGRR contains the IGRR No:, Delivery Chelan
No:, Date , name of the vendor , Quantity, Grade of the vendors etc. With this receipt the store
department handed over the components to the quality assurance department.
From here start the functions of Q.A department. The major functions of the quality
department are testing, acceptance and rejection. In the Q.A department there are specifications
of all the components. Q.A thoroughly checks the components, to know these components have
all the specifications that are needed for production.
Q.A classifies the components into two, critical components and non-critical components.
Critical components are crank shaft, all engine parts, gears etc. Non-critical components are nuts,
bolts and screws etc. The classification is mainly for ignoring the practical difficulty in checking.
Complete inspection occurs in critical components and only sample inspection occurs in the noncritical components. Practical difficulty of checking all the non-critical components is the
problem here. From here all the accepted components are gone towards the stocks department.
From there the components are taken by the production department as per their requirements.
Q.A department is equipped with all modern facilities. The company has a calibration cell to
check and correct the measurements of all the measuring instruments.

67

There are mainly two sections in the Quality Assurance department. They are:
a. Inplant section
b. Bought out section
The inplant section deals with the inspection of products from machine shop ,where as the
bought out section deals with the testing of finished products which are bought from outside.
Assembly Dept. is responsible for line inspection & Testing. No product is allowed to pass
through to the next stage until it has been inspected and cleared.

The Flow Process Charts /

Quality Plan identifies the Inspection stages & the parameters to be tested.
QA Dept. is responsible for final Inspection and Testing carried out on each and every
product based on the Quality Plan. The Final Inspection / Testing will take into account all the
Inspection and Testing requirements at receiving and in Process. No Product is dispatched
without satisfactorily meeting all the specified requirements and approved by QA for dispatch.
Quality Standards
TREM - (Tractor Emission)
ARAI - (Automotive Research Association of India, Pune) diesel engine certification
CMVR (Central Motor Vehicles Rules) certification for moving vehicle.
The company follows trail and error method for improvement.
Quality Systems
Well defined quality system procedures adopted covering all activities to ensure quality
of products & customer satisfaction.
Improvements are made on regular basis based on the feed back from the customers &
dealers

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 Regular interactions with all Venders including site visits to maintain and improve the
acceptance level of components
KAMCO Power Tiller certified for compliance with Minimum Performance Standards of
Govt. of India
KAMCO Power Reaper has been tested by SRFMT&TI, Ananthapur of Govt. of India

Quality Policy
Total customer satisfaction through quality products and services with improved
technology and employee participation.
Comply with the requirements of customers and the applicable statutory / regulatory
requirements. The effectiveness of the established quality management system is
continually improved to enable achievement of the policy.
Quality Objectives
The major objectives of the quality assurance department are the following:
To ensure that quality requirements of the products and services offered are maintained at
all stages.
To create a culture amongst all employees towards total quality concepts and productivity
through total involvement and commitment of all employees.
To create a healthy working environment for attaining the quality goals with excellence
and to make quality a way of life.
To detect and prevent non-conformance and defects as early as possible and to eliminate
them through appropriate changes to the Quality Management System.

69

 To achieve and maintain quality leadership through continuous technology up gradation,

improvements in techniques, systems and procedures and to meet customers changing
needs.

ISO 9001-2008 Standard

International Organization for Standardization, ISO was formed in 1947 with its
headquarters at Geneva, Switzerland, at the initiative of United Nations Standards co-ordination
committee to facilitate the International Co-ordination and Unification of industrial standards.
The term ISO is derived from the Greek word isos, which means equality. From equal to
standard, is the line of thinking that lead to the choice of ISO as the name of the
organization.
ISO is a worldwide federation of standard bodies from more than 100 countries. Its
mission is to promote the development of standardization and related activities in the world with
a view to facilitate the exchange of goods and services worldwide and to develop co-operation in
the spheres of intellectual, scientific, technological and economic activity. ISO has so far
developed more than 10000 standards covering industrial, economic, scientific and technological
activities.

ISO 9001 - 2008 Version

Improvement in the systems and improved Customer/Dealer satisfaction

Comply with the requirement of Customers and applicable statutory/regulatory
requirements
Improvement in the effectiveness of the established quality systems

70

 Addresses Customer, Dealer, Vendor, Society, Employees & Share holders

for their requirement & satisfaction

Advantages Of Having ISO 9001-2008 Certification

a. Increased customer satisfaction.

b. Acts as a set of discipline.
c. Companies own management has greater confidence in its own internal systems.
d. Brings clarity in roles and responsibilities.
e. Helps to revisit the system.
f. Brings about quality culture.
g. Sets a bench mark.
h. More stream lined process, which ensures that dead lines are met.

4. 7 .Research And Development Department

Research and development is one of the important departments in KAMCO. R &
D is working with a very intelligent team. R& D has a role to design or drawing the product.
Their latest innovation was the DI engine and they also produce a garden tiller, which is a new
product in the market. The company gets order from KCL for producing 6 KVA generator
engine, which will cost nearly Rs.60,000/- engine. One of the functions of R & D is to check the
materials and draw the products

Research And Development Department Hierarchy

Managing Director

71

Deputy General Manager

(R&D)

Assistant Manager 1

Assistant Manager 2

Assistant Manager 3

Chief Drafts Men

Drafts Men

Figure 10 : Research & Development Department Hierarchy

The product upgradation is done as per the results of the researches conducted by the
department. At present researches are going on to develop a product for the harvesting of
pokkali, an agro product which is cultivated in water.

The engineering department also comes under the R&D department which deals with the
research processes regarding the design and various other aspects of the products. The company
is in the process of setting up a separate and more advanced R&D facility as part of its plans to
diversify its product line. Plans are on the anvil to diversify into the food processing machinery
industry. KAMCO is also looking at producing water pumps and generator engines, the latter in

72

collaboration with KEL who will be the primary customers. The company conducts its R&D
activities in association with the Automotive Research Association of India (ARAI), Pune.

At present the whole body of the tiller is made up of aluminum and cast iron. With newer
engineering materials evolving world wide, these materials are likely to be replaced by stronger
and more flexible materials in the coming decade. Sometimes the department uses the reengineering where it tries to design a model on a previously existing working model. Company
has a plan for diversification. The company plans to produce tractors at the price less than 3
lacs.So it is very useful to small scale farmers in India.

4.8. Systems Department

At present the whole body of the tiller is made up of aluminum and cast iron. With newer
engineering materials evolving worldwide, these materials are likely to be replaced by stronger
and more flexible materials in the coming decade. Sometimes the department uses the reengineering where it tries to design a model on a previously existing working model. Company
has a plan for diversification. The company plans to produce tractors at the price less than 3

73

lacs.So it is very useful to small scale farmers in India. The systems department in KAMCO was
established during 80`s.Formerly it was known as EDP but now changed to systems. All the four
units of the company are connected through internet and all the four units have their servers. In
this corporate unit each department is connected through a LAN. The system department uses a
customer ERP (Enterprise Resource Planning) package, back-ended with Oracle. Companys
system department is not as much developed, so it is not used in any part of production. There is
an inbuilt MIS function in this. ERP package is divided into different modules in which, each
module is for each department. By the help of these modules, departments can transact the datas
and it makes the work easy. The system department uses CD as a backup file to store data. There
is LAN in every unit and these are connected each other through BSNL network. As part of the
security, each department provides separate user name and password. The maintenance of the
system is done by the experts in the system department. The training programmes are:
1. Implementation training is mainly for the experts in system department by the
developer.
2. Training to the users by the experts from the system department.
3. Refreshers training to make users aware of all the functions of slow.
The future priorities are given to Business Process Reengineering and Internet connectivity to all
departments

Systems Department Hierarchy

Managing Director

Deputy General
Manager
(Finance & Company
Security)
74

Senior
Manager
(Systems)

Manager
(Information &
Security)
Data Entry
Operators

Data Entry
Operators

Figure 11: Systems Department Hierarchy

Now systems department is doing the work of preparing a cost accounting module and a
product cost analysis software for the company. An online integration to make all the four servers
into a single server through net is another future plan of this department.

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CHAPTER 5
SWOT ANALYSIS

SWOT Analysis

76

SWOT analysis has been defined as 'a conceptual framework for a systematic analysis that
facilitates matching the external threats and opportunities with the internal weaknesses and
strengths of the organization'. SWOT analysis is a well defined study about the strength, weakness,
opportunities and threats of the organisation. SWOT analysis is very much helpful in analyzing the
strength, weakness, opportunities and threats of the organizations. SWOT analysis is a tool for
auditing an organization and its environment. It is the first stage of planning and helps marketers
to focus on key issues. Once key issues have been identified, they feed into marketing
objectives.
These data helps the managements to plan, design and develop its future actions.
SWOT Analysis based on organizational study
5.1. Strengths
1. Environmental Friendly :
Wastes like Aluminium and Iron chips can be recycled to new products.
2. Brand Image:
KAMCO has a good brand image. The products of KAMCO seldom fails or require
maintenance.
3. Financially sound:
KAMCO has a fixed deposit of more than 35 crores and has been running in profit for the
last 30 years.
4. Good marketing network:
KAMCO has 60 trusted dealers in 23 states.
5. Effective power utilization in production department:
KAMCO has been following an overlapped-shifting system for the last 3 years, thereby
4hrs of mixed time-shift per day. This result in the usage of only 70% of the earlier, saves
1.5 lakhs.
6. Good management and punctual workers:
KAMCO follows electronic punching system for the workers so that they are available at
the right time at the right place.
7. Transparent incentive scheme:
KAMCO has a special incentive scheme which divides three types as Direct, Semi-Direct
and Indirect Incentive schemes.

77

8. High demand for the products:

KAMCO products are having high demand in the market. The demand is still more than
the overall production.
9. High quality products:
KAMCO producing high quality products which are having ISO 9001-2000 certificaiton.
10. Incentives for the dealers:
KAMCO offer incentives to the dealers if they cross the minimum target.

5.2. Weakness
1. Focus on only two products mainly:
KAMCO focus on only two products, Power tiller and Diesel Engine mainly, out of 5
products.
2. Production is not upto the demand:
KAMCO still fail to meet the actual demand in the market, as they manufacture products
not depends on the demand, but depends on the budget.
3. Time delay in recruitment and selection:
The recruitment is mainly through PSC and thats why time delay may occur.
4. Political interference:
As KAMCO is a public limited company, lot of political interference can be there.
5. High transportation cost:
As all the four units of KAMCO are in Kerala and potential market is in northeast, the
transportation cost will be high.
6. Only agricultural based products:
KAMCO manufacture only agricultural based products.

5.3. Opportunities
1. Only small part of the market is exploiting as huge reservoir of expertise can be used to
set up technological collaborations.
2. Accumulated funds can be used in future expansion activities.
3. Government support in financial matters.
4. KAMCO has good exporting opportunities.

78

5. The trustable brand image makes an opportunity to grow more and to get mote
customers.
6. Boom in the farm mechanization.
5.4. Threats
1.
2.
3.
4.
5.

The changing government policies.

Earning of agriculture is very less
Lack of recognition for farmers
High competition from Chinese and Korean product low cost
LPG Liberalization, Privatization, Globalization: Liberalization, Privatization,
Globalization opened the Indian market to the global players.These players are
coming

with highly developed low cost products which may attracts its potential customers.
6. Growth of private enterprises in the sector

79

CHAPTER-6
OBSERVATIONS AND CONCLUSION

80

Observations
.
1. Good production facility.
2. 8th profit making company in the undertaking of Kerala govt
3. High demanded product
4. Good industrial relationship.
5. Qualified and skilled workers.
6. Good brand name.
7. Good incentive system.
8. Unique company running with profit for the last 30 years.
9. Political interference.

81

Conclusion

The organisational study done at Kerala Agro Machinery Corporation Limited,

Athani was undertaken with the objective to get an idea about the administration, management
of business firms. It enabled to understand the various functions of each departments of a
manufacturing firm and also the problems faced by the public sector undertakings due to the
changes in government policy. KAMCO an ISO 9001:2000 company was established in the year
1973 at Athani. KAMCO has different units situated at Kalamassery, Palakkad and Mala. The
main products of the company are KAMCO Power Tiller, KAMCO Power Reaper and KAMCO
Diesel Engine. In spite of threat from imported and indigenous makes of power tiller, KAMCO
Power Tiller continuous to be the preferred choice of farmers attaining the moderate market
share for the year. Power Reaper also had been able to catch the imagination of the small
farmers. The response for the newly launched KDI Super Power Tiller is very encouraging.
Diversification of products and services is an essential prerequisite for success. KAMCO is the
8th profit making company in the government undertaking.

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Bibliography

o Philip Kotler Marketing Management, Prentice Hall of India, Private limited,

Tenth edition 2002.
o Koontz and O Donnel Essentials of Management
o Shashi.K. Guptha and RK Sharma, Financial management 4 th Edition Kalyani
Publishers
o Aswathapa, human resource and personnel management, second edition, saga
o
o
o
o
o

publication, New Delhi

Adhikari, Business and Environment, Sulthan Chand & Co, Delhi
KAMCO Brochure
KAMCO ISO Document
KAMCO 38th Annual report 2010-2011
KAMCO 39th Annual report 2011-2012

Websites:
o
o
o
o
o
o
o
o

http://www.kamcoindia.com/html/companyinfo.htm
http://www.kamcoindia.com/html/Kamco_index.htm
http://www.sourcing.indiamart.com/agriculture
http://www.enterpreneurswebsite.com/2011/02/26/agriculture_industry_of_india
http://www.economywatch.com/agriculture
http://www.en.wekipedia.org/wiki/agriculture_in_india
http://www.keralaagro.com/tiller.html
http://www.keralaagro.com/reaper.html

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