Echjay Industries Pvt Ltd

8/17/2019 Echjay Industries Pvt Ltd

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INDUSTRIAL VISIT REPORT

ON

ECHJAY INDUSTRIES

PVT LTD.

PREPARED BY

VIHAR M VIRADIA

CLASS : S.Y.B.B.A.

ACADAMIC YEAR : 2013-14

ENROLLMENT NO. : 12100101724

COLLEGE : GRACE COLLEGE OF COMMERCE

SUBMITTED TO

SAURASHTRA UNIVERSITY

RAJKOT

GUIDED BY

M. DHARA VYAS


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PRACTICAL STUDY REPORT

OF

ECHJAY INDUSTRIES PVT. LTD.

Under Gone Training Period


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DECLARATION

I, the undersigned, VIHAR M VIRADIA a student of

S.Y.B.B.A. hereby declare that the proect !or" presented in this

report is #y o!n !or" and has been carried out under the

super$ision of Miss. DHARA VYAS of %race &ollege of

&o##erce, Ra"ot.

'his !or" has not been pre$iously sub#itted to any other

uni$ersity for any e(a#ination.

Date) *+-+-+/

0000000000 1lace) RA234' 5VIHAR M VIRADIA6


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PREFACE

In the B.B.A. faculty only the theoretical "no!ledge of

business is not enough for achie$ing all o$er "no!ledge of

business #anage#ent, practical training is also i#portant as

al#ost all aspects of hu#an life "eeping this in #ind, Saurashtra

uni$ersity has include the subect of practical studies or

industrial training in B.B.A. of +- days in S.Y.B.B.A.

'he industrial acti$ity plays a crucial role in o$er all

econo#ic gro!th of the de$eloping countries li"e India, in India

%uarat is one of the industrial de$eloped states.

I had attended on industrial training at 7&H2AY

I8D9S'RI7S 1V' :'D, Ra"ot. It is !ell "no!n forging unit

using ad$anced technology and e;uip#ent. 'he report sub#itted

here, !hich pro$ide all infor#ation that I ha$e obtained #y

practical training at 7&H2AY I8D9S'RI7S 1V' :'D.


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ACKNOWLEDGEENT

I, too" #yself fortunate enough to study in this faculty and

that too at reputed %race &ollege Ra"ot. It so happens as our

uni$ersity has recogni


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GENERAL INDE!

Sr. no. Par"i#$%ar&

'( Genera% in)or*a"ion

+( Prod$#"ion P%anning and Con"ro% de,ar"*en"

-( Per&onne% de,ar"*en"

( ar/e"ing de,ar"*en"

0( Finan#e de,ar"*en"

1( SWOT Ana%2&i&

3( F$"$re ,%an&

4( S$gge&"ion5( Con#%$&ion&

'6( 7i8%iogra,92


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GENERAL

INFORMATION


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CONTENTS

'( In"rod$#"ion

+( Hi&"or2 : De;e%o,*en"

-( Co*,an2 Pro)i%e

( Organi


9/74

INTRODUCTION

'oday, #ar"et is %lobal. 7$ery Industry and 4rgani a6 Agriculture, b6 Manufacturing and c6 Ser$ice.

.

7chay Industries 1$t. :td. is large>scale industry, !hich ha$e $ery

good na#e in the forging industry. Recently, 7chay has been getting

certificate of IS4'S>+?@/@. In India only co#pany and in the !orld ?-

co#pany ha$e this certificate. So, this is the big achie$e#ent at the

co#pany.

7chay Steel is also one of the Industries producing steel forging

'o a large e$en this co#pany I#ports #achinery fro# the foreign

countries end e(ports its finished products to #any 7uropean countries.

&o#panys custo#er in India are BH7:, Reliance, %8=&, I1&:,

48%&, %AI:, Mahindra C Mahindra, 'elco, %S=&, I4&:, Rail!ay

Board, VSS& and in the foreign &libo Industries 59SA6, A: Husain53u!ait6, etc.

'oday, 7chay forged rings ha$e beco#e $ital co#ponents of

A%8I :48% RA8%7 as !ell as technical #issiles, #ain BA'':7

'A83S, ar#ored Vehicles and other ar#a#ents.

'his unit !as established in + Dece#ber +@+, at Ra"ot. Its head

office is at Mu#bai. 'he founder of this unit is Mr. Harilal 2aichand

Doshi.

In the initial stage this unit !as started on s#all basis #eans, there

!ere only +-- e#ployees and no! days it has about +/-- !or"ers. 'hey

ha$e de$eloped about +-- types of products. It has - #aor custo#ers

li"e Rail!ays, Defense, 48%& refinery, petroche#icals etc.

Since last *- years, 7chay steel industry has beco#e large

#anufacturers of steel forging and achie$ed a !ide #ar"et.


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HISTORY OF THE ORGANI=ATION

Ha$ing !ell established in art industries, the founder>chair#an,

late Shri Harilal 2echand Doshi, foresa! great potential in the field of steel forging also. 'he na#e of the co#pany denotes is founder na#e

#eans 7&H denotes EHF #eans Haribhai, 2AY denotes E2F #eans

2echand. So, the co#panyGs na#e selected fro# %er#an language. 'hus,

7&H 5H6 2AY526 industries p$t. :td. signifying his na#e ca#e into being

as #odest forge shop in the year +@+.

Since then 7chay has syste#atically gro!n into large scale

#anufacturers of steel forging using ad$anced technology and e;uip#ent.

'he co#pany products that strictly confor#s to international

specifications and standards of ;uality.

A decade ago 7chay steels di$ision, forged into space>age !hen its

profiled rings played an i#portant role in the fabrication and successful

launch of IndiaGs S:V roc"ets. 'oday 7chayGs forged rings ha$e beco#es

the $ital co#ponents of the Agni, Rohini, long range and technical

#issiles, #ain battle tan"s, ar#ored $ehicles and other defense

co#ponent. In the ci$il sector, 7chayGs !heels constitute a substantial

part of the Indian rail!ays.

7chay has been e(porting flanges and other forging o$er to

de$eloped countries li"e 9SA, &A8ADA, 93, =RA8&7, %7RMA8Y,

2A1A8, A9S'RA:IA, as !ell as S49'HA=RI&A.

Reliably supplying to such a broad spectru# of users !ith both

standard and custo# built forgings, 7chay has built up a reputation for

e(cellence in ;uality and ser$ices all o$er India and in se$eral countries

around the !orld.

ith an in$est#ent of Rs. +-- crores in its plant and #achinery

and a turno$er of Rs. ?- crores 7chay has in built capacity to produce

/-- tones of forging per annu#. 'he on going #oderni


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COPANY PROFILE

Na*e > 7chay Industries 1$t. :td.Addre&& > 7chay Steel Di$ision,

:alpari :a"e road,

Ra"ot>*?---*.

Regi&"ered O))i#e > *, Baa Bha$an,

th floor, 8ari#an 1oint,

Mu#bai>/---+ I8DIA.

Year o) E&"a8%i&9*en"> +@+

For* o) Organi Mr. Harilal 2aychand Doshi.D. > Mr. Vinodbhai Doshi

Dire#"or& > Mr. De$enbhai Doshi

Mr. 1arasbhai Doshi

G.. ?)inan#e( > Mr. Bharatbhai Doshi

Te%e,9one No > -+>*/>?

Fa@ > -+>*/

E*ai% > echay!ilnetonline.net

We8&i"e > !!!.echayindustries.co#


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%M 5'echnical6

ORGANI=ATION STRUCTURE OF THE COPANY

&hair#an

7(ecuti$e

Director

Director

1ersonnel C Ad#in.

Manager

%M 5=inance6

Man. 7(cise

1ersonnel

4fficer

4ffice Staff

Asst. Man.

HRD C 1R

Man. Accounts

4ffice Staff

Manager

J.&.Manager

&D=S

Manager

Maintenance

Manager

Mar"t.

Manager

11&

Manager

A&DR

Assist.Manager

Assist.Manager

Assist.Manager

Assist.Manager

Assist.Manager

Assist.Manager

4ffice

Staff

4ffice

Staff

4ffice

Staff

4ffice

Staff

4ffice

Staff

4ffice

Staff


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LOCATION OF THE UNIT

:ocation play #ost i#portant part in establish#ent of co#pany

located one place then it is $ery difficult to change it or i#possible so pro#oters #ust thin" it base decision and success or failure of co#pany

#ainly depend on it. 'he decision regarding the location of the plant is

$ery i#portant for any organi


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PRODUCTION

PLANNING

&CONTROL DEPARTMENT


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CONTENTS

'( In"rod$#"ion+( Organi


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INTRODUCTION

1roduction is the basic acti$ity of any organi


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ORGANI=ATION CHART

Managing Director

L%eneral Manger

B

1roduction B

B B B B B Manager Manager Manger Manager Manager

5Die Shop6 5=orge Shop6 5J&D6 5Machine Shop6 5Main.6 B B B B BAssistant Assistant Assistant Super$isor Super$isor

Manager Manager Manager

B B B B B4perator 4perator 4perator 4perator 4perator

B B Bor"ers or"ers or"ers


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PRODUCTION PLANNING : CONTROL

1roducts are #anufactured by the transfor#ation of ra! #aterial

into finished goods. 'his is ho! production is achie$ed. 1lanning loo"s

ahead, anticipates possible, difficulties and decide in ad$ance as to ho!

the production, best be carried out. 'he control phase #a"es sure that the

progra##ed production is constantly #aintained.

11& co#prise the planning, routing, dispatching in the

#anufacturing process so that the #o$e#ent of #aterial, perfor#ance of

#achines and operation of labor ho!e$er are subdi$ided and are directed

and coordinated as to ;uantity, ;uality, ti#e and place. 1lanning and

control are t!o basic and interrelated #anagerial functions. 'hey are so

interrelated that they can be and often are considered as being onefunction. 1lanning is the preparation acti$ity !hile control is the post>

operation function.

7chay has a 11& Depart#ent. 11& Depart#ent C Mar"eting

ointly !or"s. =irst, #ar"eting depart#ent ta"e the basic infor#ation

about the order fro# custo#er. 'hen #ar"eting depart#ent is gi$en this

basic infor#ation to the 11& Depart#ent.

All the depart#ents of the co#pany are interconnected !ith theco#puter net!or". Daily infor#ation is updated in co#puter about

production, ra! #aterial, finished goods, etc.

11& depart#ent studies the feasibility after securiti


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PRODUCTION PROCESS

In the production depart#ent #anufacturing is the core acti$ity and

co#pany al!ays try to #aintain a lo! #anufacturing cost can ta"e place!ith the help of increase the producti$ity C Reduction in $ariation C

!aste. 7chay has a good #achinery and e;uip#ent for a #anufacturing.

&o#pany has a &8& #achine for doing best ;uality !or" !ith #ini#u#

#anufacturing cost.

7chay steel produce different steel products so it is not possible to

describe #anufacturing process for each product but the basic production

process is al#ost si#ple and it is describe in the ne(t point of

#anufacturing process chart. In 7chay there is one co#puter roo# !here

products are designed as per re;uire#ent or #anufacturing.

=ollo!ing are the different depart#ent

+. Ra! #aterial depart#ent

. :aboratory

*. &utting depart#ent

/. =urnaces depart#ent

K. =orged shop?. Ring rolling depart#ent etc.


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PRODUCTION PROCESS CHART

Pro#e&& C9ar" Re)eren#e Do#$*en"

Inco#ing ra! #aterial .. Receipt Voucher

Metallurgical C &he#ical inspection of steel ...J.1J.1 + Analysis

&utting Shearing . B.4.M.

Heating .. J.1.-+

=orging ..1rocess Dra!ing

Hot inspection ...1rocess Dra!ing Inspection

Report

Heat treating ..J.1.-+ Heat treat#ent chart

Mechanical C Metallic test ... A.1.-+

Machining . 1roduct Dra!ing4

8D' special test 1roduct Dra!ing4

Di#ensions chec"s C =inal inspection .1roduct Dra!ing4

Rust pre$enti$e &oating 1ac"ing 1ac"ing slip 4

Shipping Shipping Docu#ents C or"s


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PRODUCTS OF THE COPANY

+. &ro!n heel, 1inion Blan"s and Rolled Rings

. =ully finished 'rans#ission gears and Machined &o#ponents

*. =orged and Machined =langes

/. Sea#less Rolled Rings and =orged Discs

K. Rail!ay 'yres

?. 4ther =orging


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LIST AND PURPOSE OF THE ACHINERIES

+. HAMM7R) A range of pneu#atic drop closed die forging ha##ers

up to K ton capacity to produce.

• Auto#oti$e and general engineering industry forging up to+K- "gs

• +N to +N flanges

• Re;uire#ents as per custo#ers specifications

• A Range of up setters fro# N to ?N

Presses & Ring Rolling

. 1R7SS A8D RI8% R4::I8%)

•+--- 'on 1ress) A hydraulic open forging press of 2apanese#a"e e;uipped !ith #obile forging #anipulators up to K

'on capacity to #anufacture blan"s for the ring rolling and

open forged discs up to K-- ## dia.

• K-- 'on 1ress) A fully auto#atic *>station hydraulic press

e;uipped !ith robotic ar# to #anufacture profile shaped

close die blan"s for the ring rolling #achine and to

#anufacture closed die forgings up to *K- "gs.

• Ring Rolling Machine) A nu#erically controlled a(ial and

radial ring rolling #achine of ?*- 'on capacity for#anufacture of rectangular and profiled rings of up to *

#eter dia#eter and flanges fro# +N to -N si


23/74

perpendicular to the face of the botto# die. Incre#ental for#ing

results fro# this interaction bet!een tooling and forging.

/. H4' R4::I8%) 'he hot rolling line consists of an induction heater,

a --- 'on Blan"ing Hydraulic 1ress of Schuler #a"e, and a fully

auto#atic ring rolling #achine. 'his latest and QState>of>the>ArtG

transfer line consists of ultra>#odern robots for bringing the heated

parts into the press, forging !ithin the press, and then for placing the

blan"s on a con$eyor for on!ard rolling. 'he entire di#ensional

controls are fully &8& controlled to get an a#aof>the>ArtG &old =orging 1ress!ith latest 'echnology to #a"e Shafts and 1inions. =ully Auto#atic

Hydraulic 1ress of ES&H9:7RF Ma"e e;uipped !ith / Stations. A

$ery efficient transfer de$ice bet!een the / Stations along !ith a

co#pletely auto#atic feeder is inbuilt to achie$e $ery high

producti$ity of ? to parts per #inute.

?. &8& A8D %7AR SH41) 7chays present production le$el of

#achined co#ponents and trans#ission gears and shafts is ----

nu#bers per #onth. 7chay has a full>fledged &8& and gear shopconsisting of)

• se$eral &8& turning #achines

• $ertical #achining centres

• hobbing #achines

• shaping #achines

• broaching #achines

• spline #illing #achines

•

gear tooth rounding, roofing and cha#fering #achines• sha$ing #achines

• internal grinding #achines

• cylindrical grinding #achines

• honing #achines

• carburitreat#ent of gears

. MA&HI87 SH41)

• 7chay also has a separate #achine shop consisting of )


24/74

• a range of hori


25/74

INVENTORY CONTROL

'he !ord in$entory is co##only used in to describe the goods and

#aterials that a business holds for the ulti#ate purpose of resale.

'here

are three basic reasons for "eeping an in$entory)

+. 'i#e > 'he ti#e lags present in the supply chain, fro# supplier to

user at e$ery stage, re;uires that you #aintain certain a#ounts of

in$entory to use in this lead ti#e. Ho!e$er, in practice, in$entory

is to be #aintained for consu#ption during $ariations in lead

ti#e. :ead ti#e itself can be addressed by ordering that #any

days in ad$ance.. 9ncertainty > In$entories are #aintained as buffers to #eet

uncertainties in de#and, supply and #o$e#ents of goods.

*. 7cono#ies of scale > Ideal condition of None unit at a ti#e at a

place !here a user needs it, !hen he needs itN principle tends to

incur lots of costs in ter#s of logistics. So bul" buying, #o$e#ent

and storing brings in econo#ies of scale, thus in$entory.

'he in$entory control is done for three things) +6 ra! #aterial, 6!or" in progress and *6 finished goods.

11& depart#ent #aintains the to * in$entory le$el. &o#pany

has a $ery lo! in$entory le$el. =inali


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UALITY PHILOSOPHY

India has a large #anpo!er and ra! #aterial a$ailable li"e 9SA,

9.3., A9S'RA:IA, &A8ADA, %7RMA8Y, etc. 'his gi$en an

ad$antage of producing resources at #uch cheaper price co#paring to

other countries. 'hats !hy India has a chance to get #anufacturing order.

But India is loo"ed do!n for its ;uality assurance. Hence auto#obile

spare parts i#porting co#pany prefer to purchase their co#ponents fro#

the reputed supplier or fro# the IS4'S>+?@/@ certified co#pany !hich

gi$es assurance about the standard ;uality products. =ollo!ing are the

co#pany ;uality policy and obecti$es.

UALITY POLICY>

e are co##uted to #anufacture and supply products, !hich #eet

the agreed ;uality re;uire#ents of our custo#ers. e shall !or" for

continuous i#pro$e#ent of our processed and operations.

UALITY O7JECTIVES>

• 7nhance custo#er satisfaction.

• Maintain recognilogical

i#pro$e#ents.

• 4pti#i+?@/@ certificate. It is the big achie$e#entof the co#pany. So, co#pany is $ery conscious about the ;uality on that

Basis &o#pany has good na#e in the !orld.


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$a%i"2 #on"ro% and "e&"ing )a#i%i"ie&>

C9e*i#a%>

• et Analysis

• Spectrography

P92&i#a%>

• 9ni$ersal testing>tensile, elongating, yield point, reduction in areaetc.

• &harpylRoc"!ell, Brinell.

• Magnaflu(

• Dye 1enetrant

• 9ltrasonic

• Radiography

•Macro, #icro, structures

Di*en&iona%>

• =ull>fledged standards and %auge roo# !ith #aster gauges and all

types of precision instru#ents.


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PLANT AINTAINANCES

7$ery fir# or an organi


29/74

ATERIAL HANDELING

'he #aterial handling process #eans #o$e#ent of #aterial fro#

one place to another place for the purpose of processing. 'hey are #o$ed

either #anually or #echanically !ith the different type of #aterial

handling e;uip#ent.

In 7chay e$ery depart#ent is ha$ing a net!or" of steel trac"s for

#o$ing the trolley !ith the goods depart#ent to another.

'he obs done by #aterial handling e;uip#ent include lifting,

#o$ing, dropping, positioning, holding, reali


30/74

SCRAP ANAGEENT

Manufacturers do not intend or plan to #a"e scrap, but dependingon the industry and the product, scrap is produced. But depending on the

type of scrap, it #ay be re>cycled bac" into the production process or sold

as a re$enue generating product or si#ply non>recyclable and the

enterprise has to pay for an outside contractor to dispose of the product.

Scrap is a !aste that either has no econo#ic $alue or only the $alue of its

basic #aterial content reco$erable through recycling.

7chay Industries 1$t :td ha$e "ept a separate tea# !hich does the!or" of scrap #anage#ent. 'he scrap #anage#ent tea# consists of

people fro# furnace people and plant #aintenance people. Basically all

the factory scrap is sold out to scrap dealers in a !hole lot !ith a fi(ed

price according to its !eight. 9sually the scrap dealers are fro# Saapar>

Ver$ar region and Ra"ot district.

POLLUTION CONTROL

1ollution control #eans any atte#pt to reduce the conta#ination of

en$iron#ent !hich #ight be created due to production process of the

fir#. It is e$ery fir#Gs or organi


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PERSONNEL

DEPARTENT


32/74

CONTENTS

'( In"rod$#"ion

+( Organi


33/74

INTRODUCTION

Inputs of production organi


34/74

ORGANI=ATION STRUCTURE

7chay has separate personnel depart#ent ha$ing its o!n

organi


35/74

TIE KEEPING SYSTE

7ach unit has its o!n ti#e"eeping syste#. 7$ery co#pany #ust

ha$e ti#e"eeping syste# to #easure the regularity of its e#ployees. Inti#e "eeping syste# the arri$al and departure of e#ployees is recorded.

7chay has follo!ing #ethod)

SHIFT DUTY ?HOURS(+st -)-- A.M. '4 -/)-- 1.M.

nd -/)-- A.M. '4 +)-- 1.M.

*rd +)-- A.M. '4 -)-- 1.M.

%eneral -@)-- A.M. '4 -K)*- 1.M.

ednesday ee"ly off.

In e$ery shift, they pro$ide half an hour for lunch.

'i#e"eeping #eans ho! to !or" in the unit !ith a li#ited ti#e. In

7chay, there is a card syste# #eans !hen e#ployees enter in the

co#pany, he has to "eep card !ith hi# and ti#e"eeping office collects

the cad fro# !or"er e$eryday. 4n the basis of cards it #a"es note of

presence and absence of e#ployees. 'hey also #a"e note of e#ployees

!ho lea$e the organi


36/74

RECRUITENT SELECTION AND ORIENTATION

Recruit#ent #eans search of prospecti$e e#ployees to suit the ob

re;uire#ents. After the prospecti$e applicants, right type of persons to#atch the ob is selected. 'he success of an organi


37/74

TRAINING AND DEVELOPENT

In the !ords of Dale S. Beach, N'raining is the organi4n the ob training #ethod.

>4ff the ob training #ethod.

In this co#pany the selected candidates are trained. 'he ti#e

period is generally one year in this unit. 'he candidates are not sent

outside for training. All the necessary training is gi$en !ithin the

pre#ises of the co#pany. In the initial stage the candidate has to obser$e

the !or"ing of the unit of his respecti$e field under his head. After

training is o$er, he has been placed at the ob.

All the !or"ers are trained !ith cooperation of each otherGs !or".'hey are trained according to their !or" schedules and other !or"ersG

ti#ings and !or" process so that chaos and inefficiency doesnGt arise.


38/74

PROOTION : TRANSFER POLICY

'he ter# pro#otion has been defined by 1igers and Miyers, NA

pro#otion is the ad$ance#ent of an e#ployee to get better in ter#s of responsibilities, #ore prestige or status, greater s"ill and especially

increased rate of pay of salary.N

A pro#otion is a $ertical #o$e in ran" and responsibilities. An

up!ard ad$ance#ent of an e#ployee in an organi


39/74

WAGE AND SALARY ADINISTATION

ages and salary are gi$en to the e#ployee as re!ard for their

contribution to the production process. ages and salary ad#inistration

refers to the establish#ent and i#ple#entation of sound policies and

practices of e#ployee co#pensation. Various !age acts and labors acts

are used in order to deter#ine the !age of the e#ployees.

In 7chay, salary is di$ided into t!o categories)

> &onsolidated salary> %rade salary

1ersons !ho ha$e not co#pleted years of their ob are gi$en

consolidate salary and these personals do not get other benefits li"e 1=,

HRA, 9DRA, 'A, :'& etc. A person !ho had co#pleted years of ob is

bound to get grade salary and he also gets all benefits li"e 1=, HRA, 'A,

:'&, A'78DA8&7 B489S, =DRA A8D VDRA etc. 1ersons ha$ing

*--- salaries are eligible for 7SI sche#e.

1ay#ent #ade to labors is generally said as !ages. In 7chay,

labors or !or"ers are paid !ages on the th of e$ery #onth.

Salary #eans #oney paid periodically to persons !hose output can

not be easily #easured such as clerical staff as !ell as super$isory and

#anage#ent staff. In 7chay, these e#ployees are paid salary on the *rd

of e$ery #onth. 1ay#ent of !ages and salary is #anaged by personnel

depart#ent.


40/74

WELFARE OF PERSONNELS

7#ployees are i#portant assets of a unit. So for better !or"

perfor#ance they should be #oti$ated. =or this they should be gi$en notonly financial incenti$es but also non financial incenti$es and facilities.

7chay #uch concentrates on abo$e facts and gi$es #any benefits to their

e#ployees. 'he co#pany underta"es the follo!ing !elfare #easure to

#oti$ate the !or"ers.

LEAVE > 7arned lea$e is gi$en as per the factories act. Ho!e$er,in the case of super$isory staff C other !or"#en classified as staff, e.g.,

!atch#an, peons etc. gets *- days 7:. 'here is a casual lea$e of day to

e$ery one including officers. 'here are paid festi$al holidays, !hich aredecided in consultation !ith the !or"#an each year.

HOUSE RENT ALLOWANCE> 'his is paid to all !or">#en!ho ha$e co#pleted t!o years of the ser$ices of are in grade pay

e(cluding those !ho ha$e been pro$ided !ith co#panys ;uartersP as

under)

+. %ross pay up to Rs.+---> 1.M. Rs.?->1.M.

. %ross pay up to Rs.+--+> 1.M.to Rs.+K-->1.M. Rs.K>1.M.

*. %ross pay up to Rs.+K-+> 1.M. to Rs.--->1.M. Rs.+-->1.M./. %ross pay abo$e Rs.--+> 1.M. per #onth Rs.+K> 1.M.

ANNUAL 7ONUS> 7$ery year since the factory !ent production the annual bonus HA been paid at the #a(i#u# i.e. -.

UNIFORS> All !or"#en including office staff are pro$ided!ith t!o pairs of unifor# per year. In the case of !or"#en of shop floor

it is a strong cotton unifor# and in the case of super$isory and office staff

it is terry cotton of god ;uality.

INDUSTRIAL SHOES> All !or"#en are pro$ided !ith the best a$ailable industrial shoes in the country.

WINTER WEAR > All the !or"#en are pro$ided !ith !oolen ersey once in three years. All dri$ers !ho are to be out n duty on odd

hours are pro$ided !ith !oolen suits.


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SAFETY EUIPENTS> Interest free loans are gi$en to!or"#en in e#ergency and for purpose such as ac;uiring a $ehicle,

construction of house etc. the a#ount is reco$ered in easy install#ents.

An a#ount of about +K lac"s is al!ays outstanding.

WELFARE FUND> 'he !or"#en ha$e established a !elfarefund to contribute e$ery #onth. 'he co#pany also contributes Rs.+--->

1.M.

EDUCATION AID> 'e(t boo"s and note boo"s are pro$idedfree to the children of e#ployees e$ery year. 'he co#pany is instituting a

scholarship sche#e for deser$ing students for higher studies for# the

current session.

CANTEEN> '!o cups of teacoffee are pro$ided free of cost toall e#ployees in each shifts. :unch and sna"es are being pro$ided at

subsidies rates. During the su##er butter#il" is distributed free to e$ery

!or"#an on duty.

FESTIVAL SWEETS> 4n Dashers festi$al e$ery e#ployee in presented a gift of + "g. S!eets.

HOLIDAY TOUR> 4nce in t!o years, A * dayGs holidayGs tour is arranges for all !or"#en. &o#pany bears K if the total cost of transport and sha"es.

CULTURAL PROGRAE AND SPORTS> =ounderGsday is celebrated e$ery year !ith cultural acti$ities and sports.

&o#petition is being held and suitable pri &o>operati$e society gi$es

strong support to the e#ployees. 'he societyGs staff is paid by theco#pany. 4n occasions is also pro$ided capital the society for supply of

consu#er goods. 'he co#pany also gi$es support to the custo#erGs stores

run by the society.


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WORKING ON ESI : PF SCHEE

ESI> 7#ployee state insurance is one of the #ost popular sche#es

for the e#ployees. 'he 7SI sche#e has been designed to the e#ployeeunder the !or"#an co#pensation act of +@/. 1ersons ha$ing Rs.?K-->

#onthly salary are eligible for 7SI sche#e. 'his sche#e included

sic"ness, death benefits, accidents on duty etc.

=or this sche#e, in 7chay, +.K is deducted for# the e#ployeeGs

salary !hile e#ployers contribution is /.K. 'his sche#e is #ostly

beneficial to the e#ployees at the ti#e of accident and sic"ness.

PF> 1ro$ident fund sche#e is a "ing of sa$ing. Any co#pany

ha$ing #ore than K- e#ployees can oin this sche#e. 'his is a statutory

sche#e #eant for !elfare of the e#ployees. In India it !as started in

+@? and applied in all the industry. It is necessary for e$ery co#pany to

pro$ide 1= sche#e to it per#anent e#ployees.

In order to get the benefits of those sche#e e#ployee should ha$e

co#pleted continuous at least @- days ser$ices. Here, in 7chay, under

this sche#e an e#ployee has to contribute *.? is for pro$ident fund

!hile .** is for pension sche#e. An e#ployee gets + interest on the

contribution of his pro$ident fund.


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TRADE UNION

A labour is the #ost i#portant factor of production.

'he organi


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PERSONNEL RECORDS

1ersonnel records #ean preser$ation of infor#ation if files and

docu#ents. 'hey are generally prepared and co#pleted for# reports and

they are #eant for long>ter# use. 1ersonnel record is used by

#anage#ent at the ti#e of pro#otion, transfer etc. of the e#ployees. It

contains all the infor#ation about e#ployees li"e !age, education, and

perfor#ances, address etc.

In 7chay, there are also certain files and registers li"e attendance

register, lea$e register, bonus register, 7SI correspondence file,

recruit#ent file and personnel file of each indi$idual.


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PARTICIPATION OF WORKERS IN ANAGEENT

1articipation of !or"ers in #anage#ent is necessary for better results and

to acco#plished predeter#ined ai#s and goals of the fir#. 7chayIndustries 1$t :td "no!ing this fact practice indirect participation of

!or"ers in #anage#ent through their tea# head, fore#an and site

#anager. As !or"ers are large in nu#ber and it is difficult to handle all

their indi$idual $ie!s, the fir#s practice indirect participation process in

#anage#ent decision and plans. 'ill no! the fir# is successful in it and

ha$e led to a better !or"place.


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ARKETING DEPARTENT


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CONTENTS

'. In"rod$#"ion+. C9anne% o) di&"ri8$"ion

-. Ad;er"i&ing

. Prod$#" *i@ de#i&ion

0. Pa#/ing : %a8e%ing

1. Pri#e *i@ de#i&ion

3. ar/e" &eg*en"a"ion


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INTRODUCTION

1resent #ar"et is custo#er oriented #ar"et C is no longer supplier #onopoly #ar"et. &usto#er is the "ing of the #ar"et. ithout #ar"eting

co#pany cannot reach to the #ar"et "ing so, #ar"eting is the critical part

in todays era.

NMar"eting is the social and the #anagerial process by !hich

indi$iduals and groups obtain !hat they need and !ant through creating,

offering, and e(changing products of $alues !ith others.N

'he #anage#ent process through !hich goods andser$ices #o$e fro# concept to the custo#er.

It includes the coordination of four ele#ents called the / 1s

of #ar"eting)

5+6 Identification, selection and de$elop#ent of a product,

56 Deter#ination of its price,

5*6 Selection of a distribution channel to reach the custo#ers place, and

5/6 De$elop#ent and i#ple#entation of a pro#otional strategy.

7chay has a separate #ar"eting depart#ent in Mu#bai. 1unch line

of the co#pany is N=orgings the !orld trustN. Most of the acti$ity of

#ar"eting depart#ent is done in Mu#bai office.

CHANNEL OF DISTRI7UTION

Distribution channel consists of sets of interdependent organi


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ADVERTISING

Ad$ertising is any for# of non>personnel presentation of ideas,goods or ser$ices for the purpose of including people to buy.F

Ad$ertising has beco#e the core of #ar"eting. ith the help of

ad$ertising to create the brand i#age into the #ar"et.

7chay #ostly ad$ertising through)

+. 8e!spapers>Business Section

. 'rade 2ournals*. Business Maga


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PRODUCT I! DECISION

'he product is #ost i#portant single co#ponent of the #ar"eting

progra#. 'he product policy and strategy is the corner stone of a#ar"eting #i(. If the product fails to satisfy the custo#er de#and, no

additional cost on any of the other ingredients of the #ar"et #i( !ill

i#pro$e the product perfor#ance in the #ar"et place.

NA product is anything that can be offered to a #ar"et to satisfy a

!ant or need. 1roducts that are #ar"et include physical goods, ser$ice,

e(perience, e$ents, personal place, properties, organi

1lanning is deciding in the present !hat to do in the future.

'hus product planning #eans deciding about the product !hat it

should be in future in the ter#s of product ite#s, product line,

#odification of present ite#s, addition or deletion of product, etc.

In 7chay product planning is done upon nature of product

and consu#er de#and or latent de#and in the #ar"et. In the end of e$ery years last !ee" arrange one #eeting about product planning

of co#pany.

7RANDING DECISION>

7chay produce #any ite#s rail!ay tyres, flanges, auto

parts, etc. and its brand na#e is 7chay and co#pany logo to

identify its product.


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PACKING AND LA7ELLING>

PACKING>

1ac"ing has beco#e #ost i#portant #ar"eting tool !ell

designed pac"ages create con$ergence and pro#otion $alue. 'he

potentialities of pac"ages especially in the field of de#and creation

ha$e been !idely accepted no!. It is often re#ar"ed as a silent

sales#an.

7chay produces #any ite#s and for the purpose the pac"ing

#anly use !ooden bo( and for the e(port pac"ing anti corrosi$e oil plastic bag is use.

LA7ELLING>

:abel is also a #ar"eting of a product. A label pro$ides all

the i#portant infor#ation to the consu#er about the product and

producer. 'he i#portant infor#ation pro$ided by a label is the

na#e of the product, na#e of the producer, ;uality of product

contents inside the pac"age, !eight, date of production, batch and

lot nu#ber etc. it printed or pasted on the product or pac"age.


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PRICE I! DECISION

1ricing the product is one of the i#portant ele#ents in #ar"eting

#i(. 'he e(change $alue of product is called price. 1ricing decision#eans decision of the deter#ining price of a product. hen a co#pany

decides a price they ha$e to ta"e nu#ber of factors into consideration li"e

cost of products, cost of distribution, cost of storage, transportation,

ad$ertise#ent, etc. and also de#and and supply position in #ar"et.

In 7chay price #i( decision is ta"en $ery carefully by top

#anage#ent. &o#pany has been pro$iding best ;uality !ith reasonable

price to its consu#er.

PRICING POLICY>

1ricing the product is one of the i#portant ele#ents in #ar"eting

#i(. 'he e(change $alue of product is called price. 1ricing decision

#eans decision of the deter#ining price of a product. hen

co#panies decide a price they ha$e to ta"e nu#ber of factor in

consideration li"e cost pf production, cost of distribution,

transportation, ad$ertising etc. and also de#and and supply position in

#ar"et.

In 7chay price #i( decision is ta"en $ery carefully by top

#anage#ent. &o#pany has been pro$iding best ;uality !ith

reasonable price to its consu#er.

PHYSICAL DISTRI7UTION>

'he function includes $arious acti$ities #ainly transportation and

storage. 1hysical distribution is the "ey lin" bet!een #anufacture and

de#and creation or consu#er.

'ransportation beco#es an essential #ar"eting acti$ity in today

era. It gi$es place utility to the product #a"ing it a$ailable at the place

!here it is de#and or country but also in de$eloped country li"e 9.3.,

Australia and A#erica through efficient, safe and cheapest

transportation. =or the purpose of local or Indian #ar"et co#pany

uses land transport and for 7(port &o#pany consu#ed. It influenced

or effect entire structure of distribution.

7chay has been selling its product not only in uses !ater transport.


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ARKET SEGENTATION

Mar"et seg#entation is a #ar"eting strategy that in$ol$es di$iding

a broad target #ar"et into subsets of consu#ers !ho ha$e co##on needs5andor co##on desires6 as !ell as co##on applications for the rele$ant

goods and ser$ices. Depending on the specific characteristics of the

product, these subsets #ay be di$ided by criteria such as age and gender,

or other distinctions, such as location or inco#e. Mar"eting ca#paigns

can then be designed and i#ple#ented to target these specific custo#er

seg#ents, addressing needs or desires that are belie$ed to be co##on in

this seg#ent, using #edia that is used by the #ar"et seg#ent.

In 7chay co#pany has not clearly seg#ented it ite#s but co#pany

decides seg#ent on the basis of "ind of products go$ern#ent #ar"et,

e(port #ar"et or foreign #ar"et, old custo#er, ne! custo#er, etc. and

co#pany #a"es strategy on the basis of it.

http://en.wikipedia.org/wiki/Marketing_strategyhttp://en.wikipedia.org/wiki/Target_markethttp://en.wikipedia.org/wiki/Consumerhttp://en.wikipedia.org/wiki/Marketing_strategyhttp://en.wikipedia.org/wiki/Target_markethttp://en.wikipedia.org/wiki/Consumer


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FINANCE DEPARTENT


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CONTENTS

'( In"rod$#"ion

+( Finan#ia% ,%anning

-( Ca,i"a%i


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INTRODUCTION

Money or finance is the life blood of business. ithout finance

nothing can be happened or !e can say all #anagerial acti$ity re$ol$e

around finance because !e re;uire finance to purchase e(pensi$e

#achinery, pay salary to e#ployees, purchase ra! #aterial, etc. So !e

can say that finance is the oil that lubricates the huge #achinery of the

industrial sector.

=inance is the study of ho! in$estors allocate their assets o$er ti#e

under conditions of certainty and uncertainty. A "ey point in finance,

!hich affects decisions, is the ti#e $alue of #oney, !hich states that a

unit of currency today is !orth #ore than the sa#e unit of currencyto#orro!. =inance ai#s to price assets based on their ris" le$el, and

e(pected rate of return. =inance can be bro"en into three different sub

categories) public finance, corporate finance and personal finance.

According to Hoagland Nfinance #anage#ent is concern #ainly

!ith such a #atter as, ho!, a business corporation rises its finance and

ho! it #a"es use of it.N

So, on the abo$e !e can say that #ain ai# of finance #anage#entis to rise or to utili


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FINANCIAL PLANNING

=inancial 1lanning is the process of esti#ating the capital re;uired and

deter#ining its co#petition. It is the process of fra#ing financial policiesin relation to procure#ent, in$est#ent and ad#inistration of funds of an

enterprise.

=inancial 1lanning is process of fra#ing obecti$es, policies,

procedures, progra#s and budgets regarding the financial acti$ities of a

concern. 'his ensures effecti$e and ade;uate financial and in$est#ent

policies. 'he i#portance can be outlined as>

+. Ade;uate funds ha$e to be ensured.

. =inancial 1lanning helps in ensuring a reasonable balance bet!eenoutflo! and inflo! of funds so that stability is #aintained.

*. =inancial 1lanning ensures that the suppliers of funds are easily

in$esting in co#panies !hich e(ercise financial planning.

/. =inancial 1lanning helps in #a"ing gro!th and e(pansion

progra##es !hich helps in long>run sur$i$al of the co#pany.

K. =inancial 1lanning reduces uncertainties !ith regards to changing

#ar"et trends !hich can be faced easily through enough funds.

?. =inancial 1lanning helps in reducing the uncertainties !hich can be

a hindrance to gro!th of the co#pany. 'his helps in ensuringstability and profitability in concern.

In 7chay steel finance #anager #a"es financial planning according to

target of sale and re;uire#ent are di$ided in t!o !ays)

+. :ong ter# financial planning.

. Short ter# financial planning.

Short ter# planning is usually done for short ter# finance re;uire#ent,

#ini#u# cash and fund re;uire#ents and for !or"ing capital. hile

long ter# planning is done for e(pansion, gro!th and di$ersification.

In financial planning the fir# needs to ta"e care of interest rates,

#aturity ti#e period, cash and fund flo! a$ailability. It also needs to ta"e

care of cost and e(pense incurred in procuring finance, repay#ent of loan

and benefits and gains a$ail fro# it.


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CAPITALISATION

According to M.&. Shu"la Ncapitali


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SOURCES OF FINANCE

=inancial Sources are classified as follo!s)

:ong ter# sources>e;uity shares, debentures, long ter# loans, etc.

Short ter# sources>ad$ance fro# co##ercial ban"s, trade credit, etc.

7chay Steel has #ainly procured finance by issue of e;uity shares and

reser$e trade credit loans are used for short ter# financial sources.

&o#pany is trying to decrease its borro!ing to retain earning of profit

in business.

DEPRECIATION OF ASSETS

In accountancy, depreciation refers to t!o aspects of the sa#e concept)

+. 'he decrease in $alue of assets 5fair $alue depreciation6, and

. 'he allocation of the cost of assets to periods in !hich the assets

are used 5depreciation !ith the #atching principle6.

'he for#er affects the balance sheet of a business or entity, and the latter

affects the net inco#e that they report. %enerally the cost is allocated, asdepreciation e(pense, a#ong the periods in !hich the asset is e(pected to

be used. 'his e(pense is recogni


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CAPITAL STRUCTURE

R.H.essel defines capital structure as N'he capital structure

fre;uently used to indicate the long tern sources of fund e#ployed in the

business enterprise.

7chay steel has a $ery si#ple capital structure. &o#pany #ainly

depends upon e;uity share only. &o#pany has e;uity shares and reser$e

of Rs. @.K- crore in capital structure so co#pany is free fro# liability

fro# interest and easy to #anage it.

ANAGEENT OF FI!ED ASSESTS

In 7chay steel, fi(ed assets are #anaged $ery effecti$ely and

efficiently by finance depart#ent. &o#pany #aintains one registered for

fi(ed assets and in that co#pany reap records or date purchase of assets,

repair, etc. &o#pany has fi(ed assets in year --, +- lac"s less /

co#pare to pre$ious year

&A1I'A:

S'R9&'9R7

7J9I'Y

SHAR7S

7J'9. SHAR7S T

1R7=7R78&7S

SHAR7S

7J'Y. SHAR7S T

D7B78'9R7S

7J'Y. SHAR7 T

D7B78'9R7 T

1R7=. SHAR7


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ADINISTRATIVE E!PENSES

Ad#inistration is one of the #ost crucial and i#portantfunctions of any organi#a"ing

process !hile #anage#ent is an operational function.

So as it is ad#inistration function is i#portant, in the sa#e !ay

ad#inistrati$e cost and e(penses are too i#portant and needs to beeffecti$ely handled for better#ent of the fir# or enterprise. 'he e(penses

that an organi


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PROFITS AND TA!ES

hene$er !e hear the !ord> EBusinessF or E=ir#F the first thing

!hich co#es to our #ind is !hat profits and ta(es. 1rofit is the return to

an o!ner of capital stoc" 5#eans of production or land6 in any producti$e

pursuit in$ol$ing labor, or a return on bonds and #oney in$ested in

capital #ar"ets.

A ta( is a financial charge or other le$y i#posed upon a ta(payer

5an indi$idual or legal entity6 by a state or the functional e;ui$alent of a

state such that failure to pay is punishable by la!. 'a(es are also i#posed by #any ad#inistrati$e di$isions. 'a(es consist of direct or indirect

ta(es and #ay be paid in #oney or as its labor e;ui$alent.

7$ery fir# or organi*-. It #ay $ary e$ery #onth according to changes in de#and and

supply of the product and fir#Gs turno$er.

e also "no! that e$ery fir# or organi


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SWOT ANALYSIS


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SWOT ANALYSIS

S4' analysis 5alternati$ely S4' Matri(6 > is a structured

planning #ethod used to e$aluatethe Strengths, ea"nesses, 4pportunities, and 'hreats in$ol$ed in

a proect or in a business $enture. A S4' analysis can be carried out for

a product, place or person. It in$ol$es specifying the obecti$e of the

business $enture or proect and identifying the internal and e(ternal

factors that are fa$orable and unfa$orable to achie$ing that obecti$e.

Setting the obecti$e should be done after the S4' analysis

has been perfor#ed. 'his !ould allo! achie$able goals or obecti$es to

be set for the organi


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Hari 4# Steel Industries effecti$ely uses the concept of S4'>

analysis. 'he fir# belie$es that the !ea"nesses, threats and negti$e side

of the fir# should be dealt first. e should not only be happy on our

strengths and good side of the fir#. If !e !ant to be prosperous and

#o$e to sustainable de$elop#ent, S4'>analysis is the #ust.

Hence the fir# has draft a chart featuring the strengths and

opportunities as its good side and !ea"ness and threats as its bad side.

3no!ing and co#pring the intensity of both side the fir# ta"es rational

decision !ith respect !ith S4'>analysis.

S4'>analysis of Hari 4# Steel Industries co#prises)

+6 Strengths> a. %ood reputation in Saurashtra>3utch region. b. %ood!ill of its pro#oter> Mr. Manharbhai Virdia

c. 1artners possessing different abilities and s"ills

d. no co#petitors in nearby region or place

6 O pportunities> a. =ir# has planned for e(pansion and di$ersification

b. =ir# has applied for #ore loans and cash>credit for

#ore !or"ing capital and cash flo!

c. ell establish position !ith !ell defined #ar"et

niche.


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*6 Wea"ness> a. Shortage of consultants at operating le$el rather than

partner le$el

b. =ir# doesnGt ha$e !ell defined heirarchy le$el !ith

!ell establish unity of co##and c. :ess a$ailability of #ore fore#an !ith di$ersed s"ills

d. Ha$e to depend on agents in Bha$nagar Mar"et region

e. Increase labor turno$er

/6 Threats> a. =ro# larger co#panies #anufacturing ISI>'M' bars

b. :arger consultancies operating at #inor le$el

c. =uture trade union proble# #ah arise

d. 4ther s#all consultancies loo"ing to in$ade the

#ar"etplace

• Internal factors U 'he strengths and !ea"nesses internal to the

organi


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FUTURE PLANS


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FUTURE PLAN

7$ery fir# or organi


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CONCLUSION


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CONCLUSION

I hereby conclude that #y $isit in EMs 7&H2AY I8D9S'IR7S1V' :'DF really pro$ed beneficial to #e. I really got a great e(posure in

production and #ar"eting perspecti$es. I could able to learn the real

business scenario and !or"ing in the #ar"et. It is $ery i#portant to learn

business in real life and to gain practical e(perience, !hich #ay pro$e

$ery helpful in our theoretical studies.

I a# too #uch interest in entrepreneurship. 'o be real

entrepreneur and to gain entrepreneur s"ills, I really got a great

opportunity to gain and learn the s"ills and e(perience fro# 7&H2AY

I8D9S'IR7S 1V' :'D

I !as not able to apply the "no!ledge of business in real life

situation. But no! after #y practical studies in 7&H2AY I8D9S'IR7S

1V' :'D, I could no! relate #y "no!ledge !ith real life applicability in

business perspecti$e.

If I get chance and #ore e(posure in business !orld, I !ould li"eto $isit #ore and #ore fir#s, industries, co#panies and organi


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SUGGESTION.


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SUGGESTION

Actually I a# ust a student and to !rite so#ething as a part of

suggestion for such fir# or organi


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7I7LIOGRAPHY


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7I7LOGRAPHY

8AM7 A9'H4R

+. B9SI87SS 4R%A8IA'I48 C M%'. M.&.SH93:A. 1RI8&I1A: C 1RA&'I&7 4= M%'. B.S. SHAH

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