STERLING GENERATORS

PROJECT REPORT

Submitted in partial fulfillment for the

Award of the degree of

BACHELOR OF TECHNOLOGY

In

MECHANICAL ENGINEERING

By

NIVESH KUMAR

(1401021066)

Under the Guidance of

MR. MANISH SINGH

School of Engineering

JECRC UNIVERSITY

JAIPUR, RAJASTHAN

(JULY-2018)
 CERTIFICATE

This is to certify that the project work titled “STERLING GENERATORS” that is being

submitted by NIVESH KUMAR (1401021066) is in partial fulfillment of the requirements

for the award of Bachelors of Technology, is a record of bonafide work done under our

guidance. The contents of this Project work, in full or in parts, have neither been taken

from any other source nor have been submitted to any other Institute or University for

award of any degree or diploma.

ABHISHEK KUMAR MANISH SINGH

(INDUSTRY GUIDE) (FACULTY INTERNSHIP GUIDE)

i
 APPROVAL

This Project Report on “STERLING GENERATORS” by NIVESH KUMAR is approved for

the award of the degree of Bachelors of Technology in Mechanical Engineering

Examiner (s)

Guide (s)

HOD

Date:

Place: Jaipur
 CANDIDATE’S DECLARATION

I declare that this written submission represents my ideas in my own words and where
others‟ ideas or words have been included, I have adequately cited and referenced the
original sources. I also declare that I have adhered to all principles of academic honesty
and integrity and have not mispresented or fabricated or falsified any idea/data/fact/source
in my submission. I understand that any violation of the above will be cause for
disciplinary action by the institute and can also evoke penal action from the sources which
have thus not been properly cited or from whom proper permission has not been taken
when needed.

NIVESH KUMAR

1401021066
 ACKNOWLEDGEMENT

I would like thank my Faculty Internship Guide, Mr. Manish Singh and Industry Guide Mr.
Abhishek Kumar for introducing me to the area of technical writing and industrial working
process. During my tenure, I have learnt many technical and non-technical aspects of
professional work. I am grateful to him for his help and patience as well as for constantly
reminding me to be perfect in the little things that I do each day.

It gives me immense pleasure to express my deep sense of gratitude to Prof. M.M.S.

Sodhi, Head of Department Mechanical Engineering for his invaluable guidance, motivation,
constant inspiration and above all for his ever-co-operating attitude that enabled me in bringing
up this thesis in the present form.
Lastly, I wish to thank whole Mechanical Engineering Department, JECRC University
for all the support during the span I spent developing my B. Tech.

NIVESH KUMAR
 ABSTRACT

All Bachelor degree students are required to undergo industrial training for 22 weeks as a
part of their curriculum to complete their 4-year course for the Bachelor of Technology. The
th
attachment will be during the final (8 ) semester of their study. During the 22 weeks period of

training, students will be supervised and monitored by their supervisors.

With the collected data, it can be said that the company holds a good market share and is
managing well, even when there is cut throat competition in the market. The study reveals that
the company has entered into the technical collaboration with many international firms through
acquisitions. With the increasing competition, company is providing the large rating of DG set
with best quality canopy and improved their performance in services and provide prompt after
sales services. The study on, the factors affecting the marketing environment of the company
also helped in knowing the impact on economic, political, social & technological aspects of the
firm.

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 TABLE OF CONTENTS

CERTIFICATE ...................................................................................................................... ii
APPROVAL ......................................................................................................................... iii
CANDIDATE‟S DECLERATION ....................................................................................... iv
ACKNOWLEDGEMENT ..................................................................................................... v
ABSTRACT.......................................................................................................................... vi
TABLE OF CONTENTS ..................................................................................................... vii
LIST OF FIGURES ............................................................................................................. xii
LIST OF TABLES .............................................................................................................. xiii
Chapter: Introduction ................................................................................................................. 1
1.1 Company Profile ............................................................................................................. 1
1.2Achievements ................................................................................................................. 2
1.3 Product Offering .............................................................................................................
1.4 Product Range................................................................................................................. 3
Chapter: 2 Introduction of diesel engine .................................................................................... 4
2.1 A diesel generator

2.2 Main component of DG set

2.3 Detail discussion on component of dg set

Chapter – 3 Manufacturing Facilities

3.1 Fabrication

3.2 Busbar Assembly

3.3 Shot Blasting

3.4 Pretreatment

3.5 Painting Procedure

3.6 Design Engineering

Chapter – 4 Quality Management

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 4.1 Inspection & Testing

4.2 Quality Standards

4.3 Worldwide Emission Standards

4.4 ISO 9001: 2008

4.5 DIN EN ISO 14001: 2009

4.6 BS OHSAS 18001: 2007

Chapter – 5 Project Study

5.1 Introduction

5.2 Consumer Behaviour: A theoretical review

5.3 Research Methodology

5.4 Data Analysis

Chapter – 6 Conclusions

6.1 Recommendation

Appendix

A.1

References & Bibliography

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 LIST OF FIGURES

Figure No. Figure Title Page No

1.1 Sterling Genset

1.2 Diesel Generator

2.1 Genset Component

2.2 Basic working of genset

2.3 Fuel tank of genset

2.4 Voltage Regulator

2.5 Circuit of Voltage Regulator

2.6 Battery charger

2.7 Control Panel

3.1 CNC Punching

3.2 Busbar Sleeving Oven

3.3 Shot Blasting Facility

3.4 Pretreatment Process

3.5 Powder Coating Plant

4.1 The PDCA cycle

4.2 Certificate of conformity to OHSAS 18001:2007

5.1 Client in business sectors

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 5.2 User & non user

5.3 User & non user in different areas

5.4 Competitors Analysis

5.5 Requirement of DG set

5.6 Effect of power back up

5.7 Device using at the time of power backup

5.8 Basis of purchase for existing users

5.9 Performance of the DG set for existing users

5.10 After Sale Service

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 LIST OF TABLES

Table No. Table Title Page No

1.1 Genset Range

5.1 Sample size area wise

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 8
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 CHAPTER – 1
INTRODUCTION

1.1 COMPANY PROFILE:

 Sterling Generators has one of Asia‟s largest diesel generator manufacturing plant at
Silvassa.

 Spread over a vast 45000 square meter property

 The plant is equipped with the most technically advanced infrastructure for fabrication.

 This includes a 14 tank pre treatment plant for surface treatment, a powder coating plant
and a state of the art PLC based testing facility (upto 3000 kVA), which is the first of its
kind in the country.

 Our successful partnering with the global leaders in diesel engine manufacturing, namely
Escorts-India, MTU-Germany, Perkins-UK, Volvo- Sweden and MHEPL

 India has helped us set benchmarks in fuel efficiency, reliability and adherence to global
emission norms. Sterling & Wilson, the parent company, is a leading MEP engineering
group with over 90 years of experience in project engineering and execution.

1.2 ACHIEVEMENTS

 Achieved booking turnover of approx. 100Cr in 6th year of operation which is fastest rise
in the industry.
 Executed single order worth 20Cr. in 6 months record time.
 Our panel type tested for 100 KA fault level with ACB inside.
 Panel type tested for form of separation 4B and Seismic Zone- IV & V.
 Designed, manufactured and commissioned complete power management & SCADA
solution for 66MVA DG Based captive plant at Delhi Airport terminal T-3.

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  With our quality, service and dedication we have won the confidence of customers like
TOI, Vodafone, Tata Motors, Coca Cola, Boeing, Hospira, USV, Dr. Reddy‟s Lab, TCS,
Ford Motors to name a few.

1.3 PRODUCT OFFERINGS

ESCORTS Range: 10 kVA to 30 kVA

TATA Engine Range: 35 kVA to 75 kVA

M POWER Range: 82.5 kVA to 200kVA

PERKINS Range: 500 kVA to 2250 kVA

MTU Range: 275 kVA to 3000 kVA

Table 1.1: GENSET RANGE

1.3.1 PERKINS: Ranging from 400 kVA - 2250 kVA

Salient Features:-

● Effective combustion process involving precise control of air movement and injection spray
patterns produce low exhaust emissions and low fuel consumption which results in improved
economy

● Reduced vibrations & noise levels

1.3.2 MTU : Ranging from 250 kVA - 3300 kVA

Salient Features :-

● Excellent load acceptance behaviour

● High speed / Frequency stability

● Low fuel consumption

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1.4 PRODUCT RANGE

Table 1.2: Sterling Genset Range

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1.5 DG SETS 10KV-11KV

 Ready to use Genset with control panel, fuel tank, exhaust system all housed within the
container
 Available with the option of 2 Nos. DG sets mounted in back-to-back configuration with
sync panel
 If required, the entire installation can be disconnected, shifted and re-assembled at a
different location within a very short period of time
 All the installation requires is a levelled concrete foundation and not a permanent
building or a structure

Figure 1.1: Sterling Genset

 40 ft and 20 ft containerised DG sets suitable for shipment in as built condition

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  The air intake openings are covered with suitable filters to ensure no entry of dust into the
enclosure along with ventilation air
 Common Rail Direct Injection technology with self diagnostic functions
 Efficient closed loop cooling system does not require frequent top ups and is thus suitable
for operation at higher ambient temperatures
 Designed for continuous operation with longer service intervals
 Lower maintenance cost
 Compact design with high power to weight ratio

Figure 1.2: Diesel Generator

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 CHAPTER - 2

INTRODUCTION OF DIESEL ENGINE

2.1 A diesel generator is the combination of a diesel engine with an electric generator (often
an alternator) to generate electrical energy. This is a specific case of engine-generator. A diesel
compression-ignition engine is usually designed to run on diesel fuel, but some types are adapted
for other liquid fuels or natural gas.

Diesel generating sets are used in places without connection to a power grid, or as emergency
power-supply if the grid fails, as well as for more complex applications such as peak-lopping,
grid support and export to the power grid.

Proper sizing of diesel generators is critical to avoid low-load or a shortage of power. Sizing is
complicated by the characteristics of modern electronics, specifically non-linear loads.

The packaged combination of a diesel engine, a generator and various ancillary devices (such as
base, canopy, sound attenuation, control systems, circuit breakers, jacket water heaters and
starting system) is referred to as a "generating set" or a "genset" for short.

Figure 2.1: Genset Component

Set sizes range from 8 to 30 kW (also 8 to 30 kVA single phase) for homes, small shops and
offices with the larger industrial generators from 8 kW (11 kVA) up to 2,000 kW (2,500 kVA

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three phase) used for large office complexes, factories. A 2,000 kW set can be housed in a 40 ft
(12 m) ISO container with fuel tank, controls, power distribution equipment and all other
equipment needed to operate as a standalone power station or as a standby backup to grid power.
These units, referred to as power modules are gensets on large triple axle trailers weighing
85,000 pounds (38,555 kg) or more. A combination of these modules are used for small power
stations and these may use from one to 20 units per power section and these sections can be
combined to involve hundreds of power modules. In these larger sizes the power module (engine
and generator) are brought to site on trailers separately and are connected together with large
cables and a control cable to form a complete synchronized power plant. A number of options
also exist to tailor specific needs, including control panels for autostart and mains paralleling,
acoustic canopies for fixed or mobile applications, ventilation equipment, fuel supply systems,
exhaust systems, etc. Diesel generators, sometimes as small as 200 kW (250 kVA) are widely
used not only for emergency power, but also many have a secondary function of feeding power
to utility grids either during peak periods, or periods when there is a shortage of large power
generators.

Ships often also employ diesel generators, sometimes not only to provide auxiliary power for
lights, fans, winches etc., but also indirectly for main propulsion. With electric propulsion the
generators can be placed in a convenient position, to allow more cargo to be carried. Electric
drives for ships were developed before World War I. Electric drives were specified in many
warships built during World War II because manufacturing capacity for large reduction gears
was in short supply, compared to capacity for manufacture of electrical equipment. Such
a diesel-electric arrangement is also used in some very large land vehicles such
as railroad locomotives.

2.2 MAIN COMPONENETS OF DIESEL GENERATOR

1. Engine

2. Alternator

3. Fuel System
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 4. Voltage Regulator

5. Cooling and Exhaust Systems

6. Lubrication System

7. Battery Charger

8. Control Panel

9. Main Assembly / Frame

2.3 Let us now see how each part is useful in brief.

2.3.1 Engine: The engine is the most important part of the generator. It is the engine that is
responsible to supply energy to the generator. It is the power of the engine that determines the
capacity of the generator. Every machine contains an engine, which is generally the portion of
the machine that converts the fuel source into usable energy and allows it to move or perform its
mechanical function. For this reason, engines are sometimes called the machine‟s prime mover.
In a generator, the engine uses its fuel source (gasoline, diesel, natural gas, propane, bio-diesel,
water, sewage gas or hydrogen) to create mechanical energy the generator will convert into
electricity. Each generator engine's design aims to create a maximum supply of electrical current
by running on a specific fuel or other power source. Some engines commonly used in the design
of generators include reciprocating engines, steam engines, turbine engines and microturbines.

2.3.2 Alternator: This is the part that produces electrical energy that is sent out as an output.
This electrical energy is produced by the conversion of mechanical energy given by the engine. It
contains Associate in nursing assembly of stationary and moving components sheathed in a very
housing. The elements work along to cause relative movement between the magnetic and
electrical fields that successively generates electricity.

(a) Mechanical device – this is often the stationary element. It contains a group of
electrical conductors wound in coils over Associate in Nursing iron core.

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 (b) Rotor / coil – this is often the moving element that produces a rotating flux in
anybody of the subsequent 3 ways:

(i) By induction – These are referred to as brushless alternators and ar sometimes utilized
in massive generators.

(ii) By permanent magnets – this is often common in tiny generator units.

(iii) By victimization Associate in Nursing exciter – Associate in Nursing exciter could

be a tiny supply of electrical energy (DC) that energizes the rotor through Associate in
Nursing assembly of conducting slip rings and brushes

The rotor generates a moving flux round the mechanical device that induces a voltage distinction
between the windings of the mechanical device. This produces the AC (AC) output of the
generator.

Figure 2.2 : Basic working of genset

2.3.3 Fuel System: This is another important part without which that generator will not be able
to produce the energy that it may need. It is important to make sure that there is enough fuel and

the fuel system is in the proper working condition to pass on the fuel to the other parts.

Generators running on fuel have a system that stores and pumps the appropriate fuel to the
engine. The tank stores enough fuel to power a generator for an equivalent number of hours. The
fuel pipe connects the tank to the engine, and the return pipe connects the engine to the fuel tank

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for return of fuel. The fuel pump moves the fuel from the tank through fuel pipe and to the
engine. A fuel filter filters any debris from the fuel before delivery to the engine. The fuel
injector atomizes the fuel and injects it directly into the combustion chamber of the engine.

Figure 2.3 Fuel tank of genset

2.3.4 Voltage Regulator: As the name suggests, this part is used to regulate the voltage of the
electricity that is given out as the output. It helps in conversion from AC to DC as needed by the
appliances. As the name implies, this element regulates the output voltage of the generator. The
mechanism is delineate below against every element that plays a district within the cyclic method
of voltage regulation.

Figure 2.4: Voltage Regulator

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 (1) Voltage Regulator: Conversion of AC Voltage to DC Current – The transformer takes
up a little portion of the generator‟s output of AC voltage and converts it into DC current.
The transformer then feeds this DC current to a group of secondary windings within the
mechanical device, referred to as exciter windings.

(2) Exciter Windings: Conversion of DC Current to AC Current – The exciter windings

currently perform the same as the first mechanical device windings and generate a little
AC current. The exciter windings are connected to units referred to as rotating rectifiers.

(3) Rotating Rectifiers: Conversion of AC Current to DC Current – These rectify the AC

current generated by the exciter windings and convert it to DC current. This DC current is
fed to the rotor / coil to make Associate in nursing electromagnetic field additionally to
the rotating flux of the rotor / coil.

(4) Rotor / Armature: Conversion of DC Current to AC Voltage – The rotor / coil

currently induces a bigger AC voltage across the windings of the mechanical device that
the generator currently produces as a bigger output AC voltage.

Figure 2.5 Circuit of Voltage Regulator

This cycle continues until the generator begins to supply output voltage resembling its full
operative capability. Because the output of the generator will increase, the transformer produces
less DC current. Once the generator reaches full operative capability, the transformer attains a
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state of equilibrium and produces only enough DC current to take care of the generator‟s output
at full operative level.

When you add a load to a generator, its output voltage dips somewhat. This prompts the
transformer into action and therefore the higher than cycle begins. The cycle continues until the
generator output ramps up to its original full operative capability.

2.3.5 Cooling and Exhaust Systems: The heat generated by the generator after long hours of
working is treated by the cooling system. This system cools down the parts and prevents
overheating. The Exhaust systems are used to give way to all fumes that may be formed due to
the use of diesel and oils inside the machine.

2.3.6 Lubrication System: Since mechanical energy is converted into electrical energy, it is
obvious that a generator is made up of smaller moving parts. The lubrication system manages the
machine in such a way that the parts need not be harmed. The movement of every part is
smoothened with the use of a lubricant.

Since the generator contains moving components in its engine, it needs lubrication to confirm
sturdiness and sleek operations for a protracted amount of your time. The generator‟s engine is
lubricated by oil hold on in a very pump. You must check the extent of grease each eight hours
of generator operation. You must conjointly check for any leakages of lubricator and alter the
grease each five hundred hours of generator operation.

2.3.7 Battery Charger: The performance of a generator is usually started using a battery. Thus,
the battery has to be charged. But, there is a device called the battery charger that automatically
charges the battery that can be used when needed.

The start perform of a generator is battery-operated. The device keeps the generator battery
charged by provision it with a particular „float‟ voltage. If the float voltage is extremely low, the
battery can stay undercharged. If the float voltage is extremely high, it‟ll shorten the lifetime of
the battery. Battery chargers are sometimes fabricated from stainless-steel to forestall corrosion.
They‟re conjointly absolutely automatic and don‟t need any changes to be created or any settings
to be modified. The DC output voltage of the device is ready at a pair of.33 Volts per cell that is

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that the precise float voltage for lead acid batteries. The device has Associate in nursing isolated
DC voltage output that will interfere with the traditional functioning of the generator.

Figure 2.6: Battery charger

2.3.8 Control Panel: This is the most important part among all the others as it is responsible of
controlling every other part that makes a generator. The Engine Control Unit is a part of this
panel that helps in controlling the things related to the engine of the generator. Like this unit,
there are many others that can be performed through this.

Figure 2.7: Control Panel

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  Main Assembly / Frame: This is the structure that holds every necessary part of the
generator together. It can be called as the outer body of the generator and makes sure that
the generator is earthed to avoid serious issues.

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 CHAPTER - 3

MANUFACTURING FACILITIES

3.1 FABRICATION

All sheet metal processing like shearing, bending, punching, etc. carried out on world-class
highly accurate CNC Machines. Sheet metal is directly sourced from the manufacturer to
maintain uniform product quality.

Figure 3.1 : CNC Punching

3.2 BUSBAR ASSEMBLY

High conductivity electrical grade Aluminium/Copper conductor (as specified) is directly

sourced from manufacturers to ensure quality.

All busbars are thoroughly cleaned before panel assembly. Cutting, punching and bending is
done on hydraulic machines to achieve the desired angle and smooth edges.

After cutting & bending, the busbars are covered with heat shrinkable PVC sleeves and passed
through a baking oven with moving bed to shrink fit the sleeves on the burbars .All busbars are
thoroughly cleaned before panel assembly.
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 Figure 3.2: Busbar Sleeving Oven

3.3 SHOT BLASTING

Shot blasting is a method used to clean, strengthen (peen) or polish metal. Shot blasting is a
surface finishing technique that involves rapidly impacting the surface of an object with a
controlled stream of abrasive shot material. The shot used in the majority of shot blasting
processes typically consists of small, spherical pellets available in sizes ranging from one to six
mm in diameter. Smaller shot will provide a smoother, more polished finish, while larger sizes
will produce a rougher finish.

Figure 3.3: Shot Blasting Facility

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3.4 PRETREATMENT

Pretreatment is a process in which the surface of the component to be painted is chemically

cleaned and prepared for the painting operation .Metallic components can be freed from
impurities with proper Pretreatment, using degreasing and derusting solutions, coated with a
protective layer of phosphates and passivated for lasting effects.

They use a 14 tank pre-treatment process to prepare the sheet metal surface for powder coating.
The pre-treatment sequence consists of degreasing, rinsing, derusting, activation, phospating,
passivation and drying. An intermediate water rinse tank is included after each process to avoid
contamination between processes. Titration, to test the bath concentrations and periodic dosing
according to the requirements of each tank is carried out as per pre-determined schedules.

Figure 3.4: Pretreatment Process

The pre-treatment consists of:

1. Knockout Degreasing 8. Activation

2. Degreasing 9. Phosphating

3. Rinsing 10. Rinsing

4. Rinsing 11. Rinsing

5. De-rusting 12. Passivation

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6. Rinsing 13. Dryer - 1

7. Rinsing 14. Dryer - 2

3.4.1 Degreasing - This is basically a metal cleaning process where removal of grease, oil, soils,
lubricants, oxide films, heat treatment scales etc. are taking place before protective
coating. During the manufacturing of any metal based component there is an addition of oil or
grease or light grease .This addition of oil is been done mainly to get a smooth and frictionless
method of mechanical procedure on the components been manufactured. This stage of
Pretreatment Process Helps to remove the oil stains from the machined or manufactured
component.

The higher the stains of oil on the commodity, the more tanks of this stage to be added in the
pretreatment process. To discover a surface finishing free from oil these tanks filled with
degreasing solution play a very important role.

3.4.2 Rinsing - After degreasing a rinsing process is carried out to completely wash out the
degreasing chemical from the metal surface.

3.4.3 Derusting - This process is carried out to remove heavy rust and soil. It is carried out in the
tank using mixed acid at room temperature for about 10-15 minutes. This solution is capable of
arresting the fumes, while reducing the attack and removing the traces of oil.

Before manufacturing of any metallic component or product, the raw material to be used is
normally stocked by large and medium companies. Due to the laying of material one above other
and not been used for long duration stains of rust are been observed on the metal surface. Also
after the product is manufactured completely and before painting there is a stock as per the
requirement of different colours .Thus air and moisture in air tends to create rusty and corrosive
surface on the product, making it unsuitable surface finishing for painting. Derusting stage of the
pretreatment process is bath of chemical to remove the rust and make it free from corrosive
areas, for a better surface finishing.

Once again rinsing is done.

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3.4.4 Activation- After rinsing, the surface of the sheet metal is activated with proper Zn & Mn
phosphate coating at ambient temperature.

3.4.5 Phosphating - Phosphating produces a smooth, compact, uniform zinc-nickel phosphate

coating. It is a room temperature zinc phosphate process. The dip duration is around 20 minutes.

Phosphating stage can be use full only when the above stages are thoroughly used. Once the
surface finishing or surface treatment of the product is done, the phosphate liquid forms a
phosphate coat on the metal surface, which in turn becomes an integral part of the product. This
phosphate coat developed on the metal surface makes the surface more adaptive to the paint to be
sprayed on it.

Again rinsing is done.

3.4.6 Passivation - In order to obtain maximum corrosion resistance over phosphate coatings, it
is necessary to apply a post treatment in order to seal the pores. This is a chromate rinse carried
out at room temperature.

3.4.7 Water Drying - Components are dried in hot air chamber.

After the final process, metal is powder painted within 24 hours. The bath top up, solution
concentration testing in each tank is done as per schedule specified by manufacturer.

3.5 Painting Procedure

Fourteen tank pre-treatment processes are adopted for surface cleaning of all fabricated sheet
metal parts before powder coating .This surface treatment process is being adopted for all the
sheet metal components made up of sheet thickness up to 3mm. For components above 3mm or
readymade rolled sections, shot blasting is carried out for surface cleaning.

All the fabricated parts are painted with polyester based powder for long lasting corrosion free
life. Powder coating booth is equipped with reciprocator for uniform coating of the surface. The
coated components then go into the oven for baking on an automated conveyor system at a pre-
set temperature and speed to get the optimum desired finish.
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The powder coating process is very similar to a painting process except that the “paint” is a dry
powder rather than a liquid. The powder sticks to the parts due to electrostatic charging of the
powder and grounding of the parts. Any substrate can be used that can tolerate the heat of curing
the powder and that can be electrically grounded to enhance charged particle attachment. The
powder flows and cures during the application of heat.

Figure 3.5: Powder Coating Plant

For best results in powder coating, we ensure:

Oven calibration at regular intervals & continuous temperature monitoring to ensure consistent
curing.

Pre-Treatment bath made up from Pre-Treated ground water through our in-house RO plant.

Independent paint laboratory to monitor pre-treatment and paint process

Following major tests

Scratch test

Cupping & impact test

Salt spray test for corrosion resistance

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3.6 DESIGN ENGINEERING

We have an expert group of engineers who anticipate the customer requirements and reengineer
our products to provide customized and integrated solutions. They have been instrumental in
constantly improving the quality and performance of our products in the field.

 Sterling Generators engineering team uses the latest software‟s like Creo, Autodesk
AutoCAD, Inventor, MathCAD, etc
 Dedicated product development and engineering team for new product design,
development and testing.
 Effective design review and validation is used from the beginning to ensure proper
material selection, right application environment, uninterrupted and efficient duty cycles
and excellent life expectancy.

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 CHAPTER – 4

QUALITY MANAGEMENT

4.1 INSPECTION & TESTING

PURPOSE - To establish and maintain a system for inspection & testing activities in order to
verify that the final product as well as assembly components has met the specified & agreed
customer requirements.

SCOPE - This quality system procedure is applicable to all products received & produced by the
company. It includes inspection & testing at receiving stage, in process & final inspection.

PROCEDURE FOR INCOMING INSPECTION & TESTING:

 Incoming material are held in receiving area prior to inspection & testing.
 Quality & description of received goods are verified against Quality Plan.
 Discrepancy in quantity and specification are reported to purchase department.
 Records of Inspection & tests are retained.
 Received products not confirming to product specification to be recorded as
nonconformity report.
 Received products which meet specified requirements are accepted and transferred to
store.
 Non-confirming products are identified with red stickers/tags.
 Rejected products are sent back to suppliers & a relevant noting is made on replacement
challan.

PROCEDURE FOR IN-PROCESS INSPECTION:

 Work in progress undergoes inspection and testing as per Quality Plan.

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  Components which satisfactorily passed stage inspection, are cleared for further
processing.
 Upon unsatisfactory inspection and test results, all related products are put under
rework/rejection with proper identification.

PROCEDURE FOR FINAL INSPECTION & TESTING:

 All finished products are inspected & tested in accordance with Quality Plan and results
are recorded.
 Finished products, which meet specified requirements, are authorized and marked
appropriately as Q.C OK.
 The product which do not pass the tests, are placed under rejection/modification with
proper identification.
 Upon successful clearance of QC checks customer is informed about the readiness of the
products for final inspection.

4.2 Quality Standards

Emphasis on strict quality standards, constant updating and impvrovement in systems,

ensure that customers receive the best product. Quality management is integrated into
manufacturing processes to achieve consistency and reliability.

ISO 9001 : 2008

DIN EN ISO 14001 : 2009

BS OHSAS 18001 : 2007

4.3 Worldwide Emission Standards

Sustainable development strategy promotes the reduction of carbon footprint and
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emissions, water consumption, while improving efficiency and supporting local
communities in their sustenance by bringing up their standards of living.

4.4 ISO 9001: 2008

ISO 9001:2008 in essence re-narrates ISO 9001:2000. The 2008 version only introduced
clarifications to the existing requirements of ISO 9001:2000 and some changes intended to
improve consistency with ISO 14001:2004. There were no new requirements. For example, in
ISO 9001:2008, a quality management system being upgraded just needs to be checked to see if
it is following the clarifications introduced in the amended version.

ISO 9001 is supplemented directly by two other standards of the family:

 ISO 9000:2005 "Quality management systems. Fundamentals and vocabulary"

 ISO 9004:2009 "Managing for the sustained success of an organization. A quality

management approach"

ISO 9001:2008 specifies requirements for a quality management system where an organization

 needs to demonstrate its ability to consistently provide product that meets customer and
applicable statutory and regulatory requirements, and

 Aims to enhance customer satisfaction through the effective application of the system,
including processes for continual improvement of the system and the assurance of
conformity to customer and applicable statutory and regulatory requirements.

All requirements of ISO 9001:2008 are generic and are intended to be applicable to all
organizations, regardless of type, size and product provided.

Where any requirement(s) of ISO 9001:2008 cannot be applied due to the nature of an
organization and its product, this can be considered for exclusion.

Where exclusions are made, claims of conformity to ISO 9001:2008 are not acceptable unless
these exclusions are limited to requirements within Clause 7, and such exclusions do not affect
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the organization's ability, or responsibility, to provide product that meets customer and
applicable statutory and regulatory requirements.

4.5 DIN EN ISO 14001 : 2009

ISO 14001 defines criteria for an EMS. It does not state requirements for environmental
performance but rather maps out a framework that a company or organization can follow to set
up an effective EMS. It can be used by any organization that wants to improve resource
efficiency, reduce waste, and reduce costs. Using ISO 14001 can provide assurance to company
management and employees as well as external stakeholders that environmental impact is being
measured and improved. ISO 14001 can also be integrated with other management functions and
assists companies in meeting their environmental and economic goals.

ISO 14001, like other ISO 14000 standards, is voluntary, with its main aim to assist companies
in continually improving their environmental performance and complying with any applicable
legislation. The organization sets its own targets and performance measures, and the standard
highlights what an organization needs to do to meet those goals, and to monitor and measure the
situation. The standard does not focus on measures and goals of environmental performance, but
of the organization. The standard can be applied to a variety of levels in the business, from the
organizational level down to the product and service level.

ISO 14001 is known as a generic management system standard, meaning that it is relevant to any
organization seeking to improve and manage resources more effectively. This includes:

 single-site to large multi-national companies

 high-risk companies to low-risk service organizations
 the manufacturing, process, and service industries, including local governments
 all industry sectors, including public and private sectors
 original equipment manufacturers and their suppliers

Basic principles and methodology

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 Figure 4.1: The PDCA cycle

The basic principles of ISO 14001 are based on the well-known Plan-Do-Check-Act (PDCA)
cycle.

Plan: Establish objectives and processes required

Prior to implementing ISO 14001, an initial review or gap analysis of the organization's
processes and products is recommended, to assist in identifying all elements of the current
operation and, if possible, future operations that may interact with the environment termed
"environmental aspects." Environmental aspects can include both direct, such as those used
during manufacturing, and indirect, such as raw materials. This review assists the organization in
establishing their environmental objectives, goals, and targets (which should ideally be
measurable); helps with the development of control and management procedures and processes;
and serves to highlight any relevant legal requirement, which can then be built into the policy.

Do: Implement the processes

During this stage, the organization identifies the resources required and works out those
members of the organization responsible for the EMS' implementation and control. This includes
establishing procedures and processes, although only one documented procedure is specifically
related to operational control. Other procedures are required to foster better management control
over elements such as documentation control, emergency preparedness and response, and the
education of employees, to ensure that they can competently implement the necessary processes
and record results. Communication and participation across all levels of the organization,
especially top management, is a vital part of the implementation phase, with the effectiveness of
the EMS being dependent on active involvement from all employees.

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Check: Measure and monitor the processes and report results

During the "check" stage, performance is monitored and periodically measured to ensure that the
organization's environmental targets and objectives are being met. In addition, internal audits are
conducted at planned intervals to ascertain whether the EMS meets the user's expectations and
whether the processes and procedures are being adequately maintained and monitored.

Act: Take action to improve performance of EMS based on results

After the checking stage, a management review is conducted to ensure that the objectives of the
EMS are being met, the extent to which they are being met, and that communications are being
appropriately managed. Additionally, the review evaluates changing circumstances, such as legal
requirements, in order to make recommendations for further improvement of the system. These
recommendations are incorporated through continual improvement: plans are renewed or new
plans are made, and the EMS moves forward.

European versions

The EN designation of the actual version of ISO 14001 indicates that the standard issued by ISO
has been adopted by the European Committee for Standardization (CEN) as a European standard
(EN). All members of CEN are then obliged to adopt this standard in an unaltered form.
The current German DIN EN ISO 14001:2009-11 standards was published in November 2009.

4.6 BS OHSAS 18001: 2007

OHSAS 18001, Occupational Health and Safety Assessment Series, (officially BS OHSAS
18001) is an internationally applied British Standard for occupational health and
safety management systems. It exists to help all kinds of organizations put in place
demonstrably sound occupational health and safety performance. It is a widely
recognised and popular occupational health and safety management system.

ISO 45001, which is based in part on OHSAS 18001, was published in March 2018 and is
anticipated by the International Organization for Standardization to replace OHSAS 18001
over three years BS ISO 45001 was adopted as a replacement for BS OHSAS 18001 in
the United Kingdom in March 2018.
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 Figure 4.2 Certificate of conformity to OHSAS 18001:2007

BS OHSAS 18001 specifies requirements for an OH&S management system to help an

organization develop and implement a policy and objectives, which take into account
legal requirements and information about OH&S risks. It applies to all types and sizes of
organizations and accommodates diverse geographical, cultural and social conditions.

OHSAS 18001 can be aligned with existing ISO 9001 and ISO 14001 management
systems. Historically many organizations start with the quality management system ISO
9001, then add the environment management requirements from ISO 14001. Many
organizations now look at implementing all three standards at once which can minimize
costs and disruption. The standards can be integrated using a standard such as BSI‟s PAS

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 CHAPTER – 5
PROJECT STUDY

5.1 INTRODUCTION

The Research on DG market carried out on different segment, manufacturing, retail, reality,
institute, infrastructure, hospitality & health care at northern and eastern Odisha. This helps to
extract the market position of the DG companies, those are dominating over Odisha. The study
also interprets the service satisfaction, marketing strategy of the top dominating company. The
research helps the company to know the position holding in market and to determine the future
goal plan considering all their opportunities and customer preference of product.

5.1.1 OBJECTIVE OF THE STUDY

A comparative study on “Consumer behavior for Sterling Generators Pvt. Ltd. In India”

5.1.2 PURPOSE OF THE STUDY

 Evaluation of market share on their product, 10 kVA and onwards in Odisha.

 Reason behind customer preference for top brand.
 Measurement of customer satisfaction vis-à-vis DG set performance.
 Room for product improvement.
 Advertisement /creation of Brand awareness
 To study the pre purchase, during purchase post purchase behaviour.
 To have field practical knowledge.
 Art to know how to handle customers
 To gain some experience in marketing

5.2 CONSUMER BEHAVIOUR: A theoretical review

5.2.1 INTRODUCTION:

All of us are consumers. We consume things of daily use; we also consume and buy these
products according to our needs, preferences and buying power. These can be consumable goods,

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durable goods, speciality goods or industrial goods. What we buy, how we buy, where and when
we buy, in how much quantity we buy depends on our perception, self concept, social and
cultural background and our age and family cycle, our attitudes, beliefs values, motivation,
personality, social class and many other factors that are both internal and external to us. While
buying, we also consider whether to buy or not to buy and, from which source or seller to buy. In
some societies there is a lot of affluence and, these societies can afford to buy in greater
quantities and at shorter intervals. In poor societies, the consumer can barely meet his barest
needs.

The marketers therefore try to understand the needs of different consumers and having
understood his different behaviors which require an in-depth study of their internal and external
environment, they formulate their plans for marketing.

5.2.2 Consumer Behaviour:

One thing is very common that we all are consumer; everybody in this world is a consumer.
Everything we buying are consuming Varity of goods and services. However we all have
different tastes, likes and dislikes and adopt different behaviour patterns while making purchases
decisions. Each consumer is unique and uniqueness is reflected in the consumption behaviour
and patterns and processes of purchases. The study of consumer behaviour provides us with
reasons, why the consumption behaviour differs from one another in buying and using product
and services.

To Philip Kotler, “Consumer buying behaviour refers to the buying behaviour of final consumer
individuals and households who buy goods and services for personal consumptions”

To Schiffiman and Konuk, “Consumer behaviour encompasses all the behaviour that consumers
displays in searching for, purchasing, using, evaluating and disposing of products and services
that they except will satisfy their need”

To Batra & Kazmi, “consumer behaviour refers to the mental and emotional process and the
observable behaviour consumers during searching, purchasing and post consumption of a
product or service”

The study of consumer behaviour is the study of how individuals make decisions to spend their
available resources (Time, Money, and Effort) on consumption related items. It includes the

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study of what they buy, why they buy it, when they buy it, where they buy it, how often they buy
it and how often they use it.

5.2.3 History of Consumer Behaviour

The study of consumer behaviour was given due place in the microeconomic theory and
attracted the attention of economists. However at the time it was purely a part of economic
theory, viewing the behaviour of the consumer as a simple result of economic compulsion. Most
of the theories were developed on such analysis with the underlying assumption; consumer
behaviour is a uni-disciplinary economic activity.

By the later part of 20th century as marketing become more important activity, marketers were
seeking answer of the many questions they had how their consumers behaved.

 Why certain products accept better acceptance than others.

 Why even identical placed products had different receptions by the consumer

5.2.4 Consumer Mind – A Black box

The marketer provides stimuli but he is uncertain of the buyer‟s response. The stimulus is a
combination of product, brand name, colour, style packaging, intangible services, merchandising,
shelf display, advertising, distribution, publicity and so forth. Today customer is being greatly
influenced by media especially electronics, Technological development in the field of
information. Clearly the internet has today forced the customer learning and shopping behaviour.
Multiple television channels are also shaping customers value. The customer is aware than ever
before of rights and choices available to him/her

I. Nature of Consumer Behaviour

Consumer behaviour is the subset of human behaviour and it is the function of the individual
involved. This can be presented nicely in below picture.

1. CB is Person Specific: in our daily experience we come across many decision like
purchasing food item, soft drink, bathing soap. We prefer individually television
programme telecasts on alternative channels. It is true that we take more or less time in
taking those decisions. In other words we take more or less time in evaluating a product
or service before we purchase. And while purchasing, we show a unique typical

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 behaviour. Therefore the purchase behaviour of an individual differs from others and it is
unique to him.
2. CB is Product Specific: we not only differ from other customers, but the purchase
behaviour of us is differing with product to product or product category to another.
Suppose you have selected LG Colour Television of 21 inch by spending almost one
hour, but you might spend more in selecting a LG Plasma Television and your evaluating
criteria may certainly change when your are suppose to purchase a Videocon washing
machine.
3. CB is Situation Specific: our purchasing and consumption behaviour for the same product
will differ depending on the situation where we are operating. For example our
consumption of sweet is more during festive days and almost we don‟t prefer non-
vegetable items, so our consumption behaviour on festive days is different from the
ordinary days.
4. CB is an Inter-disciplinary Science: As consumer behaviour is a subset of human
behaviour, so all behavioural sciences play important role. It borrows heavily from
concepts developed in other fields such as psychology (study of individual), sociology
(study of groups), and social psychology (study of how an individual operates in
groups),-anthropology (the influence of society on the individual) and economies (the
study of behaviour of people in product, distribution and consumption of goods and
services).
5. CB is Complex Process: consumer behaviour is really a complex process because what
sort of thinking goes in the mind of the customer is not known to all, difficult to predict.
Moreover it is influenced by several internal and external factors, that is why it is difficult
to understand.

II. Scope of Consumer Behaviour

The scope of a subject refers to everything that is studied as part of that subject. When we set out
to explain the scope of consumer behaviour we need to refer to all that which forms part of
consumer behaviour. The scope of consumer behaviour covers all the answer the following
questions, which are very often raised during consumer decision making process.

• What they buy?

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 • Why they buy?

• When they buy?

• Where they buy it?

• How often they buy it?

• How do they buy it?

To define the scope of a subject it is important to set limit or a framework within which it
shall be studied. Side figure presents one such framework for studying consumer behaviour. This
framework is made up of three main sections. The study of all these three sections constitutes the
scope of consumer behaviour.

Section 1: The Decision Process as represented by the inner-most circle. The decision process
includes five stages as problem recognition, information search, and evaluation of alternatives,
purchase decision and post purchase behaviour.

Section 2: The Individual Determinants the individual determinants on the middle Circle, it
include all the psychological factors like perception, motivation, attitude, personality and
learning. All these psychological factors are internal in nature, influence the decision making
process.

Section 3: The External Environment the external environment which is represented by the outer
circle, it includes cultural and sub-cultural influence, family influence, social group influence,
social class influence, personal influence. All these factors are external in nature, influences the
decision making process.

III. Consumer Decision Making

Everyday each of us makes numerous decisions concerning every aspect of our daily lives. In
most general terms a decisions is the selection of an opinion from two or more alternatives from
which to choose and is literally forced to make a particular purchase. Freedom often is expressed
in terms of wide range of product choices. There are four views of Consumer Decision Making.
The term “Model of man” refers to a general perspective held by significant no. of people
concerning how and why, individuals behave.

Consumer related models of man…

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 1. Economic Man

2. Passive Man

3. Cognitive Man

4. Emotional Man

1. Economic man

In the field of theoretical economics, which portrays a world of perfect competition, the
consumer often is characterized as an Economic Man that‟s, one makes rational or (balanced)
decisions. To behave rationally in the economic sense, a consumer would have to be aware of all
available product alternatives, would have to be capable of correctly ranking each alternative in
terms of its benefits and disadvantages, and would have to be able to identify the one best
alternative. However, consumers rarely have enough information, or sufficiently accurate
information, or even adequate degree of involvement or motivation to make perfect decision.

It is unrealistic coz of 4 reasons:

> People are limited by their existing skills, habits and reflexes;

> People are limited by their existing values and goals;

> People are limited by the extent of their knowledge.

2. Passive man

It‟s quite opposite to the economic model of man- the passive model. This depicts the consumer
as basically submissive to the self-serving interests and promotional efforts of marketers.
Consumers are perceived as impulsive and irrational purchaser.

The principal limitations of a passive model is that it fails to recognize that the consumer plays
an equal, if not dominant, role in many buying situations by seeking information about product
alternatives and selecting the product that appears to offer the greatest satisfaction.

3. Cognitive man

It portrays the consumer as a thinking problem solver within this frame work consumers
frequently pictured as either receptive or actively seeking products and services that fulfills their
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needs and to enrich their lives. This model focuses on the processes by which consumers seek
and evaluate information about selected brands and retail outlets.

Here, consumers may be viewed as information processing systems. Information processing

leads to the formation of preferences and ultimately to purchase intentions. Consumers also may
use a preference formation strategy in which they allow another person-a trusted friend or an
expert to establish preferences for them.

4. Emotional man

Each of us is likely to associate deep feelings or emotions (joy, fear, love, hope)-when it comes
to certain purchases or possessions. These feelings or emotions are likely to be highly involving.

E.g. A person who misplaces a favorite pen might go to any extent to look for it despite the fact
that he/she has number of other pen.

When a consumer makes what is basically an emotional purchase decision, less emphasis is
placed on the search for pre purchasing information, more emphasis is placed on current mood or
feeling.

E.g. many consumers buy designer-label clothing not because they look great but because status
labels make them feel better.

Mood appears to be important to consumer decision making because it impacts on when

consumer shop, where they shop, and whether they shop alone or with others. It also likely
influence how the consumer responds to actual shopping environment

In general individuals in a positive mood recall more information about a product than those in a
negative mood.

E.g. Through background music, point of purchase displays

5.3 RESEARCH METHODOLOGY

5.3.1 DATA SOURCES

 Primary Data
It is collected through administering questionnaire and structured direct and telephonic

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 interview with the Purchase Department or technical Dept of the various organizations
existing at Orissa.
 Secondary Data
It is obtained through survey of various local Business Journals, Internet and previous
study conducted by Company for this product category in this region.

5.3.2 SAMPLING TECHNIQUE

The sampling technique used for the research work is random Sampling Universe:25,000. The
universe for the research consists of all organization under different segment such as
manufacturing, reality, hospitality, health care, retails and institute located at Orissa.

Sample size: 180

Table 5.1: Sample size area wise

Jagatsinghpur -16

Kendrapara - 42

Bhadrak - 46

Baripada -19

Balasore - 57

5.3.3 DATA COLLECTION STAGE

 Questionnaire Survey
As the name suggests this is a method of data collection by obtaining responses and data
from respondents through Questionnaire
 Telephonic Interview
This is a type of interview that in which all interaction and information collection is done
on telephone.
 Direct Interview
It is a form of unstructured direct interview where the interviewer is given only general
instructions on the type of information desired. The basic purpose is to unearth the
Sensitive and accurate issues involved in a particular problem.
 Pre-testing and Pilot-testing
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 It was pre-examined to avoid any vague questions before implementing the questionnaire
in the field and to see the effectiveness was conducted. That is why a pilot survey was
conducted with 10 people at BBSR.

5.3.4 DATA ANALYSIS STAGE

 Rank Scores
In this method we allocate weights to the ranking given to various attributes. The sum of
the products of the various frequencies and their respective weights gives the rank score
of the various attributes.
 End Use Method
The projection for demand is done through the end use method where the consumption
for various companies, increase in consumption is taken and it is projected with respect to
previous total consumption as percentage of demand covered.
 Percentage calculation method

Through this method we determined the total result for determining market share.

5.3.5 DATA INTERPRETATION STAGE

 Frequency Distribution
Frequency in simple terms shows the number of times a given variable appears in a given
set of data. A distribution of the different variables in a given data set is called a
frequency distribution.
 Visual Perception Analysis
This is a mathematical tool used in marketing research to quantify qualitative data about
brands and how people perceive the brands. The analysis compares the brands relatively
on the basis of mean score of the attributes of each brand taken separately.

5.4 DATA ANALYSIS

ANALYSIS OF CUSTOMER SURVEY

The brief report analysis is about power back up to industrial and non-industrial segment users
looking into the power crunch position of our country. The power back up by DG has become
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very essential and vital which ultimately resulted to establish a „Hot Cake‟ of business in the DG
market .Various companies have come forward to take the „Hot cake‟ share in the DG market.
Among all the players few prominent market leaders are KIRLOSKAR, CATTERPILLER,
JAKSON, GREAVES, MAHINDRA, and ASHOK LEYLAND, JAYCEE & COOPER.

They are providing dg set as per the market Demand. They are covering on Manufacturing
sector, Hospitality, Health care, Reality, Institutes, Retail and infrastructure also. As per the
consumer division DG user & Non-DG User the analysis is picturised below.

5.4.1 Business sectors

80
70
60
50
40
70
30 56
20 44 No of Client
10
0 1 2 4 1 2

Figure 5.1 Client in business sectors

Analysis:

1. In my survey I have visited total 180 clients.

2. Out of total 44 clients belong to hospitality (e.g: Lodge, hotel, restaurant, mandap).

3. 70 clients belong to manufacturing (e.g: rice mill, food processing mill, fly ash bricks, ice
factory, alloys industry, blue industries, etc).

4. 4 clients belongs belong to reality.

5. 56 clients belong to retail (e.g.: filling station, jewellery, mall, etc.).

6. 2 clients belong to infrastructure, 4 clients belong to educational institute.

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 7. 1 client belongs to healthcare.

8. 2 clients belong to other segment like DG set repairing shop.

Findings:

1. In my research I found that real estate manufacturing, retail & marriage mandap sectors
are in growth stage.

2. So Sterling has to convenient its products to them by which the company can be maximize
his market share.

3. The clients filling station have a perception that DG set consume more fuel. They would
like to install solar system.

4. 4 clients is already aware about Sterling Solar. They suggested me to send our one of the
marketing personnel to contact them.

5.4.2 User & non user

39%
User

61%
Non
User

Figure 5.2: User & non user

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 90.00%
78.94%
80.00%
70.17%
70.00% 66.67% 67.39%

60.00% 56.25%
Kendrapara
50.00% 43.75% Bhadrak
40.00% 33.33% Balasore
32.60%
29.82%
30.00% Baripada
21.05%
20.00% Jagatsirghpur

10.00%

0.00%
User Non User

Figure 5.3: User & non user in different areas

Analysis:

1. In this survey I got to know that out of 180 clients 61% are users and 39% are non users.
2. Out of total 109 users using 119 DG sets.
3. In Kendrapara 14 are the existing user and 28 respondents are non users.
4. In Bhadrak 31 respondents are existing users and 15 respondents are non users.
5. In Balasore 40 respondents are existing users and 17 respondents are non users.
6. In Baripada 15 respondents are existing users and 4 respondents are non users.
7. In Jagatsinghpur 9 respondents are existing users and 7 respondents are non users.

Findings:

1. In my research I got to know that the rice mills in Kendrapara are not using DG set.
2. Because they have a perception that if they would use DG set then their expenses would
be maximized and profit would be minimized.
3. The customers who belong to Pattamundai, Rajnagar & Chandabali are interested to use
DG set. Because they critically affected by power back. 3.

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5.4.3 Competitors Analysis

2%
1%
2%
5%
Kirloskar
4% Jakson
Mahindra
18% Ashok Leyland
Jayeee
60% Greaves
8% Sterling
Others

Figure 5.4: Competitors Analysis

Analysis:

1. From this survey I got to know that out of total 60% are using Kirloskar, 8% use Jakson,
18% use Mahindra, 4% use Ashok Leyland, 2% use Greaves and Jaycee, 1% use Sterling
& rest 5% use other brands.

Findings:

1. Kirloskar has more market share because it circulates the dealership channel at every
town areas.
2. I found that a large no. of Mahindra users at Bhadrak because of its quick service.

5.4.4 Requirement

33.33% Yes
66.67% No

Figure 5.5: Requirement of DG set

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Analysis:

1. In my survey I found that 33.33% clients have requirement & 66.67% clients have no
requirement of DG set out of total 180 clients.
2. The reason for no requirement is that the power failures don‟t happen in their business.

Findings:

1. In my survey period I found that most of the clients from manufacturing sector would
give priority to the quality than service.
2. In retail or hospitality the client want some price negotiation mostly.
3. I also got to know that Kirloskar, Mahindra and recently Jakson tie up with IOCL, HP &
Bharat petroleum to provide their DG set with a subsidized rate.

5.4.5 Effect of power back up

24%
Normal
44%
Critical

32%

Figure 5.6: Effect of power back up

Analysis:

1. From the above pie chart it denotes that out of total 180 clients 44% of them are critically
affected by power back up, 32% of them are normally affected & 24% of them don‟t
affected by power back up.
2. Out of 44% area 26 belong to Kendrapara, 24 belong to Bhadrak, 29 belong to Balasore,
3 belong to Baripada & none of them belong to Jagatsinghpur.

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 3. Out of 32% area 16 belong to Kendrapara, 17 belong to Bhadrak, 15 belong to Balasore,
8 belong to Baripada & none of them belong to Jagatsinghpur.
4. Out of 24% area none of them belong to Kendrapara, 5 belong to Bhadrak, 13 belong to
Balasore, 8 belong to Baripada & 16 belong to Jagatsinghpur.

Findings:

1. In critically affected power failure areas would have more requirement of DG set.
2. If Sterling generators would aware more about the products & make convenience to these
areas then it would be maximize the market stake.
3. Power failures not occur in Paradeep because it is a industrial area.

5.4.6 Device using at the time of power backup

15%
36% No Issues
UPS
Invertor
49%

Figure 5.7: Device using at the time of power backup

Analysis:

From the above figure it denote that out of 180 clients 49% use UPS, 15% use inverter &
rest 36% do not use any device at the time of power back up.

Findings:

1. I got to know that mostly manufacturing & infrastructure sectors are not using other
device except DG set at the time of power back up
2. The segment belongs to retail (E.g.: Jewellery, Garment shop, personal house hold, etc).

5.4.7 Basis of purchase for existing users

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 20%
Service
Price
58% 22%
Quality

Figure 5.8 Basis of purchase for existing users

Analysis:

From the above figure I got to know that out of total 109 users 58% of them have
purchased on the basis of quality, 22% of them on the basis of price and rest 20% have
purchased on the service.

Findings:

1. In my survey 40% of total clients perceived to use sterling generators because of the 14
tank surface treatment which would be increase the durability of the canopy in coastal
areas.
2. Those have the requirement some of them perceived good for our comparative price.

5.4.8 Performance of the DG set for existing users

9%

42% Poor
Average
Good
49%

Figure 5.9: Performance of the DG set for existing users

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 Analysis:

In my research I got to know that out of total 109 existing users 49% of them perceive
average, 42% of them perceive good and 9% perceive as poor for their existing DG set.

Findings:

In Bhadrak I got to know that most of the customers of Mahindra Powerol are perceived
good by the performance of their existing DG set.

5.4.9 After Sale Service

6%

Poor
47%
Average
47% Good

Figure 5.10: After Sale Service

Analysis:
During my research I have founded that all the competitors of Sterling DG, 47% of the
customers are satisfied by the after sales service given by them and 47% are averagely
satisfied and 6% are not satisfied.
Findings:
Most of the clients those have a requirement they perceived to use Sterling generators in
the more service period. The companies have to deliver instant service and fast claim
settlement so that the level of satisfaction can grow.

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 CHAPTER – 6

CONCLUSION

I was given the opportunity to do my project in Sterling Generators pvt. Ltd., which is the
largest company in India and it has Asia‟s largest manufacturing plant at Union Territory of
Silvassa, India.

To conclude this project report, it can be said that the company holds a good market share and is
managing well, even when there is cut throat competition in the market. The study reveals that
the company has entered into the technical collaboration with many international firms through
acquisitions. With the increasing competition, company is providing the large rating of DG set
with best quality canopy and improved their performance in services and provide prompt after
sales services. The study on, the factors affecting the marketing environment of the company
also helped in knowing the impact on economic, political, social & technological aspects of the
firm.

Overall, it was a great experience to work with such a company who has an excellent marketing
strategies and ideal sales/marketing network.

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6.1 RECOMENDATION
As the customer are not being aware about the industrial product, so most of the below the line
(BTL) activities should be done.

 The company should arrange an event regarding awareness of its product inviting its
entire potential customer.
 It should open a Dealer outlet in northern Odisha.
 It should emphasize more on marketing rather than sales.
 During purchase our company should emphasize more on reduction cost of shipping &
installation.
 Regular follow up is required to all the potential customers.
 I got to know that our company is very good at after sale service. If it would introduce
any warranty extension scheme then it would capture more potential clients.
 Company should be familiar with the local DG Set repairing mechanics to maximize the
sales.
 Our company should introduce new design of stylish canopy to attract the retail malls and
those who would like to install in front of their organization.
 In certain period if our company gives some reduction on EMI then it would be
maximizing his sales.

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 APPENDIX

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 REFERENCES & BIBLIOGRAPHY

1. Consumer behavior by Satish K. Batra & S.H.H. Kazmi

2. Consumer behavior note by Prof. Debabrata Dash
3. www.wikipedia.com
4. www.google.co.in
5. www.sterlinggenerators.com

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