A PROJECT REPORT On

INVENTORY MANAGEMENT SYSTEM

Submitted in partial fulfillment of the requirements for the award of the degree of MASTER OF BUSINESS ADMINSTRATION

Undertaken at HINDUSTAN ZINC LIMITED (HZL) ZINC SMELTER DEBARI, UDAIPUR-313024

PACIFIC INSTITUTE OF MANAGEMENT DEBARI, UDAIPUR

SUBMITTED BY: GOURAV JOSHI

ACKNOWLEDGEMENT
It is a great sense of satisfaction and a matter of privilege to me to work at HINDUSTAN ZINC LIMITED, DEBARI. I wish to express my heartiest thanks to Human Resource Division for providing me the opportunity to under go training in the esteemed organization. Under such a nice environment, systematic work approach and target oriented task management of this division provided me with the much-desired training experience needed for future profession. It is my pleasure to thank Mr. M L Nagda, AGM (PR), Mr. Akhilesh Shukla, Unit Head(ZSD), Mr. P K Jain, AGM (HR), to whom I owe a lot for giving me an opportunity to do my training in this organization; I also owe a special thanks to Mr. Arun Chaplot, AGM (Commercials), Mr. Suresh Chandra Sharma, Mgr (Sales) and Mr. Abhinav Gupta, AM (Fin.), Mr. A K Singh, AGM(P), for allowing me to do project under their guidance. My heartfelt thanks to Mr. G P Bhattarmakki, Mgr (Commercials), Mr. Sanjay Chaturvedi, JE (Commercials) who accepted me as a project trainee in his group and helping in the projects with words of encouragement and has shown full confidence in my abilities. The project would not be a success without the constant and valuable guidance of all the staff members at Store for the project, rendering all sorts of help as and when required.

GOURAV JOSHI

INVENTORY MANAGEMENT SYSTEM

Submitted in partial fulfillment of the requirements For the award of the degree of MBA.

Guides Internal: Mr. G P Bhattarmakki

External: Mr. Arun Chaplot
Mr. Abhinav Gupta

Submitted by:
GOURAV JOSHI

DECLARATION

I do, hereby, declare that the dissertation entitled INVENTORY MANAGEMENT SYSTEM is an authentic work developed by me at HZL, Debari, under the guidance

of Mr. Arun Chaplot, AGM (Commercials) and Mr. G P Bhattarmakki, Mgr (Store) submitted in partial fulfillment of the requirements for the award of the degree of Master Of Business Administration (MBA) of INSTITUTE OF BUSINESS MANAGEMENT &RESEARCHAHMEDABAD. . I also declare that, any or all contents incorporated in this dissertation have not been submitted in any form for the award of any degree or diploma of any other institution or university.

GOURAV JOSHI M.B.A.(2nd sem)

Table of Contents

S.No. Chapter-1 Chapter-2 Chapter-3 Chapter-4 Chapter-5 Chapter-6 Chapter-7 Chapter-8 Chapter-9

Topic Introduction to the Topic Objective of Study Research Methodology Literature Review Industry Analysis Material Management an Overview Data Analysis &Findings Suggestions Appendix

CHAPTER 1

INTRODUCTION TO THE TOPIC

1.

INTRODUCTION

We all depends for some commodities and services provided by other individuals or organizations. Similarly, every

organization, big or small, to varying extents, depends on materials and services from other organizations. These materials and services are obtained through exchange of money. Materials constitute an important ingredient of inputs to the activities of the several types of organizations. Industries require raw materials, components and equipments for their production, service organizations require supplies, and spare parts for maintenance, operations and so on. In most of the organizations, about 40 to 60% of the total money is spent on materials and related services. Even in a majority of manufacturing organizations it is 60 to 80% of total cost. Purchase Management- The basic purchasing principles are buying materials of right quality, in the right quantity, at the right time, at the right price, from a right source and also at the right place. Inventory Management- Maintaining stock, for a given financial investment, an adequate supply of something to meet an expected demand pattern. This could be a raw material or the spares work in progress finished products or the spares and other indirect materials. Inventory can be one of the indicators of management effectiveness on the materials management front. Inventory turnover ratio (annual demand /average inventory) is an index of business performance. A soundly managed organization will have higher inventory turnover ratio and vice-versa. Inventory management deals with the determination of optimal policies and procedures for procurement of commodities. Stores ManagementAs all the activities in any

organization cannot be carried out at one point of time, storage is an inevitable process. It increases the value of the material by simply carrying it overtime; no transformation of any characteristic is desired. Thus stores in any company have a vital role to play. All other activities involving

material are in day-day touch with the stores. The success of the business depends to large extent on the efficient storage and material control. Material pilferage, deterioration and careless handling may lead to reduced profits. Stores management is concerned with carrying the right kind of materials in right quantity, neither in excess nor in short supply, providing it quickly as and when required, keeping it safe against any kind of deterioration, pilferage or theft, and to carry out the efficient performance of all these functions at lowest possible cost. Waste Management-The diverse and seemingly boundless developments taking place in industry bring with them a whole new series of complexities associated with waste. Waste is an unnecessary input to or any undesirable output from any system encompassing all type of resources. Waste management engineering minimize is a multidisciplinary economic, wastage of activity and involving regional under principles, overall urban the

planning, management techniques and social sciences, to the system consideration. However as the material constitutes a major fraction of the total product cost, materials wasted has the critical importance. 1.1 MATERIALS MANAGEMENT - A PROFIT CENTRE

Materials management was treated as a cost centre in earlier years, since purchasing was spending money & stores was holding huge inventories, blocking money and space. With the process of liberalization and opening up of global economy, a drastic change in the business environment, resulting in manufacturing organizations exposed to intense competition in the market. Indian industries have also been working out various strategies to cut down manufacturing costs to remain competitive. Progressive managements have since recognized that Materials Management can provide opportunities to reduce manufacturing costs and can be treated as a Profit Centre. 1.2 SAILENT FEATURES OF MATERIAL COST CONTROL: The salient features of material cost control are as under: a) The quality and specification of materials shall commensurate with the requirements of the product, so that neither too expensive or superior nor cheap or inferior material shall be selected for use in product. b) The purchasing shall aim at minimum price to suppliers and timely procurement and shall avoid urgent purchase at higher cost. c) Storage of materials such that there will be neither overstocking, and thereby blocking capital, nor running out of stock and creating interruption in production process.

d) Wastage and losses shall be avoided at every stage of operation i.e. from storing till usage in production. e) Materials should be classified and accounted for both in physical units and value in such a way that information about availability in stock can be obtained promptly so as to assist production, planning as well as timely buying. 1.3 CLASSIFICATION OF MATERIAL COST:

Broadly Cost can be divided in two major categories i.e. direct cost and indirect cost. Similarly we divide the material cost in these categories for analysis. Material cost relate to both direct and indirect materials. 1.3.1 Direct material cost:

The direct costs are those which can be identified with or related to the product or services, so that an increase or decrease to the product and service will affect the cost proportionately. In other words we can say direct material cost are relates to those materials, which enter in to and form part of the product, such as flour, fat and sugar in biscuits. Direct material cost includes: a. All material specially purchased for a job order or production. b. All materials issued from the stores against a particular job order or production.

c. All components or assembly parts purchased for use in the jobs or production activities directly. 1.3.2 Indirect material cost: Indirect cost on the other hand cannot be identified or traced to a given cost object in economical way and are related to the expenses incurred for maintaining facilities or services. In direct material cost includes: a) All materials or processed materials transferred from one process or operation to the other. b)All primary packing materials such as poly bag, gunny bag, card board box etc. indirect materials are those which cannot be traced as a part of the product, such as i) ii) iii) iv) Consumable stores used in the operation. Lubricating oil, grease fuel oil etc. Tools, jigs and fixtures etc. Sundry stores of small value like cotton waste, broomstick etc.

1.4

CLASSIFICATION

OF

COST

ASSOCIATED

WITH

MATERIALS: The optimum decision is one, which minimizes the sum of the total costs associated with materials. These costs are of three types. i) ii) Cost of obtaining goods (procurement cost) through purchasing or manufacturing. Cost of handling the inventory (inventory carrying cost). This involves such contributory costs as the cost of money spent in storing the inventory, handling, taxes etc. iii) Stock out cost. This is the cost associated (or loss incurred) with either delay in meeting the demand or the ability to meet stores at all. iv) Wastage / Scrap / Obsolescence cost obsolescence, damage, insurance and

A) PROCUREMENT COST: Cost of procurement consists of the cost placing an order, setting up of production run, transportation and receiving cost. The following are the expenses, which are involved in procurement cost. - Staffs salary purchase, I.C. Cell and receipt section. - Printing, stationary and typing expenses. - Tendering cost (Advertising).

-Follow up cost (Telephone, telegram, telex, postage etc.). - Receiving and inspection cost (laboratory testing etc.). -Transportation cost (Freight, Octroi, demurrage etc.) -Rent/depreciation of building and infrastructure used by purchase, and receipt section. -Cost of source development. -Cost of entertaining the suppliers. The sum total of these costs is called the purchasing cost. The purchase cost incurred during a year divided by a number of order issued will give the cost per order. Purchasing cost can be very high if system and procedures are faulty; one of the important roles of materials manager is to ensure that purchasing cost should be minimized. B) INVENTORY CARRYING COST: When stocks are carried in the warehouse, various costs are incurred to maintain these stocks. When inventories are stored we are strictly storing companys money. This attracts a huge interest rate. These costs are called as inventory carrying cost. Inventory carrying cost includes following expenditures: Interest: interest on the money locked up on the materials stocked (called inventories). This can amount as much as 18 to 20% depending up on the bank rate or other rates at which the money has been borrowed.

 Taxes: Taxes are payable.

Insurance

Obsolescence Shrinkage

Evaporation

Deterioration Rent / Depreciation Labor Costs Overheads All these added up together will constitute inventorycarrying cost and this is usually expressed as a percentage of the total value of inventory held. This can be as high as 25 to 30 % under todays conditions. C) STOCK-OUT COST This is the cost associated with either in delay in meeting the demand or inability to meet it at all due to shortage of stock. The determination of stock out or shortage cost is approximate and arbitrary in nature but their significant should not be ignored. Though we are not paying this type of cost in cash but it indirectly incurred by downing the companys profit/production activities due to non-availability of stress at the time of their need. This is very dangerous situation and we have to avoid this type of occurrences. By no availability of raw materials/ stores, production activities

are held up and by responsibility of materials manager to ensure the continuity of supplies of stores/ raw material. D) Wastage / Scrap / Obsolescence cost Wastes can be classified in a variety of ways depending upon the purpose for which classification is done. There could be four basic classifications as follows: a) On the basis of property: depending upon the property that effects the environment, waste may of two types: i) Hazardous and ii) Non-hazardous
b)On the basis of reusability: as per the characteristic of

resource the waste may be:

i)Reusable: the waste that can be converted in the useful

resource.
ii)Non reusable: this includes the resources that are lost with

time and cannot be regained afterwards.

Due to expansion in capacity and installation of new latest technology equipment & systems and installation of Wartsila DG Sets, some equipment/ spares are bound to be obsolete/ surplus and number of stock items is bound to be increased. Focus is needed to dilute these NMI, Obsolete & surplus items at the earliest possible. The motto should be utilize or realize is worth praising. Concepts & Techniques: Materials department is involved in the following activities, viz. Inventory (stock) control Purchase and procurement Stores function -Receipt and inspection -Storage issue and accounting Material control Some of important definitions and activities are

highlighted in short. A. INVENTORY (STOCK) CONTROL: Stock level are maintained in such a way that there is no over-stocking, so that chances of loss through damage, deterioration in quality, risk of obsolescence etc are avoided along with unnecessary blocking of capital or paying interest on borrowed funds. At the same time there shall be no stock-out situation, leading to interruption or production and loss of sale and profit. The production planning and control

or material control department look after this aspect of stores management by fixing maximum, minimum and ordering level and reorder quantity for stock item i.e. standardized items of regular use. Within these guidelines noted in each bin card, the storekeeper places requisitions with the purchase department for replenishment of stock.

B. Reorder level This is the level at which the storekeeper initiates purchase requisition for fresh supplies of materials. Re-order level takes in to account the maximum consumption during the lead-time and unexpected delay in receiving fresh supply. Lead-time means time necessary to obtain delivery of materials from date of order. In case of unusual delay, stock should not reach zero level. Re-order level is therefore, calculated as maximum re-order period multiplied by maximum consumption. C. Minimum Level: This represents a level at which the stock will reach at minimum level Stock is normally not allowed to fall below this level. This is considered as buffer stock for use in emergency. If however stock level falls below minimum level it will be called danger level, when emergency measure should be taken to replenish stock, otherwise there will be

stock-out situation with consequential loss of production. Minimum level is therefore computed as reorder level less normal consumption during normal reorder period.

D. Maximum level: This represents stock level above which stock should not be allowed to rise. The main purpose of this level is to ensure that capital is not blocked up unnecessarily in stores. The maximum stock level is computed as reorder-level plus reorders quantity minus consumption during reorder period. This level is a control indicator, and if the stock exceeds this level the consumption pattern and reorder period should be reviewed. i) ii) iii) iv)
v)

The

maximum

stock

level

is

fixed

after

considering the following factors also: Storage facilities available. Cost of maintaining stores including insurance cost. Availability of funds. Possibility of loss by deterioration, evaporation etc. and risk of obsolescence. Possibility of price fluctuation. For instance, in case of seasonal materials, price may be low in season and high in off-season. vi) Government restriction on import or procurement.

vii) Economic order quantity.

E. Stock Turn-over and Average Stock-Holding: Stock turnover ratio indicates how many times stock is rotated, on an average during a particular period, say a year. This is calculated for different groups of materials separately in the following way: Cost of material used during the period Stock turn-over ratio= --------------------------------------------Average stock during the period Average stock holding is obtained by averaging: a) Opening and closing stock b) Maximum and minimum level of stock or c) Minimum stock + half of re-order quantity.

F. Reorder Quantity: This refers to the quantity to be covered in a single purchase order. While deciding the reorder quantity, the following factors are considered: a) Consumption pattern of the material. b) Nature of the material i.e. risk of deterioration, evaporation etc. c) Risk of price fluctuation. d) Seasonal consideration as to the price and availability of supplies.

e) Storage space availability. f) Quantum discount. g) Carrying cost and ordering cost.

G. Economic order quantity: The concept of economic order quantity or EOQ has emerged out of this behavior of carrying cost and ordering cost. EOQ is the quantity fixed at a point where total cost of ordering and the cost carrying the inventory will be minimum. The formula of finding the EOQ is as follows: ________________________________ 2*Annual requirements *Cost per order E.O.Q. cost EOQ model is based on the following assumptions: a) Material cost per unit remains unaffected by order size. b) Order will be received on the expiry of lead-time. c) Variable inventory carrying cost per unit and ordering cost per order remains constant through out the order. d) Production and sales can be forecast perfectly. = -------------------------------------------------Cost per unit of material *Carrying

H. A.B.C. Analysis: The technique of A.B.C. analysis is basic technique of inventory control. This analysis does not depend on the unit cost of item, but only on its total annual consumption. It does not depend on the importance of items. In this technique all item are necessary and important. In this analysis certain limits of consumption value are set for each of the categories (i.e. A, B, C) depending upon the size of the organization, the number of the items and the total value-wise consumption. The small numbers of high consumption value items are called A class items, which are around of the total items and will be responsible for about 80%value of the total consumption. The medium consumption value items are termed as B class items, which are around 20% of the total items and will account for about 15% percent value of the annual consumption. The large number of items whose annual consumption value is very low are C class items which are the balance 70 %of the items and will cover only 5%of the cost. A.B.C. analysis gives rise to selective inventory control in which maximum attention can be given to A class items, a amount to B class items, while attention necessary for C class items can be reduced to routine procedure. Selective

control of inventories based on A-B-C analysis can follow the broad pattern.

I. X.Y.Z. Analysis: The XYZ analysis is based on the value of inventory stored. XYZ is the value of inventory available as on particular date. The exercise is done once in a year during the annual stock verification. This analysis helps to control obsolescence and tells how to distinguish amongst material in stores. X items are those items whose stock value is highest and Z items are those which are having low value. Y items fall in between two categories. The classification helps to identify the items of which stock are very high. X class Items: a critical analysis must be done to reduce stock. stock. Y class items: attempts must be made to convert to Z category. Further action in control may not be necessary. Control should be tightened. Z class items: items are within control. These are can be reviewed twice in year. Consumption and stock should be reviewed frequently. Steps should be taken to dispose of surplus

J. Perpetual Inventory System: It is defined as a system of records maintained by the controlling department, which reflects physical movement of stock and their current balance. In other words it is a technique of controlling stocks by maintains stock records, such as bin cards in stores and stores ledger in accounts, in such a manner that the stock is available at any point of time i.e. perpetually. Under this system, stores balance is recorded after each transaction of receipt, issue or transfer. This facilitates regular stock cross checking physically.

K.

Insurance Spares:

Many machines are proprietary and imported. The spares were invariably imported along with the machines. The spares, which are functional parts of the machines. In most cases, the parts are stable and never failed, but one cannot give guarantee of performance and one has to keep spares as insurance. Insurance spares are defined as parts or complete

assemblies usually of high value which are not normally required for routine maintenance but which will be needed

in the event of an unforeseen breakdown, to avoid shutdown of a vital piece of equipment.

4.1 Training under different departments1. PRODUCTION DEPARTMENT:

The production of Zinc ingot is the main product of the production process. Zinc ingot is obtained after the completion of process through various departments.

ROASTER AND ACID PLANT-

Zinc concentrate at DZS comes from three mines, namely, the Rampura Agucha mines, Zawar mines & Rajpura Dariba mines. Zinc concentrate is fed to roaster by variable speed belt conveyer in a particular ratio which is 50%, 37%, 13%, respectively temperature maintained in roaster is approximately 950degree centigrade. The gases coming out of roaster are passed through waste heat boiler & get cooled to 350 degree centigrade calcine by the gases fall here & are Collected in hooper. Further gases are passed through cyclones & hot gases from different source cooled in conveyers & sent to leaching plant silos. Sulphur di oxide bearing gases are first dried in a drying tower with H2SO4 to reduce the moisture content of the

gases. Dried gases are subsequently heated in shell &tube type heat exchanger to a temperature of 400 degree centigrade. The heated gases re passed through V205 Catalyst fed in a inverter where SO3 which is absorbed in absorption towers. By further processing it changes into H2SO4. This acid is by product for the company. Just 1020% acid is used in the plant, 80% goes to the market & is used in the fertilizers.

LEACHING, PURIFICATION AND CADMIUM PLANT-

Neutral Leaching Calcine, which consists of oxides of Zinc and other metals, Zinc ferrite and unconverted sulphides is leached is

continuous process with spent electrolyte 9 weak sulphuric acid from electrolysis) to a PH of 5 soluble oxides get dissolved producing respective sulphates. Manganese dioxide is added to oxides ferrous and other impurities. The neutral slurry is settled in the Dorr-thickeners. Flocculants is added as a settling aid. The clear overflow is further purified for electrolysis whereas the solid residue is pumped from the bottom of thickener to Acid leaching. Acid Leaching

The underflow from neutral thickener containing un reacted Zinc oxides and Zinc ferrite is leached with spent electrolyte to a pH of 2.8 at a temperature of about 80C. Alternate reactors are provided with heating coils through which steam is passed. In this process most of the acid soluble oxides go into solution. The slurry is settled in dorrthickners. The overflow is sent to neutral leaching underflow is continuously pumped to fitters where the solids are separated filtrate is pumped back to the thickner. The overflow (ZnSO4 Solution) is them sent for purification. Here zinc goes into the solution and impurities like Cu, Col, Ni, Co, Ge, and Sb are precipitated. Then they are passes through a series of fitter press to fitter the impurities. Jarosite cake is sent to the pond and Cu-Cd cake is used as a raw material to produce cadmium. The purified solution is then sent to ZE plant and H2SO4 is recovered back into the leaching plant.

ZINC ELECTROLYSES AND MELTING PLANT-

It consist of 560 number of concentrate lead lined HDP liner cells divided in three circuits of 240, 160& 160 cells each . First circuit of 240cells operates at 10 kilo ampere & the remaining 2 circuit of 160 cells each is operated at 15 kilo ampere each.

The spent electrolyte added to purified ZnSO4 solution being pumped to cell house to maintain the PH of 3.5 before being cooled in atmospheric coolers. Gypsum removal take place in the super settler & the cooled neutral solution is stored in storage tanks. The neutral solution is then added to the recirculating cooled spent electrolyte at the rate to maintain the desired Zinc to acidity ratio of 30 liters per minute to each of the cells through a system of FRP launders. Gum Arabic is added to the electrolyte to improve the texture of the Zinc cathode sheets as surfactant. The cells of the concentrate provide with HDPE lining in which the electrodes are placed. These are three different circuits with each having its own DC power source. The anodes are 0.5% Ag- Pb & the cathodes are of aluminum Zinc deposits on the cathodes & MnO deposits on the anodes. The Zinc is allowed to deposit for a period of 24 hours after which the electrolyte sheets are stripped out manually. The Zinc cathode sheets obtained from stripping is weighted & melted in induction furnaces; these are namely, Demaj & Ajax. Finally these are castled. The recovery efficiency of Zinc is 99.95% approximately. In the process, firstly Zinc plates are prepared & by that Zinc bricks are made. Each brick weight 25 kg. 2. SERVICE DEPARTMENT:

The departments which are indirectly engaged in the production of Zinc by providing some sort of service to the production departments. They are categorized as under:

PERSONNEL & ADMINISTRATION DEPARTMENT-

Personnel & administration department is a crucial department as it is concerned with management & operating functions with a view to attain the organizational goals economically & effectively & meeting the individual & social goals. It checks the working of the following functions: Time office

Administration Welfare Establishment section workmen establishment Executive establishment

INDUSTRIAL ENGINEERING CELL-

Industrial engineering is a science which develops methods, processes to provide an interface between man, machine, and material &minutes to have an optimum output. To achieve this cell makes the use of:

Incentive scheme Suggestion schemes Human resource department Work study of system & matrix Value engineering Ergonomics SAFETY DEPARTMENT-

Safety department look after the safety of the people working in the smelter & factory by providing all the necessary safety equipments to protect from he acid &harmful gases. It keeps vigilance on the safety conditions prevailing in the whole organization. STORES DEPARTMENTStore department deals with the management of material. It helps in controlling the inventory &keeping a check on the requirements on the various materials. In brief, it has the following functions:-

Procurement of material Storage Issue of material inventory controls

SALES DEPARTMENTAll sales are affected through the central Marketing office, New Delhi .The interested parties contact this office. The selling price of Zinc ingot is the monthly weighted average of the price quoted by the London metal exchange. 30 days interest free plus 60 days, interest bearing credit at the rate of 14% per annum will be allowed against confirm L/C &B/G all grades of Zinc without any quantity restriction. For any delay beyond approved credit policy interest at the rate of 24% will be charged.

FINANCE DEPARTMENTThe main function of accounts department is to keep systematic record of all financial transaction.

Finance department is further divided in six sections:1. 2. 3. 4. 5. 6. COSTING/ BUDGETING SECTION BOOK- KEEPING SECTION CASH SECTION CONTRACTOR SECTION EXCISE & MODVAT SECTION ESTABLISHMENT SECTION

4.2 Problem faced at the time of training

Basically HZL, Debari is a Smelting Plant. The process on Ore is done here to extract the Zinc, Cadmium and other non ferrous metals found in the Ore. It is a chemical Industry and without being known to chemistry it is very difficult to understand the process of the plant. The risk of being contracted to any hazardous chemical is always there but as all the safety measures are taken and the safety training was given prior to the Trainees the risk is somehow eliminated. It was seen that in some SBUs the Mentor was not present for tackling the trainees or he or she was busy in the plant so a long wait has to be done to meet the concerned Mentor. The plant process of SBU 1 and SBU 2 is controlled through DCSS (Digital Control Server System) which is managed by Honeywell Company. Without being known to Computer Architecture and the computer systems. The material identification was difficult task because the parts in the stock were more than 5000.

4.3 Suggestions to Improve The Mailing system to all the Dept. should be maintained well and the system of Induction Program should be improved. The Lectures or Seminars can help students more so a Lecture or Seminar should be conducted before going into the plant. A person should be appointed to guide the students during there Induction. An interactive session should be conducted at the end of the Training. The cooperation level should be maintained high.

CHAPTER 5

INDUSTRY ANALYSIS & COMPANY PROFILE

Industry Analysis 5.1 Global LevelThe two contemporary technologies are roast-leaching electrolysis and Imperial Smelting process (ISP). 80% of production of zinc in world is by electro-winning process and 14% by ISP. The global production at present is about 7.2 million tonne (28% production is from Western Europe, 22% from USA, 21 % is from Asia and erstwhile USSR and China produces about 27-28%). Production of zinc in USA, Europe and UK has decreased as a result of decline in mining of zinc ore and concentrates. Manufacture of Zinc in these countries is dependent on import of concentrates. Canada, Peru, China, former USSR have increased their production of zinc and there is increase in capacity build-up in Canada, Peru, China, India, Brazil, Mexico and some other countries. (Data in thousand metric tons of zinc content unless otherwise noted) According to an forecast from the International Lead and Zinc Study Group, in 2008, global zinc mine production increased by 3.9% to 11.6 million tons, refined metal production by 5.1% to 11.9 million tons, and consumption by 3.8% to 11.8 million tons. This leaves an excess of 150,000 tons of metal on the market, with a larger surplus anticipated in 2009. Increased mine production was driven by expansions in Latin America and increased output in China, India, Iran, and Kazakhstan. Metal production rose as a result of increased output in China and India. A decline in zinc consumption in Europe and the United States during the year was offset by increased consumption in countries with emerging markets, particularly China, as well as Brazil and India. Chinas continued growth in demand was supported by the increased

production of galvanized productsespecially those used in transportation (highway barriers) and communication (galvanized iron towers) infrastructure. Zinc prices continued to decline during 2008 as the metal market remained in surplus over the year. The LME cash price for zinc in October 2008 averaged $1,301 per metric ton, an approximate 70% decline in value from its peak reached in 2006. A wave of zinc mine closings and cutbacks (particularly in Australia, Canada, and the United States) began around midyear as prices began to fall below operating costs, and a few smelters announced production cutbacks towards the end of the year in order to prevent an accumulation of stocks. Mines in New York and Tennessee closed in 2008 because of low zinc prices. World Resources: Identified zinc resources of the world are about 1.9 billion metric tons. Substitutes: Aluminum, plastics, and steel substitute for galvanized sheet. Aluminum, magnesium, and plastics are major competitors as die-casting materials. Aluminum alloy, cadmium, paint, and plastic coatings replace zinc for corrosion protection; aluminum alloys substitute for brass. Many elements are substitutes for zinc in chemical, electronic, and pigment uses. 5.2 Indian LevelThe country is endowed with huge resources of many metallic and non-metallic minerals. Mining sector is an important segment of the Indian economy. Since Independence there has been a pronounced growth in the mineral production both in terms of quantity and value. India produces a many as 86 minerals which include 4 fuels, 10 metallic, 46 non-metallic, 3 atomic and 23 minor minerals (including building and other materials). Zinc industry in India is going to witness another era of transformation with the commencement of trial production on Vedanta Resources expansion project. With the mounting pressure on imports that forcing integrated producers to

expand capacities in order to meet the skyrocketing demand, Vedanta Resources plc, the London-listed metals and mining major, brought new life to zinc industry which is expected not only to continue the overall industrys growth saga but to supply to the rest of the world within no time. The Indian zinc industry entered its transformation phase with the privatization of the largest zinc producer, Hindustan Zinc Ltd, in favour of the Sterlite Group in April 2002. The domestic zinc industry is now completely under the private sector and is in the midst of a serious expansion programme. By 2010, India is expected to attain complete self sufficiency in meeting its zinc demand. The government has chalked out enormous infrastructure development plans which if in would consume a hot of galvanized steel. As no galvanising in predicted without zinc, therefore, zinc consumption is expected to boost in India. Zinc demand is estimated to grow at 12 to 14 per cent per annum mainly due to increase in galvanizing capacity, which accounts for 70 per cent of zinc metal consumption in the country. The Indian lead industry is estimated to grow at a pace of 8 per cent per annum. The main driver for this growth is the automotive and UPS/ Inverter segment. Therefore, the future looks bright.

5.3 Major Players in Industry

Top zinc producing companies: XStarta plc, OZ Minerals, Teck Cominco Ltd, Glencore International AG, Hindustan Zinc, Anglo American Plc, Volcan Compania Minera S.A.A., Boliden AB,

Votorantim Metais Ltda, Lundin Mining Corp.

Top zinc producing mines: Century, Rampura Agucha, Red Dog, Iscaycruz, Brunswick #12 Mine, Greens Creek Mine, Mt. Isa, Tara Mine, Lisheen, Antamina Top zinc producing countries: China, Peru, Australia, USA, Canada, Mexico, Kazakhistan,

5. ts, first is central purchase situated at head office ( for fuels FO, LSHS, Coke etc.) and working under of head of commercial general division. The like commodity Bearings, coordinators Pipes, for chemicals & mining items is located at RA Mines and for consumables Hardware, Packing materials, Industrial gases etc is situated at CLZS. Second is unit level purchase section under the direct control & supervision of unit materials head. All policies and procedures related to materials management are decided including preparation of purchase manual at corporate office at Udaipur and followed by all the units. 6.2.1 CENTRALIZED AND DECENTRALIZED PURCHASE: Centralized purchase group is working at three locations. At Udaipur corporate office for Fuels & Lubricants, At RA mines for mining items & chemicals and at CLZS for other common consumables. Each unit sends their annual requirements as per Business Plan consumption norms to CPG. Requirements of all the units are scrutinized & consolidated and further procurement action is taken. H.O. places order in bulk providing quantity distribution for each unit and delivery schedule is given by Units to the supplier. Decentralized purchase: At unit level a separate purchase section is also functioning, who fulfills the requirements by

purchasing those items which are not common in use at various units and are having medium and low value, except the centralized items, this is called decentralized purchases. User department raise PR which are also consolidated if requirement is common for more than on user and procurement action is taken. 6.3. INVENTORY CONTROL AND MANAGEMENT Inventory may be defined as usable but idle resource Inventory can be one of the indicators of the management effectiveness on the materials management front. Inventory turn over ratio (annual demand / av. Inventory) is an index of business performance. A soundly managed organization will have higher inventory turn over ratio and vice-versa. Inventory management deals with the determination of optional policies and procedures for procurement of commodities. Since it is quite difficult to imagine a real work situation in which the required material will made available at the point of use instantaneously, hence maintaining inventory becomes almost necessary. Thus inventories could be visualized as necessary evil. An inventory system may be defined as one in which the following costs are significant: cost of carrying inventories (holding cost) cost of incurring shortage (stock out cost) cost of replenishing inventories (ordering cost) Importance of inventory management: Scientific inventory management is an extremely important problem area in the materials management function. Materials account for more than half the total cost of any business and organisations maintain huge amount of stocks, much of this could be reduced by following scientific

principles, Inventory management is highly amenable to control. In the Indian Industries there is substantial potential for cost reduction due to inventory control. Inventory being a symptom of poor performance we could reduce inventories by proper designing of procurement policies by reduction in the uncertainty of lead times by variety reduction and in many other ways.
6.4. STORES MANAGEMENT

Stores in any company has vital role to play. As all the activities in any organization can not be carried out at one point of time, storage is an inevitable process. It increases the value of the material by simply carrying it overtime; no transformation of any characteristics is desired. In a majority of manufacturing organizations material constitutes the major fraction of cost, i.e. 60 to 80% of total cost and the capital blocked in inventories is substantial. As such the success of the business, besides other factors, depends to a large extent on the efficient storage and material control. Stores management is concerned with carrying the right kind of materials in right quantity, neither in excess nor in short supply, providing it quickly as and when required, keeping it safe against any kind of deterioration, pilferage or theft, and to carry out the efficient performance of all these functions at lowest possible cost.

6.4.1 MAJOR FUNCTION OF STORES Receipt: Receiving and accounting of raw material, bought out parts, spares, tools, equipment and other items.

 Storage: provision of right and adequate storage and preservation to ensure that stock do not suffer from damage, pilferage or deterioration. Retrieval: facilitating easy location and retrieval of materials keeping optimum utilization. Issue: Fulfilling the demand of consumer departments by proper issue of items on the receipt of authorized requisition. Records: To maintain proper records and update receipts and issues. House-keeping: Keeping the stores clean and in good order so that all functions can be carried out satisfactorily. Control: Keeping a vigil on the discrepancies, abnormal consumption, accumulation of stocks etc. and enforcing control measures. Verification: Verifying the bin card balance with physical quantities and initiating the purchasing cycle at appropriate time to avoid stock out situation. Co-ordination and co-operation: To Co-ordinate and co-operate with the interfacing departments such as purchasing, manufacturing, planning and control. 6.4.2 STORES SYSTEMS AND PROCEDURES: The systems and procedures of stores can be broadly categorized under four heads viz. (a) Identification system, (b) receipt system, (c) storage system and (d) issue system.

(a) IDENTIFICATION SYSTEM The stores management is concerned with design and control of the systems utilized in conducting the stores activities. A large number of materials are being handled by

a typical store. Thus the development of an unambiguous and efficient identification system is the first requirement of stores management so as to facilitate clear internal communications. The physical description of each item is usually lengthy and imprecise to be taken for the purpose of identification in day to day operation. Moreover, it can not be operated on mechanical or electronic computing devices, the use of which is increasing everyday in automating the clerical operation of stores. The need to develop a proper identification system to coordinate the activities of purchasing, inventory control and stores with possible integration with the operations of design engineering, production and cost accounting is a must. (b) RECEIPT SYSTEM The stores department receives the stores both from outside suppliers and internal divisions and accordingly there are separate receipt systems. The system of receipt starts with the placement of purchase order, a copy of which is sent to stores. This is maintained in chronological order, so as to give an idea at any time about the volume of receipt and helps in the planning of receipt, unloading unpacking and other related activities. The supplier normally sends dispatch advice at the time of dispatching goods and subsequently consignment note for clearance of goods. On actual delivery the receipt section unpack the goods and check the quantity and condition of goods and tallies with packing slip, invoice and purchase order. The Material Received Report sent for inspection to ensure that received material is as per purchase order specification. Duly accepted materials sent to stores and any rejection or shortage or breakage is dealt by receipt section separately.

(C) STORAGE SYSTEM Physical System: The design of proper storage system is very important for easy location, proper identification and speedy issue. The commonly followed physically controlling stores materials are: closed and open stores system. single firm can follow combination A of these systems

depending upon the nature of production, operation and the use of material. (i) Closed Stores System: In such system all materials are physically stored in a closed or controlled area, usually kept in physical control by lock. Entry and exit of materials from the area is permissible only with the accompaniment of authorising document. (ii) Open Stores system: In this system, no separate storeroom exists. The material is stored as close to the point of use as is physically possible. requirement and availability of space. no authorisation documents are needed. Stores Records System: Development of appropriate The storage The storage facilities are arranged at each workstation as per facilities are open and workers have direct access to it;

recording system for stores is important to provide right information regarding the physical inventory and accounting

of transaction.

Two records are usually kept of materials

received, issued or transferred, namely, on bin (stock) card and in the Stores ledger. Issue System: This is the last stage in the storage system. Issue can be of two kinds, i.e. issue to consuming department and issue to outside supplies for processing. STORE ACCOUNTING SYSTEM Stores accounting is important from the point of view of estimating the cost of the production for pricing decisions. The costing of material has to be done both for the materials consumed in the production and estimating the value of materials held in stock. Accounting is to be done for the issue to production and of the stock held at the end of accounting period. Some of the important and frequently used stores accounting systems are FIFO, LIFO, Average cost system, Market value and Standard cost system. STOCK VERIFICATION SYSTEM Some discrepancies between the actual and the book balance of inventories are bound to occur despite the diligent stores keeping. The purposes of stock verification are as follows: to reconcile the store records and document for their accuracy and usefulness. To identify areas deserving tighter document control, To back up the balance sheet figures and To minimize the pilferage and fraudulent practices.

STORES LOCATION The location of stores is a strategic decision which if once taken can not be easily undone. It would be extremely costly to change the storage location at a later stage. It should be carefully decided and planned so as to ensure maximum efficiency. The optimal location of stores minimize the total transportation, handling and other costs related to stores operations and at the same time provides the needed protection to stores items. Stores location depends upon the nature and value of the items to be stored and frequency with which the items are received and issued. Also the number and location of end users, verity and volume of goods to be handled, location of central receiving station and accessibility to rail or road links are important factors to decide the location of stores. In Zinc Smelter, Debari, six separate godowns are located in central store yard. Besides this maintenance department has there own sub stores to meet out immediate requirement and for storage of damaged / repaired stores & spares. The main store (central store) is divided mainly in two sections e.g. receipt section and custody section. The material stored in various stored located in Central Stores Area according to type & nature of material. A Godown Rubber items, Valves, Packing materials, Hard wares etc B Godown Mechanical Spares & DG Spares C Godown Electrical & Instrument items, Safety items Chemical Godown Chemicals Godown No. 2, 9 & 11 Aluminium sheets, Heavy equipment & Spares, Open Yard- Structural & reinforcement Steel, Pipes, Cables etc. At present stores is having inventory of 5.63 Crores and number of items is 5056 (2000 Nos. Nil stock). The group is

also divided according to nature and major group of the material. All materials are codified by a 12 digit codification system. When the material is received from receipt section, custody section takes the material in his charge and checks according to GR and put at designated location. Whenever demand arises, the user department raises the stores issue voucher (Reservation) subscribing the description, material code and quantity needed. The custody section checks its balance and issue material to demanding department. The accounting of receipt and issue of material is being maintained in SAP. When the user department returns any unused material it is also received by custody section and is stored after making necessary accounting entries through Stores Return Note.

CHAPTER 7

ents procures such material of right quality and right quantity from various suppliers, the stores receives and stores them after quality approval from user department and finally issues them to user department. Thus it is evident that a perfect coordination between these departments is absolutely necessary in order to keep the cost under control. Otherwise situations like stock-out, production loss, distress purchase at higher rates, wastage due to wrong quality etc. in big organization a material is created to coordinate the activities of sales, production, purchase, stores quality control and accounts departments. Thus essential requirement of the system encompasses the following:

a) Classification,

codification,

standardization

and

rationalization of all materials. b) Determining standard or norm for consumption of stores as well as stock holding at various levels. c) Use of standard forms and documents. d) Planning of material requirements by reviewing sales plan, position of finished stock and work in process, production plan, stock status in stores, and expected arrival as per order placed. e) Continuous updating of stock position with the information available from purchase, stores, production and dispatch departments. f)Arranging conversion of raw material in to components through converters or contract labor. g) Preparing regular reports to management indicating stock holding, excess storage, slow moving, ordering position, consumption, critical items, non-moving dormant, surplus and obsolete stocks etc. by quantity value.

7.3.3 MATERIAL CONTROL FOR COST REDUCTION: A) STAGGERD DELIVERY FOR HIGH VALUE ITEMS: Delivery schedule for high value items is given to the supplier in fraction of low quantity as minimum requirement in that schedule. By this staggered delivery schedule the benefits of low inventory is obtained.

These schedules are given in consultation with the user department. For staggered delivery the ordered quantity is periodically divided according to the consumption. The supplier delivers the material as per schedule. By this inventory can be controlled, which reduces the cost of material. Staggered delivery is generally given for high valued items as well high consumption items. B) INTER UNIT TRANSFEER OF SURPLUS ITEMS: Items which are lying in stores of any unit as surplus and not required in the near future for such items, action for reducing the surplus items is done. Every one can see the Stock of particular material with consumption trend, date of procurement etc. in SAP. The unit contact with others & if the required material is surplus in other unit same is taken. This is one of the best ways to reduce the surplus item inventory .Even if any material is not surplus but lying in some unit and required in other unit, than also the material is taken on IUT basis, This not only reducing chances & costs of stock outs but also increase inventory turn over significantly. Allen DG Spares is one the biggest example of this transaction. C) JUST IN TIME FOR LUBRICANT & LPG: Most of the lubricants procured from M/s IOCL & M/s Bharat Shell, both are having depots in Udaipur, as such we are procuring as & when required and keeping nil inventories.

In the case of LPG also the cylinders are brought on requirement basis.

D) USING BY PRODUCT OF ANOTHER UNIT: Zinc Smelter, Debari using waste of other units e.g. Coke fines in place of Coke Breeze from CLZS, required in Moore Cake Plant. Annual consumption is around 15,000 MT per annum. By using this waste a direct saving in material cost is being done. E) DISPOSAL OF SCRAP: The wastage from manufacturing operation at various places is sent by the user department to stores called scrap/ wastage. Stores receive the scrap regularly and stores in scrap yard and these are sold on regular basis. Auctioneer is appointed to carry out the auction activities by both open as well as bid system. Roughly estimated value at the beginning of the financial year disposal target is prepared and time-to-time disposal action is taken. This sale of the scrap reduces the net cost on material. The total realization by scrap sales is as under

E) COMPUTERIZED INTEGRATED SYSTEM:

Regarding

the

integrated

computerized

system,

after

implementation of SAP all materials related activities are computerized and almost every hand is equipped with computer and mailing system for fastest communication. Everyone can see all the details of materials like the stock, consumption trend; purchase price, source of supply, delivery status etc. This helps in reduction in Lead Time and Inventories significantly.

A Case Study
Zinc Smelter, Debari is a continuous process plant. Such type of chemical plants has its own peculiarities and JIT is difficult to achieve in many items. But still we can have some items in JIT list like Lubricants, some class of bearings, chemicals like hydrated lime, Lime stone Powder etc. Presently after receipt of these materials, we take sample and after laboratory test as per our order specification, given to directly user, and we are not maintaining the stock of these, item at stores. Delivery schedule is given to supplier as per plant requirements. RECOMMANDATION It is proposed to apply JIT to other chemicals and locally available items also. Though it need regular follow up with supplier, immediate quality testing and quantity verification

but the resultant of JIT is very impressive and bring down the inventory levels. For quality acceptance, the quality audit of vendor should be done on regular interval to avoid possibilities of rejection. We may insist the vendors to get quality certification like ISO, ISI etc and use quality improvement tools like TQM, Six Sigma etc.

7.4 A-B-C ANALYSIS A Class Item: In this category, those items covered the annual consumption of which is higher than 50,000/B Class Item: In this category, there item are covered the Annual Consumption of which is below 50,000/- and above 5,000/-. C Class Item: In this category, those items are covered which annual Consumption of which is below Rs. 5,000/At present Zinc Smelter, Debari the above limits are used for A-B-C analysis. The above limit was fixed long back & plant capacity was only 50,000 MT Zinc productions per annum, but now the plant has already been expanded up to 88000 MT per annum. The consumption is increased in comparison of last 5

 7 years. Therefore we propose the following limits of consumption pattern for A-B-C analysis.

A class items - In this category those items are covered for where Annual consumptions more than 2 lacs. B class items-In this category those items are covered for where annual Consumptions more than 50,000 but not higher than 2 Lacs C class items- In this category those items are covered for where 50,000. The summary of ABC analysis is tabulated as follows: annual consumption is bellow Rs.

Annual Consumption Limit

Classif

No. o f I t e m s

Total Cons. Value (Crore )

% Value

A Above 2,00,000/B Between 50,000/- to 2 Lac Below 50,000/C 4657 92.1 1 Total 5056 100 % 192.61 10056. 98 100% 252 5.00 239.89 1.92 147 2.91 9524.4 8 2.39 95.70

ABC- No of Ite m s

ABC - Stock value

2%

3% 5%

2%

A B C

A B C

92%

96%

A Class item As per HZL norms, 147 items falls in this category. In this situation, proper attention or inventory control not possible. For proper control of inventory of A class item, A class item consumption value should be higher and the number of items in this category should be around 70 only. Thus the main key area is to control of A class. If we give full attention to these items through proper planning, accounting, lead-time and regular follow up, we can fulfil the requirement of user by keeping at optimum level & we can increase company profit.

(A) Review of some A class Item A.1 Ammonium Sulphate Average monthly requirement is 300 MT. The lead time is app 10 Days. The Stock position is as under Stock Details Opening (1/4/08) Receipt during stock the Qty.(In MT.) 102.30 3460 3464.55 97.80 Value ( In lacks) 9.80 238.95 239.66 8.37

year Issue during the year Balance as on 31.03.2009

On analysing the above data, it can be observed that monthly consumption is 300 MT app and the closing stock is 97.80MT which is just 10 Days Stock. Looking to the criticality of item the stock is just sufficient. RECOMMANDATION The lead time is 10 Days and the stock is also just 10 Days shows the control on inventory. However looking to the plant requirement & long transportation lead time, the stock should be monitored regularly. A.2 Caustic Soda Flakes

Caustic soda flakes is used in DM water plant, which is very critical for process. The monthly requirement is app 60 MT. The lead time is around 10 Days. The required quality material is available with few suppliers, that to on advance payment. The stock position of caustic soda flakes as under: Stock Details Opening stock (1/4/08) Receipt during the year Issue during the year Balance as on 31.03.2009 Qty.(In MT) 29 680 667.68 41.32 Value ( In Lacs) 4.45 110.35 108.12 8.41

RECOMMANDATION We should develop more suppliers who can supply the required quality material with favorable payment terms. Also this reduces lead time & in turn inventory can be reduced. Still the inventory is high but it is less than one months consumption. Effective control on stock is required.

XYZ Analysis
The XYZ analysis is based on the value of inventory stored. XYZ is the value of inventory available as a basis on a particular date. The exercise is done once a year during the annual stock taking exercise. This analysis helps to control obsolescence and tells how to distinguish amongst material in stores. X Items are those value is highest and Z items are those, which are low value items. Y items fall in between two categories. This classification helps In XYZ analysis the method of control is as follows: Sl. X Class Item N o. 1. A Critical analysis must done in an effort to reduce stock. 2. Consumption and stock Should be reviewed Frequently. 3. Steps should be taken to dispose off surplus stock. Y Class Item Attempt must be made to convert to Z category Further action in control may not be necessary Control should be Tightened. Z class Item Items are within Control. Can be reviewed Twice in year.

Can be reviewed Annually.

The stock position at the end of financial year 08-09 as per criteria of XYZ Analysis is tabulated as follows:

Closing Balance Limit

Cat ego ry

No. o f I t e m s

Total % Stock Value Value

X Above 1,00,000/Y Between 15,000/to 1 Lacs Below 15,000/Tota l 5056 264 Z 4724 93.4 3 100. 00 5.22 93.07 9.07 51.05 562.8 7 100.0 68 1.34 418.7 5 74.40 16.53

XYZ- No. of Items

1% 5% 17% X Y Z 9%

XYZ - Value

X Y Z 74%

94%

X CLASS ITEMS In this category, those items are covered whose closing balance of stock is higher than Rs. 1.00 lack. After investigation only 68 items valuing Rs. 418.75 Laces such items out of 5056 are covered in the limit whose financial value is 74.4 % of total inventory stored. If we succeed in controlling the inventory of this category the overall inventory is controlled and we can easily reduce the inventory to an optimum level.

A. Study of Some X Class Items

A.1 LSHS This is the item having highest consumption as well stock value. This also critical for DG operation.

Stock Details Opening Stock ( 01.04.08) Receipt Issue Closing Balance ( 31.03.09 )

Qty. (In Mts.) 1096.36 48648.38 48484.20 1260.54

Value (In Lacs) 129.12 5771.14 5742.69 146.01

On analysing the above data, it is observed that daily consumption is around 140 MT but the stock is for 8 days. The average stock value is more than one crore. RECOMMANDATION The requirement of LSHS is regular as well very high. It is proposed to explore the possibility of establishing Consumer operated Depot so that the carrying cost shall be avoided. This also helps in reducing inventory drastically, as the consumption value is as high as 56% of total consumption. A.2 Cathode Aluminium Sheets

This is one of the most critical and high consumption as well high value item. This is also monitored through Critical Item statement. The lead time is more than a month. Stock Details Opening Balance (1/4/08) Qty. (IN MT.) 18.642 Value (Rs Laces) 21.97

Receipt during the year Issue during the year Closing Balance as 31.03.2009

on

140.279 146.21 12.711

166.12 172.68 15.24

The above data shows the stock is for more than one month. More attention is needed. RECOMMANDATION The delivery schedule should be monitored more closely to keep minimum inventory.

APPENDIX & BIBILOGRAPHY

BIBLIOGRAPHY A. REPORTS AND BOOKS

- Annual Reports of Hindustan Zinc Limited. - Material Management An Integrated Approach By Gopalkrishnan and Sunderasan M., 1997, Prentice-Hall of India, New Delhi. -Production and Inventory Management by Hax A.C., and Candea D., 1984, Prentice-Hall,: Englewood-Cliffs. - Purchasing and Materials Management - Text and Cases By Lee L., and Dobler D.W., 1997, Tata McGraw Hill: New Delhi.
-

Material Management by Sharma P.C., 1980. Kitab Mahal: Allahabad.

- Essentials of Store Keeping and Purchasing By Verma M.M., 1975, Sultan Chand and Sons, New Delhi.

B. INTERNET SITES

http://en.wikipedia.org

www.researchandmarkets.com http://www.inventorymanagement.com/ http://www.globalspec.com/ www.indianmba.com www.answers.com traininganddevelopment.naukrihub.com www.hr-guide.com www.eecs.harvard.edu www.miningtopnews.com www.epa.gov www.askmehelpdesk.com www.investopedia.com http://www.worldnonferrous.com www.dominetruemetal.com www.indianmetals.com http://www.infomine.com www.hzlindia.com http://mines.gov.in

http://minerals.er.usgs.gov