Janardhan Babu

ORGANIZATION STUDY AT PSMI
INTERNSHIP REPORT ON ORGANIZATION STUDY AT

PSMI MANAGEMENT INDIA LTD
submitted for the partial fulfillment of the requirements of the banglore central university for the award of
degree in
MASTER OF COMMERCE [FINANCE AND ACCOUNTING]

submitted by
MARUTHI K S
reg no :FA180023
under the guidance of
PROF. VISHWESHWAR MENSUMANE
(assistant professor)
Reaccredited 'A+' by NAAC

NIRF Top 100 Ranked College
Kempapura, Hebbal, Bengaluru – 560024
Affiliated to Bangalore central University
2018-2020 Batch
PRESIDENCY COLLEGE, BANGALORE Page i
PRESIDENCY COLLEGE, BANGALORE Page ii

CERTIFICATE
It is to certify that the report titled “ organization study at PSMI management india pvt
ltd” is a bonafide work carried out by Maruthi k s bearing Register No. 18FA0023 in
partial fulfilment for the award of the Degree of Master of Commerce (finance and
accounting) of the Bangalore central University, during the academic year 2018-2019. It is
certified that all corrections/suggestions indicated for internal assessment have been
incorporated in the report.
Prof. Aisha banu Dr. Pradeep Kumar Shinde

Head of department PG Principal
Presidency college Presidency College
Banglore Bangalore
PRESIDENCY COLLEGE, BANGALORE Page iii

GUIDE CERTIFICATE
This is to certify that the report titled “ organization study at PSMI management india pvt
ltd ” is an original work of the student and is being submitted in the partial fulfilment of
Master’s Degree in Commerce (Finance & Accounting) of Bangalore central University.
The report has not been submitted earlier either to this University or Institution for the
fulfilment of the requirement of a course of study.
SIGNATURE OF GUIDE SIGNATURE OF STUDENT
PLACE: PLACE:
DATE: DATE:
PRESIDENCY COLLEGE, BANGALORE Page iv

ACKNOWLEDGEMENT
I take this opportunity to firstly thank the University and my college, for giving me this
opportunity. It has been a great learning experience in terms of gaining exposure about a
company and knowing how actually a business can be structured & developed.
I thank Dr. PRADEEP KUMAR SHINDE, Principal, Presidency College, Prof.

Aisha Banu, Head of PG Commerce Department for their valuable contribution. My heartfelt
thanks to my Guide prof. vishweshwar mensumane (assistant professor) for constant
guidance, support and motivation in completing this report and thereby increasing my
knowledge. Their time and efforts have indeed been very fruitful.
I also extend my gratitude to all my family members and friends for their support and
encouragement.
Student signature
PRESIDENCY COLLEGE, BANGALORE Page v

INDEX
CHAPTER
NUMBER CONTENT PAGE NO
01 Introduction 1-6
02 Industry profile 7-17
03 company profile 18-42
04 Organization structure 42-43
05 Functional departments 44-68
06 SWAT analysis 69-72
Findings, suggestions &

07 73-76
conclusions
PRESIDENCY COLLEGE, BANGALORE Page vi

PRESIDENCY COLLEGE, BANGALORE Page vii

CHAPTER 1
PRESIDENCY COLLEGE, BANGALORE Page 1

INTRODUCTION TO ORGANIZATION STUDY
1.1 INTRODUCTION
Organization studies, sometimes known as organization science, encompass the systematic

study and careful application of knowledge about how people act within organizations.
Organizational studies sometimes is considered a sister field for or overarching psychology,
organizational behavior, human resources and management.
Whenever people interact in organizations, many factors come into play. Modern
organizational studies attempt to understand and model these factors. Like all modernist social
sciences, organizational studies seek to control, predict and explain.
There is some controversy over the ethics of controlling workers behavior. As well as the
manner in which workers are treated. As such, organizational behavior or OB has at times
been accused of being the scientific tool of the powerful those accusations not with standing.
OB plays a major role in organizational development, enhancing organizational performance,
as well as individual and group performance / satisfaction / commitment.
The organization study is the systematic learning process about an organization to understand
the different role of each member in the organization. In organization study, the different
roles, namely, interpersonal roles, decisional roles and informational role of various members
are evaluated and how it affects the functioning of the organization is analyzed. In this work,
PSMI Was selected for the organization study.

ORGANIZATION STRACTURE
An organizational structure is a system that outlines how certain activities are directed in
order to achieve the goals of an organization. These activities can include rules, roles,
and responsibilities.
The organizational structure also determines how information flows between levels within the
company. For example, in a centralized structure, decisions flow from the top down, while in
a decentralized structure, decision-making power is distributed among various levels of the
organization.
Having an organizational structure in place allows companies to remain efficient and focused.
Understanding Organizational Structures
Businesses of all shapes and sizes use organizational structures heavily. They define a specific
hierarchy within an organization. A successful organizational structure defines each
employee's job and how it fits within the overall system. Put simply, the organizational
structure lays out who does what so the company can meet its objectives.
This structuring provides a company with a visual representation of how it is shaped and how
it can best move forward in achieving its goals. Organizational structures are normally
illustrated in some sort of chart or diagram like a pyramid, where the most powerful members
of the organization sit at the top, while those with the least amount are at the bottom.
Not having a formal structure in place may prove difficult for certain organizations. For
instance, employees may have difficulty knowing to whom they should report. That can lead
to uncertainty as to who is responsible for what in the organization.

Having a structure in place can help improve efficiency and provide clarity for everyone at
every level. That also means each and every department can be more productive, as they are
likely to be more focused on energy and time.
Centralized Versus Decentralized Organizational Structures
An organizational structure is either centralized or decentralized. Traditionally, organizations

have been structured with centralized leadership and a defined chain of command. The
military is an organization famous for its highly centralized structure, with a long and specific
hierarchy of superiors and subordinates.
There has been a rise in decentralized organizations, as is the case with many technology
startups. This allows companies to remain fast, agile, and adaptable, with almost every
employee receiving a high level of personal agency.
Types of Organizational Structures
Four types of common organizational structures are implemented in the real world. The first
and most common is a functional structure. This is also referred to as a bureaucratic
organizational structure and breaks up a company based on the specialization of its workforce.
Most small-to-medium sized businesses implement a functional structure. Dividing the firm
into departments consisting of marketing, sales, and operations is the act of using a
bureaucratic organizational structure.
The second type is common among large companies with many business units. Called the
divisional or multidivisional structure, a company that uses this method structures its
leadership team based on the products, projects, or subsidiaries they operate. A good example
of this structure is Johnson & Johnson. With thousands of products and lines of business, the
company structures itself so each business unit operates as its own company with its own
president.

1.2 OBJECTIVES OF THE STUDY
 To familiarize with the business organization.
 To familiarize with different departments in the organization and

their functioning.
 To understand how the key business process are carried out in

organizations.
1.3 METHODOLOGY OF THE STUDY
 Both primary and secondary data is collected from the organization.
 Primary data is collected through interview with employees at various levels.
 Secondary data is obtained from web site.
 Direct observation is used to understand the production process.
1.4 PERIOD OF STUDY
The study was held from 25th July 2019 to 26 August 2019.

1.5 LIMITATIONS OF THE STUDY
 The finding need not be conclusive but only indicative.
 Area of concentration was mainly ―PSMI Management india pvt ltd, Bangalore.
 As per companies rule many information was not displayed.
 The time span of this project was very limited to collect all the information.

CHAPTER 2
INDUSTRY PROFILE

INDUSTRY PROFILE
[CUTTING TOOLS, SPECIAL TOOLS, ABRASIVES AND MRO SUPPLIER

SERVICE INDUSTRY]
PSMI is a supplier of Indirect Materials. We specialize in supplying products for

manufacturing facilities that are engaged in metal cutting, forming or stamping operations.
We have direct access to the products of most manufacturers in this space and by leveraging
our purchase volume we are able to provide competitive pricing for our customent.
2.1 MEANING OF INDUSTRY
Industry refers to economic activities which are connected with conversion of resources into
useful goods. Generally, the term industry is used for activities in which mechanical
appliances and technical skills are involved. These includes activities relating to producing of
goods and services. The term industry is also used to mean group of forms producing similar
or related goods. For example cotton textile industry refers to all manufacturing units
producing textile goods from cotton.
As per section 2(j) of industrial dispute ACT,1947 "Industry" means any systematic activity
carried on by co-operation between an employer and his workmen for the production, supply
or distribution of goods or service with a view to satisfy human wants or wishes.
2.2 CUTTING TOOLS

Cutting tools
A cutting tool or cutter is any tool that is used to remove material from the work piece by
means of shear deformation. Cutting may be accomplished by single-point or multipoint tools.
Single-point tools are used in turning, shaping, planing and similar operations, and remove
material by means of one cutting edge. Milling and drilling tools are often multipoint tools. It
is a body having teeth or cutting edges on it. Grinding tools are also multipoint tools. Each
grain of abrasive functions as a microscopic single-point cutting edge (although of high
negative rake angle), and shears a tiny chip.
Cutting tool materials must be harder than the material which is to be cut, and the tool must be
able to withstand the heat generated in the metal-cutting process. Also, the tool must have a
specific geometry, with clearance angles designed so that the cutting edge can contact the
workpiece without the rest of the tool dragging on the workpiece surface. The angle of the
cutting face is also important, as is the flute width, number of flutes or teeth, and margin size.
In order to have a long working life, all of the above must be optimized, plus the speeds and
feeds at which the tool is run.
2.3 TYPES OF CUTTING TOOLS
 Carbon tool steel

 High speed steel tool[HSS]
 Cemented carbide
 Ceramics tool
 Cubic boron nitride tool
 Diamond tool
2.4 SPECIAL TOOLS
Special Purpose Tools comprise of tools designed to do just one thing—but do it well. From
Pipe Cutters and Wrenches (for plumbers) to Punches and Scribers (for machinists) to Pliers
and Files (for mechanics) to Knives and Tweezers (for hobbyists), General offers more
special-purpose hand tools than any other supplier.
SOME OF THE SPECIAL TOLLS ARE AS UNDER
Engine tools Body tools
2.5 ABRASIVES
An abrasive is a material, often a mineral, that is used to shape or finish a workpiece

through rubbing which leads to part of the workpiece being worn away by friction. While
finishing a material often means polishing it to gain a smooth, reflective surface, the process
can also involve roughening as in satin, matte or beaded finishes. In short, the ceramics which
are used to cut, grind and polish other softer materials are known as abrasives.

Abrasive tools
2.6 ABRASIVE MECHANISM
Abrasion is a term given rise by Abrasives describing a wound or excoriation. Abrasions

can occur from strong contact with certain surface like Stone, Concrete, Carpet and Wood.
The difference in hardness between the Abrasive and the surface they are worked on is what
allows the Abrasive to work, the Abrasive being the harder of the two substances. However
any two solid materials that tend to rub against each other will eventually wear each other
away. An example of this is the sole of a shoe, after decades it will eventually wear away
wooden or stone steps that are repeatedly walked upon.
2.7 ABRASIVES TYPES
Abrasives are structured for individual purposes. Generally abrasives can be classified into
synthetic or natural. Many synthetic abrasives are productively equivalent to an organic
mineral. It differs only in the fact that synthetic minerals are manufactured instead of mined.
If natural minerals are impure, they tend to be less valuable. Nowadays, they are synthetic.
Both synthetic and natural Abrasives can be found in a wide variety of shapes, they are often
coated or bonded abrasives including grinding wheels, blocks, discs, belts, rods, loose grain

and sheets. Manufactured abrasives are classified into three types namely coated, bonded and
super abrasives.
 Bonded Abrasives
Bonded Abrasives are an abrasive material contained within a matrix. Bonded Abrasives are
required to be dressed after they are used.
 Coated Abrasives
Coated Abrasives are also minerals that are used in the same way as bonded abrasives. A
coated abrasive is an abrasive fixed on to a form of backing material like paper, metal, rubber,
resin, cloth and polyester. Sandpaper is a best example of coated abrasive.
 Super Abrasives
Super Abrasives are one of a group of relatively expensive but effective materials possessing
superior hardness and abrasion resistance. Super Abrasives include cubic boron nitride (CBN)
and diamond. Super Abrasives have been developed to meet the needs of modern industry.
2.8 MRO SUPPLIERS (MAINTENANCE REPAIR AND OPERATING)
Suppliers consumed in the production process but which do not either become part of the
end product or are not central to the firm's output. MRO items include consumables (such as
cleaning, laboratory, or office supplies), industrial equipment (such as compressors, pumps,
valves) and plant upkeep supplies (such as gaskets, lubricants, repair tools), and computers,
fixtures, furniture, etc.

2.9TYPES OF MRO SUPPLIERS
 Safety equipment
 Computers
 Industrial equipment (valves, compressors, pumps)
 Consumables (cleaning, laboratory, and office supplies)
 Plant upkeep supplies (lubricants, gaskets, repair tools)
 Gloves
 Packaging
 Filtration
 Chemicals
 Blast media
2.10 HISTORY AND EVOLUTION OF TOOL
The ability to make and use tools dates back millions of years in our family tree.
Chimpanzees, our closest living relatives, can on their own devise spear-like weapons for
hunting and create specialized tool kits for foraging ants, suggesting our family tree may have

possessed wooden tools since the ancestors of humans and chimps diverged some 4 million
years ago.
The dawn of stone tools dates back some 2.6 million years to Gona in Ethiopia. Known as the
Oldowan, these include not just fist-sized hunks of rock for pounding, but also the first known
manufacture of stone tools — sharp flakes created by knapping, or striking a hard stone
against quartz, obsidian, flint or any other rock whose flakes can hold an edge. At this time
are also the oldest known butchered animal bones.
"So the hominids at this time, based on all the evidence that we have, had small
australopithecine-sized brains, but nevertheless they figured out how to cut through often
tough hide to efficiently get the meat off the bones and break the bones open for the marrow,"
said paleoanthropologist Henry Bunn at the University of Wisconsin at Madison.
This was the extent of the technology for nearly a million years. "It was probably very ad hoc
— when you needed a stone tool and you didn't have one, just made one, then dropped it,"
said paleoanthropologist Thomas Wynn at University of Colorado at Colorado Springs.
Such technology is just slightly past the range of what apes generally do, Wynn added.
Indeed, chimpanzees in the wild can use stones as simple tools for hammering, and the
chimpanzee-like bonobo ape can even be taught how to flake stone to make cutting tools.
"These don't seem to represent any great intellectual leap," he said.
The appearance of stone tools falls roughly in the middle of a drying trend in Africa between
2 million and 3 million years ago that would have presented our distant ancestors with a
greater variety of habitats than they would have known before, such as woodlands to
grasslands, explained paleoanthropologist Thomas Plummer at Queens College in New York.
"Tools may have allowed hominids to be more adaptable, extract food from a greater range of
areas," he said.
A great advance in technology — the Acheulean

Jump ahead to roughly 1.8 million years ago and both technology and our lineage have
changed.
"You now have rough hand axes and cleavers," Wynn said. "The technology is really
different, more sophisticated in a cognitive way than anything earlier hominids or
chimpanzees could do — some see cognitive abilities to coordinate spatial and shape
information that chimpanzees don't have. This is the beginning of what we call the
Acheulean."
At about that time, homo erectus has emerged. "Finally all the adaptations for arboreal life
have gone," Wynn said. "Erectus has gone completely terrestrial — not climbing trees very
much at all."
In addition, "Homo erectus has started carrying tools around, instead of dropping them after
use," Wynn said. "Technology has become part of their adaptive niche, a more or less
permanent day-to-day thing relied on regularly. It's all tremendously significant from a
cognitive point of view. I would place all this as an even more significant transition than the
initial use of stone tools."
Meat and evolution
Homo erectus evolved in ways "to make getting access to meat and efficiently digesting meat
more successful — you've got increased brain size, about two-thirds that of the modern human
average, and increased body size," Bunn said. "You've also got a reduction in gut size, so you
can devote the resources that would normally go there toward a bigger brain, as well as this
high-energy brain food of meat to support those large brains."
This doesn't mean that early stone tools were restricted to just processing animal carcasses,
Bunn noted, "or that meat became a dominant factor in their lives, since by all indications,
from chimpanzees to tropical hunter-gatherer people today, plants are the dominant day-to-
day part of the diet. It just shows an increased interest in meat."

Technology and society
As tool use evolved, "somewhere along the line, there had to have been really important
changes in social evolution," Wynn said.
Scientists argue, for instance, when provisioning or the sharing of food began. "In Homo
erectus, you see an increase in female size, which some argue suggests that infants are born
less mature, thus requiring more maternal care. So the suggestion is that provisioning helps
females find something to eat."
There are two ideas regarding provisioning. One is that males are the ones bringing food over
due to pair-bonding between the sexes. Another is the "grandmother hypothesis," where
grandmothers bring their daughters food to help them raise their offspring. "The problem with
that is that with all male African apes, females leave groups at adolescence, so the
grandmother hypothesis would represent a pretty dramatic change socially," Wynn said.
Still, Wynn noted other research has suggested primates spread throughout the Old World do
possess these female links, "and Homo erectus has a very different distribution from the
African apes, were distributed more widely in Africa and Asia, and so maybe Homo erectus
mimics the behavior of these other primates. Also, the new fossil Ardipithecus tells us our
ancestors may not have been very much like chimps and gorillas, so maybe socially we were
not as alike as well."
Windows into the brain
Now scientists are using stone tools as windows to help investigate how the brains of the
human family tree evolved over time.

"What was it these early stone-knappers knew that chimpanzees can't get?" Wynn asked. "I
think one thing was that early hominids were much better at copying motor procedures — we
can watch an individual perform a motor task and mimic it. Chimpanzees are terrible at that
— they see a task and have to reinvent the wheel. This gets back to mirror neurons and the
copying of behavior."
"Tools are the products of our brains, and we have millions of stone tools," Wynn added.
What we need are more creative ideas on how to extract understanding from them, and what
they tell us about our evolution."

CHAPTER 3
COM PANY PROFILE
PSMI MANAGEMENT INDIA PVT LTD

3.1 INTRODUCTION TO PSMI
PSMI was founded in 2005 with the sole objective of increasing operational effectiveness by
reducing tooling and MRO spending.
PSMI began with a single client in one location. It has since grown exponentially to provide
services globally across automotive, aerospace, defense, energy, medical, and agricultural
industries. PSMI has helped its customers launch greenfield facilities in the U.S., Mexico,
India, and China while generating efficiencies and cost savings in existing facilities.
3.2 BRANCHES OF PSMI AND DETAILS
PSMI US
 Managing over 25 manufacturing plants for various products and services all across US
Over 150 employees
 Fully integrated processes between Customer facilities located within US and abroad
 Global Spend Management for our Customers
 Process standardization across the entire Customer Organization
 Domain and category experts for Technical Solutions, Sourcing & Procurement

PSMI Mexico
 Over 100 personnel

 Managing over 12 customer facilities
 Helped US suppliers to set up local operations to reduce logistics and import costs
 Provides full process integration between customer’s US & Mexico facilities
PSMI India
 Over 30 personnel
 Low-cost country sourcing
 Managing 2 customer facilities
 Full process integration between US/ Mexican and Indian plants
 Back-office support
PSMI Canada
 Servicing GM St. Catherine

 Providing Tool Management Services for GM’s GF6 Transmission
 Helping GM standardize processes between Canadian and US Operations.

COMPANY DETAILS [PSMI INDIA]
CIN U74140KA2008PTC047128
Company Name PSMI MANAGEMENT INDIA PRIVATE LIMITED
Company Status Active
ROC ROC-Bangalore
Registration
47128
Number
Company
Company limited by Shares
Category
Company Sub
Non-govt company
Category
Class of
Private
Company
Date of
11 July 2008
Incorporation
Age of Company 11 years, 1 month, 5 days
Legal, accounting, book-keeping and auditing activities; tax consultancy;
Activity market research and public opinion polling; business and management
consultancy

3.3 BOARD OF DIRECTORS OF PSMI
SL DIN DIRECTOR APPOINTMENT

NUMBER NAME DESIGNATION DATE
01 02059852 Jay mullick Director 11 JULY 2008
02 02057771 Subir ghosh Director 11 JULY 2008

Scott allen
03 02059887 burk Director 11 JULY 2008
Manoj kumar
04 02059908 sachdeva Director 11 JULY 2008
3.4 VISION, MISSION AND OBJECTIVES
Promoting an environment for diversity and excellence to thrive requires a strong

commitment to our values and a robust proactive strategy. The mission of the Diversity at
PSMI Program is to achieve community and economic impact by including diverse employees
and suppliers who strive for excellence throughout our global operation.
World business leaders come to PSMI when seeking compelling, long-lasting results. PSMI
believes in true partnerships with its customers. We care about our client's success just as
much as they do. Learning about their goals helps us discover new insights, find new
opportunities, and implement custom solutions. Our results-driven process has made us an
invaluable factor to the success of our customers.
We're committed to treating our customers, staff, suppliers, and communities with care and
respect.

THE MAIN OBJECTIVE OF PSMI IS COST SAVING
Cost Savings
Our products and services are deployed in a manner that reduces total operational costs for our
clients. We analyze the entire indirect supply chain, processes related to consumption and
procurement, quality systems, and the item plan to identify opportunities for cost savings.
1. Savings based on Technical solutions
PSMI has over 50 engineers located on-site. Our engineers work with clients to help increase
throughput while reducing operational costs related to metal cutting.
Cost Per Unit Reduction
 Focus on tool life increase

 Track number of regrinds/tool to increase tool utilization rate
 Investigate breakages

Inventory Reduction
 Share the spare

 Eliminate obsolete inventory
 Plan for every part algorithms to scale inventory with production demands
 Standardize tools among multiple operations
Cycle Time Increase
 Investigate jobs per hour at bottleneck operations

 Align tool life with production demands
 Train operators
 Manage feed and speed
 Eliminate early tool pulls/changeovers
2. Procurement and Price Savings
PSMI also helps consolidate the supply base with key strategic suppliers. By funneling more
spending toward a particular supplier, more favorable pricing can be negotiated based on how
much will be spent with that supplier in a given year. Many companies may purchase similar

items from many suppliers at different prices. By consolidating this “spend,” and directing it
toward a select few suppliers, PSMI is able to negotiate a better prices for its clients.
We are also able to consolidate purchasing across all of our clients’ manufacturing plants
globally and categorize spending by commodities and rationalize the supply base based on
strategy. This ultimately leads to lower prices and a stable supply base. Key performance
indicators are established for suppliers, and this data is used to source business.
3. Spend Savings
PSMI helps its clients reduce their overall spending for cutting tools and indirect items. This
starts with developing budgets based on production volumes through a proprietary algorithm
that takes into account all variables related to product consumption. The budgets are defined
by department and the spending is carefully monitored using a methodology called
“Checkbook Accounting.” All deviations from the budget are examined, and plans are put into
place to manage this budget.
PSMI also provides crib vending machines, tracking of excessive usages, and various
notification systems that alert stakeholders when a given process has fallen out of budget. All
these processes and methods help our client reduce spending
4. Freight Savings

We use a hub and spoke model for distribution, similar to that used by FedEx and UPS
whereby all materials are cleared through a central warehouse. This minimizes–possibly
eliminates–errors and allows for end-to-end tracking of material from the supplier to our
client. Our studies have shown that we’ve helped reduce freight costs by up to 30%.
Our systems are integrated with the systems of FedEx,UPS, and other large carriers. We also
use our own fleet of delivery vehicles when applicable.
5. Inventory Savings
We use sophisticated inventory management systems to help reduce inventory throughout the
supply chain. One of the first processes we implement when launching a program is develop a
Plan for Every Part. This process uses all the variables: production volumes, product life, lead
times, product category (durable/perishable), product type (repairable/unrepairable), etc. This
information is fed into our proprietary algorithm generating a forecast of inventory needed for
the planned production volumes. Furthermore, inventory volumes can be flexed in real time as
production volumes change due to market demands. Other tools such as barcodes are utilized
to track and manage inventories

PSMI uses other methodologies for Spare Parts Management, such as “share the spare” where
common spare parts are identified and warehoused centrally and shared across multiple
manufacturing departments or facilities globally.
We also comb through our clients’ facilities identifying products that can be commonized
across multiple operations and facilities. This reduces part number proliferation and allows for
lower inventories.
The third area we target is product lead times. We help our clients select off-the-shelf standard
products that have shorter lead times. This helps our clients reduce inventory therefore
generating cost savings.
3.5 DIVERSITY AT PSMI
 Creating and maintaining a healthy, sustainable and robust environment for all employees
and suppliers to succeed.
 Increasing participation of diverse business enterprises throughout our supply chain.
 Setting, achieving and having the expectation of exceeding annual diverse spend targets.
 Using advanced analytics to conduct benchmarking and continuous improvement.
 Developing and maintaining open and constructive communication channels throughout
the PSMI operation as well as among the members of our supplier community.
 Actively participating in, sponsoring and supporting diversity conferences, events,
educational initiatives and industry organizations.
 Encouraging diversity, excellence, a culture of hard work and world-class training of
employees and suppliers at every level of PSMI’s global operation.
 Creating opportunities, incentives and rewards for employees and suppliers who exceed
expectations.
 Setting a positive example as a global leader in diversity and excellence for other industry
colleagues and enterprises to follow.

3.6 COMMUNITY AND SOCIAL SUPPORT AT PSMI
PSMI believes in community citizenship, and we actively engage with the local
communities surrounding our business. Whether it is helping local shelters like Alpha House
raise money to house homeless families or helping Community Action Network buy
Christmas gifts for children in low-income families in Michigan’s Washtenaw county.
Through workplace campaigns, PSMI and its employees have contributed to charities such as
The American Breast Cancer Foundation, American Cancer Society, and Habitat for
Humanity.
PSMI supporting the following charities:
 Alpha House
 Community Action Network of Ann Arbor
 American Cancer Society
 Dawn Farms
 Habitat For Humanity
 Juvenile Diabetes Research
 SOS Community Services
 Toys For Tots
 Special Olympics of Michigan
 Penrickton Center For Blind Children
 Boy Scouts of America
 Make a Wish Foundation
 Mott Children’s Hospital, University of Michigan
 American Breast Cancer Foundation
 American Legion Basketball League
 Renegades Little League Basketball Team
 National Junior Women’s Hockey Team
 Metro Basketball Association
 Michigan Amateur Hockey Association
 Metro Philharmonic
 United Way
3.7 CUSTOMERS OF PSMI
Our products and services create value for our customers in a variety of industries. We service
the automotive, aerospace, agricultural, medical, and alternative energy industries. Our
customers have awarded PSMI for helping them reduce cost while increasing operational
effectiveness.
1. General Motors
PSMI provides Tool Management, Gage Management and Quality and measurement
management services to all of GM’s transmission plants in the United States, Mexico, and
Canada, and engine plants in Mexico and India.
We’ve helped General Motors generate significant cost savings within its manufacturing
operations and have been chosen as its Global Supplier of the Year for 2006, 2007 & 2008.
Our business with GM is based upon a true customer-supplier partnership with shared goals
and a common objective.

2. Ford
PSMI manages Ford Motor Company’s engine plants in India. We provide complete Tool
Management Service including, technical support, on-site tool presetting, Tool Crib
Management, and Repair/Regrind Management.
3. Eaton
PSMI provides Tool Management Services to all of Eaton’s heavy truck transmission plants
located in the U.S. and Mexico. Eaton is the world’s largest manufacturer of heavy duty and
medium duty truck transmissions. PSMI has been successful in achieving significant
reduction in inventories and generating cost savings through an intensive process analysis and
evaluation system. We are currently engaged with Eaton’s aerospace division to develop a
similar solution set that generates savings and improves processes.
Eaton selected PSMI for 2010 Premier Supplier Award.
4. John Deere
From tractors and engines to construction, forestry, and turf care equipment, John Deere
provides equipment, tools, technology, and services that fit customer needs. PSMI provides
Tool Management services for John Deere’s engine manufacturing plant located in Torreón,
Mexico.
5. Paragon Medical
Paragon Medical is a turnkey supplier of world-class solutions for surgical instrumentation,

implantable components, cases, and trays. PSMI provides tooling and MRO products, tool
technical services, and crib management services to Paragon Medical.

6. Orchid Orthopedics
Orchid Orthopedic Solutions specializes in implants, instruments, and innovative technologies

for the reconstruction, trauma, spine, and sports medicine areas. PSMI provides Orchid’s
tooling and MRO products, and tool technical services.
3.8 SERVICES PROVIDING BY PSMI
PSMI provides a number of services that help manage manufacturing facility operations,
reduce overall operating costs, and increase revenue opportunity by increasing manufacturing
output.
1. Tooling and Abrasives Management Solutions
PSMI is one of the largest tool management companies. Our tool management solution has
won numerous awards and is currently deployed in manufacturing facilities globally from the
United States to Mexico, and from Canada to India. We have helped our customers generate
millions of dollars in cost savings while increasing throughput and quality.

Tool Presetting Service
PSMI provides Tool Presetting services for a number of our customers. We’ve trained a
staff of tool pre-setters and can preset tools on a number of platforms from Zoller to Kelch.
We deploy this service in a manner that allows our customers to derive the maximum value
from their cutting tool investments. This service includes
 Breakdown and failure analysis of dull/broken/used tools

 Presetting of tool assemblies
 Float management of tool assemblies based on tool life to insure each tool
 Assemblies available as needed
 Management of tool regrind program
 Optimization of tool usage (i.e. inspection to utilize all corners of an insert, reuse
screws and other hardware as often as possible)
Tool Technical Support Service
PSMI’s technical support services reduce cutting and tool spending, and increase throughput
and quality for customers. This service has the following attributes:
Plan for Every Part:
We start with developing a Plan For Every Part (PFEP). In this document, every plant
operation, tool, theoretical tool life, feeds, speeds, and all other operational variables are
documented. This data is fed into PSMI’s proprietary algorithm that generates a predictive
model for tool spending and inventory needs based on production volumes. These models are
then utilized by our customers to set tooling budgets.
Tool Sufficiency Plans and Cost Savings Deployment:

Our engineers perform a full analysis of customer operations and identify high-cost areas,
bottleneck operations, and areas that might be a quality concern. All areas that have an
opportunity for improvement are logged into a PSMI web-enabled database. These
opportunities are reviewed with the client and prioritized for testing. Upon customer approval
the new processes are implemented and cost savings are generated.
Daily process troubleshooting:
Our engineers also help customers troubleshoot day-to-day manufacturing issues related to
cutting tools. These could be related to cycle time improvements, root cause analysis for early
tool pulls, throughput issues, or quality concerns.
2. Gage Management Solutions
Gage management helps our customers improve the quality of their production systems while
reducing operating costs. We also help customers conform to ISO and TS quality standards.
Our gage engineers are committed to helping our customers implement and maintain a world-
class quality system. This service is currently deployed at most client locations.
We provide a number of services under this program
 Gage calibration
 Gage design services
 On-site gage repair
 On-site gage and calibration & certification management
 Warranty management
 Gage procurement & inventory management (new/repair/rework)
 On-site gage engineering support services
 Internal auditing of gage management processes
 Support TS 16949 compliance

3. General MRO Supply Solutions

To create savings for our clients, our solutions focus on integrating programs that will
optimize your company’s processes.
 Spend aggregation – Through the power of collective buying, PSMI is able

ensure your company the lowest prices.
 Standardization programs – Our standardization programs ensure all processes
are compared to the same quality standards in order to guarantee the highest level
of efficiency.
 MRO consumption management – Our experts will analyze and streamline
your company’s manufacturing processes.
 Waste reduction – We will work with your company to minimize resources and
energy use.
 Inventory management – With our specialized software we can help your
company monitor and manage your company’s inventories.
 Eliminating process waste – We help maximize the amount of material used in
manufacturing so less is thrown away.
 CAD support
4.Integrated Supply Management for MRO Items
 PSMI provides a comprehensive integrated supply management program for

MRO (Maintenance Repair and Operating) items. This program strives to extract
value at each stage of the MRO life cycle:

 Sourcing: Experts armed with deep category knowledge and market insight,
equipped with an arsenal of strategies, information, and tools help our
customers maximize savings opportunities.
 Purchasing: We have invested millions of dollars in developing a state-of-the-art

ERP system that optimizes purchasing processes to obtain the lowest price
possible from our supply base. The system automatically manages price breaks,
freight minimums, seasonality of demand, blanket purchase orders, lead times,
and demand. Our experienced buyers review this information to make purchasing
decisions aimed at delivering maximum value.
 Inventory Management: Our system and processes are structured to reduce

inventory throughout the entire system. We use sophisticated, demand-
forecasting models to predict demand within the lead time of the items. The
system predicts the future lead time of products based on multiple variables. The
anticipated demand, lead times, inventory on-hand, and inventory already on
order are fed into an algorithm that brings in enough stock to fulfill demand in
the lead time of the product, plus safety stock.
 Warehouse/Crib Management: We currently manage warehouses and cribs for

a number of our customers. We implement a sophisticated barcode-based system
that keeps track of all disbursements and receipts on a real-time basis to
accurately manage client inventories. We provide staffing, systems, processes,
and procedures for full warehouse management. The systems are set up to
manage departmental spending against budgets and provide high fill rates and
customer satisfaction while keeping minimal inventories.
 Supplier Management and Accounts Payable: We provide a single invoice to

our customers and take on the responsibility of managing all invoices for our
customers’ indirect supply base. This reduces overhead and lowers operating
costs. PSMI also offers extensive supplier management services that provide
ranking and rating for the customers’ supply base. We also facilitate strategic
supplier/manufacturer relationships in key areas such as tooling, personal

protection, fluid power, and other indirect commodities.
5. Quality and Measurement Management Services
Quality and Measurement Management Services provide our customers access to highly
skilled technicians, quality systems and processes. Some of the services provided under this
program are:
Met lab Management
PSMI will set up and manage a Metrology Laboratory according to TS 17025 and ANSI Z-
540 standards. Our technicians are skilled in:
 Height stand
 Contour tracing
 Roundness checking
 Optical comparator
 Surface finishing
 M&M
 Managing audits and inspections
Coordinate Measuring Machine Services
 Maintaining and operating CMM’s for dimensional and PPAP inspections

 Updating programs according to part print revisions
 Writing programs for supplier part inspections
 Writing programs according to manufacturing processes
 Troubleshooting CMM’s
 Running audit programs on artifacts to check for CMM accuracy
 Internal auditing
PPAP and layout Inspections
 Monitoring and measuring parts for dimensional PPAP and root cause analysis
 Reviewing prints and developing processes for accurate measurement
 Submitting PPAP and layout reports to the quality and engineering departments for
approval
3.9 ACHIEVEMENTS AND AWARDS
Some of the awards given to PSMI by our customers:
1. 2006, 2007, 2008 General Motors Global Supplier of the Year
This award recognizes the significant contributions of GM’s suppliers as part of the
company’s global product and performance achievements. The Supplier of the Year program
started in 1992, and each year a global team of purchasing, engineering, quality,
manufacturing, and logistics executives determines the winners. The decisions are based on
supplier performance in the areas of quality, service, technology, and price.

2. 2010 Eaton Premier Supplier
According to Craig Reed, senior vice president – Supply Chain Management, “Eaton is proud
to honor these suppliers for their outstanding service and commitment to excellence The
Premier Supplier awards are reserved for Eaton’s best suppliers”.

3. ISO CARTIFICATION

COMPITATORS FOR PSMI
1. CRIBMASTER
For more than two decades, CribMaster has worked directly with its customers and partners to
deliver leading solutions that improve the performance of manufacturing facilities and job
sites all over the world. By providing intelligent inventory and asset management solutions,
we help our customers optimize their operations.
2. TDM SYSTEMS INCORPORATION
TDM Systems has its headquarters in Tubingen, Germany and is the leading software
provider for managing tool data in the metal cutting industry. The company is member of the
SANDVIK Group, of which TDM Systems is a 100% subsidiary. This allows TDM Systems
to rely on the know-how of internationally leading tool manufacturers and participate in their
customer projects. The focus of TDM Systems is on solutions and services for the entire life

cycle of tool data. TDM Systems contributes to optimized planning and provision of metal-
cutting tools by offering a wide range of interface.
3. BRUCE SHAW
As a leading construction consultancy, we specialise in project and cost management, quantity

surveying, management services and CDM.
Our solid experience has been developed over more than 40 years of delivering projects in the
commercial, data centre, education, healthcare, hotel and leisure, residential, local authority,
mixed use and retail sectors.
The strong relationships we have forged during this time have been built by our talented teams
of specialists, who work diligently with our clients throughout each project – from the initial
concept stages, right through to completion and beyond.
It’s this approach to building relationships that has attracted large and loyal clients that keep
returning to us time and time again.
4. SOURCE ATLANTIC LIMITED

Source Atlantic Limited is an innovative and industry leading wholesale distributor, technical
services provider, and supply chain solutions management company. We are passionate about
delivering value and exceptional service to customers in Canada and beyond! Source Atlantic
partners with hundreds of world-class suppliers, offers a multitude of specialized and
technical services and has many value-added business solutions designed to improve
customers' efficiency and productivity.
5. FABRICOM OFFSHORE SERVICES LTD
Quanta Fabricom traces its engineering and design heritage back to 1988 and has offices in
Aberdeen and Newcastle upon Tyne, we are strategically positioned to provide the highest
quality services to the UK Continental Shelf.
Our team of highly experienced, talented people deliver innovative, value-adding solutions to
our clients, driven by our TRUE values of Trust, Results, Unity and Excellence.

CHAPTER 4
ORGANIZATION STRACTUREOF PSMI MANAGEMNT INDIA PVT

LTD
DIRECTOR
GENERAL MANAGER
ASSISTANT GENERAL MANAGER
IT DATA ACCONTS
FINANCE HR [SHARE MANAGEM PAYABLE PURCHASE
DEPT DEPT POINT] ENT DEPT
DEPT
DEPT DEPT

CHAPTER 5
FUNCTIONAL DEPARTMENTS OF PSMI MANAGEMENT INDIA PVT

LTD

FUNCTIONAL DEPARTMENTS
Organization is a system of clearly defined structure of activities consciously designed to

allow organizational participants to work effectively towards common goals. The organization
is divided into various departments to improve the management and control. Organizational
studies are attempts to observe the work of managers and employees in the each department in
the organizations and learn the secrets of managerial effectiveness. It also broadens the
understanding of organizational processes and fruitfully blends management concepts with
work life and practices.
5.0 VARIOUS DEPARTMENTS UNDER
 Human resource department

 Finance department
 Information technology department(share point)
 Data management department(E-commerce)
 Accounts payable department
 Purchase department(strategic sourcing)
5.1.0 HUMAN RESOURCE DEPARTMENT
HRM is planning, organizing, directing and controlling of the procurement, development,

compensation and maintenance of people for people the purpose of contribution to
organization, individual and social goal. Human resource is also an important factor of an
organization. Human resource is a potential factor to run the business efficiently and
effectively. Without human resource, a business cannot run.

5.1.1 DEPARTMENT STRUCTURE
HUMAN
RESOURCE
HUMAN
RESUORCE
MANAGER
H R ASSISTANT H R ASSISTANT
MANAGER MANAGER
[ADMIN] [B/S DEVELOPMENT]
H R ADMIN
AND H R TALENT
GENERLIST ACQUISITION

5.1.2 RESPONSIBILITIES OF HR DEPARTMENT:
 Recruiting and Hiring
More than filling an open position, the recruiter’s job is also to help the organization define
its positions. A recruiter can help determine if a role should be full- or part-time, as well as
evaluating if positions can be outsourced or handled by contractors. In hiring a new
employee, a recruiter can research similar positions at other companies, helping determine
the qualifications and compensation for the role. Finally, the recruiter plays a key role as a
gatekeeper, assessing whether job candidates will be good fits for the company culture and
justify the company’s investment in hiring and training.
 Benefits and Compensation
In start-ups and very small firms but also sometimes in larger companies, HR
responsibilities often centre around processing payroll and managing employee benefits.
As a company grows, these tasks can take on a strategic focus. HR staff can begin to focus
on developing systems and choosing vendors who help contain costs and increase the
flexibility of the company. HR can also play a key role in analysing a company’s pay
scale, track industry trends for compensation and benefits offered to employees, and ensure
compliance with payroll and benefit regulations.
 Compliance and Protection
Discrimination, harassment, unfair practices – these terms have become all too familiar in
today’s workplace. Human Resources can help protect a growing company by developing
and enforcing standards that govern how employees interact on the job. These guidelines,
supported by company-wide training on appropriate workplace behaviour, can help protect

the company from legal liability and help create a more pleasant and productive
workplace.
 Employee Development
In a fast-paced business environment, people are more important than job descriptions.
Organizations may find an employee’s role changing from week to week, if not day to day.
The HR department can take on the challenge of providing employees with the new
information and skills they will need to thrive as the company changes. The department
can also help employees set and achieve individual career development goals, leading to
increased job satisfaction as workers see opportunities for personal success.
 Internal Communication
The Human Resources department can play a key role in communicating an organization’s
goals and expectations to workers. HR staff may produce a company newsletter or
magazine, filled with events, opportunities, news and useful information that helps
employees accept and understand what the organization needs from its workforce. In
addition, HR staff members are able to keep an ear to the ground, keeping tabs on the
company rumour mill and helping management respond to misconceptions among
employees.
5.1.3 SOCIAL MOBILITY
 Support the communities and local schools.

 Improve skills and create jobs by providing opportunities for all young people to get a
foot on the ladder.

 Improve the quality of life and wellbeing by recruiting openly and fairly, ensuring non-
discrimination.
5.1.4 RECRUITMENT PROCESS
Recruitment is a process of finding and attracting the potential resources for filling up the
vacant positions in an organization. It sources the candidates with the abilities and attitude,
which are required for achieving the objectives of an organization.
Recruitment process is a process of identifying the jobs vacancy, analyzing the job
requirements, reviewing applications, screening, shortlisting and selecting the right candidate.
To increase the efficiency of hiring, it is recommended that the HR team of an organization

follows the five best practices (as shown in the following image). These five practices ensure
successful recruitment without any interruptions. In addition, these practices also ensure
consistency and compliance in the recruitment process.
Recruitment process is the first step in creating a powerful resource base. The process
undergoes a systematic procedure starting from sourcing the resources to arranging and
conducting interviews and finally selecting the right candidates.
The recruitment process has been explained in the below diagram


5.2.0 FINANCE DEPARTMENT
Finance department is the part of an organisation that manages its money. The business
functions of a finance department typically include planning, organizing, auditing, accounting
for and controlling its company’s finances. The finance department also produces the
company’s financial statements. Finance management refers to the efficient and effective
management of money (funds) in such a manner as to accomplish the objectives of the
organization.
5.2.1 DEPRTMENT STRUCTURE
FINANCE
DEPT
GENERAL
MANAGER
ASSISTANT
GM
JUNIOR ASSISTANT
MANAGER MANAGER
TEAM TEAM
LEADER LEADER
MEMBER 1 MEMBER 2 MEMBER 1 MEMBER 2

5.2.2 RESPONSIBILITIES OF FINANCE DEPARTMENT
1. Treasury management:
accounting and finance department sets up treasury management policy to be adopted by all
who come in contact with cash or cash equivalent. Included in the treasury management are
things like the level of risk that can be assumed by the firm at any point in time. The treasury
functions are usually managed by the assistant finance manager while the finance manager or
the chief financial officer handles the financial accounting aspects.The treasury functions of a
company are all the activities performed by a responsible officer with the aim of
implementing treasury policies.
2. Cost control:
to an extent, the whole essence of accountancy is to control cost and report on activities.
There would not be an accounting department if it does not actively get involved in cost
saving activities. It is typical of accounting department to be in log ahead with other
department primarily because costs are being cut.
3.Billing and credit control:
accounting and finance department is saddled with the responsibility of ensuring that
customers pay their correct bill on time.
4. Investment appraisal:
through the application of capital budgeting technique and investment appraisal technique,
accounting and finance department help businesses pass every major project through furnace
to ensure that it will be worthwhile.

5. Ensuring compliance with relevant laws:
the business world that we now live in constantly changes in the bid for us to make things
better. The fact that most small businesses don’t have dedicated lawyers or attorneys in their
payroll makes it imperative that the accounting department will keep tab with relevant
business related laws.
6. Handling tax issues:
the accounting and finance department of small businesses handles its tax matters. This
includes remitting PAYE to the relevant authority.
7. Preparation of financial statements:
even though it is legally the responsibility of directors of a company to prepare the financial
statements, the finance and accounting department is always called upon to prepare the
financial statements.
8. Safeguarding assets through internal control:
accountants and finance professionals play vital role in helping to protect the assets of a
company. This they do by designing and implementing viable internal controls and
management controls.
9. Inventory management and control:

inventory control and management is within the purview of the accounting and finance
department. No other department is better equipped to manage and control the inventory of a
small business.
10. Business advisory function:
the accounting and finance department provides business advisory services to the small and
medium sized businesses.
11. Information system assurance:
accounting as a profession has over the years grown to become an information processing
profession. This information has to be given some kind of credibility by the accountant acting
as auditors- internal auditors for small businesses.
12. Payroll system:
payroll system management is very important in the management of small businesses. Get it
wrong and the whole business can crumble.
13. Writing accounting policy and procedure manual:
accounting policy and procedures manuals are living documents that directs finance and
accounting transactions of the business as a whole. This manual has to be approved by top
management.
14. Customer service function:

yes, this department deals with both internal and external customers. Accountants now have
customer care duty to perform.
15. Budgeting and budgetary control:
budgeting and budgetary control is one of the tools in the arsenal of businesses used to ensure
that things are under control. By default, it is the function and duty of accounting and
finance department to handle budgeting and budgetary control in a small and medium sized
company.
5.3.0 INFORMATION TECHNOLOGY DEPARTMENT [SHARE POINT]
The information technology department in an organization is responsible for the architecture,

hardware, software and networking of computers in the company. As an IT professional, you
perform a number of duties to ensure that employees have full access to the computer
systems. Professionals working in the department may be responsible for one area of IT for
the company, such as programming, website updates or technical support.
Information technology (IT) is the use of computers to store, retrieve, transmit, and
manipulate data, or information, often in the context of a business or other enterprise. IT is
considered to be a subset of information and communications technology (ICT). An
information technology system (IT system) is generally an information system, a
communications system or, more specifically speaking, a computer system – including all
hardware, software and peripheral equipment – operated by a limited group of users.

IT
DEPARTMENT
IT
MANAGER
SHARE POINT MAGENTO

DEVELOPER DEVELOPER
TECHINICAL TECHNICAL
LEADER LEADER
TEAM TEAM
LEADER LEADER
DEVELOPER TESTOR DEVELOPER TESTOR

5.3.2 RESPONSIBILITIES OF I T DEPARTMENT
 PROGRAMING
As a programmer, you are responsible for creating new programs for the organization.
Some programmers create programs that are specific to the needs of the organization,
such as an application to manage human resources, run a piece of manufacturing
equipment, track inventory, process work orders or complete any task the organization
needs accomplished.
 COMPANY WEBSITE
The IT department creates and maintains the company's website. The webmaster and
other professionals in the IT department design the layout of the site, write the
programming code and test the site for its usability. A company website can be an
informational site providing contact information for the public as well as a commercial
site that sells products directly to consumers. You may also be responsible for the
intranet, an internal network and website only available to company employees.
 TECHNICAL SUPPORT
The IT department in any organization provides support to computer users in the
company. This can include installing new software, repairing hardware problems,
installing new hardware, troubleshooting problems and training employees how to use
new software programs. Many businesses maintain an IT help desk in the company to
assist employees with computer-related issues.
 ADMINISTRATION
IT professionals are also responsible for installing and setting up the computer network
in an organization. You would work in this capacity to ensure that the network is
operating properly and that all employees have the ability to communicate through the
internet and company intranet. Professional information technology employees keep the
system secure and troubleshoot the system in the event of a problem.

5.4.0 DATA MANAGEMENT DEPARTMENT [ ECOMMERCE]
Data management is an administrative process that includes acquiring, validating, storing,

protecting, and processing required data to ensure the accessibility, reliability, and timeliness
of the data for its users. Organizations and enterprises are making use of Big Data more than
ever before to inform business decisions and gain deep insights into customer behavior,
trends, and opportunities for creating extraordinary customer experiences.
To make sense of the vast quantities of data that enterprises are gathering, analyzing, and
storing today, companies turn to data management solutions and platforms. Data management
solutions make processing, validation, and other essential functions simpler and less time-
intensive.
5.4.1 E-COMMERCE
E-Commerce is buying and selling of goods and services or transmitting of funds or data,
over an electronic networking, primarily the internet. This transaction occurs either business
to business, business to consumer, consumer to business and consumer to consumer. E-
Commerce is done using applications EDI ,email, shopping carts, Digital commerce makes
possible for purchasing transaction over the web and supports creation and constant growth of
online relationship with customers across multiple channels like retail ,mobile, direct and
indirect material
Ecommerce companies need to address many issues
1. Strengthening logistics infrastructure and service levels in ecommerce market as

warehousing requirement will increase in coming years with increase in ecommerce
activity in coming years. In case of cross border ecommerce there exist problem of reverse
logistics.

2. Security, privacy breaches and fictitious transaction issues need to focus as ecommerce
is moving to mobile platform.
3. Rules and regulations for taxation and pricing of product for international and local
companies. There should be throughout discussion regarding complexities of tax evasion,
FDI, and loopholes in commerce between government and various competent ecommerce
companies.
DATA
MANAGEMENT
DEPARTMENT
DATA
MANAGEMENT
MANAGER
OPERATION
HEAD
TEAM LEADER
DATA
COORDINATOR
SENIOR DATA JUNIOR DATA

ANAYST ANALYST

5.4.3 RESPONSIBILITIES OF DATA MANAGEMENT [ E COMMERCE]

DEPARTMENT
 Design and prepare reports for all ebusiness metrics for various online platforms and
achieve all growth objectives and develop all enhancements to direct supply network.
 Design and execute all features of roadmap for all equipments and strategic business
units and prepare reports to be presented to key stakeholders and interpret all data in
coordination with business leaders.
 Administer all E Business activities and incorporate best practices in same to design
effective strategies and assist internet team to implement all department strategy and
analyze all information and recommend improvements to all customer processes
 Manage various internal data sources and web analytics tools to enhance customer
experience and assist to increase web presence of company and monitor all websites
and recommend changes required.
 Coordinate with key information owners to ensure delivery of all internal resources on
time and manage all web site data to ensure accuracy of customer postings and
recommend exclusive plans for all key customers to promote ecommerce.

 Analyze all ecommerce transaction and site and recommend improvements to enhance
customer experience and assist all external partners and provide support to all associate
activities and monitor all site issues and assist in resolution of same.
 Develop and supervise all activities and plans for various ecommerce projects and
coordinate with product development team to prepare an effective schedule for project
and ensure compliance to same.
 Assist all internal parties to understand product deliverables and provide support to all
activities on ecommerce platforms and ensure satisfaction of customer at all times.
 Analyze online experience of customer and recommend improvements to same and

assess effectiveness of all key metrics and monitor all vendor service level agreement to
ensure optimal quality of services to customer.
 Supervise all product design and ensure compliance to all product guidelines and
coordinate with Direct Channels and improve all market strategies and incorporate
latest technology in same and provide optimization in product search.
 Prepare plans for ecommerce infrastructure team for all worldwide sites and coordinate
with engineering and technical product managers to prepare timeframe for projects.
 Coordinate with internal team and provide support to all online marketing strategies and
prioritize projects and recommend ways to increase traffic to website with incorporation
of best tools and assist to maximize revenue.

 Prepare reports and maintain track of all activities on websites, perform tests and assist
in all website conversation and recommend improvements in strategies to increase
customer retention and design site content.
 Maintain optimal level of customer services at all times and ensure simplicity in
services and ensure compliance to all legal requirements and monitor all online
channels.
 Administer an effective website strategy and develop and maintain effective

relationships with all web designers and programmers and implement all social media
strategies and implement all marketing campaigns and prepare all newsletters.
 Supervise all newsletter performance and design various strategies to increase sales and
monitor all performance reports on weekly basis and manage all new product launch
calendar.
5.5.0 PURCHASE DEPARTMENT [STATERGIC SOURCING]
A purchase department, also called procurement department or purchasing department,

supports operations by serving as the primary buyer of goods and services in a private sector
company, government agency, educational institution or another type of organization.
5.5.1 STATERGIC SOURCING
Strategic sourcing is an approach to supply chain management that formalizes the way
information is gathered and used so that an organization can leverage its consolidated
purchasing power to find the best possible values in the marketplace.

Strategic sourcing requires analysis of what an organization buys, from whom, at what price
and at what volume. Strategic sourcing differs from conventional purchasing because it places
emphasis on the entire life-cycle of a product, not just its initial purchase price.
Strategic sourcing software modules can facilitate the approach by standardizing sourcing
requirements and providing users with federated data technology with which to share
information about products, markets and business needs. The systems on the market that
enable strategic sourcing are still often labeled as procurement software, sold within enterprise
resource planning (ERP) systems, supply chain management systems or standalone products.
PURCHASE
DEPARTME
NT
PURCHASE
DEPARTMENT
MANAGER
BUSINESS HEAD/
OPERATION
HEAD
BUSINESS STATERGIC
DEVELOPEMENT SOURCING
ACCOUNT ACCOUNT
ASSISTANTS ASSISTANTS
BUYERS BUYERS

5.5.3 RESPONSIBILITIES OF PURCHASE DEPARTMENT
1. Receiving indents:
The first and foremost function of purchasing is receiving demand/requisition of material

from different departments of the organisation, such as from production, stores, maintenance,
administrative, drawing office, planning, tool room, packing, painting, heat treatment etc.
2. Assessment of demand or description of need:
After recognising the need with appropriate description, i.e., qualitative as well as
quantitative, is necessary for the sound and successful purchasing. An improperly described
demand can cost heavily money-wise as well as time-wise.
3. Selection of sources of supply:
Most important function of a purchasing department or officer is the selection of the sources
for the requisitioned items of stores. There are different sources of supply which have no
similarity between them.
4. Receiving of quotation:
Prices are also ascertained by preparing a comparative statement with the help of either of the
following documents supplied either by the supplier or taken from the previous records of
advertisements, like:
 Catalogues, price lists etc.

 Telephonic quotations.
 Previous purchase records.
 Quotation letter or tender i.e., letter of inquiry.
 Sample and related price cards.
 Negotiation between suppliers and the purchase department like catalogue,
price lists etc.

5. Placing order:
Placing a purchase order is the next function of purchasing officer. Since purchase order is a
legal binding between the two parties, it should always be accurate, clear and acceptable to
both. The purchase order should contain the following particulars:
 Description and specifications of the material.

 Quantity order.
 Transport and packing charges and shipping instructions.
 Name and address of the supplier.
 Date, time and place of delivery.
 Price, discount and terms of payment.
 Signature of the purchase manager.
 The name and address of the buyer.
6. Making delivery at the proper time by following up the orders:
Since one of the objectives of successful purchasing is delivery of goods at right time so as to
ensure delivery when and where needed? In normal practice, the responsibility of the
purchasing department is upto the time the material is received in the stores and is approved
by the inspection department.
7. Verification of invoices:
In normal course, it is also the responsibility of purchase department to check the invoices and
accordingly advise the accounts department for clearing the payment to the parties concerned.
Contradictory statements have been given as to who should be assigned this function.
8. Inspection of incoming materials:
The purchasing department should have a close contact with inspection department. On
receipt of the materials from different suppliers, they are to be inspected as per specifications
indicated in the purchase order to verify their quality and quantity.
9. Meeting transport requirements of incoming and outgoing materials:
The purchasing officer must make goods/materials available at the right time they are
required, at the place they are needed, and at the lowest possible cost. It is a big responsibility,
and even a slight error amounts to delay in consignment required at a particular time.
10. Maintaining purchasing records and files:
Purchasing involves a lot of paper work. Daily a number of letters, bills, quotations, notes,
challans, railway receipts, parcel, way bills, bills of ladings, goods received notes, lorry
receipt, goods receipt (transport delivery notes), inspection notes have to be dealt with. It
involves a lot of clerical work.
5.6.0 ACCOUNTS PAYABLE DEPARTMENT
Accounts payable departments often do more than simply pay incoming bills and invoices. In
a larger business, accounts payable employees are often responsible only for the accounts
payable side of finance, while in a smaller business, accounts payable and accounts receivable
responsibilities are often combined. Although the size of a business ultimately determines the
roles accounts payable plays, most fulfill at least three basic functions in addition to paying
bills.

ACCOUNTS
PAYABLE
DEPARTMENT
ACCOUNTS
PAYABLE
MANAGER
ASSISTANT
MANAGER
TEAM LEADER
AP TEAM AP TEAM AP TEAM AP TEAM AP TEAM AP TEAM

MEMBER 1 MEMBER 2 MEMBER 3 MEMBER 4 MEMBER 5 MEMBER 6
5.6.2RESPONSIBILITIES OF ACCOUNTS PAYABLE DEPARTMENT
 assemble, review and verify invoices and check requests

 flag and clarify any unusual or questionable invoice items or prices
 sort, code and match invoices
 set invoices up for payment
 enter and upload invoices into system
 track expenses and process expense reports

 prepare and process electronic transfers and payments
 prepare and perform check runs
 post transactions to journals, ledgers and other records
 reconcile accounts payable transactions
 prepare analysis of accounts
 monitor accounts to ensure payments are up to date
 research and resolve invoice discrepancies and issues
 maintain vendor files
 correspond with vendors and respond to inquiries
 produce monthly reports
 assist with month end closing
 provide supporting documentation for audits
 maintain accurate historical records
 maintain confidentiality of organizational information

CHAPTER 6
SWAT ANALYSIS

SWOT analysis (or SWOT matrix) is a strategic planning technique used to help a person or
organization identify strengths, weaknesses, opportunities, and threats related to business
competition or project planning.[1] It is intended to specify the objectives of the business
venture or project and identify the internal and external factors that are favorable and
unfavorable to achieving those objectives. Users of a SWOT analysis often ask and answer
questions to generate meaningful information for each category to make the tool useful and
identify their competitive advantage. SWOT has been described as the tried-and-true tool of
strategic analysis,[2] but has also been criticized for its limitations (see § Limitations).
Strengths and weakness are frequently internally-related, while opportunities and threats
commonly focus on the external environment. The name is an acronym for the four
parameters the technique examines:
 Strengths; characteristics of the business or project that give it an advantage over

others.
 Weaknesses: characteristics of the business that place the business or project at a
disadvantage relative to others.
 Opportunities: elements in the environment that the business or project could
exploit to its advantage.
 Threats: elements in the environment that could cause trouble for the business or
project.
The degree to which the internal environment of the firm matches with the external
environment is expressed by the concept of strategic fit. Identification of SWOTs is important
because they can inform later steps in planning to achieve the objective. First, decision-
makers should consider whether the objective is attainable, given the SWOTs. If the objective
is not attainable, they must select a different objective and repeat the process.

Some authors credit SWOT to Albert Humphrey, who led a convention at the Stanford
Research Institute (now SRI International) in the 1960s and 1970s using data from Fortune
500 companies.[3][4] However, Humphrey himself did not claim the creation of SWOT, and the
origins remain obscure.
6.1 STRENGTHS
 Right products , quality and reliability

 Superior products performance as compared to competitors
 New technology in manufacturing
 Reduced impact is seasonally
 Excellent relationship with customer
 Strong local market potential
 Educational supply
 Cost effective
 Strong manufacturing base
 Availability of high quality skilled workforce
6.2 WEEKNESES
 Extra cost of exporting raw materials

 Lack of connectivity with proper roads and highways leads to the problems of
 Delivery of output
 No utilization of technological equipment
 Less awareness on R&D
 Relatively small scale by international standards

6.3 OPPORTUNITIES
 Superior technology
 Well placed for experts
 Integrated distillery
 Track record of successful acquisitions
 Superior utilization of fixed asstes.
 Key players in global pharmaceutical R&D7 abundant hydroelectric power
 Human resource availability
 Geographical setup
 Peace and security
6.4 THREATS
 Competition from other tooling industries

 Pricing policy of the government
 Political uncertainty
 Expensive distraction
 competition from other countries
 Negative feedback
 Weak image
 Trade liberalization

CHAPTER 7
FINDINGS, SUGGESTIONS AND CONCLUSION

7.1 FINDINGS
 The company involved in producing eco-friendly products.
 They are manufacturing eco-friendly products for reduction of defects.
 They are using organic raw materials for production.
 The efficiency of the product is 100% and raw material are managed as per
the norms.
 Company believe in teamwork and work with co-ordination.
 The company follows batch processing system in manufacturing products.
 Every member in the team will be given efficient opportunity to enhance

their skills.
 Majority of the employees in the company will achieve their daily targets
in a provided time lines.
 The company performs a regular check up of their equipments and

machineries to protect the employees from accidents.

 Adequate fire extinguishers are used to protect the company from fire
accidents
7.2 SUGGESTIONS
 Maintain quality of products by reducing defective products and by using updated

equipments.
 Conduct more research, see how to improve quality of product as well as reduce
product defects.
 Use proper formula with different combination of raw materials to improve the product.
 Produce more eco-friendly product to attract the customers and protect the
Environment.
 Improve the shopping products from good to excellent quality.
 Maintain good relationship with existing customers and focus on new customers.
 The majority of the employees say that the team targets have more pressure than
individual targets therefore equal work should be distributed among the team members.
 Rewards are given based on team performance which de motivates individuals in a

team, so rewards should be given by identifying individual performance.

7.3 CONCLUSION
PSMI management india pvt ltd is has been providing support for the PSMI USA has been
manufacturing cutting tools, special tools, abrasives and also MRO services with ISO
9001:2015 certificate this reflects the reputation of the company.
During my internship I was thought all things about the company i.e. how a company
functions and how each and every department is working for the work done in the company.
PSMI is doing good in tool manufacturing industries and reducing the operating cost and also
the proper management of tools, gages, general MRO and integrated supply management.
Company has good infrastructure with equipped machineries technologies, innovative ideas
and strategies are followed for the growth of the company.
Records are maintained properly and research and development activities are taken very
appropriately.

BIBLIOGRAPHY
WEBILOGRAPHY
WWW.PSMI.CORP
BOOKS
Reports of PSMI

Janardhan Babu

Caricato da

Informazioni sul documento

Copyright

Formati disponibili

Condividi questo documento

Condividi o incorpora il documento

Opzioni di condivisione

Hai trovato utile questo documento?

Questo contenuto è inappropriato?

Copyright:

Formati disponibili

Janardhan Babu

Caricato da

Copyright:

Formati disponibili

ORGANIZATION STUDY AT PSMI

INTERNSHIP REPORT ON ORGANIZATION STUDY AT

MASTER OF COMMERCE [FINANCE AND ACCOUNTING]

Reaccredited 'A+' by NAAC

Affiliated to Bangalore central University

PRESIDENCY COLLEGE, BANGALORE Page ii

Prof. Aisha banu Dr. Pradeep Kumar Shinde

PRESIDENCY COLLEGE, BANGALORE Page iii

SIGNATURE OF GUIDE SIGNATURE OF STUDENT

PRESIDENCY COLLEGE, BANGALORE Page iv

I thank Dr. PRADEEP KUMAR SHINDE, Principal, Presidency College, Prof.

PRESIDENCY COLLEGE, BANGALORE Page v

02 Industry profile 7-17

03 company profile 18-42

04 Organization structure 42-43

05 Functional departments 44-68

06 SWAT analysis 69-72

Findings, suggestions &

PRESIDENCY COLLEGE, BANGALORE Page vi

PRESIDENCY COLLEGE, BANGALORE Page vii

PRESIDENCY COLLEGE, BANGALORE Page 1

INTRODUCTION TO ORGANIZATION STUDY

Organization studies, sometimes known as organization science, encompass the systematic

PRESIDENCY COLLEGE, BANGALORE Page 2

Understanding Organizational Structures

PRESIDENCY COLLEGE, BANGALORE Page 3

Centralized Versus Decentralized Organizational Structures

An organizational structure is either centralized or decentralized. Traditionally, organizations

Types of Organizational Structures

PRESIDENCY COLLEGE, BANGALORE Page 4

1.2 OBJECTIVES OF THE STUDY

 To familiarize with the business organization.

 To familiarize with different departments in the organization and

 To understand how the key business process are carried out in

1.3 METHODOLOGY OF THE STUDY

 Both primary and secondary data is collected from the organization.

 Primary data is collected through interview with employees at various levels.

 Secondary data is obtained from web site.

 Direct observation is used to understand the production process.

1.4 PERIOD OF STUDY

PRESIDENCY COLLEGE, BANGALORE Page 5

1.5 LIMITATIONS OF THE STUDY

 The finding need not be conclusive but only indicative.

 As per companies rule many information was not displayed.

PRESIDENCY COLLEGE, BANGALORE Page 6

PRESIDENCY COLLEGE, BANGALORE Page 7

[CUTTING TOOLS, SPECIAL TOOLS, ABRASIVES AND MRO SUPPLIER

PSMI is a supplier of Indirect Materials. We specialize in supplying products for

2.1 MEANING OF INDUSTRY

2.2 CUTTING TOOLS

PRESIDENCY COLLEGE, BANGALORE Page 8

2.3 TYPES OF CUTTING TOOLS

 Carbon tool steel

2.4 SPECIAL TOOLS

SOME OF THE SPECIAL TOLLS ARE AS UNDER

Engine tools Body tools

An abrasive is a material, often a mineral, that is used to shape or finish a workpiece

PRESIDENCY COLLEGE, BANGALORE Page 10

2.6 ABRASIVE MECHANISM

Abrasion is a term given rise by Abrasives describing a wound or excoriation. Abrasions

2.7 ABRASIVES TYPES

PRESIDENCY COLLEGE, BANGALORE Page 11

2.8 MRO SUPPLIERS (MAINTENANCE REPAIR AND OPERATING)

PRESIDENCY COLLEGE, BANGALORE Page 12