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Institute’s certificate
Company’s certificate
Acknowledgement
Declaration
Preface
1 Introduction
2 Industry Profile
Company Profile
Financial analysis of the company
Data analysis and interpretation findings
Conclusion
Suggestion
Limitation of the study
Appendices
Questionnaires
Organizational Structure
12 Bibliography
INTRODUCTION
In today’s competitive business scenario and
era of flatter organization, structures enabling high quality
performance/contribution from each individual have become
essential because skill level of employees is critical to the
performance of any organization.
Definition of quadrants:
THE TOYOTA MODEL (4 QUADRANT PROCESS)
based on actual 4Q
scoreand desired
ist down the KPIs relatedto identify position for
4Qscoreidentity the
each of this sub function whichskills are requried
various triningto be
imparted to eachemployee
A Mechanical Department.
B Electrical Department
C Operation Department
Methods of employed
Research methodology:
Definition of research:
For the survey I have taken the help of primary & secondary data.
Primary data:
For primary data collection, I have used the following method.
The evaluation was done from zero to four quadrants. The
specification of quadrant is as;
2. Observation Method:
Observation and scaling (from 0 to 4) of critical skill on quadrant was given by the
sectional head and supervisors of workers .The scale defines the competency of
employee in particular job modules .For examples Ratnakar mohapatra,Fore man of
mechanical department ,G-Blast furnace got second quadrant scale in MS-Word
,MS-Power point, SAP Module it means that he have working knowledge of this
module ,but they can’t work independently .they need supervision for working on
This module.
The procedure is given below:
Procedure….
Secondary data:
For secondary data, I refer to the company profile, previous year report, literatures,
journal, periodicals, internet etc.…
SIGNIFICANCE OF THE STUDY:
Skill matrix is a tool to assess training needs. The study also analysis the
performance level of each employees. It helps the company to access
where the Operators are lacking.
a. Increase in blast furnace productivity
Rate.
products Cr % Si % C% P% S%
Cr % Si % C% P% S% Size
Designation Approved
Area Working force
SF
E A B C WF
Process flow:
Drying circuit
Grinding circuit
Size distribution
+16mm< 3%
+10 mm to-16mm> 90%
-9mm< 3%
The company has also received the IS 14002/ISO 9002 accreditation from
the Bureau of Indian Standards thus establishing its commitments to
quality and technological excellence. The company has also increased its
captive power generation capacity by installing two new imported DG Set
of 10.5 MW each also Company placed order another DG Set of 11.54
MW from MAN B&W. at its works at Balgopalpur, Orissa.
Govt. of Orissa has sanctioned for allocation of 50% area of Chorme Ore
Mines in Sukinda Valley. Company has plan to start mining in shortest
possible period which will alow the company to source its raw material at
comparatively cheaper price and the same shall improve the profitability
of Company.
Balasore Alloys was incorporated in the year 1984 at Balasore, Orissa and
at present it has two plants with six submerged electric arc furnace
(75MVA/145K MT capacity) per annum, planned to increase to 160,000
MTPA. With multiple furnaces of different capacities, the company has
the flexibility to produce different types of Ferro Alloys as per market
dynamics. This adds to the competitive advantage of the organization as a
range product mix can be maintained at the same time even with lower
quantity requirements.
"We have plans to raise the capacity to 150,000 tons a year in 2014-15.
Currently we are buying 44 Mw power, and have requested for additional
52-55 Mw supply to meet the expansion requirement," said a company
source.
The company is sourcing power, a key input for ferrochrome production,
from the state grid. It has requested state-run power trader Gridco to
enhance power supply to its facility at Balgopalpur in Balasore district
through the power distribution firm, Nesco. Balasore Alloys Ltd (BAL)
plans to step up ferrochrome production capacity at its Odisha plant to
150,000 tonne a year from 100,000 tonne a year at present, betting on
better global demand for ferroalloys.
BAL, along with many other ferrochrome maker of the state, export more
than half of the product to China, Southeast Asian nations and European
countries. Though last year, the demand from China dwindled due to
capacity addition there, sales enquiries are still robust from other
markets, said the source.
Experienced Board
MANAGEMENT EFFICIENCY:
Reap the benefits from the much talked about and criticized deal.
BOARD OF DIRECTORS:
1 Mr. S Mohapatra
Independent Director
2 Mr. S K Pal
Independent Director
3 Dr. A K Bhattacharyya
Independent Director
4 Prof. S K Majumdar
Independent Director
5 Mr. K P Khandelwal
Independent Director
6 Dr. Samuel Onyeabor Nwabuokei
Non-Executive Director
7 Mr. Krishna Chandra Raut
Nominee Director
8 Mr. Anil Sureka
Managing Director
9 Mr. Nikunj Pansari
Director - Operations
Company Secretary
Commitment :
Committed to strive collectively as a team for continuous
improvement to reach desired effectiveness of OH’s policy.
Overview:
Events:
1. ECONOMY
The alloy industries industry has traditionally been very sensitive to the
changing economic conditions. The recent economic meltdown has
created several challenges– Which when addressed appropriately, can
be countered to positive effect. However, unlike the previous global
recessions, this time around, all the countries have come together and
taken action. Additionally, there has been a tremendous amount of
governmental response to the global depression which is helping to
bring about a possible easing of the situation.
The EMDEs contribute to more than half of the global economic growth
rate. Their deceleration was accompanied by a modest increase in
commodity prices, subdued global trade, financial market volatility and
weakening capital flows. Although Chinas growth turned out to be
better than expected on the back of policy stimulus, it was lower than
CY 2015. India fared better than the world in terms of growth, even
though the demonetization exercise temporarily threw a challenge.
Brazil, on the other hand, remained mired in a deep recession.
The government is committed to ensure time-bound creation of world-
class infrastructure in the country. It is targeting around Rs. 25 trillion
(US$ 376.53 billion) investment in infrastructure over a period of three
years, which will include Rs. 8 trillion (US$120.49 billion) for developing
27 industrial clusters; and an additional Rs. 5 trillion (US$75.30 billion)
for roads, railways and port connectivity projects.
Foreign direct investment (FDI) and the ease of doing business, among
others. Other major factors helping India stay as a bright spot in the
global economic landscape include the lower global oil price, with
positive impact on the country’s import bill, a well-regulated monetary
policy by the Reserve Bank to stabilize prices and improving fiscal
condition.
Worldwide stainless steel melt shop production totaled 45.71 million
tons in 2016, up from the 42.21 million tons produced in 2015. The rise
was attributed to an increase in output in China - the world’s largest
stainless steel producing country, where production rose by 12.76%
year-on-year to 24.73 million tons, up from 21.93 million tons in 2015.
Globally, stainless steel is expected to grow by 2.9% in 2017 supported
by growth in China & India. Growth in developed economies is
expected to remain subdued.
INDUSTRY
Some of the major sectors area:
India has pipped Japan to become the second largest stainless
steel producer in the world after China, according to data released
by the International Stainless Steel Forum (ISSF) at their annual
conference held on 18th May, 2017. India’s stainless steel
production rose to 3.32 million tons for 2016 showing an
impressive growth of about 9 per cent over 3 million tons in 2015.
Company:
The year 2008-09 was a historical one epitomized by the acute
global financially balance which initially appeared to have spared
India only to impact the markets adversely as the year rolled on.
The global economic slowdown has impacted the steel sector as
well. Amidst the turmoil in the global marketplace, Jamshedpur
Works performed remarkably creating many records on the way.
Indian operations witnessed a less pronounced drop in demand of
11% in the third quarter, reflecting the reduced activity in
infrastructure and commercial vehicles. Steels required by various
industries as an important raw material constituent. BALASORE
ALLOY has taken aggressive steps to meet the challenges of
these difficult times through major initiatives in cost reduction,
process improvement and production rationalization. The highest
priority is being given to expanding steel producing capacity in
Jamshedpur, and ensuring raw material security for the European
operations which do not have captive iron ore and coal resources.
The Tata Steel Group has developed a pipeline of high quality
projects, which will be executed, though we wile-phase the
sequence. Projects like the 3 million tone expansion in
Jamshedpur, the proposed steel plant in Orissa and raw material
projects in Mozambique, South Africa and Canada are key drivers
of our future value creation.
Financial
analysis
Maps not to scale. All data, information, and maps are provided "as is"
without warranty or any representation of accuracy, timeliness or
completeness.
CURRENT LIABILITIES
2016 to 2017
Balance sheet analysis
Capital budgeting
This requires cash ratio, which includes cash and cash equivalent
/ current liabilities. Over years this company has managed to keep
up their cash management at par with other companies. In recent
times this company has raised their cash ratio as compared to
previous years.
Fully Geared to Accelerate Growth
Resilient to Global Price Economics
profit %
50
40
30
20
10
0
2010-11
2011-12 Se
2012-13 r…
2013-14
2014-15
Series 1
Balasore alloy show steady profit rate:
From the above table balasore alloy ltd has given good profit
in2013 & 2014.
GROSS PROFIT:
RS. IN CR
profit
Rs.cr
89,536.79
90,000.00
80,971.90
85,000.00
80,000.00 profit
75,000.00
2015-16 2016-17
profit
GROSS PROFIT:
The net profit for the FY 2016-17 is Rs.14,152.98 Lacs and the
Company has announced a dividend of 15% 0.75 per equity
shares of face value of Rs. 5/- each).
Depreciation:
The Capital expenditure was normal in all the years, not much
movement is seen in terms of investment in plant and machinery.
Investments increased significantly. It can be seen that
investments in the last year has increased drastically from
negative cash flows to positive cash flows in investment. This was
result of investing subsidiary companies especially balasore alloy
Holdings PTE.
Consistent Dividend:
FINANCIAL RATIO:
SHARE HOLDERS DETAILS:
DATA ANALYSIS
. &
…INTERPRETATION
DATA ANALYSIS AND INTERPRETATION:
Foreman
Technician
Jr, executive
Sr. executive
Operator
2.. We have found from our study that HR executive operators are
lacking in positive isolation and gas safety process and shut down
operation process.
Name……………………………………….
Designation…………………………………
Department………………………………..
Objective
This is sent to you as a part of my MBA project I am undertaking
in this organization on the topic ‘
Sayed halim