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Report on

Market Study Opportunity for Sorbents for

Maintenance Applications and Emergency Spill-Response

Requirements

Prepared by

Monalisha Thakur

Registration No:

09PG087

Under the Guidance of Dr. Madhumita G.M

In partial fulfillment of the Course-Industry Internship Program

(IIP)in Term IV of the Post Graduate Program in Management

(Batch: Aug. 2009 2011)

Bangalore

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Post Graduate Program

Post Graduate Program in Management: Aug.2009 2011

Term IV: Industry Internship Program (IIP)

Declaration

This is to declare that the Report entitled Market Study

Opportunity for Sorbents for Maintenance Applications and

Emergency Spill-Response Requirements. has been made for the

partial fulfillment of the Course: Industry Internship Program (IIP) in

Term IV (Batch: Aug. 2009-2011) by me at Brady India Private

Limited under the guidance of Dr. Madhumita G. M.

I confirm that this Report truly represents my work undertaken as a

part of my Industry Internship Programme (IIP). This work is not a

replication of work done previously by any other person. I also

confirm that the contents of the report and the views contained

therein have been discussed and deliberated with the Faculty Guide.

Signature of the Student :

Name of the Student (in Capital Letters): MONALISHA THAKUR

Registration No : 09PG087

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Post Graduate Program in Management

Certificate

This is to certify that Ms. Monalisha Thakur,09PG087,has completed

the Report entitled Market Study Opportunity for Sorbents forMaintenance Applications and Emergency Spill-Response

Requirements under my guidance for the partial fulfillment of the

Course: Industry Internship Program(IIP) in Term IV of the Post

Graduate Program in Management (Batch: Aug. 2009 2011).

Signature of Faculty Guide:

Name of the Faculty Guide: Dr. Madhumita G. M

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Acknowledgement

The making of any project calls for contribution & co-operation from many others besides

the individual alone. It is the result of meticulous efforts put in by one with contribution by

many that leads to the formation of the final report.

At the outset, I sincerely thank the management at Alliance Business School for granting me

the opportunity to be a part of this B-School. I extend my gratitude to the Chief Placements

Officer, Mrs.Usha Rani, for helping me in getting an internship in such a prestigious

organization. I am immensely grateful to Dr. Madhumita ,Professor, Marketing, Alliance

Business School, for providing me with valuable inputs for this report through his in-depth

knowledge for the industry interaction. This report would not have been successful without

his guidance, which made the project very interesting. His approach in taking me through the

project familiarized me to various aspects of the industry as a whole. This report has given

me comprehensive insight into the Apparel Retail Industry and the Brands.

I take this opportunity to thankMr. Vikas Toshniwal ( Industry Guide, Brady India)for

giving me the opportunity to work on this project. I am deeply indebted to him, for his

extraordinary support and continuous motivation during the project work.

And finally, I thank my parents and friends who have been a source of constant

encouragement during the internship period. I accept the sole responsibility for any possible

errors and would be extremely grateful to the readers of this project report if they bring such

mistakes to my notice.

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CHAPTRERIZATION

1) EXECUTIVE SUMMARY.........................................................................................7-8

2) INDUSTRY OVERVIEW............9-

11

3) COMPANY OVERVIEW

3.1) Introduction................................................................................................13-

17

3.2) Strategic Aspects........................................................................................18

3.3) Core Competency of Brady.......................................................................27

4) PROJECT PROFILE..................................................................................................28

5) RESEARCH METHODOLOGY...........................................30

5.1) Basic Overview..31-

32

5.1) Questionnaire Structure & RoadMap.33

5.2) Project

Objective...34

6) OBJECTIVES..............................................................................................................35

6.1) Sample

Size.36

6.2) Criteria of Selection................................................37-39

6.3) Sector Wise Companies40-

41

6.4) Name of Companies Visited.42-

43

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7) OBSERVATION & ANALYSIS............................................................................44-79

8) CONCLUSION & RECCOMENDATION..80-82

9) LEARNING & OUTCOME...............................................................................83-87

10) ANNEXURE&

BIBLIOGRAPHY...................................................................................................88-106

DATA BASE OF FIGURES& TABLES

Label Page

Chart 2.1.a STF Incidents on the basis of Severity 10

Chart 2.1.b STF Incidents on the basis of no. of Occurrence 15

Chart 2.1.c STF Incidents on the basis of Frequency of Occurrence 16

Chart 3.1MRO Products 27

Chart 3.2 OEM Products 28

Chart 5 Research Methodology 36Chart 5.1 Road Map 38

Chart 5.2.1 STF Incidents in India 40

Chart 5.2.2 Cause Of Incidents 41

Chart 6.2 Criteria Of Selection 44

Table&Chart

6.3.1

Sector Wise Companies Considered 45

Table &Chart 6.3.2

No. Of Companies 46

Chart 6.4 Name Of Companies Visited 47-48Table &Chart 7.1

Companies as Shift per day 50-51

Table &Chart 7.2

Capacity of the Plant 52-53

Table &Chart 7.3

No. Of Temporary Manpower 53

Table&Chart 7.4

Consult Before Purchase 54-56

Table & In-house Information Accessed 57-60

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Chart 7.5

Table &Chart 7.6

Vendors 61-62

Table &Chart 7.7

Companies Demonstrations 63-64

Table &Chart 7.8

Reasons For such Incidents 65-73

Table &Chart 7.9

Importance to STF 74-84

CHAPTER 1

Executive Summary

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1.)EXECUTIVE SUMMARY-

1.1.) Project Description :

As per a global study, 20% of workplace injuries are caused by Slips/Trips/Falls (STF).

These result in average of 11 days away from work and $40,000 cost per incident, which

directly leads to loss of productivity and big impact on bottom-line.

Since a lot of attention needs to be paid to identifying & minimizing slip hazards, sorbents

can be a very effective tool to control the same.

1.2.) Project Focus :

Identifying various maintenance activities where there is a possibility of liquid spills,

drips & leaks (oil, chemicals, solvents, lubricants, etc.)

Current industry practices for controlling & cleaning up such spills

Frequency of such spills, time taken and average quantity of spill control product

required to clean up on every occasion

Present procurement process (source of supplies of such products)

Challenges faced by maintenance & safety department, pertaining to spill control

Challenges relating to eliminating / reducing SLIP hazard

Opportunity size (annual spend on spill control products)

Current competitors of Brady

1.3.) Project Methodology

Desk Research

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Visit to Manufacturers in various industries (engineering, pharma & biotech, foods &

beverages, cement, etc.).

CHAPTER 2

Industry Overview

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2.) INDUSTRY OVERVIEW

20% of workplace injuries are caused by slips, trips, and falls. These result in an average of11 days away from work, and $40,000 cost per incident.

OSHA recognizes the significance of slips, trips, and falls accidents, stating that "slips, trips,

and falls constitute the majority of general industry accidents."

20% of workplace injuries are caused by slips, trips and falls, resulting in an average of 11

days away from work & $40,000 cost per incident!

2.1.)Types Of STF Incidents

On The Basis Of SeveretyFIGURE-2.1.a

2/3 of lost time falls are "same level"Lower Level: down stairs, from ladders, floors, or

docks

On the Basis of Number Of Incidents Occurring

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FIGURE-2.1.b

On The Basis Of Frequency Of Occurrence

FIGURE-2.1.c

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CHAPTER 3

Company Overview

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3.)COMPANY OVERVIEW

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3.1.) Introduction

Brady History

Brady was founded in 1914 in Eau Claire, Wisconsin, as W.H. Brady Co., and renamedBrady Corporation in 1998. The company began selling products internationally in 1947.

In 1984, Brady went public, with stock trading on the Nasdaq Stock Market, and in 1999,

moved trading of its stock to the New York Stock Exchange, where it trades under the

symbol-BRC.

Brady Markets

Brady's core capabilities in manufacturing, precision engineering and materials expertise

make it a leading supplier to the Maintenance, Repair and Operations (MRO) market and to

the-(OEM)-market.

Major product lines provided to the OEM market include high-performance identification

products for printed circuit boards, and precision die-cut components for mobile

telecommunications devices and hard disk drives.

Brady India

Brady Operations focus primarily on performance, quality, reliability and safety. Brady's

drive for innovation stems from our emphasis on value for customers worldwide. We have

built a diverse product portfolio to meet the needs of different customer segments. At Brady,

we anticipate the global trends that impact each of our key customers and effectively adjust

plans to deliver quality products on time in order to meet market expectations.

Brady is committed to developing manufacturing infrastructure and establishing a global

sourcing network. We believe and follow the sustainable development theory. Our operations

are developed in an effort to cause the least impact on the environment. Our Plant has met

high environmental standards and obtained ISO 14001 Certification in April 07.

Brady India is a Global company that provides world class, custom solutions to keep your

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facility safe and compliant. We manufacture safety and facility identification (SFI), High

Performance Identification (HPI), and Power & Communication Identification (PCI)

products.

Brady's strong belief in performance is what sets us apart from our competitors. Bradys

creativity knows no bounds, and passion for providing innovative solutions is what makes us

so successful. We embrace a policy of open communication and trust, and strive to

consistently encourage and empower our team.

At Brady, the customer is our number one priority. The passion of our team, paired with a

unique skill set and expertise in the industry, allows us to meet the growing demand for our

products, and continue to serve our loyal customers.

Brady India was incorporated in March of 2006 and has two offices in Bangalore, as well as

a Manufacturing Plant in Electronic City and a Centre of Excellence in Whitefield. There are

approx 200 employees in both of the facilities

Industry base and scope of application:

Automotives-

In today's automotive industry, there are two main factors driving the requirement for

permanent traceability of vehicle components:

Improving manufacturing process efficiency

Safety

Driven by the vehicle manufacturers' need to protect their brands from damaging safety

concerns, every part of the automotive manufacturing supply chain now has to find ways to

make their products fully traceable to the end of the vehicle's life.

Data Communications

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In the world of data and voice telecommunications, minimizing network downtime is crucial

to maintaining network operators' profits, reducing customer churn, increasing

competitiveness and reducing exposure to the financial penalties of Service Level

Agreements.

Much management attention is traditionally devoted to the major network investments - the

data centres, servers and network operating software - that cripple a network when they

malfunction.

Brady offers a wide range of labels to fit voice, data, and video applications. Brady's labels,

portable and bench top printers, label design software, and cable management software

provide the total labelling and documentation solution.

Electrical

Whether you're a panel builder or contract manufacturer, you know that your market is

diverse, demanding and ever evolving. Brady's flexible range of leading-edge solutions for

the identification of your wire & cables, terminal blocks and electrical components could be

an important step in securing your competitive advantages.

From complete system solutions that provide the lowest installed cost to new product

innovations that meet changing application needs, Brady has a solution to save you time and

money.

Electronics

Identification solutions engineered to resist the harsh environments associated with

identifying PC boards, components, and EPROMS.

Brady offers labels to identify all components found within an electrical panel. Brady's

industrial labelling systems are perfect for identifying wire, terminal blocks, rating plates,

push buttons, and other components. Brady's high performance labels and industrial printers

are designed to withstand the harshest of environments.

Manufacturing

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Brady's high performance portfolio of labels has been improving manufacturing processes

for over 90 years. Our specialized label materials have solved challenges in the areas of

Product Identification, Product Tracking, and Packaging Identification. When it comes to

industrial labels, Brady is always up to the challenge.

Oil a

Oil and Gas

Premise, product and people safety and identification solutions for inland and offshore oil

and gas facilities which are an integral element of the operational parameters of any rig.

Pharmaceuticals and Research

Brady's line of laboratory identification products are designed to serve the world's

biotechnology, agricultural, environmental and forensic researchers. Whether you work in

pathology, histology, chromatography or other areas of science, Brady labeling solutions can

help maintain Good Laboratory Practice (GLP).

Telecommunication

Brady's line of identification products and die-cut solutions are suited for the complete

telecom value chain right from handsets, manufacturing units, to telecom networks and

infrastructure.

Textiles

Brady supports textile market with a wide range of custom preprinted labels and safety and

facility identification solutions.

White Goods

Brady precision die-cut components enhance the functionality of consumer durable goods.

Brady also offers labels to identify all components found within a consumer durable unit.

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Brady's industrial labeling systems are perfect for identifying electronics, wires, terminal

blocks, rating plates, push buttons, and other components. Brady's high performance labels

and industrial printers are designed to withstand the harshest of environments

3.2.) Strategic Aspects

Bradys Mission:

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TO IDENTIFY AND PROTECT PREMISES, PRODUCTS AND PEOPLE

Bradys Vision:

TO BE THE MARKET LEADER IN ALL OUR BUSINESSES IN ORDER TO ACHIEVE

SUSTAINABLE LONG-TERM SHAREHOLDER VALUE

Multi-channel Strategy:Distribution

Consistent buyers

Larger order values

Direct Marketing

Business-to-business

Smaller average order value

Often one-time needs

Direct Sales - Key regional accounts

Global Account Management

Consistent, seamless service

Dedicated strategic account managers for large, global customers

Global Presence:More than 90 global sites spread across Americas (US, Canada, Mexico, and Brazil),

Europe and Asia/ Pacific.

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More than 6,800 employees

Competitive Strengths:

Leadership position in Niche Markets

Differentiated Solutions & Commitment to Innovation

Focus on proprietary products

Customer application expertise

Operations excellence

Rigorous focus on monthly performance

Profit improvement initiatives

Geographic, Customer & Channel Diversity

More than 500,000 customers

Broad penetration of Fortune 1000

Diverse end markets

Expertise in multiple business models

Strong global footprint

Disciplined Acquisition and Integration Strategy

50 companies acquired and integrated since F96

New geographies New technologies

Market expansion

Increased market share

Wide Breadth of Products Offered

More than 100,000products

One-stop shopping convenience

Small quantity custom products

Growth Strategy:

New Product Development

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Increased strategic alignment with Marketing Product pipeline

New Talent in key R&D Leadership positions

Lean transformation of R&D processes and increased rigor in application

of Quality tools

New Brady Innovation Centre in Beijing China to support local MRO and

OEM product growth opportunities

R&D support for new global and regional Centres of Excellence in

Materials and Systems

Refining acquisition strategy

Comprehensive research to identify most attractive adjacencies:

Understand market signals

Global trends

Best fit for core capabilities

New highly systematic and disciplined process

Invest in capabilities and talent to compliment regional approach with

global view

Continuous Improvement

Lean - Elimination of waste throughout the value chain

Organisation effectiveness

Strategic focus

E- Business

Expand customer base by providing more options to buy

Search Engine Optimization

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Multi-channel Marketing

Telemarketing

E-mail campaigns

Traditional catalogues

An Award-Winning Company

Brady continues to receive honors that reflect its many facets of excellence. From corporate

citizenship to manufacturing excellence, Brady and its employees are recognized for their

success.

Among its many awards is being named one of the "100 Best Corporate Citizens" by

Business Ethics magazine, joining companies such as IBM, Walt Disney, Motorola, Coca-

Cola, Wal-Mart and others on the prestigious list

2.3 Functional Aspects:

There are two major divisions namely,

Repair and Operations (MRO) market and

Original-Equipment-Manufacturing(OEM)market.

MRO

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OEM Characteristics

Higher growth prospects (2 xGDP), but cyclical and highlycompetitive

Heavily concentrated indeveloping countries

Market growth drivers

Convergence of Multi-use

personal communicationdevices Hard disk drives for PCs

Printed circuit boards for consumerelectronics (labels)

MRO Characteristics

Consumable in nature Small order size Broad end user markets Fragmented markets Growth roughly nominal GDP Market growth drivers

Legal and regulatory

compliance Safety, security and

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Major product lines provided to the MRO market include facility identification, safety and

complementary products, wire identification products, and people identification.

FIGURE-3.1

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OEMFIGURE-3.2

Product, Facility & Safety IdentificationBrady identifies and protects premises, products and people with high performance labels,

printers, software, safety & facility identification and lockout/tagout products.

Global Precision Die Cut Solutions

Brady is a leading converter and solution provider of high performance materials for the

mobile handset, consumer electronics, medical, hard disk drive and automotive

People Identification

-Badge holders, lanyards, badge reels and accessories

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-Secure Photo Identification and Access Control

.

3.3.) CORE COMPETENCY OF BRADY AS PER STF PREVENTION

KITS-: U.S.P OF BRADY

10 Steps to Preventing Slips, Trips, and Falls in the Workplace-

1. Assess Your Slips, Trips, and Falls Needs

2. Mark Aisles and Passageways

3. Provide Traction on Slippery Surfaces

4. Improve Safety on Stairs

5. Mark Emergency Evacuation Routes

6. Post Safety Signage and Labeling

7. Warn of Temporary Hazards

8. Inspect Scaffolds and Ladders

9. Control and Clean Oil and Spills

10. Train Your Employees

Step 1: Assess Your Needs and Develop a Program

Applicable Regulations:

Brady Professional Engineers will:

Perform a complete audit of your facilities

Document and summarize both required and recommended steps to minimize S/T/F

concerns in the workplace Provide a basic written program that encompasses facility inspection and employee

training elements.

Step 2: Mark Aisles and Passageways

Solutions:

Brady Aisle Marking Tapes

Warning and Caution Tapes

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Safety Color Code for Marking Physical Hazards

Yellow & Black for Physical Hazards

Red & White for Fire Protection

Black & White for Traffic and Housekeeping Markings

Magenta & Yellow for Radiation Hazards

Step 3: Provide Traction on Slippery SurfacesSolution:

Anti-Skid Floor Tapes

Step 4: Improve Stair Safety

Solutions:

Anti-Skid Cleats

Step 5: Mark Emergency Evacuation RoutesSolutions:

Photo luminescent Signs

Emergency Egress Pathway

# Brady Glow 10+ hours material exceeds these standards:

ASTM E2072-00/E2073-02/E2030-02

ASTM/E162/E648/E662, SMP800C

IMO Resolution A. 752(18)

ISO/CD 15370

PSPA Standard 002 Part 2 1993 Class A Rev. 2: 09/99

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DIN 67 510. Parts 1-4

NFPA 101 Life Safety Code 2000 7.10.7.2

OSHA 1910:37

Lloyd's Register Cert. 01/6007

Step 6: Post Safety Signage and Labeling

Solutions:

Pre-Printed Signs

Brady has over 20,000 Stock Signs Available

You can design safety signs online

Step 7: Warn of Temporary Hazards

Mark Temporary Maintenance and Janitorial Hazards

Solutions:

Barricade Tape

Warning Posts and Chain

Floor Stands

Step 8: Inspect Scaffolds and Ladders

Solutions:

Scaffolding Tags

Inspection Tags

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Step 9: Control and Clean Oil and Spills

Solutions:

Oil Sorbents

ENV

Oil Plus

Economy Spill Kit

Re Form

MRO Plus

UXT "Xtra Tough"

Battle Mat

Re Form

Step 10: Train Your Employees

Slips, Trips, and Falls Interactive CD-ROM Training

Most employees don't give much thought to the prospect of slipping, tripping, or even falling

on the job. Yet these types of accidents account for more workplace injuries annually than

any other accident category. Many of these injuries can be disabling... or even fatal.

The interactive training shows employees the situations that can lead

to slips, trips, and falls, and what they can do to avoid or prevent

these accidents.

This training covers the following topics:

Why Slips, Trips, and Falls occur

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Common causes of accidents

Potential health effects of resulting injuries

Techniques used to avoid injury

The importance of safety shoes

How to "fall" safely

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CHAPTER 4

Project Profile

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4.) PROJECT PROFILE

To Identify Various Maintenance Activities in the unit , Where there is a possibility of

Spills , Drips and Leaks.

To get an Insight About The Current Industry Practices for Cleaning and Controlling

such Spills.

Challenges Faced by Maintenance & Safety Dept. to Control Spill.

To Identify the GAP and Analyze Various strategies to fill the same.

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CHAPTER 5

Research Methodology

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5.1)Basic Research Methodology

FIGURE-5.0

Here, the whole research was divided into 4 parts-

Basic Review of Management Issues

Basic Field as well as Desk Research

Data Collection (Primary/Secondary Data)

Data Analysis

Inference and Conclusion

The research process includes the following vital activities:

Identifying Management Dilemma: Triggers need for decision and symptom of

actual problem Define Management Question: Concerns with generating & evaluating solutions,

choice of objectives e.g. What should be done, which one etc.

Define research Objective: Translate MQ into RQ. Choose hypothesis that statesobjective of study.

Resource allocation & budget: Justify costs, funds required for project planning,data collection, analysis report etc.

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Research Proposal: Incorporates decision made during project planning stage. Awritten proposal ensures that both parties concur on purpose, methods ofinvestigation etc.

Research Design: Blue print for fulfilling objectives and answering Questions.Selection can be complicated due to variety of methods, techniques, procedures etc.Decide on Data collection techniques, instruments, Sampling plan and Pilot testingplan.

Data Collection: Primary data Vs Secondary Data. Can be collected through surveys,observation, labs, journals, data banks etc

Data are edited to ensure consistency & locate omissions. Reduces recording errors.

Data coding reduces responses to more manageable system for storage & processing

Data Analysis & Interpretation: Managers need information not data. Developssummaries, looks for patterns by application of statistical tools, relationship amongvariables are explored.

Reporting Results: Necessary to report and transmit the Findings &Recommendations to managers for the intended purpose of decision making. Reportshould be developed from the clients perspective.

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5.2).Questionnaire Structure And Road-Map

Here, on the basis of the 10 weeks projects where, 2 weeks was kept as buffer, the whole

project was done in the following way.

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On that basis, the whole project was divided into 6 stages-

1.First Stage-

Thorough study of companies own product range and that of the competitiors.(5

days)

On that basis Questionnaire Preperation of 25 questions.(5days)

STRUCTURED QUESTIONNAIRE-(35 Q)

i.GENERIC-5 Questions.

ii. SPECIFIC- 25 Questions.

@10 Question- SAFTEY.

@15 Question- MAINTENANCE.

iii. GREEN INITIATIVES- 5 Question

2.Second Stage-

Pilot Survey of 2 days done,visited 4 companies.

3.Third Stage-

On the basis of our observation and finding from the pilot- survey, final editing of the

questionnaire is done.(2 Days)

4.Fourth stage-

With the same questionnaire, final visit to 50 companies for diff. Sectors,Food and

Bevg.,Pharmacy,Automotives,Bio-Tech, Chemicals & Engg. And over all FMCG was done.

(30 Days)

5.Fifth Stage-

On the basis of the data collected from 50 Companies, ananlysis is done.(4 days)

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5.3 .) PROJECT OBJECTIVE

To study Opportunities of sorbents in Safety & Maintenance applications & Emergency

Response Requirements.

FIGURE-5.2.1 Here,27% of all incidents in India occur due

to STF .With Standard Deviation of 24%, the range of incidents ranges from 2% to 50%.

And out of that 27% of Incidents due to STF, it can be sector wise bifurcated as follows-:

FIGURE-5.2.2

Here, Pharma comes as one of the most promising sector for spill products as, the

spillages here range from 7.587 to 50.83 %of accidents due to spillage is there.

Automotives comes as the next promising sector with % spillage incidents ranging

from from 0 to 45.60% of all accidents.

Out of the 6 sample size of FMCG that we have , the probability ranging from 0 to

68%. This can also be taken as one of the potential areas of study.

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Brady provides a broad range of products and services designed to prevent workplace

slips, trips, and falls (S/T/F). These help to reduce the number of S/T/F-related

injuries, and support compliance with OSHA, NFPA, and other pertinent regulations

and standards

This implies that almost all manufacturing units suffer from STF incidents. The

reasons can be

1.Leaks

2. Spills

3. Both

4. Handling Spills

5. Machine Leakages.

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CHAPTER 6

Quantitative Analysis

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6.) ANALYSIS

6.1.)Sample Size

The total sample size as well as respondent size of the project was 50 companies.

6.2.)Criteria Of Selection

With 6 criterias of selection, and range allotted accordingly, the sectors with score greater

than equal to 20 was considered as the sector for analysis.

FIGURE-6.2

CRITERIA OF SELECTION

MARKET

SEGMENT

Magnitud

e of

investme

nt per

site

Complexity

of

Production

Process

Concentra

tion of

work

force/prod

uction

area.

Amt. of

liquid

controll

ed.

Complexit

y of

Facility

Lay-out

Complex

ity of

buying

process

TOTAL

SCORE

Pharma &

Biotech

Mfg. 4 3 5 1 5 2 20Chemicals

Mfg. 3 5 5 1 5 3 22

Automobile

s 4 4 5 3 4 4 24

Heavy

Engg. 5 5 5 3 4 4 26

Light Engg. 2 3 4 3 5 4 21

FMCG 3 4 4 2 5 4 22

SCORE RATING

1

Very

Low Very Low

Very Low

(1-30Ltrs)

Very

Low

Very

Low Very high

2 Low Low

Low

($30.60Ltr) Low Low High

3

Mode

rate Moderate

Moderate

(60-90Ltr.)

Moderat

e

Moderat

e Moderate

4 High High High (


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FMCG

Automot

ive

Pharma

Sect

or

2520151050Frequen

cy

ltrs)

5

Extre

me Extreme Extreme Massive Very easy

6.3.) On that basis, a sample size of 50 companies was taken divided into three major

sectors-

Pharmacy, Bio-Tech and Chemicals.

Automotives and Engineering.

FMCG and Food And Beverages

6.3.1.) Sector-Wise Companies Considered

TABLE-6.3.1

Sector

24 48.0 48.0 48.0

20 40.0 40.0 88.06 12.0 12.0 100.0

50 100.0 100.0

pharma

automotiveFMCG

Total

Valid

Frequency Percent Valid Percent

Cumulative

Percent

FIGURE-6.3.1

Out of the companies analyzed, 24 companies are from Pharmacy,

Biotech and Chemical Industries.

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Also,20 companies are from Automotives and Engineering.

And 6 companies are from FMCG sector.

6.3.2.) Classifying Companies Into Numbers

TABLE 6.3.2

Name of the

Sectors

No. of companies

FMCG 6

Pharmacy, Biotech

and Chemical

24

Automotives and

Engineering

20

FIGURE 6.3.2

6.4.) Name Of The Companies Visited

AUTOMOTIVES &

ENGG. PHARMA&BIO-TECH FMCG CHEMICAL

Continental Biocon,Unit-1,2 Coca-cola ,blore Exide Batteries

SKF Strides Arcolab Coca-cola-goa Berger Paints

APC Lupin HUL Akzo Nobel

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Titan Industries Micro-Labs,unit-1,2 MTR Hiekal

Volvo Tulip Pharma HUL,Hosu

r Nerolac Paints

GE Industrial Wyeth Reckitt &

Benkisser

Ashok Leyland Watson

Avtech Ratio Pharma

Webb India Indico

Bosch Syngene

Sundaram Clayton Cadila,unit-1,2

Harita Seating Systems Blue Cross Lab

Toyota Kirloskar Motor Sanofi Aventis

Gabriel Orchid Biomedicals

Hindustan Power Plus

Ltd. Colorcon Asia Pvt. Ltd

Festo Nestor Pharma

Sabb Engineering

Bill Forge India

Guhring

Shetron

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CHAPTER 7

Observations & Analysis46 | P a g e


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7.1) Comparing Companies On The Basis Of Shifts Per Day

Table- 7.1

three shifts a daytwo shifts a dayone shift a day

Shifts per day

40

30

20

10

0

Frequen

cy

Shifts per day

As shifts per day, 9 companies had 1 shifts per day.

9 companies had 2 shifts per day. 32 companies had 3 shifts per day.

This means that with the probability of increase in shifts the probability of

increase in the no. of incidents will be in direct proportion. Hence, on the basis of that, STP of the whole manufacturing industry is

possible.

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7.1.1.) Sector -Wise Shifts Per Day

TABLE- 7.1

Crosstab

4 6 14 24

16.7% 25.0% 58.3% 100.0%

2 1 17 20

10.0% 5.0% 85.0% 100.0%

1 0 5 6

16.7% .0% 83.3% 100.0%

7 7 36 50

14.0% 14.0% 72.0% 100.0%

Count

% within Sector

Count

% within Sector

Count

% within Sector

Count

% within Sector

pharma

automotive

FMCG

Sector

Total

one shift

a day

two shifts

a day

three shifts

a day

Shifts per day

Total

FIGURE-7.1

7.2.) Capacity Of The Plant Overall

TABLE -7.2

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Capacity of plant

9 18.0 18.0 18.0

8 16.0 16.0 34.017 34.0 34.0 68.0

16 32.0 32.0 100.0

50 100.0 100.0

60 - 70%

70 - 80%80 - 90%

> 90%

Total

Valid

Frequency Percent Valid Percent

Cumulative

Percent

FIGURE- 7.2

> 90%80 - 90%70 - 80%60 - 70%

Capacity of plant

20

15

10

5

0

Frequency

Capacity of plant

1.9 companies out of 50 companies had capacity of 60-70%.

2.8 out of 50 companies had capacity of 70-80%. 17 out of 50companies had capacity of 80-90%. 4.16 out of 50 companies had capacity of >90%.

7.3.) Number Of Temporary Manpower-

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FIGURE- 7.3

0.700.600.500.400.300.200.100.00

Temp. MP

20

15

10

5

0

Frequency

Mean =0.2961

Std. Dev. =0.18121

N =50

Histogram

On an avg. 29-30 % of of the total sample companies had Temporary Manpower.

With a standard deviation of 18%, the range of temporary manpower in the sample

companies ranges from 11% to 38%.

The companies with high Temporary people, face the problem of adaptability with

them in safety issues.

4.27 % of all the safety and maintenance incidents and accidents in the company is

suffered by these people.

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7.4.) Consult Before Purchase Over-All

FIGURE -7.4

yesno

Consult Before Purchase

40

30

20

10

0

Frequency

Consult Before Purchase

7.4.1. Sector -Wise Consult Before Purchase-

TABLE 7.4.1

Crosstab

5 19 24

20.8% 79.2% 100.0%10 10 20

50.0% 50.0% 100.0%

0 6 6

.0% 100.0% 100.0%

15 35 50

30.0% 70.0% 100.0%

Count

% within SectorCount

% within Sector

Count

% within Sector

Count

% within Sector

pharma

automotive

FMCG

Sector

Total

no yes

Consult Before

Purchase

Total

FIGURE- 7.4.1

7.4.1.1) On-Line Information Taken As Consult Before Purchase-

If consult before purchase, out of the total sample size of 50 companies, number of

companies considering online information as the source of information.

FIGURE -7.4.1.1

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yesno

On-Line information

30

20

10

0

Frequenc

y

On-Line information

Here, out of 50 companies ,19 companies referred on-line information and the rest 31

companies did not referred on-line information before purchasing any safety and

maintenance related product.

7.4.1.2) Sector Wise On-Line information

TABLE 7.4.1.2

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Crosstab

14 10 24

58.3% 41.7% 100.0%

12 8 20

60.0% 40.0% 100.0%

5 1 6

83.3% 16.7% 100.0%

31 19 50

62.0% 38.0% 100.0%

Count

% within Sector

Count

% within Sector

Count

% within Sector

Count

% within Sector

pharma

automotive

FMCG

Sector

Total

no yes

On-Line information

Total

FIGURE -7.4.1.2

Here, as we can clearly observe there is still much lagging behind in case of this sector.

Hence, Instead of going for creating attractive web portals and online purchase decisions, We

as a Family, should focus more on those specifications and behaviours which influence the

buying decision of the manufacturers the most. Hence, using the same web portal as of Brady

will be advisable. With more focus and preferences given to other factors discussed later.

7.5.) In-House Information AccessedFIGURE-7.5

yesno

Inhouse consltant

30

25

20

15

10

5

0

F

requency

Inhouse consltant

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Out of 50 companies considered, 29 have in-house consultant for suggesting them options

and solutions prior to purchase. While, 21 companies did not had in-house consultants.

7.5.1). Sector-Wise In-House Consultant

TABLE 7.5.1

Crosstab

10 14 24

41.7% 58.3% 100.0%

6 14 20

30.0% 70.0% 100.0%

5 1 6

83.3% 16.7% 100.0%21 29 50

42.0% 58.0% 100.0%

Count

% within Sector

Count

% within Sector

Count

% within SectorCount

% within Sector

pharma

automotive

FMCG

Sector

Total

no yes

Inhouse consltant

Total

FIGURE- 7.5.1

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yes

noOut-source

Consultant

302520151050Frequency

Here, for In-house consultants, as we can observe here, that the majority of the units are into

it.

Rather than trying to track potential clients as manufacturing level , We as a unit should go

for tracking and controlling these units at the corporate level where, they have a separate

Safety and Maintenance manager who takes up all the decisions related to all the safety and

maintenance related buying decisions.

7.5.2). Out -Source Consultant

TABLE-7.5.2

Out of all the companies taken into consideration, 30 of the companies consider out-

source consultant prior to purchase of any safety and maintenance related product.

While, 20 out of the 50 companies do not go for it.

But, as we can see that the majority of the companies also take this specification into

consideration, the same should also be followed by us.

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7.5.2.1) Sector -Wise Out-Source Consultant

TABLE 7.5.2.1

Crosstab

10 14 24

41.7% 58.3% 100.0%

8 12 20

40.0% 60.0% 100.0%

2 4 6

33.3% 66.7% 100.0%

20 30 50

40.0% 60.0% 100.0%

Count

% within Sector

Count

% within Sector

Count

% within Sector

Count

% within Sector

pharma

automotive

FMCG

Sector

Total

no yes

Out source Conslt

Total

FIGURE- 7.5.2.1

This particular figure tells us about the increasing trend of manufacturing units going for out

sourced consultants for the safety and maintenance products and solutions.

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yes

noV

e

nd

o

r

403020100

Hence , maintaining mutual relationship with a few leading consultancies will help in Good

will Promotion as well as Viral marketing of the Safety and Maintenance products and

solutions.

7.6.)Vendors

FIGURE-7.6

TABLE -7.6

Crosstab

9 15 24

37.5% 62.5% 100.0%

4 16 20

20.0% 80.0% 100.0%

0 6 6

.0% 100.0% 100.0%

13 37 50

26.0% 74.0% 100.0%

Count

% within Sector

Count

% within Sector

Count

% within Sector

Count

% within Sector

pharma

automotive

FMCG

Sector

Total

no yes

Vendor

Total

Out of 50 companies considered, 37 companies go for Vendors as better option before going

for any purchase.

While,13 companies do not consider Vendors as option.

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7.6.1 Sector Wise Vendor :-

FIGURE 7.6.1

Here, we observe the high degree of influence of Vendors on the buying decision of these

manufacturing units.

Here, as we can see, 15/24 Pharma companies go for vendor suggestion.

While , for Automotives, its 16/20. And interestingly, for FMCG all of these uniys go for the

Vendor specification.

Hence, according to the market study, efficient allocation of suitable vendors and specific

locations with mutually beneficial long term relation ship would be highly recommended as

per the survey.

7.7. Company Demonstration

FIGURE-7.7

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yes

noComp.D

emo

403020100

Out of the 50 companies considered, 40 consider companies demonstration as one of theways of purchasing.

While , 10 companies consider companies demonstration as one of the ways of purchasing.

7.7.1).Sector -Wise Comp. Demo

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TABLE-7.7.1

Crosstab

8 16 24

33.3% 66.7% 100.0%

2 18 20

10.0% 90.0% 100.0%

0 6 6

.0% 100.0% 100.0%

10 40 50

20.0% 80.0% 100.0%

Count

% within Sector

Count

% within Sector

Count

% within Sector

Count

% within Sector

pharma

automotive

FMCG

Sector

Total

no yes

Comp. Demo

Total

FIGURE-7.7.1

7.8.) Reasons Of Such Incidents And Accidents

If we talk about incidents, it is of two types-

i. Reportable Incidents or, Accidents

ii. Non- Reportable Incidents

In any organization, both reportable and non-reportable incidents sum to 1.

Here, we have analyzed, the non-reportable incidents.

7 .8 .1) Non Reportable I ncidents

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FIGURE-7.8.1

1.000.800.600.400.200.00

Non reportible Incidents

30

25

20

15

10

5

0

Frequency

Mean =0.6986Std. Dev. =0.39055

N =50

Histogram

Here, we can observe that, out of 100%, 70% of all incidents are non-reportable in nature .

Also, with a standard deviation of 39%, the range of non-reportable Incidents ranges from

31% - 100%.This means that, either majority of the companies are Zero accident firms or,

they dont disclose their concern at first place by revealing the actual figures.

For this, across sectors and over-all , we need to analyze the major cause of concern. In the

questionnaire, we took four different forms of hazards described as follows-

i. Fire

ii. STF

iii. Machine Mishandling

iv. Others

7.8.1.1) FIRE

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Over all, Fire as a hazard can be described as follows-:

FIGURE-7.8.1.1.a

3.002.502.001.501.000.500.00

Fire Incidents

50

40

30

20

10

0

Frequency

Mean =0.1418

Std. Dev. =0.4274

N =50

Histogram

Here, 14% of all the companies consider Fire as a major hazard. With a standard deviation of

42.74%, the range is from 0%-56.74% for Fire as hazard for all the 50 sample companies.

Also, Fire only taken as a hazard, with1 rated as most serious and 4 as least serious, the over-

view can be taken as,

FIGURE-7.8.1.b

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notata

llserious

mildlys

erious

serious

extremel

yserious

20151050Frequenc

y

Fire

Here,18/50 consider Fire as extremely serious hazard.

14/50 companies consider Fire as serious hazard.

16/50 consider Fire as mildly serious hazard.

2/50 consider Fire as not serious at all.

7.8.1.2.) Sector Wise Fire As Hazard

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1

.00

0.80

0.60

.0.40

0.20

0.00

STFIncidents

12.5

10.0

7.5

5.0

2.5

0Mean=0.2666

Std.Dev.=0.2405

FIGURE-7.8.1.2

Here, also For Automotives the ratio of manufacturing units which consider Extremely

serious incidents due to fire is 6/20.

While, for Pharmacy, its 12/24. This is due to the extreme handling of various volatile

chemicals.

But, in case of FMCG, the no. is zero as they generally dont deal with any chemicals that

can be of any flammable nature.

7.8.1.2.) STF

Over all, STF as hazard, can be described as follows-

FIGURE-7.8.1.2.a

Here, on an average, 27% of all companies had STF as hazard. And with a standard deviation

of 24%, we conclude that, the range of STF as hazard is 2%-50%.

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notatallserio

us

mildlyserious

serious

extremelyseriou

s

20151050STF

Also, STF taken as an overall hazard, and marked 1- as most serious and 4-least serious

hazard, it can be shown as follows-:

FIGURE-7.9.1.2.b

Here, 14/50 companies have stated STF as extremely serious.

12/50 companies have stated STF as serious.

18/50 companies have stated STF as mildly serious.

6/50 companies have stated STF as not serious at all.

7.8.1.2.1.) Sector wise STF as hazard-

FIGURE-7.8.1.2.1

Here, 3/6 FMCG companies have considered STF as an extremely serious hazard.

Also, for Automotives, 7/20 and for Pharmacy 2/24 have considered that.

But, interestingly, in pharmacy, its 3/24 companies that have considered STF as not at all

serious even though, these units handle chemicals and liquid mostly. The reason can be -:

i. Production of powdered Tablets.

ii. Production of Syringes and other disposibles.

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1.0

0

0.8

0

0.6

0

0.4

0

0.2

0

0.0

0

Ma

chineMis-handlin

g

121086420Mea

n=0.6256

St

d.Dev.=0.28399

Hist

ogram

7.8.1.3) MACHINE MIS-HANDLING

Over all, machine mis-handling as a hazard, can be described as follows-

FIGURE-7.8.1.3.a

Here, on an avg. 63%of 50 sample size consider Machine mis-handling to be a hazard at

their manufacturing unit. Also, with the standard deviation of 28%, the range of machine

mishandling is 34%-90%.This implies that, at high or low level , this hazard is prevalent in

all the manufacturing units.

Also, across the sample size, if 1-most serious and 4-least serious, the level of hazard can be

described as-

FIGURE-7.8.1.3.b

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mildlys

erious

serious

extremel

yserious

Machine

-mishandling

2520151050

Here, 15/50 companies have considered Machine mis-handling to be extremely serious,

24/50 to be serious while, 11/50 to be mildly serious.7.8.1.3.1) Sector Wise Machine Mis-Handling

FIGURE-7.8.1.3.1

Here, Automotives have 8/20 units considering Machine mis - handling as extremely

serious , while for Pharmacy , it came out to be 5/24.Similarly, For FMCG, it turned out as

2/6.

We also observe here, that none of the units have taken machine mis handling as not at all

serious.

Hence, we conclude that this is among the major reasons behind the cause of incidents and

accidents across the Indian manufacturing units.

7.8.1.4.) Other Hazards

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7.8.1.4.1.) Sector Wise- Other Hazards

TABLE-7.9.4.1

Here, the Hazards other than that of those discussed may vary according to the nature and

environmental condition of manufacturing Units.

7.9.) IMPORTANCE TO STF

On the basis of the gravity of incidents occurring due to STF, when asked about the

importance given to these incidents across sectors, following response was recorded.

7.9.1.) Sector-Wise Importance to STF

FIGURE-7.9.1

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Here, on the basis of importance given to STF, we conclude that the highest importance is

given to STF by-

1. Pharma - 19/24 has given neutral or high importance to STF due to the high

degree of sensitivity and strict norms pertaining to pharma.

2. Automotives-14/20 has given neutral or, high importance to STF due to the

high ratio of spillages handled by these units which will be discussed at the

later part of the report. In automotives , the companies not giving importance

to STF are essentially those which are pure electronic sector where major

concern are incidents due to trips or, fall.

7.9.2.)Nature Of Spillage

FIGURE-7.9.2

Here, 16 out of 20 automotives units visited report oil to be the major reason of its spillages.

While, 12 out of 24 Pharma companies report water to be the major reason of its spillages.

Also a prominent no. of 9 out of 24 Pharma have considered a mixture of both to be the

nature of spillages across.

Hence, while positioning of all types of Emergency Spill Response products, all these

should be taken into consideration.

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7.9.3) Reasons Of Such Incidents

FIGURE-7.9.3.a

As most probable cause, 20/24 companies considered spills as the most

probable/probable reason.

While for Automotives its, 8/20 as most probable cause and 8/20 as the probablecause.

FIGURE-7.9.3.b

None of the Pharmacy companies have considered Leaks to be the major cause of

STF ,it can be very logical to concentrate on positioning of Spill

related emergency and periodic response products in Pharmacy market.

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For Automotives and FMCG, they have moderate and equal responses for both

Spillages and Leakages as most probable as well as probable cause. Hence, for them

positioning of both types of products is advisable.

The rest two other types that is Spills while handling and Leaks in the machine as

well as while storage had level of significance below .05. Hence, were not taken as

significant reasons behind Slip , Trip and Fall Incidents at the manufacturing unit.

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7.9.4.) Spillage Across Sectors

FIGURE-7.6.4

Here, when we take a look at spillages across all the sectors, we observe Pharma ,

Biotech and Chemicals comes as the one with the highest spillages of 1611 liters

while for Automotives, its 1244 liters.

Here, Pharma has such high spillages as this sector basically deal with all sorts ofchemicals, Paints water , oil etc.

While for Automotives , its basically oil only. Hence, On the basis of the nature of

prominent spillages cause the positioning of Spillages products should be done

accordingly.

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7.9.5.) Co-Relation B/W Max. Spill Anticipated And Units Of

Spill-Kits

FIGURE-7.9.5

Here, for Pharmaceutical Industry, with every unit increase in maximum spillage

during emergency ,there is .767 units increase in consumption of spill kits.

While for Automotives, it comes around .701 increase in consumption of spill-

kits.

These two areas seem to have promising potential for all BRADY SPCs.

Also, we are already tapping the emergency market . But for Periodic response,

with per % increase in periodic budget, there is .293 units of increase in sorbents

consumption.

At present where,3/24 companies are using spill kits in periodic response. There is

huge potential to tap this market.

For Automotives , an increasing need to re-use the oil spilled during operation.

More adaptability towards modern techniques like oil skimmers, electrostatic oil

filters, oil scrubbers etc. has led to increase in consumption of spill kits by .701 units

per unit increase in max. spillage.

N.B-i.(80%) of all Automotives want a product that can separate oil with 90% efficiency.

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7.9.6) Avg. Cost Involved On Spill Products Across Sectors-:

FIGURE-7.9.6

Here, the Avg. cost involved is 36,968 per sector. With a standard deviation of 44, 215 we

conclude, that the range of avg. cost involved is 81, 183 to zero Rs. This shows the high

segmentation of safety and maintenance budget across sectors. It also help us conclude the

inequality in prioritization of the Spillage as an issue across sectors

7.9.7.) Units of spill-kits in-use overall

No. of units @ Pharma-2

No. of units @ Automotives-1.45

No. of units @ FMCG-.67

FIGURE-7.9.7

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Here, we conclude that with a sample of 50 manufacturing units across, the average standard

units of sorbents used across sectors is 1.62.Also , with a Standard deviation of 1.82 units,

we conclude that the range of sorbents in use per unit varies from

0 units to 3.4 units across sectors. This means that there are still a number of companies

across these sectors who are-:

Either not aware of it.

Or, are using some other product as substitutes.

Now, the reasons for not using Sorbents can vary from not knowing at all

about it to using something which can be more economical and

customized , this can be taken as another potential area of studies on

consumer behavior.

7.9.8.). Co-Relation B/W Units Of Spill-Kits In- Use And Avg.

Cost Involved For Spillage -:

FIGURE-7.9.8

With every per unit increase in consumption of spill-kits, there is

i.0.512 times increase in avg. money spent on spill response products in case of

Pharmaceutical,

ii. While in Automotives, there is .910 times increase in the avg. money spent on

spill response products.

This diff. is due to the difference in avg. range of spill monthly controlled byPharma ,which is 1-30 Ltrs and 30-60 Ltrs by Automotives.

Since, for spillage issues ,the product range is same in both the sectors hence, the

spill kits on an avg. in-use in Phrama is 2, which should roughly be twice of that used

in Automotives.

But, here, the avg. unit of spill kit in-use by Automotives is 1.45.

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This is due to the various other ranges of products used by them in case of

emergency. Eg.

i. Sand

ii. Saw-Dust

iii. Oil-Scrubbers

N.B- i. Also, 99% of all the automotive companies are using Oil-Skimmers in their ETP

plants for reusing the oil.

ii. Though, the level of recovery is just 60%, this can be one of the potential areas for the

positioning of BRADY SPCs.

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CHAPTER 8

Conclusion & Recommendation

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8.1.) CONCLUSION

Chemical companies face chemical as well as oil-spillages.

But, Fummable Chemicals are their major concren.

With the increase in the product able to seperate oil as 16/20 of

all automotives, there is a huge potential for oil only and chemical only spill kits in

market.

The response to seperate oil/chemical in pharmacy is very low coz-

i.They cant re-use the chemicals spilled over, even once recovered.

ii.Have very minimal oil spillage.

The rate of adaptabillity of contractual pple in these organisations, regarding the

proper use of maintenance and saftey equipments is still a major concern.

So, big companies even use cotton cloth for spill cleaning coz of the low degree of

awareness and adaptibility among the labourers.

With every per unit increase in consumption of spill-kits, there is

i.0.512 times increase in avg. money spent on spill response products in case of

Pharmaceutical,

ii. While in Automotives, there is .910 times increase in the avg. money spent onspill response products.

This diff. is due to the difference in avg. range of spill monthly controlled by

Pharmacy ,which is 1-30 Ltrs and 30-60 Ltrs by Automotives.

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Since, for spillage issues ,the product range is same in both the sectors hence, the

spill kits on an avg. in-use in Phramacy is 2, which should roughly be twice of that

used in Automotives.

But, here, the avg. unit of spill kit in-use by Automotives is 1.45.

This is due to the various other ranges of products used by them in case of emergency. Eg.

i. Sand

ii. Saw-Dust

iii.Oil-Scrubbers

N.B- i. Also, 99% of all the automotive companies are using Oil-Skimmers in their ETP

plants for reusing the oil.

ii. Though, the level of recovery is just 60%, this can be one of the potential areas for the

positioning of BRADY SPCs

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8.2.)RECOMMENDATIONS

Strong Channel System-With competitors like 3M,FTC and JLD with robust channel

system , there is acute need to robust the channel system of BRADY.

As 75% of all buying decision over-all is affected by vendors in safety and

maintenance products , followed by companies demonstrations as 55%.

Also, only 15% of all buying decisions are done thru considering web-sites ,

prioritization of channel-system is important.

After Sale Services-In most of the companies visited, the major reason of satisfaction

was the efficient after sale services provided by companies to the manufacturing

units.

On the Time Training-85% of all the manufacturing units are entertained by Safety

and maintenance related free training of all the products demonstrated to employees

of the respected manufacturing unit by the SPC and SFI manufacturers.

On-Time delivery-One of the impt. Benefits of strong channel system.45% of the

companies visited maintain 15 days of inventory, followed by10 days by 30% and 30

days by 10% and JIT by 7% companies respectively.

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CHAPTER 9

Learning & Outcome

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9 .) LEARNING OUTCOME

9.1.)Segmentation And Targeting The Process Of Maintenance Only

Where There Is The Possibility Of Spillage

1. LEAKS FOR STORED LIQUID

Here, 17/24 companies in Pharma,20/20 companies in Automotives,6/6 companies in

FMCG are facing this issue.

Here, Brady Products like-

Spill -Decks

Spill Pallets

Oil Only SOCCS

Prima-Sorb. Super Heavy Weight Pad can be positioned.

2. SPILLS WHILE HANDLING-

Here, 20/24 Companies in Pharma,19/20 companies in Automotives and 6/6 companies in

FMCG are facing this issue.

Hence, there is high potential for positioning of Brady products like-

Drum Top Covers

Industrial Rugs

Anti-skid Tapes

3. MACHINE LEAKAGE-

Here, 14/24 Pharmacy companies, 13/20 Automotives companies and 4/6 companies face

this issue.

Hence, there is a huge potential for positioning of Brady products like-

Pillows

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SOCCS

Sorbents

Here, these products on the basis of their interest in generic and specific product can cater to

it.

Also, since 16/20 Automotives and 2/6 FMCG companies are have the need to separate oil,

with 90% purity so that they can re-use it. Specific Brady products like-

Oil Only SOCCS

Oil Only Pillows

Oil Only Sorbents promises to have a huge potential.

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2. Day To Day, Periodic And Emergency Response Products Used Across

Sectors

1.Currently in Indian Manufacturing units, For day to day and maintenance applicationsproducts like-

i. Cotton Cloth-1920.2 units.

ii. Saw Dust-169.2 units.

2. For emergency response , products like-

VERMICULAR- Akzo Nobel

SPILL KITS-

i.RS Spill Kits-US-SKF.

ii.FTC spill kits- Abott , Tulip ,Nestor.

iii.Joesph s Leslie Drager- Lupin , R&B, Tulip, Orchid.

iv.3M Spill kits rest companies.

OIL SCRUBBER MACHINES- Forbes , Tiekal used by 4 companies.

FMCG companies like HUL use COFFEE-WASTE as adsorbent for emergency

response.

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CHAPTER 10

Annexure & Bibliography

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10.) ANNEXURE

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Survey Titl

Application---------------------------

---------------- ----------

Name of the

DesignationCom an s


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5.What is the total avg. man-power in the plant/year?

A.SAFTEY

1. Are there any CCPs at various departments of your Industry?(Y/N)______

2.a. Map the CCPs of the firm.

2.b. What are the various forms of hazards that you, encounter annually at

all levels in the company?

Fire

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STF

Machine mishandling

If others, please specify______________________

4. What is the total avg. man-power in the plant/year?

3.a. How much importance does your manufacturing unit gives to incidents

due to STF?

High Medium Low

b. On an avg. how many incidents happen in your firm annually due to

STF?

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4. Out of these incidents, what is the probability of accidents due to spillage

& leakages?

High Medium Low

5. What are the reasons of such incidents?(Mark-1 for Max. no of incidents

causal & 5-For minimal No.)

S.No Reasons Marking

i Damp-Flooring

Poor House-Keeping

ii. Spills (liquid handling)

iii. Leaks (liquid storage)

iv. Damaged-Steps

v. Others

6. What are the challenges faced by your company as a result of such

incidents ?(Mark on the basis of Importance,1- for the most relevant and

similarly,4- for the least relevant)

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iv. If

others,

please

specify_________________

7. What are the products used by your firm for prevention of such

Incidents like, STF?

S. No Products Cost per

unit

Day to

Day

Maintenance Emergency

i. Saw-Dust

ii. Cotton-

Cloth

iii. Sorbents

iv. Others

# commonly used sorbent is CFL-550DDYellow color, folded solvent.

8. How long have you been using these products for STF control?(only for

sorbents)

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S.No Challenges Faced Rating Actual

value

i. Cost

ii. (Lbr.Hrs lost due to

spill cleaning)

iii. Productivity(Man

Days lost due to

accidents)

iv. Others


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9.Do you have Same or, Different products for day to day operations,

Periodic services and Emergency response? Mark (+),if similar and (-), ifdifferent.

S.No. Days(No.)

Factors

Day to

Day

Periodic Emergency

i. Quantity

disposedii. Quality of

Material in-use

iii. Cost- incurred

iv. After Sale

Services

v. Others

v. If others, please specify_______________

10. Do you consult anyone from outside before making a purchase?

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Yes

No

11. From where do you seek the information?(Mark most relevant as 1 &

like -wise, 4 as least relevant)

Brand Web-Site

On-line portals

Brochures

Safety consultants/Industry experts

If others, Please specify

12.Which companies products, you consider for STF incidents?( ask only

when he is using sorbents)

3M

Brady India

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Spilfyter

If others, please specify____________________

B.MAINTENANCE

1. How many Product Lines you have?

2. Is spillage a common issue? If Yes, What are the different kind of

spillages which you face in your firm.

Leaks in stored liquid.

Spills while handling and transporting.

Container and barrel spillage.

For others___________________________________________________

3.What is the amount of spills that is controlled per month?

1-30 Ltrs

. 30-60 Ltrs

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60-90 Ltrs

>90 Ltrs

4. How much capacity or extent of spills that you typically have to managein your plant (Range)?

5. What is the nature of the products spilled?

Oil & lubricants

Chemicals& water

A mixture of both.

If others, please specify________________

a. Is there a need to separate oil and lubricants from the other

products?(Y/N)_______________________________

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b. If-Yes, is there any products that you are using now. Please specify.

(to understand the application)

6. What is the approx. Quantity of material required for

Controlling per litre of spills?

If sorbents, No. of pads of sorbents.___________

If cotton, Kg. of cotton waste._______________

If saw-dust, Kg. of saw dust._______________

If others, please specify____________________

7.How much quantity do you store on an avg. per month for each type of

Spill control product?(Cross verify with Q. No 10 & 13).

# (x-Ltrs of spills controlled/month)* (Approx. quantity of material

required /litre of spills)= (Quantity of spill controlled material-

-stored/ month)

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8.a.What is the amount of space occupied for spills control product?

( For each as in Question12)

_______________________________________________________________

b. What is the total cost involved annually on each type of spill products?

(refer to question no. 7& 8)

9. Are you satisfied with the products in-use? (Y/N)

. Very Satisfied Neutral Not satisfied at all

10. What is your response to avoid spillages & leakages at the plant?

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11. On the basis of priority, sequence these variables which determine your

buying decision? (Mark 1-most imp. Factor & like wise,4-Least impt.

Factor)

S.No Factors determining Buying

Decision

Marking

i. Cost of material Disposed

ii. Cost Incurred

iii. Cost of Spaceiv. Others

i. Others,

specify_____________________________________________________

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12.a. Out of the total capital-budget allocated annually, What % is

allocated to SFI Pr.& Solutions-

13. Is there any product-line, which is common amongst all the three diff.

types of maintenance operations ?(Y/N)_______

a. If yes, what are the common products in- use? (both safety &

maintenance)

14. What are your future plans?______________________

15. Are there any specific areas of maintenance where, your

manufacturing firm specifically has to concentrate? Please specify

16. Are there any specific maintenance operations that you think can be

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out- sourced? (Y/N). If Yes, Please specify.

17. What are the changes in trends & approaches in your manufacturing

unit since you joined As the maintenance manager?

C.GOING GREEN

1 .a. How much importance does your company give to

Green Initiatives?

b. Is this Green Initiative-

Self-driven

End-customers driven

Channel driven

If others, please specify________________________

c. Are you open to solutions-

i. Yes

ii. No

iii. If others, please specify_______________________

2.a. What are the green products that you use currently? Please specify.

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b. Are these products effective as solutions? (Y/N)

c. If No, at what parameters are they ineffective? (Mark 1-most relevant &like-wise 4-least relevant )

S. No

Parameters considered Marking

i. Quantity Disposed

ii. Quality of the Product

iii. Cost incurred

iv. Space-Cost involved

d. Which products you consider to overcome the in-effectiveness in the

green product , If any

3.On what basis does the company consider about the green products to be

used?

Zero Halogen

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ROHS compliant

Recycled

If others, please specify_______________________

4.How do you measure the extent of green initiatives?

As per standards

Internal Audit

External Audit

If others, please specify______________________

10.2.) BIBLIOGRAPHY/REFERENCES

1. http://www.bradycorp.com/web/sitebuilder/26ISBv1r0.nsf/FLV/index

2. http://www.bradyid.com/

3. http://www.bradyindia.co.in/
http://www.bradycorp.com/web/sitebuilder/26ISBv1r0.nsf/FLV/indexhttp://www.bradycorp.com/web/sitebuilder/26ISBv1r0.nsf/FLV/indexhttp://www.bradyid.com/http://www.bradyindia.co.in/http://www.bradyindia.co.in/http://www.bradycorp.com/web/sitebuilder/26ISBv1r0.nsf/FLV/indexhttp://www.bradyid.com/http://www.bradyindia.co.in/

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