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PART – A 1.0 INDUSTRY PROFILE 1.1 General Introduction: Casting is a vital component of more modern machine and transportation vehicles. The importance of castings is as follows. The need for casting has become more important with growth of industrial societies. 1. Cast metal parts are used for more than 90 % of an automobile engine and for More than 50 % of the total weight of a tractor. 2. Air craft jet engine bladder 3. Machine tool structure 4. Railway crossings 5. Pump, Filter and valve, From the above application, it is evident that without casting it is unlikely to bring an existence to most of the products today.

Meaning of Casting: Casting is the process of giving shape to or reproducing an object by pouring its material in liquid form into a mould. Casting is the process of melting metal and pouring it into cavity that has been molded on a pattern into a desired shape. The metal is allowed to cool and solidify. The solidified metal is called "Casting" Usually casting is manufactured in a commercial set up called "Foundry". Thus foundry is defined as a commercial setup for manufacturing casting. Foundry may also refer to raw materials and accessories and equipment to produce casting. In foundry various types of castings are produced from few grams to hundreds of tons. The capacity of Indian foundries is more than 3 million tons.

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1.2 History of Casting: Man has been making cast metal object for artistic and practical purpose since very early time of civilization, the shaping of metals in the liquid state or molten state has been developed for centuries. History has abundant proof which throw light on the fact that casting is one of the oldest techniques which has been in use, since the early days of human civilization. The techniques of casting dates back to approximately 4000 B.C. The manufacture and use of castings can be traced back both in ancient and medieval history. Earlier castings were probably made out of gold, silver, copper, bronze etc. One existing life sized portrait. head of cast bronze from Mesopotamia antedates about 2250 B.C. Decorated bronze castings could be seen in European church and domestic life by the end of medieval period. Perhaps the earlier castings of cast iron were those of cannon shots and grave slabs.

1.3 Growth and Development of the Industry: The foundry industry in world is one of the most developed and ancient industries, which forms the backbone of the engineering sector in the country. Global Indian State Local

The first foundry center came into existence in the days of the Shang dynasty in china. Greek and Roman history reveals the use of decorated ornaments and metal bells. In about 1540, Biringuccio wrote on metal founding. Reaumus worked on cast iron founding. In 1970, Abraham Derby got success in melting in the coke blast furnace and this opened route for the massive use of cast iron as a structural material after the

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industrial revolution in Britain. The middle part of the 12th Century saw marked development in casting technique. Usually castings are manufactured in a commercial set up called "Foundry". Thus foundry may be defined as a commercial set up for manufacturing castings and accessory and equipments to produce castings. In foundry various types of castings are produced which may weigh from few grams to hundreds of tons. Today in India there are more than 6000 foundries. The total capacity of the Indian foundries is more than 3 million tons per annum.

Present Status of the Industry: Indian foundries are primarily family owned which explains for lot of small units. The foundry industry is an important employment provider and provides direct employment to about half a million people. It is estimated that around 6000 foundries exist all over India with a total casting output of approximately 3 million tons per annum of which 2.36 million tons are Grey Iron, 0.04 million tones of Steel, 0.268 million tones of S.G. Iron & Melleable Iron castings. One of the peculiar features of this industry is that number of medium and largescale units from the organized sector and thousand of small-scale units from the unorganized sector contribute to the total production. An individual foundry existing now can produce right from 20 TPM to 1000 TPM with a set of facilities, labour, clienteles, with an investment of about Rs. 20 Lakhs to Rs. 100 crores. One could just imagine the vast difference in the size between the units of the same in terms of Investment & output. This draws a wide line between the units in all respects though both belong to the same industry. The casting production in medium and large-scale units is more than 4000 TPA and in small units is less than 3000 TPA. Railways, Industrial machinery and Machine tools & the Automobile segments, primarily constitute the market for these units or the industry.

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Major Industries in India: A summary of the five major foundry clusters in India - Belgaum, Batala/Jalandhar, Coimbatore, Kolhapur and Rajkot-is provided below.

Foundry Cluster: Belgaum Belgaum, located in the state of Karnataka, is an important foundry cluster. There are about 100 foundry units at Be1gaum. The geographical spread of the cluster includes Udyambag and Macche Industrial areas. The foundry industry at Belgaum came up primarily to cater to the needs of the automobile industry at Pune. Belgaum is recognized to be a reliable source of high precision, high volume and economical castings. A significant percentage (almost 20%) of the foundry units at Belgaum has ISO 9000 certification and export castings.

Foundry Cluster: Coimbatore Coimbatore, located in the state of Tamil Nadu, is an important foundry cluster in Southern India. The foundry industry at Coimbatore came up mainly to cater to the needs of the local textile and pump-set industries. There are about 600 foundry units in Coimbatore. The geographical spread of the cluster includes Thanneer Pandal / Peelamedu, Ganapathy, SIDCD, Singanallur, Mettupalayam Road and Arasur Village.

Foundry Cluster: Batala and Jalandhar Batala and Jalandhar, located in the state of Punjab, are important foundry clusters in Northern India. The majorities of the foundry units are in the small-scale and produce grey iron castings. About 15% of the foundry units are also exporting their products. The foundry units at Batala and Jalandhar are predominantly making machinery parts and agricultural implements.

Foundry cluster: Kolhapur Kolhapur, located in the state of Maharashtra, is an important foundry cluster for automotive castings. Historically, the foundry cluster came up to cater to the casting requirements of the local industries like oil engine manufacturing, sugar mills and 4

machine tool industry. There are about 250 foundry units at Kolhapur. The geographical spread of the cluster includes Kolhapur, Sangli, Ichalkaranji and Hatkanangale areas.

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2. COMPANY PROFILE

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2.1 Background and Inception of the Company: Prragathi Steel Castings Pvt., Ltd., is a modern steel foundry engaged in the manufacture of rough castings of carbon steel, alloy steel, stainless steel and nickel based alloy castings. The company is located in the Shimoga-Bhadravathi KIADB Industrial Area, Machenahalli, and Shimoga. It is 260 kms from Bangalore and 9 kms form Bhadravathi a well-known steel city. The unit is located on 2 acres plot. Prragathi Steel Castings is a Private Limited Company, set up during the year 1987, registered under the company’s act 1956 and under the name “SUPRA TECHNICAL SERVICES PRIVATE LIMITED”. Certificate of incorporation was changed consequent on change of name “SUPRA ALLOYS AND ALLIED PRODUCTS PRIVATE LIMITED” in 1996, to “PRRAGATHI ALLOY CASTINGS PRIVATE LIMITED” in 2000. Then again it changes its name to “PRRAGATHI STEEL CASTINGS PRIVATE LIMITED” in 2004; certificate is issued pursuant to section 23(1) of the said act. Prragathi Steel Castings Private Limited was successful in obtaining ISO 9002 certified by RWTUV, Germany. It also have the AD 2000 Merkblatt WO product certification by RWTUV.

Glance of the Prragathi •

Year of Incorporation :1987

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Products : Steel castings, mainly manufacturing carbon steel, alloy steel, stainless steel and nickel based alloy castings

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Certified : ISO 9002 Company

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Lab Facility: Latest SPECTRO LAB for online analysis of chemistry.

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Equipments: UTM and BRINNEL / Rock well hardness testing.

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Installed capacity : 150 Metric tons per month

2.2 Nature of the Business Carried 7

Prragathi Steel Casting Pvt. Ltd is engaged in the manufacturing of carbon steel, alloy steel, stainless steel and nickel based alloy castings. Steel castings made according to customers requirements. Prragathi Steel Casting Pvt. Ltd is located in Machenahailli, 260 kms away from Bangalore. This plant is set up in 1987. The Installed capacity of the unit is 1800 metric tons per annum. With a size or weight range of 0.5 kg to 300 kg single piece. The melting process Involves Induction furnace of 300kgs. With stand by crucible. The growth curve has been steep. in the last 5 years. It has developed over 500 components for original equipment manufacturers (OEMS) in the fields of valves hydraulic cylinders and pumps for domestic and export markets.

2.3 Vision, Mission and Quality Policy Vision •

To be among the most respected suppliers of cast steel components for global customers.

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To be known for the commitment to provide value to customers, employees and the society.

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To be the best performing supplier to the customers.

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To be a company where people, find privilege to work with.

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To have the best practice in the manufacturing processes.

Mission •

To create and make use of economically and ecologically viable technologies conserving natural resources.

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To train and develop the employees to meet new challenges and lead them to be proud of themselves. This contributes to the growth of the organization and the society.

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To operate with the values of responsibility, respect and openness.

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Quality policy and Quality Objectives The quality policy of the company is to manufacture and supply consistent quality products on time to the satisfaction of the customers through continuous improvement by involving employees. This is achieved through compliance to and ensuring the effectiveness of quality management system. Quality objectives to achieve the above quality policy are to •

Identify and maintain the reliable raw material sources through systematic incoming material inspection.

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Implement proper process controls to minimize rejections and optimize material consumption.

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To attain 100% delivery performance, on goingly.

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Train and motivate employees for continuous improvement of quality and productivity.

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Maintain a safe and clean working environment.

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Update the systems to suit the changing needs of the customer as well as technological changes.

2.4 Product Profile The company has developed expertise in making quality castings in all grades of alloy steel like CS 700, IS 2707, WC 6, WC 9 , stainless steel like cf-8m (ss 316), cf-8 (ss 304). Cn-7m (alloy 20), cf – 3 (Ss 3041), cf-3m (ss 1361), carbon steel like cw-12mw, n12mv, Inconel 625 (cw 6mv) Inconsl 600 (cy 40) etc. The major part of company’s product range consists of valve components up to 9000 class. Following types of product the company makes. •

Ball valves

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Gate valves

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Globe valves

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Swing check valves

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Strainer valve component

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Earth moving components

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Hydraulic components

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Forklift components

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Pump components

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Automobile components

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Motor drive components

2.5 Area of Operation The area of operation of this company include global, national and regional. Some of the countries to which the products are directly exported to are: •

Germany

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Spain

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Sweden

2.6 Ownership Pattern “PRRAGATHI” is a Private Limited Company. Prragathi Steel Castings is a company with an authorized capital of 1, 50,00,000 equity shares of Rs 100 each. The issued, subscribed and paid up capital is 1,12,14,000 equity shares. The director is the major share holder of the company.

2.7 Competitor Information There are potential competitors for this Company Inside and out side Karnataka. Major competitors inside the state. They are as follows •

Malnad alloy casting Pvt Ltd - Machenahalli

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Ambarams Casting Pvt Ltd - Shimoga

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Bumika casting Pvt. Ltd - Shimoga

Major competitors out side the state are as follows •

PK Steel Pvt. Ltd. – Gujarat

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Juysunce Steel Pvt. Ltd. – Maharastra.

2.8 Infrastructure 10

Prragathi Steel Castings Pvt Ltd is situated in Machenahalli industrial area, which is just 9 km from Bhadravathi a well known steel city. The company is located in an area of about 2 acres in which the built in area is about one acre. Remaining includes a garden and a parking lot. The company has well laid out internal tar roads. Water is an important element for a foundry. Prragathi Steel Castings Pvt, Ltd., gets its water supply from KIADB and as well as a bore-well. CO2 gas sand and shell sand are employed to produce the moulds. All sand mining activities are carried out by Muller and miner. It ensures excellent surface finish. A suitable sand additive with appropriate mining is used to blasting process.

2.9 Achievements and Awards Prragathi Steel quality management systems was awarded ISO 9002 certified by RWTUV, has Germany in the year 1994 and companies quality system has undergone a specific audit in accordance with directive 97/23/EC for pressure equipments resulting in approval by PED (pressure equipment directive). It also has the AD 2000-Merkblatt WO product certification by RWTUV.

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2.10 Work Flow Model (end to end) 1. Sequence Understanding customer requirement SP/MK/01 If new Product

Despatch

Yes Repeat order

Forwarded to development SP/DV/DP/01

No

IQA

To production planning

Marketing MRM

Requirement of material by purchase dept. Inspection

TRN

Procure materials as per SP/PU/02 CA PA SP/QC/09

Not ok

Inspectio n

Production

Control of NC products SP/QC/06

ok B

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B

Store control SP/PU/03

Process control SP/PR/01

Monitor and Measurement of Product SP/QC/04 Control of NC Product SP/QC/06 Accepted Product End Dispatch of finished Product

Evaluation of customer satisfaction SP/MK/02

In addition the organization has established and implemented the following key procedures which are applicable for all the departments. 1. Control of documents

- SP/GN/02

2. Control of records

- SP/GN/05

3. Internal Audit

- SP/GN/06

4. Continual Improvement

- SP/GN/DC/08

5. Corrective action

- SP/QC/07

6. Preventive action

- SP/QC/08

7. Control of monitoring and measuring device

–SP/QC/05

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2.11 Future Growth and Prospectus Prragathi Steel Casting Pvt Ltd, being a foundry has a good future. Because in this era business is becoming globalization. It means adopting a global out look for the business and business strategies aimed at enhancing global competitiveness or it refers to process of integration of the world into the huge market by removing all the trade barriers. There exists a potential market for castings without castings no machinery can come into existence. Due to the liberalization of economic policies company has a bright future. Foundry industry is witnessing boom time and again as most of the developed countries around the world are looking at Asian countries especially India and china as main casting procurement areas. Thus, if the company operates effectively and efficiently it has a good future.

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3. McKENSY’S 7S MODEL Introduction to Mckensy's 7s Model Mckensy and company 7s frame work provides a useful frame work for analyzing the strategic attributes of an organization. The 7s framework for management analysis was developed by Mckensy and company. 7s model provides an effective way of analyzing an organization in terms of dynamic relationship among 7key elements. These seven elements are distinguished and are classified as 3 hard S and 4 soft S. The hard elements are feasible and easy to identify. They can be found in strategy statements, corporate plans, organizational charts and other documents. The 7s model is better known as Mckensy’s 7S, this is because the two persons who developed this model. Tom peter and waterman have been consultants at McKensy and co at that time. They published their 7s model in their article “Structure is not organization” in 1980 and in their book. “The art of Japanese Management” in 1981. According to pascal, it was because of these factors the Japanese companies excelled over American firms. A very important feature of this model is that Mckensy consultants in their studies of several firms have extensively tested it. The 7s model is a tool for managerial analysis, an action that provides a structure to consider the company as a whole, so that the organization problem may be diagnosed and strategy may be developed and then implemented. The seven-s is a frame work for analyzing organization and their effectiveness. The seven-s are structure, strategy, systems, skills, staff, style and shared values. 7s model is a very good tool available to the managers to study the organizations. This study is important from a strategic marketing, organizational behaviour and competitive perspective. A major promise of the model is the many performance related issues are rooted among the 7 factors outlined. The 7s are inter connected, aligned and working, together in high performing organizations.

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Framework of McKenzie’s 7-s Model According to this model there are seven basic dimensions which represent the core of managerial activities. These are the levers, which the executives use, the originators of the model have coined the managerial variables with words beginning with the letter ‘s’ so as to increase the communication power of the model. The seven’s are as follows. •

Structure: The way the organization’s units relate to each other. Centralized functional divisions (top – down), decentralized (the trend in larger organizational) matrix, network, holding etc…,

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Skill: Distinctive capabilities of personnel of the organizations as a whole.

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Style: cultural style of the organization and how key managers behave in achieving the organizations goals.

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Strategy: plans for the allocation of firms scarce resources, over time to reach identified goals, environment, competition and customers.

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System: The procedures processes and routines that characterize how important work is to be done, financial systems, hiring, promotion and performance appraisal systems, information systems etc.

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Staff: Means that the company hired able people, trained them well, and assigned them to the right job. Also specifies the number and type of personnel within the organization.

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Shared value: The interconnecting center of mckensys model is shared values, what does the organization stands for and what it believes in, central beliefs and attitudes.

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3.1 Structure Organization Structure Organization structure deals with the allocation of tasks, activities, formal coordinating mechanisms and interaction patterns among members. Organizations are economic and social entities in which a number of persons perform multiphase tasks in order to attain common goals. Organizations are effective instruments in that they help individuals accomplish personal objectives that they cannot achieve alone. The organizational structure of the company is based on the functional departments and the decision taken from top – level management of the company for analyzing and for taking decision the top management will consult the functional managers; performance of various tasks in departments will be assigned to its functional head.

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DETAILED STUDY OF VARIOUS FUNCTIONAL DEPARTMENTS 3.1.1. Production Department Structure of Production Department Managing Director(Name) Director Production(name) Manager (Name) Supervisors(Name) Workers(Name)

Production department performs the function of producing finished goods from the raw materials. The manufacturing is headed by a group head whose main objectives is to plan, execute, co-ordinate and control all production activities with available resources, inputs, equipment and facilities. The main functions of production department are as follows •

Order and purchase the raw materials at right time.

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Store the raw materials which are purchased

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Process the raw materials

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Produce the finished goods from the raw materials.

Products •

Company engaged in manufacture of carbon, alloy, and steel castings of various grades

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Company manufactures - A487, WCB, CF8M, CA15, CF8, CF10, CF3, CF3M, DVPLEX, CS700, IS1030 grades.

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Quality Assurance The company is adopting quality control measures during the selection or purchase of raw materials and also during the process of production. A sample of raw material is checked for quality and other chemical components are certified. It has set up the latest spectro LAB for online analysis of chemistry. UTM of Brinnel / Rockwell hardness testing equipments for mechanical tests to ensure that every casting complies with the highest standards in terms of design of quality. In addition to this the casting may be non -destructive tested to ensure that castings are produced to the required quality levels as specified by customers or as per the product requirement. The tests includes radiography, Dye penetrate testing, ultrasonic testing and magnetic particle testing. Prragathi steel casting pvt. Ltd., quality management systems are ISO 9002 certified by RWTUV Germany. Its quality system has undergone a specific audit in accordance with directive 97/23/EC for pressure equipments resulting in approval by PED, (Pressure equipment directive).

3.1.2 Human Resource Department Structure of Human Resource department Managing Director(Name)

HR Director - Administration(Name)

HR- In Charge (Name)

Concerned Department Heads(Name) The term human resources can be thought of as the total knowledge, skills creative, abilities and aptitudes of an organizations workforce as well as the values,

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attitudes and beliefs of the individuals involved. The term human resources can also be explained in the sense that it a resources like any natural resources. It does mean that the management can get and use the skill, knowledge, ability etc., through the development of skills, tapping and utilizing them again and again by developing a positive attitude among employees. The Human resources department is one of the important functional departments in every organization. Only with the help of this department the organization can make efficient use of the available work force, for providing the desired product to the customer with desired quality and reasonable prices at the right time. The main functions of personnel department are as follows. •

Training and upgrade skill sets of its employees

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Performance appraisal and reward system

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Manage and full fill expectations

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Safety of the employees

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Attract and retain talent

Annual planning There must be an approved annual HR plan. Each department has to prepare man power plan based on the following factors. •

Business development

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Critical evaluation and systematic review of business plan and production targets.

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Retirements

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Promotions

Budget The objective is to plan and allocate financial resources with respect to man power planning and human resources development activates scheduled for the financial year. Before the commencement of every financial year budget allocations will be made to cover recruitment, training, personnel and administration expenses. This will cover all projected activities of HR department. 21

Recruitment Sources The company considers both internal and external sources for recruitment, internal sources includes the employees who are already on the payroll. Whenever any vacancy occurs, somebody with in the organization with necessary qualification is promoted to the job. External sources are decided by HR Department / Director HR according to needs. Types of external sources company had •

Advertisement -Giving advertisements in state and local news papers

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Educational Institutions – Campus recruitments may be considered at approved technical and management institutes. A list of approved institutes will be maintained by HR department.

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Identified external agency –HR department can identify and maintain list of external agencies though which recruitment needs can be sourced.

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Data bank –All unsolicited applications or applications received through references will be maintained in a data bank.

Recruitment and selection It is the process of searching for prospective employees and stimulating them to apply for jobs in the organization. Request for sanction of manpower. Either new or replacement will be made through employee staff by the head of the department or in charge. This has to be made in advance of at least 60 days prior to recruitment. Once the requisition is received from the department had, the director in charge of HR will in consultation with department head / Managing director grant the approval and then forward it to HR department. The HR department starts recruitment process only on receipt of approved employee’s requisition. In order to ensure that the right type of persons are available to the concerned in the right number at the right place the following steps are taken. 22

The candidate’s application form will be thoroughly scrutinized by the manager which helps in knowing the candidates educational qualification, experience, skills possessed by the candidate. The intention of selection process is to choose the candidate who is best suitable for a particular job. It is one of the most crucial activities that affect the organizational efficiency in the long run. The selection procedure followed by the company is as follows. Screening of Applications

Call Letter Interviews Physical examination Placement Induction *The flow should be in opposite way

Training and Development The company gives on the job and off the job training. On the job and off the job methods of training are as follows

On the job •

Job rotation

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Training through step by step

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Job instruction

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Coaching

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Off the job •

Lecture method

Safety of the employees •

Safety uniform will be given to every employees, uniform will be given once in a year

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Safety shoes will be given to every employees

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Safety plastic hats to be given to every employee.

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Safety goggles are given to the employees.

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Factory has ample lighting and ventilation

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It gives lot of attention specifically to easy disposal of fumes and dust

Appraisal System Prragathi steel casting Pvt. Ltd., would like to promote a work culture that is strongly performance driven. To this end it would like to encourage participation of all employees and their supervisors. It also provides executives of prragathi with a shared appraisal frame work enabling them to •

Measure and evaluate objective individual performance

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Provide an opportunity for promoting an atmosphere of trust and openness

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Develop employees in their present job.

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Set individual performance targets in line with organizational goals.

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Develop employees with potential to tasks on higher responsibilities.

Increments and promotions The company believes in growth of their employees. In this respect the employees will be encouraged to grow to higher level in the company with their commitment to work, loyal to the company, overall performance, conduct and sincerity. In this company the promotion is given based on seniority and work experience.

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3.1.3 Marketing Department Structure of marketing department Managing Director(Name) Director- Marketing (Name) Marketing officer (Name) HOD Production department (Name) Dispatch (Name)

Marketing department co-ordinates the activities of pricing, promotion and distribution of goods and services to satisfy customers and achieve organizational objectives The marketing department performs marketing activity by supplying the products to the customers within the mentioned time and the products are transferred to the domestic customers.

The main functions of marketing department are as follows. •

Marketing department receives the customers order.

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Marketing department has to process the order according to customer’s requirements.

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Marketing department conduct the research for knowing the customer satisfaction and dissatisfaction about the product once in a year.

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Marketing department maintain the database of the customer.

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Marketing department handles the customer’s complaints.

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Customers of the company in side the Karnataka •

M/s. Automotive Axles Ltd., Mysore

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M/s. Bharat Earth Movers Ltd., Mysore

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M/s. Volvo India Pvt. Ltd., Bangalore

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M/s. Wipro Infrastructure engineering, Bangalore

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M/s. Hawa valves –Hubli

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M/s. Vignyan Industries –Tarikere

Customers of the company out side the Karnataka: •

M/S. GHATGE PATIL INDUSTRIES LTP., KOLHAPUR

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M/S. ESCORTS LTD – FARIDABAD

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M/S. VIRGO ENGINEERS – PUNE

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M/S. CATERPILLOR INDIA PVT LTD., TIRUVALLUR

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M/S. AUDCO INDIA LTD ., KANCHEEPURAM

Product line: The product line of the company is as follows.

Alloy steel castings • • • •

LC 3 WC 6, WC 9 CS 700 IS 2007

Carbon steel castings • • • •

CW – 12 MW N – 12 MV CW – 6M WCB – IS1030

Stainless steel castings • • • •

CF 8 CF 8C CF – 3 (SS 3041) CF- 3M (SS 3164)

Packaging: Packaging is not done for rough castings; if there is a nice machine casting then packaging is normally done.

Handling of customer complaints:

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The managing directors receive complaints from the customers.

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M D forwards the complaints to quality control to test.

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Based on the result of the test, the complaints are bifurcated as casual and genuine complaints.

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All genuine and casual complaints are investigated to take the corrective action.

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Recorder records the corrective action to be taken.

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For this all these customers’ complaints, acknowledgement is sent to the customers.

3.1.4 Finance Department Structure of Finance department Managing Director(Name) Director Finance(Name)

Account Officer(Name)

Finance is an art and science of managing money, finance is very much important for any industry. We can say that finance is the life blood of any Industries. This fund comes from a variety of sources to industry through the investors or shareholders. These funds are committed to a number of uses in production of a product or service.

The main functions of finance department are as follows: •

Making payments to the suppliers.

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Making payments as a salary to employees.

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Conducting meeting to know the expenses of the organization

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Preparing financial report of the organization

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Helping in taking financial decision

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Systematic book keeping is done by finance department

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Maintaining the rules and regulation according to the companies act of 1956

Accounting Procedure: 27

Accounting is the process of recording, measuring, classifying, summarizing, interpreting and communicating the financial transactions of a firm. It gives a clear identification about industrial transactions. The company follows cash and credit basis of accounting to its income and expenditures. The income of the company is from sale of their products castings. The major expenditures are power charges, manufacturing expenses, wages, raw materials, administrative and marketing expenses. Following are the records of books maintained by Prragathi Steel Casting Private Limited.

•

Subsidiary Books In subsidiary books, various business transaction as and when they take place are

recorded. This register is maintained to keep track of the material in warded to enable effect of payment on the due dates on the basis of the credit terms. Immediately after accepting the material by store and counter signed by the quality assurance department, the necessary entries are made in the register.

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Customer Rejection Register This register is maintained to keep track of customer rejection of castings.

Immediately after receipt of rejected casting, the GRN is made and the entries are made in the computer and the computer list is enclosed with the GRN to make entries in the customer rejection register, where in the details of rejection, invoice number, grade quantity of weight, value, excise duty sales tax etc are made.

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Cash Book Cash Book maintained for recording all receipts to cash and payment of cash in

the industry. Cash book is a part of ledger, the main entries of this cash book is record of cash received & cash payment. It verifies the correctness of cash is hand and bank.

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Journal Book 28

Journal book is a daily record of each industrial transaction. This Journal book is also called as a day book, and this book is used for recording all day to day transaction in the order in which they occur. •

Sales least register Sales least register is maintained to keep track of the sales made to each &

individual customer wise & the detail of Invoice number & date & value maintained in the register.

Book of Accounts •

Petty Cash Book This is a day book maintained by the cashier by making necessary entries of

receipt of cash & payment made against vouchers. The payment voucher / receipt vouchers are daily verified by the Director & then necessary entries are made in the book through computer.

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Bank Book Since the company has availed cash credit & bill discounting facility from Bank

two separate bank book for cash credit and bill discounting are maintained. The receipt of payment through cheque / demand draft is maintained in the register. The bank charges and interest paid to bank is also maintained in this register. The balance of the book should tally with the balance in the book of accounts maintained in the computer.

•

General Ledger This ledger gives the details of transactions affected by the company at any point

of time. The receipt and payment of cash, as well as the receipt & payment of bank are posted to respective accounts in the general ledger. This ledger should be updated on day to day basis to know the actual balance of each account. The trail balance receipt and payment are made at each month end, which should necessarily tally. The profit & loss

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account is also arrived on the basis of the trail balance which can be arrived month wise, quarterly, half yearly or yearly.

3.2 Skill: Skill is very much important in any industry. On the basis of the skill candidates are selected for any job. Usually in a foundry industry, they see two types of skills. They are administrative skills and technical skills. The employees are given on the job and off the job training to improve their knowledge and skills. The production of quality steel castings not only requires state of the art manufacturing equipment and facilities, but also more importantly, requires diligent, skilled and committed people who take pride in their job, that is what makes up the prragathi team, each team member is a core team players, to consistently serve the needs of their customers they have on goingly reinvested in their people and their capabilities by providing various kinds of training at all levels. Prragathi Steel Casting Pvt. Ltd. see two types of skills, they are as fallows.

•

•

Technical skills and

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Administrative skills

Technical skills: Technical skills are those skills, which are directly concerned with the production.

In industry shop floor employees are expected to possess these skills to carry out the production activity smoothly. In prragathi they give more importance to this technical skills. For improvement of their employees they provide different training programs which conducted to improve technical skills among employees. When a candidate is selected he will get on- the job training for some period. Some times the company gives its employees training by external training agencies, when employee gives external training and come back to industry they give a lecture about that, this will help the employees to improve their knowledge with in the industry.

30

Prragathi continuously monitors the performance of the employees of various departments and identifies the training needs to be given for employees and for enhancing the skills of the employees. •

Administrative skills: Administrative skills are those skills, which are very much necessary for office

staff. It involves managing the resources of the organization. Prragathi is doing everything to improve these skills to its employees. When the candidate is selected he will be given training for some period. It also provides training in each department to make the candidates familiar with the organization.

3.3

Style: Decision making is the process of choosing the best from among the alternative

solutions under a given set of circumstances. The company follows a centralized system of decision making. Only the top management takes the decisions and the suggestions of the lower level employees are taken into consideration. Prragathi Steel Casting Pvt Ltd has been following autocratic style of decision making. Only the persons who are in higher authority take decisions about the day to day operations. Decision making is restricted to the upper layer of the management. In taking decisions regarding purchase only the managing director and director will take decisions regarding the quality, quantity of the raw materials and tenders .The higher authorities do every thing. There is no participative style of decision making because most of the employees do not have knowledge about all the aspects of the company’s administration.

3.4

Strategy: Strategy is about setting corporate goals, defining steps needed to achieve these

goals followed by systematic action and allocation of resources to achieve corporate goals.

31

Prragathi Steel Casting Pvt Ltd is aiming at gaining a substantial advantage over competitors through its quality products with reasonable price to price their products reasonably. They should minimize the cost as much as possible, one way of doing this by waste elimination. The strategy regarding waste elimination is very simple they are •

Right person for the Right job

•

Ensuring that the quality of raw materials purchased is good

•

This could be done well in advance of starting the production activity

•

Using the good quality of raw materials, it produces good quality products without any damages & cracks in the castings.

The best way to minimize cost is by best productivity thus reducing wastage. One more strategy regarding waste elimination is by carrying out the production activity according to the procedure and under the supervision of the supervisors. 3.5 System: Prragathi Steel Casting PVT Ltd uses complete systemized processes in all fields like quality control systems, performance measurement systems, order execution systems, inventory control system etc.

Inventory Control System: Inventories are stock of the product a company is manufacturing for sale and company is manufacturing for sale and components that make up the product, The various forms in which inventories exist in a manufacturing company are raw materials, works in progress and finished goods. There is a mention about expiry date of raw material. It is unusual. Prragathi steel castings limited follow FIFO system. The inventory system of Prragathi Steel Castings Pvt Ltd is very effective to have a control over the raw materials. Inventory control system’s main objective is to avoid 32

over stocking. It maintains the maximum level of raw materials in their stores. This system works by estimating the production for the next one month and then it estimates the raw materials required to meet the production for the next one month. If the stock of raw materials is not enough to meet the production level then it places an order for the raw materials, on the basis of distances of the place where they order for the raw materials, so that the production will not be affected in case of any uncertainties. Prragathi prepares performance rating of their customers in raw materials suppliers. If customer performance rating is above 90% then it is good, if it is 60% to 90% then it is fair, if it is below 60% then it is poor. They calculate this on the basis of rates & delivery performance, it includes on the time delivery quality, quantity supplied in Kgs etc. The important note in this prragathi is that if performance rating goes below 60% more than 2 times in year he will be deleted from the supplier list.

3.6

Staff:

Responsibility and Authority The company has defined responsibilities and authorities in order to facilitate effective implementation of quality management and these are communicated to relevant persons in organization.

Managing Director: Responsibility •

Set the organizational goal, as well as company level data’s & to provide adequate resources to achieve set goals

•

Overall control of the company

•

Define, document & implement the quality policy & quality objectives

•

Identify new business opportunities, formulate business plan & implement business strategy.

•

Monitor, review and control operating & financial performance of the company.

•

Conduct the affair of the company & to execute the decision / directions of the board of directors 33

•

Develop new product & process techniques

•

Take corrective actions on customer complaints

•

Update the system to suit the changing needs of the customer as well as technological changes.

Authorities •

Appoint any employees of the company as well as MR(Management

Representative) •

Approve quality manual

•

Identify and resolve any problem relating to the product, process & quality

system, •

Stop the production in the event of non conformity of the product.

•

Approve purchase order of capital goods

•

Take appropriate decision as & when required to ensure that the organization

meets the declared the quality objectives by providing resources & guidance.

Director administration: Responsibilities • Look after the public relations, personnel management HRD related activities, pollution control clearances, foundry licenses, security and general transportation. • Establish the approved resources like building, capital equipments & any other facilities. • Preparation of annual training plan • Arranging for training & ensuring the effectiveness of training • Maintain safe and clear working environment.

Authorities •

Arranging training according to the annual training plan.

•

Take appropriate decision on HRD related matters

•

Decide the training programs

•

Approve III level documents in the area of administration.

34

Executive Directors Responsibilities •

Implement the regulations of import / export business

•

Planning & procurement of raw materials, consumables & other sundry materials & inventory control.

•

Purchase activity, supplier development & assessment

•

Store management

•

Give feedback to supply status & performance to suppliers

•

Company sales tax & central excise formalities

•

Arranging for rebooking of rejected materials to the suppliers

•

Assessing the suppliers quality systems

Authorities •

Selection & approval of new supplier

•

Evaluations of the vendor rating

•

Deletion of the supplier based on the performance rating

•

Approval of purchase orders, job orders & letter of indents

•

approving purchase requisition

•

Approval of cash purchase

•

Delete the shelf life expired items & to dispose them

•

Deal with matters related to imports / exports

Manager Quality Control & Development Responsibilities •

Prepare & implement of control plans for inspection of components at all stages

•

Inspection of incoming raw materials

•

Periodical collaboration of measuring & test equipments

•

Maintaining customer supplied products like patterns, drawings, gauges etc,

•

Maintaining specifications of national standards & international standards & customer specifications

•

Monitoring corrective & preventive actions 35

•

Maintaining quality records of his departments

•

Establish process capability of all processes

•

Identity the training needs

•

New product development

Authorities •

Identify & record problem related to product, process & quality system initiate corrective action for the same.

•

Authentications of test certificates

•

Stop the production in the event of NC product or process

•

Approving MRIR (Material Receipt & Inspection Report)

•

Approval of pattern inspection reports

•

Approve all inspection records

•

Accept NC material product on concession

•

Approval F C R (Final Clearance Report)

•

To release conforming products

Administrative Officer Responsibility •

Establish & monitor working hours of the shifts in consultation with the concerned departments

•

Monitor safety of the workmen & take appropriate action to improve safety of the people working in the organization

•

Maintain & update the records of the employees with respect to date of birth, medical check up, nomination of ESI, PF, updating the present or permanent address

•

Monitor attendance work time, leave register, salary & wages statement

•

Timely updating the insurance for plant & employees breakdown policies for machineries, fire etc

•

Arrange training for all concerned employees is consultation with director administration

•

Monitor & renewal of annual labor contract licenses, security agreement

•

Gardening & house keeping 36

•

Arranging general meetings / functions

Authority •

Revive the III level document

Marketing Officer Responsibility •

Preparation of quotations & tenders

•

Maintenance of enquiry register

•

Preparation of forwarding the order acceptance

•

Maintenance of purchase or der registers

•

Preparations of amendments for any changes in the purchase order against original offer

•

Maintenance of amendment register

•

Preparations of M.P.P in consultation with director, marketing & finance

•

Updating the sales register / contract review records

•

Maintain & updating the central excise registers & abstracts

•

Assistant in initiating connective & preventive actions

Authority •

Review the III level document in the area of marketing

Purchase officer Responsibility •

Preparation & maintenance of purchase requisitions

•

Sending enquiries to suppliers

•

Preparation & releasing purchase order for material procurement along with material specification

•

Sending letter of indents in case of open purchase order

•

Issue of amendment to purchase order

•

Monitor the performance of vendors & preparations of vendor rating 37

•

Ensure the timely delivery of materials

•

Maintain the records of the suppliers

•

Prepare stock statement at the end of every month

•

Maintain the purchaser register

Authority •

Authorized for cast purchase with the permission of executive director

•

Reviving the III level document in the area of purchase

Chemist Responsibilities •

Analysis of final sample test coupon of every heat by spectro & recording data’s

•

Indenting chemicals / consumables for laboratory

•

Maintaining & updating following records a)

Chemical & mechanical log book

b)

Mechanical reports

c)

Sand testing registers

d)

Preparation of test certificates & maintenance

Authorities •

Identify and prevent the NC during in process & final inspection

•

Review & the III level document

Director, Marketing & Finance Staff Responsibility •

Planning marketing strategy

•

Identifying the customer

•

Generate enquiries for new business by looking for new customer / new applications

•

Implement the regulations of import / stroke businesses

•

Establishing the control review

•

Finance the cost estimation of new products

38

•

Releasing the monthly production plan

•

Recording the customer complaint where relevant and forward the complaint to QC /DV/PR (production) personal

•

Provide need based customer service other than contract review as when required on mutual agreement

•

Delivery of products on time at competitive price

•

Establishing the delivery performance every month

•

Establishing the customer satisfaction index

•

Member of M.R.M

Authorities •

Approval of Offers/ Quotations / Tenders / OA and invoices

•

Altering or suspending the production plan based on the urgency / requirement of the customer

•

Approval of III level documents in the area of marketing

Manager Production Responsibility •

Overall production planning

•

Developing & implementing proper process in production department

•

Consult the manager quality control & development on customer complaints & implement correctives actions

•

Plan manpower for smooth production

•

Looking for continuous improvement in materials process etc, for effective cost saving

•

Achieve the company level dated set goals

•

Develop a motivated & competent workforce & support generation areas through proper training in the department

•

Responsible for document & data control

•

Continuously work on conservation of energy

•

Standardization of process for optimum utilization of raw material & manpower

Authorities •

Verification of change calculation cum melting log 39

•

Identify and report the problems related to product, process and quality system to MD & initiate corrective action for the same

•

Initiate action to prevent the occurrence of any NC related to product process & quality system

•

Preparation and approval of production plan in consultation with marketing development

•

Approval of III level document / Work instruction / Supplementary documents in the area of production

3.7 Shared Value Shared values include the core values, which are the essential guiding principles, doctrines, and core purpose, which encompass the company’s business goals how it strives to achieve and the values it will uphold in determining corporate destiny •

Prragathi quality policy is that it gives satisfaction to each and every customer

•

Prragathi provides a safe work environment

•

Prragathi delivers good quality of finished goods to their customers

•

It provides finished goods in competitive price to their customers

•

Prragathi is fulfilling the social responsibilities through prevention of pollution and reductions of wastage of resources in all its operations

4.0. SWOT ANALYSIS OF THE COMPANY Strength • The financial position of company is strong • The company has good human resource • The company has taken learning from the Japan which field . • The company had adopted total quality management (TQM) ideas from Japanese • Easy availability of raw material, like steel scrap. • The management maintains a good relationship with the work force • The company has set up the latest SPECTRO LAB for online analysis of design & quality • The company has good relationship with customers • It is ISO 9002 certified company 40

Weakness •

Employees have a Transportations problem. Employees have to walk a long way from the bus stop to company.

•

Many of the workers do not have adequate education.

•

No canteen facility inside the company premises.

•

Lack of space wasted out side the production department.

Opportunities •

Cheap and skilled labors available to company for producing quality goods efficiently.

•

Liberal import and export policies formed by the government of India.

•

Rapid growing Indian and global markets. in what prospective .

•

Industrialization is at booming pace now a days, which acts as a good opportunity for the foundry industry.

•

By maintaining good quality of products it can enter different foreign markets.

•

The company has links with the different parts of the firms situated in different place it helps potential market for industrial machines.

Threats •

Rising cost of raw materials.

•

Expensive transportation cost

•

Strong competition from domestic as well as foreign industries.

•

Technological inequality among foundries

•

Pollution control norms laid down by the government are getting stringe

41

SUMMARY OF ANNUAL REPORT PROFIT & LOSS ACCOUNT FOR THE YEAR ENDED 31ST MARCH 2011 Amount in Rs. Particulars

For the year ended

For the year ended

31st March 2011

31st March 2010

Sales of product

93,472.516

131,373.470

Add: Excise Duty

11,725.235

19,762.232

I INCOME:

Net Sales

81,747.281

111,611.238

Other Income

2,228.963

856.968

83,976.244

112,468.26

Total Income II. EXPENDITURE: Materials consumed

50,553.386

70,596.559

Manufacturing Expenses

18,893.652

24,881.089

Employees

5,756.493

5,186.578

Administration Expenses

5,255.812

6,130.495

Payments to

Selling

Provision for

and

Distribution 78.610

85.366

Expenses

4,443.837

4,197.893

Financial Charges

1,823.473

2,482.557

Depreciation

14.015

32.510

Miscellaneous

Expenses

Written Off Add:

(Loss)decrease(increase)in

Work-In-Progress

86,819.278 (2,971.966)

113,593.047

83,847.312

(4,349.010)

109,244.037

TOTAL EXPENDITURE

42

Profit Before Tax

128.932

3,224.169

Provision for Taxation

190.208

774.306

68.674

632.635

7.398

1,817.228

1,831.962

13.734

1,839.360

1.851.962

Add:

Income

Tax

Expenses/Income

Add: Balance of Loss of previous year Balance carried to balance sheet

43

BALANCE SHEET AS AT 31ST MARCH 2011 Amount in Rs. Particulars

As at 31st March 2011 Rs

Rs

As at 31st March 2010 Rs

R s

I SOURCE OF FUNDS SHAREHOLDERS FUNDS: Share capital

15,768.700

11,214.000

Reserves and Surplus

2,728.783

2,721.385

DEFERRED TAX ASSETS

18,497.483

13,935.385

7.540

76.214

Loan Funds: Secured Loans

19,470.065

26,453.497

Un-Secured Loans

5,436.673

7,714.023

Total:

24,906.738

34,167.520

43,411.761

48,179.119

II APPLICATIONS OF FUNDS FIXED ASSETS Gross Block

29,123.274

27,916.281

Less : Depreciation

19,324.420

17,765.167

Net Block

9,798.854

10,151.114

Add: Capital Works–In-Progress

3,234.089

2,915.475

Total:

13,032.943

13,066.589

44

INVESTMENTS

16.623

16.623

DEFERRED TAX ASSETS NET CURRENT ASSETS Current

Assets,

Loans

and 49,098.303

56,620.496

& 18,736.108

21,538.604

Advances Less:

Current

Liabilities

provisions

NET CURRENT ASSET

30,362.195

35,081.892

0

14.015

43,411.761

48,179.119

MISCELLANEOUS EXPENDITURE AND LOSS TO THE EXTENT NOT WRITTEN OFF/ ADJUSTED & DEFERRED REVENUE EXPENDITURE

TOTAL

6. LEARNING EXPERIENCE 45

The In-plant training plays a very important role in all management education. The in-plant training has created a sense of practical experience and enlightenment in my mind as to what actually an organization is and how theoretical concepts are practiced in. With only theoretical knowledge and several managements concepts were slightly difficult to analyze.

However, after in-plant training, I have felt empowered with

confidence to understand different management concepts in a pragmatic manner. This In-plant training helped me a lot in recalling the theoretical concepts which I learnt. It also helped to know the real problems faced by organization in the management of technology, human resources, finance, production, quantity etc. This In-plant training made me to know the importance of vision, mission, team work, motivation etc. Officials whom I met and took the guidance from were very cooperative and always provide valuable information regarding the industry and they gave a file of HRD & marketing department, to study. Finally this helped me to know the importance of planning, organizing, staffing, directing, controlling and decision making. I come to know about the industry rules, regulations of the company.

PART-B 46

Research Methodology 1. STATEMENT OF THE PROBLEM: “A study on Customer Perception and Service Satisfaction towards Prragathi Steel Casting Private Limited” survey has been conducted on behalf of PSCPL Machenahalli, Shimoga. Statement of the problem is to find out the position PSCPL. In the present market economy with regarding to the quality, price, service, and the satisfaction level of the customers towards PSCPL. So, it will help the PSCPL. For improvement in their quality, reduce cost of production to offer competitive price and provide effective service to satisfy customers.

2. OBJECTIVES OF THE STUDY: •

To make a comprehensive study of Prragathi Steel Casting Private Ltd.

•

To know the level of satisfaction of the customers towards the PSCPL.

•

To know the customer opinion about the PSCPL.

•

To know customer expectation from PSCPL Products.

•

To know the customer perception towards pricing by the PSCPL.

•

To know the effectiveness of the service and distribution provided by the PSCPL to its customers.

3. SCOPE OF THE STUDY: The scope of the study of this report is confined only to inside as well as outside Karnataka state. This project is purely done for academic reasons. The time allotted for conducting the study is limited. The study was conducted to know the competitive environment while marketing product of PSCPL. As the time was limited the persons interviewed were limited to only 30 customers.

47

4. RESEARCH METHODOLOGY: Research DesignThe study was a descriptive research study consisted e-mail interviews with the PSCPL customer with the help of structured questionnaire. The questionnaire was formulated under the guidance of Mr.B.M.Vasantha, Administrative Officer, PSCPL, Machenahalli, Shimoga .

Tool: Structured Questionnaire was used for this study sent through e-mail to the respondents.

Source of dataThis project report has been prepared by utilizing both types of data, that is primary data and secondary data. Primary data is the firsthand data, it is the data collected for the first time solely for a particular purpose. It was collected using a descriptive open and close ended questionnaire. Secondary data was obtained from journals, Magazines, books and websites. Further the data collected was analyzed and interpreted and then the conclusion was drawn and presented.

Instrument for data collectionFor the purpose of collecting primary data interview with structured questionnaire. Data has been gathered form 30 PSCPL consumers. Secondary data has been gathered form many published sources such as. Company reports, standard text books and information from website has been acquired where ever necessary.

5. LIMITATIONS OF THE STUDY: 48

1] The respondents of PSCPL in spite of their busy schedules respondents put in hard out efforts in furnishing the information. 2] As the customers are scattered all over India, a primary first hand information form all customers cannot be obtained because of short duration of the project. 3] Some of the respondents were unable to return the filled in questionnaire due to their busy schedule. 4] Despite of all these limitations, efforts have been put forth for making the survey report as realistic as possible with the resource available.

ANALYSIS & INTERPRETATION

49

1 .Table showing different size of industries is being served by Researcher. Table: 1 Percentage of Size of industries

No. of respondents

respondents

Micro

5

16.67%

Small

10

33.33%

Medium

7

23.33%

Large

8

26.67%

Total

30

100

(Source: Primary Data) Analysis: From the above table it is observed that 16.67% of respondents are micro industry, 33.33% of them are small industry, 23.33% of them are medium scale industry, and 26.67% of them are large scale industry From the above figures it is evident that PSCPL serve to more number of small scale industries

Graph 1: (Source: Table no 1)

2. Table showing annual turnover of customer’s Industries Table: 2 Percentage of Particulars

No. of respondents

respondents

Below-1 lakh

0

0%

1 lakh to 10 lakh

6

20%

10 lakh to 1crore

9

30%

above – 1 crore

15

50%

Total

30

100

(Source: Primary Data)

Analysis: From the above table it is observed that 20% of respondents are 1 lakh to 10 lakh, 30% of them are 10 lakh to 1 crore, 50% of them are above 1 crore, below 1 lakh is 0%. 50

From the above table it says that PSCPL serves more to which having above 1crore annual turnover

Graph 2: (Source: Table no 02)

3. Table showing frequency of Purchase of PSCPL customer: Table: 3 Percentage of Frequency of purchase Regular Per week Per month Per 6 months 6 months and above

Total

No. of respondents

respondents

12 9 9 0 0

40% 30% 30% 0% 0%

30

100

(Source: Primary Data)

Analysis: From the above table it is observed that 40% of respondents are regular purchaser, 30% of them are purchasing per week, and 30 % of them are purchasing per month, 6 months and above 6 months are 0%. It is evident from the above analysis that PSCPL having the customer of frequency purchaser.

Graph 3: (Source :Table no 03)

4. Table showing that varieties of product are dealing with customer: Table: 4 51

Percentage of Variety of product

No. of Respondents

Respondents

Alloy steel

6

20%

Stainless steel

4

13.33%

Carbon steel

5

16.67%

Valves

7

23.33%

Pumps

8

26.67%

30

100

Total

(Source: Primary Data) Analysis: From the above table we can observe that pumps and valves are having more percentage of 26.67% and 23.33% respectively in terms of dealing with customer, and next both Alloy steel and Carbon steel having 20% and 16.67% and remaining 13.33% is stainless steel. It makes clear that more demand is for valves and pumps in the current market. From the above table it prove that PSCPL is dealing with more number of Valves

Graph 4:

5. Table showing that channel of purchase Table: 5 Channel of Purchase

No. of

Percentage of

Respondents

Respondents

Directly from company

25

83.34%

From Distributors

5

16.67%

30

100

Total (Source: Primary Data)

Analysis: 52

From the above table it is observed that among the 30 respondents 83.34% of respondents are purchasing directly from the company and the remaining 16.67% purchase through distributors. From the above table it evident that PSCPL serves their product directly to customer.

Graph 5: (Source: Table no 05)

6. Table showing that Duration of Customers dealing with PSCPL: Table: 6 Percentage of Particulars

No. of respondents

respondents

Less than 5 Years

6

20%

5-10 Years

8

26.67%

10-20 Years

9

30%

20 Years and above

7

23.33%

30

100

Total (Source: Primary Data)

Analysis: From the above table it is observed that among 30 respondents 30% of the respondents are being the customer of PSCPL from 10-20 years and 23.33% of them are being the customer from above 20 years and 20% are being the customers from less than 5 years and 26.67% them are 5-10 years. From the above table it proves that PSCPL having more number of customer from more than 10 years. The customer loyalty is very because of quality service.

Graph 6: (Source: Primary Data)

53

7. Table showing that respondents prefer other than PSCPL Product: Table: 7 Percentage of Particulars

No. of Respondents

Respondents

5 6 8 4 5 2

16.66% 20% 26.66% 13.34% 16.67% 6.67%

30

100

Ambarams Castings Malnad Alloys Bumika Casting Juysunce steel P.K steel Other

Total (Source: Primary Data)

Analysis: From the above table we can see that Bumika Casting having 26.66% and Malnad Alloys and Ambarams Castings having 20% and 16.67% respectively refers that these three

are

more

preferred

by

the

respondents.

Next

P.K

steel

having 16.67%, Juysunce steel having 13.34% and other has 6.67 % preference by the respondents. From the above table evident that more number of customer prefer Bumika Casting Industries other than PSCPL.

Graph 7: 8. Table showing that respondent opinion about business relation with PSCPL: Table: 8 Particulars

No. of Respondents

Percentage of Respondents

Highly Satisfied Satisfied Average Not satisfied

Total

15 6 6 3

50% 20% 20% 10%

30

100

Analysis:

54

From the above table we can observe that 50% of the respondents are highly satisfied with the business relation with PSCPL and remaining 20 % of them are satisfied with the business relation with PSCPL, remaining 20% are average and 10% are not satisfied from the respondents. From the above table it evident that customer is highly satisfied for having business relation with PSCPL PSCPL having 50+20=70% of satisfied customer .The company should take action to convert remaining 20+10=30% to satisfied category.

Graph 8: 9. Table showing that respondent opinion about quality of PSCPL product: Table 9: Particulars

No. of Respondents

Percentage of Respondents

Highly Satisfied Satisfied

15 6

50% 20%

Neither Satisfied Nor dissatisfied Not satisfied

6 3

20% 10%

30

100

Total (Source: Primary Data)

Analysis: From the above table we can observe that 50% of the respondents are highly satisfied with the quality of PSCPL product. And remaining 20 % of them are satisfied with the quality of PSCPL product, remaining 20% are Neither Satisfied /nor dissatisfied and 10% are not satisfied their quality. From the above table it evident that Highly Satisfied with quality of PSCPL.

Graph 9: (Source : Primary Data)

55

10. Table showing that respondents’ opinion about effective pricing: Table 10: Particulars

No. of Respondents

Percentage of Respondents

Satisfied

25

83.34%

Not Satisfied

5

16.66%

Total

30

100

(Source: Primary Data)

Analysis: From the above table we can observe that among 30 respondents 83.34% of them are satisfied with the pricing of PSCPL, and remaining 16.66% are not satisfied. From the above table that customer more satisfied with the PSCPL pricing.

Graph 10: (Source: Primary Data)

11. Table showing that respondent’s opinion about the availability of PSCPL product: Table 11: Particulars

No. of Respondents

Percentage of Respondents

Highly Satisfied Satisfied

15 8

50% 26.67%

Neither Satisfied /Nor dissatisfied

7

23.33% 56

Not satisfied

Total

0

0%

30

100

(Source: Primary Data)

Analysis: From the above table we can observe that 50% of the respondents are highly satisfied with the availability of PSCPL product. And remaining 26.67 % of them are satisfied with the availability of PSCPL product, remaining 23.33% are Neither Satisfied /nor dissatisfied and there is no negative response towards the PSCPL from the respondents. From the above table it prove that customer are highly satisfied with the availability of PSCPL product

Graph 11: 12. Table showing opinion about supply chain management of PSCPL: Table 12: Particulars

No. of Respondents

Percentage of Respondents

Yes

27

90%

No

3

10%

Total

30

100

(Source: Primary Data)

Analysis: From the above table we can observe that among 30 respondents 90% of them are satisfied with supply chain management of PSCPL, and 10% are not satisfied From the above table it evident that all customers are satisfied with supply chain management of PSCPL

Graph 12:

57

(Source: Primary Data)

13. Table showing respondent opinion about the Credit facility provided by PSCPL: Table 13:

Particulars

No. of Respondents

Percentage of Respondents

Highly Satisfied Satisfied

16 9

53.33% 30%

Neither Satisfied /Nor dissatisfied Not satisfied

5 0

16.67% 0%

30

100

Total (Source: Primary Data)

Analysis: From the above table we can observe that 53.33% of the respondents are highly satisfied with the Credit facility provided by PSCPL. And 30 % of them are satisfied with the Credit facility provided by PSCPL, remaining 16.67% are Neither Satisfied /nor dissatisfied and there is no negative response towards the PSCPL from the respondents. From the above table it evident that customer is highly satisfied with the credit facility provided by PSCPL.

Graph 13: 14. Table showing that respondents opinion about the company response to their Complaints. Table: 14 Particulars

No. of Respondents

Percentage of Respondents 58

Immediate Average

24 6

80% 20%

Delay

0

0%

30

100

Total (Source: Primary Data)

Analysis: From the above table we can observe that among 30 respondents 80% responded for immediate handling of complaints and 20% of them responded for average and then there is no delay response from respondent. From the above table it evident that there is a immediate response from the PSCPL to their customer.

Graph 14: ]]]]]]]]]]]

(Source: Primary Data)

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SUMMARY OF THE FINDINGS  About 40% of respondent are having small industry.  About 30% of respondents are having annual turnover of 10 lakh to 1 crore.  About 40% of respondents are regular purchaser to PSCPL.  About 23% of respondent are purchasing valves from the PSCPL.  About 83% of respondents are purchasing directly from the company.  About 30% of the respondents are being the customer of PSCPL from 10-20 years.  About 60% respondents are preferred the quality is first from PSCPL.  About 60% 0f respondents prefer quality as a first when selecting branded product from PSCPL.  About 50% of the respondents are highly satisfied with the business relation with PSCPL  About 50% of the respondents are highly satisfied with the quality of PSCPL.  About 83% of respondent are satisfied with the pricing of PSCPL.  About 50% of the respondents are highly satisfied with the availability of PSCPL product.  About 90% of them are satisfied with supply chain management of PSCPL.

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 About 53% of the respondents are highly satisfied with the Credit facility provided by PSCPL. .  About 80% respondent responded for immediate handling of complaints from

Where is the findings, recommendations & conclusion

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