BALANCED SCORE CARD

The balanced scorecard is a management system. It is a way of looking at your

organization that focuses on your big picture strategic goals. It also helps you choose
the right things to measure so that u can reach those goals.

A balanced score card looks at your organization from four different perspective to
measure its health.each of these perspectives focuses on a different side of your
company creating a balanced

INTERNAL BUSINESS LEARNING &

PROCESSES GROWTH

FINANCIAL CUSTOMER

The company KAPL does not use the balanced score card after review all the process
and departments at KAPL can help the company follow the balanced score card for
effective strategic formation using this management tool.

So KAPL can consider the four perspectives and analyse in detail and and consider to
implement the balance score card in the organization and test its effectiveness
 DECLATRATION

I, hereby declare that this organization study titled “ORGANISATIONAL STUDY AT

KARNATAKA AUTOMATS PVT.LTD” is prepared by me during the academic year 2018
under the guidance of Dr Batani Raghavendra rao of CMS business school, JAIN
UNIVERSITY

This project is not based on any previously submitted project for the award of any
degree or diploma offered by any university. It is the result of my own effort.

Name: Harsha.S
SEM:2 SECTION:CF2
REG.NO: 17MBAR4441

19/01/2018
BENGALORE
 INDEX

Sl. NO CONTENT PG NO

1 INTRODUCTION & INDUSTRY

PROFILE
2 COMPANY PROFILE

3 ORGANISTIONAL DRSIGN

4 BUSINESS LEVEL FUNCTIONS

5 FINDING & SUGGESTIONS/

CONCLUSION
6 BIBILOGRAPHY
 CHAPTER – 1

INTRODUCTION

Organization is the foundation upon which the whole structure of management is

built. Organization is related with developing a frame work where the total work is
divided into manageable components in order to facilities the achievement of
objectives or goals. Organization studies are “the examination of how individuals
construct organizational structures, processes, and practices and how these, in turn,
shape social relations and create institutions that ultimately influence people”.
Organization study enables me to know the realities of the business and application of
theoretical knowledge in practical environment. It refers to the complete study by
considering the organization is taken and studied thoroughly considering various
factors like manpower, money, machinery, capital, management.

KAPL located in Bangalore, commenced its operation its operation in the year 1960
with a workforce of 34 employees, has become a pioneer in precision turned
components, KAPL is providing the customized quality service by supplying these
components to various sectors of the industry. Today the company possesses a well-
skilled workforce of 200 people engaged in the manufacturing of turned machined
parts, with an annual turnover of annual turnover of USD 4.83 million. The company
is also TS 16949 certified and one their major customer is BOSCH.

The organizational study at Karnataka automobiles private Limited helps to analyze

and understand its structure and functions of each departments and responsibility of
each individuals in the organization and its operations and how these different
departments coordinate to work successfully to achieve its objectives. And the
production processes that helps in the conversion of raw materials into finished
products. This study also provides the information about its history, evolutions and
incorporation details and analysis of present performance.

1.1 OBJECTIVES OF THE STUDY

The objectives of the study are:

 To familiarize the students with an organization structure and it’s functioning.

 To familiarize them with the different department in the Organization.

 To enable the students to understand how the key business processes are carried
out.

 Understand how information is used in Organization for decision making at

various levels.

 To conduct a SWOT analysis of the organization.

1.2 SCOPE OF THE STUDY

 The study is intended to understand and analyze the functioning of a business
concern. The scope of the study is to know about the organization and its
structure, the functions performed by various by various departments and to
know the overall performance of the organization. The study has been
conducted by collecting details personally from each of the departments in the
company. The study has helped ,e in gaining knowledge about the importance of
each department in the day to day functioning of the company and the inter-
relationship stand with respect to the society and to see whether it has able to
achieve the mission of the organization.

1.3 RESEARCH METHODOLOGY

The methodology used to collect the data comprises both of primary data and
secondary data

 Primary data was mainly collected through conversions between

department heads and managements staff in the department, and also
local managerial staff and trainees very much helped to build up this
study.

 Secondary data were collected from the company website (kaplblr.com/),

company profiles, internet articles, magazines.
1.4 SIGNIFICANCE OF THE STUDY

An organization study is aimed and opportunity for the students to observe,

learns, assimilated and analyzes the objectives and vision of the organization
and functioning of its various departments. This would enable the students to
get a practical real time idea o various aspects concerned with the organization
and to relate it to the concepts and theories studied so far in the class room. The
organization study will also help to gather the information regarding
organizational setup, overall performance, departmental performance,
production process, financial performance etc.

INDUSTRY PROFILE

Automobile industry, the business of producing and selling self-powered

vehicles, including passenger cars, trucks, from equipment, and other
commercial vehicles, By allowing consumers to commute long distance for
work, shopping, and entertainment, the auto industry has encouraged the
development of an extensive road system, made possible the growth of suburbs
and shopping centers around major cities, and played a key role in the growth of
ancillary inquires, such as the oil and travel businesses. The auto industry has
 become one of the largest purchases of many key industrial products, such as
steel. The large number of people the industry employs from Greek autos (self),
and Latin motives (of motion) to represent any form of self – powered vehicle
this team was proposed by Elmer Sperry.

The worldwide automobile industry is largely dominated by five leading

automobile manufacturing corporations namely Toyota, General Motors, Ford
Motor Company, Volkswagen AG, and Daimler Chrysler, These corporations
have their presence in almost namely Latin America, Middle East, Eastern
Europe, China, Malaysia, India and other markets in Southeast Asia with the
main aim of reducing their production costs.

The automotive industry in India is one of the largest in the world with an
annual production of 23.96 million vehicles in FY (fiscal year) 2015-16,
following a growth of 2.57 per cent over the last year. The automobile industry
accounts for 7.1 per cent of the country’s gross domestic product (GDP). The
Two Wheeler’s segment, with 81 per cent market share, is the leader of the
Indian Automobile market, owing to a growing middle class and a young
population. Moreover, the growing, the interest of companies in exploring the
rural market further aided the growth of the sector. The overall Passenger
Vehicle (PV) segment has 13 percent market share.

GLOBAL SCENARIO

The automotive industry began in the 1890s with hundreds of manufactures that
pioneered the horseless carriage. For many decades, the United States led the world in
total automobile production. In 1929, before the Great Depression, the world has
32,028,500 automobile is use, the U.S. automobile industry produced over 90% of
them. At that time the U.S. had one car per 4.87 persons. After World War II, the U.S.
produced about 75 percent of world’s auto production. In 1980, the U.S. was
overtaken by Japan and become world’s leader again in 1994, In 2006, Japan narrowly
passed the U.S. in production and held this rank until 2009, when china took the top
spot with 13.8 million units. With 19.3 million units manufactures in 2012, China
almost doubles the U.S. production, with 10.3 million units, while Japan was in third
place with 9.9 million units. From 1970 (140 models) over 1988 (260 models) to 2012
(684 models), the number of automobile in the U.S. has grown exponentially.

The world’s automobile industry made over sixty six million cars, vans, trucks and
buses in 2005. These vehicles are essential to the working of the global economy and
to the well being of the world’s citizens. This level of output is equivalent to a global
turnover of E1.9 million. If vehicle manufacturing was a country it would be the sixth
largest economy in the world. Building sixty-six million vehicles requires the
employment of more than eight million people directly in making the vehicles and the
parts that go into them. This is over five per cent of the world’s total manufacturing
employment. In additions to these direct employees, about five times more are
employed indirectly in related manufacturing and service provision, such that an
estimated more than 50 million people earn their living from cars, trucks, buses and
coaches. The automobile industries are also a major industry plays a key role in the
technology level of other industries and of society and is one of the largest investors in
Research and Development, with several manufactures leading the Top 10. Vehicle
manufacture and use are also major contributors to government revenues around the
world, contributing over E430 billion in twenty six countries alone.

Global sales of passenger cars are forecast to hit 77.7 million vehicles in 2017. Along
with China, the Unites States is counted among the largest automobiles markets
worldwide, both in terms of production and sales. About 6.9 million passenger cars
were sold to U.S. customers in 2016, and around four million cars were produces here
in the same year. The United States become a key automotive market in the early
1900s, when Ford introduces assembly line car production to mass-manufacture its
Model T, Today the Ford Motor Company still ranks productions car model currently
being the Ford Focus, which was also one of 2016’s best selling list vehicles
worldwide. In terms of revenue, Volkswagen, Toyota and General Motors topped the
list of major automobiles makers in 2015, while the automotive supplier industry was
dominated by Bosch, Continental, Denso and Magna.

Over the next decade, internet-connected car technologies and anutonomous vehicles
are set to stir up yet another revolution in the automotive in the automotive sector. In
2016, some 40 percent of U.S. respondents aged between 25 and 34 stated that they
were willing to use fully anutonomous vehicles, presumably because they consider
autonomous vehicles to be safer than conventional cars. The global market for
autonomous driving hardware components is expected to grow from 400 million U.S.
dollars in 2015 to 40 billion U.S. dollars in 2030.

INDIAN SCENARIO

The Indian auto component industry has been navigating through a period a rapid
changes Driven by global competition and the recent shift in focus of global
automobiles manufactures, business rules are changing and liberalization has had
sweeping ramifications for the industry. The global auto components industry is
estimated at US$1.2 trillion. The Indian auto component sector has been growing at
20% per annum since 2000 and is project to maintain the high growth phases of 15 to
20% till 2015.
The Indian auto component industry is one of the sectors in the economy that has a
distinct global competitive advantage in terms of cost and quality. The value in
sourcing auto components from India includes low labor cost, raw materials
availability, technically skilled manpower and quality assurance. An average cost
reduction of nearly 25 to 30 % has attracted several global automobile manufactures to
set base since 1991.

India’s process engineering skills, applied to redesigning of production processes,

have enabled reduction in manufacturing costs of components. Todays, India has
become the outsourcing hub for several global automobile manufacturers. Innovation
and cost pruning hold key to meeting the global challenges of rising demand from
developed countries and competitions from other emerging economies. Several large
Indian auto component manufactures are already gearing to thus new reality and are in
the process of substantially investing in capacity overseas and setting up Greenfield
ventures. R & D facilities and design capabilities. Some leading manufacturer of auto
components in India includes Motor Industries Company of India, Bharat Forge
Sundram Fasteners, Wheels India, Amtek Auto, Motherson Sumi, Rico Auto and
Subros. The India’s Top 500 Companies, published by Dun & Bradstreet in 2006,
listed 22 auto components manufacturers as your companies in India with a total
turnover of US $ 3 billion. These companies are in the process of making a mark on
the global arena, and some have already acquired assets abroad.

In the last few years, the passenger vehicle industry was largely driven by strong
economic growth, However, a host of domestic factors such as increasing fuel prices,
the weakening rupee and prolonged high interest rates led to rising vehicle financing
costs, leading to a slowdown in the demand for cards, While the demand for micro or
small SUVs provided a boost to India’s passenger vehicle market, passenger car sales
fell during FY 2013 for the first time in a decade. Through manufacturers offers
attractive repayment options and huge discounts to boost sales, the industry faces the
worst slowdown in a decade.

To keep pace with slowing demand and bridge the gap between sales and output,
leading OEMs scaled back their production recently and block closures have become a
regular theme in India. The market performance in India during 2009 and 2010 was
underpinned by natural demand driven by the country’s economic performance,
growing middle class and low levels of vehicle ownership. However, over the last
couple of years, slow economic growth, rising petrol prices and high interest rates,
have created of years headwinds for the Indian vehicle market. To make matters
worse, the increase in excise duty on utility vehicles has dealt body blow on the
growing SUV segment.

Considering these macro-economic challenges, PwC Auto facts has revised the long-
term outlook for the Indian light vehicle market. The market is now expected to reach
nearly 6 million by 2019, since India still faces significant hurdles on the road to
greater levels of motorization, which are likely to be resolved over a 10 – 20 years
planning horizon.

STATE SCENARIO

Karnataka occupies the fourth position in automobile production in India. The State’s
contribution amounts to 8.5 % of the national output in this sector.

The automotive industry in Karnataka is responsible for providing employment to

more than 55000 people in the state. The state has more than 50 automobile
component manufactures carrying out their within its boundaries.
The industrial Policy of Karnataka for 2014-2019 has identified automotice as the
focus sector, This indicates the state’s commitment to ensure further growth in this
sector and to emerge as the largest player in the automobile industry in India. The
automobile output in Karnataka has double in the last five years. The state has
registered an impressive compound annual growth rate (CAGR) of 36.5%. The
automobile industry in Karnataka holds immense potential. With the presence of the
manufacturing units of prime international OEMs in the state, the industry has the
potential to make its entry into the supply chain of international OEMs at the global
level. This will facilitate direct export to the international market.

GROWTH FACTORS

The major factors influencing the growth of the automotive sector in Karnataka Are:

 The presence of a wide ecosystem that helps the growth of the automobiles
sector this includes component manufactures, Original Equipment
Manufacturers (OEMs), and R&D Centers.

 Presence of highly skilled workforce in the state

 Karnataka has three auto clusters. One auto component cluster, and industrial
valve cluster

 The state has a huge local market with a robust customer base

 East connectively and accessibility to national and international markets

 Automotive giants have their manufacturings units in the state:

  Tata Marcopolo, BOSCH, Toyota, TVS Motors, Mahindra Reva, Volvo,
L&T Komasu, JK Tyres

 Karnataka has SEZ Zones Zones marked for the automobiles industry

 Leading OEM, Tier I and Tier II companies are located in the state

 Upcoming manufacturing hubs in Vemagal and Narsapur Area in the Kolar

District

COMPETITORS

CNC AUTOMOTIVES

CNC Automotives Group is a supplier of precision machined components and

assemblies to the Automobiles, Hydraulic and General Engineering Industries. The
group has multiple manufacturing locations, all of which are TS 16949 certified. The
group has more than 500 satisfied employees with annual revenue of Rs. 700 million.

ADITYA AUTO – PRODUCTS

Aditya Auto Products & Engineering India Private Limited is a privately owned and
professionally managed organization, engaged in the design, manufacture and supply
of system & Sub – system to meet requirements of the growing automotive industry.
Beginning as Autarky Auto in April 1989 and established as Aditya Auto Products in
February 1999, they have our headquarters in Bangalore, India. They are partners to
leading automakers and global tier – 1 auto suppliers all over the world and in India.
They work with them to conceptualize, design and deliver our products and solutions
across the globe.

ACE GROUP

ACE Group focuses on production of high-quality automotive and commercial

vehicles casting components, including brake components for disc brake system (iron
anchors, aluminum and iron calipers), as well as tandem master cylinders (TMC) for a
large number of brake platforms utilized by European car manufactures. The
aluminum casting division adds also machining of aluminum and iron parts to the
ACE Group’s products range.

GOVERNAMENT RULES AND REGULATIONS

The government is undertaking various steps in order to enhance the growth of the
automobiles industry in the state. Among the policies and initiatives of the state
government to boost the automobile industry in the state are the following:

 Proposal to commission the ‘Karnataka Automobile Research & Innovation

Centre’. It would also act as an incubation centre.

 The government plans to establish centre based on a PPP model with

government support.
 Single window clearance mechanism through a software called e-udyami. It is
to facilitate the obtaining of approvals for new investments and other necessary

approvals from various departments and organizations

 Issuing Green Card to exporters having a good track record. This is to ensure
easy movements of goods without the hassles of check post delays and
verifications of papers and documents

 Providing opportunity to OEM’s to establish with it is and to offer industry –

specific training and skill development/up gradation.

 Proposed setting up of Sector Training Institute for auto within the state

 Improving the Mangalore port and boosting its connectivity to prime industrial
clusters within Karnataka

 Proposed reduction of road and registration taxes as indirect to facilitate

manufacturers of Hybrid and Electrical Vehicles

 Improving and fostering connections between the automobile industry and the
academia for the purpose of research

 Institutionalizing the R&D environment for auto sector in Karnataka

 Proposed formation of an industry group that would study and suggest ways for
boosting the auto component sector in Karnataka
  Declaration of automobile sector as public utilities under the Industrial disputes
Act 1947 during the period of the policy

CHAPTER-2

COMPANY PROFILE

2.1 HISTORY OF THE COMPANY

In 1952 Mr. D.G. Naidu started his own business in a small workshop that was only
equipped with a few turning lathes and 34 employees which products components for
a former army base workshop, Four years later, in 1956, Mr. Naidu discovered a new
business opportunity and expanded his operations by selling to MUCO (a jointer
venture later called MICRO-BOSCH), a leading fuel – injection equipment
manufacturer, which at that time was looking for a supplier of turned components. In
1983, he handed over the managements of his company, Karnataka Automotives Pvt
Ltd. (LAPL), to his two called Karnataka Turned Components Pvt Ltd. (KTCPL),
while Mr. Sathya Kumar is currently the present Managing Directors and CEO of
KAPL. In 1999, Bosch advised KAPL to be a part of its supply chain by supplying
finished components. Earlier, materials was supplied y Bosch and the processing
(turning) was done by KAPL from a company doing only KAPL was no a
manufactory and seller of components. Today the company possesses a well-skilled
work factor of 200 people engaged in the manufacturing of tuned machined parts. In
2001 KAPL irritated some obtained as ISO 9002:1994 certifications and also upgraded
its manufacturing technologies.

Finally, in 2004, KAPL also made itself compliant with the TS 16949:2002 standard,
an international automotive quality management system certification. So far KAPL
was trying to improve its performance by implementing quality system certification.
The company still faced a series of challenges, which turned out difficult to overcome.
The customer returns were quite high and defects due to machines were difficult to
control.

With the increased demand in volume, more space was required for additional
machines, employee moral relatively low, in spite of training programmers.

At the end of 2005, KAPL received a communiqué from UNIDO and the Indian Auto-
Components Manufacturers Associates (ACMA), inviting the firm to join their
Upgrading Programme and receive technical support in implementing a company-
wide process of continuous improvements based on lean manufacturing principles and
tools.

2.2 OPERATIONS

The company is based on Bangalore and employers nearly 200 employees who are
skilled in manufacturing precision components for fuel injections pumps used in 4
wheelers and also generators. They also manufacture regulative sleeves and other
accessories used for fuel injection pumps. These fuel injection pumps are assembled in
BOSCH which in turn is used in LC engineers.

2.3 MILESTONES
 1960: Established by technocrat entrepreneur Shri. D.G. Naidu with Centre
Lathers

 1965-1985 : Added Single Spindle Automats

 1991: Made a big leap forwards by adding Multi Spindles

 1998 : ISO 9002 : 1994 Certification

 2003 : ISO 9001 : 2000 Certification

 2004 : our facilities by adding Deep hole Drilling and Broaching machines

 2005:TSI 16949 : 2002 Certification

 2006 : Joined UNIDO Cluster programme

 2007: Implemented SAP Successfully

 2013-2016 :

 Moved to a larger manufacturing facility, from 16000 Sq.Ft to 68000

Sq.Ft area.

 Introduced cell concept in manufacturing layout.

  Standard room with modern measuring equipments such as Form tester,
Surface tester, Video measuring system and Contracted.

 ISO 14001: 2004 Certification.

 Awarded as global “P” – Preferred supplier by Bosch.

CHAPTER-4

FUNCTIONAL DEPARTMENTS

Departmentation is a process of diving the large functional organization in to small

and flexible administrative units. The basic need of Departmentation arises because of
limitation on the numbers of subordinates that can’t be directly managed by superior
BASIS OF DEPARTMENTATION:

Departmentation may be on the basis of function, products region customers, process,

time, number and marketing channel, Functional basis is very popular method of
Departmentation. It refers to grouping of actives of organization into major functional
department like, production, purchase, marketing etc.

MAIN DEPARTMENTS ARE AS FOLLOWS:

1. Human resource department

2. Finance department

3. Production department

4. Quality department

5. Store department

4.1 HUMAN RESOURCE MANAGEMENT

(Personnel & Administration process)

INTRODUCTION:
Human resources are the most valuable and unique of an organization. The successful
management of organization human resources is an exciting dynamic and challenging
task especially at time when the world is back global village and economic are in a
state of flux. The scarcity of talented remotes and growing expectation of the modern
day worker have further increased the complexity of the human resources function.
Even though specific human resources function / activity are the responsibility of the
human resources department, the actual management of human resources is the
responsibility of all manager and organization.

It is therefore necessary for all managers to understand and give the due importance to
the different human resource policies and activity in the organization. Human resource
management outlines the importance of human resource management and its different
function in an organization. It examines the various human resources processes that
are concerned with attracting, managing, motivating and developing of employee for
the benefit of organization.

Human resources mainly implied by the organization at the beneficial of the company
because in every organization need of manpower planning and human resource help
me to move ahead human resources always become beneficial for organization and
supportable for allocating a job increment.

Various human resource processes that are concerned with attracting, managing,
motivating and developing of the employee for the benefits of organization.
Management is universal in the nature as every organization require masking of
decision, procurement of resources co-ordination of activity leading of people and
evolution of performance directed towards its objects numerous actively have their
specific type human resource problem and discuss under the heading the business
management.
 PROCESS OF HUMAN RESOURCE MANAGEMENT

STRATEGIC PLANNING

IMPLEMENTING

RECRUITMENT PROCESS

TRAINNING PROCESS

ADMINISTRATION PROCESS

GENERAL ADMINISTRATION

HOUSE KEEPING

SECURITY MANAGEMENT

LEGAL COMPLIANCE

STRATEGIC PLANNING

 Head of P & A prepares Annual budget for Training, taking into

consideration of the various requirements for training, Based on training
need identification, and prepares Annual Training Calendar.

 Head of P & A notes down the statutory submission dates and follows a
system for ensuring compliance.

 Head of P & A prepares policy documents for various activities, like Leave
Entitlement, Entitlement of Travel, Medical and Overtime etc.
IMPLEMENTING

RECURUITMENT PROCESS

Any company should have a proper recruitment and selection program because it
helps organization to achieve its goals and makes it possible to acquire the right
number and type of people necessary to continue operations of the organization.
Estimating the number of employees depending upon the company vacancy. To select
suitable people for an organization is done to attuned organization goals and also to
attract the retain the existing employees.

The human resource management recruits staff, based on the organization need and
wants, during this HRM department need to analyze the job that they are advertising
for better understand the kind of recruit they need to shortlist. This helps them to
determine what factor will be advantage.

Training help to reduce the learning time to reach the acceptable level of performance.
The employee neither need nor learn by observing other and waste a long time if the
formal training program exists in the organization. The qualified instructor will help
the new employees to acquire the skill and knowledge to do particular job within a
short interval of time.

Training increases the skill of the employee in the performance in the particular job.
An increase skill usually helps increase in both quality and quantity to output Training
is also a great help to the existing employee. It helps them to increase the level of
performance on the present job assessment.

ADMINISTRATION PROCESS
GENERAL ADMINISTRATION:

Treatment of Vision: Head of P& A is responsible to arrange to treat the visitors as

important guests and they are to be greeted and treated appropriately by concerned
personnel in the Office and Factory. Telephone etiquette is maintained by those
receiving external communication. Head of P&A is also responsible for maintenance
and servicing of telephones and fax machines in the Organization. Head of P&A is
responsible for making available to executives calendars, diaries, pens and other
requisites needed for official purpose.

HOUSE KEEPING:

Head of P& arranges fir House Keeping personnel and also ensures that housekeeping
is carried out properly in the Office and in Factory. All the Heads of Department are
advised to ensure proper housekeeping in their respective departments.

SECURITY MANAGEMENT:

The Security Department is looked after by the Head of P& A. Security Department
personnel in the factory have to maintain a record of visitors to the Factory.
Containing the name of the visitor, the time of visit, time of exit and the person whom
they are to visit.

LEGAL COMPLAINCE:

Head of P& A maintains a list of all legal and licensing requirements along with all
necessary details, pertaining to Personnel & Administration functions.
Head of P& A ensures that all commercial and legal requirements and licenses are in
order and up-to-date. He also ensures licensing with the government offices and doing
the needful to get the consents /registrations for the operation of the organization.

4.2 FINANCE DEPARTMENT

They are responsible for maintaining reports status of machine representatives along
with live data. Preparing letters of staff those availed leave for drawing salary
purposely enclosing statements with all annexure of details and also maintaining leave
record of staff. It also maintain stock wise rupee value opening stock, receipts sales
and closing stock by taking from all stockiest stock and sales statements, it also
maintains reports and corresponds and control all administrative aspects.

Finance department is that managerial actively which concerned with planning and
controlling of the firm’s financial resources. The accounting system followed by
KAPL is in such a way that there will be separate ledger as been kept for each
customer will deals with many suppliers, there will be a separate ledger is maintained
in the name of each client.

PROCESS OF FINANCE DEPARTMENT

PLANNING

EXECUTION

ESTIMATING AND CONTROLLING CASH

FLOWS AND REQUIRMENT
 ESTIMATING ASSET MANAGEMENT
POLICIES
BOOK KEEPING PROCEDURE

CREATING BALACE SHEET AND PROFIT

AND LOSS ACCOUNT
PROVIDING MANAGEMENT INFORMTION

MANAGEMENT OF WAGES

RISING OF FINANCE

SATUATORY AND LEGAL REQUIREMENTS

 PLANNING:

I. Preparation of budget: Prepare Annual budget for various expenses &

projected Revenues

II. Preparation of budget: A circular is sent to all Heads of the Departments

inviting their requirements well in advance for the ensuring financial
 year. The Heads of the Departments is turn will discuss with the relevant
section/ heads to ascertain the requirements of both equipment and
supplies based on the activities planned and taking into consideration
their overall growth plan. The requirements received from all the
departments are consolidated in the office.

A preliminary meeting of the Heads of the Departments will be held to

review the requirements, make any modifications, if required, in light of
the developmental plans. A draft budget is prepared indicating the
revenue expected and the expenditure planned and sent to the Managing
Director. The budget will be discussed in the meeting of the MD with
Directors and the approval will be communicated to the Head of Finance
with the modifications, if any. The approved budget will be circulated to
all the Heads of the Departments for implementation, by Head of
Finance.

III. Plans for preparation of trial balances on time.

IV. Plan for statutory submission on time i.e. finances.

V. Plan for payment of Professional Tax, Service Tax and TDS, on time.

VI. Plan for financial needs of the employees.

VII. Follows Credit and collection Policy issued by the management.

 EXECUTION:
 Accounting Procedures

I. Accounts sections to enter and maintain all accounting data as per

auditor’s instructions from time to time.

II. Accounts to make sure that books of accounts are entered on a daily
basis and no back-log is created.

III. Accounts to provide daily accounting report Head of Finance. This

report shall include all revenue and expenditure details for the day.

IV. Head of Finance to forecast and manage cash flow efficiently and
keep management up-to-date o cash flow situation on a daily basis.

V. Accountant to prepare voucher for all expenses and get approval

from Head of Finance before expending.

VI. Accountant to keep and accurate and detailed track of all petty cash
expenses along with proper authorization.

VII. Head of Finance to liaise with Auditors, as required.

VIII. Head of Finance to continuously monitor organization expenditures.

He must suggest innovative ways to reduce organizational expenses
and maximize cost efficiency.
 IX. Head of Finance to effectively monitor and manage payment to
Suppliers and Sub-contractors.

X. Availability of funds is reviewed and sources identified to generate

funds.

Funds are allotted to the departments and others based on critically and importance,
taking into consideration the expenditure involved supporting the activity. Funds
raised are analyzed with estimates and gaps bridged. To have fully fledged system of
accounting. Journal Voucher is maintained

To assist and supplement other departments for taking financial decision. To provide
accurate information to top management for their review and for providing resources.
To provide information to government and statutory agencies.

 ESTIMATING AND CONTROLLING CASH FLOWSAND

REQUIREMENTS:

A prime responsibility of financial management is to that adequate Supply of

Cash in on hand at the proper time for flow of Operation.

 ESTIMATING ASSETS MANAGEMENT POLICIES:

The determination of assets management’s policies decisions regarding kinds and
governance of insurance the company will carry. The formation of sound consistent
assets management policies is an indispensible pre-requisite to successful financial
management.

 BOOK KEEPING PROCEDURES:

Keeping records of the purchases and sales made by a well as capital spending. These
records today are typically kept n computer files. But we still use the term ledger
entries to refer to the days when all financial transactions were carefully recorded in
thick books (ledgers).

 CREATING A BALANCE SHEET AND PROFIT LOSS ACCOUNT:

Financial statement need to be produced at given time intervals, for example at

the end of each financial year. Trial balances are extracted from the ledger
entries to create a Balance Sheet showing the assets and liabilities of a business
at the year end. In addition, records of purchases and sales are tootled up to
create a Profit and Loss (P&L) account.

 PROVIDING MANAGEMENT INFORMATION

Managers require ongoing financial information to enable them to make better

decisions. For example, they will want information about how much it costs to
produce a particular product of service, in order to assess how much to produce and
whether it might be more worthwhile to switch to making an alternative product.

 MANAGEMENT OF WAGES:
The wages section of the department will be responsible for calculating the wages and
salaries of employees and organizing the collection of income tax.

 RISING OF FINANCE:

The finance department will be responsible for the technical details of how a business
raises finance e.g. through loans, and the repayment of interest on that finance. In
addition it will supervise the payment of dividends to shareholders.

 SATUTORY AND LEGAL REQUIREMENTS:

Head of finance is to maintain a list of all legal and licensing requirements along with
all necessary details. Head of Finance is to ensure that all statutory and legal
requirements and licenses are compound with, in order and up-to-date.

 MANAGEMENT ACCOUNTS

There is an important distinction between management accounts which involves the

provision of information to managers for ongoing decision making, and financial
accounting which is concerned with the preparation of financial statements outlining
the financial health and performance of a company in previous time periods.

3.3 PRODUCTION DEPARTMENT

INTRODUCTION
Production is the activity of creating utilities. This creation of utilities takes place
when raw materials are transformed into useful products. Production is the precess of
making products. In this process, different inputs like men, materials, machines,
money and management are transformed into higher valued goods and services. Thus
transformation of inputs and value addition are two basis of production. Productions
department players a major role in deciding the profit of the organization because it’s
the department which monitors the manufacturing activities. Thus the activities of
production department have to be carried out in accountancy with the needed orders.

Before commencing to manufacturing operation to manufacturing operation,

supervisor will ensure that the manufacturing area equipment used for manufacturing
or in a good position like machine condition, lubrication, fuel and checkup.

INFRASRUCTURE FACILITIES:

MANUFACTURING PLANT

The company has a fully equipped manufacturing facility offering 68000 square feet
of space and modem working environment with further opportunity for expansion.
They are also equipped with captive power generation so that 24 hours alternative
power supply ensure implementation of optimum process and effective delivery.
Continuous implementation of the process and infrastructure is not an assignment but
way of life and is linked directly to their history of excellence and success.

MACHINERIES
1. Horizontal Machining Center’s

 Horizontal machining center’s – Makino A51

 4 Axis CNC with pallet charger
 Table size 6000*400

2. Vertical Machining Center’s

 5 Vertical machining center – Makino S33, Fanuc Robordrill, Brother and

Hyundai Kia
 4 Axis CNS with pallet changer
 Table size 600*400

3. Turn-mail Center
 Galaxy-Biglia Turn-Mill center
 Focused on combined turn-mail operations

4. Turning Center’s
 10 CNC Turning centers – Galaxy, Mazak
 For prototype, per-series production
 Machining capacity of Dial10.00 up to Dia200mm

5. Multi-spindles
 We have 5 multi-spindles-GILDEMESTER AS32
 For complex and high volume parts
 Machining Diameter up to 32mm

6. Other Technologies
 Deep Hole Drilling
 Broaching
 Single Spindle Automats
 Inscription Rolling
 Special Purpose Machines
 Hydraulic Presses
 Milling
OUTSOURCIN SUPPORT

We have a strong outsourcing support for the following process

 Forging/Casting/Extrusion
 Heat treatment
 Surface treatment
 Micro encapsulation
 Hard coat anodizing
 Fixturing
 Per-machining
 Grinding
 Lapping
 Polygon Milling
 Honing
 Thread rolling

We take care to select quality capable reliable sub-contractors to ensure that there is no
compromise in quality requirements at any stage.

PROCEDURE FOR MANUFACTURER OF PUMP BARREL:

Raw Material
Inspection
Turning
Pig Grinding
 Inscription Rolling
Visual Inspection
Deep Hole Drilling
Inlet Hole Drilling, Leak
Hole Drilling and Milling
Counter Boring
Filling
Base Reaming
Buffing
Inlet Hole Reaming
Free Reaming
Inscription Roller (part no)
Visual Inspection
Final Inspection
Dispatch

4.4 QUALITY DEPARTMENT

INTRODUCTION:

Quality of the components is determined by quality department. Quality in business,

engineering and manufacturing ha a pragmatic inspiration as the non-inferiority of
superiority of something, it is also defined as fitness for purpose. Quality is a
perceptual, conditional and somewhat subjective attribute and may be understood
differently by different people. Consumers may focus on specification quality of a
product/service or how it compares to competitors in the marketplace. Produces might
measure the conformance quality or degree to which the product/service was produced
correctly.

QUALITY CONTROL DEPARTMENT:

GAUGES:

There are two types of Gauges

 ATTRIBUTE
  VARIABLE

ATTRIBUTE GAUGES:

Go – on go fixed gauges are used to check inside and outside smooth diameters,
threads, grooves, cones, key ways, charmfers, radii and so on. The gauging fixtures are
manual measuring stations designed ad hoc for the part to be checked. The fixtures
may look like stations inside which the part is carried or like tools that are seized and
then carried on to the part (the so called laysonS Gauges). Once the part is referred on
pins, and using the same machine tool references, the holes to be checked are
measured either attributes using pins (Functional checks) of by variables using
mechanical or electronic master gage (dimensional and geometric checks). The
masters and masters’ gears are samples used for zero setting measuring instruments.

VARIBLE GAUGES:

A variable gauge system allows railway vehicles in a train to travel across a break of
gauge caused by two railway networks with differing track gauges. For through
operation, a train must be equipped with special trucks holding variable gauge when
sets containing a variable gauge axel. The gauge is altered by driving the train through
a gauge changer of gauge changing facility. As the train passes through the gauge
changer, the wheels are unlocked, moved closer together or further apart and re then
relocked. Installed variable gauge systems exist within the internal network of Spain,
and are installed on international links between Spain/France (Spanish train),
Sweden/Finland (Swedish train), Poland/Lithuania (Polish train) and Poland/Ukraine
(Polish train). Several alternatives exist, including transferring freight, replacing
individual wheels and axles, truck exchange, transporter flatcars of the simple
transshipment of freight or passengers.
VISUAL INSPECTION:

At final inspection, each manufactured part is often visually evaluated for defects and
a decision is made to pass or fail the part. This pass/fail decisions are extremely
important to manufacturing operations because they a strong impact on select on select
rates as well as process control decisions. In fact, because six sigma projects focus on
defect reduction, these pass/fail decisions are often the basis for determining project
success. Yet the same company that demands precision for continuous measurements
to less than 1% of the specification range often fails to assess and thus may never
improve their visual inspection process.

Six step method for inspection improvement:

3. Evaluate Current
1. Analyze a 2. Agree on
Inspection Performance
Pareto Chat of Defect
using Attribute
Defects Specifications
Agreement Analysis

4. Communicate
Results using an 5. Re-evaluate 6. Implement an Inspector
Operator – by – the Process Certification Program
Part Matrix

Following things are not allowed in the Visual Inspection:

 Deep lines
 Damages
 Charring/step on OD and chamfer
  Short price
 Rough finish on undercut and color diameter
 Without inscription
 Uncleared on the part
 Collor bead and face rough
 Excessive pip and dimple diameter

QUALITY ASSURANCE

Our investments and progress are not confined to manufacturing facilities alone, we
are equipped with capital measuring equipments like:

 Form tester
 Profile projectors
 Surface roughness testers
 Linear height gauge
 Bioscope
 Gauges specific to various components
 Contour graph
 Video measuring system

QUALITY POLICY:

The continual development of company that partners customers in their progress

delivering products with

 ZERO DEFECTS
 ON TIME
 EVERYTIME

By pursuing perfection

 QUALITY
  COST
 DELIVERY
 AND TARGETING ALWAYS TO SURPASS THEIR EXPECTATIONS OF
US.

QUALITY MANAGEMENT SYSTEM

QUALITY SINCE 1960:

A proven and efficient quality management system has been and everyday aspect
of our company. The blend of advanced production technologies and excellent
man power employed with strict quality assurance systems has translated into
excellent solution and quality levels with the highly satisfied customers.

Today we are an ISO 9001:2008, TSI16949:2009 and ISO 14001; 2004 EMS
certified company.

MEASUREMENT SYSTEM:

To improve control over our monitoring and measuring devices, we have set up a
standards room with model equipment such as CMM (co-ordinate measuring
machine) Roundness tester – Profile projector – Roughness tester – Grade ‘0’ slip
gauges, we are in the process of carrying out in house calibration for selected
attribute gauges and measuring instruments.

SYSTEM
The quality management system is of importance to the company. This system serves
as the back bone of producing quality components.

The practices Followed are:

1. 5S-5S:
Is the name of workplace organization methodology that uses a list of five
Japanese words which are seiri, section, seiketsu and shitsuke which are starting
straightening, systematic cleaning, standardizing and sustaining.
5 S is a stepwise method to:
 Remove unnecessary items.
 Reduce the searching time of the items.
 Inspect while cleaning.
 Standardize arrangement to avoid misplacing.
 Self discipline.

2. Continuous Improvement Program:

 Is about removing problem difficulty to success.
 Is a process-driven focus.
 Focuses on our stake holder as people with specific needs.
 Recognizes that quality and improvement is the responsibility of every
employee.

3. Quality Assurance Matrix:

A matrix is prepared to keep in check whether the components are
prepared according to the specifications.

4. Poka Yoke:
A poka-yoke is a mechanism in a lean manufacturing process that helps an
equipment operator avoid (Yokeru) mistakes (Poka). Its purpose is to climate
product defects by preventing, correcting, or drawing attention to human erros
as they occur.
Example 1:

Problem – Possibility mix-up of drills in bins.

 Origin – internal problem.
Solution – As per drill diameter holes made and placed in fiber frame.

Key Improvements –
Mix-up drills in bins controlled and reorder level visually displayed.

Example 2 :

Problem – No safety for operators and tools (internal problem).

Process – inlet hole reaming operation.
Solution – By arresting the ration of cylinder shaft by providing a guide pin.

Key improvements –
I. Reduction in tool breakage.
II. Safety for operators.
III. Quality parameters are improved

5. Single daily work management:

The heads of various departments spend time everyday in a meeting discussing
about the activities that happened the day before and prepare a plan for the next
day.

6. Kaizen:
 Elimination of waste-activities that add cost but do not add value.
 Just in time delivery’
 Standardized work.
 Pace (speed) moving lines.

QUALITY FOCUS:
Some of the best practices we are currently following and implemented are as
follows:

SAP-ECC 6.00
We are the first amongst small scale industries to implement SAP to support our
strong manufacturing operations.
 POKA YOKE
2007:09
2008:12
2009:20
2010:25
Recipient of best poka yoke awards from BOSCH BanP.

HOUSE-KEEPING

5S training provided to all our staff on a regular basis to ensure world class
standards throughout the year.

UNIDO CLUSTER PROGRAM

Our unit had participated in the above for a 30 months period.

The training covers

 5S & 3M
 3C
 KAIZAN & CIP
 POKA YOKE
 QC STORY
 SMED
 MY MACHINE CAMPAIGN
 ITR
 VAPCO
 SINGLE PIECE FLOW

OTHERS

 SPC on critical parameters and customer requirements

 Zero ppm at customer end
 Employee training
 Quality circle teams
 Cell concepts
 Lean manufacturing
 Pull system

4.5 STORES MANAGEMENT

 The aim of any business activity is to increase the value of the original
resources which are risked by the owners in the venture. The aim of the
manufacturing operation, which is an important facet of the business activity, is
the timely manufacturing of the desired products of specified quality, in proper
quantities at least the manufacturing operations largely depends on the efficient
functioning of the receiving and stores operations. Receiving and strong are the
service functions and involve much of the paper work. The benefits out of an
efficient receiving and strong are bound to out space the cost of administering
them, Moreover there is an ample SCOPE for simplifying and standardizing the
paper work involved in these functions.

STORES FUNCTIONS:

1) Receipt: It receives and accounts inventories

2) Storage: It stores and preserves the inventories protecting them from
damage.
3) Retrieval: It helps easy accessibility to materials and ensures optimum space
utilization. Materials can be located and retrieved with case.

4) Issue it satisfies the demands of consuming departments by proper issue of

inventories on receiving the requisitions.
5) Records: It keeps proper records of the issue and receipts.
6) Housekeeping: The space is kept neat and clean so that material handling.
7) Surplus stock: Scrap and surplus disposal management is a function of
stores.
8) Verification: Physical verification and purchase initiation to avoid stock
outs.

FUNCTIONS AND RESPONSIBILITIES OF SORE DEPARTMENT

  Receipt of materials:
 Stronger, Preservation and Safe Custody.
 Issue of materials against proper instructions;
 Disposal of obsolete / unserviceable / scrape items,
 Verification of stores;
 Other related works;

CONSIGNMENT CLERANCE PROCEDURE

The Purchase Department shall clear consignments daily form Railway / Road
transport companies, Airlines etc. against document after carefully checking the
weight of the consignments and out ward conditions of the particles. All consignments
as far as possible should be cleared without any loss of time to avoid demurrage
charges. Whatever necessary, the services of a Transport Contractor/Cleaning Agent
may be engaged for carrying out the clearance work. It will be the responsibility of the
Purchase Department to clear all consignments and handover and handover the
materials along with all relevant details to the Stores Department.

RECEIPT OF MATERIAL

Receipt of Goods in the stores will, fail into one of the following categories
 Items received for immediate issue to the indenting Department / Project
through Stores Requisition (SR)-(Non-Stock Items).
 Items received for storage in Stores Department for periodical issue to Groups /
Sections through Stores Requisition ((SR). (Stock Items).

OPEN DELIVERY AN CLEARANCE AGAINST INDEMNITY

BOND
In the case of damaged consignments or when it is suspected that the contents are
broken/damaged/loss, “Open Delivery” should be insisted upon if applicable and/or
necessary shortage/ loss certificate / endorsements taken from the carriers by he
Purchase department. In case of non-receipt of RP/LR, etc., the clearance of
consignments shall be affected under an Indemnity Bond promptly.

HANDLING OVER OF CLEARED CONSIGNMENT

The consignment cleared daily should be properly accounted for. The consignments
cleared daily should be listed out by the clearance personnel in the Purchase
Department in “Handling Over Statement” (HOS) with full details and should be
handed over to the Stores Department at the end of the day or latest the next working
day, clearly marking the identification under on the day or latest the next working day,
clearly marking the identification number on the consignments cleared against each
HOS for further action by the Stores Department, and duly taking acknowledgment
thereof in the prescribed column.

RECEIPT OF GOODS

All materials collected/cleared and brought to the Stores and those materials directly
received in the Stores shall be checked on the basis of handling over Statement /
Invoice / Challans / Purchase order copy, etc., such collections shall be received and
stored initially in the Receipt Section. However, equipment / machinery of bulk items
which are to be directly delivered to the Groups shall be taken to the respective place
by the stores Asst to avoid double handling and necessary paper work completed
thereafter without any delay.
OPENING OF CONSIGNMENT, PRELIMINARY CHECKING AND
MAINTENANCE OF GOODS INWARD REGISTER

All consignments will be opened and checked by Store Department for any visual
damages and for the correctness of the corrections of the quantity with reference to
documents like purchase order, packing slip, delivery challans or invoice copy in the
presence of Indentor. Full particulars of the supplies shall be entered in the “Goods
Inward Register” and the Registration No. (Inward Serial No.) And other relevant
details shall be endorsed on the receiving document. To enable this, 2 copies of all
Purchase Orders issued will be marked to the Stores Department immediately on
release to suppliers by the Purchase Department. The Purchase Orders so supplied to
the Stores dept shall contain full specification of the items on procurement.

INSPECTION OF MATERIALS AND PREPARATION OF MRIR

After the preliminary check in respect of quantity, the Stores Department will arrange
to get the materials inspected for acceptance by the concerned user Group as required.
For this purpose the Store Department will prepare the Materials-Receipt-cum-
inspection Report (MRIR) and send the last copy of the MRIR, which will form the
Material Arrival Intimation to the Concerned Group. The Indenter / Inspection Team
of the concerned Group shall check for the quality and other relevant particulars to
satisfy that the materials supplied confirm to order specifications and can be accepted
and taken to stock.

LIST OF AUTHORISED PERSONNEL

Project leader. Principal Investigator shall provide to Stores Department a list of
authorized personnel (not more than three) with their specimen signature who are
authorized to purchase and receive stores for the respective Groups. Any
addition/deletion to this shall be communicated to the Stores Dept. promptly.

PRE-DELIVERY INSPECTION

Wherever pre-delivery inspection at the supplies’ premises is called for as per the
purchase order terms, the inspecting authority shall provide a copy of such inspection
report to the Stores Department for record purposes. Similarly, where the order
stipulate approval of samples before effecting full supply. Such approval reports
should also is sent to Purchase Department.

DISCREPANCIES

Discrepancies if any, on visual checking shall be promptly reported to the supplies by

the Stores Department under intimation to indenter/Finance/ purchase.

Discrepancies are likely to be due to:-

 Wrong materials supplied;

 Shortage/excesses;
 Damage materials; and
 Defective materials.

Discrepancies in case of imported goods shall be immediately reported to Purchase

Department. In the case of indigenous supplies all discrepancies shall be clearly
recorded in the file.
CLAIMS

Discrepancies pertaining to consignment reported by Stores / Clearance, which might

have been insured by the Laboratory shall be reported to the Insurance Company by
the Purchase Department immediately, at any rate within the allowed time limit given
by the Insurance Co. and necessary claim preferred for the same. If required,
preliminary claims are to be registered with the insurance company pending filling of
the final claim. Claim shall be preferred on carriers within the prescribed time limit
with Claim Bill, etc.

TRANSIT LOSSES

Losses of materials not due to reasons attributable to the supplier/ any Member of
Society and those which cannot be recovered from any procedures and with the
approvals of the Director/Executive Director, as per the delegation of the powers, by
the Purchase Department.

REJECTED MATERIALS

Materials finally rejected shall be kept by the Stores and Purchase Department will
take action as follows:-

 Intimate the suppliers by the Purchase Department with a copy to Stores.

 If a supplier solicits any assistance from the Stores for returning the said
materials, the same may be extended to the, at their cost.
 If there is no response from the suppliers to such intimation, he may be given a
final opportunity in the form of a notice to take delivery of the materials
intimating therein that if the supplier does not remove the materials within the
 time allowed, he shall have no further claim on the materials and the same will
be disposed of as deemed fit by the Laboratory.
 Such materials will be finally disposed of in the best manner possible after
taking approvals of the Director/executive Director.

DELIVERY BEYOND SPECIFIED TIME LIMIT

In case of delivery of materials by the supplier beyond the specified time limit
mentioned in the Purchase Order, materials may be accepted after obtaining necessary
amendment/advice from the Purchase Department keeping in view the terms and
conditions of the Purchase Order regarding delay in delivery of the materials as per
DOP.

ISSUE OF STOCK AND NON-STOCK ITEMS

The stock items are received, inspected and stocked in the Stores Department for
Periodical issue through Stores Requisition to Groups. Non-stock items are received
by the Store Department and immediately handed over the groups though Stores
Requisition. The Store Department shall arrange to circulate a list of all general stock
items to be stocked in the Store Department to all Groups for their information twice
in a year, i.e., in January and July so that such Item is not available in Store
Department, and at the same time, some of the Groups need them urgently the
purchase indents raised by the Groups shall be certificated for non-availability and or
the Store Department will indicate whether these materials are available with other
Groups before procurement action is taken through the Purchase Department.

PRESERVATOIN
Adequate precaution may be taken to avoid deterioration of materials during storage
using preservatives. Proper storing methods shall be adopted and specific instructions
in this regard may be issued from time to time.

PROTECTION FROM FIRE HAZARDS

Suitable provision shall be made for protection of materials from fire hazards.
Smoking inside the storage area shall be strictly prohibited. ‘No smoking’ board shall
be displayed at prominent places, Highly inflammable articles be kept separately and
properly secured.

LOCATION

All materials shall be stocked in a systematic way so that minimum time is spent in
picking out the materials for day-to-day issues. Thus, each rack and bin in the Stores
will be identified with a location number, which shall be indicated on the respective
stocks cards/ Bin cards.

RETURN OF MATERIALS TO STORES

Any materials returned to the Stores shall be returned under a Stores Return Note
(SRN)

DISPOSAL OF SCRAP / UNSERVICEABLE ITEMS

Suitable enclosed type scrap dumping yard shall be provided in the vicinity of Stores
Department, for the collection of scrap materials (metal cutting, turnings, chippings
bits, etc.) generated from workshop and other Groups. It is desirable to construct a pair
of such bays for each type of bays can be pre-fabricated so that as soon as the bin is
full with scrap, the approximate quantity available for auction will be readily know.
Scrap of Aluminum, Stainless Steel etc, should be dumped in separate bins/lots.
However the scrap of valuable materials, such as copper, brass, molybdenum, bronze,
etc should be kept under safe custody. Here again, it will be advisable to keep a pair of
drums for each type of scrap so that can be used for further collection. Such scrap shall
be handed over to the Stores Department by weight a Stores Return Note. The scrap
accumulations, i.e., metal scraps, empties, etc, shall be disposed of by weight / lot /
number as expedient half-yearly or even earlier depending upon the quantum of scrap
to the Stores Department with relevant details sufficiently in advance for arranging
necessary disposal by public auction/tender.

PURCHASE ORDER

There shall be four copies order and it is distributed as under:

 Originals copy to the supplier.

 Second copy to the purchase file.
 Third copy to the accounts department.
 Fourth copy to stores.

Any changes in the terms of purchase order is intimated to the supplier in a letter form.
Follow up action is taken with supplier for their action through purchase order
amendment, by the head of commercial by sending reminders at regular intervals or by
telephonic contacts to ensure prompt delivery of the right quantity and quality of
materials. Purchase order copies are made available to the head of stores.

RECEIPT OF MATERIALS AND STORIES

On receipt of materials verification is done by head of Stores for quantity and for
physical damages, after which Materials Stores Receipt (MSR) is prepared, and the
discrepancy / different observed is reported to the head of Commercial. The
verification of specifications is carried out by QA Department as per relevant Quantity
Plan for which Quality Standards From is used. Inspection status is indicated in
Materials Stores Receipt from by QA Department for non-conforming material. For
non-conforming items, after necessary entries the Head of Stores informs the Head of
Commercial, who in turn disposes off the non-conforming items as per procedure.

On receipt of rejection intimation, Head of Commercial disposes off the material in

the following manner:-

a) Supplier is informed and material is returned / advised to take back.

b) In-spite of final warning, if the party fails to lift the rejected material, it should
be disposed off ass per procedure.

VERIFICATION OF PURCAHSED PRODUCTS

Verification of purchased product is arranged at Supplier’s premises wherever required

as per the contractual agreement, in which case verification arrangements and the
methods of product release are agreed upon in the purchase order by the Head of
Commercial. Where specified in the contract, customer or his representative is
permitted to verify the purchased product, customer or his representative is permitted
to verify the purchase product either at Supplier’s premises or at our premises, for
conformity to specified requirements. Such verification shall not be used by us as
evidence of effective control of quality by the supplies. Verification by the Suppliers
does not absolve us of our responsibility to check for acceptable product, nor does it
preclude subsequent rejection by the customer. Verification of Purchased Product is
done by Quality assurance Department, as per Quality and Inspection Plans and
Quality Standards and records are maintained as required.

SWOT ANALSIS

In-depth strategic analysis of the company’s businesses and operations, the profile
been compiled to bring to a clear and unbiased view of the company’s key strengths,
weaknesses, potential opportunities and threats. The profile helps you to formulate
strategies that augments your business by enabling you to understand your partners,
customers and competitors better.

SW STRENGTHS
OT

WEAKNESSES

OPPORTUNITIES

THREATS
STRENGTHS:

Motivated, Dedicated and trained team of employees.

Combination of professional management and dedicated work force working in

harmony.

It has skilled and talented man power expertise in manufacturing.

Good infrastructure facilities and an organizational culture conductive for working.

Trying to expand globally and also increase in manufacturing of products.

Employees can take up other department wok organization to achieve goals.

Employees are given encouragement to express their views, ideas and suggestions in
decision making.

Quality management system has been a vital entity for the company.

WEAKNESS:

Still good and advanced technologies of equipment are required.

Their still exists a lack of training with regards to soft skills.

Lack of systematic approach in manufacturing process and system implementation in

stream lining of production planning,

Absenteeism.

Long working hours.

OPPORTUNITIES:

Growing demand for pump barrel in the entire core sector.

Increased infrastructure (machine centers).

In house calibration of gauges and measuring instruments.

They look forward to the future with hope to explore new horizons.

Up gradations of machines, techniques.

Great opportunities given for expansion of business.

THREATS:

Demand becomes less because of more competitors manufacturing similar products.

With change in technology, product demand decreases.

As they mainly have a single customer (BOSCH), they may go out business.

Entry of new companies in the market.

 CHAPTER – 5

FINDING AND SUGGESTIONS & CONCLUSIONS

FINDINGS:

They have given more importance to safety measures.

Units have maintained proper records showing full particulars including quantitative
details and situations of fixed assets.

The units have maintained up to date records and submitted to respective authorities.

A very co-ordinal relationship exists between employer and employees.

KAPL makes production process accurate so as to assure quality of products.

KAPL has maintained good relationship with customers.

Provide excellent working environment to is workforce.

Every department is segmented; it helps in efficiency, easy flow of work and

feasibility in work.

Communication between departments within the organization is strong, this helps in

reducing inter-personal conflicts.

There is no effect to absenteeism in productivity.

SUGGESTIONS:

Suggestions box system needs to be maintained where the employees can drop their
valuable suggestions, which lead to the development of the company.

Conducting the performance appraisal half yearly may helps the company to evaluate
the performance of the employee.

The company should update its technology so that it can beat the competitor’s price
and also produce higher quality of products.

Development in R & D is required.

Company should reduce inefficiency, absenteeism and idle time.

Machine must be replaced in order to reduce cost of production.

The company should concentrate on motivation, incentive schemes and should

liberalize promotion strategies.

Upgrade the training programs in order to increase the efficiency of workers.

 CONCLUSION

Organization study really helps to get clear idea about the various functions of the
organization. Overall study of the organization helps in knowing the interrelation
between the different departments and their role in helping the organization to attain
its goals. The understanding of each department gives practical experience about all
the theoretical aspects that are studied by the student.

Karnataka Automats Pvt. Ltd. (KAPL), is one of the leading manufactures of precision
engineering components. They mainly produce pump barrel and regulative sleeves to
the other industries. Their main customer in BOSCH. All employees work together to
products with the best quality without any hindrances such as untimely delivery of
products and this is the major strength of the company.

The organizational study at KAPL has helped me to get deep insight about all the
functional departments and their unique role in fulfilling the organizational goals. It
also helped me in experiencing the practicality of the theoretical knowledge that is a
part of our curriculum.