KSDL

Organization Study at K.S. & D.L.
EXECUTIVE SUMMARY
In the year 1918 the company came into existence under the name Government
Soap Factory. Sri.S.G.Shastry a Science student went to UK for higher studies in Oil
Technology. After returning to India, he conducted several experiments. He evolved with
a soap perfume blend using sandalwood oil as the main base to manufacture the toilet
soap & thus the famous ‘Mysore Sandal Soap’ that took birth in the year 1918.
The factory started functioning in its new premises from 1st July 1957. From this
year onwards till date the factory has never looked back and it has achieved growth and
development in production, sales and profits.
The initially named Government Soap Factory was renamed as Karnataka Soaps
and Detergents Ltd in 1st October 1980. Its trademark is “SHARABHA”, The Company
is a leading sandalwood soap manufacturer in the country, and they have demand for their
products in both domestic as well as international market.
AL AMEEN INSTITUTE OF MANAGEMENT STUDIES 1


INTRODUCTION:
The Soaps & Detergents Industry is characterized by a number of small scale

manufacturers at one end of the spectrum and large companies (including MNC's) at the
other end. The market for Soaps & Detergents has increased manifold with changing
lifestyles, growing purchasing power, increased awareness about personal hygiene,
responsiveness of the consumer to brands offering superior value and the spread of audio-
visual media.
Fabric Wash Industry in India is characterized by (like any other non-durable product
category in India) low per capita consumption and substantial potential in rural markets
(in terms of category penetration and per capita consumption). Per capita consumption of
fabric wash products in India is just 3.1 Kg, which is very low compared to developed
and some developing countries. Also, this consumption figure has to be viewed against
the fact that India's Active Matter standards are one of the lowest in the world.
The Fabric Wash Industry is divided into Laundry Soaps, Synthetic Detergent Cakes &
Powder. The Toilet Soaps Industry is segmented into economy, popular and premium
segments. The market is witnessing fierce competition from MNCs and requires
substantial efforts for market penetration and brand development, reflected by the fact
that only 5% of total production comes from the small scale sector.
Soap is one of the commodities which have become an indispensable part of the life of
modern world. Since it is non durable consumer goods, there is a large market for it. The
whole soap industry is experiencing changes due to innumerable reasons such as
government relations environment and energy problems increase in cost of raw material
etc.
The changing technology and ever existing desire by the individual and the organization
to produce a better product at a more economical rate has also acted as catalyst for the
dynamic process of change.

More and more soap manufactures are trying to capture a commanding market share by
introducing and maintaining acceptable products. The soap industry in India faces a cut
throat competition while multinational companies dominate the market. They are also
facing several threats from dynamic and enterprising new entrance especially during
1991-92.
Indian Soap Industry has seen several ups and downs in the last 30 to 40 years in the year
1964, during the China war. India faced severe shortage of fats due to foreign exchange
crisis again in the year 1975 due to severe crunch in India northwest soap, company
established first soap industry in 1887 at merut.
Soap manufacturing has classification as organized and unorganized sector. KSDL carries
under organized sector.
HISTORY OF THE SOAP:
Soap manufacturing was started in North America. Some American

companies with well known names were started 200 years ago. During middle age soap
was made at various places in Italy, France, England & other countries. France became
famous & many small factories were established there.
In India the first soap industry was established by North West

Soap Company in 1897 at Meerat following the swadeshi movement. From 1905 on
wards few more factories were setup.
They are,
Mysore soap factory at Bangalore
Godrej soap at Bombay
Bengal chemicals
Tata oil mills
1930 lever brothers company

OBJECTIVES OF THE STUDY:
Primary Objective:
To check the practicality of theory what we study and the actual what exactly
happens in the company.
Secondary Objective:
• To study how the theoretical knowledge is made use of in a real life situation in
KS & DL.
• To study the organization.
• The level of satisfaction of employees and staff.
• To study the role of all the various departments in achieving the organizational
goals and objectives.
• To study of present market scenario of soap industry.
PROBLEMS OF SOAP INDUSTRY:
Soap industry faces some problems incase of raw materials. The major
ingredients are soap ash, linear alkyl, benzene & sodium. Tripoli phosphate poses number
of serious problems in terms of availability. The demand supply gap for vegetable oil is
1.5 to 2 lakh tons & is met through imports. In recent times, caustic soda and soap ashes
in the cheaper .Varieties of soaps are quite high.

MARKET SCENARIO:
India is the ideal market foe cleaning products. The country’s precipitate
consumption of detergent powders and bars stands at 1.6 kg and soap at 543 GM.
Hindustan Liver, which towers over the cleaning business, sells in all over the cleaning
business but the tiniest of Indian settlements.
The 4 lakh metric tones per annum soap market in India in crawling along at 4%.
The hope lies in raising Rupee worth, the potential for which has high because the Indian
soap market is pseudo in nature and it is amazingly. Complex being segmented not only
on the basis of prices benefits. But even a range of emotions with in that is outlining
framework.


HISTORICAL BACKROUND:
For centuries, India is the land of spices, ivory, precious gems magical
charms and “Land of sandal wood”. The world’s richest sandal wood resources are from
isolated stretch of land in south India.
Karnataka is the original home of perfumed sandal wood. Its oil is mainly
used for manufacturing of soap. Thus it is regarded as a fragrant Ambassador of India and
the sandal wood is regarded as “Liquid Gold”. Karnataka state produces a major
percentage of total production of sandal wood oil in the world. It was this sandal wood oil
which became a reason to setup factory in Karnataka.
“Karnataka Soaps and Detergents Limited’, is a public sector Undertaking

[wholly owned by Government of Karnataka] engaged in Manufacturing of soaps,
Detergents and extraction of sandal oil at Mysore Division. It also manufactures
Agarbathies.
It is only by the inspiration of the Maharaja of Mysore the late

Mr.Jayachamarajendra Wodeyar, who turned the treat into an opportunity by sowing the
budding seeds of KS&DL the new sandal wood oil factory on the outskirt of koti forest
near Bangalore. The project took shape with the engineering skill and expertise of a high
level team comprising Sir. M.Vishweshwariah, Prof. Watson and Dr. Suburao. The start
was indeed a good beginning but the visionary Maharaja had far reaching idea in mind
the next project to gone on stream was a factory to make sandal soap.
G.S. Shastry a distinguished chemist sent to England by Maharaja to master the

finer aspect of soap manufacture. On his return Shastry cast the dye to on imprint that
created history “Mysore sandal” made at the new government soap factory.
The factory which was started as a very small unit with a capacity of 100 tones of
soaps per annum at K. R. circle. Bangalore in 1918 then it was shifted to a bigger unit at
Rajajnagar industrial sub-urban, Bangalore in July 1957. The total area of factory today
is about 42 acres, which is registered office of the organization with employees.

The event that bore fruits over seven decades in return planted with seeds of new
enterprises. The foundation grew stronger and KS&DL branched out in new direction.
Today the company has independent units to manufacture sandal wood oils, toilet
soaps, washing powder, detergent and industrial products.
Right from the first log of sandal that rolled into boiler room in 1916. The
company has been single mind in its pursuit of excellence the quality reflected in all
spheres of KS&DL activates.
OBJECTIVE OF KS&DL:
• To serve self and natural economy.

• To promote and uphold its image as symbol of traditional products
• To maintain the brand loyalty of customers.
• To promote purity and quality products and enhance their old age
• Charm.
• To build upon the reputation of Mysore sandal soap bases on pure
• Sandal oil.
• To supply the products mentioned above at most reasonable and
competitive rate.
MISSION:
• To serve the National economy.

• To attain self-reliance.
• To promote purity & quality products
• To maintain the Brand loyalty of its customers.
• To build upon the reputation of Mysore sandal soap based on pure sandal
oil.

VISION STATEMENT:-
• Ensuring global presence of Mysore Sandal products while leveraging its

unique strengths to take advantage of the current technology scenario by
intelligent and selective diversification.
• Secure all assistance and prime status from Government of India, all
technology alliances.
• Further, ensure Karnataka’s pre-eminent status as a proponent and
provider of technology services to the world, nation, other states public
and private sectors.
• Making all out efforts to achieve reasonable profits.
• Most importantly to earn the invaluable foreign exchange, both to the state
and to the country.
SLOGAN OF KS&DL:
“Natural Product with Exotic Fragrance”.
SAFETY SLOGAN OF THE COMPANY
“Know safety, no loss”

“No safety Know Loss”

TRADEMARK OF KS & DL:-

The “SHARABHA”
The carving on the cover is the Sharabha, the trademark of KS & DL
.
The sharabha is a mythological creation from the “puranas” which has a body of a
lion and head of elephant, which embodies the combined virtues of wisdom and strength.
It is adopted as an official emblem of KS& DL to symbolize the philosophy of the
company.
The sharabha thus symbolized a power that removes imperfections and
impurities. The maharaja of Mysore as his official emblem adopted it. And soon took its
pride of place as the symbol of the Government Soap Factory of quality that reflects a
standard of excellence of Karnataka Soaps and Detergent Limited.

ACHIEVMENTS / AWARDS:
• Government of Karnataka, Dept., of Industries and Commerce, State

Export Promotion Advisory Board’s “EXPORT AWARD” 1974-75.
• Detergent Plant M/s Chemical Bombay has given 1st price for the year
1980-81.
• Geographical Indication GI-2005.
• ISO 9001-2000 in the year 1999.
• ISO 14001-2004 in the year 2000.
• ICWA national award for excellence in cost management 2007
POLICY OF KS&DL:-
• Seek purchase of goods and services from environment responsible
suppliers.
• Communicate its environment policy and best practices to all its

employees’ implications.
• Set targets and monitor progress through internal and external audits.
• Strive to design and develop products, which have friendly environmental

impact during manufacturing.
• Reuse and recycle materials wherever possible and minimize energy

consumption and waste.
MAJOR CUSTOMER OF KS&DL:
Australia, Bahrain, Canada, France, Germany, Italy, Japan, Kenya, Kuwait,

Malaysia, Saudi Arabia, Singapore, Sri Lanka, Taiwan, United Kingdom, United States of
America.

MAJOR COMPETITORS:
• HLL [Hindustan Lever Ltd].
• Godrej.
• Procter and gamble.
• WIPRO.
• Nirma soaps private ltd.
• Jyothi Laboratories.
MARKET SHARE OF KS&DL:
NO. PARTICULARS PERCENTAGES
1. HLL [Hindustan Lever Ltd.] 70%
2. Tata oil mills 17%
3. KS&DL 4%
4. Godrej soaps 4%
5. Others 5%

PRESENT STATUS OF THE ORGANIZATION:
It is said that the popular has drastically dropped bolt in quality and value terms in
spite of the fact that the market for the popular segment is growing. Though this appears
to be very peculiar phenomenon, but that really happened in application of limited
working capital. Availability of amount for the products which have the higher
contribution. In the process the company is suffered heavily in terms of its market
presence particular for popular soaps. The company has adopted some of trade push
method for growth during the last three years and judiciously applied its funds fixed
advertising, as there was a severe cash crunch. The above strategy proved rude from the
company because trade push methods gives certain guarantee has consumed off take
thorough the working capital requirement.
The company is heavily dependent on southern market founded by
Bombay and Calcutta branches. The product availability in retail outlets Particularly far
Mysore sandal soap is almost comparable to other similar products in the premium
segment in south, where as in other branches in penetration of one product is relatively
poor, which depends on the company’s distribution structure stockiest and field personnel
strength.
With increased trust on distribution, the company does not for see any problems
to achieve the projected sales through in the redistribution package.
Further, the policy of Indian government also sees the public sector enterprises
enter the industry in a large way there by making the products available to the consumes
at a reasonable price.
Being located in the center of southern part of India the Government soap factory
claims preferential treatment for expansion program natural availability of sandal wood
oil extra oil etc.

AN ISO 9002 COMPANY:
KS&DL with a tradition of excellence of over eight decades is committed

customer delight, through total quality management and continuous improvement through
the involvement of all employees.
KS&DL has got ISO 9002 certificate.
To improve the quality management system and to facilitate TQM in process of
soap and detergent. To management took decision to obtain ISO 9002 by end of March
1999. Accordingly action play has drowned up to contribution, the committee for the
purpose during October 1998 with a mission statement.
According to the company constitutions of officers go for the formation in all the
area of the company’s operation. Particularly production, procurement, quality assurance,
store maintenance. The company gives initial training inclosing conducting employee’s
awareness program document quality manual and quality system procurement of
presumes approach of ISO 9002.
In this direction company obtained the guidance from goalie Consultancies,
Bangalore and Bureau of Indian standards, Bangalore. Accordingly company standards
registered for ISO 9002 by the end of March to the Bureau of Indian Standards. Obtained
the certificate by the end of March 1999 itself.
This is to project in the national and international market and also to improve
quality of products offered to the consumers with the assurance of quality in the message.

ISO-14001:
The company is being in the facts of moving goods, company being located in the
heart of the Bangalore city. The top management of the company took the decision to get
the ISO-14001 and become model to other public sector for the techniques used and also
to other government units to spread the message of maintenance.
The clean and green objectives ISO-14001, the constitutes core committee of
officers of 6 months to study the impact of various processes during manufacturing
covering the Bangalore complex for soap detergent in this direction. Company gave
program of the awareness of ISO-14001.
As per the time schedule can be able to register by the end of February to meet
the entire objectives and target by completing all the stages recommended for
certification. On March 2000 ISO-14001 with tandem complied with ISO 9002 will
facilitate to improve the corporate brands in the global market it will help the company to
improve the profits. Year after year long-term basis. The environment management
system adopted in the company through this motive as follows:-
• Conservation of energy.
• Conservation of surrounding.
• Conservation of resources.
Equipped with latest technology and backed by full-fledged control R&D support,
KS&DL is marching confidentially a head in the new Millennium constantly developing
new products KS&DL meets the changing preferences of its customers.

BRANCHES OF KS&DL:
At present KS&DL have two main divisions at:
 Shimoga (Oil production)
 Mysore(Agabatties)
Its main marketing branches are:
 Bangalore
 Hyderabad
 Mumbai
 Kolkata
 New Delhi
 Chennai
FUTURE PLAN:
 Introduction of cream and cosmetic.

 Introduction of dish wash detergent bar.
 Introduction of spray perfumes.
 Improvement in existing products.
 Reduction in distribution expenses.

 Introduction of anti-bacteria, herbal transparent soap, made out of 33

essential oil based perfume, Aloe Vera, Vitamin-E etc as additive and
suitable for all types of skin and all seasons.
TABLE SHOWING THE GROWTH AND EXPANSION OF KS&DL

YEAR STEP BY STEP GROWTH AND EXPANSION OF THE COMPANY

A.D. OVER THE YEAR.
1918 Govt. soap factory was started by the Maharaja of Mysore and the Mysore
sandal soap was introduced into market for the first time.
The factory output was increased to 500 tones p.a.
1950 Renovating the old premises by reconstruction a portion of building.
Installing a new boiler, soap and drying chamber.
1954 Received license from Govt. to manufacture 1500 tones of soaps and 75
tones of glycerin per year.
1957 Dr. S.M. Vishweshariah laid foundation for KS&DL’s new factory
building.
1968 The production touched 3000 tones.
1974 The detergent plant started producing Mysore detergent powder and bar
soap with the investment of Rs.20 crores.
1980 On 1-10-1980 the Government soap factory a public sector unit was
renamed as Karnataka Soaps and Detergent Ltd.
1981 Production capacity was increased to 6000 tones, fatty acid plant was
started with Rs.45 million investments.
1983 Production capacity increased to 20,000 tones p.a. at a total cost of
Rs. 17.21 cores.
1984 Production of agarbathies was started in Mysore a unit of KS&DL
1985 Production capacity was increased to 26,000 tones.
1992 The company was registered with BIFR in December
1998 The company launches ‘Baby sandal Talc” and Mysore Gold soap
1999 KS&DL received ISO 9002 certificate manufacture of baby soap and fresh
mate.
2000 ISO 9002 Certificate pertaining to environmental management system.
2003 In may the BIFR, New Delhi declared the company to be out of the
purview.
2004 The company launched Mysore sandal’s herbal care soap.
Product Profile of KS&DL:

Mysore Sandal Soap 150gm
Mysore Sandal Premium 75,125,150gm

Mysore Sandal Gold 150gm six –in one pack
Mysore sandal classic 75 gm

Mysore Sandal Gift pack 125gm
Mysore Sandal Herbal care 75gm

Mysore Sandal Baby soaps 75gm
Mysore Jasmine 100,150g

Mysore Carbolic 125gm
Wave Turmeric Soap 125gm

Mysore Detergent Cake2125,250gm




PRODUCTION DEPARTMENT:
Production department in KS&DL is comprised of 295 employees, department

aims for organizational excellence. The total production department is containing the
technology of ITALIAN TECHNOLOGY.
Here, all components are fixed according to the processing sequence and
assembled the components and materials which are used for production of soaps.
Raw Materials used for soap production are as follows:
PKFAD (Pam kernel fatty acid)

PFAD (Pam fatty acid)
Caustic soda
Brain Salution [Salt Salution]
Water
Raw materials used for finished Soaps

Soap Noodles
Glycerin
Lanolin
Perfume
Quality assurance is given up to 500 kg per hours with out any problem,
depending up on the target given by the Marketing department, if any problem accused
during the production then it should be checked immediately.
Presently, KS&DL Bangalore produces SANDAL BATH TABLET, ROSE

BATH TABLET, LAVENDAR BATH TABLET, JASMINE BATH TABLET,
SPECIAL BATH TABLET, and CLASSIC BATH TABLET.
Components:

Kettle House [Soap Boiling Section],

Soap Drying Plant [Automiser],
Pneumatic Transfer System,
Silos,
Amalgamator,
Simplex plodder,
Milling machine,
Duplex plodder machine,
Cutting machine,
Stamping machine,
Wrapping Machine [Packing M/c]
Production process of KS&DL: (FATTY ACID MIXTURE)
In the stage fatty acid mixture is allowed to kettle along with calculated quantity
of sodium Hydroxide, and the kettle is boiled with the steam under the steam pressure of
6.5kg per cm squares. Requisite quantity of Water and Brine(salt water) or also added
from the top and Saponification reaction will take place from 3 to 4 hour’s this stage is
called FITTING stage And kettle is fitted by adding required quantity of water and salts
this is allowed for 24 hour’s to 40 hour’s when a kettle separates (NEAT) soap from
(NIGGER).
The bottom layer (NIGGER) is removed to other kettle and a super nailed
NEAT soap is processed in drying plant, The kettle NEAT soap have a moisture of 30%
and The soap is in liquid, when it is passed through drying plant the NOODLES are
produced having a moisture of 10% to 12% which is stored in SILOS.
After in the amalgamator the mixing of the perfumes, glycerin and lanolin
will be take place, after this it will be send to simplex plodder machine and to the mixture
In this process all the materials will be mixed & It is to be send to duplex plodder
machine in this minimum of -18% to -20% temperature is used.
After this it will be send to cutting machine and to packaging will take
place.

Functions:
 Ensures the 100% quality product.

 Based up on customer feedback takes the corrective action.
 Ensures the 100% equipment utilization.
 Gives the regular feedback to quality assurances department, regarding the
quality of the products.
 Gives the feedback to design department.

ORGANIZATION STRUCTURE OF PRODUCTION DEPARTMENT
GENERAL MANAGER
Dy. GENERAL MANAGER
MANAGER MANAGER
(TOILET SOAPS) (DETERGENT
PLANT)
ASST. MANAGER ASST. MANAGER
OFFICER OFFICER
JUNIOR OFFICER JUNIOR OFFICER
WORKERS WORKERS
MATERIAL DEPARTMENT:

Materials are obtained at right time, right quality at right place from right source
& at right cost which leads smooth flow of production.
Objectives:
• Maintaining continuity of flow of materials
• Effective control of inventories
• Coordination
• Growth of the organization
• Maintaining ethical organization
It has been divided into 5 sections:

• Oil & fats section
• Perfumery & aromatically section
• Packing materials section
• Chemical section
• Miscellaneous & Engineering stores section
Role of Material Department:
First of all material department gets the marketing requisition according to

production department. After receiving it tenders are released. Tenders are released by
means of open call, newspaper, and websites. Then quotations are send by the suppliers.
Quotations are selected by comparative analysis on the basis of supplier rate, supplier
background and EMD (Earnest Money Depositor). Final decision is taken by the board of
directors and the order is placed. Then Auditing work is carried out by Purchase
Negotiation Committee (PNC). The members of this committee are:
Chairman – GM of Finance department
Conveyer or Member – DGM of Materials department
Other members are first representative from marketing department, quality control
department, R&D and Production department.

MAINTENANCE DEPARTMENT:
Effective maintenance is the goal of the company. The areas of maintenance are:
• Mechanical Maintenance.
• Electrical Maintenance.
• Civil Maintenance.
Proper maintenance results to:

• Reduction of overload.
• Cost Reduction.
• Greater Safety of equipment & workers.
• Delivery schedule is maintained.
• This department contributes also working progress of the company.
STORAGE DEPARTMENT:
In KSDL there are about 8 stores namely:

• Packing Materials.
• Engineering & Stationary Goods.
• Perfumery Stores.
• Oil & Fats Stores.
• Detergent finished goods stores.
• Fuel & Serviceable stores.
These stores play a great role in maintaining of required stock. It also facilitates
maintenance of suitable store organization structure. It monitors the procedures of the
receipt. Materials are issued on the basis of FIFO.

INVENTORY CONTROL SYSTEM:
STORES DEPARTMENT:
KS&DL has well- managed stores department for each of the three divisions viz,
soaps, detergent & fatty acid division in the factory, there are separate miscellaneous
stores department for raw material, finished goods and tools.
Objectives;
• Assuring the availability of raw material at right quantity.
• Maintenance of adequate, but not excessive storage of materials at all time.
• Maintenance of economical and uninterrupted flow of production activities
and finally to ensure minimum blockage.
• Achieving maximum efficiency in production and sales with least
investment in inventory.
Types of Stores:
• Perfumery stores
• Chemical stores.
• Packing material stores.
• Oil & Fats Stores.
• Finished goods stores.
STORES DEPARTMENT FUNCTIONS IN KS&DL:

 Receiving materials from supplier through proper verification of documents.
 Raising goods received report for receipt of materials.
 After quality approval certificate from quality control department by goods
received note for stores accounting purpose.
 Issuing of material through proper identify or stores requisitions and issue note
from different department.

 Arriving of closing stock on monthly basis through stores accounting in store

stock ledger.
 Maintenance of perpetual inventory stock control and safety stock of materials.
 Periodical verification of stock of materials with necessary schedule or statement
by proper keeping of stores.
STORES RECORDS MAINTAINED IN KS&DL:

a. Bin cards
b. Stores cards
c. Stock verification statement
d. Delivery note or gate pass
e. Store purchase control register with purchase order.
f. Goods Received Note(GRN)
g. Goods Received Report(GRR)

MARKETING DEPARTMENT:
Around 450 people are represented from the company across the country and 12
employees are working within the organization. These representatives are responsible for
feedbacks from customer and also in increasing sales of the organization company
believes that these representatives are doing a great job.
The sales market is broadly divided into 4 segments geographically, i.e., south,
north, western, eastern zones.
 South region has the major share comprising of mainly Karnataka, Tamil
Nadu, Kerala and Andhra Pradesh
 Western region comes 2nd with Maharastra, Gujarat, Madhya Pradesh
 Eastern region comes next with states like, Orissa, Bihar
 North region comes last with states like Delhi, Punjab Rajasthan,
Himachal Pradesh, Jammu and Kashmir, and Haryana.
Major competitors are:
 Hindustan Unilever (HLL)

 Nirma
 Wipro
 Medimex
 Dettol
 Jo rose
The soaps are divided in mainly 3 segments namely:
1) Premium segment consisting of soaps priced above 16 rupee

2) Popular segment consists of soaps priced between 10-15 rupee
3) Economy segment consist of soap priced less than 10 rupee

KSDL is into mainly manufacturing of premium segment and popular segment.
Premium segment soaps include:
1. Mysore sandal classic

2. Mysore sand gold
3. Mysore sandal baby soap
Popular segment soaps include:
Mysore sandal carbolic
Demand for a product is calculated on the basis of previous year demand and
current growth of soap and detergent industry and also the feedback given by sales
representatives of the company
Advertising and sales promotion:

Advertising is done by using all kinds of media like television, radio, displays in
bus stands, hoardings, sponsors for certain events presently sponsoring Bangalore fashion
Sales promotions during festive seasons like get one free on purchase of three.
Discount during off season.
The company’s main products are soaps & detergents which are sold in different
parts of India, the marketing department which is controlled by seven branches. The role
of these departments is ensuring the effective sales activities under their control.
Branch Depots
1. Bangalore Hubli, Raichur.
2. Chennai Madras, Salem, Madurai, Cochin.
3. Hydrabad Hyderabad, Vijayawade, Ananchapur.
4. Mumbai Bhiwandi, Ahmedabad, Pune.
5. Kolkatta Cuttack, Patna, Gauhati.
6. Delhi Delhi, Jaipur, Jullundur.

ORG: Operational Research Group report main source of marketing research

private agency which study the competitors consumer demand, market etc that generates
the report.
CHANNELS OF DISTRIBUTION:
KSDL manufactures their products i.e. soaps & detergents. After this sent
to various distribution points through agents. The stockiest sells to various retailers hence
it reaches to the consume
CHANNEL OF DISTRIBUTION:
Manufacture (KSDL)
Branches
State wise deports
Area wise distributors
Sub stockiest
Wholesalers
Semi Wholesalers
Retailer
Consumers
EXPORTS:
KSDL export their products to different parts of world they are:

Australia Italy Srilanka
Berlin Kenya USA
Canada Malaysia Japan
Czechoslovakia Saudi Arabia UK
France Singapore Taiwan
Germany Africa Holland
FUNCTIONS OF MARKETING DEPARTMENT:
• Marketing Mix : it is the policy adopted by the manufactures to get

success in the field of marketing
• Product Policy: It includes both the turns of development & improvement
produced and existing products. This all totally done by KSDL both
marketing & R & D department.
• Distribution Policy: The manufactured product of KSDL is supplier to the
factory depots. There are various depots in various states & stored there.
• Sales & Promotion: the drawback is poor advertising & sales promotion.
• Packing: Uses different materials for different products, card board boxes
synthetic covers.
Market Share: The KSDL production strategy is more expensive when compared
to other product. At present co, holding market share of 18% in south India & 8%
throughout India basis for premium soaps

QAD (QUALITY ASSURANCE DEPARTMENT)
ACCENT OF HIGH QUALITY:

Mysore sandal soap is claimed to be very hygienic and does not have adverse effect to
human skin. It is the “Pride product of the factory” Behind such consideration KS&DL
has very well established quality control department. Quality checks are carried on right
from raw material stage to the intermediate stage again till the testing of the final
products.Quality assurance department of Karnataka soaps & Detergent limited is
consists of 16 members work in the laboratory, the quality assurance standards are set
according to the ISO 9001 Documentation.
The quality assurance process starts from testing of samples from the procurement of
Raw materials, after testing the samples QAD gives the certification to stores department,
from the stores department the required material will be used by production department
for production.
QAD works like round the clock, Activities are mainly divided according to,
Testing of incoming raw material.
Testing of work-in-progress.
Testing of finished goods.
The quality assurance department examines the quality of the product on hourly basis; the
testing of quality includes testing of MOISTURE CONTAINT, COLOUR,
CONSISTENCY of the soap, ODOUR etc.
After completion of all the procedure, In the last stage the final product will be re-inspect
by the next chemist, One chemist test the finished products test for Moisture, TFM,
Glycerine, Alcoholic insoluble and all other parameters.
The test result should confirms to specifications prescribed, then only quality certification
is made, after getting the certification from the chemist, finished products moves certified
finished goods from where it reaches to customer.
One reference sample will be preserved at laboratory for 1 year. In case any complaint
received. The reference sample will be tested & satisfactory feed back is passed on to the
customers.
OBJECTIVES:
1) To maintain customer satisfaction at optimum level.

2) To retain perfumery content throughout it uses.
3) To maintain standard weight, size &finishing.
HUMAN RESOURCE DEPARTMENT:
Organization is made up of people & function through people. Without people

organization cannot exist. The resources of man, money, materials & machinery are
collected, co-coordinated & utilized through people. These resources by themselves
cannot fulfill the objectives of an organization. They need to be united into team. It is
through the combined efforts of people that material & monetary resources are effectively
utilized for attainment of common objectives. All the activities of an organization are
initiated & completed by the people who make up the organization. This resource is
called ‘Human Resource’.
Department aims at developing employee general enabling capacities as

individuals, so that they are able to discover & exploit their own & organization culture
were superior-subordinate relationship, team work & collaboration among different units
are strong & contribute to organizational health , dynamism & pride of employees
MAN POWER DETAILS:

DUTY PAID
SOD MARKETING GODOWN
GROUP
BANGALORE MYSORE BRANCHES SHIMOGA TOTAL
Executives 77 09 37 03 127
Supervisors 49 08 22 - 79
Workers 568 32 48 13 661
Total 695 49 107 16 867

Performance Appraisal Method Used in KS&DL Rating Scale

Given below are assessment factors evaluate the persons those factors on the
following
Excellent Good Satisfactory Poor
A B C D
Sl Assessment Rating
No
1 Job knowledge
2 Performance
3 Housekeeping & safety awareness
4 Attendance
5 Conduct & discipline
6 Co-operation
7 Dependability & integrity
8 Health & present ability
9 Leadership

ORGANISATION STRUCTURE OF
HRD DEPARTMENT
MANAGING DIRECTOR
DY.GEN.MGR [HRD]
MGR(HRD)
CANTEEN
FIRST AID TIME OFFICE
OFFICER
[HR
LWO ASST.MGR
VMO
JR. OFFICER
JR.OFFICER
SR.ASST. JR.OFFICERS SENIOR ASSTS
SR.ASSTS
SR.ASSTS
HELPER ATTENDER
ATTENDER Cooks
Helpers

0 M.D Managing Director

1
0 Asst.Gen.Mgr Assistant General Manager
2 [HRD]
0 Mgr [HRD] Manager [HRD]
3
0 Asst.Mgr [Canteen] Assistant Manager [Canteen]
4
0 LWO Labour Welfare Officer
5
0 VMO Visiting Medical Officer
6
0 Officer [HRD] Officer [HRD]
7
0 Jr.Officer [HRD] Junior Officer [HRD]
8
0 Sr.Assts Senior Assistants
9
1 Attainder Attainder
0
1 Cooks Cooks
1
1 Helpers Helpers
2

WELFARE DEPARTMENT
KSDL welfare department can be classified into 3 sections namely,

1. Statutory.
2. Voluntary.
3. Non statutory.
a) Statutory :
KSDL welfare association is based on employees contributions, interest
carved.
• Canteen facility.
• First aid.
• Provident Fund.
b) Voluntary benefit:
• Workers education class conducted by the central board.
• Inspection of fittings.
• Dust nuisance.
• Toxic gas nuisance.
C) Mutual:
• Employees get 3 pair of uniform at every 2 years & a Pair of shoes for
every year.
• Cultural Recreations.
• Leave facilities.
• Employees’ Co-operative society which give loan on credit.
• Employees house building society.

Benefits provided by KSDL

Monetary benefits are basic wage allowances, employee’s contribution to PF.
Employee state insurance, bonus, pension gravity etc.
Fringe benefits like housing, food canteen, education to children, medical
facility, holiday pay, recreation etc.
Allowances:
The gross salary includes basic pay and
1. Dearness allowances (DA).
2. City compensatory allowance 5% of basic pay.
3. HRA 20% of B.P who resides in rented house.
4. Conveyance allowance, Rs.680 per month for workers & Rs.680 for executives.
Family Travel Allowance: Rs. 1500 per year for an employee.
5. Shift allowance: 3 shifts,
1st Shift: 6-2p.m
2nd Shift 2-10p.m Rs.25 paid
3rd Shift 10pm-6am Rs.35paid.
6. Leave facilities: 18 days privilege leave, 7 days casual. 15 days sick leaves.
7. Canteen facility
8. Bonus: It is declared within 8 months after closing the accounts the management has
Declared 20% bonus for the current year.
9. Increments.
10. P.F.
Medical benefit:
Domiciliary Rs, 400/-per month is given along with wages. Rs.150000/-per annum per
Employee for hospitalization.

RESEARCH DEVELOPMENT & QUALITY CONTROL:
KSDL its full fledged quality control & R&D single mindedly pursue quality
enhancement. Both departments are headed by highly qualified professionals, committed
to developing products that keep place with customers changing needs & perceptive
Objectives:
 New Product Development
 Existing Product Development
 Cost Reduction (More profitability)
New Products of KSDL are:

 Herbal Hand Wash
 Wave Talcum Powder
 Dish Wash
 Body Wash

MANAGEMENT INFORMATION SYSTEM DEPARTMENT
1. ACCOUTING SYSTEM:
Financial statements are prepared under the historical cost convention on an

accrual basis and comply with the accounting standards refer to sec 211 (3) (c) of the
companies Act 1956.
2. COSTING SYSTEM:
The Company follows Process Costing method.
3. INVENTORY CONTROL SYSTEM:

a. ABC analysis for stock control.
b. FIFO method for issuing materials.
c. Computerized accounting system for stores.
4. REMUNERATION SYSTEM:
• Time Rate System is followed to employees.
• Government fixes remuneration to Executives.
5. PERFORMANCE APPRAISAL SYSTEM:
Confidential report is prepared by heads of various departments for systematic

judgment of the subordinate by authority to assess the standard of work & overall
performance.

FINANCE DEPARTMENT:
The finance department helps the organization in many ways:

a. It helps in investment decisions.
b. It helps in financing decisions.
c. It helps the organization for the better utilization of funds.
d. It helps the top management.
OBJECTIVES OF FINANCIAL DEPARTMENT:
• To protect financial interest of the company.

• It helps in achieving the business results.
• Maintaining the funds, collection and payments.
• Lessening with banks and financial institutions.
• Controlling the inflow and outflow of cash.
• Financial planning and mobilization of financier.
• To see that the company do not suffer for want of finances.
• To co-ordinate with other department in order to achieve the
companies objective.
• To exercise cost control and cost reduction technique.
• To monitor the budget and budgetary control.

ORGANIZATIONAL STRUCTURE OF FINANCE DEPARTMENT:
Managing Director
General Manager
AGM (Costing)/ Manager Manager AGM

AGM (Bills) (PR&PF) (LS) (Accounts)/AG
M (CE&C)
Junior Officer Junior Officer

Junior Officer
S R Assistant S R Assistant
S R Assistant
J R Assistant J R Assistant
J R Assistant

Balance Sheet f KS&DL

Particulars 2007 2008
Amount Amount
Shareholder fund
Share capital(A) 318221000 318221000
Reserves & surplus 136826041 15070293
Loans funds
secured loans(B) 10365536 16629120
un secured loans(C) 89995463 129995436
100360972 146624556
Application fund
(1)Fixed assets(D)
(a)Gross block 296106154 292406486
-deprecation 237050829 233475517
(b)Net block 59055325 58930969
(2)Investment(E) 30000100 100
(3)Deferred tax 32146548 -----
assets
(4)current assets&
loans and advance
(a)Inventories’(F) 296012822 350855723
(b)sundry debtors 146346607 80873641
(c)cash and bank
Balance(H) 334385423 312345581
(d)loans & 104944640 72546525
advance(I) 881689555 816621470
Current liability
Prevision(K)
(1)Liability 308752365 280039861
Previsions 166770640 475523005 128527890 408567751
Net current assets 406166500 408053719
(5)Miscellaneous
expenses 28039490 434206040 ---------------- 12931061
Profit& loss A/C ----------------- ----------------
Profit And Loss Account:

Particular 2007 (Amount) 2008 (Amount)
Income
Sales 1455284544 1195803294
-Excise duty 168822536 151428824
Net sales 1286462008 1044374470
Other income 1307447313 1063378770
1307447313 1063378770
Increase& decrees in stock (26466726) 47309343
1280980589 1110688113
Expenditure
Material consumed 541433115 507094583
(including trading term)
Other expenditure 613525868 551982974
Deprecation 3577430 3605016
Profit and loss before tax 117935440 43357146
Prevision for taxation
Current tax 18000000 5200000
Fringe befits tax 7098690 2301452
Dividend tax 4596946 -----
Profit and loss after tax 88239809 35855694
Prior period income
(+)(-) expense 14687533 6640866
Deferred tax assets 32146548 -----------
Proposed dividend (27048785) -------------
Tax of entire year 13730643 22096763
121755748 20396797
Profit and loss B/F from
previous year 15070293 (5326504)
Profit and loss transfer to
Balance sheet 136826041 15070293
Sources of Funds
Particular 2007-08 2006-07

Share holder funds 3182.21 3182.21
(including Govt of
Karnataka of funds

converted into
Equity barrowings 1003.61 1466.25
(including loans from Govt
of Karnataka
Recover and surplus 1368.26 150.70
5554.08 4799.16
Application of Funds
Particulars 2007-08 2006-07

Amount Amount
Net fixed assets 589.31
590.55
Current assets loans
and advance assets 8816.90 8166.22
-current liability 4755.23 4085.68
& previsions
Net current assets 4061.67 4080.54
Investments 300.00 -----------
Deferred tax assets 321.47 ------------
Mis expenses 280.39 129.31
Profit and loss --------- ----------
5554.08 4799.15

SELECTED PROBLEM
AREA (HR)

TRANING AND
DEVELOPMENT

Statement of the Problem:
“Employee efficiency and productivity is low. Because the Training and

Development Programme is not implemented properly”.
Many of the public undertaking companies do face the training and development
problem as they don’t adopt new training and development methods with requisites of
present scenario which unable them to bench mark themselves against private modernized
companies. Thus the need for organized training programs arises
STUDY METHODOLOGY:
This is a systematic way to solve the research problem and it is an important
component for the study without which researcher may not be able to obtain the facts and
figures from the employee.
The methodology adopted for the study is as follows:-
Sources of Data:
Data was collected based on two sources:-

• Primary Data.
• Secondary Data.
Primary Data:
The primary data is collected with the help of questionnaires, which are chosen
because of its simplicity and reliability. Researchers can expect straight answers, which
are directly related to the question. The asked interpretation of data under this can be done
correctly. Because of this questionnaire it is much helpful, in factors such as obtaining
choices and helping respondents to understand the significance and answer to their
reliability. In this method rate and reliability is higher. In addition to this the data was
collected through observation method, personal interviews and question schedule in the
place where questionnaire was not workable.

Secondary Data:
Secondary data is collected through the documents provided by the all the
departments such as policy decisions, reports regarding suggestions, schemes, etc. Data is
also gathered from the books of various authors, magazines, journals, annual reports,
broachers, company manual, etc.
However in this study most of the information gathered was from the secondary
data that through books, journals, magazines, annual reports, etc. Hence secondary data
makes the main source for the data collected.
Human Resources (HR):
Human resources is a term with which many organizations describe the combination of
traditionally administrative personnel functions with performance, Employee Relations
and resource planning. The field draws upon concepts developed in
Industrial/Organizational Psychology.
Human resources refer to the individuals within the firm, and to the portion of the
firm's organization that deals with hiring, firing, training, and other personnel issues.
The objective of Human Resources is to maximize the return on investment from
the organization's human capital and minimize financial risk. It is the responsibility of
human resource managers to conduct these activities in an effective, legal, fair, and
consistent manner.
Human Resource Management (HRM):
It is a relatively new term, that emerged during the 1930s. Many people used to
refer it before by its traditional titles, such as Personnel Administration or Personnel
Management. But now, the trend is changing. It is now termed as Human Resource
Management (HRM). Human Resource Management is a management function that helps
an organization select, recruit, train and develops.

Human Resource Management is defined as the people who staff and manage
organization. It comprises of the functions and principles that are applied to retaining,
training, developing, and compensating the employees in organization. It is also
applicable to non-business organizations, such as education, healthcare etc.
Human Resource Management is defined as the set of activities, programs, and

functions that are designed to maximize both organizational as well as employee
effectiveness
Scope of HRM without a doubt is vast. All the activities of employee, from the
time of his entry into an organization until he leaves, come under the horizon of HRM.
The divisions included in HRM are Recruitment, Payroll, Performance Management,
Training and Development, Retention, Industrial Relation, etc. Out of all these divisions,
one such important division is training and development.
Training:
It is a learning process that involves the acquisition of knowledge, sharpening of
skills, concepts, rules, or changing of attitudes and behaviors to enhance the performance
of employees.
TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that

randomness is reduced and learning or behavioral change takes place in structured format
Training and Development referred to as:
• Acquisition and sharpening of employees capabilities that is required to

perform various obligations, tasks and functions
• Developing the employees capabilities so that they may be able to discover
their potential and exploit them to full their own and organizational
development purpose
• Developing an organizational culture where superior subordinate
relationship, team work, and collaboration among different sub units are
strong and contribute to organizational wealth, dynamism and pride to the
employees.

DEVELOPMENT DEFINED:
It helps the individual handle future responsibilities, with less emphasis on present job
duties
TRADITIONAL AND MODERN APPROACH OF TRAINING AND

DEVLOPMENT:
Traditional Approach – Most of the organizations before never used to believe in

training. They were holding the traditional view that managers are born and not made.
There were also some views that training is a very costly affair and not worth.
Organizations used to believe more in executive pinching. But now the scenario seems to
be changing.
Modern approach of training and development is that Indian Organizations have

realized the importance of corporate training. Training is now considered as more of
retention tool than a cost. The training system in Indian Industry has been changed to
create a smarter workforce and yield the best results
TRAINING AND DEVELOPMENT OBJECTIVES:
The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to that, there
are four other objectives: Individual, Organizational, Functional, and Societal.
Individual Objectives – help employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.
Organizational Objectives – assist the organization with its primary objective by

bringing individual effectiveness.
Functional Objectives – maintain the department’s contribution at a level suitable to the

organization’s needs.

Societal Objectives – ensure that an organization is ethically and socially responsible to

the needs and challenges of the society.
Training is a process, which provides new dimensions to the employees of the

organization whereas the development helps to employees to develop their weak areas to
achieve the organizational objectives.
This is the one department in the organization, which helps employees to

recognize their skills and provoke them to lead in future. It provides not only monetary
benefits but also gives non- monetary benefits, which increase the motivation level of the
employees.
The quality of employees and their development through training and education
are major factors in determining long-term profitability of a small business. If you hire
and keep good employees, it is good policy to invest in the development of their skills, so
they can increase their productivity.
Training often is considered for new employees only. This is a mistake because
ongoing training for current employees helps them adjust to rapidly changing job
requirements.
Purpose of Training and Development:
Reasons for emphasizing the growth and development of personnel include:
• Creating a pool of readily available and adequate replacements for

personnel who may leave or move up in the organization.
• Enhancing the company's ability to adopt and use advances in technology
because of a sufficiently knowledgeable staff.
• Building a more efficient, effective and highly motivated team, which
enhances the company's competitive position and improves employee
morale.
• Ensuring adequate human resources for expansion into new programs.

Research has shown specific benefits that a business receives from training and
developing its workers, including:
• Increased productivity.
• Reduced employee turnover.
• Increased efficiency resulting in financial gains.
• Decreased need for supervision.
• market reputation of an organization
Training is referred to as a method to give the new entrant or an existing employee

the skills, knowledge and attitude needed to perform the job. Training should meet two
basic objectives.
1. Training should make the personnel skilled enough to do the job on hand
efficiently leading to targeted productivity levels.
2. Training should be cost effective.
Employees frequently develop a greater sense of self-worth, dignity and well-

being as they become more valuable to the firm and to society. Generally they will
receive a greater share of the material gains that result from their increased productivity.
These factors give them a sense of satisfaction through the achievement of personal and
company goals.

A business should have a clearly defined strategy and set of objectives that direct
and drive all the decisions made especially for training decisions. Firms that plan their
training process are more successful than those that do not.
Reasons for not adopting training programes in many organizations:
The five reasons most often identified are as follows:
Time - Small organizations find that time demands do not allow them to train employees.
Getting started - Most small organizations have not practiced training employees. The
training process is unfamiliar.
Broad expertise - Organizations tend to have broad expertise rather than the specialized
skills needed for training and development activities.
Lack of trust and openness - Many organizations prefer to keep information to

themselves. By doing so they keep information from subordinates and others who could
be useful in the training and development process.
Skepticism as to the value of the training - Some small organizations believe the future
cannot be predicted or controlled and their efforts, therefore, are best centered on current
activities i.e., making money today.

A well-conceived training program can help a firm to succeed. A program

structured with the company's strategy and objectives in mind has a high probability of
improving productivity and other goals that are set in the training mission.
The Training Process:
The steps necessary in the training process are as follows:
1. Organizational Objectives:
First of all want to define the organizational ojectives in the process of training.
2. Assessment of Training needs:
Training Needs are identified on the basis of organizational analysis,job analysis

and manpower anlysis
Training Needs = Job and organizational requirement – Employee satisfaction
Group or Organizational Analysis Individual analysis

Organizational goals and objectives Performance appraisal
Persoanl/skills inventories Work Sampling
Exit interviews Attitude survey
Quality circles Rating scales
Customer survey/satisfaction data Observation of Behaviour
3. Training Objectives:
The HR manager formulates the following training objectives in keeping with

the company’s goals and objectives:
 To Prevent Obsolence
 To prepare employees for higher level tasks.
 To prepare the employee,both new and old to meet the present as well as
the changing requirements of the job and the organization.
 To impart new entrants the basic knowledge and skills they need for an
intelligent performance of a definite job.

4.Selection of Trainees :
 Training an employee is expensive, especially when he or she leaves your

firm for a better job. Therefore, it is important to carefully select who will
be trained.
 Training programs should be designed to consider the ability of the
employee to learn the material and to use it effectively, and to make the
most efficient use of resources possible.
 It is also important that employees be motivated by the training
experience.
 Employee failure in the program is not only damaging to the employee but
a waste of money as well.
 Selecting the right trainees is important to the success of the program.
5. Select the Training Methods and Goals:
Training Goals:
 The goals of the training program should relate directly to the needs
determined by the assessment process .
 Setting goals helps to evaluate the training program and also to motivate
employees.
 Allowing employees to participate in setting goals increases the
probability of success.

Training methods:
TrainingMethods
Training Methods
Onthe
On thejob
jobMethods
Methods Offthe
Off thejob
jobMethods
Methods
On-the-job technique: is delivered to employees while they perform their regular jobs.
In this way, they do not lose time while they are learning. On-the-job techniques includes:
• Job rotation involves moving an employee through a series of jobs so he or

she can get a good feel for the tasks that are associated with different jobs.
• Internships and assistantships are usually a combination of classroom and

on-the-job training. They are often used to train prospective managers or
marketing personnel.
• Orientations Some companies use verbal presentations while others have

written presentations. Many small businesses convey these topics in one-
on-one orientations
• No matter what method is used, it is important that the newcomer

understand his or her new place of employment.
Off-the-job techniques: Under this method of training,the trainee is separated from the
job situation and his attention is focussed upon learning the material related to his future
job performance.It includes:

1. Lectures present training material verbally and are used when the goal is to
present a great deal of material to many people. It is more cost effective to
lecture to a group than to train people individually
2. Role playing and simulation are training techniques that attempt to bring
realistic decision making situations to the trainee. Likely problems and
alternative solutions are presented for discussion.
3. Audiovisual methods such as television, videotapes and films are the most
effective means of providing real world conditions and situations in a short
time.
6.Training Administration:
Having planned the training program properly, you must now administer the
training to the selected employees. It is important to follow through to make sure the
goals are being met. Questions to consider before training begins include:
 Location.
 Facilities.
 Accessibility.
 Comfort.
 Equipment.
 Timing.
7.Evaluation of training:
Employees should be evaluated by comparing their newly acquired skills with the skills
defined by the goals of the training program. Any discrepancies should be noted and
adjustments made to the training program to enable it to meet specified goals. Timely
evaluation will prevent the training from straying from its goals.
The process of examining a training program is called training evaluation.

Training evaluation checks whether training has had the desired effect. Training
evaluation ensures that whether candidates are able to implement their learning in their
respective workplaces, or to the regular work routines.

Purposes of Training Evaluation:

The five main purposes of training evaluation are:
Feedback: It helps in giving feedback to the candidates by defining the objectives and
linking it to learning outcomes.
Research: It helps in ascertaining the relationship between acquired knowledge, transfer

of knowledge at the work place, and training.
Control:
It helps
in
controlling the training program because if the training is not effective, then it can be
dealt with accordingly.
Power games: At times, the top management (higher authoritative employee) uses the
evaluative data to manipulate it for their own benefits.
Intervention: It helps in determining that whether the actual outcomes are aligned with
the expected outcomes.

Process of Training Evaluation:
Before Training: The learner's skills and knowledge are assessed before the training
program. During the start of training, candidates generally perceive it as a waste of
resources because at most of the times candidates are unaware of the objectives and
learning outcomes of the program. Once aware, they are asked to give their opinions
on the methods used and whether those methods confirm to the candidates preferences
and learning style.
During Training: It is the phase at which instruction is started. This phase usually
consist of short tests at regular intervals
After Training: It is the phase when learner’s skills and knowledge are assessed again
to measure the effectiveness of the training. This phase is designed to determine whether
training has had the desired effect at individual department and organizational levels.
There are various evaluation techniques for this phase.
Techniques of Evaluation:
The various methods of training evaluation are:

• Observation
• Questionnaire
• Interview
• Self diaries

Advantages of Training:
 Increased productivity
 Heightened Morale
 Reduced Supervision
 Increased Organizational Stability
Suggestion to the Problem:
The management should design Training and Development programmes

frequently and identifies the skills and knowledge of the employees to increase the
productivity and also to increase efficiency resulting in financial gains.It also helps to
gain as well as maintain the market reputation of an organization. Training and
Development plays a major role in both employee as well as organizational benefits.


STRENGTHS:
 Only soap in India that contains pure sandal and almond oil.
 Certified by ISO
 World’s largest production of sandal wood oil.
 Brand name from decades in soap market.
 It has very good dealership network, which ensures that the products reach
every customer.
 Diversified product range helps the company to maintain stability.
WEAKNESSES:
 Distribution network weak in north and east.
 Lack of Promotional activity.
 Neglecting freshness aspect.
 High oriented cost due to excessive labour force.
 Low turnover resulting in low profit.

OPPORUNITIES:
 Traditional benefits that sandal is good for skin.
 Skin care is just gaining importance among consumers.
 Government support and large production capacity.
 Advantages of being in the industry for a long time.
 Existence of vast market and huge demand.
THREATS:
 Other competitors such as Rexona, Santoor etc.,
 There is a need for renovation of plant and machinery.
 Government interference may reduce growth potential.
 Other sandal soaps in the market.
 Traditional method of manufacturing.


 It is a company wholly owned by government, so it has to follow the rules

made by the government.
 The company is under utilizing its capacity.
 Its production is based on old technology, which leads to more wastes in

the production process.
 Consumer awareness of its products is very less except for Mysore Sandal
soap.
 Its products are not available easily in district places of states other than
Karnataka.
 There is mismatch in production & sales activity.
 Recruitment in the company has been stopped since 1988 due to some
circumstances and recruitments are taking place only in some department.


 KS & DL has a wide variety of products but people are unaware of many
products like incense sticks, detergents, baby soaps, etc., as its marketing
is weak. So it should spend both money and man power on advertising.
 They should also improve in building up the strong marketing strategy in

order to improve the distribution channels and could be able to increase the
sales other than the Mysore Sandal Soap.
 The R&D should work effectively and achieve the break-through in new
products and can make the company to earn more profits.
 The management should design Training and Development programme

and Career Development programme and identify the skills or knowledge.


The overall study of the organization reveals that the company has grown
tremendously since its incorporation from 1918, now it has independent units for
manufacturing sandalwood oils, toilet soaps, detergents, cosmetics, incense sticks and
industrial products. The initially named Government Soap Factory was renamed as
Karnataka Soaps and Detergents Ltd in 1st October 1980.
Its trademark is Sharabha, the slogan stands as “Natural products with

exotic fragrance”. The company is a leading sandalwood soap manufacturer in the
country. Even though they have demand for their products in both domestic as well as
international market. They are not able to establish themselves as market leaders due to
various reasons such as extensive work force, non-utilization of installed capacities of
manufacturing, lack of proper distribution network, lack of expenditure in the areas of
advertisements and publicity, competitions of various soaps and detergents and lack of
timely decisions.
The company has an effective human resources department wherein the employees
are given excellent packages, incentives and extensive care is taken by providing facilities
such as canteen, medical facilities, motivation classes and extracurricular activities.


Website; www.mysoresandal.com
www.msilonline.com
Books and Journals:

MSIL-Company Brochure
Annual reports KS&DL.
MARKETING MANAGEMENT BY PHILIP KOTLER
FINANCIAL MANAGEMENT BY SHASHI GUPTA
HUMAN RESOURCE MANAGEMENT BY ASHWATAPPA


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Organization Study at K.S. & D.L.

AL AMEEN INSTITUTE OF MANAGEMENT STUDIES 1

AL AMEEN INSTITUTE OF MANAGEMENT STUDIES 2

The Soaps & Detergents Industry is characterized by a number of small scale

AL AMEEN INSTITUTE OF MANAGEMENT STUDIES 3

HISTORY OF THE SOAP:

Soap manufacturing was started in North America. Some American

In India the first soap industry was established by North West

AL AMEEN INSTITUTE OF MANAGEMENT STUDIES 4

OBJECTIVES OF THE STUDY:

PROBLEMS OF SOAP INDUSTRY:

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“Karnataka Soaps and Detergents Limited’, is a public sector Undertaking

It is only by the inspiration of the Maharaja of Mysore the late

G.S. Shastry a distinguished chemist sent to England by Maharaja to master the

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• To serve self and natural economy.

• To serve the National economy.

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• Ensuring global presence of Mysore Sandal products while leveraging its

“Natural Product with Exotic Fragrance”.

SAFETY SLOGAN OF THE COMPANY

“Know safety, no loss”

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TRADEMARK OF KS & DL:-

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• Government of Karnataka, Dept., of Industries and Commerce, State

• Communicate its environment policy and best practices to all its

• Strive to design and develop products, which have friendly environmental

• Reuse and recycle materials wherever possible and minimize energy

MAJOR CUSTOMER OF KS&DL:

Australia, Bahrain, Canada, France, Germany, Italy, Japan, Kenya, Kuwait,

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• HLL [Hindustan Lever Ltd].

• Procter and gamble.

• Nirma soaps private ltd.

MARKET SHARE OF KS&DL:

NO. PARTICULARS PERCENTAGES

1. HLL [Hindustan Lever Ltd.] 70%

2. Tata oil mills 17%

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PRESENT STATUS OF THE ORGANIZATION:

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AN ISO 9002 COMPANY:

KS&DL with a tradition of excellence of over eight decades is committed

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At present KS&DL have two main divisions at:

 Shimoga (Oil production)

Its main marketing branches are:

 Introduction of cream and cosmetic.

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 Introduction of anti-bacteria, herbal transparent soap, made out of 33

TABLE SHOWING THE GROWTH AND EXPANSION OF KS&DL

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YEAR STEP BY STEP GROWTH AND EXPANSION OF THE COMPANY

Product Profile of KS&DL:

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Mysore Sandal Soap 150gm

Mysore Sandal Premium 75,125,150gm

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Mysore Sandal Gold 150gm six –in one pack