Organizational study report (MBA)
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About This Presentation
at Hindustan Machine tools limited
Slide Content
1
REPORT
of the
ORGANISATION STUDY PROGRAMME
at
HMT MACHINE TOOLS LIMITED KALAMASSERY
Period
23.05.2011 to 22.06.2011
Submitted by
Job Thomas
Cochin University of Science and Technology
Kochi – 682 022
MAY-JUNE 2011
REPORT
of the
ORGANISATION STUDY PROGRAMME
at
HMT MACHINE TOOLS LIMITED KALAMASSERY
Period
23.05.2011 to 22.06.2011
Submitted by
Job Thomas
Cochin University of Science and Technology
Kochi – 682 022
MAY-JUNE 2011
2
CONTENTS
Title Page Number
CONTENTS
Title Page Number
3
CHAPTER 1
INTRODUCTION TO ORGANISATION STUDY
INTRODUCTION
Organizational studies, sometimes known as organizational science, encompass the
systematic study and careful application of knowledge about how people act within
organizations. Organizational studies sometimes is considered a sister field for, or
overarching designation that includes, the following disciplines: industrial and
organizational psychology, organizational behavior, human resources, and
management.
Whenever people interact in organizations, many factors come into play. Modern
organizational studies attempt to understand and model these factors. Like all
modernist social sciences, organizational studies seek to control, predict, and
explain. There is some controversy over the ethics of controlling workers' behavior,
as well as the manner in which workers are treated. As such, organizational
behaviour or OB have at times been accused of being the scientific tool of the
powerful. Those accusations notwithstanding, OB plays a major role in
organizational development, enhancing organizational performance, as well as
individual and group performance/satisfaction/commitment. The orgnaisation study
is the systematic learning process about an organisation to understand the diiferent
roles of each members in the organization. In organisation study, the different roles,
namely, interpersonal roles, decisional roles and informational roles of various
members are evaluated and how it affects the functioning of the organisation is
analysed. In this work, M/s HMT Machine Tool Limited at Kalamssery was
selected for the organization study.
An industry, which has undergone a radical shift in its paradigm thinking, the Indian
machine tool industry is later recognized as a provider of cost-effective high quality
lean manufacturing solutions. The industry resiliently supports all its users to
enhance productivity as well as improve competitiveness, for the betterment of the
final customer. Being an integral sector, growth of the machine tool industry has an
immense bearing on the entire economy, especially India's manufacturing industry.
And it is even more crucial for development of the country's strategic segments
such as defense, railways, space, and atomic energy. World over too, industrialized-
advanced countries have created market niches on the back of a well-developed and
supportive machine tool sector.
HMT was conceived by the Government of India in 1949, and was incorporated in
1953, with the objective of producing a limited range of machine tools, required for
building an industrial edifice for the country. With the success achieved in the
initial years in absorbing the technology and in attaining production competence far
ahead of the original plans, the Company launched a bold plan of diversification
and expansion which resulted in the duplication of the Bangalore Unit and the
setting up of new units at Pinjore, Kalamassery and Hyderabad. HMT MTL at
CHAPTER 1
INTRODUCTION TO ORGANISATION STUDY
INTRODUCTION
Organizational studies, sometimes known as organizational science, encompass the
systematic study and careful application of knowledge about how people act within
organizations. Organizational studies sometimes is considered a sister field for, or
overarching designation that includes, the following disciplines: industrial and
organizational psychology, organizational behavior, human resources, and
management.
Whenever people interact in organizations, many factors come into play. Modern
organizational studies attempt to understand and model these factors. Like all
modernist social sciences, organizational studies seek to control, predict, and
explain. There is some controversy over the ethics of controlling workers' behavior,
as well as the manner in which workers are treated. As such, organizational
behaviour or OB have at times been accused of being the scientific tool of the
powerful. Those accusations notwithstanding, OB plays a major role in
organizational development, enhancing organizational performance, as well as
individual and group performance/satisfaction/commitment. The orgnaisation study
is the systematic learning process about an organisation to understand the diiferent
roles of each members in the organization. In organisation study, the different roles,
namely, interpersonal roles, decisional roles and informational roles of various
members are evaluated and how it affects the functioning of the organisation is
analysed. In this work, M/s HMT Machine Tool Limited at Kalamssery was
selected for the organization study.
An industry, which has undergone a radical shift in its paradigm thinking, the Indian
machine tool industry is later recognized as a provider of cost-effective high quality
lean manufacturing solutions. The industry resiliently supports all its users to
enhance productivity as well as improve competitiveness, for the betterment of the
final customer. Being an integral sector, growth of the machine tool industry has an
immense bearing on the entire economy, especially India's manufacturing industry.
And it is even more crucial for development of the country's strategic segments
such as defense, railways, space, and atomic energy. World over too, industrialized-
advanced countries have created market niches on the back of a well-developed and
supportive machine tool sector.
HMT was conceived by the Government of India in 1949, and was incorporated in
1953, with the objective of producing a limited range of machine tools, required for
building an industrial edifice for the country. With the success achieved in the
initial years in absorbing the technology and in attaining production competence far
ahead of the original plans, the Company launched a bold plan of diversification
and expansion which resulted in the duplication of the Bangalore Unit and the
setting up of new units at Pinjore, Kalamassery and Hyderabad. HMT MTL at
4
Kalamassery is established in 1953 for producing the lathe. In the process of
expansion, HMT MTLK started producing printing machines in 1972.
OBJECTIVES OF THE STUDY:
‰ To give familiarize with the business organization.
‰ To gain familiarize with the different departments in the organization and
their functioning.
‰ To understand how the key business processes are carried out in
organizations.
‰ Understand how information is used in organization for decision making at
various levels.
‰ To relate theory with practice.
METHODOLOGY OF THE STUDY:
‰ Both primary and secondary data is collected from the organization.
‰ Primary data is collected through interviews with employees at various
levels.
‰ Secondary data is obtained from company manuals especially quality
manuals company web site and other magazines and news papers.
‰ Direct observation is used to understand the production process.
PERIOD OF STUDY
The study was held from 23/05/2010 to 22/06/2010.
LIMITATIONS OF THE STUDY
‰ The findings need not be conclusive but only indicative.
‰ Area of concentration was mainly HMT Machines tools limited,
Kalamassery.
‰ The time span of this project was very limited to collect all the information.
Kalamassery is established in 1953 for producing the lathe. In the process of
expansion, HMT MTLK started producing printing machines in 1972.
OBJECTIVES OF THE STUDY:
‰ To give familiarize with the business organization.
‰ To gain familiarize with the different departments in the organization and
their functioning.
‰ To understand how the key business processes are carried out in
organizations.
‰ Understand how information is used in organization for decision making at
various levels.
‰ To relate theory with practice.
METHODOLOGY OF THE STUDY:
‰ Both primary and secondary data is collected from the organization.
‰ Primary data is collected through interviews with employees at various
levels.
‰ Secondary data is obtained from company manuals especially quality
manuals company web site and other magazines and news papers.
‰ Direct observation is used to understand the production process.
PERIOD OF STUDY
The study was held from 23/05/2010 to 22/06/2010.
LIMITATIONS OF THE STUDY
‰ The findings need not be conclusive but only indicative.
‰ Area of concentration was mainly HMT Machines tools limited,
Kalamassery.
‰ The time span of this project was very limited to collect all the information.
5
CHAPTER 2
INDUSTRY PROFILE, COMPANY PROFILE & PRODUCT
PROFILE OF HMT
INDUSTRY PROFILE
The machine tool industry constitutes the backbone of the industrial sector and is
vital for the growth of the Indian machine tool industry. Even though the Indian
machine tool industry is a small segment of the engineering industry, it plays a very
important role in the development and technology up gradation of the engineering
industry. The quality and cost of engineering products depends on the quality of
mother machine tools and their automation level. The development of the machine
tool industry is therefore of paramount importance for a competitive and self reliant
industrial structure.
The growth of Indian machine tool industry and major user industries clearly shows
the close inter dependencies of indigenous machine tools and the major user
industries. This level of performance of the major user industries has been made
possible only because of support of indigenous manufacture large and small, to
meet almost all the requirement of machine tools, conventional, CNC special
purpose and flexible manufacturing lines required by them.
Had the indigenous machine tool industry not been able to meet the major user
industries demand, then these machine tools would have to be imported, at much
higher prices, irrespective of rising cost of foreign exchange or not. This would
have severely affected not only the country GNP and the overall economy of the
country but not severely impaired the country space and the defense sector.
PROFILE OF COMPANY HMT
By end of the Second World War, the government of India confronted by a big
problem of disposing the colossal war waste. Ultimately, a committee was
constituted to inquire into the possibilities. The committee report of 1948 proposed
the establishment of a government owned machine tool industry. This was expected
to fulfill two aspects. The first was being utilization of the Rs.4000 million worth of
metallic waste. The second was the incorporation of a state owned infrastructure –
manufacturing facility. The result was the birth of THE HINDUSTAN MACHINE
TOOLS LIMITED, which diversified in due course of time to the present stature of
the multi core, multi location, and multi unit, multi product industrial giant HMT
Ltd.
The HMT Ltd was started as a single factory to produce Tool Room Lathe at
Bangalore in collaboration with M/s Oerlikon of Switzerland in 1953, with a
CHAPTER 2
INDUSTRY PROFILE, COMPANY PROFILE & PRODUCT
PROFILE OF HMT
INDUSTRY PROFILE
The machine tool industry constitutes the backbone of the industrial sector and is
vital for the growth of the Indian machine tool industry. Even though the Indian
machine tool industry is a small segment of the engineering industry, it plays a very
important role in the development and technology up gradation of the engineering
industry. The quality and cost of engineering products depends on the quality of
mother machine tools and their automation level. The development of the machine
tool industry is therefore of paramount importance for a competitive and self reliant
industrial structure.
The growth of Indian machine tool industry and major user industries clearly shows
the close inter dependencies of indigenous machine tools and the major user
industries. This level of performance of the major user industries has been made
possible only because of support of indigenous manufacture large and small, to
meet almost all the requirement of machine tools, conventional, CNC special
purpose and flexible manufacturing lines required by them.
Had the indigenous machine tool industry not been able to meet the major user
industries demand, then these machine tools would have to be imported, at much
higher prices, irrespective of rising cost of foreign exchange or not. This would
have severely affected not only the country GNP and the overall economy of the
country but not severely impaired the country space and the defense sector.
PROFILE OF COMPANY HMT
By end of the Second World War, the government of India confronted by a big
problem of disposing the colossal war waste. Ultimately, a committee was
constituted to inquire into the possibilities. The committee report of 1948 proposed
the establishment of a government owned machine tool industry. This was expected
to fulfill two aspects. The first was being utilization of the Rs.4000 million worth of
metallic waste. The second was the incorporation of a state owned infrastructure –
manufacturing facility. The result was the birth of THE HINDUSTAN MACHINE
TOOLS LIMITED, which diversified in due course of time to the present stature of
the multi core, multi location, and multi unit, multi product industrial giant HMT
Ltd.
The HMT Ltd was started as a single factory to produce Tool Room Lathe at
Bangalore in collaboration with M/s Oerlikon of Switzerland in 1953, with a
6
capacity to manufacture around 400 machines per year. Since then different
collaborations, continued in house R&D and tremendous marketing efforts brought
HMT, to present status.
The growth of HMT Ltd. was characterized by the forward and backward
integration of technology and product diversification. Thus the company that stated
with manufacturing and selling lathes expanded its machine tools products range to
evolve as the ultimate solution in metal cutting. The product diversification efforts
took the company to the business of watches in 1962, tractor in 1971, die-casting on
plastic machinery in 1971, printing machinery in 1972, presses in 1972, lamps &
lamp making machinery in 1976, food processing machinery in 1980, CNC systems
in 1986, ball screws in 1986 and reconditioning in 1990.
The multi product activities made HMT Ltd. change its identity as Hindustan
Machine Tools Limited. Today HMT Ltd has 16 manufacturing units with 22
products divisions spread through the length and breath of India. A subsidiary viz.,
HMT (international) Ltd undertakes the exports of the company. They are also
export agents for general other Indian companies.
HMT Ltd was restructured in 1992 to facilitate better administration of the multi
product business activities. Accordingly, the following business group was
established.
‰ Machine tools business group, to concentrate on mental cutting machines
‰ Industrial machinery business group to deal with printing machines, die-
casting and plastic injection molding machines food processing machines
and metal forming machines
‰ Agricultural business group to concentrate on tractor
‰ Engineering components business group to deal with casting and ball screws
‰ Consumer product business group, to deal with watches and lamps
IN ADDITION TO THESE BUSI NESS GROUPS, THE COMPANY
OWNS THRESS SUBSIDIARIES AS FOLLOWS:
‰ HMT (international) Ltd. which undertakes overseas project & exports
‰ PRAGA Tools Ltd. which manufacturers machine tools
‰ HMT bearing Ltd which manufacture precision bearing in collaboration with
M/S Kozo Japan
As per the revival plan of this public sector industry a turn around plan has
introduced in early days of this millennium and re-organized as HMT Ltd holding
company including tractor division and presently comprises of the following
subsidiaries.
1. HMT Machine Tools Limited.
2. HMT Watches Limited
3. HMT Chinar Watches Limited
4. HMT Bearing Limited
5. HMT International Limited
6. PRAGA Tools Limited
capacity to manufacture around 400 machines per year. Since then different
collaborations, continued in house R&D and tremendous marketing efforts brought
HMT, to present status.
The growth of HMT Ltd. was characterized by the forward and backward
integration of technology and product diversification. Thus the company that stated
with manufacturing and selling lathes expanded its machine tools products range to
evolve as the ultimate solution in metal cutting. The product diversification efforts
took the company to the business of watches in 1962, tractor in 1971, die-casting on
plastic machinery in 1971, printing machinery in 1972, presses in 1972, lamps &
lamp making machinery in 1976, food processing machinery in 1980, CNC systems
in 1986, ball screws in 1986 and reconditioning in 1990.
The multi product activities made HMT Ltd. change its identity as Hindustan
Machine Tools Limited. Today HMT Ltd has 16 manufacturing units with 22
products divisions spread through the length and breath of India. A subsidiary viz.,
HMT (international) Ltd undertakes the exports of the company. They are also
export agents for general other Indian companies.
HMT Ltd was restructured in 1992 to facilitate better administration of the multi
product business activities. Accordingly, the following business group was
established.
‰ Machine tools business group, to concentrate on mental cutting machines
‰ Industrial machinery business group to deal with printing machines, die-
casting and plastic injection molding machines food processing machines
and metal forming machines
‰ Agricultural business group to concentrate on tractor
‰ Engineering components business group to deal with casting and ball screws
‰ Consumer product business group, to deal with watches and lamps
IN ADDITION TO THESE BUSI NESS GROUPS, THE COMPANY
OWNS THRESS SUBSIDIARIES AS FOLLOWS:
‰ HMT (international) Ltd. which undertakes overseas project & exports
‰ PRAGA Tools Ltd. which manufacturers machine tools
‰ HMT bearing Ltd which manufacture precision bearing in collaboration with
M/S Kozo Japan
As per the revival plan of this public sector industry a turn around plan has
introduced in early days of this millennium and re-organized as HMT Ltd holding
company including tractor division and presently comprises of the following
subsidiaries.
1. HMT Machine Tools Limited.
2. HMT Watches Limited
3. HMT Chinar Watches Limited
4. HMT Bearing Limited
5. HMT International Limited
6. PRAGA Tools Limited
7
STRUCTURE OF HMT Ltd
HMT Ltd
HMT Machine Tools Limited. HMT Watches Limited HMT Chinar Watches Limited HMT Bearing Limited HMT International Limited PRAGA Tools Limited
HMT MTL, Pinjore. HMT MTL, Kalamassery. HMT MTL, Hyderabad HMT MTL, Ajmer.
HMT MTL, Bangalore
STRUCTURE OF HMT Ltd
HMT Ltd
HMT Machine Tools Limited. HMT Watches Limited HMT Chinar Watches Limited HMT Bearing Limited HMT International Limited PRAGA Tools Limited
HMT MTL, Pinjore. HMT MTL, Kalamassery. HMT MTL, Hyderabad HMT MTL, Ajmer.
HMT MTL, Bangalore
8
1. HMT MACHINE TOOLS LIMITED
The HMT Machine Tools Limited is engaged in the manufacture and marketing of
general purpose machine tools, special purpose machine tools, computer
numerically controlled machine tools, precision machinery system, printing
machines, metal forming passes, dies casting and plastic injection molding
machines, ferrous and non-ferrous casting.
The product range of HMT machine tools, Bangalore
‰ Heavy duty lathes
‰ Single and multi spindle automates
‰ Radial drilling machines
‰ Multi spindle drills
‰ Cylindrical & surface grinders
‰ Laser cutting machines
‰ CNC turn mill centers
‰ CNC wire cut EDM
PINJORE
FMS & FMC
‰ Horizontal machining centers
‰ Vertical machining centers
‰ Milling machines
‰ Broaching machines
KALAMASSERY
‰ CNC turning center
‰ Turn mill center
‰ Flexible turning cell
‰ Copying lathes
‰ Center lathes
‰ Offset printing machines
‰ Paper cutting machines
HYDERABAD
‰ Special purpose machines
‰ Horizontal machining center
‰ FMS
‰ CNC horizontal boring machines
‰ Bed type & floor types boring machines
AJMER
‰ Grinding machines
‰ SPM grinders
‰ CNC grinders
FACILITIES AVAILABLE IN DIFFERENT MACHINE TOOL UNITS
‰ CNC ram type plano miller
‰ Horizontal machining centers
1. HMT MACHINE TOOLS LIMITED
The HMT Machine Tools Limited is engaged in the manufacture and marketing of
general purpose machine tools, special purpose machine tools, computer
numerically controlled machine tools, precision machinery system, printing
machines, metal forming passes, dies casting and plastic injection molding
machines, ferrous and non-ferrous casting.
The product range of HMT machine tools, Bangalore
‰ Heavy duty lathes
‰ Single and multi spindle automates
‰ Radial drilling machines
‰ Multi spindle drills
‰ Cylindrical & surface grinders
‰ Laser cutting machines
‰ CNC turn mill centers
‰ CNC wire cut EDM
PINJORE
FMS & FMC
‰ Horizontal machining centers
‰ Vertical machining centers
‰ Milling machines
‰ Broaching machines
KALAMASSERY
‰ CNC turning center
‰ Turn mill center
‰ Flexible turning cell
‰ Copying lathes
‰ Center lathes
‰ Offset printing machines
‰ Paper cutting machines
HYDERABAD
‰ Special purpose machines
‰ Horizontal machining center
‰ FMS
‰ CNC horizontal boring machines
‰ Bed type & floor types boring machines
AJMER
‰ Grinding machines
‰ SPM grinders
‰ CNC grinders
FACILITIES AVAILABLE IN DIFFERENT MACHINE TOOL UNITS
‰ CNC ram type plano miller
‰ Horizontal machining centers
9
‰ Vertical machining centers
‰ Vertical machining centers
‰ Horizontal jog boring machines
‰ CNC turning centers
‰ Turn mill centers
‰ Slide way grinders
‰ Cylindrical grinders
‰ Internal grinders
‰ Precision gear shapers
‰ Precision gear hobbers
‰ Gear grinders
‰ Induction hardening machines
‰ 3D co-ordinate measuring machines
2. HMT WATCHES LIMITED
HMT Watch Limited manufactures and markets watches including hand wound /
automatic & quarts
3. HMT CHINAR WATCHES
HMT Chinar Watches limited is also one of the subsidiaries engaged in the
manufacture of chinar model watches located in Srinagar, Kashmir state.
4. HMT BEARING LIMITED
HMT Bearing Limited is one of the subsidiaries engaged in the manufacture of
different types of industrial bearing situated in Hyderabad.
5. HMT INTERNATIONAL LIMITED
HMT International is engaged in the export of HMT’s range of product
worldwide HMT (I) also market and backed up by a good sales & services network.
It also under takes Turkey project & technical services for developing countries.
6. PRAGA TOOLS LIMITED
Praga Tools Ltd is also a subsidiary of HMT Limited engaged in the manufacture of
machine tools located in Hyderabad.
THE KALAMASSERY COMPLEX OF HMT LIMITED KALAMASSERY
The Kalamassery unit, the 4
th
machine tools unit was established in 1963 and started
production in 1964. The unit originally manufactured only two types of center
lathes viz. H & LB, but later added special purpose lathes like copying and turrent
lathes. Model L. T-20 was the first product to be indigenously developed by the unit
(1968) and the development of this product was a landmark in the history of the
unit. The production of this was later licensed to M/S Qetcos, Kerala, Matools,
Philippines Cyelon Steel Corporation Srilanka. The original center lathes H&LB
were then replaced by a new family of unified series of lathes, which was designed
‰ Vertical machining centers
‰ Vertical machining centers
‰ Horizontal jog boring machines
‰ CNC turning centers
‰ Turn mill centers
‰ Slide way grinders
‰ Cylindrical grinders
‰ Internal grinders
‰ Precision gear shapers
‰ Precision gear hobbers
‰ Gear grinders
‰ Induction hardening machines
‰ 3D co-ordinate measuring machines
2. HMT WATCHES LIMITED
HMT Watch Limited manufactures and markets watches including hand wound /
automatic & quarts
3. HMT CHINAR WATCHES
HMT Chinar Watches limited is also one of the subsidiaries engaged in the
manufacture of chinar model watches located in Srinagar, Kashmir state.
4. HMT BEARING LIMITED
HMT Bearing Limited is one of the subsidiaries engaged in the manufacture of
different types of industrial bearing situated in Hyderabad.
5. HMT INTERNATIONAL LIMITED
HMT International is engaged in the export of HMT’s range of product
worldwide HMT (I) also market and backed up by a good sales & services network.
It also under takes Turkey project & technical services for developing countries.
6. PRAGA TOOLS LIMITED
Praga Tools Ltd is also a subsidiary of HMT Limited engaged in the manufacture of
machine tools located in Hyderabad.
THE KALAMASSERY COMPLEX OF HMT LIMITED KALAMASSERY
The Kalamassery unit, the 4
th
machine tools unit was established in 1963 and started
production in 1964. The unit originally manufactured only two types of center
lathes viz. H & LB, but later added special purpose lathes like copying and turrent
lathes. Model L. T-20 was the first product to be indigenously developed by the unit
(1968) and the development of this product was a landmark in the history of the
unit. The production of this was later licensed to M/S Qetcos, Kerala, Matools,
Philippines Cyelon Steel Corporation Srilanka. The original center lathes H&LB
were then replaced by a new family of unified series of lathes, which was designed
10
and developed by the unit, incorporating the concepts of typification,
standardization & unification.
PRODUCT DEVELOPMENT AT MACHINE TOOL UNIT KALAMASSERY
The following products are developed by the machines tools unit of Kalamassery
indigenously.
Year Products
1969-70 LT-20
1976-77 NH./NL
1976-77 FC-25
1980-81 TL-20
1981-82 SBCNC 35
1982-83 SBCNC 55
1986-89 STC 25
1990-91 STC 15
1991-92 ECONOCNC
1992-93 STC 20
1993-94 NL 180
1994-95 NL 180
1996-97 TS 20 (Twin spindle)
1997-98 AUTOCOMP
1997-98 STALLION-200
1999-2000 AUTOMAN
2003 MCECL
2004 SMC WITH GANTORY CODER
2004 STALLION 1005
DIVERSIFICATION OF KALAMASSERY UNIT AND BIRTH OF
PRINTING MACHINE DIVISION
During the period 1972-73, Kalamassery unit diversified its product range to
include printing machinery division (PMK). The commercial entry of PMK was
with two types of letter presses viz. RTE & RTAF under collaboration with M/S
Nebiolo of Italy. Autoplaten, an indigenous development came up subsequently.
During the ensuring years, the printing machinery division came up subsequently.
During the ensuring years, the printing machinery division came up with offset
press viz. OMIR in collaboration with M/S Nebiolo later indigenous offset press
viz. SOM 136 was introduced to the market. The first two-colour machine from
HMT was OMIR in collaboration with M/S Korning & Baver of Germany. The
latest development of PMK is the paper-cutting guillotine PG 92D3, in
collaboration with M/S Divano Blinders of Italy.
and developed by the unit, incorporating the concepts of typification,
standardization & unification.
PRODUCT DEVELOPMENT AT MACHINE TOOL UNIT KALAMASSERY
The following products are developed by the machines tools unit of Kalamassery
indigenously.
Year Products
1969-70 LT-20
1976-77 NH./NL
1976-77 FC-25
1980-81 TL-20
1981-82 SBCNC 35
1982-83 SBCNC 55
1986-89 STC 25
1990-91 STC 15
1991-92 ECONOCNC
1992-93 STC 20
1993-94 NL 180
1994-95 NL 180
1996-97 TS 20 (Twin spindle)
1997-98 AUTOCOMP
1997-98 STALLION-200
1999-2000 AUTOMAN
2003 MCECL
2004 SMC WITH GANTORY CODER
2004 STALLION 1005
DIVERSIFICATION OF KALAMASSERY UNIT AND BIRTH OF
PRINTING MACHINE DIVISION
During the period 1972-73, Kalamassery unit diversified its product range to
include printing machinery division (PMK). The commercial entry of PMK was
with two types of letter presses viz. RTE & RTAF under collaboration with M/S
Nebiolo of Italy. Autoplaten, an indigenous development came up subsequently.
During the ensuring years, the printing machinery division came up subsequently.
During the ensuring years, the printing machinery division came up with offset
press viz. OMIR in collaboration with M/S Nebiolo later indigenous offset press
viz. SOM 136 was introduced to the market. The first two-colour machine from
HMT was OMIR in collaboration with M/S Korning & Baver of Germany. The
latest development of PMK is the paper-cutting guillotine PG 92D3, in
collaboration with M/S Divano Blinders of Italy.
11
THE CURRENT PRODUCT RANGE
Product Model
Offset printing machines SOM436
SOM425(four colour)
SOM236
SOM231
SOM225 (double colour)
SOM136
SOM131
SOM125g (single colour)
Paper cutting machine PG-92D3
The Kalamassery units of HMT are famous for development activities. Their
product have always fetched award and prized at different trade fair & competitions.
To name a few are the prizes bagged in different IMTEX fairs by FC-25, SBC &
SBCNC machines. The CNC lathe model STC has won the VASVIK Industrial
research award 1987 instituted by the Vindhalaxi Audyogik Samsadhan Vikas
Kendra, (VASVIK) for outstanding advancement of science and technology.
The machine tool product of this unit have been certified by RWTUV-(Reinisch
west falischer techniseruber wachungs verein) an international certification agency
of high repute as confirming to total quality management system.
Both the division have been awarded ISO 9001 certification by IROS. The
manufacturing shop at MTK is supported by various infrastructural facilities like
high technology CNC machine centres, testing facilities, foundry, heat treatment,
computer system, CAD systems etc. Around 600 well experienced personal form
the human resources of the unit keeping in line with the current corporate trends.
TRANING CENTRE
The manufacturing shops at MTK are supported by various infrastructure facilities
like, high technology CNC machining center, testing facilities foundry, heat
treatment, computer system CAD system etc around 800 well experienced personal
form the human resources of the unit keeping in line with the current corporate
trends. This unit views HRD as one of the primary concerns as a measure to
increase productivity and enhance social stranding. The company has a well
established training system by personnel of high technical and management skills.
The HRD programme under taken by then includes the following.
i. Management orientation programme.
ii. Supervisory development programme.
iii. Customer training programme to equip the customer for the optimum
utilization of HMT machines.
iv. Periodic awareness training programme for employees relating to safety,
quality, advanced technology, information technology etc.
v. Multi-skill training to machine operators.
vi. Induction and in-plant training to fresh recruits and transferees.
THE CURRENT PRODUCT RANGE
Product Model
Offset printing machines SOM436
SOM425(four colour)
SOM236
SOM231
SOM225 (double colour)
SOM136
SOM131
SOM125g (single colour)
Paper cutting machine PG-92D3
The Kalamassery units of HMT are famous for development activities. Their
product have always fetched award and prized at different trade fair & competitions.
To name a few are the prizes bagged in different IMTEX fairs by FC-25, SBC &
SBCNC machines. The CNC lathe model STC has won the VASVIK Industrial
research award 1987 instituted by the Vindhalaxi Audyogik Samsadhan Vikas
Kendra, (VASVIK) for outstanding advancement of science and technology.
The machine tool product of this unit have been certified by RWTUV-(Reinisch
west falischer techniseruber wachungs verein) an international certification agency
of high repute as confirming to total quality management system.
Both the division have been awarded ISO 9001 certification by IROS. The
manufacturing shop at MTK is supported by various infrastructural facilities like
high technology CNC machine centres, testing facilities, foundry, heat treatment,
computer system, CAD systems etc. Around 600 well experienced personal form
the human resources of the unit keeping in line with the current corporate trends.
TRANING CENTRE
The manufacturing shops at MTK are supported by various infrastructure facilities
like, high technology CNC machining center, testing facilities foundry, heat
treatment, computer system CAD system etc around 800 well experienced personal
form the human resources of the unit keeping in line with the current corporate
trends. This unit views HRD as one of the primary concerns as a measure to
increase productivity and enhance social stranding. The company has a well
established training system by personnel of high technical and management skills.
The HRD programme under taken by then includes the following.
i. Management orientation programme.
ii. Supervisory development programme.
iii. Customer training programme to equip the customer for the optimum
utilization of HMT machines.
iv. Periodic awareness training programme for employees relating to safety,
quality, advanced technology, information technology etc.
v. Multi-skill training to machine operators.
vi. Induction and in-plant training to fresh recruits and transferees.
12
vii. Apprentice training programme under the apprentice act.
viii. Project guidance in management or technology to students.
ix. Industrial familiarization program for engineering college students.
THE MARKETING NETWORK OF HMT LTD
The machine tools marketing divisions with its head quarters at Bangalore and
having wide network of regional and divisional offices spread throughout India
caters to the marketing needs of this unit at the primary level. To co-ordinate the
marketing activities at unit level and co offer technical support to machine tool
marketing, a strong sales and services team is constituted at unit level. HMT’s
major customer includes defense, railways, automobile and other engineering
industries in various sectors.
MAIN INLAND COMPETITORS FOR THE UNIT’S PRODUCTS
‰ Mysore Kirlosker Ltd
‰ ACE Designers
‰ NC Machines Private Ltd
‰ Lakshmi Machine Works
MAIN FOREIGN COMPETITORS FOR THE UNIT’S PRODUCTS
a) Okuma, Japan
b) Nori Saiki, Co Ltd., Japan
c) Tukisama, Japan
d) Muzak, Japan
e) Iregai, Japan
f) GDM, Germany
g) Churchill, England
h) Ernault Tayoda, Japan
i) Victor, Taiwan
j) Tuma, Korea
k) EMAS, Germany
WELFARE MEASURES IN HMT, KALAMASSERY
1. Company quarters are provided to employees.
2. Subsidized transport facility is provided for employees residing outside HMT
township.
3. Company sponsors a central welfare association. This association has four
subsidiary clubs, i.e. arts and dramatic club, sports club, social club,
educational society.
4. Subsidized canteen facility is provided to employees.
vii. Apprentice training programme under the apprentice act.
viii. Project guidance in management or technology to students.
ix. Industrial familiarization program for engineering college students.
THE MARKETING NETWORK OF HMT LTD
The machine tools marketing divisions with its head quarters at Bangalore and
having wide network of regional and divisional offices spread throughout India
caters to the marketing needs of this unit at the primary level. To co-ordinate the
marketing activities at unit level and co offer technical support to machine tool
marketing, a strong sales and services team is constituted at unit level. HMT’s
major customer includes defense, railways, automobile and other engineering
industries in various sectors.
MAIN INLAND COMPETITORS FOR THE UNIT’S PRODUCTS
‰ Mysore Kirlosker Ltd
‰ ACE Designers
‰ NC Machines Private Ltd
‰ Lakshmi Machine Works
MAIN FOREIGN COMPETITORS FOR THE UNIT’S PRODUCTS
a) Okuma, Japan
b) Nori Saiki, Co Ltd., Japan
c) Tukisama, Japan
d) Muzak, Japan
e) Iregai, Japan
f) GDM, Germany
g) Churchill, England
h) Ernault Tayoda, Japan
i) Victor, Taiwan
j) Tuma, Korea
k) EMAS, Germany
WELFARE MEASURES IN HMT, KALAMASSERY
1. Company quarters are provided to employees.
2. Subsidized transport facility is provided for employees residing outside HMT
township.
3. Company sponsors a central welfare association. This association has four
subsidiary clubs, i.e. arts and dramatic club, sports club, social club,
educational society.
4. Subsidized canteen facility is provided to employees.
13
WHAT IS “5S”
1S SEIRI
Sort out unnecessary items in the workplace and discard
them.
2S SEITION
Arrange necessary items in good order, so that they can
be easily picked for use.
A place for everything and everything in its place.
3S SEISO
Clean your workplace, completely so that there is no
dust on the floor, machine and equipments.
4S SEIETSU
Maintain high standard of house keeping and workplace
organization at all times.
5S SHITSUKE
Train people to follow good house keeping disciplines
autonomously.
INTERNATIONAL STANDARDS FOR QUALITY MANAGEMENT
Good quality system consists of sound technical and administrative procedures for
assuring quality. QA offers more scope for reducing costs prerequisites and
characteristics of good quality assurance and quality management. The challenge to
a developing nation is to motivate processors and manufactures to adopt and
implement these standards and to establish a credible nation quality registration
scheme, which will be recognized by trading partners.
In an increasing number of markets and industries third party quality assessment
and registration is becoming a pre-requisite for doing business. ISO 9000
registration as considered the minimum acceptable level for a supplier and those
who cannot demonstrate this minimum level may not only have difficulty in selling
in certain markets they may be barren from those markets.
Not only must a defendant be able to demonstrate that his product is well designed
and conforms to all standards and regulations, but he must be able to demonstrate
that the product is manufactured consistently with in a system that conforms at least
to internationally accepted standards.
IN ADDITION, ISO 9000 SERIES STANDARD ALSO
‰ Motivates exporters
‰ Sets a base line
‰ Establishes reasonable standards for government procurement
‰ Focus training and professional development
‰ Sets general market procedure for regulating health and safety
‰ Reduces time consuming audits by costumes and regulators
‰ Raises levels of motivation, co-operation workmanship and quality
awareness.
‰ Improves efficiency, reduces scrap and rework.
WHAT IS “5S”
1S SEIRI
Sort out unnecessary items in the workplace and discard
them.
2S SEITION
Arrange necessary items in good order, so that they can
be easily picked for use.
A place for everything and everything in its place.
3S SEISO
Clean your workplace, completely so that there is no
dust on the floor, machine and equipments.
4S SEIETSU
Maintain high standard of house keeping and workplace
organization at all times.
5S SHITSUKE
Train people to follow good house keeping disciplines
autonomously.
INTERNATIONAL STANDARDS FOR QUALITY MANAGEMENT
Good quality system consists of sound technical and administrative procedures for
assuring quality. QA offers more scope for reducing costs prerequisites and
characteristics of good quality assurance and quality management. The challenge to
a developing nation is to motivate processors and manufactures to adopt and
implement these standards and to establish a credible nation quality registration
scheme, which will be recognized by trading partners.
In an increasing number of markets and industries third party quality assessment
and registration is becoming a pre-requisite for doing business. ISO 9000
registration as considered the minimum acceptable level for a supplier and those
who cannot demonstrate this minimum level may not only have difficulty in selling
in certain markets they may be barren from those markets.
Not only must a defendant be able to demonstrate that his product is well designed
and conforms to all standards and regulations, but he must be able to demonstrate
that the product is manufactured consistently with in a system that conforms at least
to internationally accepted standards.
IN ADDITION, ISO 9000 SERIES STANDARD ALSO
‰ Motivates exporters
‰ Sets a base line
‰ Establishes reasonable standards for government procurement
‰ Focus training and professional development
‰ Sets general market procedure for regulating health and safety
‰ Reduces time consuming audits by costumes and regulators
‰ Raises levels of motivation, co-operation workmanship and quality
awareness.
‰ Improves efficiency, reduces scrap and rework.
14
The following topics are dealt with in the ISO 9000 series of standards.
1. ISO 9000 – Quality management and quality assurance standards section and
use.
2. ISO 9000 – Model for quality assurance in design development, production
installation, and servicing.
3. ISO 9002 – Model for quality assurance in production and installation.
4. ISO 9003 – Guidelines on development of quality management system to
minimize costs and maximize benefits.
QUALITY POLICY
HMT MLT is committed to total customer satisfaction by the supply of quality
products and services through:
‰ Continuous improvement of technology of product and processes.
‰ Innovation and creativity.
‰ Effective implementation of quality management system.
‰ Monitoring the effective realization of quality objectives and periodical
review of its suitability.
HMT ORGANISATIONAL CHART
PRESIDENT OF INDIA
Ministry of Heavy Industries
Board of directors
Chairman & Managing Director
(C&MD)
Managing directors
(Subsidiary Chiefs)
Departments
1. Finance
2. Human resource management
3. Marketing
4. Research & Development
5. Technology Development
The following topics are dealt with in the ISO 9000 series of standards.
1. ISO 9000 – Quality management and quality assurance standards section and
use.
2. ISO 9000 – Model for quality assurance in design development, production
installation, and servicing.
3. ISO 9002 – Model for quality assurance in production and installation.
4. ISO 9003 – Guidelines on development of quality management system to
minimize costs and maximize benefits.
QUALITY POLICY
HMT MLT is committed to total customer satisfaction by the supply of quality
products and services through:
‰ Continuous improvement of technology of product and processes.
‰ Innovation and creativity.
‰ Effective implementation of quality management system.
‰ Monitoring the effective realization of quality objectives and periodical
review of its suitability.
HMT ORGANISATIONAL CHART
PRESIDENT OF INDIA
Ministry of Heavy Industries
Board of directors
Chairman & Managing Director
(C&MD)
Managing directors
(Subsidiary Chiefs)
Departments
1. Finance
2. Human resource management
3. Marketing
4. Research & Development
5. Technology Development
15
16
DESIGNATIONS IN HMT UNITS
OFFICERS
General Manager
Joint General Manager
Deputy Assistant General Manager
Assistant General Manager /
Deputy Chief Engineer
Deputy Manager /
Engineer
Officer /
Deputy Engineer
Junior officer /
Assistant Engineer
Senior Engineer
DESIGNATIONS IN HMT UNITS
OFFICERS
General Manager
Joint General Manager
Deputy Assistant General Manager
Assistant General Manager /
Deputy Chief Engineer
Deputy Manager /
Engineer
Officer /
Deputy Engineer
Junior officer /
Assistant Engineer
Senior Engineer
17
EMPLOYEES
Worker Supervisor
Worker Grade WG-VI
Worker Grade WG-V
Worker Grade WG-IV
Worker Grade WG-III
Worker Grade WG-II
Worker Grade WG-I
EMPLOYEES
Worker Supervisor
Worker Grade WG-VI
Worker Grade WG-V
Worker Grade WG-IV
Worker Grade WG-III
Worker Grade WG-II
Worker Grade WG-I
18
ORGANISATION STRUCTURE OF UNIT AT KALAMASSERY
(HMT MACHINE TOOLS LI MITED, KALAMASSERY)
Sales Inspect
ion &
Qualit
y
Contro
l
Design
&
develo
pment
Materi
al
engine
ering
Planning Production Finance P
e
rs
o
n
n
e
l
HRD,
welfare,
IR
Cash &
inward
bill,
outward
bill,
wages,
material
account
Manufac
turing,
producti
on
control,
civil
engineer
ing
Repair &
maintenance
, preventive
maintenance
, energy
conversion,
reconditioni
ng
MIS,
corp.
planning,
industrial
eng,
computer
centre,
productio
n
planning
Mate
rials
stores
,
dispat
ch
Product
develop,
product
up
gradation,
CAD, stds,
technical
library
Incoming
inspection
in process
inspection
&
calibration,
final
inspection
& testing,
quantity
mgmt
system
Quality
Sales
eng.,
servicing
, job
order
executio
n
Foundry Vigilance Safety Security PR
Assembly
Unit chief (GM)
ORGANISATION STRUCTURE OF UNIT AT KALAMASSERY
(HMT MACHINE TOOLS LI MITED, KALAMASSERY)
Sales Inspect
ion &
Qualit
y
Contro
l
Design
&
develo
pment
Materi
al
engine
ering
Planning Production Finance P
e
rs
o
n
n
e
l
HRD,
welfare,
IR
Cash &
inward
bill,
outward
bill,
wages,
material
account
Manufac
turing,
producti
on
control,
civil
engineer
ing
Repair &
maintenance
, preventive
maintenance
, energy
conversion,
reconditioni
ng
MIS,
corp.
planning,
industrial
eng,
computer
centre,
productio
n
planning
Mate
rials
stores
,
dispat
ch
Product
develop,
product
up
gradation,
CAD, stds,
technical
library
Incoming
inspection
in process
inspection
&
calibration,
final
inspection
& testing,
quantity
mgmt
system
Quality
Sales
eng.,
servicing
, job
order
executio
n
Foundry Vigilance Safety Security PR
Assembly
Unit chief (GM)
19
CHAPTER 3
STUDY OF DEPRATMENTS IN HMT MTLK
Organization is a system of clearly defined structure of activities consciously
designed to allow organizational participants to work effectively towards common
goals. The organization is divided into various departments to improve the
management and control. Organizational studies are attempts to observe the work of
managers and employees in each department in the organizations and learn the
secrets of managerial effectiveness. It also broadens the understanding of
organizational processes and fruitfully blends management concepts with work life
practices.
The departments in the HMT MTL at Kalamassery are broadly classified into two,
viz., production departments and service departments. The details are given below.
The marketing department of the holding company HMT Ltd is shared by all the
units of HMT Ltd located at various parts of the country. Hence separate marketing
department is not available at HMT MTL at Kalamssery.
PRODUCTION DEPRATMENTS
Foundry department
Machine tool department
1. Machine tool manufacturing
2. Machine tool assembly
Printing machine department
1. Printing machine manufacturing
2. Printing machine assembly
SERVICE DEPARTMENTS
1. Training centre
2. Human resource management
3. Public relations
4. Finance
5. Planning
6. Purchase
7. Sales
8. Quality control and inspection
9. Stores
10. Plant services
11. Safety & security
CHAPTER 3
STUDY OF DEPRATMENTS IN HMT MTLK
Organization is a system of clearly defined structure of activities consciously
designed to allow organizational participants to work effectively towards common
goals. The organization is divided into various departments to improve the
management and control. Organizational studies are attempts to observe the work of
managers and employees in each department in the organizations and learn the
secrets of managerial effectiveness. It also broadens the understanding of
organizational processes and fruitfully blends management concepts with work life
practices.
The departments in the HMT MTL at Kalamassery are broadly classified into two,
viz., production departments and service departments. The details are given below.
The marketing department of the holding company HMT Ltd is shared by all the
units of HMT Ltd located at various parts of the country. Hence separate marketing
department is not available at HMT MTL at Kalamssery.
PRODUCTION DEPRATMENTS
Foundry department
Machine tool department
1. Machine tool manufacturing
2. Machine tool assembly
Printing machine department
1. Printing machine manufacturing
2. Printing machine assembly
SERVICE DEPARTMENTS
1. Training centre
2. Human resource management
3. Public relations
4. Finance
5. Planning
6. Purchase
7. Sales
8. Quality control and inspection
9. Stores
10. Plant services
11. Safety & security
20
PURCHASE DEPARTMENT
INTRODUCTION
In the present scenario of increased competition, reduced time to market and
globalised outsourcing, material management has evolved as one of the major
factors for the success of an organization. The Purchase function, a key component
of material management is now functioning with more agility and is shouldered
with more responsibility than before.
In HMT Ltd., and its subsidiary companies, the purchase function is carried out by
the purchase department of the respective unit or divisions and is responsible for
procurement of the unit or division’s requirement. The heads of the material
department and purchase department are accountable for effective discharge of
purchase functions within the framework of purchase policy of the company.
STRUCTURE OF DEPARTMENT
D G M
(printing)
D G M
(Machine Tool)
D G M
(Subcontract)
Manager
purchase
Manger
Manager
(Material
Planning)
D C E
(Material
Planning) Manager (purchase)
A G M (subcontract
Manager
Manager
Store officer Officer
(Material
Planning)
Store
Office
Office
StaffStaff
JGM
PURCHASE DEPARTMENT
INTRODUCTION
In the present scenario of increased competition, reduced time to market and
globalised outsourcing, material management has evolved as one of the major
factors for the success of an organization. The Purchase function, a key component
of material management is now functioning with more agility and is shouldered
with more responsibility than before.
In HMT Ltd., and its subsidiary companies, the purchase function is carried out by
the purchase department of the respective unit or divisions and is responsible for
procurement of the unit or division’s requirement. The heads of the material
department and purchase department are accountable for effective discharge of
purchase functions within the framework of purchase policy of the company.
STRUCTURE OF DEPARTMENT
D G M
(printing)
D G M
(Machine Tool)
D G M
(Subcontract)
Manager
purchase
Manger
Manager
(Material
Planning)
D C E
(Material
Planning) Manager (purchase)
A G M (subcontract
Manager
Manager
Store officer Officer
(Material
Planning)
Store
Office
Office
StaffStaff
JGM
21
OBJECTIVES
‰ Timely procurement and supply of required materials with prescribed
specifications and quality at the most competitive price and terms.
‰ Fair, Consistent and transparent purchase practice.
‰ Continuous search for alternate sources of supply and to develop reliable
sources of supply.
CLASSIFICATION OF MATERIALS
All purchases should be broadly categorized into Revenue and Capital. Under
Revenue, further categorization shall be made into Production and Non production
items. The Production items shall be categorized into “A” “B” and “C”.
MATERIAL PURCHASE REQUEST
1. Material Purchase Request duly verified and signed by the Material Chief
shall be the basis for initiating procurement action by the Purchase
Department. The quantity and delivery schedule should be linked suitably to
the production programme, taking into account the lead time for
procurement.
2. MPR is raised in matching with maximum requirement of quarterly or half
yearly production dispatch schedule as well as delivery schedule items
keeping in view the operational plan required at a time and same should be
received once in a month by the purchase committee.
3. The MPR shall be raised with requisite copy duly approved by the material
chief.
4. On the receipt of MPR, the Purchase department will enter the MPR no. and
distribute to the date of receipt in the MPR control register and distribute to
the purchase officer.
5. For proprietary items, MPRs must be accompanied by proprietary article
certified with source of supply issued by the concerned.
MODES OF PURCHASE
1. TENDER SYSTEM
Tender system is adopted to procure materials at competitive rates and different
types of tenders are in vogue viz. Open Tender, Limited Tender, Single tender and
local purchases through spot offers (spot tender). Where it is wanted, Global tender
may be resorted to. Procurement process can also be through electronic mode (e-
tendering, receipt of offer through secured mails) within the provisions of Purchase
manual and relevant acts.
i. O PEN TENDER:
Open tender refers to calling of quotations by advertising tender enquiry in website
of the company and at least in one reputed local or national newspaper. All tender
OBJECTIVES
‰ Timely procurement and supply of required materials with prescribed
specifications and quality at the most competitive price and terms.
‰ Fair, Consistent and transparent purchase practice.
‰ Continuous search for alternate sources of supply and to develop reliable
sources of supply.
CLASSIFICATION OF MATERIALS
All purchases should be broadly categorized into Revenue and Capital. Under
Revenue, further categorization shall be made into Production and Non production
items. The Production items shall be categorized into “A” “B” and “C”.
MATERIAL PURCHASE REQUEST
1. Material Purchase Request duly verified and signed by the Material Chief
shall be the basis for initiating procurement action by the Purchase
Department. The quantity and delivery schedule should be linked suitably to
the production programme, taking into account the lead time for
procurement.
2. MPR is raised in matching with maximum requirement of quarterly or half
yearly production dispatch schedule as well as delivery schedule items
keeping in view the operational plan required at a time and same should be
received once in a month by the purchase committee.
3. The MPR shall be raised with requisite copy duly approved by the material
chief.
4. On the receipt of MPR, the Purchase department will enter the MPR no. and
distribute to the date of receipt in the MPR control register and distribute to
the purchase officer.
5. For proprietary items, MPRs must be accompanied by proprietary article
certified with source of supply issued by the concerned.
MODES OF PURCHASE
1. TENDER SYSTEM
Tender system is adopted to procure materials at competitive rates and different
types of tenders are in vogue viz. Open Tender, Limited Tender, Single tender and
local purchases through spot offers (spot tender). Where it is wanted, Global tender
may be resorted to. Procurement process can also be through electronic mode (e-
tendering, receipt of offer through secured mails) within the provisions of Purchase
manual and relevant acts.
i. O PEN TENDER:
Open tender refers to calling of quotations by advertising tender enquiry in website
of the company and at least in one reputed local or national newspaper. All tender
22
notices are to be approved by the competent authority. All tender notices are to be
approved by the unit chief / purchase chief. Open tender have to be resorted to for
an item where the estimated tender value of purchase exceeds 25 lakhs. Under no
circumstances, the advertisement is published in the category of classified
advertisements. The time allowed for receiving quotations against open tender is
fixed at a minimum of 21 days from the date of release of tender enquiry Notice. In
case on non-receipt of at least three offers, the due date is extended for a further
period of 7 days. In case of open tenders two-part system is followed, viz., technical
bid and the price bid. The tender forms are priced suitably to recover the cost of
advertisement. Purchase committee is entrusted to finalise fee for tender document.
The security deposit and terms and conditions of tender is furnished in the tender
notice.
ii. L
IMITED TENDER:
Limited tenders are those addressed to all parties in the approved list of vendors for
the required item as per the database maintained by the purchase department. The
advertisement is send to the potential suppliers through UCP, speed post, courier or
RAPD or email. The company’s official email id is only be used for all
communication with suppliers. The time allowed for receiving quotations against
Limited tenders shall be minimum 15 days from the date of release of tender.
iii. S
INGLE TENDER :
Single Tenders are those addressed to a single party and the reasons for the same are
to be clearly recorded in the proposal. This can be resorted to only under the
following circumstances:
‰ The government has channelized the supply only through single source
‰ Supplies are from government and semi government agencies and controlled
agencies that have a market monopoly for these products (eg. Petrol, Diesel,
Iron ore etc.)
‰ Proprietary items for which MPR accompanied by proprietary article
certificate.
‰ Designer justification or customer stipulation for the use of a particular
make.
‰ Time limit for obtaining offers may be stipulated based on requirement.
Single tender case is restricted to financial ceiling of 10 lakhs
iv. S
POT TENDER :
This is resorted to only for urgent requirements. A team of officers comprising of
representatives from Purchase, Finance, and other user departments proceed to the
market and obtain spot offers from local vendors after physically verifying and
inspecting the goods and obtaining the assurance that the items are offered ex-stock.
Offer is also received from established suppliers whenever possible the procurement
is made from authorized distributor. The cheapest of the quotation collected by the
notices are to be approved by the competent authority. All tender notices are to be
approved by the unit chief / purchase chief. Open tender have to be resorted to for
an item where the estimated tender value of purchase exceeds 25 lakhs. Under no
circumstances, the advertisement is published in the category of classified
advertisements. The time allowed for receiving quotations against open tender is
fixed at a minimum of 21 days from the date of release of tender enquiry Notice. In
case on non-receipt of at least three offers, the due date is extended for a further
period of 7 days. In case of open tenders two-part system is followed, viz., technical
bid and the price bid. The tender forms are priced suitably to recover the cost of
advertisement. Purchase committee is entrusted to finalise fee for tender document.
The security deposit and terms and conditions of tender is furnished in the tender
notice.
ii. L
IMITED TENDER:
Limited tenders are those addressed to all parties in the approved list of vendors for
the required item as per the database maintained by the purchase department. The
advertisement is send to the potential suppliers through UCP, speed post, courier or
RAPD or email. The company’s official email id is only be used for all
communication with suppliers. The time allowed for receiving quotations against
Limited tenders shall be minimum 15 days from the date of release of tender.
iii. S
INGLE TENDER :
Single Tenders are those addressed to a single party and the reasons for the same are
to be clearly recorded in the proposal. This can be resorted to only under the
following circumstances:
‰ The government has channelized the supply only through single source
‰ Supplies are from government and semi government agencies and controlled
agencies that have a market monopoly for these products (eg. Petrol, Diesel,
Iron ore etc.)
‰ Proprietary items for which MPR accompanied by proprietary article
certificate.
‰ Designer justification or customer stipulation for the use of a particular
make.
‰ Time limit for obtaining offers may be stipulated based on requirement.
Single tender case is restricted to financial ceiling of 10 lakhs
iv. S
POT TENDER :
This is resorted to only for urgent requirements. A team of officers comprising of
representatives from Purchase, Finance, and other user departments proceed to the
market and obtain spot offers from local vendors after physically verifying and
inspecting the goods and obtaining the assurance that the items are offered ex-stock.
Offer is also received from established suppliers whenever possible the procurement
is made from authorized distributor. The cheapest of the quotation collected by the
23
team is used for the selection of the supplier, if the items are not readily available.
The value of the spot tender purchase is limited to Rs.50,000/- To regularize the
purchase, confirmation is issued by the unit chief.
2. PURCHASE FROM COLLABORATORS
Purchases from the collaborators does not come under tender system, The other
procedures like MPR, obtaining sanction for the proposal and placement of
purchase orders are to be followed. The import license if required is obtained by the
purchase department. The requirements in quantity and values in terms of foreign
exchange have to be planned well in advance. It is imperative that the items are
ordered within a reasonable period so that shipment could be effected within the
validity period of license.
3. SUPPLY THROUGH DGS&D RATE CONTRACT
The director of general supplies and disposal (DGS&D) entered into a contract from
various items to cater to the requirement of different government organizations. List
of stores on rate contract is published by DGS&D from time to time is used for the
purchase with single quotation.
4. PURCHASE THROUGH LONG TERM CONTRACT
The objective of entering into a long term contract is to ensure continuous supply at
competitive rates. Long term contract should generally be entered into a reasonable
time but not more than two years at a time.
5. CASH PURCHASE
Cash purchase should generally be resorted to only in respect of items of small
value and emergent requirements. The cash purchase is resorted only in respect of
items of small value and emergent requirements. Purchase of material up to
Rs.5000/- at a time is permitted for cash purchase.
6. WORLD BANK PROCUREMENT
In respect of any item procured out of the soft loan assistance from World Bank, the
procurement procedures of World Bank shall apply.
7. PURCHASE FROM FOREIGN SUPPLIERS
The regular tendering procedure is to be followed for the procurement from foreign
suppliers. Where the custom duty is not payable on imports because of government
exemption notification or availability of special import license is to be indicated in
the purchase order.
8. REPEAT ORDERS
Repeat orders are placed I some cases in order to save time and cost. Fresh tenders
are not initiated in repeat order procedure. Repeat order is not permitted more than 2
years of original purchase.
team is used for the selection of the supplier, if the items are not readily available.
The value of the spot tender purchase is limited to Rs.50,000/- To regularize the
purchase, confirmation is issued by the unit chief.
2. PURCHASE FROM COLLABORATORS
Purchases from the collaborators does not come under tender system, The other
procedures like MPR, obtaining sanction for the proposal and placement of
purchase orders are to be followed. The import license if required is obtained by the
purchase department. The requirements in quantity and values in terms of foreign
exchange have to be planned well in advance. It is imperative that the items are
ordered within a reasonable period so that shipment could be effected within the
validity period of license.
3. SUPPLY THROUGH DGS&D RATE CONTRACT
The director of general supplies and disposal (DGS&D) entered into a contract from
various items to cater to the requirement of different government organizations. List
of stores on rate contract is published by DGS&D from time to time is used for the
purchase with single quotation.
4. PURCHASE THROUGH LONG TERM CONTRACT
The objective of entering into a long term contract is to ensure continuous supply at
competitive rates. Long term contract should generally be entered into a reasonable
time but not more than two years at a time.
5. CASH PURCHASE
Cash purchase should generally be resorted to only in respect of items of small
value and emergent requirements. The cash purchase is resorted only in respect of
items of small value and emergent requirements. Purchase of material up to
Rs.5000/- at a time is permitted for cash purchase.
6. WORLD BANK PROCUREMENT
In respect of any item procured out of the soft loan assistance from World Bank, the
procurement procedures of World Bank shall apply.
7. PURCHASE FROM FOREIGN SUPPLIERS
The regular tendering procedure is to be followed for the procurement from foreign
suppliers. Where the custom duty is not payable on imports because of government
exemption notification or availability of special import license is to be indicated in
the purchase order.
8. REPEAT ORDERS
Repeat orders are placed I some cases in order to save time and cost. Fresh tenders
are not initiated in repeat order procedure. Repeat order is not permitted more than 2
years of original purchase.
24
9. RE-TENDERING
Re-tendering is done in the following cases:-
a) When less than 3 tenders are received.
b) If the price quoted is significantly high.
c) If the purchase committee feels that carter exists between the quoted suppliers.
d) Change in material or specification after calling for tender.
e) None of the offers meet the desired specification
f) If the vendor withdraw the offer.
g) Change in the market demand and taste after tendering process
h) L1 back out.
TERMS OF PAYMENT
FOR INDIGENOUS SUPPLIERS
1. Normal payment period is 60 days. Extra payment period is negotiated with
the supplier
2. No offer is accepted with condition of opening the letter of credit.
3. In special cases, part or full payment against the dispatch document or
delivering goods
4. Advance payment along with the purchase order is considered as dangerous.
5. In case of controlled items, where supply is controlled by Govt. agencies and
the supplier insists the payment in advance, bank guarantee is accepted.
6. The performance of the supplier against the previous order is invariably
reviewed.
FOR FOREIGN SUPPLIERS
1. Payment is arranged against shipping documents Letter of credit is
established only through company’s banks and same is advised to the
supplier by the corresponding foreign bank in that area.
2. Advance payment is permitted for items having value less than $2000/-. For
advance payment, bank guarantee shall be obtained in case to case basis.
3. The performance of the supplier against the previous order is invariably
reviewed.
PURCHASE PROPOSAL
Purchase proposal is expected to contain the following documents
1. TECHNICAL SPECIFICATION
The detailed specification is required to be attached with the purchase proposal.
2. COMMERCIAL DETAILS
MPR No.
Quantity and value
Statutory levis
Clearing, forwarding and commissioning charges
Mode of transport
Freight charges
9. RE-TENDERING
Re-tendering is done in the following cases:-
a) When less than 3 tenders are received.
b) If the price quoted is significantly high.
c) If the purchase committee feels that carter exists between the quoted suppliers.
d) Change in material or specification after calling for tender.
e) None of the offers meet the desired specification
f) If the vendor withdraw the offer.
g) Change in the market demand and taste after tendering process
h) L1 back out.
TERMS OF PAYMENT
FOR INDIGENOUS SUPPLIERS
1. Normal payment period is 60 days. Extra payment period is negotiated with
the supplier
2. No offer is accepted with condition of opening the letter of credit.
3. In special cases, part or full payment against the dispatch document or
delivering goods
4. Advance payment along with the purchase order is considered as dangerous.
5. In case of controlled items, where supply is controlled by Govt. agencies and
the supplier insists the payment in advance, bank guarantee is accepted.
6. The performance of the supplier against the previous order is invariably
reviewed.
FOR FOREIGN SUPPLIERS
1. Payment is arranged against shipping documents Letter of credit is
established only through company’s banks and same is advised to the
supplier by the corresponding foreign bank in that area.
2. Advance payment is permitted for items having value less than $2000/-. For
advance payment, bank guarantee shall be obtained in case to case basis.
3. The performance of the supplier against the previous order is invariably
reviewed.
PURCHASE PROPOSAL
Purchase proposal is expected to contain the following documents
1. TECHNICAL SPECIFICATION
The detailed specification is required to be attached with the purchase proposal.
2. COMMERCIAL DETAILS
MPR No.
Quantity and value
Statutory levis
Clearing, forwarding and commissioning charges
Mode of transport
Freight charges
25
Insurance
Delivery &Commissioning charges
Payment terms
Other terms and conditions
Warranty
Risk of purchase
Duration of supply
SALES DEPARTMENT
INTRODUCTION
Sales and servicing activity is a most important function in fulfilling the objectives
of the organization and needs of the customers. It has the activities of selling the
machines as per customer satisfaction through its after sales activities.
STRUCTURE OF DEPARTMENT
SCOPE
The scope of the process mapped is sales, servicing and dispatch of HMT
Kalamassery product.
Chief of sales
Sales Machine Tools Sales Printing Machine
Sales
Engg.
Servicin g
Spares
Sales Dispatch Sales Servicin g Spares Dispatc h
Insurance
Delivery &Commissioning charges
Payment terms
Other terms and conditions
Warranty
Risk of purchase
Duration of supply
SALES DEPARTMENT
INTRODUCTION
Sales and servicing activity is a most important function in fulfilling the objectives
of the organization and needs of the customers. It has the activities of selling the
machines as per customer satisfaction through its after sales activities.
STRUCTURE OF DEPARTMENT
SCOPE
The scope of the process mapped is sales, servicing and dispatch of HMT
Kalamassery product.
Chief of sales
Sales Machine Tools Sales Printing Machine
Sales
Engg.
Servicin g
Spares
Sales Dispatch Sales Servicin g Spares Dispatc h
26
OBJECTIVES
The objective is to create and sustain customers in the line with the quantity policy
of the company and provide after sales service to achieve total customer
satisfaction.
HMT Machine Tools Kalamassery has a sales department. The machines are
manufactured only as per the order from the customer. If any order cannot be
accepted, then the company informs within seven days. If it can accept the order,
within 10 to 14 days, HMT has to inform the customer that the order is accepted in
the legal format.
PROCESS
The customer contacts the Regional office and specifies all his requirements,
delivery date and other details. These details are then conveyed to the Sales
department and Finance department for appropriateness of design time, design,
financial concurrence etc. After the feasibility of the design is confirmed by both
the department, it gets into production process. The finished product, after
inspection and formalities, is dispatched to the customer at the required rate. The
payment is made to the Sales department. After sending the required commission to
the regional office, sales department sends the rest of the cash to the financial
department.
ACTIVITIES OF SALES DEPARTMENT
‰ Regional and zonal officers of HMT are authorized to quote and obtain
order.
‰ Clarification sought by regional office are replied
‰ Orders are checked and registered’
‰ Details of firm order are forwarded to department.
‰ Call for amendments and clarification are obtained from customer.
‰ Order acceptance (OA) is prepared for customer orders.
‰ Alterations in order acceptance is made through amendments
‰ Delivery period of order is decided in depatch production meeting.
‰ Allotment of the machine to the customer is done.
‰ Follows up for payment or dispatch clearance are made with customer.
‰ The payment or dispatch clearance received is intimate to finance
department.
‰ Details of dispatch are intimated to customer.
‰ Order and documents to the order including delivery voucher is put in the
customer file.
RESPONSIBILITIES OF VARIOUS DIVISIONS
SALES ENGINEERING
Submission of offers for CNC lathes against enquiries and collection of technically
and commercially clears orders. Execution of orders in coordination with related
OBJECTIVES
The objective is to create and sustain customers in the line with the quantity policy
of the company and provide after sales service to achieve total customer
satisfaction.
HMT Machine Tools Kalamassery has a sales department. The machines are
manufactured only as per the order from the customer. If any order cannot be
accepted, then the company informs within seven days. If it can accept the order,
within 10 to 14 days, HMT has to inform the customer that the order is accepted in
the legal format.
PROCESS
The customer contacts the Regional office and specifies all his requirements,
delivery date and other details. These details are then conveyed to the Sales
department and Finance department for appropriateness of design time, design,
financial concurrence etc. After the feasibility of the design is confirmed by both
the department, it gets into production process. The finished product, after
inspection and formalities, is dispatched to the customer at the required rate. The
payment is made to the Sales department. After sending the required commission to
the regional office, sales department sends the rest of the cash to the financial
department.
ACTIVITIES OF SALES DEPARTMENT
‰ Regional and zonal officers of HMT are authorized to quote and obtain
order.
‰ Clarification sought by regional office are replied
‰ Orders are checked and registered’
‰ Details of firm order are forwarded to department.
‰ Call for amendments and clarification are obtained from customer.
‰ Order acceptance (OA) is prepared for customer orders.
‰ Alterations in order acceptance is made through amendments
‰ Delivery period of order is decided in depatch production meeting.
‰ Allotment of the machine to the customer is done.
‰ Follows up for payment or dispatch clearance are made with customer.
‰ The payment or dispatch clearance received is intimate to finance
department.
‰ Details of dispatch are intimated to customer.
‰ Order and documents to the order including delivery voucher is put in the
customer file.
RESPONSIBILITIES OF VARIOUS DIVISIONS
SALES ENGINEERING
Submission of offers for CNC lathes against enquiries and collection of technically
and commercially clears orders. Execution of orders in coordination with related
27
departments is done by the sale engineering division. DGS&D rates are available
for basic lathe machines.
a) In proposal stage
‰ Generation of enquiries in liaison with regional or zonal marketing officer.
‰ Preparation and submission of standard tooling machines for CNC Lathes.
‰ Interact with customers regarding the offers submitted and provide
clarification required on these offer.
‰ Follow up offer for the receipt of orders.
‰ Scrutiny of orders and obtaining technical and commercial amendments, if
any required.
‰ Put up sanction for unit chiefs, if the prices accepted vary from the approved
prices.
‰ Preparation of draft details of firm order for obtaining assembly group
numbers or stock numbers from design department.
‰ Preparation of tooling layout and follow up for customers approved in case
of tooled up officers.
‰ Associate with tooling layouts and also incorporate corrections in tooling
layout, if any.
b) In execution stage
‰ Issue details of likely orders
‰ Release of tooling layout for detailed toll design
‰ Initiate manufacturing or procurement of tooling
‰ Correspondence with the marketing officers
‰ Coordinate with all concerned sections and technical work up to dispatch of
the machines
APPLICATION ENGINEERING
Application engineering division is expected to coordinate the various activities of
the concerned department
‰ Coordination with concerned department to ensure availability of the
machine.
‰ Conducting job trials
‰ Conduct pre-sales trials
‰ Coordinate for the supply of short supplied items
‰ Coordinate with the training centre for training on CNC machines
SALES OFFICE
‰ Submission of offers for conventional machines
‰ Scrutiny of orders regarding technical and commercial conditions
‰ Release of order acceptance
‰ Issue of amendments to order acceptance
‰ Release of Performa invoice
‰ Follow up with marketing or customer for payment dispatched.
SERVICING
‰ Commissioning and servicing of machines supplied
departments is done by the sale engineering division. DGS&D rates are available
for basic lathe machines.
a) In proposal stage
‰ Generation of enquiries in liaison with regional or zonal marketing officer.
‰ Preparation and submission of standard tooling machines for CNC Lathes.
‰ Interact with customers regarding the offers submitted and provide
clarification required on these offer.
‰ Follow up offer for the receipt of orders.
‰ Scrutiny of orders and obtaining technical and commercial amendments, if
any required.
‰ Put up sanction for unit chiefs, if the prices accepted vary from the approved
prices.
‰ Preparation of draft details of firm order for obtaining assembly group
numbers or stock numbers from design department.
‰ Preparation of tooling layout and follow up for customers approved in case
of tooled up officers.
‰ Associate with tooling layouts and also incorporate corrections in tooling
layout, if any.
b) In execution stage
‰ Issue details of likely orders
‰ Release of tooling layout for detailed toll design
‰ Initiate manufacturing or procurement of tooling
‰ Correspondence with the marketing officers
‰ Coordinate with all concerned sections and technical work up to dispatch of
the machines
APPLICATION ENGINEERING
Application engineering division is expected to coordinate the various activities of
the concerned department
‰ Coordination with concerned department to ensure availability of the
machine.
‰ Conducting job trials
‰ Conduct pre-sales trials
‰ Coordinate for the supply of short supplied items
‰ Coordinate with the training centre for training on CNC machines
SALES OFFICE
‰ Submission of offers for conventional machines
‰ Scrutiny of orders regarding technical and commercial conditions
‰ Release of order acceptance
‰ Issue of amendments to order acceptance
‰ Release of Performa invoice
‰ Follow up with marketing or customer for payment dispatched.
SERVICING
‰ Commissioning and servicing of machines supplied
28
‰ Arranging free replacement spares for rectifying complaints reported during
warranty period
‰ Monitoring of customer complaints and provide technical advice
‰ Furnishing data for quality assurance department.
SPARES
‰ Receiving the customer enquiries for spare parts
‰ Issue order of acceptance against purchase order
‰ Issue Performa invoice for the payments
‰ Receive payment vouchers for accounts department
‰ Collect items against customers order and forward to dispatch sections
‰ Follow up of service issue, material issue and operational sequence.
‰ Planning of spare parts requirements
‰ Correspondence with customer and regional offices for spare parts requests
‰ Submission of details of spare parts requirements.
‰ Follow up with customers regarding pending payments
‰ Processing of HMT regional offices and unit spare transfer indent.
‰ Documentation of sectional and customer records.
DISPATCH
‰ Processing machine and accessories dispatch sheet.
‰ Dispatch inspection as per Order of acceptance (OA)
‰ Preparation of deliver voucher
‰ Physical dispatch of machine and accessories
‰ Dispatch of parts or machine with short supply.
LIST OF QUALITY DOCUMENTS
SALES
‰ Work instructions for GPM sales
SALES ENGINEERING
‰ Work instruction for sales engineering proposal wing
‰ Work instruction for execution of purchase order
‰ Work instruction for job trials
SERVICING
‰ Work instruction for commissioning
‰ Work instruction for servicing
‰ Work instruction for compilation and upkeep machine files
SPARES
‰ Work instruction for spare quotation
‰ Work instruction for spare purchase order
‰ Work instruction for spare dispatch
LIST OF QUALITY RECORDS
SALES
‰ Check list on enquiry for GPMS
‰ Arranging free replacement spares for rectifying complaints reported during
warranty period
‰ Monitoring of customer complaints and provide technical advice
‰ Furnishing data for quality assurance department.
SPARES
‰ Receiving the customer enquiries for spare parts
‰ Issue order of acceptance against purchase order
‰ Issue Performa invoice for the payments
‰ Receive payment vouchers for accounts department
‰ Collect items against customers order and forward to dispatch sections
‰ Follow up of service issue, material issue and operational sequence.
‰ Planning of spare parts requirements
‰ Correspondence with customer and regional offices for spare parts requests
‰ Submission of details of spare parts requirements.
‰ Follow up with customers regarding pending payments
‰ Processing of HMT regional offices and unit spare transfer indent.
‰ Documentation of sectional and customer records.
DISPATCH
‰ Processing machine and accessories dispatch sheet.
‰ Dispatch inspection as per Order of acceptance (OA)
‰ Preparation of deliver voucher
‰ Physical dispatch of machine and accessories
‰ Dispatch of parts or machine with short supply.
LIST OF QUALITY DOCUMENTS
SALES
‰ Work instructions for GPM sales
SALES ENGINEERING
‰ Work instruction for sales engineering proposal wing
‰ Work instruction for execution of purchase order
‰ Work instruction for job trials
SERVICING
‰ Work instruction for commissioning
‰ Work instruction for servicing
‰ Work instruction for compilation and upkeep machine files
SPARES
‰ Work instruction for spare quotation
‰ Work instruction for spare purchase order
‰ Work instruction for spare dispatch
LIST OF QUALITY RECORDS
SALES
‰ Check list on enquiry for GPMS
29
‰ Check list for order of acceptance applicable for machines
‰ Details for firm order for machines
‰ Order of acceptance (OA)
‰ Amendment to OA
‰ Enquiry resister
‰ Order under process register
‰ Order acceptance register
SALES ENGINEERING
‰ Copy of offer
‰ Details of likely oder
‰ Purchase order (PO)
‰ Details of firm order
‰ Amendment to P.O.
‰ Order of acceptance
‰ Amendment to OA
‰ Allotment order for machines
‰ Minutes of meeting with customer
‰ Departmental order
‰ Enquiry Register
SERVICING
‰ Commissioning report to finance department
‰ Delivery voucher
‰ Service report
‰ Servicing activities
‰ Activity register
LIST OF FORMATS AVAILABLE
SALES
‰ Order of acceptance
‰ Amendment form
‰ Details of form order for machines
‰ Check list for the order of release of OA applicable for machines
‰ Check list on enquiry for GPMs
SALES ENGINEERING
‰ Details of likely order
‰ Details of firm order
‰ Departmental order for manufacturing of tooling
‰ Allotment order
SERVICING
‰ Commissioning report to finance department
‰ Delivery voucher for pares
‰ Service report
‰ Servicing activities
‰ Check list for order of acceptance applicable for machines
‰ Details for firm order for machines
‰ Order of acceptance (OA)
‰ Amendment to OA
‰ Enquiry resister
‰ Order under process register
‰ Order acceptance register
SALES ENGINEERING
‰ Copy of offer
‰ Details of likely oder
‰ Purchase order (PO)
‰ Details of firm order
‰ Amendment to P.O.
‰ Order of acceptance
‰ Amendment to OA
‰ Allotment order for machines
‰ Minutes of meeting with customer
‰ Departmental order
‰ Enquiry Register
SERVICING
‰ Commissioning report to finance department
‰ Delivery voucher
‰ Service report
‰ Servicing activities
‰ Activity register
LIST OF FORMATS AVAILABLE
SALES
‰ Order of acceptance
‰ Amendment form
‰ Details of form order for machines
‰ Check list for the order of release of OA applicable for machines
‰ Check list on enquiry for GPMs
SALES ENGINEERING
‰ Details of likely order
‰ Details of firm order
‰ Departmental order for manufacturing of tooling
‰ Allotment order
SERVICING
‰ Commissioning report to finance department
‰ Delivery voucher for pares
‰ Service report
‰ Servicing activities
30
SPARES
‰ Quotation
‰ Order of acceptance
‰ Performa invoice
‰ Delivery voucher
‰ Dispatch information
FINANCE DEPARTMENT
INTRODUCTION
Every organization irrespective of its size relies on its financial health for its
survival. The public sector organization HMT has a full fledged finance department
in each of its units located at various places. The analysis of financial data is carried
out by the finance department. The process of financial analysis is employed to
evaluate pas, present and likely future performance of the organization. The
financial strength and weakness of the organization is established based on the
balance sheet and P&L account prepared by the finance department.
STRUCTURE OF DEPARTMENT
DMF(S) DMF (B)
MAIN
A/C S
OBS
CONCU RRANC E CASH P/F PA
(JUN
OFFICE
R)
IBS WAGE
S
2 A/C S
OFFICE
RS
IDMF
A/C S
OFFICE
R
1 A/C S
OFFICE
R
1 A/C S
OFFICE
R
1 A/C S
OFFICE
R
1 STAFF
1 A/C S
OFFICE
R
1 A/C S
OFFICE
R
1 JUN
OFFICE
R
2 STAFF 4 STAFF 2 STAFF
G M (F)
SPARES
‰ Quotation
‰ Order of acceptance
‰ Performa invoice
‰ Delivery voucher
‰ Dispatch information
FINANCE DEPARTMENT
INTRODUCTION
Every organization irrespective of its size relies on its financial health for its
survival. The public sector organization HMT has a full fledged finance department
in each of its units located at various places. The analysis of financial data is carried
out by the finance department. The process of financial analysis is employed to
evaluate pas, present and likely future performance of the organization. The
financial strength and weakness of the organization is established based on the
balance sheet and P&L account prepared by the finance department.
STRUCTURE OF DEPARTMENT
DMF(S) DMF (B)
MAIN
A/C S
OBS
CONCU RRANC E CASH P/F PA
(JUN
OFFICE
R)
IBS WAGE
S
2 A/C S
OFFICE
RS
IDMF
A/C S
OFFICE
R
1 A/C S
OFFICE
R
1 A/C S
OFFICE
R
1 A/C S
OFFICE
R
1 STAFF
1 A/C S
OFFICE
R
1 A/C S
OFFICE
R
1 JUN
OFFICE
R
2 STAFF 4 STAFF 2 STAFF
G M (F)
31
FUNCTIONS OF FINANCE DEPARTMENT
The major functions of financial department are:-
‰ Accounting the transactions carried out by the company and to prepare
monthly and annual financial statement.
‰ Arrange finance for working capital management requirement, capital
addition, and other day to day needs.
‰ Working capital management.
‰ Liaison with financial institutions and banks.
‰ Budgetary control and MIS
All finance activities in HMT-MTL, Kalamassery are computerized
VARIOUS SECTIONS OF FINANCE DEPARTMENT
IBS (INWARD BILL SECTION)
The entire bill that requires payment to be made by the company is sent through the
IBS section. It includes purchase bills, expense bills and sundry creditor
management. The IBS prepares the accounts for the purchase of material and other
expenditure. Preparation of payment vouchers for the purchase offer, scrutinizing
the purchase order MI slip and supplier invoice are done by this section. IBS
prepares the monthly statements of sundry creditors and outstanding expenses and
also makes entries for provisions.
OBS (OUTWARD BILL SECTION)
The entire bills that required payment towards the company are sent from OBS
section. OBS section carry out debtor’s management, inwards management, invoice
generation etc. This is mainly done based on the documents received from sales
department. OBS interconnects the HMT and customer for payment matter. For
dispatching the product, delivery voucher and other acceptance come to outward
bill section and then to the concerned department. OBS prepare invoice after
verification and then submit it to the dispatch section. The machine is sent to the
customer at dispatch section only after receiving the invoice from OBS. The
department maintains monthly statement about the debtor realization and provisions
for sundry debtors.
FINANCIAL CONCURRENCE SECTION
Purchase of raw material and incurring of any other expenditure can be done by
only with the concurrence of finance department.
PROVIDENT FUND SECTION
This department takes care of the employee’s provident fund and pension funds.
This section arranges the recovery of provident fund from the employee salary. The
present statutory minimum recovery is 12 percent. The employees are allowed to
contribute higher quantum voluntarily. The company also contributes 12 percent of
each employee’s salary into the provident fund account. The amount contributed by
FUNCTIONS OF FINANCE DEPARTMENT
The major functions of financial department are:-
‰ Accounting the transactions carried out by the company and to prepare
monthly and annual financial statement.
‰ Arrange finance for working capital management requirement, capital
addition, and other day to day needs.
‰ Working capital management.
‰ Liaison with financial institutions and banks.
‰ Budgetary control and MIS
All finance activities in HMT-MTL, Kalamassery are computerized
VARIOUS SECTIONS OF FINANCE DEPARTMENT
IBS (INWARD BILL SECTION)
The entire bill that requires payment to be made by the company is sent through the
IBS section. It includes purchase bills, expense bills and sundry creditor
management. The IBS prepares the accounts for the purchase of material and other
expenditure. Preparation of payment vouchers for the purchase offer, scrutinizing
the purchase order MI slip and supplier invoice are done by this section. IBS
prepares the monthly statements of sundry creditors and outstanding expenses and
also makes entries for provisions.
OBS (OUTWARD BILL SECTION)
The entire bills that required payment towards the company are sent from OBS
section. OBS section carry out debtor’s management, inwards management, invoice
generation etc. This is mainly done based on the documents received from sales
department. OBS interconnects the HMT and customer for payment matter. For
dispatching the product, delivery voucher and other acceptance come to outward
bill section and then to the concerned department. OBS prepare invoice after
verification and then submit it to the dispatch section. The machine is sent to the
customer at dispatch section only after receiving the invoice from OBS. The
department maintains monthly statement about the debtor realization and provisions
for sundry debtors.
FINANCIAL CONCURRENCE SECTION
Purchase of raw material and incurring of any other expenditure can be done by
only with the concurrence of finance department.
PROVIDENT FUND SECTION
This department takes care of the employee’s provident fund and pension funds.
This section arranges the recovery of provident fund from the employee salary. The
present statutory minimum recovery is 12 percent. The employees are allowed to
contribute higher quantum voluntarily. The company also contributes 12 percent of
each employee’s salary into the provident fund account. The amount contributed by
32
the employee and employer along with the interest is paid to the employee at the
time of retirement or resignation or separation of employee.
WAGE SECTION
This section deals with salaries and wages of all personnel. The wages section
prepares the pay roll every month on the basis of muster roll given by time office.
The pay roll preparation process is computerized. This section also deals with the
advances to employees.
CASH SECTION
This section is concerned with all receipts and payments. This section keeps the
cash day book and bank day book. The payment vouchers prepared by inward bill
section, wages section and other section are sent to the cash section for final
payment. The salary to the workers and supplementary payroll for all employees are
prepared by cash section. When the payments or advance cheques are received from
the customer against invoice, the same is presented to bank by the cash section.
Cash section is responsible for ensuring that the cash credit does not exceed the
limit.
MAIN ACCOUNTS SECTION
This section records the various transactions accounted by other sections. This
section prepares the final account. Main account section prepares the balance sheet
of the unit every year.
COST AND MATERIAL SECTION
This section deals with the keeping of cost data. Price fixation is also done by this
section by making use of costing technique. This section estimates the standard and
actual cost of the machine manufactured by the company. This section prepares the
data for selling price of the machine, special accessories and spares. The cost data
for the cost fixation of spare parts is furnished by this section. This section
maintains computerized store ledger and stock statements. It also prepare annual
budget on the basis of production programmes, sale programmes and capital
budgets. This section is responsible for all MIS and section also prepares cost
monitoring report.
SIGNIFICANT ACCOUNTING POLICIES
BASIS OF PREPARATION OF FINANCIAL STATEMENT
The financial statements are prepared as of a going concern, under the historical
cost conventions, on accrual basis of accounting and in accordance with the
provisions of company act 1965, and comply with mandatory Accounting Standards
of India.
1. FIXED ASSETS
Fixed assets are valued at the cost of acquisition or construction or net of credit less
accumulated depreciation to date. Cost includes direct cost and financing costs
the employee and employer along with the interest is paid to the employee at the
time of retirement or resignation or separation of employee.
WAGE SECTION
This section deals with salaries and wages of all personnel. The wages section
prepares the pay roll every month on the basis of muster roll given by time office.
The pay roll preparation process is computerized. This section also deals with the
advances to employees.
CASH SECTION
This section is concerned with all receipts and payments. This section keeps the
cash day book and bank day book. The payment vouchers prepared by inward bill
section, wages section and other section are sent to the cash section for final
payment. The salary to the workers and supplementary payroll for all employees are
prepared by cash section. When the payments or advance cheques are received from
the customer against invoice, the same is presented to bank by the cash section.
Cash section is responsible for ensuring that the cash credit does not exceed the
limit.
MAIN ACCOUNTS SECTION
This section records the various transactions accounted by other sections. This
section prepares the final account. Main account section prepares the balance sheet
of the unit every year.
COST AND MATERIAL SECTION
This section deals with the keeping of cost data. Price fixation is also done by this
section by making use of costing technique. This section estimates the standard and
actual cost of the machine manufactured by the company. This section prepares the
data for selling price of the machine, special accessories and spares. The cost data
for the cost fixation of spare parts is furnished by this section. This section
maintains computerized store ledger and stock statements. It also prepare annual
budget on the basis of production programmes, sale programmes and capital
budgets. This section is responsible for all MIS and section also prepares cost
monitoring report.
SIGNIFICANT ACCOUNTING POLICIES
BASIS OF PREPARATION OF FINANCIAL STATEMENT
The financial statements are prepared as of a going concern, under the historical
cost conventions, on accrual basis of accounting and in accordance with the
provisions of company act 1965, and comply with mandatory Accounting Standards
of India.
1. FIXED ASSETS
Fixed assets are valued at the cost of acquisition or construction or net of credit less
accumulated depreciation to date. Cost includes direct cost and financing costs
33
related to borrowing attributable to acquisition that are capitalized until the assets
are ready for use. Laid recent free cost from the state government has been
nominally valued and incidental expenditure on development of laid is included in
the cost of land.
Fixed assets acquired under financial leases are not capitalized. However the
amount of lease rentals for the unexpired period of the lease is disclosed as
contingent liability.
Items of capital assets with WDV of Rs.1.0 lakh and above which have been retires
from active use, are disclosed at lower of book value or net realizable value and
shown separately in the fixed asset schedule.
2. DEPRECIATION
Depreciation on fixed assets is provided on straight line method, at the rate
prescribed in schedule XIV to the companies act, 1956, prorate with reference to the
date of addition or deletion except assets costing less than Rs.5000/- per assets
which is written off to Rs.1/- in the year of purchase.
Depreciation on fixed assets is calculated on prorate basis from the date of such
addition or as the case may be up to the date on which such assets have been sold
discarded or destroyed. Premium for leasehold land is mortised equally over the
period of lease.
3. INVESTMENTS
Investments are either classified as current or long term. Current investments are
carried at lower of cost and fair value. Long-term investment are carried at cost and
provisions recorded to recognize any decline, other than temporary, in carrying
value of each investment. Gain or loss in recognized in the year of sale.
4. INVENTORIES
Inventories are valued at lower of cost and net realizable value. The cost of
materials is ascertained by adopting weighted average cost method
5. DEVELOPMENT AND COMMISSIONING
In respect of new projects, the pre-product revenue expenditure (including
depreciation) is collected under the head “Development and commissioning
expenditure” and charged to revenue over four years as follows.
(a) In the year of commencement of the commercial product, one fourt of the
development and commissioning expenditure on a prorate basis for the period of
production in that year; and
(b) The balance equally over the next three financial years immediately following.
6. DEFERRED REVENUE EXPENDITURE
Technical assistance fee (including fee for technical documentation exchange
fluctuation difference) paid / payable under foreign collaboration agreement are
amortized equally over the duration/ balance duration of the relevant agreement.
related to borrowing attributable to acquisition that are capitalized until the assets
are ready for use. Laid recent free cost from the state government has been
nominally valued and incidental expenditure on development of laid is included in
the cost of land.
Fixed assets acquired under financial leases are not capitalized. However the
amount of lease rentals for the unexpired period of the lease is disclosed as
contingent liability.
Items of capital assets with WDV of Rs.1.0 lakh and above which have been retires
from active use, are disclosed at lower of book value or net realizable value and
shown separately in the fixed asset schedule.
2. DEPRECIATION
Depreciation on fixed assets is provided on straight line method, at the rate
prescribed in schedule XIV to the companies act, 1956, prorate with reference to the
date of addition or deletion except assets costing less than Rs.5000/- per assets
which is written off to Rs.1/- in the year of purchase.
Depreciation on fixed assets is calculated on prorate basis from the date of such
addition or as the case may be up to the date on which such assets have been sold
discarded or destroyed. Premium for leasehold land is mortised equally over the
period of lease.
3. INVESTMENTS
Investments are either classified as current or long term. Current investments are
carried at lower of cost and fair value. Long-term investment are carried at cost and
provisions recorded to recognize any decline, other than temporary, in carrying
value of each investment. Gain or loss in recognized in the year of sale.
4. INVENTORIES
Inventories are valued at lower of cost and net realizable value. The cost of
materials is ascertained by adopting weighted average cost method
5. DEVELOPMENT AND COMMISSIONING
In respect of new projects, the pre-product revenue expenditure (including
depreciation) is collected under the head “Development and commissioning
expenditure” and charged to revenue over four years as follows.
(a) In the year of commencement of the commercial product, one fourt of the
development and commissioning expenditure on a prorate basis for the period of
production in that year; and
(b) The balance equally over the next three financial years immediately following.
6. DEFERRED REVENUE EXPENDITURE
Technical assistance fee (including fee for technical documentation exchange
fluctuation difference) paid / payable under foreign collaboration agreement are
amortized equally over the duration/ balance duration of the relevant agreement.
34
Expenditure incurred on reconditioning of plant, machinery and equipment is
amortized over a technically evaluated period of useful life not exceeding 5 years
with prorate write off in the initial year.
Gratuity, earned leave encashment, settlement allowance and lump sum
compensation paid to employee received under voluntary retirement scheme are
written off in the year of disbursement of the amount.
Expenses incurred in respect of bonds issued for raising funds to meet payments
made under the voluntary retirement scheme are amortized proportionally over a
period of 5 years.
7. REVENUE RECOGNITION
Sales are set up based on
‰ Physical delivery of goods to the customer/ customer’s carrier/ common
carrier, directly supported by invoice excise duty paid challan, gate pass,
delivery voucher and LR/GR in case of ex-works contracts.
‰ LR/GR obtained and endorsed in favour of customer consignee ‘self’ in the
case of ‘for’ designation.
‰ Sales include excise duty but are net of trade discount and exclude sale tax.
8. FOREIGN CURRENCY TRANSACTION
Transactions in foreign currency are recorded at exchange rate(s) prevailing on the
date of transaction or at the forward contract rate(s) wherever applicable. Current
assets and liabilities (other than those related to fixed assets) are restarted at the rate
prevailing at the year end or at the forward contract rate(s) wherever applicable and
difference is recognized as income or expenditure in the profit and loss account.
Exchange difference arising and restatement of liabilities in foreign currency
relating to fixed assets is adjusted to the carrying cost of the specific asset.
9. BORROWING COST
Borrowing cost are charged to revenue except those incurred as acquisition or
construction of qualifying asset that necessarily takes substantial time to be ready
and until intended use of the assets, that are capitalized to the cost of such assets.
10. LEASES
Lease rentals paid as per contractual obligations in respect of assets taken on lease
are charged to revenue.
11. RETIREMENT BENEFITS
Provident fund is provided for under a defined benefit scheme. The contributions
are made to the trust administered by the company.
Leave encashment is provided for under a defined benefit scheme on actuarial
valuation.
Expenditure incurred on reconditioning of plant, machinery and equipment is
amortized over a technically evaluated period of useful life not exceeding 5 years
with prorate write off in the initial year.
Gratuity, earned leave encashment, settlement allowance and lump sum
compensation paid to employee received under voluntary retirement scheme are
written off in the year of disbursement of the amount.
Expenses incurred in respect of bonds issued for raising funds to meet payments
made under the voluntary retirement scheme are amortized proportionally over a
period of 5 years.
7. REVENUE RECOGNITION
Sales are set up based on
‰ Physical delivery of goods to the customer/ customer’s carrier/ common
carrier, directly supported by invoice excise duty paid challan, gate pass,
delivery voucher and LR/GR in case of ex-works contracts.
‰ LR/GR obtained and endorsed in favour of customer consignee ‘self’ in the
case of ‘for’ designation.
‰ Sales include excise duty but are net of trade discount and exclude sale tax.
8. FOREIGN CURRENCY TRANSACTION
Transactions in foreign currency are recorded at exchange rate(s) prevailing on the
date of transaction or at the forward contract rate(s) wherever applicable. Current
assets and liabilities (other than those related to fixed assets) are restarted at the rate
prevailing at the year end or at the forward contract rate(s) wherever applicable and
difference is recognized as income or expenditure in the profit and loss account.
Exchange difference arising and restatement of liabilities in foreign currency
relating to fixed assets is adjusted to the carrying cost of the specific asset.
9. BORROWING COST
Borrowing cost are charged to revenue except those incurred as acquisition or
construction of qualifying asset that necessarily takes substantial time to be ready
and until intended use of the assets, that are capitalized to the cost of such assets.
10. LEASES
Lease rentals paid as per contractual obligations in respect of assets taken on lease
are charged to revenue.
11. RETIREMENT BENEFITS
Provident fund is provided for under a defined benefit scheme. The contributions
are made to the trust administered by the company.
Leave encashment is provided for under a defined benefit scheme on actuarial
valuation.
35
Gratuity is provided for, under a defined benefit scheme, to cover eligible
employee’s liability being determined on actuarial valuation. Annual contribution
are made, to the extend required, to a trust constituted for this purpose and remitted
to life insurance corporation of India, under which the coverage is limited to
Rs.50,000/- per eligible employee. The balance provision is being retained in the
books to meet any additional liability accruing thereon for payment of gratuity.
Settlement allowance is provided for under a defined benefit scheme, to cover
eligible employee, liability being determined on actuarial evaluation.
Pension is provided for under a defined benefit scheme, contributions being
administrated by the government.
12. WARRANTY
Warranty provision for contractual obligation in respect of machines sold to
customers is set up on basis of an annual assessment made with reference to past
experience and is provided in the year of sale.
13. SPECIAL TOOLS
Expenditure of manufactured or brought out special tools are amortized equally
over a five year period or earlier, if scrapped. Individual items costing less than
Rs.750/- are written off fully in the initial year of acquisition/ manufacture.
14. RESEARCH AND DEVELOPMENT COST
Revenue expenditure is charged to profit and loss account under natural heads.
Capital expenditure is recorded as additional to fixed assets and depreciated over
the estimated lifetime of related asset.
Prototypes developed are carried as items of inventory at the lower cost or net
realizable value until sale/transfer/scrapping. Prototypes remaining not disposed off
for a period of five financial years are provisioned for obsolescence in the sixth
year.
Contributions to sponsored research and development are amortized equally over
the duration/ balance duration of the programme.
15. OTHERS
The amount of Rs. 50,000/- per head received / receivable from L/C in respect of
gratuity claims of employees separated under VRS during the year is accounted as
other income.
In respect of employees who have separated other than voluntary retirement
scheme, the gratuity paid in excess of Rs. 50,000/-, earned leave encashment (ELE),
settlement allowance (SA) is debited to the respective provision accounts. The
provision at the year end for gratuity ELE and SA is restated as per actuarial
valuation done at the year end in compliance with accounting standards 15. in case
Gratuity is provided for, under a defined benefit scheme, to cover eligible
employee’s liability being determined on actuarial valuation. Annual contribution
are made, to the extend required, to a trust constituted for this purpose and remitted
to life insurance corporation of India, under which the coverage is limited to
Rs.50,000/- per eligible employee. The balance provision is being retained in the
books to meet any additional liability accruing thereon for payment of gratuity.
Settlement allowance is provided for under a defined benefit scheme, to cover
eligible employee, liability being determined on actuarial evaluation.
Pension is provided for under a defined benefit scheme, contributions being
administrated by the government.
12. WARRANTY
Warranty provision for contractual obligation in respect of machines sold to
customers is set up on basis of an annual assessment made with reference to past
experience and is provided in the year of sale.
13. SPECIAL TOOLS
Expenditure of manufactured or brought out special tools are amortized equally
over a five year period or earlier, if scrapped. Individual items costing less than
Rs.750/- are written off fully in the initial year of acquisition/ manufacture.
14. RESEARCH AND DEVELOPMENT COST
Revenue expenditure is charged to profit and loss account under natural heads.
Capital expenditure is recorded as additional to fixed assets and depreciated over
the estimated lifetime of related asset.
Prototypes developed are carried as items of inventory at the lower cost or net
realizable value until sale/transfer/scrapping. Prototypes remaining not disposed off
for a period of five financial years are provisioned for obsolescence in the sixth
year.
Contributions to sponsored research and development are amortized equally over
the duration/ balance duration of the programme.
15. OTHERS
The amount of Rs. 50,000/- per head received / receivable from L/C in respect of
gratuity claims of employees separated under VRS during the year is accounted as
other income.
In respect of employees who have separated other than voluntary retirement
scheme, the gratuity paid in excess of Rs. 50,000/-, earned leave encashment (ELE),
settlement allowance (SA) is debited to the respective provision accounts. The
provision at the year end for gratuity ELE and SA is restated as per actuarial
valuation done at the year end in compliance with accounting standards 15. in case
36
of ELE and SA, any short or excess provision is charged as expenditure or treated
as provisions no longer requested.
SOURCES OF FINANCE
The sources of finance are:-
‰ Sale of machines
‰ Sale of Spares
‰ Sale of Accessories
‰ Sale of Scrap
‰ Service
‰ Job order
PUBLIC RELATIONS DEPARTMENT
INTRODUCTION
Public relation department is meant for communicating with the people who wish to
gather information about the company. Concept of Public Relation as defined by
HMT is “P” stands for Performance and “R” stands for Recognition. Hence public
relation is the art of getting recognition for performance of organization. For the
growth of the organization, it is necessary to have an efficient public relations
department.
STRUCTURE OF THE DEPARTMENT
General Manager
Deputy General Manager (HRM)
Public relations officer
Office superintendent
Office staff &
mail dispatch
Receptionist Photo copier
operator
of ELE and SA, any short or excess provision is charged as expenditure or treated
as provisions no longer requested.
SOURCES OF FINANCE
The sources of finance are:-
‰ Sale of machines
‰ Sale of Spares
‰ Sale of Accessories
‰ Sale of Scrap
‰ Service
‰ Job order
PUBLIC RELATIONS DEPARTMENT
INTRODUCTION
Public relation department is meant for communicating with the people who wish to
gather information about the company. Concept of Public Relation as defined by
HMT is “P” stands for Performance and “R” stands for Recognition. Hence public
relation is the art of getting recognition for performance of organization. For the
growth of the organization, it is necessary to have an efficient public relations
department.
STRUCTURE OF THE DEPARTMENT
General Manager
Deputy General Manager (HRM)
Public relations officer
Office superintendent
Office staff &
mail dispatch
Receptionist Photo copier
operator
37
SECTIONS UNDER PUBLIC RELATIONS DEPARTMENT
The various PR sections includes advertising section, news / information section,
graphic/ photo section and grievance section.
PUBLICITY SECTION
Publicity section looks after the preparation of publicity materials, its
implementation and review publicity strategies from time to time.
ADVERTISING SECTION
The advertising section decides the advertising strategies and budget in consultation
with marketing department and advertising agencies. This section study the
response of various advertisements in print and electronic media, message and their
content
NEWS / INFORMATION DESK
News/information desk is responsible for press coverage, keeping the records of
press clippings on subjects of interest to the company.
GRAPHICS/ PHOTO/ LAYOUT SECTION
Graphics/ photo/ layout section develops designs the visual part of the publicity
materials/ brochures/ information bulletin and house journal of company.
GRIEVANCES SECTION
Grievances section interacts with various publics who are unable to get their
grievances resolved from the concerned resolved from the concerned department of
the company in the first instance.
FUNCTIONS OF THE PUBLIC RELATIONS DEPARTMENT
The functions of the public relations department emerge out of the change in values,
philosophies and attitudes of the top management in the company. In the past,
public relations department had meant for only two major functions, namely, public
opinion and communication. In the modern era, many functions, such as evaluation,
research, and counseling are associated with the public relations department
1. EVALUATION
The increase in the risk factors and the involvement of high cost in the activities
made essential to evaluate the various programme from time to time. The evaluation
not only ensures the achievement of its objectives but also increases the intensity of
the impact of the programme. The evaluating programmes are related to building of
corporate image, social advertising, building of favourable customer attitudes
towards the company, building of sympathetic attitudes towards the company
among publics.
SECTIONS UNDER PUBLIC RELATIONS DEPARTMENT
The various PR sections includes advertising section, news / information section,
graphic/ photo section and grievance section.
PUBLICITY SECTION
Publicity section looks after the preparation of publicity materials, its
implementation and review publicity strategies from time to time.
ADVERTISING SECTION
The advertising section decides the advertising strategies and budget in consultation
with marketing department and advertising agencies. This section study the
response of various advertisements in print and electronic media, message and their
content
NEWS / INFORMATION DESK
News/information desk is responsible for press coverage, keeping the records of
press clippings on subjects of interest to the company.
GRAPHICS/ PHOTO/ LAYOUT SECTION
Graphics/ photo/ layout section develops designs the visual part of the publicity
materials/ brochures/ information bulletin and house journal of company.
GRIEVANCES SECTION
Grievances section interacts with various publics who are unable to get their
grievances resolved from the concerned resolved from the concerned department of
the company in the first instance.
FUNCTIONS OF THE PUBLIC RELATIONS DEPARTMENT
The functions of the public relations department emerge out of the change in values,
philosophies and attitudes of the top management in the company. In the past,
public relations department had meant for only two major functions, namely, public
opinion and communication. In the modern era, many functions, such as evaluation,
research, and counseling are associated with the public relations department
1. EVALUATION
The increase in the risk factors and the involvement of high cost in the activities
made essential to evaluate the various programme from time to time. The evaluation
not only ensures the achievement of its objectives but also increases the intensity of
the impact of the programme. The evaluating programmes are related to building of
corporate image, social advertising, building of favourable customer attitudes
towards the company, building of sympathetic attitudes towards the company
among publics.
38
2. RESEARCH
Research carried out by the public relations department enhances the credibility of
the company. The public relation department conducts research on the performance
of the various groups in the company.
3. COUNSELING
Counseling is an important function of public relations department, which helps to
develop long lasting relationship with the publics and associating firms. The
objectives of counseling are to understand the basic grievances of the customer,
exchange important information about the company, invite the suggestions to
resolve the grievances and to explain why some of the suggestions are not feasible
for implementation. Counseling is the effective method of understanding the trends
of various publics.
HUMAN RESOURCES DEPARTMENT
INTRODUCTION
HMT Ltd has around 11,000 employees in the corporate level. The employees are
divided into two groups, PS grade and WG grade employees in the shop floor and in
various offices the employees include trainees recruited into various grades. In
addition, there are Directors, a Chairman and MD appointed by the Govt. of India.
The total strength of employees in HMT MTL, Kalamassery is now 499 compared
to 3000 when it was started. This is due to VRS policy actively followed by the
company. At present, 202 officers, 135 direct workmen and 162 indirect workers
are working in HMT-MTL at Kalamssery.
STRUCTURE OF THE DEPARTMENT
Deputy General Manager (HR)
Asst. General Manager
(HRM)
Manager training
Dy. Manager (Welfare)
Sr. Engineer
(training)
Sr. Medical
Officer
Sr. Engineer
(estate)
Officer IR
Officer PR
Dy. EngineerDy. Engineer
2. RESEARCH
Research carried out by the public relations department enhances the credibility of
the company. The public relation department conducts research on the performance
of the various groups in the company.
3. COUNSELING
Counseling is an important function of public relations department, which helps to
develop long lasting relationship with the publics and associating firms. The
objectives of counseling are to understand the basic grievances of the customer,
exchange important information about the company, invite the suggestions to
resolve the grievances and to explain why some of the suggestions are not feasible
for implementation. Counseling is the effective method of understanding the trends
of various publics.
HUMAN RESOURCES DEPARTMENT
INTRODUCTION
HMT Ltd has around 11,000 employees in the corporate level. The employees are
divided into two groups, PS grade and WG grade employees in the shop floor and in
various offices the employees include trainees recruited into various grades. In
addition, there are Directors, a Chairman and MD appointed by the Govt. of India.
The total strength of employees in HMT MTL, Kalamassery is now 499 compared
to 3000 when it was started. This is due to VRS policy actively followed by the
company. At present, 202 officers, 135 direct workmen and 162 indirect workers
are working in HMT-MTL at Kalamssery.
STRUCTURE OF THE DEPARTMENT
Deputy General Manager (HR)
Asst. General Manager
(HRM)
Manager training
Dy. Manager (Welfare)
Sr. Engineer
(training)
Sr. Medical
Officer
Sr. Engineer
(estate)
Officer IR
Officer PR
Dy. EngineerDy. Engineer
39
FUNCTIONS OF HUMAN RESOURCES DEPARTMENT
The major functions performed by the department are industrial relations, training,
safety & securities, personal activities and welfare activities
1. INDUSTRIAL RELATIONS:
The company has been enjoying peaceful industrial atmosphere for as long time.
The company has the cooperation of employees in almost all the activities.
Whenever conflict occurs it is the duty of this department to look into the matters
and take corrective action. The IR Officer acts as a liaison with legal advisors.
In the early days there were only one recognized union in HMT and it was CITU.
Currently there exist four major trade unions. They’re
‰ HMT Employees Union- this was affiliated to CITU. It is the 1st and largest
union in the company.
‰ HMT Employees Congress- this is also a recognized union affiliated to
INTUC
‰ HMT Workers Union
‰ HMT employee federation
The G.M. of the unit meets the trade union leaders once in every month to listen to
their suggestions and complaints and to appraise the overall situation of the
company.
It is natural that the interest of management and trade union differs on certain
issues. In an industry the maximum production can be achieved only by securing
the confidence and cooperation of the trade union leaders and utilizing them in a
positive way.
2 TRAINING
HMT gives very high priority to human resource development through training and
organizational activities. The company looks after training needs of employees
through their life in the origin. They also conduct customer training programmes.
The programmes are sandwiched with lecture sessions followed by interacting
sessions guided by various expert faculties. The medium of instruction is English.
There are mainly four types of training programmes, namely, employee training,
customer training, statutory training and student guidance programme
a. Employee training
Induction: Duration of this programme is one year. Induction is given to the people
selected through recruitment. If the person successfully completes induction, he will
be posted in suitable area. Otherwise give further training.
In plant training: It is the training given inside the plant or hands on training. It
may be given to the employees who are transferred from different plants in different
places.
FUNCTIONS OF HUMAN RESOURCES DEPARTMENT
The major functions performed by the department are industrial relations, training,
safety & securities, personal activities and welfare activities
1. INDUSTRIAL RELATIONS:
The company has been enjoying peaceful industrial atmosphere for as long time.
The company has the cooperation of employees in almost all the activities.
Whenever conflict occurs it is the duty of this department to look into the matters
and take corrective action. The IR Officer acts as a liaison with legal advisors.
In the early days there were only one recognized union in HMT and it was CITU.
Currently there exist four major trade unions. They’re
‰ HMT Employees Union- this was affiliated to CITU. It is the 1st and largest
union in the company.
‰ HMT Employees Congress- this is also a recognized union affiliated to
INTUC
‰ HMT Workers Union
‰ HMT employee federation
The G.M. of the unit meets the trade union leaders once in every month to listen to
their suggestions and complaints and to appraise the overall situation of the
company.
It is natural that the interest of management and trade union differs on certain
issues. In an industry the maximum production can be achieved only by securing
the confidence and cooperation of the trade union leaders and utilizing them in a
positive way.
2 TRAINING
HMT gives very high priority to human resource development through training and
organizational activities. The company looks after training needs of employees
through their life in the origin. They also conduct customer training programmes.
The programmes are sandwiched with lecture sessions followed by interacting
sessions guided by various expert faculties. The medium of instruction is English.
There are mainly four types of training programmes, namely, employee training,
customer training, statutory training and student guidance programme
a. Employee training
Induction: Duration of this programme is one year. Induction is given to the people
selected through recruitment. If the person successfully completes induction, he will
be posted in suitable area. Otherwise give further training.
In plant training: It is the training given inside the plant or hands on training. It
may be given to the employees who are transferred from different plants in different
places.
40
Multi-skill training: This is provided as and when it is recruited. This is given only
for direct workers on the basis of recommendations of department head. Duration is
three months. But it can be extended beyond three months if required. During
training programme workers are considered as indirect workers.
Periodical awareness training:
This training is given to supervisor and worker
category employees depending on need and nature of work. Employees for training
may be selected by head of the department.
b. Customer training:
It is given to the customers for the optimum utilization of their products. The main
products of the company are machine tools. There are two types of machine tools-
conventional lathe & CNC lathes.
CNC operation training:
It is maintenance and operation training programme. Its
duration is one week. Free training programme is given to a person per machine. It
is given in four areas:
‰ Computer programming
‰ CNC programming
‰ Metallic and hydraulic programming
‰ Electric and electrolytic maintaining
A nominal amount is charged from all the candidates. Training calendar is prepared
before March every year. Calendar is sent to customers through marketing offices
and sales offices. Feed back is collected at the end of the programme. Certificate is
provided for training programme.
Printing machine training: The training includes usage and safety measures to be
adopted. It is also for one week.
Product orientation training:
It is given to the marketing executives, sales
executives and service engineers. It is intended to give awareness about new
products and also to give awareness about the new properties added to the product.
c. Statutory training (apprenticeship training):
It is given as per the guidelines ministry of labour and ministry of industry.
Graduate training: It is given to B. Tech graduates with mechanical and
production. It extends to a period of one year
Technician apprenticeship: It is given to Diploma holders with mechanical, civil,
electrical, and electronics back ground. Stipend is same as that of graduate training.
Vocational training:
Office apprenticeship, medical lab technician etc are coming
under this category.
Multi-skill training: This is provided as and when it is recruited. This is given only
for direct workers on the basis of recommendations of department head. Duration is
three months. But it can be extended beyond three months if required. During
training programme workers are considered as indirect workers.
Periodical awareness training:
This training is given to supervisor and worker
category employees depending on need and nature of work. Employees for training
may be selected by head of the department.
b. Customer training:
It is given to the customers for the optimum utilization of their products. The main
products of the company are machine tools. There are two types of machine tools-
conventional lathe & CNC lathes.
CNC operation training:
It is maintenance and operation training programme. Its
duration is one week. Free training programme is given to a person per machine. It
is given in four areas:
‰ Computer programming
‰ CNC programming
‰ Metallic and hydraulic programming
‰ Electric and electrolytic maintaining
A nominal amount is charged from all the candidates. Training calendar is prepared
before March every year. Calendar is sent to customers through marketing offices
and sales offices. Feed back is collected at the end of the programme. Certificate is
provided for training programme.
Printing machine training: The training includes usage and safety measures to be
adopted. It is also for one week.
Product orientation training:
It is given to the marketing executives, sales
executives and service engineers. It is intended to give awareness about new
products and also to give awareness about the new properties added to the product.
c. Statutory training (apprenticeship training):
It is given as per the guidelines ministry of labour and ministry of industry.
Graduate training: It is given to B. Tech graduates with mechanical and
production. It extends to a period of one year
Technician apprenticeship: It is given to Diploma holders with mechanical, civil,
electrical, and electronics back ground. Stipend is same as that of graduate training.
Vocational training:
Office apprenticeship, medical lab technician etc are coming
under this category.
41
Trade apprentice ship: It is given to those who have passed SSLC, securing 1st
class. For this training there is an entrance examination and interview. After that
trades are fixed (trades are fitter, milling, turning, grinding).
Also apprenticeships training for ITA holders are conducted by HMT. The company
also gives training for the operation of CNC lathes, for which duration is 6 months.
It is provided to six persons at a time and a negligible amount is charged for the
same. Also there is student guidance programming.
SAFETY AND SECURITY:
Safety: Company adopts statutory measures for ensuring safety. Sixty fire
extinguishers are placed at different places inside the organization. The company
conducts periodical medical checkup for employees in certain areas like
electroplating which affect the health of the employees. A welfare checkup is giving
to employees in foundry periodically.
In this department activities are carried out according to safety standards. These
standards are exhibited at different places inside the organization. The employees
are given several safety equipments like leather gloves, PVC gloves, helmets, fire
shield, dust mask, welder shield, safety shoes etc. If any accident occurs in the
company, the matter will be informed to the safety department within 24 hours by
the supervisors through an accident intimation form. This form is prepared in
triplicate- one copy to medical department, one copy to the safety department and
the third to the concerned department. The supervisor should inform to the ESI
department if the injured employee have ESI. All the accidents in the factory should
be communicated to the factory inspector, if the employees are disabled for more
than 48 hours.
There is a safety committee for discussing the problems relating to the safety of
workers. The company maintains a pollution free environment inside and outside its
premises. However certain areas such as foundry, chimney, electroplating
department etc. are under the pollution control board. They undertake the sample
periodically from the areas and check whether it is restricted to permissible level.
Security: The main function of the security department is to protect the company’s
property. Gate pass is too provided for all the employees and also to those who
enter the company for various purposes. There is separate entry for men and
materials. This department undertakes patrolling day & night. It is the duty of
security department to flag on the national flag in the morning and flag off in the
evening.
At present, nine permanent staffs are in the department. Most of them are ex-service
men. Twenty employees in the department are working on contract basis. They are
kept in the security department as gate keepers. The main duty of this department is
to check every employee and restrict entrance for unrecognized persons. The
registers maintained in the security department are:
‰ Material out going register/ white pass :sake of materials
i. Gate pass 1 – the sending of machinery, spare parts within India.
Trade apprentice ship: It is given to those who have passed SSLC, securing 1st
class. For this training there is an entrance examination and interview. After that
trades are fixed (trades are fitter, milling, turning, grinding).
Also apprenticeships training for ITA holders are conducted by HMT. The company
also gives training for the operation of CNC lathes, for which duration is 6 months.
It is provided to six persons at a time and a negligible amount is charged for the
same. Also there is student guidance programming.
SAFETY AND SECURITY:
Safety: Company adopts statutory measures for ensuring safety. Sixty fire
extinguishers are placed at different places inside the organization. The company
conducts periodical medical checkup for employees in certain areas like
electroplating which affect the health of the employees. A welfare checkup is giving
to employees in foundry periodically.
In this department activities are carried out according to safety standards. These
standards are exhibited at different places inside the organization. The employees
are given several safety equipments like leather gloves, PVC gloves, helmets, fire
shield, dust mask, welder shield, safety shoes etc. If any accident occurs in the
company, the matter will be informed to the safety department within 24 hours by
the supervisors through an accident intimation form. This form is prepared in
triplicate- one copy to medical department, one copy to the safety department and
the third to the concerned department. The supervisor should inform to the ESI
department if the injured employee have ESI. All the accidents in the factory should
be communicated to the factory inspector, if the employees are disabled for more
than 48 hours.
There is a safety committee for discussing the problems relating to the safety of
workers. The company maintains a pollution free environment inside and outside its
premises. However certain areas such as foundry, chimney, electroplating
department etc. are under the pollution control board. They undertake the sample
periodically from the areas and check whether it is restricted to permissible level.
Security: The main function of the security department is to protect the company’s
property. Gate pass is too provided for all the employees and also to those who
enter the company for various purposes. There is separate entry for men and
materials. This department undertakes patrolling day & night. It is the duty of
security department to flag on the national flag in the morning and flag off in the
evening.
At present, nine permanent staffs are in the department. Most of them are ex-service
men. Twenty employees in the department are working on contract basis. They are
kept in the security department as gate keepers. The main duty of this department is
to check every employee and restrict entrance for unrecognized persons. The
registers maintained in the security department are:
‰ Material out going register/ white pass :sake of materials
i. Gate pass 1 – the sending of machinery, spare parts within India.
42
ii. Gate pass 2 – the material is sent to other country.
‰ Material incoming register: the material coming into the companies are
recorded here. The security will check quantity, supplier name etc.
‰ Tool register: temporary going of tools, to different parts in the company. It
contains date, time, quantity etc.
‰ In over time record contains records who have worked over time.
PERSONNEL ACTIVITIES:
This includes all the personnel administration activities in the company, the
personnel function is carried out according to the policy framed by manual. Some of
the personnel functions in the company are:
i) HRM grievance procedure: The objective of grievance procedure is to provide a
settlement of grievances of officers and to adopt measures so as to ensure
expeditions. Settlement of grievance leads to increased satisfaction on the job and
results in improved productivity and efficiency in the organization. The various
stages in the submission of grievance are as follows.
‰ Each unit has a grievance committee consisting of production chief account
chief and personnel chief of the unit. The personnel chief being convener of
the committee.
‰ The aggrieved person should submit his grievance in writing to the convener
of the grievance committee.
‰ The convener should collect all the related relevant data regarding the sound
grievance.
‰ Grievance committee then calls the assigned officer with in fifteen days of the
receipt of the grievance and discuss with him. Within a week the grievance
committee should record and submit its findings.
‰ The findings of grievance committee should be communicated to the assigned
officer by the convener with a copy to the department head for taking
necessary action arising out of the findings of the grievance committee.
If the aggrieved officer is not satisfactory with the findings of the grievance
committee, he may prefer an appeal to the Unit Chief. The Unit Chief should
convey his decision within fifteen days of the receipt of the appeal. The decision of
the Unit Chief is final.
ii) Recruitment: Procedure for recruitment of management trainees in engineering
and other professional areas: The recruitment in these areas will be made by the
Corporate Personnel Directorate.
iii) Induction policy: The induction program is for a period of one year. The
functional relationship between corporate HRD divisions with management trainees
during the induction program continues for the whole year. The purpose of this
induction program is to facilitate the transition of the trainees from the campus to
the industry.
iv) Promotion policy: There shall be two systems of promotion within the executive
positions in HMT, namely, promotion within the group and promotion between the
ii. Gate pass 2 – the material is sent to other country.
‰ Material incoming register: the material coming into the companies are
recorded here. The security will check quantity, supplier name etc.
‰ Tool register: temporary going of tools, to different parts in the company. It
contains date, time, quantity etc.
‰ In over time record contains records who have worked over time.
PERSONNEL ACTIVITIES:
This includes all the personnel administration activities in the company, the
personnel function is carried out according to the policy framed by manual. Some of
the personnel functions in the company are:
i) HRM grievance procedure: The objective of grievance procedure is to provide a
settlement of grievances of officers and to adopt measures so as to ensure
expeditions. Settlement of grievance leads to increased satisfaction on the job and
results in improved productivity and efficiency in the organization. The various
stages in the submission of grievance are as follows.
‰ Each unit has a grievance committee consisting of production chief account
chief and personnel chief of the unit. The personnel chief being convener of
the committee.
‰ The aggrieved person should submit his grievance in writing to the convener
of the grievance committee.
‰ The convener should collect all the related relevant data regarding the sound
grievance.
‰ Grievance committee then calls the assigned officer with in fifteen days of the
receipt of the grievance and discuss with him. Within a week the grievance
committee should record and submit its findings.
‰ The findings of grievance committee should be communicated to the assigned
officer by the convener with a copy to the department head for taking
necessary action arising out of the findings of the grievance committee.
If the aggrieved officer is not satisfactory with the findings of the grievance
committee, he may prefer an appeal to the Unit Chief. The Unit Chief should
convey his decision within fifteen days of the receipt of the appeal. The decision of
the Unit Chief is final.
ii) Recruitment: Procedure for recruitment of management trainees in engineering
and other professional areas: The recruitment in these areas will be made by the
Corporate Personnel Directorate.
iii) Induction policy: The induction program is for a period of one year. The
functional relationship between corporate HRD divisions with management trainees
during the induction program continues for the whole year. The purpose of this
induction program is to facilitate the transition of the trainees from the campus to
the industry.
iv) Promotion policy: There shall be two systems of promotion within the executive
positions in HMT, namely, promotion within the group and promotion between the
43
groups. All promotions are made in accordance with this promotion policy which
will be from one scale of pay to the next without skipping any scale of pay.
The promotion norms shall consist of two parts
‰ Eligibility factors, which include a qualifying period, qualification norms
attendance conduct prescribed standards in Performance Appraisal.
‰ Suitability factors, which include an interview and assessment of the potential
of the executives in his own channel or for a post other than in his own channel
of promotion
.
Promotion within the groups:
a. Unit cadre: The Competent Authority on the recommendations of Directorate
will make promotions within the groups.
b. Corporate cadre: All promotions in the Corporate i.e. group V shall be
subject to availability of vacancies and the organization need to fulfill them.
Promotion between the groups:
These promotions shall be made in accordance with the above eligibility and
suitability factors and will be based on the availability of vacancies and the
organizational need to fill up such vacancies. In considering the promotion of an
executive from 1 group to another, merit will be the primary consideration which
will include an assessment of the executive’s potential and aptitude for higher
managerial position.
Executive who have outstanding reports for three consecutive years shall be
considered for promotion in accordance with qualifying periods prescribed for
outstanding category. The outstanding ratings of these executives shall be reviewed
in detail before such consideration by the respective performance review
committees constituted for that purpose under the Performance Appraisal system.
The low performers who fail to fulfill the prescribe eligibility norms for three
successive years shall be counseled by the committees. This is in addition to the
counseling done by their respective reporting officers as laid down in the appraisal
system. The committee may also recommend developmental training and change of
job to enable such low performers to improve their performance.
v) Performance appraisal system: The appraisal will consist of the following
stages:
‰ Appraisal rating of the employee on
i. Job performance factors- job knowledge, quality of work, target
fulfillment, cost\time control, and safety consciousness.
ii. Managerial ability factors- planning & organizing, problem analysis
and decision, inter personal skills, communication skills, self
motivation, commitment, responsiveness to change, developing
subordinates, management of human resource, positive discipline.
groups. All promotions are made in accordance with this promotion policy which
will be from one scale of pay to the next without skipping any scale of pay.
The promotion norms shall consist of two parts
‰ Eligibility factors, which include a qualifying period, qualification norms
attendance conduct prescribed standards in Performance Appraisal.
‰ Suitability factors, which include an interview and assessment of the potential
of the executives in his own channel or for a post other than in his own channel
of promotion
.
Promotion within the groups:
a. Unit cadre: The Competent Authority on the recommendations of Directorate
will make promotions within the groups.
b. Corporate cadre: All promotions in the Corporate i.e. group V shall be
subject to availability of vacancies and the organization need to fulfill them.
Promotion between the groups:
These promotions shall be made in accordance with the above eligibility and
suitability factors and will be based on the availability of vacancies and the
organizational need to fill up such vacancies. In considering the promotion of an
executive from 1 group to another, merit will be the primary consideration which
will include an assessment of the executive’s potential and aptitude for higher
managerial position.
Executive who have outstanding reports for three consecutive years shall be
considered for promotion in accordance with qualifying periods prescribed for
outstanding category. The outstanding ratings of these executives shall be reviewed
in detail before such consideration by the respective performance review
committees constituted for that purpose under the Performance Appraisal system.
The low performers who fail to fulfill the prescribe eligibility norms for three
successive years shall be counseled by the committees. This is in addition to the
counseling done by their respective reporting officers as laid down in the appraisal
system. The committee may also recommend developmental training and change of
job to enable such low performers to improve their performance.
v) Performance appraisal system: The appraisal will consist of the following
stages:
‰ Appraisal rating of the employee on
i. Job performance factors- job knowledge, quality of work, target
fulfillment, cost\time control, and safety consciousness.
ii. Managerial ability factors- planning & organizing, problem analysis
and decision, inter personal skills, communication skills, self
motivation, commitment, responsiveness to change, developing
subordinates, management of human resource, positive discipline.
44
‰ General comments and overall assessment of developmental needs of appraise
leading to final assessment.
‰ Review discussion by appraisal
‰ Follow up action to the taken
‰ Review discussion b/w appraises and after appraising the employee is
complete both by reporting and review officers.
vi) Voluntary retirement scheme:
The scheme is introduced to cut down the
manpower strength and reach an optimum level and also provide monetary benefit
to employees. The scheme is not applicable for professionally qualified employees
like graduate employees and professionally in finance, HRM, marketing.
Procedure for VRS: Employees opting for the scheme are to apply through proper
channel to the HRM chief. The HRM department verifies the particulars and
forwards it to recommending committees. After recommendation it is permitted.
Employees are permitted to retire on any day of the shift.
vii) Participative management: In this scheme the participation flow from the
grass- root to a corporate level through various stratified councils, namely, micro
level councils and macro level councils.
Micro level councils: Micro level councils include workgroup council and unit
management council
Work group council: It is functioning at work unit level. Chairman is the officer\
supervisor of the work group and other employees in the work group are members.
This council shall provide a total and effective participation at the grass root level.
‰ Sectional management council – chairman is the sectional head and members
are the officers supervisors. This council shall review the progress of the work
group councils functioning under their control. They shall discuss various
problems of their section and try to solve them.
‰ Department management council – departmental head is the chairman and all
the sectional heads are the members. This council shall review the suggestions
given by the sectional management council and try to solve the problem.
‰ Link pin council: Link pin council consist of unit chief, president or general
secretary of the recognized union, President of the officer’s association,
Production chief Finance chief, Personal chief. This council shall oversee the
functioning of all the above councils and monitor their activities. This council
shall play the role of TROUBLE – SHOOTER and COORDINATOR.
Unit management council: Unit management council consists of unit chief and
departmental heads.
Periodicity of meetings: Meetings will be held at least once a month. The progress
reports shall be submitted by the chairman of the council to the chairman of the next
‰ General comments and overall assessment of developmental needs of appraise
leading to final assessment.
‰ Review discussion by appraisal
‰ Follow up action to the taken
‰ Review discussion b/w appraises and after appraising the employee is
complete both by reporting and review officers.
vi) Voluntary retirement scheme:
The scheme is introduced to cut down the
manpower strength and reach an optimum level and also provide monetary benefit
to employees. The scheme is not applicable for professionally qualified employees
like graduate employees and professionally in finance, HRM, marketing.
Procedure for VRS: Employees opting for the scheme are to apply through proper
channel to the HRM chief. The HRM department verifies the particulars and
forwards it to recommending committees. After recommendation it is permitted.
Employees are permitted to retire on any day of the shift.
vii) Participative management: In this scheme the participation flow from the
grass- root to a corporate level through various stratified councils, namely, micro
level councils and macro level councils.
Micro level councils: Micro level councils include workgroup council and unit
management council
Work group council: It is functioning at work unit level. Chairman is the officer\
supervisor of the work group and other employees in the work group are members.
This council shall provide a total and effective participation at the grass root level.
‰ Sectional management council – chairman is the sectional head and members
are the officers supervisors. This council shall review the progress of the work
group councils functioning under their control. They shall discuss various
problems of their section and try to solve them.
‰ Department management council – departmental head is the chairman and all
the sectional heads are the members. This council shall review the suggestions
given by the sectional management council and try to solve the problem.
‰ Link pin council: Link pin council consist of unit chief, president or general
secretary of the recognized union, President of the officer’s association,
Production chief Finance chief, Personal chief. This council shall oversee the
functioning of all the above councils and monitor their activities. This council
shall play the role of TROUBLE – SHOOTER and COORDINATOR.
Unit management council: Unit management council consists of unit chief and
departmental heads.
Periodicity of meetings: Meetings will be held at least once a month. The progress
reports shall be submitted by the chairman of the council to the chairman of the next
45
higher council on a monthly basis. This council may plan the strategies for
coordinating the activities of the other councils.
Macro level council: The macro level councils is the joint management council. The
council consists of Chairman & MD, Functional directors, Business group chiefs,
Personal chiefs of units, worker’s representative, Officer’s representative, GM
(HRD). Meetings will be held at least once in an year. Periodicity Welfare
activities:
WELFARE MEASURES
Welfare measures include statutory welfare measures and non- statutory welfare
measures.
Statutory welfare measures:
‰ Washing facilities – separate washing facilities for men and women, it is easily
accessible to the work place.
‰ Storing and drying of clothes.
‰ Sitting facilities
‰ First aid and ambulance – dispensary with all medical facilities and
ambulance.
‰ Canteen
‰ Rest room & lunch room – there is a home meal section attached to the
canteen. Rooms are provided for the purpose.
‰ Welfare officer – as per factories act, there are 1 welfare officer
Non statutory welfare measures:
‰ Uniform – two sets of uniforms are supplied to eligible work men excluding
foundry. For the foundry workers 4 sets of uniforms are provided. For
administrative 2 sets of uniform are provided.
‰ Housing - Subsidized quarters are provided for the benefit of the employees.
240 quarters under the SIHS for workers. In addition there are 32 single
quarters and 48 multi quarters.
‰ Transport facilities - Company buses and buses run on contract basis are
plying through various routes for the benefit of all the employees. A certain
amount based on the salary is deducted every month from the salary wages of
the bus pass holder.
‰ Recreational facilities: Social club, arts and dramatic club, sports club,
educational society
‰ Medical benefit –For those who are not covered by the ESI act, there is a
medical benefit scheme. Under the scheme families are also eligible for
treatment. Treatment can be had from the company’s dispensary or any
provided hospital or company’s panel of doctors and any other government
hospitals. Medical expenses are reimbursed by the company as per the scheme.
higher council on a monthly basis. This council may plan the strategies for
coordinating the activities of the other councils.
Macro level council: The macro level councils is the joint management council. The
council consists of Chairman & MD, Functional directors, Business group chiefs,
Personal chiefs of units, worker’s representative, Officer’s representative, GM
(HRD). Meetings will be held at least once in an year. Periodicity Welfare
activities:
WELFARE MEASURES
Welfare measures include statutory welfare measures and non- statutory welfare
measures.
Statutory welfare measures:
‰ Washing facilities – separate washing facilities for men and women, it is easily
accessible to the work place.
‰ Storing and drying of clothes.
‰ Sitting facilities
‰ First aid and ambulance – dispensary with all medical facilities and
ambulance.
‰ Canteen
‰ Rest room & lunch room – there is a home meal section attached to the
canteen. Rooms are provided for the purpose.
‰ Welfare officer – as per factories act, there are 1 welfare officer
Non statutory welfare measures:
‰ Uniform – two sets of uniforms are supplied to eligible work men excluding
foundry. For the foundry workers 4 sets of uniforms are provided. For
administrative 2 sets of uniform are provided.
‰ Housing - Subsidized quarters are provided for the benefit of the employees.
240 quarters under the SIHS for workers. In addition there are 32 single
quarters and 48 multi quarters.
‰ Transport facilities - Company buses and buses run on contract basis are
plying through various routes for the benefit of all the employees. A certain
amount based on the salary is deducted every month from the salary wages of
the bus pass holder.
‰ Recreational facilities: Social club, arts and dramatic club, sports club,
educational society
‰ Medical benefit –For those who are not covered by the ESI act, there is a
medical benefit scheme. Under the scheme families are also eligible for
treatment. Treatment can be had from the company’s dispensary or any
provided hospital or company’s panel of doctors and any other government
hospitals. Medical expenses are reimbursed by the company as per the scheme.
46
‰ HMT Employees Consumer Cooperative Stores – The society has been formed
for the benefits HMT employees and is in operation since 1965. Employees are
eligible to apply for membership on payment of Rs. 10/- share. On request any
number of shares can be allotted. It is managed by a committee consisting of
nine members out of which six are elected and three (President, Treasurer and
a member) are management nominees society at present is running a provision
store, treasure store and a fare price shop.
PLANT SERVICES
INTRODUCTION
Plant services department is responsible for maintaining the machines and
equipments of the unit in optimum condition of performance so as to make them
available for production. The plat services department is responsible for the erection
and commissioning of the machines in the plant. The department is also responsible
for the electrical power distribution of the entire factory complex. The department
looks after the internal transport functions and house keeping activities inside the
factory.
STRUCTURE OF DEPARTMENT
SCOPE
‰ Erection, commissioning, repair, maintenance, reconditioning, retrofitting
and preventive maintenance of all the machines and equipment used for
production in the MTD and PMD plants and training center.
JGM (PS)
DCE (Mechanical) DCE (Electrical)
Sr.
Engineer
Sr.
Engineer
Sr.
Engineer
Dy.
Engineer
WG WG
Sr.
Engineer
Sr.
Engineer
Dy.
Engineer
WG WG
‰ HMT Employees Consumer Cooperative Stores – The society has been formed
for the benefits HMT employees and is in operation since 1965. Employees are
eligible to apply for membership on payment of Rs. 10/- share. On request any
number of shares can be allotted. It is managed by a committee consisting of
nine members out of which six are elected and three (President, Treasurer and
a member) are management nominees society at present is running a provision
store, treasure store and a fare price shop.
PLANT SERVICES
INTRODUCTION
Plant services department is responsible for maintaining the machines and
equipments of the unit in optimum condition of performance so as to make them
available for production. The plat services department is responsible for the erection
and commissioning of the machines in the plant. The department is also responsible
for the electrical power distribution of the entire factory complex. The department
looks after the internal transport functions and house keeping activities inside the
factory.
STRUCTURE OF DEPARTMENT
SCOPE
‰ Erection, commissioning, repair, maintenance, reconditioning, retrofitting
and preventive maintenance of all the machines and equipment used for
production in the MTD and PMD plants and training center.
JGM (PS)
DCE (Mechanical) DCE (Electrical)
Sr.
Engineer
Sr.
Engineer
Sr.
Engineer
Dy.
Engineer
WG WG
Sr.
Engineer
Sr.
Engineer
Dy.
Engineer
WG WG
47
‰ Maintenance of the eot cranes, jib cranes, air compressors and a/c units in the
MTD and PMD plants.
‰ Upkeep of R&M stores and spare parts planning.
‰ House keeping activities in the shop floors.
‰ Materials movement in the shop floors and maintenance of internal transport
vehicles and equipment.
‰ Maintenance of power supply to the entire factory complex.
‰ Maintenance of 66 kV sub-station, switchgear, power transformers, and the
entire distribution system.
‰ Maintenance of supply distribution in colony, pump house.
‰ Maintenance of internal telephone exchange and the communication system.
‰ To arrange and co-ordinate contract works in connection with any of the
above activities.
OBJECTIVES
To maintain the plant, machines and equipments in optimum conditions of
performance ensuring availability for production. The plant services department sets
its measurable quality objectives for every year. These objectives ensure that the
machines and equipments are well maintained to meet the requirements of the
customers. The quality objectives are communicated to all the employees in the
department by displaying them in the key areas of the factory.
RESPONSIBILITIES OF OFFICERS
HOD
Head of Plant Services Department has to ensure
‰ Administration
‰ Electrical Maintenance for MTD
‰ Mechanical Maintenance
‰ Internal Transport
‰ PMD Maintenance
Also ensure safety aspects as per Factories Act, Factory Rules and Electricity Rules
in respect of Plant and Machinery.
SECTION IN-CHARGE, MECHANICAL
‰ Erection, commissioning and maintenance of all machines and equipment,
cranes, air compressors and A/c Plant in the factory of MTK and PMD.
‰ Preventive maintenance of all critical machines and equipment under his
control.
‰ Reconditioning of all critical machines and equipment.
‰ Testing of EOT cranes and compressors as per factory regulations.
‰ Maintenance planning.
‰ Identifying training needs of employees under his control.
‰ Lubrication services.
‰ House keeping functions in the factory.
‰ Ensuring compliance with ISO 9001 requirements of the department.
‰ Maintenance of the eot cranes, jib cranes, air compressors and a/c units in the
MTD and PMD plants.
‰ Upkeep of R&M stores and spare parts planning.
‰ House keeping activities in the shop floors.
‰ Materials movement in the shop floors and maintenance of internal transport
vehicles and equipment.
‰ Maintenance of power supply to the entire factory complex.
‰ Maintenance of 66 kV sub-station, switchgear, power transformers, and the
entire distribution system.
‰ Maintenance of supply distribution in colony, pump house.
‰ Maintenance of internal telephone exchange and the communication system.
‰ To arrange and co-ordinate contract works in connection with any of the
above activities.
OBJECTIVES
To maintain the plant, machines and equipments in optimum conditions of
performance ensuring availability for production. The plant services department sets
its measurable quality objectives for every year. These objectives ensure that the
machines and equipments are well maintained to meet the requirements of the
customers. The quality objectives are communicated to all the employees in the
department by displaying them in the key areas of the factory.
RESPONSIBILITIES OF OFFICERS
HOD
Head of Plant Services Department has to ensure
‰ Administration
‰ Electrical Maintenance for MTD
‰ Mechanical Maintenance
‰ Internal Transport
‰ PMD Maintenance
Also ensure safety aspects as per Factories Act, Factory Rules and Electricity Rules
in respect of Plant and Machinery.
SECTION IN-CHARGE, MECHANICAL
‰ Erection, commissioning and maintenance of all machines and equipment,
cranes, air compressors and A/c Plant in the factory of MTK and PMD.
‰ Preventive maintenance of all critical machines and equipment under his
control.
‰ Reconditioning of all critical machines and equipment.
‰ Testing of EOT cranes and compressors as per factory regulations.
‰ Maintenance planning.
‰ Identifying training needs of employees under his control.
‰ Lubrication services.
‰ House keeping functions in the factory.
‰ Ensuring compliance with ISO 9001 requirements of the department.
48
SECTION IN-CHARGE, ELECTRICAL
‰ Maintenance of Power supply system in 66KV Sub station. MTK and PMD
Plants and HMT Colony.
‰ Erection, commissioning and maintenance of electrical portion in machines
and equipment and operations of all electrical equipment.
‰ Preventive maintenance (Electrical) of all critical machines and equipment in
MTK and PMD.
‰ Reconditioning (Electrical) of all critical machines and equipment.
‰ Safety of all electrical equipment as per factory rules and electricity rules.
‰ Internal communication systems.
‰ Internal Transport vehicle electrical repair.
‰ Ensuring compliance to ISO 9001 standards of all the activities in his
section.
PROCESS CHART FOR BREAKDOWN MAINTENANCE
Yes
Yes
No Yes
Yes
No
Receipt of Requisition
for machine repair
Enter in daily work
register and allot work
according to priority
Is work
simple?
Spares
required?
Rectify Defects
Machine idle closing
after checking and
acceptance
Entry of major break
downs in machine
history
Review of major works in
FORTNIGHTLY
MEETING for process
improvement
Is work too
complex?
Refer manual / drawing
consult supervisor
Analyze the problem in
detail and take expert
opinion from other
departments, if required
Hire outside experts, if
required
Spares
available?
Spares
repairable?
Replace spare
Manufacture / procure
spare
Repair the spare and
assemble
Yes
No
No
No
SECTION IN-CHARGE, ELECTRICAL
‰ Maintenance of Power supply system in 66KV Sub station. MTK and PMD
Plants and HMT Colony.
‰ Erection, commissioning and maintenance of electrical portion in machines
and equipment and operations of all electrical equipment.
‰ Preventive maintenance (Electrical) of all critical machines and equipment in
MTK and PMD.
‰ Reconditioning (Electrical) of all critical machines and equipment.
‰ Safety of all electrical equipment as per factory rules and electricity rules.
‰ Internal communication systems.
‰ Internal Transport vehicle electrical repair.
‰ Ensuring compliance to ISO 9001 standards of all the activities in his
section.
PROCESS CHART FOR BREAKDOWN MAINTENANCE
Yes
Yes
No Yes
Yes
No
Receipt of Requisition
for machine repair
Enter in daily work
register and allot work
according to priority
Is work
simple?
Spares
required?
Rectify Defects
Machine idle closing
after checking and
acceptance
Entry of major break
downs in machine
history
Review of major works in
FORTNIGHTLY
MEETING for process
improvement
Is work too
complex?
Refer manual / drawing
consult supervisor
Analyze the problem in
detail and take expert
opinion from other
departments, if required
Hire outside experts, if
required
Spares
available?
Spares
repairable?
Replace spare
Manufacture / procure
spare
Repair the spare and
assemble
Yes
No
No
No
49
QUALITY CONTROL & INSPECTION
INTRODUCTION
Quality control in its simplest term refers to control of quality during the
manufacture. Both quality control and inspection are envisaged to assure the quality
in entire area of production process. Inspection is a function of determining the
quality. When quality becomes effective, the need for inspection decreases. Hence,
the quality control determines the cause of variation in the characteristics of
products and gives solutions by which these variations can be controlled. It is
economical in its purpose, objective in its procedure, dynamic in its operation and
helpful in its treatment.
STRUCTURE OF DEPARTMENT
SCOPE
The quality control department is mapped to execute at the areas of incoming
materials acceptance, sub-contract components acceptance, manufacturing process,
assembly in process, calibration and certification of measuring instruments both in
house and external, calibration and certification of all out going products of the unit.
The department also conducts systematic analysis of feedbacks from both internal
JGM (Q)
DGM(Q)
DCE
(MI)
DCE
(Q)
DCE
(IDI)
DCE
(QP)
STQ
PS
WS
WG
PS
WG
PS
WG
SPQ
PS PS
QUALITY CONTROL & INSPECTION
INTRODUCTION
Quality control in its simplest term refers to control of quality during the
manufacture. Both quality control and inspection are envisaged to assure the quality
in entire area of production process. Inspection is a function of determining the
quality. When quality becomes effective, the need for inspection decreases. Hence,
the quality control determines the cause of variation in the characteristics of
products and gives solutions by which these variations can be controlled. It is
economical in its purpose, objective in its procedure, dynamic in its operation and
helpful in its treatment.
STRUCTURE OF DEPARTMENT
SCOPE
The quality control department is mapped to execute at the areas of incoming
materials acceptance, sub-contract components acceptance, manufacturing process,
assembly in process, calibration and certification of measuring instruments both in
house and external, calibration and certification of all out going products of the unit.
The department also conducts systematic analysis of feedbacks from both internal
JGM (Q)
DGM(Q)
DCE
(MI)
DCE
(Q)
DCE
(IDI)
DCE
(QP)
STQ
PS
WS
WG
PS
WG
PS
WG
SPQ
PS PS
50
and external origin. The department conducts customer complaint analysis and
suggests / insists the corrective action.
OBJECTIVES
The total quality management department sets its measurable quality objectives for
every year. These objectives ensure that requirements of the products are not only
identified and met with, but also constantly reviewed and improved. The quality
objectives are communicated to all the employees in the department by displaying it
in the key areas. The measurable objectives are set taking into consideration of the
following.
‰ Reduce internal losses due to scrap rejection and rework.
‰ Reduce external losses due to service cost.
‰ Maximize the customer satisfaction
PURPOSE
‰ To ensure the conformance of the incoming items or raw materials being
used for the production with the specified standards.
‰ To ensure that the casting produced in the foundry department meet the
design standards.
‰ To ensure documentation of the quality of the components and assembled
units by inspecting or testing.
‰ To ensure the testing of end products for its conformation with the
specification. This is carried out by inspecting the performance of the end
machine in a systematic manner as specified in the working instruction
manual.
‰ To ensure the documentation of all inspection report.
‰ To ensure the procurement of modern testing instruments and periodic
calibration of the existing testing facilities.
‰ To ensure the quality of the manufacturing process of the major components
in the unit.
‰ To ensure the systematic analysis of the feed backs on performance and
reliability reports of the products from inspection.
‰ To ensure the systematic analysis of customer complaints for continual
improvement of the product quality
‰ To ensure total customer satisfaction.
MEASUREMENT OF TOTAL QUALITY MANAGEMENT
EFFECTIVENESS
INSPECTION
The effectiveness of the inspection process is measured through four parameters
taken from internal and customer feedback. An average expected value per annum
will be fixed by evaluating previous years records and strategic measures will be
planned to bring down it to a lower value than the expected. The measurement
parameters are:-
‰ No. of NCR in assembly due to the manufacturing components
‰ No of NCR in assembly due to brought out parts
and external origin. The department conducts customer complaint analysis and
suggests / insists the corrective action.
OBJECTIVES
The total quality management department sets its measurable quality objectives for
every year. These objectives ensure that requirements of the products are not only
identified and met with, but also constantly reviewed and improved. The quality
objectives are communicated to all the employees in the department by displaying it
in the key areas. The measurable objectives are set taking into consideration of the
following.
‰ Reduce internal losses due to scrap rejection and rework.
‰ Reduce external losses due to service cost.
‰ Maximize the customer satisfaction
PURPOSE
‰ To ensure the conformance of the incoming items or raw materials being
used for the production with the specified standards.
‰ To ensure that the casting produced in the foundry department meet the
design standards.
‰ To ensure documentation of the quality of the components and assembled
units by inspecting or testing.
‰ To ensure the testing of end products for its conformation with the
specification. This is carried out by inspecting the performance of the end
machine in a systematic manner as specified in the working instruction
manual.
‰ To ensure the documentation of all inspection report.
‰ To ensure the procurement of modern testing instruments and periodic
calibration of the existing testing facilities.
‰ To ensure the quality of the manufacturing process of the major components
in the unit.
‰ To ensure the systematic analysis of the feed backs on performance and
reliability reports of the products from inspection.
‰ To ensure the systematic analysis of customer complaints for continual
improvement of the product quality
‰ To ensure total customer satisfaction.
MEASUREMENT OF TOTAL QUALITY MANAGEMENT
EFFECTIVENESS
INSPECTION
The effectiveness of the inspection process is measured through four parameters
taken from internal and customer feedback. An average expected value per annum
will be fixed by evaluating previous years records and strategic measures will be
planned to bring down it to a lower value than the expected. The measurement
parameters are:-
‰ No. of NCR in assembly due to the manufacturing components
‰ No of NCR in assembly due to brought out parts
51
‰ Warranty cost due to failure of BOP items during the month in Rupees
‰ Warranty cost due to failure of manufacturing items during the month in
Rupees
QUALITY CONTROL
The effectiveness of the quality control is measured with five parameters. The
average expected value per annum will be fixed by evaluating previous year’s
record and strategic measures will be planned to bring down it to a lower value than
expected. These parameters will be analyzed monthly in UQC meeting for
necessary correction and preventive measures are taken to ensure its effectiveness.
The measuring parameters are:-
‰ Percentage loss of standard hours
‰ Loss in rupees
‰ Percentage loss in foundry product
‰ Average warranty cost per machine
‰ Average breakdown days per machine
QUALITY POLICY
HMT MTL is committed to
‰ Maintain QUALITY LEADERSHIP in all products and services.
‰ TOTAL CUSTOMER SATISFACTION thro ugh quality goods and services.
‰ Commitment of management of CONTINUALLY IMPROVE the quality
system.
‰ To create a CULTURE among all employees towards TOTAL QUALITY
CONCEPT.
‰ Total quality through PERFORMANCE LEADERSHIP.
QUALITY OBJECTIVES
The objectives of the quality management at HMT MTL at Kalamassery are :-
‰ Total production for the year 2010-11 - 78 cores
‰ Total sales for the year 2010-11 - 78 cores
‰ Operational profit (PBDIT) - 250 lakhs
‰ Internal losses (% of standard hours) - 0.6%
‰ Total foundry rejection - 2.4%
‰ Average warranty cost per month - Rs.900/-
ISO 9001 ACCREDITATION
The HMT Ltd is accredited with ISO 9001 certification in 2001. Quality assurance
offers more scope for reducing costs, rework. Extra handling, rejections etc and
enhancing competitiveness and profitability than other management techniques
there by considerably reducing warranty claims and premium pricing. Effective
quality management system in a company will help the company to acquire and
maintain desired quality and optimum costs through planned and efficient
utilization of the technological and material resources available to the company.
‰ Warranty cost due to failure of BOP items during the month in Rupees
‰ Warranty cost due to failure of manufacturing items during the month in
Rupees
QUALITY CONTROL
The effectiveness of the quality control is measured with five parameters. The
average expected value per annum will be fixed by evaluating previous year’s
record and strategic measures will be planned to bring down it to a lower value than
expected. These parameters will be analyzed monthly in UQC meeting for
necessary correction and preventive measures are taken to ensure its effectiveness.
The measuring parameters are:-
‰ Percentage loss of standard hours
‰ Loss in rupees
‰ Percentage loss in foundry product
‰ Average warranty cost per machine
‰ Average breakdown days per machine
QUALITY POLICY
HMT MTL is committed to
‰ Maintain QUALITY LEADERSHIP in all products and services.
‰ TOTAL CUSTOMER SATISFACTION thro ugh quality goods and services.
‰ Commitment of management of CONTINUALLY IMPROVE the quality
system.
‰ To create a CULTURE among all employees towards TOTAL QUALITY
CONCEPT.
‰ Total quality through PERFORMANCE LEADERSHIP.
QUALITY OBJECTIVES
The objectives of the quality management at HMT MTL at Kalamassery are :-
‰ Total production for the year 2010-11 - 78 cores
‰ Total sales for the year 2010-11 - 78 cores
‰ Operational profit (PBDIT) - 250 lakhs
‰ Internal losses (% of standard hours) - 0.6%
‰ Total foundry rejection - 2.4%
‰ Average warranty cost per month - Rs.900/-
ISO 9001 ACCREDITATION
The HMT Ltd is accredited with ISO 9001 certification in 2001. Quality assurance
offers more scope for reducing costs, rework. Extra handling, rejections etc and
enhancing competitiveness and profitability than other management techniques
there by considerably reducing warranty claims and premium pricing. Effective
quality management system in a company will help the company to acquire and
maintain desired quality and optimum costs through planned and efficient
utilization of the technological and material resources available to the company.
52
RESPONSIBILITIES
JGM (Q) is the head of the TQM department including quality assurance and
quality management system.
DGM (Q)
‰ Register the service reports and hand over to the conveners of PWCCA
meeting for analysis
‰ Submit NCR to other departments like design, planning etc. and also to the
concerned department for corrective action. Analysis of the standard hour lost
due to such defects.
‰ Collection of shop NCRs, segregation and entering into main frame computer.
‰ Collection of internal rejection reports of manufacturing and foundry
departments and issuing the same for analysis to the concerned heads.
‰ Collection of assembly NCRs and giving the reports to concerned head for
corrective action.
‰ Collection of UQC inputs and prepares the UQC agenda.
‰ Preparation of management review meeting (MRM) agenda
‰ Preparation and distribute the minutes of meeting of UQC & MRM.
‰ Maintain relevant record necessary for ISO 9001 QMS
DCE (QP)
DCE(QP) is responsible for:-
‰ Incoming inspection, in-process inspection and final testing of printing
machine and paper cutting machines.
‰ Conduct of TQM activities like incoming inspection, in-process inspection,
assembly inspection and product testing of all printing division products.
‰ Plan and maintain process required for effective functioning of TQM
departments. Measure monitor and control the process and take necessary
action to achieve the planned results.
‰ Take positive leadership involving every employees of the section to achieve
the planned performance and continual improvement.
‰ Maintain ISO 9001 quality management system procedures and documents in
the section.
‰ Do the routine administrative function and maintain the records
‰ Plan and schedule the rollers required for different printing machines and
ensure the availability of them.
DCE (MI)
DCE (MI-machine inspection) is responsible for mechanical electrical assembly
inspection, machine final testing, customer inspection, QC of painting, machine
packing and dispatch inspection of all machines of HMT MTL at Kalamassery.
DCE (Q)
DCE (Q- quality) is responsible for:-
‰ Conduct the inspection of manufacturing sections of the machine tool division
and maintain section records.
RESPONSIBILITIES
JGM (Q) is the head of the TQM department including quality assurance and
quality management system.
DGM (Q)
‰ Register the service reports and hand over to the conveners of PWCCA
meeting for analysis
‰ Submit NCR to other departments like design, planning etc. and also to the
concerned department for corrective action. Analysis of the standard hour lost
due to such defects.
‰ Collection of shop NCRs, segregation and entering into main frame computer.
‰ Collection of internal rejection reports of manufacturing and foundry
departments and issuing the same for analysis to the concerned heads.
‰ Collection of assembly NCRs and giving the reports to concerned head for
corrective action.
‰ Collection of UQC inputs and prepares the UQC agenda.
‰ Preparation of management review meeting (MRM) agenda
‰ Preparation and distribute the minutes of meeting of UQC & MRM.
‰ Maintain relevant record necessary for ISO 9001 QMS
DCE (QP)
DCE(QP) is responsible for:-
‰ Incoming inspection, in-process inspection and final testing of printing
machine and paper cutting machines.
‰ Conduct of TQM activities like incoming inspection, in-process inspection,
assembly inspection and product testing of all printing division products.
‰ Plan and maintain process required for effective functioning of TQM
departments. Measure monitor and control the process and take necessary
action to achieve the planned results.
‰ Take positive leadership involving every employees of the section to achieve
the planned performance and continual improvement.
‰ Maintain ISO 9001 quality management system procedures and documents in
the section.
‰ Do the routine administrative function and maintain the records
‰ Plan and schedule the rollers required for different printing machines and
ensure the availability of them.
DCE (MI)
DCE (MI-machine inspection) is responsible for mechanical electrical assembly
inspection, machine final testing, customer inspection, QC of painting, machine
packing and dispatch inspection of all machines of HMT MTL at Kalamassery.
DCE (Q)
DCE (Q- quality) is responsible for:-
‰ Conduct the inspection of manufacturing sections of the machine tool division
and maintain section records.
53
‰ Measure, monitor and control the TQM process and take necessary action to
achieve the planned objectives.
‰ Take positive leadership to achieve planned performance
‰ Maintain ISO 9001 quality management system procedures and document in
the section.
‰ Do the routine administrative functions and maintain the records.
DCE (IDI)
DCE (IDI ) is expected to:-
‰ Conduct the quality control of the incoming materials as per the design
documents / HMT standards
‰ Measure, monitor and control the internal customer / user department, feed
back and take corrective actions/ preventive actions.
‰ Interact with other departments like purchase, PPM and other user departments
for smooth functions of the section.
‰ Conduct inspection at the site of suppliers, work and give feedback and
technical guidance for improvement.
‰ Maintain ISO 9001 quality management system procedures and documents.
STORES
INTRODUCTION
The store is the section in the organization meant for receiving, storage and issuing
the inventories. In HMT MTL at Kalamassery, the stores are attached to the
purchase department. Stores keep the materials in the custody against pilferage
damage, deterioration and unauthorized withdrawal. For the convenience of
handling the materials, the stores are divided into incoming store, main store,
stationery store, sub-contract store and steel yard.
STRUCTURE OF DEPARTMENT
D G M
(printing)
D G M
(Machine Tool)
Manager
(Material Planning)
D C E
(Material Planning)
Store officers
1. Incoming store
2. Main store
3. Subcontract store
4. Steel yard
5. Stationery store
J G M
Store officers
1. Incoming store
2. Main store
3. Subcontract store
4. Steel yard
5. Stationery store
‰ Measure, monitor and control the TQM process and take necessary action to
achieve the planned objectives.
‰ Take positive leadership to achieve planned performance
‰ Maintain ISO 9001 quality management system procedures and document in
the section.
‰ Do the routine administrative functions and maintain the records.
DCE (IDI)
DCE (IDI ) is expected to:-
‰ Conduct the quality control of the incoming materials as per the design
documents / HMT standards
‰ Measure, monitor and control the internal customer / user department, feed
back and take corrective actions/ preventive actions.
‰ Interact with other departments like purchase, PPM and other user departments
for smooth functions of the section.
‰ Conduct inspection at the site of suppliers, work and give feedback and
technical guidance for improvement.
‰ Maintain ISO 9001 quality management system procedures and documents.
STORES
INTRODUCTION
The store is the section in the organization meant for receiving, storage and issuing
the inventories. In HMT MTL at Kalamassery, the stores are attached to the
purchase department. Stores keep the materials in the custody against pilferage
damage, deterioration and unauthorized withdrawal. For the convenience of
handling the materials, the stores are divided into incoming store, main store,
stationery store, sub-contract store and steel yard.
STRUCTURE OF DEPARTMENT
D G M
(printing)
D G M
(Machine Tool)
Manager
(Material Planning)
D C E
(Material Planning)
Store officers
1. Incoming store
2. Main store
3. Subcontract store
4. Steel yard
5. Stationery store
J G M
Store officers
1. Incoming store
2. Main store
3. Subcontract store
4. Steel yard
5. Stationery store
54
SUB SECTIONS IN STORES
INCOMING STORES
Incoming stores receives the materials against purchase order. The invoice and the
materials are collected from the supplier at incoming store. The offer in charge of
the store verifies the quantity of the supplied goods and physical condition of the
goods supplied. After receiving the items, the stores officer prepares the material
inward (MI) slip. The four copies of the MI slip are given to officer in charge of
quality inspection. The quality of the material is assessed in the inspection and the
record of acceptance/ rejection is marked in all four copies of the MI slip. One slip
is kept in quality inspection department and other three slips are returned to the
incoming stores. The MI slip number is the reference for all future communication
with regard to the items received. The MI slip of the items rejected in the quality
inspection will be sent to purchase department for taking necessary action for
replacement of the items.
MAIN STORE / ISSUE STORE
The two MI slips and the materials are transferred to the main store from the
incoming store. All the materials are tagged and stored in bin. A software based
inventory register is maintained in the main store. The various other departments are
given privilege to view the stock position of each of the item for preparing the order
form to collect the items from the main store. The items are issued based on:-
‰ Material warrant: The list generated by the department to collect the
materials from the main store
‰ Issue slip: By submitting the issue slip, items of immediate requirement is
permitted to collect even from incoming store. Issue slip and the balance
items will be transferred to the main store from the incoming store.
‰ Demand note: Additional items of immediate requirement are collected from
the main store by submitting the demand note.
On issuing items against the above documents are entered in the computer and the
stock is updated.
SUB-CONTRACT STORES
The sub-contract store is the place to store items purchased under sub-contract. The
sub-contract items include sheet metal work, gears work, grinding work etc. The
HMT MTL at Kalamassery receives the subcontract items from various firms
located at Coimbatore, Bangalore, Belgaum and Ernakulam. The functioning of
sub-contact store is similar to that of the main store. The items are stored in
different bins and issued against demand note originated from other departments.
The weigh bridge and fire proof store is controlled by the officer in charge of sub-
contract store. Industrial oxygen for welding purpose, acetylene, manila rope etc are
stored in fire proof store.
SUB SECTIONS IN STORES
INCOMING STORES
Incoming stores receives the materials against purchase order. The invoice and the
materials are collected from the supplier at incoming store. The offer in charge of
the store verifies the quantity of the supplied goods and physical condition of the
goods supplied. After receiving the items, the stores officer prepares the material
inward (MI) slip. The four copies of the MI slip are given to officer in charge of
quality inspection. The quality of the material is assessed in the inspection and the
record of acceptance/ rejection is marked in all four copies of the MI slip. One slip
is kept in quality inspection department and other three slips are returned to the
incoming stores. The MI slip number is the reference for all future communication
with regard to the items received. The MI slip of the items rejected in the quality
inspection will be sent to purchase department for taking necessary action for
replacement of the items.
MAIN STORE / ISSUE STORE
The two MI slips and the materials are transferred to the main store from the
incoming store. All the materials are tagged and stored in bin. A software based
inventory register is maintained in the main store. The various other departments are
given privilege to view the stock position of each of the item for preparing the order
form to collect the items from the main store. The items are issued based on:-
‰ Material warrant: The list generated by the department to collect the
materials from the main store
‰ Issue slip: By submitting the issue slip, items of immediate requirement is
permitted to collect even from incoming store. Issue slip and the balance
items will be transferred to the main store from the incoming store.
‰ Demand note: Additional items of immediate requirement are collected from
the main store by submitting the demand note.
On issuing items against the above documents are entered in the computer and the
stock is updated.
SUB-CONTRACT STORES
The sub-contract store is the place to store items purchased under sub-contract. The
sub-contract items include sheet metal work, gears work, grinding work etc. The
HMT MTL at Kalamassery receives the subcontract items from various firms
located at Coimbatore, Bangalore, Belgaum and Ernakulam. The functioning of
sub-contact store is similar to that of the main store. The items are stored in
different bins and issued against demand note originated from other departments.
The weigh bridge and fire proof store is controlled by the officer in charge of sub-
contract store. Industrial oxygen for welding purpose, acetylene, manila rope etc are
stored in fire proof store.
55
STEEL YARD
The billets, rounds of various diameters for making various components of the
machine tools and printing machines are stored in the steel yard. The various quality
of steel are painted with standard colour and stored at different location. The long
steel cylinders are cut to the demanded length and issued from the steel yard. The
steel sections are issued against demand note.
STATIONERY STORE
The stationery items like paper, pen, books, files etc. are stored in the stationery
store. The items are issued against demand note.
PLANNING DEPARTMENT
INTRODUCTION
The Production planning department is the most vital link between product design
and production department. This department provide necessary facilities and
technical know how for the manufacture of the product. Production requires
optimum utilization of natural resources, men, money, material and machines. But
before starting the work of actual production, Production planning has to be done in
order to anticipate possible difficulties and decide in advance how the production
should be carried out in the best and economic way. The principle of Production
planning lies in the statement “First plan your work, and then work for your plan”.
STRUCTURE OF DEPARTMENT
JGM (E)
DGM (E)
Sr. Engineer
Engineer
Dy. Engineer
WG
STEEL YARD
The billets, rounds of various diameters for making various components of the
machine tools and printing machines are stored in the steel yard. The various quality
of steel are painted with standard colour and stored at different location. The long
steel cylinders are cut to the demanded length and issued from the steel yard. The
steel sections are issued against demand note.
STATIONERY STORE
The stationery items like paper, pen, books, files etc. are stored in the stationery
store. The items are issued against demand note.
PLANNING DEPARTMENT
INTRODUCTION
The Production planning department is the most vital link between product design
and production department. This department provide necessary facilities and
technical know how for the manufacture of the product. Production requires
optimum utilization of natural resources, men, money, material and machines. But
before starting the work of actual production, Production planning has to be done in
order to anticipate possible difficulties and decide in advance how the production
should be carried out in the best and economic way. The principle of Production
planning lies in the statement “First plan your work, and then work for your plan”.
STRUCTURE OF DEPARTMENT
JGM (E)
DGM (E)
Sr. Engineer
Engineer
Dy. Engineer
WG
56
OBJECTIVES
In any business organization, production activities must be related to market
demands as indicated by the continuous stream of the customer’s orders. For
maximum effectiveness this must be done in such a way that customer’s demand is
satisfied. But at the same time, production should be carried out in an economic
manner. The process of developing this kind of relationship between market
demand and production capability is the function of production planning and
control.
ROLE OF PLANNING DEPARTMENT
The role of Production planning department comprises of:
‰ Production Pre Planning (PPP) and Planning Estimation (PPE)
‰ Production Planning Ordering (PPO) & Finished Part Section (FPS)
FUNCTIONS AND RESPONSIBILITIES
1. PRODUCTION PRE PLANNING
‰ Processing design documents
‰ Identification of house manufacturing item, outside manufacturing item and
brought out parts
‰ Preparation of preparation layouts
‰ Identifying and intending actions for all special toolings
‰ Implementation of design alterations
‰ Manufacturing special tool data
‰ Attending shop problems
‰ Coordinating activities related to alteration requests
‰ Preparation of documents related to assembly of products
‰ All data entry in computer related to PPP
‰ Verification and approval of materials warrant
‰ Maintain all data and records related to the products
‰ Arranging and ensuring all quality formats
2. PRODUCTION PLANNING ESTIMATION
‰ Estimation of standard time for manufacturing and assembly operations
‰ Preparation and implementation of alterations
‰ Data entry of activities related to PPE function in the computer
‰ Attending shop complaints regarding standard time
‰ Authorization of special time in job cars
‰ Arranging time study
3. PERFORMANCE MONITORING WING
‰ Analyze the organization requirement
‰ Design the structure report
‰ Create appropriate database
‰ Develop software for report
‰ Prepare making list and dispatch of statements
OBJECTIVES
In any business organization, production activities must be related to market
demands as indicated by the continuous stream of the customer’s orders. For
maximum effectiveness this must be done in such a way that customer’s demand is
satisfied. But at the same time, production should be carried out in an economic
manner. The process of developing this kind of relationship between market
demand and production capability is the function of production planning and
control.
ROLE OF PLANNING DEPARTMENT
The role of Production planning department comprises of:
‰ Production Pre Planning (PPP) and Planning Estimation (PPE)
‰ Production Planning Ordering (PPO) & Finished Part Section (FPS)
FUNCTIONS AND RESPONSIBILITIES
1. PRODUCTION PRE PLANNING
‰ Processing design documents
‰ Identification of house manufacturing item, outside manufacturing item and
brought out parts
‰ Preparation of preparation layouts
‰ Identifying and intending actions for all special toolings
‰ Implementation of design alterations
‰ Manufacturing special tool data
‰ Attending shop problems
‰ Coordinating activities related to alteration requests
‰ Preparation of documents related to assembly of products
‰ All data entry in computer related to PPP
‰ Verification and approval of materials warrant
‰ Maintain all data and records related to the products
‰ Arranging and ensuring all quality formats
2. PRODUCTION PLANNING ESTIMATION
‰ Estimation of standard time for manufacturing and assembly operations
‰ Preparation and implementation of alterations
‰ Data entry of activities related to PPE function in the computer
‰ Attending shop complaints regarding standard time
‰ Authorization of special time in job cars
‰ Arranging time study
3. PERFORMANCE MONITORING WING
‰ Analyze the organization requirement
‰ Design the structure report
‰ Create appropriate database
‰ Develop software for report
‰ Prepare making list and dispatch of statements
57
3. COSTING SECTION
‰ Arranging the data related standard labour, material and assembly cost
‰ Assessment of rectification or rework expenses
‰ Coordination of activities related to annual product costing
4. TIME RECORDE
‰ Monitoring and ensuring the regular flow of job card
‰ Entering ticket numbers and actual hours on each job
‰ Calculating the total standard hours for a job
‰ Obtaining signature on job cards and idle cards
‰ Acting as a link between PPD and shop floor.
PROCESS MODEL OF PRODUCTION PLANNING
SUPPLIER INPUT PROCESS OUTPUT CUSTOMER
Design
Tool design
Parts list
component
Drawings
Assembly
drawings
Assembly
group list
Tool
database
Preparation of
operation layout and
standard time for
manufacturing
components
New
operation
layout
New
operation
master
PPO
Manufacturing
Design
DDC
Parts list
Component
drawing
Data entry
terminals
Initiate procurement
action of
components/standard
parts
Letter of
intimation
PPM
subcontract
Design
DDC
Parts list
Assembly
drawing
Data entry
terminals
Computerization of
planning data
Parts list file
Product data
base
PPO
PPM
Design Component
drawing
Assembly
drawing
Initiate action for
new special tool
Departmental
order
Tool design
Design
DDC
All notice
parts list
Data entry
terminals
Implementation of
design alteration
Operation
layout
Operation
master
Rework
layout
PPO
Manufacturing
assembly
3. COSTING SECTION
‰ Arranging the data related standard labour, material and assembly cost
‰ Assessment of rectification or rework expenses
‰ Coordination of activities related to annual product costing
4. TIME RECORDE
‰ Monitoring and ensuring the regular flow of job card
‰ Entering ticket numbers and actual hours on each job
‰ Calculating the total standard hours for a job
‰ Obtaining signature on job cards and idle cards
‰ Acting as a link between PPD and shop floor.
PROCESS MODEL OF PRODUCTION PLANNING
SUPPLIER INPUT PROCESS OUTPUT CUSTOMER
Design
Tool design
Parts list
component
Drawings
Assembly
drawings
Assembly
group list
Tool
database
Preparation of
operation layout and
standard time for
manufacturing
components
New
operation
layout
New
operation
master
PPO
Manufacturing
Design
DDC
Parts list
Component
drawing
Data entry
terminals
Initiate procurement
action of
components/standard
parts
Letter of
intimation
PPM
subcontract
Design
DDC
Parts list
Assembly
drawing
Data entry
terminals
Computerization of
planning data
Parts list file
Product data
base
PPO
PPM
Design Component
drawing
Assembly
drawing
Initiate action for
new special tool
Departmental
order
Tool design
Design
DDC
All notice
parts list
Data entry
terminals
Implementation of
design alteration
Operation
layout
Operation
master
Rework
layout
PPO
Manufacturing
assembly
58
PROCES FLOW CHART
Production pre planning
seeks clarification
Start
Design Department
Whether documents
as per norms
Production pre planning
Studies the document
No
Yes
Production pre planning
Classifies components
Is any Orderly
Finished items?
PPP release documents to PPM for procurement
Yes
No
Subcontract
items
PPP release documents to PPM to raise MPR Yes
No
Production pre planning
Prepares operation layout
Casting, forging
required
Intimate foundry/PPM
department
Yes
No
n
PROCES FLOW CHART
Production pre planning
seeks clarification
Start
Design Department
Whether documents
as per norms
Production pre planning
Studies the document
No
Yes
Production pre planning
Classifies components
Is any Orderly
Finished items?
PPP release documents to PPM for procurement
Yes
No
Subcontract
items
PPP release documents to PPM to raise MPR Yes
No
Production pre planning
Prepares operation layout
Casting, forging
required
Intimate foundry/PPM
department
Yes
No
n
59
n
Special tool
required
PPP raises DOs for
special tooling
Yes
No
PPP prepare operation
master
CNC work
required
Call for
preparation of
CNC
programme
Yes
No
Production planning
computerize documents
Production planning
releases documents
To other depts
Production keeps
original documents
systematically
Stop
Tool design prepares
special tool drawing
Production planning
approves tool design drg
n
Special tool
required
PPP raises DOs for
special tooling
Yes
No
PPP prepare operation
master
CNC work
required
Call for
preparation of
CNC
programme
Yes
No
Production planning
computerize documents
Production planning
releases documents
To other depts
Production keeps
original documents
systematically
Stop
Tool design prepares
special tool drawing
Production planning
approves tool design drg
60
SAFETY & SECURITY DEPARTMENT
INTRODUCTION
HMT Machine Tools Ltd. is a company where health and safety assurance is
properly maintained. The department which helps in maintaining safety has
introduced many technical and methodical ways to reduce the accidents and
hazards. For the safety of employees, some statutory tests are made for certain areas
such as crane, lift, pressure vessels etc. There are sixty fire extinguishers placed in
several areas for the safety of workers.
STRUCTURE OF DEPARTMENT
MAIN FUNCTIONS
‰ Safety of the organization
‰ Safety Promotion
‰ Prevention and precaution of fire
‰ Checking of the safety instruments
‰ Fire and safety training to the employees.
SAFETY MEASURES
‰ Fire hydrant network
‰ Sprinkler system for spraying water incase of fire
‰ Insulated sphere and bullets to reduce heat
‰ Deluge system provided for loading and unloading areas of chemical hazard
‰ Safety shower and eye wash system are provided
‰ Fire proofing is done
‰ Two generators of 1000kW are installed
‰ First aid systems are provided
‰ Fire alarm
‰ Smoke detectors
‰ Work permit system is practiced.
‰ Personal protective system
RESPONSIBILITIES OF SAFETY DEPARTMENT
The chief of safety department shall be responsible for the maintenance of the
system related to safety management. He should ensure that standards of safety
issued by the department are available with all sections and are clearly understood
G M
Safety officer
SAFETY & SECURITY DEPARTMENT
INTRODUCTION
HMT Machine Tools Ltd. is a company where health and safety assurance is
properly maintained. The department which helps in maintaining safety has
introduced many technical and methodical ways to reduce the accidents and
hazards. For the safety of employees, some statutory tests are made for certain areas
such as crane, lift, pressure vessels etc. There are sixty fire extinguishers placed in
several areas for the safety of workers.
STRUCTURE OF DEPARTMENT
MAIN FUNCTIONS
‰ Safety of the organization
‰ Safety Promotion
‰ Prevention and precaution of fire
‰ Checking of the safety instruments
‰ Fire and safety training to the employees.
SAFETY MEASURES
‰ Fire hydrant network
‰ Sprinkler system for spraying water incase of fire
‰ Insulated sphere and bullets to reduce heat
‰ Deluge system provided for loading and unloading areas of chemical hazard
‰ Safety shower and eye wash system are provided
‰ Fire proofing is done
‰ Two generators of 1000kW are installed
‰ First aid systems are provided
‰ Fire alarm
‰ Smoke detectors
‰ Work permit system is practiced.
‰ Personal protective system
RESPONSIBILITIES OF SAFETY DEPARTMENT
The chief of safety department shall be responsible for the maintenance of the
system related to safety management. He should ensure that standards of safety
issued by the department are available with all sections and are clearly understood
G M
Safety officer
61
and followed. He should arrange for setting up safety committees to promote
employees’ participation in safety measures and act as advisor and catalyst in such
committee meetings. In co-ordination with HRD arrangement for in plant training
of all employees in safety, health and fire prevention is another responsibility.
Organize any other activity to motivate and make employees aware. Maintenance of
records related to accident. Safety officer should arrange for procurement and
distribution of high quality personal protective equipment. Arrange for the
periodical testing and certification of all cranes, lifting tackles, lifts and pressure
vessels used in factory by outside competent agency. Officer is to conduct accident
investigation following receipt of accident intimation. Officer should conduct safety
inspection of plant and machinery and arrange for corrective action in liaison with
concerned sections if any unsafe conditions or actions are found.
SECURITY DEPARTMENT
Security is one of the functional aspects of every organization. Its main purpose is
to protect the man, material (raw material, assembled parts, building and
installations) and its assets. This department consists of Chief Security Officer,
Security Inspectors and Guards (permanent and contract basis). This department has
common law on the basis of security standing order and guidelines. Confidential
matters are handled under the direct order of General Manager. The total strength of
this department is 39. They are working in different shift. Its systematic rule
includes: Card Punching, Deployment of post details, Register signature.
STRUCTURE OF DIVISION
GENERAL DUTIES OF SECURITY DEPARTMENT
‰ Pass Checking
‰ Prevention of theft
‰ Fire or accident prevention
G M
C S O
Sr. SYI/SO
Shift I/C A Shift I/C B Shift I/C C
Sr. Security 1
and followed. He should arrange for setting up safety committees to promote
employees’ participation in safety measures and act as advisor and catalyst in such
committee meetings. In co-ordination with HRD arrangement for in plant training
of all employees in safety, health and fire prevention is another responsibility.
Organize any other activity to motivate and make employees aware. Maintenance of
records related to accident. Safety officer should arrange for procurement and
distribution of high quality personal protective equipment. Arrange for the
periodical testing and certification of all cranes, lifting tackles, lifts and pressure
vessels used in factory by outside competent agency. Officer is to conduct accident
investigation following receipt of accident intimation. Officer should conduct safety
inspection of plant and machinery and arrange for corrective action in liaison with
concerned sections if any unsafe conditions or actions are found.
SECURITY DEPARTMENT
Security is one of the functional aspects of every organization. Its main purpose is
to protect the man, material (raw material, assembled parts, building and
installations) and its assets. This department consists of Chief Security Officer,
Security Inspectors and Guards (permanent and contract basis). This department has
common law on the basis of security standing order and guidelines. Confidential
matters are handled under the direct order of General Manager. The total strength of
this department is 39. They are working in different shift. Its systematic rule
includes: Card Punching, Deployment of post details, Register signature.
STRUCTURE OF DIVISION
GENERAL DUTIES OF SECURITY DEPARTMENT
‰ Pass Checking
‰ Prevention of theft
‰ Fire or accident prevention
G M
C S O
Sr. SYI/SO
Shift I/C A Shift I/C B Shift I/C C
Sr. Security 1
62
‰ Time keeping
‰ Ambulance control
‰ Patrolling
‰ Gate control
‰ Registers maintained at the gate
FOUNDRY & PATTERN SHOP
INTRODUCTION
The foundry & pattern shop attached to the machine tool division, HMT,
Kalamassery and part of engineering components business group is geared to
manufacture all cast iron & spherical graphical iron required for machine tools and
printing machinery division and can also undertaken job orders. Established in 1968
with polish design, it is a semi mechanized foundry producing heavy duty gray &
SG iron casting for machine tools and printing machines using mains frequency
induction furnaces for melting and resin bonded sand for moulding and core
making.
STRUCTURE OF DEPARTMENT
Dy. Chief Engineer (FP)
SFH Engr SFP
Asst Engineer
Melting
Heavy moulding
Green sand Sand plant
Medium moulding
Asst Engineer
Mech maintenance Elec maintenance
Prod Plang Control
Fettling
PPE PPM Stores
Pattern shop
Foundry Tech
Foundry lab
Office
Dy Engineer Dy Engineer Dy Engineer
‰ Time keeping
‰ Ambulance control
‰ Patrolling
‰ Gate control
‰ Registers maintained at the gate
FOUNDRY & PATTERN SHOP
INTRODUCTION
The foundry & pattern shop attached to the machine tool division, HMT,
Kalamassery and part of engineering components business group is geared to
manufacture all cast iron & spherical graphical iron required for machine tools and
printing machinery division and can also undertaken job orders. Established in 1968
with polish design, it is a semi mechanized foundry producing heavy duty gray &
SG iron casting for machine tools and printing machines using mains frequency
induction furnaces for melting and resin bonded sand for moulding and core
making.
STRUCTURE OF DEPARTMENT
Dy. Chief Engineer (FP)
SFH Engr SFP
Asst Engineer
Melting
Heavy moulding
Green sand Sand plant
Medium moulding
Asst Engineer
Mech maintenance Elec maintenance
Prod Plang Control
Fettling
PPE PPM Stores
Pattern shop
Foundry Tech
Foundry lab
Office
Dy Engineer Dy Engineer Dy Engineer
63
PATTERN SHOP
A pattern is defined as anything used for forming an impression called mould in the
sand. Mould when filled with molten material on solidifying, forms a reproduction
of the pattern and is known as mould. It is slightly larger in size than casting. As the
first stage in preparing the casting, the pattern of the castings is prepared. Pattern of
casting is prepared at pattern shop with either of the materials given below
‰ Wood:- Wood is the most commonly used pattern material as it is cheap, easily
available and also easy to join and fabricate. But it has a large rate of moisture
absorption and also warping and wearing is high.
‰ Metals:- Metals have the advantage that they do not warp, are very accurate
and have high strength. But shaping is slightly difficult and it is also subjected
to rusting and the costs are also high.
‰ Plastics:- They are mostly thermosetting plastics. They are light in weight,
have very good surface, do not react with water or air and are not subjected to
warping, but cannot withstand high temperatures.
‰ Plasters:- The most common example is gypsum cement. Repairs can’t be
easily done and it does not need skilled labour.
‰ Wax:- Wax has very good surface finish, can be easily altered to any shape and
is very accurate. But it cannot withstand high temperatures.
‰ Wood with metallic coating
‰ Thermocoal: single use patterns are made using thermocoal
In the process of casting, a pattern is a replica of the object to be cast, used to
prepare the cavity into which molten material will be poured during the casting
process. The pattern needs to incorporate suitable shrinkage allowances depending
on material flow and heat transfer considerations. Pattern making is a skilled
technique that was highly valued in the different cultures practicing casting through
the centuries.
In sand casting, the pattern is usually of wood, whereas it may be metal or other
materials in pressure or centrifugal casting. The patternmaker also decides where
the sprues and risers (inlet and outlet for molten material) will be placed with
respect to the pattern. Parts of the object which have holes or depressions are
handled by inserting cores defining volumes that the material will not flow into.
Sometimes patterns may also accommodate chills, solid pieces of the final material,
to enable rapid cooling, resulting in martensitic hardening in the neighbourhood of
the chill.
SAND MOULD MAKING PROCEDURE
The procedure of making a typical sand moulding starts by placing a bottom board
first either on the moulding platform or on the floor, making the surface even. The
drag mounding flask is kept upside down on the bottom board along with the drag
part of the pattern at the center of the flask on the board. There should be enough
clearance between the pattern and the walls of the flask Rest of the drag flask is
completely filled with the backup sand and uniformly rammed to compact the sand.
The ramming of sand should be done properly so as not to compact it too hard,
which makes the escape of gases difficult, nor too loose so that mould would not
PATTERN SHOP
A pattern is defined as anything used for forming an impression called mould in the
sand. Mould when filled with molten material on solidifying, forms a reproduction
of the pattern and is known as mould. It is slightly larger in size than casting. As the
first stage in preparing the casting, the pattern of the castings is prepared. Pattern of
casting is prepared at pattern shop with either of the materials given below
‰ Wood:- Wood is the most commonly used pattern material as it is cheap, easily
available and also easy to join and fabricate. But it has a large rate of moisture
absorption and also warping and wearing is high.
‰ Metals:- Metals have the advantage that they do not warp, are very accurate
and have high strength. But shaping is slightly difficult and it is also subjected
to rusting and the costs are also high.
‰ Plastics:- They are mostly thermosetting plastics. They are light in weight,
have very good surface, do not react with water or air and are not subjected to
warping, but cannot withstand high temperatures.
‰ Plasters:- The most common example is gypsum cement. Repairs can’t be
easily done and it does not need skilled labour.
‰ Wax:- Wax has very good surface finish, can be easily altered to any shape and
is very accurate. But it cannot withstand high temperatures.
‰ Wood with metallic coating
‰ Thermocoal: single use patterns are made using thermocoal
In the process of casting, a pattern is a replica of the object to be cast, used to
prepare the cavity into which molten material will be poured during the casting
process. The pattern needs to incorporate suitable shrinkage allowances depending
on material flow and heat transfer considerations. Pattern making is a skilled
technique that was highly valued in the different cultures practicing casting through
the centuries.
In sand casting, the pattern is usually of wood, whereas it may be metal or other
materials in pressure or centrifugal casting. The patternmaker also decides where
the sprues and risers (inlet and outlet for molten material) will be placed with
respect to the pattern. Parts of the object which have holes or depressions are
handled by inserting cores defining volumes that the material will not flow into.
Sometimes patterns may also accommodate chills, solid pieces of the final material,
to enable rapid cooling, resulting in martensitic hardening in the neighbourhood of
the chill.
SAND MOULD MAKING PROCEDURE
The procedure of making a typical sand moulding starts by placing a bottom board
first either on the moulding platform or on the floor, making the surface even. The
drag mounding flask is kept upside down on the bottom board along with the drag
part of the pattern at the center of the flask on the board. There should be enough
clearance between the pattern and the walls of the flask Rest of the drag flask is
completely filled with the backup sand and uniformly rammed to compact the sand.
The ramming of sand should be done properly so as not to compact it too hard,
which makes the escape of gases difficult, nor too loose so that mould would not
64
have enough strength. After the ramming is over, the excess sand in the flask is
completely scraped using a flat bar to the level of the flask edge. The finished drag
flask is now rolled over to the bottom board exposing the pattern. Using a stick, the
edges of the sand around the pattern is repaired and cope half of the pattern is
placed over the drag pattern, aligning it with the help of dowel pins. The cope flask
on top of the drag is located aligning again with the help of the pins. The dry parting
sand is sprinkled all over the drag and on the pattern.
A sprue pin for making the sprue passage is located at a small distance of from the
pattern. Also a riser pin if required is kept at an appropriate place and freshly
prepared moulding sand similar to that of the drag along with the backing sand is
sprinkled. The sand is thoroughly rammed, excess sand scraped and vent holes are
made all over in the cope as in the drag. The sprue pin and the riser pin are carefully
withdrawn from the flask. Later the pouring basin is cut near the top of the sprue.
The cope is separated from the drag and any loose sand one the cope and drag
interface of the drag is blown off with the help of bellows. Now the cope and the
drag pattern halves are withdrawn by using the draw spikes and rapping the pattern
all around to slightly enlarge the mould cavity so that the mould wall are not spoiled
b the withdrawing pattern. The runner and the gates are cut in the mould carefully
without spoiling the mould. Any excess or loose sand found in the runners and
mould cavity is blown any using bellows. Now the facing sand in the form of a
paste is applied all over the mould cavity and the runners which would give the
finishing casting a good surface finish. A dry sand core is prepared using a core
box. After suitable baking, it is placed in the mould cavity. The cope is replaced on
the drag taking care of the alignment of the two by means of pins. The mould is
now ready to pouring.
MOULDING PROCEDURE
The pig iron, MS scrap, Carbon, manganese and other constituent materials are
melted in the electric furnace. The molten metal is drawn into a ladder and
transported using an over head crane. The molten metal is poured to the mould
trough the cavity designed for the same.
FORGING
Forging is the operation where the metal is heated and then a force is applied to
manipulate the metal in such a way that the required final shape is obtained. This is
the oldest of the metal working processes known to mankind since the copper age.
Forging is generally a hot working operation through cold forging is used
sometimes.
FETTLING
The complete process of the cleaning of casting, called fettling, involves the
removal of the cores, gates and risers, cleaning of the casting surface and chipping
of any of the unnecessary projections on the surface. The dry sand cores can be
removed simply by knocking off with an iron bar, by means of a core vibrator, or by
means of hydro blasting. The method depends on the size, complexity and the core
material used. The gates and risers can be removed by hammering, chipping, hack
have enough strength. After the ramming is over, the excess sand in the flask is
completely scraped using a flat bar to the level of the flask edge. The finished drag
flask is now rolled over to the bottom board exposing the pattern. Using a stick, the
edges of the sand around the pattern is repaired and cope half of the pattern is
placed over the drag pattern, aligning it with the help of dowel pins. The cope flask
on top of the drag is located aligning again with the help of the pins. The dry parting
sand is sprinkled all over the drag and on the pattern.
A sprue pin for making the sprue passage is located at a small distance of from the
pattern. Also a riser pin if required is kept at an appropriate place and freshly
prepared moulding sand similar to that of the drag along with the backing sand is
sprinkled. The sand is thoroughly rammed, excess sand scraped and vent holes are
made all over in the cope as in the drag. The sprue pin and the riser pin are carefully
withdrawn from the flask. Later the pouring basin is cut near the top of the sprue.
The cope is separated from the drag and any loose sand one the cope and drag
interface of the drag is blown off with the help of bellows. Now the cope and the
drag pattern halves are withdrawn by using the draw spikes and rapping the pattern
all around to slightly enlarge the mould cavity so that the mould wall are not spoiled
b the withdrawing pattern. The runner and the gates are cut in the mould carefully
without spoiling the mould. Any excess or loose sand found in the runners and
mould cavity is blown any using bellows. Now the facing sand in the form of a
paste is applied all over the mould cavity and the runners which would give the
finishing casting a good surface finish. A dry sand core is prepared using a core
box. After suitable baking, it is placed in the mould cavity. The cope is replaced on
the drag taking care of the alignment of the two by means of pins. The mould is
now ready to pouring.
MOULDING PROCEDURE
The pig iron, MS scrap, Carbon, manganese and other constituent materials are
melted in the electric furnace. The molten metal is drawn into a ladder and
transported using an over head crane. The molten metal is poured to the mould
trough the cavity designed for the same.
FORGING
Forging is the operation where the metal is heated and then a force is applied to
manipulate the metal in such a way that the required final shape is obtained. This is
the oldest of the metal working processes known to mankind since the copper age.
Forging is generally a hot working operation through cold forging is used
sometimes.
FETTLING
The complete process of the cleaning of casting, called fettling, involves the
removal of the cores, gates and risers, cleaning of the casting surface and chipping
of any of the unnecessary projections on the surface. The dry sand cores can be
removed simply by knocking off with an iron bar, by means of a core vibrator, or by
means of hydro blasting. The method depends on the size, complexity and the core
material used. The gates and risers can be removed by hammering, chipping, hack
65
sawing, abrasive cutoff or by flame or cutting. Removal of gates and risers can be
simplified by providing a reduced metal sections at the casting joint, for brittle
materials such as grey cast iron, the gates cab easily be broken by hitting with a
hammer. For steel and other similar materials sawing with any metal cutting saw
like hack saw or band saw would be more convenient. For large size gates and risers
we use flame or arc cutting to remove them. Similarly, abrasive cut off may also be
used for removal of gates. Most of the abrasive cut off can be carried out by
portable grinding machines with an angled grinding head.
For cleaning the sand particles sticking to the casting surface, sand blasting is
normally used. The casting is kept in a closed box and a jet of compressed air with a
blast of sand grains or steel grits is directed against the casting surface, which
thoroughly cleans the casting surface. T The shots used are either chilled cast iron
grit or steel grit. Chilled iron is less expensive but is likely to be lost quickly by
fragmentation. In the operation, the operator should be properly protected.
FOUNDRY PROCESS CHART
Planning / job order
Chief of Foundry
Foundry planning
Foundry Tech.
Pattern shop
Moulding
Closing pouring
Knock out
Decoring
Fettling
Priming
Inspection
Store / customer
Sand plant
Lab
Melting
sawing, abrasive cutoff or by flame or cutting. Removal of gates and risers can be
simplified by providing a reduced metal sections at the casting joint, for brittle
materials such as grey cast iron, the gates cab easily be broken by hitting with a
hammer. For steel and other similar materials sawing with any metal cutting saw
like hack saw or band saw would be more convenient. For large size gates and risers
we use flame or arc cutting to remove them. Similarly, abrasive cut off may also be
used for removal of gates. Most of the abrasive cut off can be carried out by
portable grinding machines with an angled grinding head.
For cleaning the sand particles sticking to the casting surface, sand blasting is
normally used. The casting is kept in a closed box and a jet of compressed air with a
blast of sand grains or steel grits is directed against the casting surface, which
thoroughly cleans the casting surface. T The shots used are either chilled cast iron
grit or steel grit. Chilled iron is less expensive but is likely to be lost quickly by
fragmentation. In the operation, the operator should be properly protected.
FOUNDRY PROCESS CHART
Planning / job order
Chief of Foundry
Foundry planning
Foundry Tech.
Pattern shop
Moulding
Closing pouring
Knock out
Decoring
Fettling
Priming
Inspection
Store / customer
Sand plant
Lab
Melting
66
MTK MANUFACTURING
INTRODUCTION
The machine tool manufacturing department at Kalamassery manufactures various
components of conventional lathe and CNC lathes. For convenience, the various
parts of the machine are divided into two, namely, small parts and heavy parts.
STRUCTURE OF DEPARTMENT
SECTIONS IN SMALL PARTS AND HEAVY PARTS DIVISION
The small parts and heavy parts divisons are subdivided into sections.
Small parts Heavy parts
1 Rounds
2 Non rounds
3 Heat treatment
4 Leads screw
5 Spindles
1 Bed
2 Leg stock
3 Tail stock
4 Apron
5 Saddle
GMK
JGM (Machine Parts)
JGM
(Machine Manufacturing)
JGM
(Assembly)
Deputy Engineer
(Small Parts)
Deputy Engineer
(Heavy Parts)
Engineer Engineer
Direct
Employees
Indirect
Employees
Direct
Employees
Indirect
Employees
MTK MANUFACTURING
INTRODUCTION
The machine tool manufacturing department at Kalamassery manufactures various
components of conventional lathe and CNC lathes. For convenience, the various
parts of the machine are divided into two, namely, small parts and heavy parts.
STRUCTURE OF DEPARTMENT
SECTIONS IN SMALL PARTS AND HEAVY PARTS DIVISION
The small parts and heavy parts divisons are subdivided into sections.
Small parts Heavy parts
1 Rounds
2 Non rounds
3 Heat treatment
4 Leads screw
5 Spindles
1 Bed
2 Leg stock
3 Tail stock
4 Apron
5 Saddle
GMK
JGM (Machine Parts)
JGM
(Machine Manufacturing)
JGM
(Assembly)
Deputy Engineer
(Small Parts)
Deputy Engineer
(Heavy Parts)
Engineer Engineer
Direct
Employees
Indirect
Employees
Direct
Employees
Indirect
Employees
67
6 Gears
7 Terretch
8 C N C Turning
9 Accessories
6 Feed Box
The main operattions in the manufacturing department are gear cutting, gear
shaping, taping, drilling, boring, facing, milling, turning etc. in addition, stress
relieving furnace is used for relieving the stresses in the cast cast components. The
stress relieved components are shaped in the havy parts section.
PAYMENT SYSTEM
There are 20 direct employees and 15 indirect employees are working in the
manufacturing department. The salary fo the direct employees are paid based on the
company rules. The service of the skilled labours supplied by the labour contarctor
is used in the department towrds indirect employment. The standard time for each
job is identified and defined in the department. The indirect labour is instructed to
complete the work within the stanadard time predefined for the component. The
payment for manufacturing each component is computed based on the stanadrd rate
and standard time. Hence, the worker who complete the job before the standard time
will get advantage of payment for the standradr ime predifined for the component.
MTK ASSEMBLY
INTRODUCTION
The machine tool assembly department at Kalamassery assembles various
components of conventional lathe and CNC lathes. For convenience, the assembly
department is subdivided into NH assembly and CNC assembly. NH assembly
section assembles conventional lathe and CNC assembly section assembles
computer numerically controlled lathes. The most of the electrical components are
‘brought out’ items and is assembled by electrical assembly section.
SCOPE
The main function of the assembly department is to assemble the materials based on
the rolling plan supplied by the sales department and to confirm with the
performance and the quality specified in the design documents. Assembly
department offer the assembled machines for in house inspection. It will also
monitor at different stages of assembly to ensure that a quality product is delivered
to the customer.
PURPOSE
‰ To assemble the machines as per the rolling plan supplied by sales department.
‰ To assemble the machines to meet the design specification.
‰ To complete the assembly of machines as per dispatch plan.
‰ To evolve systems that can adapts the change in the sales plan.
6 Gears
7 Terretch
8 C N C Turning
9 Accessories
6 Feed Box
The main operattions in the manufacturing department are gear cutting, gear
shaping, taping, drilling, boring, facing, milling, turning etc. in addition, stress
relieving furnace is used for relieving the stresses in the cast cast components. The
stress relieved components are shaped in the havy parts section.
PAYMENT SYSTEM
There are 20 direct employees and 15 indirect employees are working in the
manufacturing department. The salary fo the direct employees are paid based on the
company rules. The service of the skilled labours supplied by the labour contarctor
is used in the department towrds indirect employment. The standard time for each
job is identified and defined in the department. The indirect labour is instructed to
complete the work within the stanadard time predefined for the component. The
payment for manufacturing each component is computed based on the stanadrd rate
and standard time. Hence, the worker who complete the job before the standard time
will get advantage of payment for the standradr ime predifined for the component.
MTK ASSEMBLY
INTRODUCTION
The machine tool assembly department at Kalamassery assembles various
components of conventional lathe and CNC lathes. For convenience, the assembly
department is subdivided into NH assembly and CNC assembly. NH assembly
section assembles conventional lathe and CNC assembly section assembles
computer numerically controlled lathes. The most of the electrical components are
‘brought out’ items and is assembled by electrical assembly section.
SCOPE
The main function of the assembly department is to assemble the materials based on
the rolling plan supplied by the sales department and to confirm with the
performance and the quality specified in the design documents. Assembly
department offer the assembled machines for in house inspection. It will also
monitor at different stages of assembly to ensure that a quality product is delivered
to the customer.
PURPOSE
‰ To assemble the machines as per the rolling plan supplied by sales department.
‰ To assemble the machines to meet the design specification.
‰ To complete the assembly of machines as per dispatch plan.
‰ To evolve systems that can adapts the change in the sales plan.
68
‰ To improve the methods and systems to accommodate the change in needs of
the market.
‰ To coordinate pre-assembles, group assembles and final assembles to match
with the assembly drawings and specifications of the machines.
‰ To record non-conformities and take corrective actions to prevent recurrence
of the problem.
‰ To interact with the other departments like production design, tool design,
purchase, sub-contract and sales for future improvement of the machine.
‰ To complete assembly of machine without short comings and problems for
final assembly.
OBJECTIVES
‰ To iimprove performance index
‰ To improve efficiency of operation
‰ To reduce number of non-conformities
‰ To reduce number of customer complaints.
STRUCTURE OF DEPARTMENT
RESPONSIBILITY OF OFFIECER IN CHARGE OF ASSEMBLY
‰ Supervising, organizing and monitoring the assembly of machines tools.
GMK
JGM (MP)
Machine Production
JGM (MM-Machine
Tool Manufacturing)
JGM
(Ay- Assembly)
DGM
(Foundry)
DCE DCE
Sr. Engineer Sr. Engineer
Work Group Work Group
Sr. Engineers
Work Group
JGM
(Electrical Design)
Manufacturing Assembly
Electrical assembl
y
CNC assembly NH assembly
‰ To improve the methods and systems to accommodate the change in needs of
the market.
‰ To coordinate pre-assembles, group assembles and final assembles to match
with the assembly drawings and specifications of the machines.
‰ To record non-conformities and take corrective actions to prevent recurrence
of the problem.
‰ To interact with the other departments like production design, tool design,
purchase, sub-contract and sales for future improvement of the machine.
‰ To complete assembly of machine without short comings and problems for
final assembly.
OBJECTIVES
‰ To iimprove performance index
‰ To improve efficiency of operation
‰ To reduce number of non-conformities
‰ To reduce number of customer complaints.
STRUCTURE OF DEPARTMENT
RESPONSIBILITY OF OFFIECER IN CHARGE OF ASSEMBLY
‰ Supervising, organizing and monitoring the assembly of machines tools.
GMK
JGM (MP)
Machine Production
JGM (MM-Machine
Tool Manufacturing)
JGM
(Ay- Assembly)
DGM
(Foundry)
DCE DCE
Sr. Engineer Sr. Engineer
Work Group Work Group
Sr. Engineers
Work Group
JGM
(Electrical Design)
Manufacturing Assembly
Electrical assembl
y
CNC assembly NH assembly
69
‰ Monitoring various activities in the assembly department
‰ Alloting and planning of work to meet the target.
‰ Maintian good industrial relationship and good working enviroment.
‰ Assist productivity improvement programmes.
PROCESS FLOW CHART
Subcontract Manufacturing Purchase
PPC
Arrange warranty
Short warranty
Group assembly
Non-critical
assembly
Critical
assembly
Inspection
Non-conformities
Correction NC audit
rejected
no
yes
Pre-final
assembly
‰ Monitoring various activities in the assembly department
‰ Alloting and planning of work to meet the target.
‰ Maintian good industrial relationship and good working enviroment.
‰ Assist productivity improvement programmes.
PROCESS FLOW CHART
Subcontract Manufacturing Purchase
PPC
Arrange warranty
Short warranty
Group assembly
Non-critical
assembly
Critical
assembly
Inspection
Non-conformities
Correction NC audit
rejected
no
yes
Pre-final
assembly
70
PMK MANUFACTURING
INTRODUCTION
The printing machine department of HMT Kalamassery is a leading manufacture of
offset printing machines in India. PMK department is functioning very similar to
that of MTK manufacturing. The major components are cast with the help of
foundry department. The cast components are manufactured into printing machine
components at PMK manufacturing department.
STRUCTURE OF DEPARTMENT
SECTIONS IN PMK MANUFACTURING
The PMK manufacturing is broadly divided into three sections, namely, small parts,
heavy parts and high technology center
SMALL PARTS
GMK
JGM
(Printing machines)
AGM (manufacture) AGM (assembly)
Sr. Engineer
(rounds &
cam, gears
and rollers)
Sr. Engineer
(non-rounds)
Sr. Engineer
(heavy parts)
Engineer
(high technology
centre)
Assistant Engineer
(production
planning)
Ex. Engineer
Work group
Ex. Engineer
Work group
Ex. Engineer
Work group
Ex. Engineer
Work group
PMK MANUFACTURING
INTRODUCTION
The printing machine department of HMT Kalamassery is a leading manufacture of
offset printing machines in India. PMK department is functioning very similar to
that of MTK manufacturing. The major components are cast with the help of
foundry department. The cast components are manufactured into printing machine
components at PMK manufacturing department.
STRUCTURE OF DEPARTMENT
SECTIONS IN PMK MANUFACTURING
The PMK manufacturing is broadly divided into three sections, namely, small parts,
heavy parts and high technology center
SMALL PARTS
GMK
JGM
(Printing machines)
AGM (manufacture) AGM (assembly)
Sr. Engineer
(rounds &
cam, gears
and rollers)
Sr. Engineer
(non-rounds)
Sr. Engineer
(heavy parts)
Engineer
(high technology
centre)
Assistant Engineer
(production
planning)
Ex. Engineer
Work group
Ex. Engineer
Work group
Ex. Engineer
Work group
Ex. Engineer
Work group
71
The small parts are again sub-divided into rounds non rounds and CGR (cams, gears
and rollers). The round or symmetrical objects are machined rounds. The irregular
parts are machined in non-rounds cams, Gears and rollers require more accuracy,
hence they are machined in separate special purpose machines (SPM) in CGR.
HEAVY PARTS
As the name suggests, the heavy parts deals with machining of heavy parts like :
1. Weld metal base – The base is made by welding together the beams in the
welding shop.
2. Side frame – Side frames are mechanized, drilled bored.
3. Cylinder Drums are machined, and grinded
HIGH TECHNOLOGY CENTER
In this section works which require high accuracy are done in certain special
machines.
MACHINES AVAILABLE AT PMK MANUFACTURING
1) NH/CNC Lathes
2) Grinding Machines
3) Milling Machines
4) Drilling Machines
5) Rack cutting machine
6) Cam milling machine
7) Gear hobbing machines
8) Planning machines
9) Boring machine
10) Straight bevel conflux generator
11) Engraving machines
WORK ASSIGNMENT PROCEDURE
The method planning of the each component of the printing machine is developed
by the planning department at HMT Kalamassery based on the detailed drawing
issued by the design department. The planning department issues ‘operation layout’,
which details the operations, section number, machine to be used for the operation,
special tools to be used for the operation and description of the component. The
production planning is done by the planning engineer in the plant. The planning
engineer in the plant issues to the ‘manufacturing order’ for each component
considering the availability of the machine in the plant. The ‘manufacturing order’
describes the operation number, section number, machine number, standard time
(TS & TO), termination (start & end), quantity and inspection details. The worker
will receive the design drawing, operation layout and manufacturing order of each
component. The standard hour will be credited to the worker, if and only if the job
is passed by the quality control personnel.
The small parts are again sub-divided into rounds non rounds and CGR (cams, gears
and rollers). The round or symmetrical objects are machined rounds. The irregular
parts are machined in non-rounds cams, Gears and rollers require more accuracy,
hence they are machined in separate special purpose machines (SPM) in CGR.
HEAVY PARTS
As the name suggests, the heavy parts deals with machining of heavy parts like :
1. Weld metal base – The base is made by welding together the beams in the
welding shop.
2. Side frame – Side frames are mechanized, drilled bored.
3. Cylinder Drums are machined, and grinded
HIGH TECHNOLOGY CENTER
In this section works which require high accuracy are done in certain special
machines.
MACHINES AVAILABLE AT PMK MANUFACTURING
1) NH/CNC Lathes
2) Grinding Machines
3) Milling Machines
4) Drilling Machines
5) Rack cutting machine
6) Cam milling machine
7) Gear hobbing machines
8) Planning machines
9) Boring machine
10) Straight bevel conflux generator
11) Engraving machines
WORK ASSIGNMENT PROCEDURE
The method planning of the each component of the printing machine is developed
by the planning department at HMT Kalamassery based on the detailed drawing
issued by the design department. The planning department issues ‘operation layout’,
which details the operations, section number, machine to be used for the operation,
special tools to be used for the operation and description of the component. The
production planning is done by the planning engineer in the plant. The planning
engineer in the plant issues to the ‘manufacturing order’ for each component
considering the availability of the machine in the plant. The ‘manufacturing order’
describes the operation number, section number, machine number, standard time
(TS & TO), termination (start & end), quantity and inspection details. The worker
will receive the design drawing, operation layout and manufacturing order of each
component. The standard hour will be credited to the worker, if and only if the job
is passed by the quality control personnel.
72
PMK ASSEMBLY
INTRODUCTION
The printing machine department of HMT Kalamassery is functionally divided into
two section, namely, PMK manufacturing and PMK assembly. The components
manufactured by PMK manufacture section and brought out components are
assembled in the PMK assembly section.
STRUCTURE OF DEPARTMENT
SECTIONS IN PMK ASSEMBLY
The printing machine assembly is primarily categorized in to three sections, namely,
pre-assembly, group assembly and final assembly
1) PRE-ASSEMBLY
Pre-assembly is the stage in which various parts are prepared for assembly. This
includes inspection, alignment and assembly of some delicate parts which needs
high accuracy. Pre-assembly is again divided into two sections.
a) Mechanical Pre-assembly
The main parts assembled in this section are side lays and front lays, sheet pickup
unit and wing gripper. About three hundred components are assembled in the
GMK
JGM (printing)
DGM (assembly)
DCE
(Mechanical
pre-assembly)
Sr. Engineer
(Electrical
assembly)
DCE
(final
assembly)
Deputy Engineer
Work group Work group Work group
PMK ASSEMBLY
INTRODUCTION
The printing machine department of HMT Kalamassery is functionally divided into
two section, namely, PMK manufacturing and PMK assembly. The components
manufactured by PMK manufacture section and brought out components are
assembled in the PMK assembly section.
STRUCTURE OF DEPARTMENT
SECTIONS IN PMK ASSEMBLY
The printing machine assembly is primarily categorized in to three sections, namely,
pre-assembly, group assembly and final assembly
1) PRE-ASSEMBLY
Pre-assembly is the stage in which various parts are prepared for assembly. This
includes inspection, alignment and assembly of some delicate parts which needs
high accuracy. Pre-assembly is again divided into two sections.
a) Mechanical Pre-assembly
The main parts assembled in this section are side lays and front lays, sheet pickup
unit and wing gripper. About three hundred components are assembled in the
GMK
JGM (printing)
DGM (assembly)
DCE
(Mechanical
pre-assembly)
Sr. Engineer
(Electrical
assembly)
DCE
(final
assembly)
Deputy Engineer
Work group Work group Work group
73
mechanical pre-assembly section. The components that are assembled in the pre-
assembly section are transferred to group assembly section and final assembly
section.
b) Electrical Pre-assembly
All the electrical parts and circuits are assembled here. Power supply units and
control units are assembled in this section. The major works carried out in this
section are electrical panel preparation and cable preparation. The drawings and
tools are given to the worker. The electrical control elements, MCB, wires are
assembled in this section. The remuneration to the workers is paid based on the
output measured in terms of standard time for each work carried out in the plant.
2. GROUP ASSEMBLY
In group assembly the compound parts which correctively perform certain functions
are assemble. The main parts assembled in this section are cylinder drums (PC, BC,
IC), inking units and feeder units.
3. FINAL ASSEMBLY
It is the final stage of assembly. Final assembly consists of mechanical and
electrical assembly works. It is the assembly of and on the machine frame. The parts
from pre-assembly and group assembly are assembled in the final assembly to form
the printing machine. The general flow of assembly in this stage is as follows:
‰ Base preparation
‰ Side frame mounting
‰ Bush suiting
‰ Lubrication system assembly
‰ Cylinder mounting
‰ Delivery unit assembly
‰ Swing gripper fitting
‰ Front lay and side lays
‰ Inking unit mounting
‰ Feeder mounting
‰ Electrical interfacing
‰ Paper feeding
‰ Checking time chart
‰ Testing
‰ Painting, cover mounting, dispatch
mechanical pre-assembly section. The components that are assembled in the pre-
assembly section are transferred to group assembly section and final assembly
section.
b) Electrical Pre-assembly
All the electrical parts and circuits are assembled here. Power supply units and
control units are assembled in this section. The major works carried out in this
section are electrical panel preparation and cable preparation. The drawings and
tools are given to the worker. The electrical control elements, MCB, wires are
assembled in this section. The remuneration to the workers is paid based on the
output measured in terms of standard time for each work carried out in the plant.
2. GROUP ASSEMBLY
In group assembly the compound parts which correctively perform certain functions
are assemble. The main parts assembled in this section are cylinder drums (PC, BC,
IC), inking units and feeder units.
3. FINAL ASSEMBLY
It is the final stage of assembly. Final assembly consists of mechanical and
electrical assembly works. It is the assembly of and on the machine frame. The parts
from pre-assembly and group assembly are assembled in the final assembly to form
the printing machine. The general flow of assembly in this stage is as follows:
‰ Base preparation
‰ Side frame mounting
‰ Bush suiting
‰ Lubrication system assembly
‰ Cylinder mounting
‰ Delivery unit assembly
‰ Swing gripper fitting
‰ Front lay and side lays
‰ Inking unit mounting
‰ Feeder mounting
‰ Electrical interfacing
‰ Paper feeding
‰ Checking time chart
‰ Testing
‰ Painting, cover mounting, dispatch
74
CHAPTER
FINANCIAL STATEMENTS
INTRODUCTION
Financial statements are he indicative of the financial position of the company. The
balance sheet and the profit and loss accounts are the financials statements collected
from the company reports. The financial statements indicate that the company is in
distress.
Balance sheet
M/s HMT MTLK
Amount in rupees for the period
Item Mar 2005 Mar 2006 Mar 2007 Mar 2008 Mar 2009
Source fund
Share holders fund
Machine tool directorate
account (283,543,284) (394,904,025) (203,087,801) (54,775,637) 27,434,444
Reserves and surplus
Loan fund
Secured loans 81,561,459 77,677,266 68,970,807 27,721,155 40,371,149
Unsecured loan 502,142,514 565,731,841 21,320,000 55,741,842 77,598,878
Total 300,160,689 248,505,082 (112,796,994)28,687,360 145,404,471
Application of funds
Fixed assets
Gross block 387,084,715 386,591,452 386,281,091 382,763,695 424,273,178
less depreciation 293,317,309 303,941,572 323,723,822 326,878,824 337,349,987
Net block 93,767,406 82,649,880 62,557,269 55,884,871 86,923,191
Capital work in
progress 6,395,332 12,396,983 10,485,256
Machinery and
equipments in transit
and under erection 225,396 6,447,348
Investments
Current assets, loans
and advances
Inventories 140,495,240 156,568,818 133,426,180 123,498,251 166,503,755
Sundry debtors 164,014,558 146,168,941 133,620,278 216,598,484 196,396,817
Cash and bank
balances 4,406,924 11,539,119 14,560,740 2,862,458 5,708,727
Other current assets 4,226,579 4,191,023 4,708,576 4,816,031 4,238,467
Loans and advances 85,348,531 92,122,992 92,650,296 97,326,819 98,635,181
Subtotal 398,491,832 410,590,893 378,966,070 445,102,043 471,482,947
Less current liabilities
and provisions
Current liabilities 314,700,885 322,429,814 339,282,763 263,728,832 218,132,315
Provisions 128,624,675 146,521,820 222,647,169 221,970,113 212,592,535
Subtotal 443,325,560 468,951,634 561,929,932 485,698,945 430,724,850
Net current assets (44,833,728) (58,360,741) (182,963,862) (40,596,902) 40,758,097
Miscellaneous
expenditure
Profit & Loss account 251,001,615 224,215,943 1,214,267 1,002,408 790,579
Total 300,160,689 248,505,082 (112,796,994)28,687,360 145,404,471
CHAPTER
FINANCIAL STATEMENTS
INTRODUCTION
Financial statements are he indicative of the financial position of the company. The
balance sheet and the profit and loss accounts are the financials statements collected
from the company reports. The financial statements indicate that the company is in
distress.
Balance sheet
M/s HMT MTLK
Amount in rupees for the period
Item Mar 2005 Mar 2006 Mar 2007 Mar 2008 Mar 2009
Source fund
Share holders fund
Machine tool directorate
account (283,543,284) (394,904,025) (203,087,801) (54,775,637) 27,434,444
Reserves and surplus
Loan fund
Secured loans 81,561,459 77,677,266 68,970,807 27,721,155 40,371,149
Unsecured loan 502,142,514 565,731,841 21,320,000 55,741,842 77,598,878
Total 300,160,689 248,505,082 (112,796,994)28,687,360 145,404,471
Application of funds
Fixed assets
Gross block 387,084,715 386,591,452 386,281,091 382,763,695 424,273,178
less depreciation 293,317,309 303,941,572 323,723,822 326,878,824 337,349,987
Net block 93,767,406 82,649,880 62,557,269 55,884,871 86,923,191
Capital work in
progress 6,395,332 12,396,983 10,485,256
Machinery and
equipments in transit
and under erection 225,396 6,447,348
Investments
Current assets, loans
and advances
Inventories 140,495,240 156,568,818 133,426,180 123,498,251 166,503,755
Sundry debtors 164,014,558 146,168,941 133,620,278 216,598,484 196,396,817
Cash and bank
balances 4,406,924 11,539,119 14,560,740 2,862,458 5,708,727
Other current assets 4,226,579 4,191,023 4,708,576 4,816,031 4,238,467
Loans and advances 85,348,531 92,122,992 92,650,296 97,326,819 98,635,181
Subtotal 398,491,832 410,590,893 378,966,070 445,102,043 471,482,947
Less current liabilities
and provisions
Current liabilities 314,700,885 322,429,814 339,282,763 263,728,832 218,132,315
Provisions 128,624,675 146,521,820 222,647,169 221,970,113 212,592,535
Subtotal 443,325,560 468,951,634 561,929,932 485,698,945 430,724,850
Net current assets (44,833,728) (58,360,741) (182,963,862) (40,596,902) 40,758,097
Miscellaneous
expenditure
Profit & Loss account 251,001,615 224,215,943 1,214,267 1,002,408 790,579
Total 300,160,689 248,505,082 (112,796,994)28,687,360 145,404,471
75
Profit & Loss Account
M/s HMT MTLK
Amount in rupees for the period
Item Mar 2005 Mar 2006 Mar 2007 Mar 2008 Mar 2009
Earnings
Sales (gross) 515,731,393 544,793,834 55 3,928,675 565,264,246 547,972,262
Less excise duty 68,647,645 51,850,655
Transfer to plant 510,198 409,324 9,535,670
Other income 8,797,744 10,322,744 77,980,553 20,038,359 50,292,743
Accretion to work
in progress
finished stock &
scrap 28,707,756 3,075,190 (38,744,127) (804,641) 27,259,237
Inter factory
transfer 3,026,595 2,988,322 1,593,824 2,031,843 719,484
Total 556,773,686 561,589,414 594,758 ,925 527,417,832 574,393,071
Less : (Out going)
Materials 215,586,596 230,028,746 212, 745,913 228,691,601 249,481,574
Personal 190,562,018 198,717,893 221, 370,400 211,083,118 202,035,411
Depreciation 7,714,778 9,048,954 9,936,154 9,576,526 11,920,471
Other expenses 68,913,289 74,668,251 115,225,366 52,183,036 56,171,049
Interest (net) 17,333,211 17,052,805 17,380,174 18,167,507 7,466,612
VRS compensation
(written off) 36,832,310 38,040,649 46,401,453 31,117,243 7,336,470
Reimbursement of
expenses to
marketing 125,850,767 125,723,529 18 3,972,119 18,763,048 18,826,710
subtotal 662,792,969 693,280,827 807, 031,579 569,582,079 553,238,297
Less
Expenditure
allocated to job
done for internal
use 1,878,815 2,383,030 7,670,721 9,562,494 12,720,771
Total 660,914,154 690,897,797 799,360 ,858 560,019,585 540,517,526
Profit before prior
period
adjustment (104,140,468) (129,308,383) (204,601,933) (32,601,753) 33,875,545
Less provision for
taxes fringe benefit
tax 686,502 1,285,036 702,085 627,032 765,280
Balance carried
to balance sheet (104,826,970) (130,593,419) (205,304,018) (33,228,785) 33,110,265
Profit & Loss Account
M/s HMT MTLK
Amount in rupees for the period
Item Mar 2005 Mar 2006 Mar 2007 Mar 2008 Mar 2009
Earnings
Sales (gross) 515,731,393 544,793,834 55 3,928,675 565,264,246 547,972,262
Less excise duty 68,647,645 51,850,655
Transfer to plant 510,198 409,324 9,535,670
Other income 8,797,744 10,322,744 77,980,553 20,038,359 50,292,743
Accretion to work
in progress
finished stock &
scrap 28,707,756 3,075,190 (38,744,127) (804,641) 27,259,237
Inter factory
transfer 3,026,595 2,988,322 1,593,824 2,031,843 719,484
Total 556,773,686 561,589,414 594,758 ,925 527,417,832 574,393,071
Less : (Out going)
Materials 215,586,596 230,028,746 212, 745,913 228,691,601 249,481,574
Personal 190,562,018 198,717,893 221, 370,400 211,083,118 202,035,411
Depreciation 7,714,778 9,048,954 9,936,154 9,576,526 11,920,471
Other expenses 68,913,289 74,668,251 115,225,366 52,183,036 56,171,049
Interest (net) 17,333,211 17,052,805 17,380,174 18,167,507 7,466,612
VRS compensation
(written off) 36,832,310 38,040,649 46,401,453 31,117,243 7,336,470
Reimbursement of
expenses to
marketing 125,850,767 125,723,529 18 3,972,119 18,763,048 18,826,710
subtotal 662,792,969 693,280,827 807, 031,579 569,582,079 553,238,297
Less
Expenditure
allocated to job
done for internal
use 1,878,815 2,383,030 7,670,721 9,562,494 12,720,771
Total 660,914,154 690,897,797 799,360 ,858 560,019,585 540,517,526
Profit before prior
period
adjustment (104,140,468) (129,308,383) (204,601,933) (32,601,753) 33,875,545
Less provision for
taxes fringe benefit
tax 686,502 1,285,036 702,085 627,032 765,280
Balance carried
to balance sheet (104,826,970) (130,593,419) (205,304,018) (33,228,785) 33,110,265
76
CHAPTER
SWOT ANALYSIS
INTRODUCTION
SWOT stands for strengths, weaknesses, opportunities, and threats. SWOT analysis
is a tool for auditing an organization and its environment. SWOT analysis is the first
stage of planning and helps marketers to focus on key issues. Once key issues have
been identified, the details are fed into marketing objectives. SWOT analysis can be
used in conjunction with other tools for audit and analysis, such as PEST analysis
and Porter's Five-Force analysis. SWOT analysis is a very popular tool, quick and
easy to learn.
SWOT ANALYSIS OF HMT MTLK
STRENGTH
‰ High capacity utilization and productivity of the plant.
‰ Well qualified and technically skilled manpower.
‰ Good asset base.
‰ Good reputation.
‰ Strong base in India.
‰ One of the best producers of machine tools and printing machines.
‰ The company has ISO certification.
‰ Good industrial relations.
‰ Strong and accepted products.
WEAKNESS
‰ For the recruitment and selection the time delay is there.
‰ Trust on IT application is not adequate.
‰ Political interference.
‰ Slow sales growth of the products.
‰ Market share of the products are shrinking due to competitors.
‰ Potential market is in north India but all the manufacturing units are in south
India.
OPPORTUNITIES
‰ Government support.
‰ Collaboration can be made with foreign giants.
‰ Good brand image.
‰ Boom in mechanization.
THREAT
‰ Government policies.
‰ Privatization.
‰ Globalization.
‰ High competition from India and foreign companies.
‰ Growth of private enterprises in the sector.
CHAPTER
SWOT ANALYSIS
INTRODUCTION
SWOT stands for strengths, weaknesses, opportunities, and threats. SWOT analysis
is a tool for auditing an organization and its environment. SWOT analysis is the first
stage of planning and helps marketers to focus on key issues. Once key issues have
been identified, the details are fed into marketing objectives. SWOT analysis can be
used in conjunction with other tools for audit and analysis, such as PEST analysis
and Porter's Five-Force analysis. SWOT analysis is a very popular tool, quick and
easy to learn.
SWOT ANALYSIS OF HMT MTLK
STRENGTH
‰ High capacity utilization and productivity of the plant.
‰ Well qualified and technically skilled manpower.
‰ Good asset base.
‰ Good reputation.
‰ Strong base in India.
‰ One of the best producers of machine tools and printing machines.
‰ The company has ISO certification.
‰ Good industrial relations.
‰ Strong and accepted products.
WEAKNESS
‰ For the recruitment and selection the time delay is there.
‰ Trust on IT application is not adequate.
‰ Political interference.
‰ Slow sales growth of the products.
‰ Market share of the products are shrinking due to competitors.
‰ Potential market is in north India but all the manufacturing units are in south
India.
OPPORTUNITIES
‰ Government support.
‰ Collaboration can be made with foreign giants.
‰ Good brand image.
‰ Boom in mechanization.
THREAT
‰ Government policies.
‰ Privatization.
‰ Globalization.
‰ High competition from India and foreign companies.
‰ Growth of private enterprises in the sector.
77
CHAPTER
CONCLUSIONS
Advanced machine tools are vital to the realization of tomorrow’s critical
technologies. In the efforts to survive in this highly competitive environment,
companies are engaging in various initiatives such as expanding their market share
by strengthening their sales and production bases through M&A, developing new
products and functions that will give them an edge over other makers, boosting
resilience against recession through production efficiency, and providing fee-paying
after services. At present, differences in competitiveness among companies in the
industry are beginning to become evident.
Predictions of economic growth for the machine tool industry are conservative, but
positive. A new spirit of cooperation exists among industry, academia, and
government to develop programs that best utilize research resources to help industry
resolve problems in the way of progress. There are even signs that training, a long
neglected issue for the machine tool industry, is getting fresh attention. Meanwhile,
pressures for lower cost, greater productivity, and improved quality are forcing even
the most conservative machine-tool users to re-evaluate their equipment and
procedures.
The machine tool industry is experiencing both evolutionary and revolutionary
change. Key components such as spindles and motors are improving incrementally
while researchers propose radical new designs for bearings and machine tool
configurations. Short production runs and just-in-time delivery are pressuring
machine tool builders to make each machine do more? HMT is the leading machine
tool manufacturing company in India. The company has to face tough competition
from various companies. Even in the midst of tough competition from giants it still
has a unique reputation of being the producer of a quality product. Even though the
product has goodwill and good demand, the record shows that the company is
running on loss. There are many factors, which contributes to the loss of the
company.
‰ High fixed overhead
‰ Lack of young blood in the executive level
‰ Potentials are not fully utilizing
‰ Wastage of raw materials
‰ Conventional Machines are used in large number in the plant
‰ Lack of Automation
The machine tool industry is set for an investment of Rs.2, 000-3,000 cores in the
next two to three years. Even while the sector had its limitations in meeting the
domestic demand, resulting in large dependence on imports, the sector was poised
for an annual growth of 25 per cent. This would help in reducing imports while
increasing its edge in the export market through modern technology induction and
marketing strategies. Though exports were marginal at Rs 50 core, the increasing
CHAPTER
CONCLUSIONS
Advanced machine tools are vital to the realization of tomorrow’s critical
technologies. In the efforts to survive in this highly competitive environment,
companies are engaging in various initiatives such as expanding their market share
by strengthening their sales and production bases through M&A, developing new
products and functions that will give them an edge over other makers, boosting
resilience against recession through production efficiency, and providing fee-paying
after services. At present, differences in competitiveness among companies in the
industry are beginning to become evident.
Predictions of economic growth for the machine tool industry are conservative, but
positive. A new spirit of cooperation exists among industry, academia, and
government to develop programs that best utilize research resources to help industry
resolve problems in the way of progress. There are even signs that training, a long
neglected issue for the machine tool industry, is getting fresh attention. Meanwhile,
pressures for lower cost, greater productivity, and improved quality are forcing even
the most conservative machine-tool users to re-evaluate their equipment and
procedures.
The machine tool industry is experiencing both evolutionary and revolutionary
change. Key components such as spindles and motors are improving incrementally
while researchers propose radical new designs for bearings and machine tool
configurations. Short production runs and just-in-time delivery are pressuring
machine tool builders to make each machine do more? HMT is the leading machine
tool manufacturing company in India. The company has to face tough competition
from various companies. Even in the midst of tough competition from giants it still
has a unique reputation of being the producer of a quality product. Even though the
product has goodwill and good demand, the record shows that the company is
running on loss. There are many factors, which contributes to the loss of the
company.
‰ High fixed overhead
‰ Lack of young blood in the executive level
‰ Potentials are not fully utilizing
‰ Wastage of raw materials
‰ Conventional Machines are used in large number in the plant
‰ Lack of Automation
The machine tool industry is set for an investment of Rs.2, 000-3,000 cores in the
next two to three years. Even while the sector had its limitations in meeting the
domestic demand, resulting in large dependence on imports, the sector was poised
for an annual growth of 25 per cent. This would help in reducing imports while
increasing its edge in the export market through modern technology induction and
marketing strategies. Though exports were marginal at Rs 50 core, the increasing
78
recognition of the sector from global companies should provide greater
opportunities for contract manufacturing and even joint ventures adding to
investments with latest technologies for the sector to grow faster.
The future focus would be on closing technology gap between Indian and
international products through increased productivity, achieving higher consistency
and accuracy, introducing modern safety concepts and enhancing research and
development efforts.
recognition of the sector from global companies should provide greater
opportunities for contract manufacturing and even joint ventures adding to
investments with latest technologies for the sector to grow faster.
The future focus would be on closing technology gap between Indian and
international products through increased productivity, achieving higher consistency
and accuracy, introducing modern safety concepts and enhancing research and
development efforts.
79
BIBLIOGRAPHY
BOOKS
Aswathappa K., Human Resource & Personnel Management, Tata McGraw Hill
Publishing Co. Ltd., 2002 Edition.
Chary S. N, Production & Operations Management, Tata McGraw Hill Publishing
Co. Ltd., 1999 Edition.
Prasanna Chandra Financial Management Theory and Practice, Tata McGraw
Hill publishers, (2004).
Kothari C.R., Research Methodology Methods and Techniques, New Age
Publishers, (2004)
REPORTS
Annual Report of HMT Ltd. 2005 - 2006
Annual Report of HMT Ltd. 2006 - 2007
Annual Report of HMT Ltd. 2007 - 2008
Annual Report of HMT Ltd. 2008 - 2009
Annual Report of HMT Ltd. 2009 - 2010
Company manual
WEBSITE
www.hmtltd.com
BIBLIOGRAPHY
BOOKS
Aswathappa K., Human Resource & Personnel Management, Tata McGraw Hill
Publishing Co. Ltd., 2002 Edition.
Chary S. N, Production & Operations Management, Tata McGraw Hill Publishing
Co. Ltd., 1999 Edition.
Prasanna Chandra Financial Management Theory and Practice, Tata McGraw
Hill publishers, (2004).
Kothari C.R., Research Methodology Methods and Techniques, New Age
Publishers, (2004)
REPORTS
Annual Report of HMT Ltd. 2005 - 2006
Annual Report of HMT Ltd. 2006 - 2007
Annual Report of HMT Ltd. 2007 - 2008
Annual Report of HMT Ltd. 2008 - 2009
Annual Report of HMT Ltd. 2009 - 2010
Company manual
WEBSITE
www.hmtltd.com
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