ORGANIZATION STRUCTURE TRAINING AT KERALA ELECTRICAL AND ALLIED ENGNEERING COMPANY LIMITED A Report submitted in partial fulfillment of the requirements for the degree of Master of Business Administration By AISHWARIA PAUL REGISTER NUMBER 1827834 Under the Guidance of PROF. BIKRAMADITYA GHOSH Institute of Management CHRIST (DEEMED TO BE UNIVERSITY), Bengaluru ORGANIZATION STRUCTURE TRAINING AT KERALA ELECTRICAL AND ALLIED ENGNEERING COMPANY LIMITED A Report submitted in partial fulfillment of the requirements for the degree of Master of Business Administration By AISHWARIA PAUL REGISTER NUMBER 1827834 Under the Guidance of PROF. BIKRAMADITYA GHOSH Institute of Management CHRIST (DEEMED TO BE UNIVERSITY), Bengaluru Declaration I hereby declare that the Organization Structure Training report on Kerala Electrical and Allied Engineering Company Limited, has been undertaken by me for the award of Master of Business Administration degree. I have completed this study under the guidance of Prof.
Bikramaditya Ghosh. I also declare that this Organization Structure Training report has not been submitted for the award of any Degree, Diploma, Associate ship, Fellowship or any other title, in CHRIST (Deemed to be University) or in any other university. Place: Bengaluru Signature___________ Aishwaria Paul Date: 1827834 Certificate This is to certify that the Organization Structure Training report submitted by Aishwaria Paul is a record of work done by her during the academic year 2018-19 under my guidance and supervision in partial fulfillment of the requirements of Master of Business Administration degree. Place: Bengaluru Signature___________ Prof. Bikramaditya Ghosh Institute of Management CHRIST (Deemed to be University) Date: Bengaluru Acknowledgment I am indebted to all the people who helped me accomplish this Organization Structure Training successfully.
First, I thank the Vice Chancellor Dr. Fr. Thomas C Mathew, CHRIST (Deemed to be University) for giving me the opportunity to do my project. I thank Dr. Sunithi Phadke, Dean, Prof.
Georgy Kurien, Associate Dean, Prof. Shrikanth Rao, Head of the Department, Institute of Management, CHRIST (Deemed to be University) for their kind support. I thank Prof. Bikramaditya Ghosh for his support and guidance during my training.
I remember him with much gratitude for huis patience and motivation, but for which I could not have submitted this work. I wish to express my sincere thanks to my corporate mentor, Mrs. K. R. Sreekumari, Manager, Personnel Administration, Kerala Electrical and Allied Engineering Company Ltd., for giving me an opportunity to work under her guidance and successfully complete my training.
I thank my parents for their blessings and consistent support, without which this training would not have seen the light of day. Aishwaria Paul 1827834 Synopsis The organization study at Kerala Electrical and Allied Engineering Company (KEL) is an attempt to study the management as well as the functions of various departments of the organization. It also includes the study of products and other activities of the organization, and attempts to provide suggestions or recommendations for improving their structure. The study is restricted to the exploration of various functions of one out of the four units of the company. The study is based on the functioning of Mamala unit and the other units are KEL Olavakkode, KEL Kundara and KEL Edarikode.
The study is conducted with the data collected through the internet, books, previous records, direct interviews and detailed interactions. Data collection for the study was through primary and secondary sources. Primary data is the data that is collected through the direct interactions with the employees and managers of the various departments of the organization as well as through the observations made during the period of study. Secondary data is the data that is collected from various references, websites, KEL annual reports, enquiries, manuals, brochures etc.
The study is mostly conducted with the help of annual reports, journals, brochures, departmental manuals etc. as the company did not reveal some official reports and documents as it is kept confidential. Chapter No. TABLE OF CONTENTS Page No. 1 INTRODUCTION TO ORGANIZATION 2 ORGANIZATION STRUCTURE 3 FUNCTIONAL DEPARTMENTS 4 FUNCTIONAL HIGHLIGHTS ACROSS KEY RESULT AREAS 5 FINDINGS, RECOMMENDATIONS AND CONCLUSIONS REFERENCES/BIBLIOGRAPHY Table No. LIST OF TABLES Page No.
1 History of organization 2 Projects 3 Shift Timings 4 Balance Sheet – March 2017 5 Profit and Loss Statement – 2017 Figure No. LIST OF FIGURES Page No. 1 Organization Chart 2 Structural Division 3 Transformer Division 4 Flow Chart – Planning Process 5 Flow Chart – Transformer Production 6 Flow Chart – Structural Division Production 7 Flow Chart – Design Department 8 Flow Chart – Selection Process 9 Flow Chart – Marketing Process CHAPTER 1 INTRODUCTION TO ORGANIZATION HISTORY OF THE ORGANIZATION Name Kerala Electrical and Allied Engineering Company Ltd. Address KEL, 7th Floor, KSHB Office Complex Panampilly Nagar Kochi-682036 Kerala, India Total Land 13.10 Acres Utilized Land 11.10 Acres Sales Manufacturers of Distribution Transformers and heavy structural Steel Fabrication Number of Employees 183 Level of Expand International Registered Office KEL KSHB Office Complex Kochi-682036 Kerala, India Kerala Electrical and Allied Engineering Company Limited (KEL) was established in 1964 in the State of Kerala, India, and is a multifaceted company fully owned by the State government. Through its four production facilities, located in various districts of the State, this ISO 9001:2000 Complaint Company provides basic engineering services/products besides executing projects of national significance for high profile clients like the various defense establishments.
KEL is one among the largest, most vibrant and productive Public Sector Undertaking and is fully owned by the Government of Kerala. It is a multi-product engineering company with 50 plus years of experience and expertise in Engineering industry, and now proudly serving an envious client base including Defense, Irrigation and Power Projects, Space Research Organizations, State Electricity Boards, Indian Railways and the general public both in India and abroad. The company has four state-of-the-art manufacturing units spread across Kerala and has a pan India presence with its Sales and Service unit in all the major metros and selected cities. The regional office of the KEL is situated at Panampilly Nagar, Cochin.
The company has wide range of offices and service centers located in most of the major cities and business centers in India for effective marketing and to provide efficient after sales service for the product. The major regional offices are located at New Delhi, Kolkata, Mumbai, Chennai, Bangalore, Hyderabad, Cochin and Trivandrum. Vision To be globally recognized enterprise committed to enhancing stakeholder value by providing world class engineering and power system solutions. Mission Applying the state-of-the-art technology, processes and innovative solutions Building long term relationship with stakeholders in an environment of fair business ethics and values Creating value through sustainable and profitable growth Leveraging productivity through highly motivated and empowered team Objectives To carry on the business of electrical, mechanical and structural engineers, metal founders. To manufacture and deal in all types of engineering equipment. To manufacture all types of electrical apparatus and appliances required capable of being used in connection with the generation, distribution, apply of electricity and to buy, sell, import, export or otherwise dealing such machinery apparatus, appliances.
Strategies Maintain uncompromised product quality Deliver durable and reliable products Establish experienced technical competency Skilled workforce Maintain fairness, transparency and integrity Be responsive and provide courteous service Market Potential In all India level, KEL will be contributing to 2% need when its production is 100%. In the state level, KEL’s marketing potential is around 35-40% of the market requirement. Further in India, the power requirements are always on the rise. The government has also from time to time sets some targets to achieve regarding the power generation, transmission and distribution. This in turn boosts the market potential for KEL’s products.
Competitors Main competitors are: At National Level: Kirloskar, Bangalore Indotech, Chennai Crompton Greaves, Chennai At State Level: Intrans Electro, Ernakulam TELK, Angamaly PROFILE OF PRODUCTS AND PROJECTS Transformer Division at Mamala Unit Distribution Transformers upto and including 11kV, 22kV, 33kV Class Corrugation Transformers upto 11 kV, 22kV, 33kV Class Solar Transformers Amorphous Transformers Medium Power Transformers upto 8000 kVA, 33kV Class Special Application Transformers such as EMU, LOCO Transformers for Railway application. Dynamic Reactive Power Compensation and Furnace Transformers A new Plant for the Production of Power Transformers upto 25MVA, 132kV Class, is nearing its completion Structural Engineering Division at Mamala Unit Design, Execution and Maintenance of Hydro- Mechanical Equipments such as Gates, Hoists, Penstock Pipes Supply and laying of Aerial Bunched Conductors(ABC) Design and Execution of Dam Safety Equipments Manufacture and supply of Bogie Frames, Bogie Bolster and Headstocks for Railway coaches and wagons Design and construction of Lattice Bridge Design and construction of Suspension Bridge Design and construction of Industrial and Commercial Buildings Renovation of Tourism Centers by providing Children’s Park, Light arrangements, providing Amenity Centers to attract Tourists Setting up of Online Examination Centers all over Kerala for PSC Construction of roads and other Civil works Train Lighting Alternator division at Kundara unit Inductor type brushless alternator for train lighting and Air-Conditioning – 1 kW to 40 kW with RRU/ERRU 12kW alternators specially designed for powering Janashadabdi Express Trains of Indian Railways. Inductor Type brushless alternator for automobile and for charging systems in diesel engines- 12V, 24V upto 50A. High frequency alternator- 400Hz; upto 100kVA. Ground power units for starting Avro and Dornier aircrafts and for powering Boeing aircrafts.
Ground support units with dual voltage system for starting fighter aircrafts. DC, AC power frequency and high frequency power pack for missile firing auxiliary power support. BLDC Fan General Purpose Diesel Generator Sets LT Switchgear division at Olavakkode Unit Fuse switches Changeover switches Porcelain Fuse Units and Cutouts Distribution fuse boards and industrial type switch boards Distribution Boards (SPN ; TPN 2 to 16 ways) Cast resin Transformer division at Edarikode Unit Cast Resin transformer(CRT) up to 1600 kVA Vacuum Pressure Impregnated Transformer(VPI) up to 1000 kVA Oil Immersed Distribution Transformer up to 500 kVA Projects The main projects done by KEL are: Project Name Client Nature of Work Falcon Missile Project R ; D (Engrs.), Pune Vehicle mounted 62.5 kVA, 415 V, 50 Hz, 3-phase DG set Trishul Missile Project DRDO 50 kVA Dual Output DG Set Prithvi Missile Project R ; D (Engrs.), Pune 2 kW, 3000 rpm DG Set Pinaka Project L ; T 8 / 12 kW, 30 V, 400 A Alternator Akash Missile System BEL 75 kVA, 220V, 400 Hz Battery Power Source Vehicle Military Power Car Army Battery Chargers of Battle Tanks General Air Force 20 kVA, 415 V, 50 Hz, 3- phase alternators General Army 30 kVA, 220 V, 50 Hz, 3- phase alternators Radar Application Air Force 100 kVA, 220 V, 400 Hz, 3- phase alternators Radar Application Air Force 250 kVA, 400 V, 50 Hz, 3- phase alternators Power Cars of Rajdhani ; Shadabdi Express Indian Railways 500 kVA, 750 V and 250 kVA, 750 V alternators Ground Power Unit Defence 70 kVA Trolley mounted Ground Power Unit Antartica Expedition Indian Navy 10 kW, 400 Hz, alternator Traction Alternator BHEL/ Railways 200 kW Traction Alternator Medium Power Transformer NPP, Kudankulam, Tamil Nadu 3000kVA, 11/6.3 KV Transformer Medium Power Transformer Travancore Titanium Products Ltd., Kerala 2000kVA, 11/0.433 V OLTC Transformer Unitised Sub-Station Guruvayur Devaswom 160 kVA, Dry type packaged Sub-Station Gerusoppa Dam, Karnataka KPCL Hydro-mechanical works- Penstock, stop log gate, gantry crane, hoist Upper Tunga, Karnataka KNNL Radial gates, rope drum hoists, stop log gate, gantry crane Mansi Wakal, Udaipur, Rajasthan ITD Cementation Radial gates, vertical gates, stop log gate, hoists Narmada Project, Gujarat J P Associates Slide gates CSR Activities KEL being a public sector company has always ensured that the activities performed by them provide service to the society. Every year the company conducts medical checkup at Mamala as part of their CSR activity. They have also played a significant role in the construction of Mamala L.P School.
Recently the company also constructed the Mamala Bus Stop. CHAPTER 2 ORGANIZATIONAL STRUCTURE The company has four manufacturing units located in various parts of the state. KEL Train Lighting Alternator Division, Kundara, Kollam Inception: 1964 Top Customers: Indian Railways BHEL Crompton Greaves Ltd. BEML, R ; DE (Engineers), Pune BDL Hyderabad KEL LT Switch Gear Division, Olavakode, Palakad Inception: 1977 Top Customers: KSEB (Re-wirable Fuse Units) Other Units of KEL (Al/ Bronze Castings) KEL Transformer Division, Mamala, Ernakulam Inception: 1969 Top Customers: State Electricity Boards Government Departments Public and Private Sector Companies KEL Transformer Division, Edarikode, Malappuram Inception: 2010 Top Customers: R ; DE ( Engrs.), Pune DRDO L ; T BEL Indian Railways KEL Structural Engineering Division, Mamala, Ernakulam Inception: 1969 Major Projects Undertaken: Gerusoppa Dam, Karnataka for Karnataka Power Corp. Ltd. Hydro-Mechanical works- Penstock, stoplog gate, gantry crane, hoist Upper Tunga, Karnataka for Karnataka Neeravari Nigam Ltd.
Radial gates, rope drum hoists, stoplog gates, gantry cane Mansi Wakal, Udaipur, Rajasthan for ITD Cementation India Ltd. Radial gates, vertical gates, stoplog gate, hoists Narmada Project for J P Associates Slide Gates Bogie frames for BFAT Wagons for BEML Bogie frames for EMU Coaches for ICF ORGANIZATION CHART 1855851188341GM PERSONAL AND ADMINISTRATION 00GM PERSONAL AND ADMINISTRATION 90487525408858252540 275240984772SENIOR MANAGER 00SENIOR MANAGER 2152650246380142938564770GM STRUCTURAL GM STRUCTURAL 1067308198564GM MARKETING 00GM MARKETING 28670253238521336003810 91440075565 1159700189230GM FINANCE 00GM FINANCE 90487595250 2827020140334SR. MANAGER TRAINOR/MR 00SR. MANAGER TRAINOR/MR 1175068137859GM MAMALA 00GM MAMALA 87782418732500-672719317246CHIEF MANAGING DIRECTORS CHIEF MANAGING DIRECTORS -1425956310769BOARD OF DIRECTORS BOARD OF DIRECTORS 762000196215-7238191262 301752085471299923285471213969630607 197281870358913130121158 1133730197230GM KUNDARA 00GM KUNDARA 3042348176339MANAGER QA 00MANAGER QA 91440014630500301752049657 1056958226124GM OLAVAKODE 00GM OLAVAKODE 3061843197485ASST.
MANAGER P ; A 00ASST. MANAGER P ; A 1447038118110GM TRANSFORMER GM TRANSFORMER 956564103632303580865405299872483185288950465405215633317399 1049974228917GM EDARIKODE 00GM EDARIKODE 3043300177927MANAGER F ; A 00MANAGER F ; A 959294164719304088831750 1097599219582GM PROJECT 00GM PROJECT 3018852221679DGM/WORKS 00DGM/WORKS 9144006972302999232637032 STRUCTURAL DIVISION The structural division of KEL in Mamala unit, specialized in the design, fabrication and commissioning of hydraulic gates and hoists and their controlling equipment used in dams for power and irrigation projects. The KEL structural division undertakes the design and construction of steel bridges, factory buildings, storage tanks, fabrication of pressure vessels and other industrial steel structures, as per customer specification. For the Railways, KEL undertakes the fabrication and manufactures of bogie frames, bogie bolster and head stocks for railway coaches and wagons.
TRANSFORMER DIVISION The Transformer Division of KEL at Mamala, Ernakulam, was established in 1969, with the technical assistance of BHEL, to manufacture supreme quality transformers, for various State Electricity Boards, Government Departments, Public and Private Sector Companies. The KEL Transformer Factory is one of the first few transformer factories in India, to get ISO 9001 Certification. Over the years, relying on unmatched quality of KEL Transformers, electricity boards across India perfectly maintained a healthy power distribution supply system. Manufacturing customer-built transformers for specific requirements, is at another specialty of KEL.
Through in-house R;D efforts, KEL Transformers were customized to suit stringent requirements and trends and continue as an on-going process to deliver specific transformer types and designs of various ratings. In this pursuit of excellence, the resourceful design department of KEL uses state-of-the-art software to design world-class transformers, optimized for maximum reliability, durability, and energy efficiency, compatible to the standards set by the Bureau of Energy Efficiency (BEE). 10191755715000 CHAPTER 3 FUNCTIONAL DEPARTMENTS PLANNING DEPARTMENT Planning is one of the important functions of the management. The main function of the planning department is to plan and schedule for the production and dispatch. In the transformer division the planning section holds the fundamental function of planning for each stage in the manufacture of transformer whereas in the structural division the planning is done based on the sale order from the marketing and design department.
POLICY To establish and maintain a documented procedure for planning the production, availability of materials and schedule of dispatches for enabling the organization to provide the right product and services at the right time, every time as per the customer requirements. OBJECTIVES To reduce inventory carrying cost with respect to turnover To increase material availability with respect to turnover FUNCTIONS Production planning and materials planning Monitoring program against work order Make an adequate planning for production process Ensuring planning is goal oriented 1990725346075START 00START FLOW CHART OF PLANNING PROCESS 1920875486410QUATERLY PLAN 00QUATERLY PLAN 39636701254760Monthly Production Plan 00Monthly Production Plan 527051290320Monthly Plan 00Monthly Plan 23825202042160Preparations of Work Ordered and issue to various departments 00Preparations of Work Ordered and issue to various departments 26790652964815Raising PR for ‘A’ Value items 00Raising PR for ‘A’ Value items 23825203866515Monitoring production and analyzing of short fall 00Monitoring production and analyzing of short fall 2546352042160Production MMD Store 00Production MMD Store 29305254498340Short fall if any 00Short fall if any 260985025273000614680115252500469963511169650061468011169650026098508382000069786518561050041649651677670006978651677670002762250185610500342900026162000034290003434715003429000433641500 -490220177165Request for DP. Extend to Marketing department 00Request for DP. Extend to Marketing department 133540538227000Yes 345757599060No 344805030162500254825514605Despatch as per schedule 00Despatch as per schedule 295529081280END 00END PRODUCTION DEPARTMENT KEL has two production units which are Transformer division and Structural division.
FUNCTIONS They issue work order and amendments They coordinate release of drawing and bill of material They make sure the work allocation is done in an effective manner They check the progress of work They ensure that the work is progressing for achieving the target They maintain the quality of product They carry out the preventive and break down maintenances TRANSFORMER DIVISION POLICY To provide right products at the right time which results in customer satisfaction through team work. OBJECTIVE To establish and maintain a documented procedure for carrying out the activities of production. Right Product: Reducing the Rework/ Rejection / In-house failures. Reducing rework/failures by 25% at the following stages: Shaft ground. End shield/turned/drilled.
High Voltage Test/Wound frames. Testing of Alternator with Rectifier regulator unit. Right Time: Achieving better on-time delivery by increasing the number of satisfied customers by 85% within the next three months and 90% within one year. Team Work: Improving employee involvement and team work through generation of two suggestions per quarter and implementing a minimum of two improvement projects per year. TRANSFORMER PRODUCTION PROCESS There are nine stages in manufacturing a transformer.
In each stage a supervisor controls the activities in that particular stage: End Frame Fabrication In this stage the frame is cut in the shape of ‘E’. Silicon steel is cut in an ‘E’ shape for frame fabrication. Insulation and Assembly The insulation is done in core building, HV and LV winding. The press board is used for insulation works. Insulation helps to overcome the occurrences of short circuit.
Core Building/Assembly The core is laminated with CRGO (Cold Rolled Grain Oriented) lamination due to which the core is free from any short circuit. HV Winding The conductors are wound and insulated with double paper grade strip winding which produces high voltage electricity for transmission and distribution. LV Winding Low voltage coil is wound with double paper grade strip. This strip reduces the possibility of short circuit. This coil consists of low voltage electricity which comes from outside.
Terminal Gear Mounting The LV winding terminals are fixed into a bush. The terminal gear is built with copper or aluminum. Tanking The fabricated tank has been made available through sub contracts from the structural division. The dried TG mounted coils are put in the tank and filled with oil. Then tightening takes place. Final Testing When the production process is completed the ISO prescribed tests are conducted by the company supervisor.
Painting and Dispatch In this stage the approved transformers are painted based on single order or bulk order and then finally dispatched. Sometimes in this stage the customer may inspect the transformer. Once the payment is made by the customer, dispatching the transformer is done as per the specification of the tender. MAIN RAW MATERIALS OF PRODUCTION OF TRANSFORMERS Core Copper Mild Steel Press Board Transformer Oil 5048251228725-19050890270QA CHECK 00QA CHECK 485775638175-19050314325LAMINATION 00LAMINATION FLOW CHART TRANSFORMER PRODUCTION 5553075325755481965020955WINDING CONDUCTOR 00WINDING CONDUCTOR 5029200272415QA CHECK 00QA CHECK 2352675222250INSULATION COATING 00INSULATION COATING 55530752908303048000214630 5572125520700370522588265037052253206755019675196850WINDING 00WINDING 914400720725904875892175504825692150-28575177800CORE BUILDING 00CORE BUILDING -857251018540QA CHECK 00QA CHECK 5048251311275-3524251549400END FRAME FABRICATION 00END FRAME FABRICATION 10477504540251152525311150005286375494030036766504930775308610067214753076575620712530861005664200312420051022253114675455930031146753987800311467534067753095625286385030956252282825309562516637003076575106362530670504730752514600158750QA CHECK 00QA CHECK 2514600739775ASSEMBLY 00ASSEMBLY 25336501361440INITIAL DRIYING 00INITIAL DRIYING 25241251968500REBLADING 00REBLADING 25336502540000QA CHECK 00QA CHECK 21431253082925TERMINAL GEAR MOUNTING 00TERMINAL GEAR MOUNTING 25431753666490QA CHECK 00QA CHECK 25431754235450FINAL DRYING 00FINAL DRYING 56483254768850 TANK 00 TANK 41148004780915QA CHECK 00QA CHECK 25241254787900TANKING 00TANKING 25146005349875FINAL TESTING 00FINAL TESTING 25050755892800 PAINTING 00 PAINTING 25050756419215QA CHECK 00QA CHECK 24955506933565DESPATCH 00DESPATCH STRUCTURAL DIVISION POLICY The policy undertaken by the production department is: “To establish customer satisfaction through proper planning, manufacturing, installation and commissioning, as per specification”.
OBJECTIVES To reduce rejection by minimizing welding defects and to reduce wastage of materials by using scraps available. MACHINES USED Gear Hobbling Machine – It is used for gear cutting Milling Machine – Slots, plane milling etc used for cutting Lathe Machine – For forming Tread Vending Machine – Used for 12mm pipe bending Gillette Machine – For cutting palates upto 12mm Press Breaker Machine – Plates blending 90 degree the capacity upto 12mm Drilling Machine – Used for drilling the plates Mug Welding – It is used for welding MAJOR PRODUCTION PROCEDURE Marking Cutting Drilling Threading Bending Setting Assembly Welding Surface Preparation Straightening Painting Keeping FLOW CHART STRUCTURAL DIVISION PRODUCTION 24479241278255246697560198040005001097280 SETTING 00 SETTING 400050040005MARKING CUTTING STRAIGHTENING CU 00MARKING CUTTING STRAIGHTENING CU 12573007924801257300146875512763504516755126682535737801247775286893012573002164080133350430530MATERIAL PREPARATION 00MATERIAL PREPARATION 1238251104900 ASSEMBLY 00 ASSEMBLY 1333501802130WELDING 00WELDING 1238252506980MACHINING 00MACHINING 1333504791075DESPATCH 00DESPATCH 1333503211830CLEANING AND PAINTING 00CLEANING AND PAINTING 3429003869055INSPECTION 00INSPECTION QUALITY ASSURANCE DEPARTMENT The main function of the quality assurance department is to test the quality of the product. They should ensure that the products delivered are of good quality. KEL has established, documented, implemented, maintains and continuously improves its quality management systems, with the requirements of ISO 9001:2000. POLICY Quality policy of Quality Assurance Department is to ensure the quality of materials/components to the concerned areas for further processing. OBJECTIVES To reduce the quality related customer complaints after the delivery of products.
FUNCTIONS Approval of sub contract Carry out sub-contractor performance evaluation Identify non-conforming products Stop further processing of non-conforming products The methods used by the department are: Receiving, inspection and testing In process inspecting and testing Final inspection and testing Calibration of the equipment Inspection and testing status Control, review and disposition of non-conforming products Application of statistical techniques Corrective action review Release of final products QUALITY VERIFICATION Quality testing is done at Quality Assurance Department at three stages. They are: Incoming material. Incoming process. Final testing.
In the first stage, they verify every incoming raw material against the relevant ISO specification. When the material fails to meet the criteria, the whole lot of batch is rejected, however when the material is required urgently, the department will reject only the facility item. In the second stage, the production department offers the materials as various hold points for verification, then QAD checks the products and maintains a record of conformity. Final test for the reliability is carried out by KEL, on all Alternators and Regulators as per specification given by RITS and BIT. Its intended operation will be verified for a specified period of time under certain experimental condition. No products shall be dispatched until activities specified in quality plan or documented procedure has been completed When materials arrive from suppliers, it arrives with a test certificate certifying the quality of product.
In case of well-known suppliers like SAIL the certificate is accepted and no further quality testing is done. In other vendors testing is compulsory. The test conducted in the quality departments have to meet certain criteria according to ISO 9001:2000 regulations. DESIGN AND DEVELOPMENT DEPARTMENT The design department draws the structural design of the product processes for the production department.
Based on the design the transformer is produced with the specifications of the customer. POLICY The main policy of the design department is: “To establish a process for an optimum design conforming to customer requirement and relevant standards within a specified time”. OBJECTIVE Reduction of design errors and re-work Computerizations of the design work atleast by 25% and subsequent improvement. FUNCTIONS Receive the sale order from marketing To ensure the standards of the design Receipt of tender documents from marketing To ensure that the completion of design work is within the specified period of time Establish and maintain the process for the design work by taking the requirements of customers Ensure that the feedback is forwarded to the production department Design planning, controlling, responsibility assignment, input and design storage reviews.
Authorizing, designing, verification and initiating design changes Approve design outputs DESIGN STAGES STAGE I: Preliminary design for marketing quotation Studies the specifications for the product included in specific tender received from the marketing department. Enquires the current price of raw materials and components from materials department. Estimates the cost for the product as per the technical specifications furnished by the marketing department. Sends the cost and guarantees technical specifications to the marketing department for tendering purposes. STAGE II: Actual Design of Product Receipt of sale order from marketing department Issue of advance intimation to production planning Make the detailed design and drawings as per the order Issue of production drawings, specifications and list of drawings planning Feedback from the production department to design on time for manufacturing the product with customer specification Feedback from the test result from quality assurance –test is normally conducted in the presence of the customer consultant or representative and recorded and kept in file for future reference by the design department Design change intimation to planning from design FLOW CHART DESIGN AND DEVELOPMENT 542861528765500160972559055TENDER ENQUIRY FROM MARKETING DEPARTMEENT 00TENDER ENQUIRY FROM MARKETING DEPARTMEENT 1800225805815Feasibility Study 00Feasibility Study 18478501457325Order and Specification 00Order and Specification 12287252057400Review 00Review 31623002057400Customer Feedback 00Customer Feedback 857252548890Design Plan 00Design Plan 285753194685Collection ; Review of Design Inputs 00Collection ; Review of Design Inputs 857254109720Verification 00Verification 857254799330Planning 00Planning 9944104799330Materials 00Materials 3943355527040Prototype Manufacturing 00Prototype Manufacturing 3943357193915Design freezing 00Design freezing 3943356633845Validation 00Validation 3943356071870Verification 00Verification 32518352987040Preparation of design outputs such as drawings TOS, BOM etc 00Preparation of design outputs such as drawings TOS, BOM etc 32518353827780Review of Design outputs 00Review of Design outputs 29813254511675Production 00Production 42138604511675QAD 00QAD 27336755905500027336751160145004578351653540004572003657600045720036576000392430028384500516636040525700021145501811655004495800480060003924300480060006381752223135006381752223135006381752931795006381753902075004578354511675001228725451167500144780051346100014478005871845001447800647192000144780070243700022098004669790002209800466979000254317556756300047910754866005004213860364109000 MATERIALS AND STORES DEPARTMENT Materials Management means managing materials in an organization with the main objective of reducing the cost and efficient handling of materials at all stages and sections in an undertaking. It includes purchasing, storage, inventory control, material handling standardization etc.
This department deals with material cost, its supply utilization and handling. KEL follows the ABC analysis for the control of materials. ‘A’ and ‘B’ value materials are purchased against order; ‘C’ value materials are maintained at minimum stock level. POLICY To establish and maintain the process for procurement of right materials and services at right time, from approved suppliers as per requirement and those of the customers. OBJECTIVE To purchase materials without deviation from specification by reducing concessional acceptance by 50% from the present level.
To achieve 100% on time delivery by suppliers. FUNCTIONS Sub-contractor’s approval and codification Purchasing of material Storage and preservation of purchased products Ensuring re-inspection of store and products Release of purchase order amendments Control receipt and issue of materials Prepare monthly inventory statement PURCHASE PROCEDURE MATERIAL PURCHASE Maintenance and structural division maintains and updates a master list of purchased products/services within the scope of this procedure and such lists are approved by the materials department. Materials department documents and maintains purchasing requirements as guidelines duly approved by the General Manager. Purchase is made from sub-contractors approved as per quality specification.
When purchases are required to be made from sub-contractors not within the approved lists, such lists are approved by the General Manager through Waiver notes. Purchase activity is initiated against purchase requisition/purchase notice from the user departments. Purchase requisitions are raised in respect of requirements specific to the production as well as in respect of standard products for which reorder levels are identified. The mode of purchasing such as inviting quotation, and bid evaluation or direct purchase is based on the documented purchasing requirements guidelines.
Purchase is authorized by a committee consisting of General Manager, Material, Finance and Accounts and the user department’s representatives. The particulars of purchase committee approvals are maintained in the purchase committee approval register. On finalizing the purchase on the basis of guidelines/authorization, purchase order is raised and purchasing data is verified for their correctness by the designed personnel in the department. A purchase order check list is prepared in evidence of verifying the purchasing data. The purchase order is made in 6 copies and send to Materials, Quality Assurance, and Finance and Accounts. The purchasing activities such as release of purchase orders, progress in supply of products and results of receiving verifications are recorded and monitored with the aid of Purchasing Monitoring Register for all purchase made in the structural division and for purchase of lamination, conductor and radiator and current transformers for the transformer division.
The purchase order is raised in respect of purchase against already made authorization. Cash purchases are made without raising purchase orders and purchases by sub-contracting process are made on the basis of quality specification. Verification of subcontracted jobs items are carried out at sub contractor’s premises or company premises. MATERIAL RECEIVING, STORAGE, PRESERVATION AND ISSUE PROCEDURE Store in charge receives copies of purchase order from materials. On receiving materials against purchase orders, the accompanying documents such as lorry receipt, invoice transport copy of invoice where applicable, test certificates and bills of entry in case of imports are verified by the store keeper and enter in goods receipt register.
Security permits the carriers in to the company premises on verification of document and entering the verified details in the register. On receiving Transformer oil tanker, the store keeper prepares goods received note (GRN) and pass to quality assurance upon which the oil is unloaded. In respect of other materials, the store keeper prepares GRN prior to inspection. All received items are accounted as per goods received register. GRN prepared in 6 copies out of which 5 copies are sent to quality assurance for carrying out inspection and testing and endorsements of results. Quality assurance endorses the test status, read one copy, and forwards 4 copies to store incharge.
Materials received as barrels or drug cartons,carboys,bag,bundles, rolls, sheets or rods or flat are controlled with aid of work instructions. Oil received in tanks is transferred to identify storage tank by pipelines. All materials are secured as per storage plan, updated and authorised by materials. Materials our Store in sub stores attached into each production area.
The storage plan indicates locations of Storage Area of Steel items on open yard, oil in tanks and sub stores. The identifications or status of just received materials, past or rejected materials and NC procedures as per quality specification. Then non -confirming materials are controlled as per specification. Only materials passed in inspection are taken into KARDEX. Item held in storage for more than the specified period is subjected to re inspection and testing as per work instructions for retesting of stored products prepared by materials. The preservation of product in storage is achieved by specifying appropriate controls and application of preservation as documented by quality assurance issue of stored items to the user departments or sub contracted production units is made against stores requisition or loan note.
The expiry date, where applicable, is verified prior to issue. The quality of Transformer oil held in tanks is assessed referring KARDEX or stock and issue register. Excess quality return to the stores by used departments is accompanied with store return note, for accenting in KARDEX. Item taken out for processes are returned and controlled with returnable gates pass or gate passes for job work.
When stock is held in store below the minimum or reorder level, purchase activities are initiated by stores in charge. A Monthly inventory statement is prepared send to planning or production or finance and accounts. They activate handling, storage, identification, control of nonconforming products and issue of materials under positive recall procedure are carried out as per work instructions. PERSONNEL AND ADMINISTRATION DEPARTMENT The success of any organization lies in its human resources. The term personnel management has now been modified as Human Resource Management.
But in KEL, they still follow the old term Personnel Management. The Personnel Management controls the personals in the company. In KEL, the HR strategy is carefully linked to the vision, mission and overall business strategy of the company. The company has separate orders for both workmen and office men.
The selection processes of the employees take place through the public service commission and the workmen are selected through employment exchange. After selecting the employees the personnel department gives proper training for the job. POLICY To achieve the competency of skilled manpower through constant training, education and experience in order to gain product quality. OBJECTIVE To educate and train our skilled manpower on a half yearly basis at the rate of 8 hours training per employee to upgrade the skill level and to reduce the rate of absenteeism to 5% from 7% which will be measured on a monthly basis. DUTIES OF PERSONNEL MANAGER Manpower planning Recruitment Selection Placement procedures Training and Development Performance Appraisal Transfer and promotion Employees welfare administration Disciplinary action Wages and Salary administration Leave Administration RECRUITMENT It is the process of searching for the prospective employees and stimulating them to apply for jobs in the organization.
Recruitment is based on integrity, competency and ability to work in a team. The firm selects individuals having the ability to do the concerned job. KEL has adopted the centralized recruitment system. The recruitment and selection proceedings are conducted at the head office of the company and this method provide certain advantages to the company.
The department conducts training programs for the management personnel, technical personnel, supervising staff and the department heads. The company has different methods for recruitment. They are: ADVERTISEMENT The major recruitment is done through advertisement in the local or national press, trade or professional journals. The recruitment for the job will be clearly stated in the ads and the manager chooses from the wide range of candidates who are suitable for that job. EMPLOYMENT EXCHANGE The recruitment is mainly done through employment exchanges. The vacancies may be notified with the employment exchanges, whenever there is a need, the exchange supplies a list of suitable candidates, from which the organization can select according to their requirements.
PROMOTION It is a process by which an employer is shifted from current position to a position carrying better prestige. Seniority is a major factor for promotion. Promotion is mainly done based on the qualification, performance and experience of the employees or employers. TRADE UNION KEL Mamala has also recruited employees and staff from trade unions KEL EMPLOYEES UNION KEL EMPLOYEES CONGRESS KEL EMPLOYEES ASSOCIATION TRASFER The transfers don’t include any change in rank. The number of persons will not be increased by transfer but the vacant seats will be filled.
The transfer is based on an agreement between the management and the trade unions. PROCESS Receiving recruitment for labors from the entire department. Sending letters to registered and corporate office. Informing employment exchange ,RI centre (RO) Receive list of candidate from the agency Fixing interview date Form the interview board Sending call letter Conducting interview Sending appointment letter to candidate (RO) Joining report preparation Allocation of candidate to required department SELECTION AND TRAINING Selection is the process of picking up a suitable candidate for the job selection is based on qualification and experience.
Training is the act of increasing the knowledge and skill of an employee for doing a particular job. SELECTION PROCESS 159067458419EXTERNAL AND INTERNAL ENVIRONMENT 00EXTERNAL AND INTERNAL ENVIRONMENT 2552700126365 160020013335RECEPTION 00RECEPTION 2543175140970 1600200130810PRELIMINARY PROCESS 00PRELIMINARY PROCESS 2552700266065 1609725248920BLANK APPLICATION FORM 00BLANK APPLICATION FORM 255270061595 160972537465SELECTION TEST 00SELECTION TEST 2552700169545 1619250150495CHECKING REFERENCE 00CHECKING REFERENCE 2562225277495 1619250258445FINAL SELECTION 00FINAL SELECTION 257175056515 5181600520700368617510445752571750511175415290057150EVALUATION 00EVALUATION 162877576200PHYSICAL EXAMINATION 00PHYSICAL EXAMINATION 1627632496063JOB OFFER 00JOB OFFER 4151377496063JOB CONTRACT 00JOB CONTRACT TRAINING AND DEVELOPMENT There are three types of training mainly adopted by KEL: Induction Training. External Training. Internal Training INDUCTION TRAINING The fresh employees and the transferred employees from other units must undergo this training.
A training schedule is prepared by the personal department and directs the employees to the various sections or departments for the training. EXTERNAL TRAINING This is given to the permanent employees such as engineers, officers and other executives conducted by external agencies or external organization. INTERNAL TRAINING This type of training is given to technical persons working in various division/sections. Apprentice training is also given as a part of internal training. Work rotation is another technique for internal training.
Management gives training for a period of one year for the fresh employees. After the successful completion of training he/she is recruited on probation after which they are appointed in regular service. This training is compulsory for the company. TRAINING PROCESS Sending circular to all HODs about the training need of employees of the concerned department in prescribed format. Receiving the responses. Preparation on annual training plan Scheduling monthly plan Preparation of panel for training (external and internal) Keeping attendance of participants Evaluation and feedback from participants.
SHIFT TIMINGS The shift timings of employees in KEL are: STAFFS DAYS TIMINGS Administrative staff Weekdays 9:30 am – 4:30 pm Saturdays 9:30 am –12:30 pm Employees in production department Week days 12:30 am – 8:00 am 8:00 am – 4:30 pm 4:30 pm – 12:30 am Saturdays 8:00 am – 1:00 pm 1:00 am – 4:30 pm TRANSFER AND PROMOTION The selected staff will be transferred to different units of the organization where the staff is needed. Transfer and promotion is made to the vacant seats whenever suitable candidates with prescribed qualification and experience are available. Promotion is made only to the next higher posts. When suitable candidates are not available within a particular division to fill up higher posts in the same division, then the post is filled by external sources. SAFETY MEASURES The company gives prime importance to the safety of their employees and uphold the pride in having the least number of accidents reported in the field. They provide various safety equipments like face masks, shoes, gloves, helmets, goggles to protect them while working in the plant.
The company also ensures the safety of the society and uses the two bi-products of the company i.e., oil and iron in an efficient manner. The company reuse the oil in production of transformers and the iron scraps are sold at the end of the year or incorporated in some safety shields for the workers. WELFARE MEASURES The welfare measures provided by KEL are: Loan Facilities Canteen Recreation Club Education benefit Death Assistance Funeral Assistance Retirement Assistance Benefit on registration Marriage Contribution Provident fund ESI Accident Benefits Maternity leave Drinking Water Latrine ; Bathroom Telephone Leave Facility Casual Leave An aggregate of 14 days of casual leave with full payment is allowed to an employee during one calendar year. For a period less than one calendar year of service, proportionate casual leave may be sanctioned.
Casual leave is not accumulated beyond the end of the calendar year to which it relates. Festival Holidays The employees are provided with 13 holidays in a calendar year. CANTEEN FACILITY The canteen facility is provided to each and every employees and staff of KEL. Each and every one has to pay Rs.30 per month for tea which is supplied twice a day and for the lunch.
DISCIPLINARY ACTIONS The Personnel and Administrative department is responsible for disciplinary actions against violation of rules and regulations which are mentioned in the standing order. SOME CASES ARE: Willful in subordination Disobedience Fraud Theft Dishonesty Illegal absence Sexual harassment PROCESS Reporting the case to the GM Issue show cause memo Warning or enquiry Inform the head office Approval for enquiry and posting of enquiry officers Meeting management witness and employee witness PUNISHMENT FOR MISCONDUCT An employee who is guilty of misconducted is availed with one of the following punishments. Warning Stoppage of increment Withheld of future promotion or grade Reduction in present grade Discharge from the service Dismissal TRADE UNIONS AND LABOUR RELATIONS KEL has got 4 affiliated unions: Electrical ; Allied workers Union (UTUC) Electrical ; Allied Industries employee union (INTUC) KEL employees organization (STU) KEL employees union (CITU) APPRAISAL AND INCENTIVES The performance appraisal system in KEL is only for the officers and not for the employees and due to this the employees are dissatisfied. Moreover the officers are given promotions according to the promotion policy rather than the performance. FINANCE DEPARTMENT Finance department is headed by finance manager.
The main responsibility of finance managers is to take financial decisions which include investment decisions, financing decisions, dividend decisions etc. The manager has to keep a constant touch with all other departments and also keep all the records of transactions. At the end of every year he is responsible for making the financial statements. Financial statements are prepared for the purpose of presenting a periodical review of report on progress by the management and deal with the status of investment in the business and the results achieved during the uses of fund.
Financial statements reflect a combination of recorded facts, accounting principles and personal judgments. In order to understand the financial performance of a company it is necessary to analyze the balance sheet and profit and loss accounts. To maintain all books of account up to date as per the statutory requirements and to manage working capital, preparation of budget, ensuring discipline in the case of financial resources preparation and analysis of books of account. The main books of account maintained in KEL are cash book, bank book, purchase register, Journal register, pay roll statement and central excise records. The software used is TALLY 9. In KEL the financial statements are audited internally and externally.
The internal audit is done by the corporate office while the external audit is done by Government officials. The main responsibility of the finance department is to make: Investment Decision Financing Decision Dividend Decision The manager has to keep in touch with all the departments and also keep all the records of the day to day transactions at the end of the year prepare financial statements. FUNCTIONS The finance department of the company constitute the accounts and administration and cash management. Auditing and finalization of works with the assistance of all the members of the finance department. Accounting of purchase bill Preparation of payrolls Accounting of bank and cash transactions Calculation of central excise Sales accounting and sales tax matters ACCOUNTING POLICIES OF THE COMPANY Accounting Conventions The financial statements are prepared under historical cost convention on accrual basis and in compliance with The Company Act 1956.
Fixed Assets They are stated at cost less depreciation. Assets and liabilities are consistently recorded at historical cost. Depreciation Depreciation on fixed assets has been provided as per the rate indicated in schedule XIV of the Company Act, 1956 under written down value method Extra shift depreciation for double shift and triple shift working has been provided in the account. Depreciation on fixed assets in respect to project work in progress has not been charged in the accounts since the project is kept in abeyance as per Government direction. Inventories Finished goods are valued at cost or market price, whichever is less for arriving at the cost, and excise duty is also taken into consideration.
Work in progress is valued at the cost after considering overheads excluding financial charges Raw materials, material in progress, spare, stores and loose tools are valued at cost and cost means weighted average. Scraps are valued at realizable value. Sales Sales comprise of sale of goods and service and includes Excise Duty. Price valuation claims on sales affected are accounted on an accrual basis The reprocessed transformer oil is accounted at the current purchase prices by crediting the differences to miscellaneous income.
Consumption Loose tools issued to shop floor are treated as consumed and written off as such. Consumption of materials for production is completed on a derived basis. Retirement Benefits Gratuity and leave encashment are accounted for an accrual basis in compliance with accounting standards. The amount is determined on the basis of actuarial valuation conducted at the end of the year.
As non-cumulative portion of leave encashment is not applicable to the company the same is not considered. Liability on Material in Transit The liability on the account of the bank charges and other expenses on materials in transit on the date of closing is accounted on accrual basis. Research and development Capital expenditure on research and development is treated as addition to fixed assets and revenue expenditure on R ; D is charged to Profit ; Loss Account under appropriate heads in the year in which it is incurred. Contingent Liability Contingent liabilities are not provided for, but disclosed in note on accounts. Accounts and Documents According to Sec.209 of The Companies Act clause, the companies have to keep proper books of accounts:- All sums of money received and spent by the company and the matters with in respect to which the receipt and expenditure take place.
All sales and purchases of goods Company’s assets and liabilities Sources and Uses of Fund The finance manager of the company collects the funds through the sales of products, from the head office and other sources. The unit manager has a limit to deal with the fund up to 2 lakhs. More than the limit, he needs the permission from the corporate office. The inevitable factor of the finance department is Payroll or salary administration.
The salary administration is conducted in two ways: For employees and clerical staff under Industrial Dispute Act The salary of employees, includes basic pay, dearness allowance, house rent allowance, fringe benefits (attendance allowance or milk allowance), night shift allowance, washing allowance, risk allowance and overtime allowance. The net result of these is known as gross salary. Fringe benefits are the allowance which includes the attendance allowance or milk allowance. Based on the agreement between management and trade union it is available to employees. The period of agreement is 4 years.
For the fringe benefits the attendance is taken from the 16th of the month to 15th of the month. Change of allowance is Rs.2.50 per day for an employee. The attendance is taken from 1st of the month to 31st of the month for the calculation of basic pay and dearness allowance. Based on the salary scale of the company the basic pay is calculated. Dearness allowance is an industrial dearness allowance or variable dearness allowance. D.A changes every month, and this change depends up on the point that differs every month.
Overtime allowance is provided to the employees, who undertake overtime work. For the calculation of overtime the attendance is taken from the 16th of the month to 15th of the month and working time per day is 8 hrs. Provident Fund (P.F) According to the PF Act 1952, the PF contribution is deductible from the Gross Salary. Both the employee and the employer pay 4.75% of his wages to PF. This PF contribution is followed to the PF department.
Employees State Insurance (ESI) The ESI is a contribution scheme, with the employer paying 4.75% of wages and the employee paying 1.75% of wages to the fund. The ESI facility avail the employees who has salary up to Rs.150000 per month. Net Salary = Gross Salary – Total deduction For managerial staff under Kerala Government department rule 3 The salary scale and DA is fixed for managerial staff based on Kerala Government Department Rule. When the Government declares certain rate of DA to managerial staff, it is distributed after the recognition of board of directors.
If the Board permits the distribution of DA, then it is distributed to managerial staff. Gross salary includes Basic pay, DA and HRA. BALANCE SHEET AS AT 31st MARCH 2017 PARTICULARS 31.03.2017 Amount (?) 31.03.2016 Amount (?) A 1 2 3 4 B 1 2 EQUITY AND LIABILITIES Shareholder’s funds a. Share capital b. Reserves and surplus Share application money pending allotment Non-current liabilities a. Long-term borrowings b.
Other long-term liabilities c. Long-term provisions Current liabilities a. Short-term borrowings b. Trade payables c.
Other current liabilities d. Short-term provisions 3408044226695 TOTAL ASSETS Non-current assets a. Property, Plant and Equipments i. Tangible assets ii.
Intangible assets iii. Capital work-in- progress iv. Intangible assets under development b. Non-current investments c.
Long-term loans and advances d. Other non-current assets Current assets a. Inventories b. Trade receivables c. Cash and cash equivalents d.
Short-term loans and advances e. Other current assets TOTAL 871,480,770 (1,642,919,498) 871,480,770 (1,472,642,551) (771,438,728) 239,791,140 194,832,000 6,952,013 140,440,501 (601,161,781) 239,791,140 246,114,000 17,239,253 143,464,561 582,015,654 150,507,014 389,382,878 559,490,455 19,635,920 646,608,954 212,517,575 250,957,377 428,013,398 14,883,423 1,119,016,267 929,593,193 78,021,488 60,408,834 -1392555182880906,371,773 951,818,946 28,244,233 104,903,823 138,430,322 55,000 24,230,426 54,719,993 133,148,056 55,000 28,825,320 53,367,388 217,435,741 211,442,713 456,836,265 24,404,970 18,476,790 996,714 215,395,764 156,735,346 497,682,860 53,456,397 27,874,941 673,638 712,157,452 736,423,182 929,593,193 951,818,946 PROFIT AND LOSS A/C FOR THE YEAR ENDED 31ST MARCH 2017 PARTICULARS 31.03.2017 31.03.2016 Amount (?) Amount (?) 1 2 3 4 5 6 7 8 9 10 11 12 Revenue from Operations (Gross) Less: Excise duty Revenue from Operations (Net) Other income Total Revenue ( 1+2 ) Expenses a) Cost of materials consumed b) Purchases of Stock-in-trade c) Changes in Inventories of Finished Goods, Work in Progress and Stock in Trade d) Employee benefits expense e) Finance costs f) Depreciation and amortization expense g) Other expenses Total expenses (Loss) before prior period adjustments exceptional and extraordinary items and tax ( 3 – 4 ) Net Prior period (expense)/income Exceptional Items Loss before extra-ordinary items and tax ( 5 ± 6 ± 7) Extra ordinary items (Loss) before tax ( 8 ± 9 ) Tax expense: a) Current tax b) Deferred tax (Loss) for the year ( 10 ± 11 ) 1,281,013,032 (121,512,780) 1,160,549,485 (108,878,370) 1,159,500,252 36,575,652 1,051,671,115 7,551,469 1,196,075,904 -14033502209801,059,222,584 739,609,764 40,044,738 (38,102,308) 269,205,001 70,607,627 14,897,867 271,406,402 1,367,669,091 (171,593,187) 1,316,240 – (170,276,947) – 594,255,032 26,886,497 (18,040,787) 283,258,104 50,863,849 5,829,595 -1384300218440283,737,676 -13938252139951,226,789,966 (167,567,382) (5,015,350) -1365885179070 – (172,582,732) – (170,276,947) – – (172,582,732) – – -60325241935(170,276,947) -1394460195580(172,582,732) 11 Earnings per Equity Shares Nominal value of share ? 10/- (31 March 2017 ? 10/-) 1) Basic 2) Diluted (1.95) (1.95) (2.14) (2.14) MARKETING DEPARTMENT KEL has adopted general feature of marketing. The product segment is directly connected with the customers. KEL displays advertisements in certain electrical journals only. They have recognized regional centers in various major cities.
It also get orders through canvassing customer. The company also employs certain outside agencies which canvass order for it. POLICY To establish and maintain a process and procedure to obtain orders by identifying customer requirement regarding products and services. OBJECTIVE To establish and maintain a quality system suitable for organization’s vision and commitments towards marketing and sales of products and services rendered to the customer. To improve upon customer satisfaction by reducing customer complaints, other than product complaints, by 50%within 6 months. To meet customers need both stated and implied in order to maximize the order realization by 10% within one year To increase customer satisfaction by 10% of the existing index by avoiding delay in providing on time services by 10%within one year.
FUNCTIONS Evolve adequate marketing policies Ensure the availability of required orders Fix competitive prices Make sure the payment before dispatching the product Provide after sales service to the clients Ensure the optimum utilization of resources available to the company Reviewing enquiries, traders, contracts and contract amendments Communicating with customers Coordinating servicing Maintain invoice register MARKETING NETWORK KEL products are marketed by extensive networks of marketing officials located in all major cities like New Delhi, Mumbai, Kolkata, and Bangalore etc. They provide all support services to the sale and marketing service to guarantee complete customer satisfaction. The KEL has a wide network of regional offices, services and business centers located in most of the major cities in India for effective marketing, and providing efficient after sales service. 2042795228600 START 00 START FLOW CHART OF MARKETING PROCESS 25361904127500 99504520320Enquiry direct/ from railway website 00Enquiry direct/ from railway website 25361902222500 14668518415Purchasing of tender document Direct/ from railway website 00Purchasing of tender document Direct/ from railway website 25387301841500 117538598425Evaluation and review 00Evaluation and review 254254010160000 1699260107950Pricing 00Pricing 254127011303000 619125114935Preparation of offer for Machine and spares 00Preparation of offer for Machine and spares 254127014605000 1537335174625Submission of tender 00Submission of tender 10896603735705Amendments from customer if any 00Amendments from customer if any 253174534055050012706353080385Order entry register 00Order entry register 25380952792730007753352457450Receipts of order review and acceptance 00Receipts of order review and acceptance 255143020840700017183101718310Follow up of order 00Follow up of order 255651014249400018040351074420Negotiation 00Negotiation 2556510793750001584960461010Tender opening 00Tender opening 255270015049500 CHAPTER 4 SWOT ANALYSIS A detailed study has been conducted in order to analyze the strength, weakness, opportunities and threats of the organization. STRENGTHS KEL is an ISO 9001:2000 certified company. KEL has garnered many years of experience and domain specific expertise which has created a unique brand name as well as goodwill in the industry.
As the organization comes directly under the Government of Kerala, it is financially sound and has a good infrastructural facility which has a scope of expansion in the future. The organization provides products and services of the highest quality and delivers the same without any delays or lags. The organization maintains good industrial relations which brings in clients every year. KEL’s product portfolio includes future ready product ranges. KEL’s personnel consist of dedicated and highly qualified technical staff. After sales services at all major cities spread across the country.
WEAKNESSES Inadequate control over materials and resources which leads to wastage. In certain areas of manufacturing, modern technologies and machineries are yet to be implemented. As the organization comes under the government, the decision making process as well as the implementation is slow and time consuming. Lack of computerization of data and information in respective departments. The existing labor capacity cannot meet incoming orders and this in turn is putting a lot of pressure on the existing employees. Lack of performance appraisal system.
OPPORTUNITIES The company has an opportunity of diversifying into various other faces of infrastructural development. Centralization of data resources by incorporating an IT department which monitors and regulates the data pool. There is an immense scope for KEL to expand their reach into the northern markets of India especially by tapping the Northern Electricity Boards. There is a decrease in loss year by year. THREATS There is an increasing amount of competition from the private enterprises and also from the foreign players.
As the organization is Government owned, political uncertainties could cause lot of delay in the decision making process. New government regulations and also foreign exchange fluctuations could be treated as threats to the firm. Absenteeism is an internal threat present in the organization. INFORMATION GAINED FROM SWOT AND FUNCTIONAL AREAS The above depicted SWOT analysis reveals the cause of the unsatisfactory performances and the possibility of future progress. It can be clearly seen that even though there are lot of opportunities available, the company is not taking any benefits of such situations.
Even though they understand that in order to expand their footprints they should be able to scale up operations, but funds allocated for such expansion is being diverted to ailing sister concerns. Their technological process and know-how could easily establish them as industry leaders. Their present workforce is not sufficient enough to provide for when compared to the number of orders. The lack of proper inventory management facilities is another major problem that rises the wastage of resources. There is also fluctuations in the material prices which results in costlier finished products than that of the competitors. CHAPTER 5 FUNCTIONAL HIGHLIGHTS ACROSS KEY RESULT AREAS Production No pollution problem Company gives prime importance to quality Full-fledged machines and fabrication machineries Highly skilled employees Good safety measures Marketing The sale of the firm currently focuses on the products of structural division KEL displays advertisements in certain electrical journals only Company has good brand value The company has no research facilities to know the trends in the market Better after sales services.
Finance The company follows mercantile or accrual system of accounting. The company faces financial loss for the past 5 years. However, the loss is reducing every year. Human Resource The company’s major decisions are made by the managers themselves Company has a good team of management and technical staff Healthy employer employee relationship exists in the firm Bio-metric system is used for time keeping Presently no recruitment processes are carried on by KEL Workers are recruited through PSC, direct recruitment, and employment exchange . CHAPTER 6 FINDINGS, RECOMMENDATIONS AND CONCLUSIONS FINDINGS The company is in loss for the past few years.
But, the loss incurred is lesser every year. The company has not recruited any staff since 2005. The company records are mostly maintained in files and not computerized. The company gives prime importance to the quality of their products. A healthy employee-employer relationship exists in the firm this is evident by the very low attrition rate.
Since the company adheres to various environmental control system, it is seen that there is extremely less pollution. There should be a proper production target to be set in consultation with the employees. The management has to take a proper decision to make use of the vacant land in the company’s compound. Production should be increased by using the same workforce by offering incentives.
This will help to improve the throughput. Performance appraisal system for the workers is required. Adequate control of materials is needed. More worker participation should be made in decision making process.
SUGGESTIONS The company should improve the sales promotional activities. Company should request financial assistance from the government for avoiding cumulative loans. The company should give more worker participation in decision making process. The company should be more competitive against private firms. The company should be in touch with the market and customers through researchers to monitor the changes taking place in the market and through this the company can achieve much more in the coming years. Accommodation and other recreational facilities have to be improved.
Computerization must be done immediately and effectively. Recruitment of new and efficient employees is essential. CONCLUSIONS The Kerala Electrical and Allied Engineering Company Ltd. is one of the biggest public limited companies in the state of Kerala, and is serving the nation providing very important and essential equipment to various industrial concerns and various electricity boards in India. KEL has got ISO 9000:2000 certifications for its excellent functioning and the future plans of the company is to commission a power transformer plant.
KEL should be in touch with the market and its customers through research initiatives which help monitor the changes taking place in the market. Through this, the firm shall achieve much more in the coming years. Also, they have to cut down the losses by getting the financial assistance from the government. The company also needs to include information technology as part of their marketing strategy as well as for the organization of data. Finally, I would like to conclude by stating that the organizational study at KEL, Mamala was immensely educative and allowed me to get a broader perspective of a manufacturing firm and how it functions in real-time.
This study also helped me to understand the working of various functional departments as well as the functions performed by each department. The future will no doubt witness a more competitive environment coupled with a more dynamic and vibrant sector and the company has to rise up to the occasion to be successful in the future years to come. REFERENCES/BIBLIOGRAPHY 1. “Kel – Kerala Electrical & Allied Engineering Co.Ltd.” Kel Kerala Electrical Allied Engineering CoLtd, kel.co.in/. 2.
Kel – Kerala Electrical & Allied Engineering Co.Ltd. (2017). 2016. Annual Report. 3.
Kel – Kerala Electrical & Allied Engineering Co.Ltd. (2016). 2015. Annual Report.
4. Kel – Kerala Electrical & Allied Engineering Co.Ltd. (2015). 2014.
Annual Report. 5. Kel: Balance sheet 2016-2017. (2017).
Retrieved form KEL Annual Report.
