Kel Os

ORGANIZATION STUDY AT KEL LTD
CHAPTER-1
INTRODUCTION
IMK, ALAPPUZHA Page 1

INTRODUCTION
KERALA ELECTRICAL AND ALLIED ENGINEERING COMPANY
LIMITED (KEL) Mamala Unit has a vital share in manufacturing the “Distribution
Transformers” in the market. The electricity is an inevitable factor in the modern
world. The distribution transformers help to improve the voltage capacity when the
electricity is being distributed. KEL produces these distribution transformers for
various electricity boards all over India. KEL has secured 70% of the market in
Kerala alone. With foreign collaboration, KEL facilitates the modern technology for
producing high quality transformers.
The KEL Mamala Unit has two production divisions, namely, Transformer
Division and Structural Division.
The transformer division has been manufacturing the distribution and medium
power transformers. KEL is the largest manufacturers of distribution transformers.
The capacity of distribution and medium power transformers is up to 3000 KVA, 33
KV class with an annual production capacity of 600000 KVA. National Test House,
various State Electricity Boards and Power Corporations in India have approved the
transformers.
Structural division is the manufacturers of fabricated hydraulic control gates

and hoists. Design fabrication and commissioning of hydraulic gates, hoists and
controlling equipment for power and irrigation projects, pressure vessels and other
industrial structures are manufactured by structural division of KEL Mamala. The
main clients are Indian Railways, Dam projects etc. The concerned clients have
inspected these products.
An organization study is a study which gains knowledge about the overall

working of an organization. An organization study is manly conducted to understand
the various activities, departmental structure, functions, previous performance, future
plans…etc. In an organization study data can be collected through interview, previous
records, and direct observation of organization …etc.
An organizational study involves the study of the structure and functioning of

its departments. Organizing is one of the important functions of Management. Almost
all the organizations are different but they have certain common features. All are
collection of people, linked together by formal and informal relationships. They have
hierarchical orders that are engaged in co-operative activities and they all have
identical boundaries. So the study of people in organization is important for future
managers. Structure of an organisation is very important for its functioning and
growth. It provides the basic frame work for its progress and expansion. For future

managers it is imperative to study the organisational structure and functioning of

successful organisations so that they as future managers may guide organisations
towards success and profitable functioning
1.1 OBJECTIVES OF THE STUDY

 To have an idea about the organizational structure and its levels followed in
KEL.
 To gain practical knowledge of the systems and procedures of various
departments in the organization.
 To enable to create good relation between officials.
 To know about the quality system prevailing.
 To know about the product and process.
 To have an exposure of the work environment.
 To identify the theory and practical difference in process of an organization.
 To understand how information is used by the organization for decision
making at different levels.
1.2 SCOPE OF THE STUDY

The study is thoro ughly focused on the Organizational performance and
understanding about almost all activities of different departments of KEL, the
authority responsibility relation and making a clear awareness about the overall
environment of organization.
The study gives a clear cut picture regarding the customer‟s response in
purchasing transformers. The company is very much capable to understand their
expectation and needs also.
1.3 METHODOLOGY USED

The entire study is based on two types of data provided by the company and
they are mainly:
1. Primary data and

2. Secondary data

Primary data is obtained through direct observation and direct interview

method. The data is collected through the following sources:
Observation
By observing the general environment and day to day operations of the
company, many data related to the company were collected.
Interview
Another method used for collecting the primary data is personal interview with
the managers and other staff of different departments.
The secondary data is obtained from the sources like:

 Company Annual Reports
 Company Manuals
 Company Records
 Websites
 Previous Reports
 Magazines etc
1.4 CHAPTERISATION
Cauterization is done on the basis of grouping of activities of various

departments of the organization. The entire project report is divided into seven
chapters as described below:
CHAPTER 1
The first chapter is the introductory chapter and includes the objectives of
the study, scope of the study, methodology, limitations of the study and chapter
scheme.
CHAPTER 2
The second chapter is about the industrial profile. This chapter include the
world, Indian, and state scenario of the industry.

CHAPTER 3
The third chapter is about the Company profile and it includes business
history, competitors, company vision and mission, product profile and organisation
structure.
CHAPTER 4
The fourth chapter describes departmental details and this chapter includes
each Department‟s Structure, Functions, Procedures and Policies and Programmes.
CHAPTER 5
The fifth chapter includes the strength, Weakness, opportunities and Threat
of the company.
CHAPTER 6
Porter's five forces include - three forces from 'horizontal' competition:

threat of substitute products, the threat of established rivals, and the threat of new
entrants; and two forces from 'vertical' competition: the bargaining power of suppliers
and the bargaining power of customers.
CHAPTER 7
The seventh chapter carries the findings and suggestions of the

organizational study conducted at Kerala Electricals and Allied Engineering Company
Ltd.
CHAPTER 8
It also include conclusion, and bibliography
1.5 LIMITATIONS OF THE STUDY
More attention has been taken for analysis but they are subjected to
certain limitations also. The main limitations of the study are
 The time of the study is one of the major limitations. It has only two weeks,
which was not sufficient in Study deeply.

 Some of the confidential company files were not shown.

 Accuracy of data.
 One of the constraints of this study is non-availability of certain information.
 Lack of co-operation from certain department due to their work load.

CHAPTER-2
INDUSTRY PROFILE

Power is a critical infrastructure on which the socio economic development of

the country depends. Recognizing that electricity is one of the key drivers for rapid
economic growth and poverty alleviation, after independence Indian government has
decided to bring all new power generation, transmission and distribution in rural and
urban centre under the purview of state and central government agencies. Accordingly
State Electricity Boards were formed in all states. Today SEB‟s are the major
constituents of the power sector.
The commercial and industrial distribution transformers market offers a still

developing case study in the informal collaborative model for a national market
transformation initiative. Despite this large economy wide savings opportunity
relatively little attention has been paid to commercial and industrial transformer
efficiency. For new facilities, expansion or renovation of existing facilities or the rare
transformer failure, choices exist which can provide substantial cost- effective energy
savings. By choosing energy efficient transformers, individual commercial and
industrial facilities can cut total electricity bills by 0.3% to 1.5% or more with
paybacks of three to five years at national average electricity rates.
Electrical Manufactures Association, the U.S Environmental Protection

Agency federal purchasers represented by the Federal Energy Management Program,
utility and regionally-based energy efficiency program, and energy efficiency
organization. Each of these market actors has played or will play a critical role in
addressing specific market barriers.
Transformers
A transformer is a voltage changer. Transformer industry is divided in to

distribution, power and other type of transformers. The health of transformer industry
depends largely on the power generation and transmission sector. The major user of
this industry is the State Electricity Boards and Industries. The transformer industry in
India has developed for over 50 years and has a well matured technology base. It has
the technology to manufacture wide range of power transformers, distribution
transformers and special transformers for welding, traction and furnaces etc. Energy
efficient transformers with low losses and low noise level are also being developed to
meet international requirement.

Also Indian players in the engineering segment, foraying in to turnkey projects

overseas, are further adding to the demand for transformers. The demand is expected
to experience double digit growth over the next few years. On other hand the
production numbers indicate a death in supply. Though on a lower base the supply has
grown at a rapid rate over a longer period of time, it seems difficult to match the rate
of growth in demand for the year ended April 2006, production of distribution
transformers was 65131000 KVA and 256585 other transformers were produced. In
light of strong demand and stringent supply, the transformer manufactures are
expected to enjoy strong order book along with firm margins.
World scenario
The growing presence of global participants in the Indian power and

distribution transformers market is a concern for local manufactures. Understanding
the importance of private participation for the growth of the market, the Indian Govt.
is actively taking steps to encourage increased private investment. This report
analyses the worldwide markets for Transformers (Electricity) in Millions of US$ and
units. The specific product segments analyzed are Power Transformers, Distribution
Transformers.
One of the most important developments in the global economy in the past
half century is the enormous growth in world trade. The growth of the trade share of
output is probably the most commonly used piece of evidence to illustrate the
increasingly globalize world economy. This growth has been dramatic, averaging 3 %
per year for past 50 years. In the time period first focus on 1962-99 the merchandise
export share of output tripled. The common wisdom about the cause of this growth
focuses on the worldwide reductions in trade barriers brought about by several GATT
agreements.
This report analyses the worldwide markets for Transformers (Electricity) in

Millions of US$. The specific product segments analyzed are Power Transformers,
Distribution Transformers, 500-10000 KVA, 100001-30000 KVA, 30001-100000
KVA, and 100001 KVA. The report profiles 195 companies including many key and
niche players worldwide such as Areva, Areva T&D, ASEA Brown BAOVERI, ABB

Powertech Transformers, Bharat Heavy Electrical Limited, Crompton Greaves Ltd,

EFACEC, Ekarat Engineering Public Company Ltd, Hammond Power Solutions,
Holec Resitra, IMP Power Ltd, Kirlosker Electrical Ltd, Kuhlman Electric Ltd.,
Nissin Electric Company, Schneider Electric SA, Siemens, Shihlin Electric & Engg
Corporation and Waukesha Electric Systems.
Rest of World Historic Market Review for Transformers (Electricity) by

product group/segment 500-10000 KVA Transformers, 100001-30000 KVA, 30001-
100000 KVA, and 100001 KVA Transformers Markets Independently analyzed with
annual sales figures in units for years 2001.
Indian scenario
Heavy electrical company encompasses important industry sectors

including power generation, transmission and distribution equipments. This also
covers turbo generators, boilers, turbines, transformers, switch gears and relays. The
performance of this industry is closely linked to the programmes of the country. The
government of the country has an ambitious mission of “Power for all 2022” as per
working group on the power for 11th plan; a capacity addition of 72000MW is
required. To reach wheel power, an expansion of the regional transmission network
and inter regional capacity to transfer power would be essential. This will stimulate
substantially demand for heavy electrical equipments. There is a strong manufacturing
base for the manufacture of heavy electrical equipments in the country. The
technology available in India is almost at par with in the international market barring
few areas of the high voltage lines. However, items like CRGO steel and amorphous
cores for low loss transformers are being important.
In India transmission and distribution system is a three tier structure

comprising distribution networks, state grids and regional grids. SEB‟s are vertically
integrated as intra state distribution networks and the grids are owned and operated by
SEB‟s. the transmission and sub transmission systems supply power to end
consumers. Distribution of power to end consumer is lonely controlled SEB‟s and
licensees in the private sector. Most of the interstate transmission links are owned and
operated by power Grid Corporation of India Ltd.

The present buoyancy in Indian economy would create demand for the
electrical product through industrial growth and general economic development. The
power sector reforms will create large business for power sector equipment
manufacturers and service providers. In the current favourable scenario, the electrical
industry certainly looks forward to growth. India has a field-proven technology and
capacity to manufacture a wide range of power transformers, distribution transformers
and other types of special transformers. For welding, traction, furnace etc. Today,
about 95% of the transformers installed in the Indian Power Network are of
indigenous origin. Energy efficient transformers with low losses and low noise levels
can be available to meet international requirements. The Indian transmission sector
has evolved over time mainly on account of improvements in technology and systems.
The power sector reforms are on a threshold of major changes that would shape the
future of industry. The increased thrust on providing power for all through building
additional generation capacities, improving transmission and distribution network
would lead to a huge demand for power equipment manufacturers.
The transformer market in India is largely unorganized with very few

organized players. The key organized players in this segment are:-
 ABB
 BHEL
 Bharat Bijlee
 EMCO
 Vijay Electricals
 Crompton Greaves
 Areva T&D India
 Indo Tech Transformers limited
State scenario
Major players in Kerala are:
Intrans Electro Components Pvt. Ltd. is an Electrical equipment manufacturing

Private Limited Company, providing the entire range of High Tension 11KV

equipments for the Industries and other commercial establishments. The products
manufactured are Cast Resin Transformers, Unitized Sub Stations, Load Break switch
Metering Panels, Epoxy Current Transformers, Potential Transformers and epoxy
molded components. The company has a rich heritage of 25 years and is a leading
brand in the Kerala Market. The products are manufactured under stringent quality
control standards. To diversify the product range, the promoters are putting up the
second manufacturing unit at Aluva, Cochin, Kerala, India. To cater to the ever
growing demand in other markets an additional Greenfield plant is being established
in Tumkur, Karnataka. All the leading construction groups and factories are the
esteemed clients of Intrans.
Resi Tech has been in the activity of manufacturing Epoxy resin cast switch gear
components, Hi-tension current transformer and potential transformers for more than
20 years and has been enjoying a good reputation among the electrical consultancy,
contractors, and industrial establishments. The products manufactured are of high
standards and quality and well accepted in the market. The factory is well equipped
with the latest machineries vacuum oven material handling facilities to manufacture
the above products.
Current scenario
The Rs55bn Indian transformer industry will benefit from the strong demand
expected from reforms in the power sector. We expect the industry to witness a
CAGR of 30% plus in value terms over the next five years against approximately 17%
CAGR in the past three years. Improved realizations and higher volumes will largely
drive this growth. The government intends to add massive capacity to the generation
side and create a National Grid for distribution of this power, both of which should
boost demand for transformers. The funding issues for the same have been taken care
by the World Bank (WB) and Asian Development Bank (ADB).
India‟s transformer industry is predominantly unorganized with many small

players catering to the smaller distribution transformers market. However, with times
changing, many of them have graduated to the medium size category, thereby

expanding the organized players base. In order to take advantage of on coming

demand, a number of companies have initiated capacity addition programs and many
new players are venturing into this space.
Annual demand of about 122,679MVA expected for the next five years
The country‟s installed base for transformers stands at 759,240MVA per annum (till
2004 – Source: CMIE). There are about 20 players in the organized segment with nine
of them controlling about 60% of it. Installed annual capacity of these nine players
will stand at approximately 105,154MVA by end of FY07. Demand for the equipment
is expected to remain robust with the XIth Five Year Plan targeting an addition of
about 68,000MW to the existing generating capacity. Assuming the historical
achievement rate of 60%, we expect 61,050MW of additional generating capacity
coming up over the next five years.
Coupled with this, demand will also stem from the replacement market where
transformers installed 25-30 years ago will have exceeded the expected life span. In
addition, exports to countries where power reforms are underway i.e. Africa and
Middle East provide growth opportunity. Also, huge industrial capex lined up in
power intensive industries i.e. oil and gas, metals and cement act as a booster.
Based on the above demand factors, we expect a strong annual demand of

122,679MVA for the next five years.

CHAPTER-3
COMPANY PROFILE

3.1 HISTORY
The Kerala Electricals and Allied Engineering Company Limited (KEL) were
established in 1964 in the state of Kerala, India. It is fully owned by the State
Government. The corporate office of the KEL is situated at Panampilly Nagar,
Cochin. The company has a wide range of network of regional offices and service
centres located in most of the major cities and business centres in India for effective
marketing and to provide efficient after sales service for the product. The major
regional offices and service centres are at New Delhi, Mumbai, Chennai, Bangalore,
Hyderabad, Cochin and Thiruvananthapuram.
The company has progressively expanded its range of manufactured goods

and services over the years and has strategically broadened its customer base on a
global level. KEL offers good quality of products and services through its various
manufacturing units and services divisions, with a manpower of over 1200 which
includes over 250 highly qualified and well trained professional engineers.
The primary interest of a company is in the field of electrical equipment and

machinery encompassing areas such as generation transmission, distribution and
utilisation of electrical power. In the generating equipment side, KEL is a leading
manufacturer of inductor type brushless alternators used for train lighting and air-
conditioning. In the field of transmission and distribution of electrical power, the
company‟s efforts have been directed in the manufacture of transformers, switchgear,
transmission line towers, substations equipment and accessories. KEL is a leading
manufacturer and supplier of these items to various State Electricity Boards in India.
The KEL is also experienced and competent in the erection, commissioning

and maintenance of electrical power transmission and distribution network which
includes H.T, L.T substation, both indoor and outdoor type, packages/utilized
substations, overhead transmission line and pylons, booster stations, street lights etc.
The company has four manufacturing unit located in various Districts of the state,
1. The first plant, Kundara plant in Kollam District, started its operation
in the year 1964. It manufactures the inductor type brushless
alternators which has been widely acclaimed and accepted by many
railway systems around the world. More than 20000 such alternators in
operations with the Indian Railways alone.
2. The second plant start began operation in 1968 at Mamala in
Ernakulum District with the manufacture of distribution transformers
of various capacities.
3. Medium level transformers and distribution transformers- up to 3000
KVA, 33 KV class with an annual production capacity of 600000
KVA.

4. The third plant at olavakkot in palakkad district, which was formerly

known as MENCOS, was taken over by KEL in 1977. It provides HRC
fuse and other L.T switchgear items.
5. The fourth plant was commissioned at Kasargod District in the year
1990 for the manufacture of general- purpose brushless a.c.generators;
KEL has consolidated its position as a leading manufacturer of
electrical equipment in India. This company is equipped with most
modern facilities that include computer- aided design centre and the
latest CNC machines amongst other hi-tech manufacturing and testing
facilities.
The KEL has a well organized Research and Development wing. All R&D
activities are coordinated from corporate office, Cochin. The R&D wing of KEL has
to its credit many special application generators and other products that were
indigenously designed and developed. Ground Power Unit for Avro and Dornier
Aircrafts 400 Hz alternators of various capacities, brushless alternators for use in
automobiles replacing the DC dynamos and conventional alternators for use in
automobiles replacing the DC dynamos and conventional alternators are some of the
achievements of the company‟s R&D wing.
3.2 Strategic Intent
MISSION
To constantly innovate through value addition for sustainable growth.
VISION
To achieve our vision by:
 Applying state-of-the-art technology, processes and innovative solutions
 Building long term relationship with stakeholders in an environment of

fair business ethics and values
 Creating value through sustainable and profitable growth
 Leveraging productivity through highly motivated and empowered team

QUALITY POLICY OF THE COMPANY

 Manufacture products to requirements
 Ensure prompt servicing
 Achieve continuous improvement.
MARKET POTENTIAL
In all India level KEL contributes 2% need when its production is 100%. In
the Kerala level KEL‟s market potentiality is around 35 to 40% of the market
requirement.
3.3 PRODUCT PROFILE
The company has two divisions, which are Transformer Division and
Structural Division.
1. TRANSFORMER DIVISION
The transformer division went on stream in 1968.it has been able to carry a
niche for itself in the manufacture of Medium Power Transformer and Distribution
Transformers of rating up to 3000 KVA and up to 33KV class.
The dual ratio transformer developed by the division has proved that its ability
in capacity of product and winner in the market. Versatility is its fortune. It is
adaptable to the interchangeable voltage classes, the equipment has found ready
acceptance in the market.
Utilized substation is another much sought after product evolved by the R&D
wing and translated into a roaring success. Integrated and self-contained, the unitized
substation saves in terms of space, cabling and installation expenses as well.
Transformers from this division come with more special and unique features. On
Load tap changers coupled with Automatic Voltage Regulators and Remote Tap
Charger Control Cubicle yet another of them. Incorporation of these features has
helped to ensure a steady secondary voltage supply. Fluctuations in voltage need not
be a matter of concern any more. Voltage drops up to 35% are easily taken care of by
these transformers equipped with O.C.T.C that too with seventeen different tap ratios
opt for.
These transformers have been found indispensable where continuous industrial
processing involved and where uninterrupted power supply is to explicitly maintain.
The innovative ideas from the Transformers divisions are backed up by a
resourceful R&D team helped into small measure by the Design Department. The

relentless pursuits for perfection and uncompromising quality consciousness have

been suitable rewarded by recognition and approval of the Central Power Research
Institute for KEL Transformers.
2. STRUCTURAL DIVISION
The Structural Fabrication shop was set up in 1967 with an installed capacity
of 1200 MT per annum. The main products handled by the division, which caters to
the heavy fabrication sector are:
 Hydraulic control gate and hoists for Power generation/irrigation
projects of State Electricity Board/State Irrigation Department.
 Industrial building structures, Transmission Towers, Switch Yard
structures etc.
 Pressure vessels, process equipment, storage tanks and piping etc.
Equipped with sophisticated machinery, the division is competent enough to

take up fabrication work of any kind to set standards. There is a centralized planning
and Quality Assurance Department directly reporting to the unit head.

3.4 ORGANISATION STRUCTURE
MAMALA UNIT
3.4.1- ORGANISATION CHART- ADMINISTRATIVE OFFICE

3.4.2- ORGANIZATION CHART- TRANSFORMER DIVISION
GENERAL MANAGER
MAMALA
DGM MAINTENANCE DGM TR DIVISION DGM QUALITY

DESIGN
MANAGER MANAGER MANGER DESIGN

MAINTENANCE PRODUCTION
ASST. MGR ASST. MGR ASST. MGR

PLANNING QUALITY DESIGN
ASST. ENGR
REPAIR
FORE-
MAN

3.4.3- ORGANIZATION CHART- STRUCTURAL DIVISION
GENERAL MANAGER
(S-DIV)
DGM- PLANNING & SUB-

DGM- STR- DESIGN
CONTRACT, STR- PROD
MANAGER
DESIGN
ASST. MGR ASST. ENG PL & ASST. MANAGER ASST. MANAGER

PLAN & SUB SUB PRODUCT DESIGN
FOREMAN J.O
COMP

CHAPTER-4
FUNCTIONAL AREAS OF ORGANISATION

MATERIALS AND STORES DEPARTMENT

4.1 Material and Stores Department

KEL has a Material and Stores Department which purchases the materials for
the company‟s production. This department is also known as Purchase Department.
The main function of this department is to make the purchase that is required for the
production and administrative department.
Policy
i. To establish and maintain the process of procurement of right material and

services, at right time and at right price from approved vendors as per the
production requirement and those of customers.
Objectives
i. To reduce interruption of production due to delay in supply of material.

ii. To reduce the purchase cost.
The Material Department ensures that good quality materials are purchased at
reasonable price. The company has an ideal material control system. KEL follows the
ABC analysis for the control of materials. 'A' items are very important, because of the
high value and frequent value analysis are required to avoid excess capacity. ‟B‟ items
(intergroup items) are less important than „A‟ items. „C‟ value items are those which
require minimum control maintained at the minimum stock level.
Functions of materials and stores department

i. Sub-contractors approval and codification
ii. Purchase of material
iii. Storage and preservation of purchased materials
iv. Ensuring re-inspection of store and products
v. Release of purchase order amendments
vi. Control receipts and issue of materials
vii. Prepare monthly inventory statement

Functions of Deputy General Manager
i. Receive the Purchase Requisition and initiating enquiries.

ii. Verification of sub-contractors evaluation report.
iii. Preparing Purchase Committee proposals for items purchased to be
approved by Corporate Office.
iv. Preparation of purchase orders and verification with the checklist and
follow up with supplier.
v. Identify the items for cash purchase.
vi. Discharge material stores responsibility in his absence.
vii. Verification of invoices and bills from suppliers.
Functions of Manager
i. Issue of materials.
ii. Counting/weighing of material received/issued.
Functions of Clerk
i. Preparation of enquiries and receiving offers.

ii. Preparation of comparative statements, purchase committee proposals for
items to be approved by the purchase committee.
iii. Maintaining Purchase Committee Approval Register.
iv. Initiating purchase orders and follows up with the local suppliers.
v. Coordinating with stores.
vi. Verification of suppliers‟ invoice/bills and recommending payment.
Functions of Stores in charge
i. Verification of documents such as lorry receipts, invoices transport copies

of invoices.
ii. Receipts of materials.
iii. Verification of quantity.
iv. Preparation of Goods Received Note.
v. Intimating Quality and Assurance for incoming inspection and testing.
vi. Intimate suppliers on rejections/short supply/excess supply.

vii. Maintenance of all Stores Registers.

viii. Planning storage of materials with proper identification.
ix. Identifying shelf life item requiring inspection and preparing report on this
for Quality and Assurance inspection.
x. Correlation of documents in the case of supplier is replacing a rejected
lot/supply materials in batches for the same purchase order.
xi. Preparation of monthly inventory statement.
Programmes and procedure
Purchase procedure
Material purchase
1. Maintenance and structural division maintains and updates a master list of

purchased products/services within the scope of this procedure. Such lists are
approved by material department.
2. Material department documents and maintain purchasing requirements as
guidelines duly approved by the general manager.
3. Purchase is made from sub-contractors approved as per quality specification1.
4. Where purchases are required to be made from sub-contractors not within the
approved lists, such lists are approved by the General Manager through waiver
notes.
5. Purchase activity is initiated against purchase requisition/purchase notice form
user departments.
6. Purchase requisition is raised in respect of requirements specific to the production
and purchase notice is raised in respect of standard products for which reorder
level are identified.
7. The mode of purchasing such as inviting quotation and bid evaluation or direct
purchase is based on the documented purchasing requirements guidelines.
8. Purchase is authorized by a committee consisting of GM, Material Finance and
Accounts and the user department‟s representatives. Depending on the assigned

authority in relation to value, where required the authorization obtained from the
corporate office through Purchase Approval Form.
9. The particulars of purchase committee approval are maintained in the Purchase
Committee Approval Register.
10. On finalizing purchase on the basis of guidelines/authorization, purchase order is
raised and purchasing data is verified for their correctness by the designed
personnel in the department.
11. A purchase order check list is prepared in evidence of verifying the purchasing
data.
12. The purchase order is made in 6 copies. The copies are made available to
Material, Quality Assurance, and Finance and Accounts Department. Two copies
are for retention with Maintenance and Structural division.
13. The purchasing activities such as release of purchase orders, progress in supply
of products and results of receiving verification are recorded and monitored with
the aid of Purchase Monitoring Register for all purchase made in the structural
divisions and for purchase of lamination, conductor and radiator and current
Transformer Division.
14. The purchase order is raised in respect of purchase against already made
authorization.
15. Cash purchases are made without raising Purchase Orders, limiting value to
Rs.5000 on approval of requisition cash purchases by materials.
16. Purchases by sub contracting process are made on the basis of quality
specification.
17. Verification of sub contracted jobs items are carried out by the sub contractor‟s
premises where so required.
18. The verification of purchased product is carried out as per quality specification
and work instructions. When required contractually, customer is provided facility
to verify purchased product at sub contractor‟s premises or company premises.
19. The purchase order released to sub-contractors clarify verification requirement
either of Quality Assurance or customer or customer‟s agents. It is also clarified
to sub contractor that verification by Quality Assurance/customer doesn‟t absolve
the sub-contractor of his responsibility to provide acceptable product as well as
company‟s right and further verify products even after acceptance on receiving
inspection and testing. Where purchase order is required to be amended, either a

purchase order amendment or a superseding purchase order is issued with same

number of copies and distribution as in above description.
Material receipt, storage preservation and issue Procedure:-
1. Stores in charge receive copies of purchase orders from materials.

2. On receiving materials against purchase orders, the accompanying documents
such as Lorry Receipt, Invoice, Transport copy of Invoice where applicable, Test
certificates and Bill of Entry in case of imports are verified by store keeper and it
found in order, items are received and entered in the Goods Receipt Register.
3. Security permits the carriers in to the company premises on verification of
document and entering the verified details in the Register.
4. On receiving the Transformer Oil Tanker, the store keeper prepares Goods
Received Note (GRN) and passes to Quality Assurance. Only after it is passed by
Quality Assurance, the oil is unloaded.
5. In respect of other materials, storekeeper prepares GRN prior to inspection.
6. All received items are accounted as per Goods Receipts Register.
7. GRN prepared in 6 copies. 5 copies will send to Quality Assurance for carrying
out inspection and testing and endorsement of results.
8. Quality Assurance endorses the test status; retain 1 copy and forward 4 copies to
store in charge.
9. Materials received as barrels/drums, cartons carboys, bag, bundles, rolls,
sheets/rods/flats are handled either manually or using cranes. Mechanical
handling is controlled with the aid of work instructions.
10. Oil received in tankers is transferred to identify storage tanks by pipelines.
11. All material are secured as per storage plan, updated and authorized by materials.
12. Materials are stored in sub-stores attached to each production area.
13. The storage plan indicates locations of storage area of steel items on open yard,
oil in tanks and sub-stores.
14. The identification/status of just received materials, passed/rejected materials and
NC procedures are as per quality specification.
15. The non-conforming materials are controlled as per quality specification.
16. Only materials passed in receiving inspection are taken in to KARDEX.

17. Items held in storage for more than the specified period are subjected to re-
inspection and testing as per work instructions for re-testing of stored products
prepared by materials.
18. The preservation of product in storage is achieved by specifying appropriate
controls and application of preservation as documented by Quality Assurance
issues of stored items to the user departments/sub-contracted production is made
against stores requisition/loan rate.
19. The expiry date, where applicable is verified prior to issue.
20. The quality of Transformer oil held in tanks is assessed referring
KARDEX/Stock and Issue Register.
21. Excess quality returns to the stores by used departments are accompanied with
Store Return Note, for accounting in the KARDEX.
22. Items taken out for processes are returned and controlled with returnable gate
pass/gate pass for lob work.
23. Where stock is held in stores below the minimum/re-order level, purchase
activities are initiated by stores in charge.
24. A monthly inventory statement is prepared and sent to
Planning/Production/Finance and Account.
25. The activities of handling, storage, identification, control of non-conforming
products and issue of materials under positive recall procedure are carried out as
per work instruction
Various records of materials department
1. Purchase Requisition
2. Purchase Notice
3. Purchase Order
4. Purchase Order Checklist
5. Purchase Order Amendments
6. Purchase Approval Form
7. Cash Purchase Approval Register
8. Purchase Committee Approval Register
9. Purchase Monitoring Register

STRUCTURE OF MATERIALS AND STORE DEPARTMENT
GENERAL MANAGER
DGM-MATERIALS
Asst. Eng. MATERIALS Asst. Eng. STR-DVN MANAGER
Asst. Eng.
Subcon.
CLERK-1 S.A STR.DVN CLERK-2, 3
INFERNCE
The stores department in the organization always keep the required amount of
raw materials for production. There is no excess investment in stock. Fully
computerized record keeping is maintained in this department.

PRODUCTION DEPARTMENT

4.2 PRODUCTION DEPARTMENT
The KEL Mamala has one production department. It holds two department
section, which are Planning section and Quality Assurance section. The company has
two production units which are
1. Transformer Unit and
2. Structural unit
PLANNING SECTION
Planning section holds the responsibility of planning about the product at their
different stage of manufacturing. Planning can be generally made from marketing and
design department. The design department designs the stages of production. The
materials department provided the materials for production in connection with sales
order from marketing department. Thus the production of transformer is done in a
highly planned method.
POLICIES OF PRODUCTION DEPARTMENT
“To plan, to organize and to coordinate the activities, to achieve the targeted
production, within the time frame to the needs of the organization”.
Quality Policy of the Company
Manufacture product to the requirements, ensure prompt service and achieve

continuos improvement:
Environment Policy
 Prevention of pollution
 Effective utilization of resources to reduce wastage
 Abide by the environmental laws and regulations
 Continual improvement of environmental performance

FUNCTIONS OF PRODUCTION DEPARTMENT
 Issue work order

 Coordinate activities of drawing and bill of materials
 To check work progress
 Ensuring the proper utilization of resources
 Maintain the quality of product
 Carrying out preventive and break down maintenance
RESPONSIBILITY OF KEY PERSONNEL
Main persons of this department are:
1) Deputy General Manager

 Receiving work order allocates work to foreman
 Coordinating planning and design department
 Achieving production targets
 Identifying training needs of those reporting to them
 Assigning personnel process wise
 Maintaining working environment including safety operations
2) Manager
 Receiving work order and allocate works to charge in hands.
 Coordinating with planning and design department to get clarification
 Achieving production targets
3) Assistant Manager
 Arranging work shift
 Monitoring records and upkeep of quality system in the shop
 Preparation of weekly production report
4) Foreman
 Effective utilization of men and machinery
 Drawing of raw material from stores for the work
 Reporting of daily/ weekly production in time.

QUALITY POLICY OF THE COMPANY
“To establish and maintain a quality system which will ensure incoming
materials, in process sub-assemblies and finished products conforming to the
specification.”
FUNCTIONAL OBJECTIVES
 Reduction in quality related customer complaints after delivery of the product.
STRUCTURE
MGR QA
ASST. MGR
CHARGE IN
HAND
SUPERVISORS
FUNCTIONS OF THE SECTION
 Arranging incoming material inspection as per quality plan

 Arranging in process inspection at the Specified Quality Assurance Checkpoints
 Arranging testing of finished goods at the factory or at site as and when required
 Verifying and preparing consignment Audit Report
 Arrange calibration of equipment either house/with external agencies
 Accepted and sign Goods Received Note for goods conforming to specification
 Issue non-conforming reports
 Sign observation sheets and certificates
 Sign and issue assembly inspection reported and consigned audit report
 Incoming materials inspection at the specified Quality Assurance Check points
 Final testing of transformer

 Conducting consigned audit reports
1) Manager
 Identifying resources for inspection and testing
 Planning requirements for quality
 Planning requirements for inspection and measurement
 Calibration monitoring, corrective and preventive action
 Statistical techniques
 Propose approval of sub-contractors
 Audit production sub contractors
 Carry out subcontractor performance evaluation
 Identifying non conforming products
 Stop further processing of in process non conforming products
 Release products to customers
2) Assistant Manager
 Accept and sign Goods Received Note for goods conforming to
specification
 Issue non conforming reports
 Sign observation sheets and test certificates
 Sign and issue assembly inspection reported and consigned report
3) Charge in Hand/ Supervisor
 Incoming materials inspection as per quality plan
 In process inspection at the specified Quality Assurance Check points
 Final testing of transformer
 Conducting consigned audit reports
ISO CERTIFICATION
 ISO 9001 - Quality Management System

 ISO 14001 - Environment Management Section

SYSTEMS AND PROCEDURES
 Refer Goods received note in respect of received products as a call for receiving
inspection and testing.
 Inspection and test requisition is received from materials stores in respect of
materials held in store for more than the specified shelf life.
 On the basis of Goods Received Note requisition, sampling and testing of specific
materials are carried out by personnel as assigned by Quality Assurance.
 The responsible assigned person drawn samples and carries out testing as per
work instruction.
 The extent and nature of receiving inspection and testing is determined on the
basis of the class of sub-contractors and availability of test certificates.
 The result of inspection and testing are recorded in Incoming Inspection report.
The sample sizes characterize to be verified and acceptance criteria adopted as
per Quality Assurance personnel endorses the results on Goods Received
note/Requisition.
 In case results do not conform to requirements a product non-conformity record is
revised in triplicate and 2 copies forwarded to material stores.
 If required General Manager as per assigned authority at the instance of material
stores reviews the nature of non-conformity and permits deviation by endorsing
accepted on the Product non-conformity Record.
 If deviation is not permitted, REJECTED status is assigned and Rejection Note
sends to the sub-contractor with a copy to Finance and Accounts Departments.
 The customer supplied products are subjected to receiving inspection and testing
in the same manner as above unsuitable products are returned to customer under
intimation.
 Materials held in storage beyond specified shelf life are re-inspected and tested as
per work instructions.
A. TRANSFORMER DIVISION
PLANNING PROCEDURE
 On the basis of the running contracts in hand and orders received, planning
Transformer Division Department prepares a tentative production plan for each
month on the basis of priority identified and discussed with General Manager

indicating production planned cost and due date of delivery in respect of each
project. Copies of each plan are made available to GM, Finance and Accounts
Department, Production Transformer Division Department, Materials Department
and Design Department.
 On receipt of sale order copy relating to new orders, production plan revise for
the month is prepared indicating material quantity and their value copies of the
revised monthly plan are made available by the authorities.
 On receipt of bill of materials (advance information) and drawings from design
purchase requisition is prepared as a measure of advance material planning and
copy provided to material department. Purchase Requisition follow up Register
monitors the flow of purchase.
 Based on the sale order drawings and bills of materials, work order is prepared
indicating particulars of customer sale order number, drawing references
operations and work to be completed.
 The issue of work order is controlled with the aid of Work Order Issue Register.
 Work order amendments based on material change or other deviations will clear
by design department and issued where required and copies distributed.
 Issue of drawings to shop floor and sub-contract is co-ordinate and controlled by
planning with aid of Drawing Issue Register.
PRODUCTION PROCEDURE & PROCESS
KEL manufactures distribution transformers and medium power

transformers with the capacity of 600000KVA. The works of production department
are controlled by Production Manager. For producing a transformer labour will be
paid up to 22%, raw material amounts to 63% and other overhead expenses up to 15%
of the total cost. Transformer Division has different stages in manufacturing
transformers. In each stage one charge in hand controls the activities in that particular
process. The different stages are:
Core Building
In this stage the frame is cut in the shape of „E‟. Silicon steel is cutting with
the E shape for frame fabrication.

Insulation and Assembly

The insulation are done in core building, HV winding and LV winding. The
press board is used for insulation work. Insulation helps to overcome the occurrence
of short circuit.
HV winding
The conductors are used for the high voltage coil winding. The conductor is
wounded or insulated with Double Paper Grade Strip. HV winding produces high
voltage. The high voltage electricity has to be transmitted to distribution.
LV winding
Here also conductors are used. Low voltage coil are wound with double paper
grade strip. This strip reduces the possibility of short circuit. This coil consists of low
voltage electricity which comes from outside. In real process the IXth stage is core
coil assembly. The core assembly, HV winding and LV winding are assembled in this
stage.
Terminal Gear Mounting
The LV winding terminals are fixed in to a bush. The terminal gear is built
with copper or aluminium.
Tanking
The fabrication tank has been made available through sub-contract or
manufacturing the structural unit. The dried TG mounted coils are put in the tank.
Then the tank has to be filled with oil. Then tightening take place.
Final Testing
When the production process is completed, final test conducted by company
supervisor.
Painting and Dispatching
The final stage is painting and dispatching the transformer. Sometimes, in this
stage customer can also inspect the transformer. After the payment is made by the
customer, dispatching the transformer is done as the specification of the tender.

TRANSFORMER PRODUCTION PROCESS- FLOW CHART
WINDING
CONDUCTOR
LAMINATION
INSULATION
WINDING
CORE BUILDING CUTTING
END FRAME
FABRICATION ASSEMBLY
INITIAL DRYING
REBLADING
QA CHECK
TERMINAL GEAR
MOUUNTING
QA CHECK
FINAL DRYING
TANKING TANK
FINAL TESTING
PAINTING
DESPATCH

PRODUCTION INFRASTRUCTURE
The infrastructure needed to design, manufacture and install products as per

customer requirements are identified and provided. Infrastructure includes building,
utilities, machines, inspection and testing devices, standards and codes, software and
supporting devices. Preventive maintenance and upkeep of infrastructure is done for
ensuring the capability of the infrastructure to meet the customer requirements. When
there is a breakdown occurs, immediate corrective action will take. All statutory and
regulatory requirements regarding the manufacturing and installation of products and
environmental regulations are duly compiled.
Procedure
1. On the basis of production plan for the month initially provided and update from
time to time from by Planning Transformer Division based on work orders
provided.
2. The materials required for the production held in material stores are drawn by
producing the Stores Requisition against work order.
3. The wage of loading of materials and sequence of production operation are
carried out as specified in the process sheets/assembly checked sheet.
4. Operations of machine/production process including settings and first of approval
are controlled with the work instructions and by utilizing personnel of required
skills.
5. Updated master list of personnel with specialized skill are approved by Planning
Transformer Division are maintained by Production Transformer Division.
6. Production and labor allocation sheets duplicate are prepared and issue shift wise
daily to assign qualified personnel in relation to process.
7. Drawings/specifications based on the work order are drawn from design and
referenced during process:. Application codes and standards are referenced and
followed.
8. The particulars of shift production are recorded in the production and labor form,
indicating the operator, operation carried out and the production output including
labor time. A copy of the form is forwarded to Planning Transformer Division for
monitoring productivity.

9. Stages for in-process inspection and tests are identified and carried out by Quality
Assurance against assembly check sheet inspection and test status is assigned.
10. Daily production details are recorded in a daily finished goods register indicating
work order wise production figures.
11. Details of monthly production at various stages are recorded in production
program for taking corrective action to maintain production.
12. On completion of final assembly testing and painting and on receipt of dispatch
advice from Transformer Marketing, products are dispatched by preparing the
delivery chelan.
13. Dispatches are accounted and monitored through a Dispatch Register indicating
customers‟ name of work order, data and mode of dispatching items authorized
by Quality Assurance are dispatched.
14. Achievements of dispatches are received against plans short falls if any analyzed
for corrective and preventive action.
B. STRUCTURAL DIVISION
PLANNING PROCEDURE
 On the basis of running project or hand planning structured document budgetary
plan for the year indicating project wise materials and their value for information
of GM and Design manager.
 A tentative production plan is raised in each quarter on the basis of priority
identified and discussed with GM. Planning Structural Division made a plan
indicating months production are planned, cost and find requirement in respect of
each project copies of plan are made available to GM, Finance and Accounts
Department, Planning-structural Division and Stores Department.
 On receipt of sale order copy relating to new projects, production plan for the
month is prepared indicating material quantity and the value.
 On receipt of bill of materials and drawings from design department, Purchase
Requisition is prepared as a measure of advance material planning and copy is
provided to monitoring through a Purchase Requisition follow up Register.
 On the basis of sale order, drawings and bill of material and work order is
prepared indicating particulars of customer sale order no:, Drawing reference,

operation and work to be completed. The reverse site of that work order provides
facility for production of raw materials from time to time.
 The issuance of work order is contracted with the width of work order Register.
 Work order amendments on the basis of material change or other deviations as
clearly by design.
 At the close of each week, a weekly production report is prepared and copies
made to planning structural division and Finance and Accounts Department for
monitoring.
 For the purpose of facilitating the financial audit a Register titled Production for
the month is prepared by Planning Structural Division, that production
information on project use total, quantity and value..
 Planning Structural Division documents order position is taken for the whole year
in a register. Monthly chart is also prepared for comparative statistical projection
of varieties in achievements during different of year.
 Short falls in achievements again analyzed and inputs provided for corrective and
preventive action by Planning Structural Division.
PRODUCTION PROCEDURE & PROCESS
In this division, there are several machines. In each machine one gang is
working. One gang contains three workers. These three workers are controlled by one
charge in hand. A gang involves one welder, one fitter and one unskilled worker.
POLICY
“To derive customer satisfaction through proper planning, manufacturing,
installation and commissioning as per specification”
The machines and its uses are:
1. Gear Hobbling Machine - It is used for gear cutting.

2. Milling Machine - Slots, plane milling etc used for cutting
3. Lath Machine - For forming thread.
4. Vending Machine - Used for 12 mm pipe bending.

5. Gillette Machine - For cutting the plate up to 12 mm.

6. Press Breaker Machine - Plates blending 90 degree the capacity up to 12mm.
7. Drilling Machine - Used for drilling the plates.
8. Mug welding - It is used for welding.
Process
a) Marking
b) Cutting
c) Drilling
d) Bending
e) Setting
f) Welding
g) Surface preparation
h) Straightening
i) Painting
j) keeping

PRODUCTION PROCESS- FLOW CHART (STRUCTURAL)
MATERIAL MARKING
PREPARATION
CUTING
STRAIGHTENING
ASSEMBLY SETTING
WELDING
MACHINING
CLEANING AND
PAINTING
INSPECTI-
ON
DESPATCH

Production procedure
1. On the basis of production plan for the month initially provided and update from
time to time from by Planning Transformer Division based on work orders
provided.
2. The materials required for the production held in material stores are drawn by
producing the Stores Requisition against work order.
3. The wage of loading of materials and sequence of production operation are
carried out as specified in the process sheets/assembly checked sheet.
4. Operations of machine/production process including settings and first of approval
are controlled with the work instructions and by utilizing personnel of required
skills.
5. Updated master list of personnel with specialized skill are approved by Planning
Transformer Division are maintained by Production Transformer Division.
6. Production and labor allocation sheets duplicate are prepared and issue shift wise
daily to assign qualified personnel in relation to process.
7. Drawings/specifications based on the work order are drawn from design and
referenced during process:. Application codes and standards are referenced and
followed.
8. The particulars of shift production are recorded in the production and labor form,
indicating the operator, operation carried out and the production output including
labor time. A copy of the form is forwarded to Planning Transformer Division for
monitoring productivity.
9. Stages for in-process inspection and tests are identified and carried out by Quality
Assurance against assembly check sheet inspection and test status is assigned.
10. Daily production details are recorded in a daily finished goods register indicating
work order wise production figures.
11. Details of monthly production at various stages are recorded in production
program for taking corrective action to maintain production.
12. On completion of final assembly testing and painting and on receipt of dispatch
advice from Transformer Marketing, products are dispatched by preparing the
delivery chelan.

13. Dispatches are accounted and monitored through a Dispatch Register indicating
customers‟ name of work order, data and mode of dispatching items authorized
by Quality Assurance are dispatched.
14. On the basis of customer specified installation plan indicating the date by which
materials including tools and tackles for different stages of erection should reach
the site.
15. Copies of the plan are to planning Structural Division, Design Department and
Material Department.
16. The tentative installation plan is received at intervals of 6 months the plan
updated.
17. The site requirements are identified and documented by planning Structural
Division as site requirement document. The document is reviewed and approved.
18. The site required document indicate size of temporary structures, manpower tools
and tackles, consumables and sub-contracted workmen/ security personnel
required for installation at different frame.
19. Actual movement of tools, tackles and materials for installation is commenced on
receipt of confirmation from material stores department about the civil work
completion and clearance from customer for commencement of installation work.
20. The materials held at site are adequately protected from deterioration, properly
stored and their stock issue is controlled by the site personnel designated by
Production Structural Division.
21. Handlings of materials at site are done using validated equipments and observing
safety requirements.
22. Site status report is prepared by site engineer and forwarded to Production
Structural Division and Material Stores.
23. Installation at each stage is controlled with the aid of installed check sheets.
24. On completion of installation the structure is handed over to customer only after
joint inspection by customer designated person/ agency and by site engineer.

STRUCTURE OF PRODUCTION DEPARTMENT
GENERAL MANAGER
DEPUTY GM TR DEPUTY GM STR
MANAGER TR MANAGER STR
Asst. ENGINEER TR Asst. ENGINEER STR
FOREMAN FOREMAN
WORKERS WORKERS
INFERENCE
The works in the factory include both skilled and semi- skilled workers.
Proper supervision is done for producing quality products and also to reduce wastage
of materials

DESIGN DEPARTMENT

4.3 DESIGN DEPARTMENT

The design department draws the structural design of the product processes for
the production department. Based on this design the transformer is produced with the
specification of the customer.
POLICIES OF DESIGN DEPARTMENT

“To establish and maintain a process for an optimum design conforming to
customer requirement and relevant standards within a specified time”.
FUNCTIONS OF DESIGN DEPARTMENT
 Receipt the sale order from transformer marketing

 To ensure that the standards of the design
 Receipt of tender documents from the transformer marketing
 To ensure that the competition of design work within a specified period of time.
 To ensure that the changes are adopted from time to time
 Established and maintain the process for the design work within a specified
period of time.
 Ensure that the feedback forwarded to transformer production section.
 Design planning, controlling and responsibility assignment, input and design
storage reviews.
 Authorizing, designing, verification and initiating design changes
 Assign responsibility for designing
 Approve design outputs
1) General Manager
 Overall functioning of design department keeping track
 Ultimate aim to meet customer satisfaction
 Validation, Verification, and review of product design
2) Deputy General Manager
 Preparation of estimation and technical details

 Updating, codes, standards and its maintenance
 Maintenance of quality records
3) Junior Officer
 Presentation of drawing and specification quoted by design
SYSTEMS AND PROCEDURES
DESIGN PROCESS
 Obtain tender document from transformer marketing.

 Obtain estimates and technical specifications from the transformer marketing.
Design I stage: Preliminary design for marketing quotation
 Study the specifications of the product included in specific tender received from
the marketing department.
 Obtain current price of raw materials and components from material department.
 Make estimates for the product as per the technical specification furnished by the
marketing department.
 Send the cost and guaranteed technical specifications to the marketing department
for tendering purposes.
Design II stage: Actual design of product
 Receipt of sale order from transformer marketing department

 Issue of advance intimation to production planning
 Make the detailed design of transformers and drawings as per the order
 Issue of production drawings, specification and list of drawings to planning
 Feedback from the transformer production section to design on time to time for
manufacturing the product with customer specification
 Feedback of test result from quality assurance test is normally conducted in the
presents of the customer consultant or representative. Test results are to be
recorded and kept in a file for future reference by the design department.
 Design change intimation to planning from design

STRUCTURE OF DESIGN DEPARTMENT
GENERAL MANGER
DGM-Quality Design MGR DGM-Structure Design (S.DVN)
Asst.MGR Quality
Manager Design Manager Design
Asst.Mgr Design Asst.Mgr Design
J.O Com.
INFERENCE
Computer aided designing technology is used for producing new designs.

They also buy new designs from outside artists. A record of the collection of designs
are maintained in this department.

PERSONNEL AND ADMINISTRATION DEPARTMENT

4.4 Personnel and Administration Department

The personnel and administration department is a supporting section which
plans and provides manpower to all other subsystems of the organization and to itself
by formulating proper recruitment and training programmes. It also monitors the
performance of the employees for better direction, promotion and results. The
personnel department is responsible for recruitment, selection, placement, training,
performance appraisal, welfare compensation and promotion.
Policies
i. To establish and maintain a system for imparting knowledge, skill and

motivation
ii. Enabling employees to carry out various tasks to achieve organizational
objectives.
iii. Impart suitable training and development to the employers as well as employees
iv. Impart training to optimize their skill and efficiency and to improve quality,
productivity and human relations.
This procedure covers and action training on the job training, training
required for qualifying for process /safe operations, developmental training for job
rotation and enlargement/ awareness of new concepts, quality management and
quality system techniques, behavioral training and retraining in all these area due to
changes in process technology/systems/strategies.
Functions of department
i. Arranging preventive maintenance of office activities.

ii. Updating data on safely and environment requirement
iii. Maintenance of training identification records
iv. Procurement of right kind and number of persons
v. Co-ordination with other department/function for sponsoring employees
training
vi. In-house training management.
vii. Employee welfare measures as per approved scheme/agreements

viii. Industrial relations

ix. Execution of all policies related to personnel function.
x. Manpower planning
xi. Maintenance of personal files/records
xii. Issue circulation on training and other personnel matters.
xiii. Correspondence with external bodies on statutory compliance
xiv. Insurance matters on land, building, materials and products.
xv. General insurance including employees medical and accidents insurance
xvi. Promotion of employees as per policy and as per agreements.
xvii. Sanctioning of annual increments to employees, keeping records and registers
Functions of Manager
i. Personnel planning for the future

ii. Proper utilization of resources
iii. Preparation of training schedules
iv. Organizing by setting up the structure of relationship among jobs, personnel
and physical factors to contribute towards organization goals.
v. Mobilization of talented personnel
vi. Determination of adequate and equitable compensation to employees.
vii. Ensure smooth running of business without any grievance
viii. Provide good working conditions and welfare services to employees.
ix. Ensure growth and development
Functions of junior officer
i. Legal matters, keeping records of cases at different court etc.

ii. Medi claim – recording, claim settlement with united India Insurance
Company correspondence with insurance department.

Clerk
i. Time keeping and recording of officers, staff, apprentices and temporary

employees
ii. Arrangements of taxi, preparation of bills etc.
iii. Arrangement of remittance of tax, insurance of co-vehicles.
iv. Issuing gate passes to contract workers
v. Remittance of contribution, maintenance of all records
vi. Reports of accidents, recording, keeping register.
vii. Intimation of recovery/ attachment of salary by courts/Kerala State Financial
Enterprise/ bank etc.
viii. Issue of certificates
ix. Leave surrendering, keeping records
x. Preparation of alternate bonus
xi. Canteen recovery and recording
Programmes and procedure
Recruitment
Recruitment is the process of searching for prospective employees and

stimulating them to apply for jobs in the organization. For this, the company has
adopted different methods. KEL is having a Centralized Recruitment System. The
recruitment and selection proceedings are conducted at the head office of the
company. The main advantage is
i. It ensures effective and suitable placement of candidates

ii. The cost of recruitment per candidate
iii. Unit managers will not be disturbed by this type of recruitment.

The company has different methods for recruitment. The main sources are:
1. Advertisement
The major recruitment is done through the advertisement. The advertisements
are given in local or national press, trade or professional journals. The recruitment of
the job is given in the advertisement. Management gets a wider range of candidates
for selection through the advertisement.
2. Employment exchange
The company has also recruited employees through this method. The
vacancies may be noticed with the exchange, whenever there is a need. The exchange
supplies a list of candidate fulfilling required qualification.
3. Public Service Commission

Some of the staff‟s such as junior assistant, foreman, stenographer, driver etc.
are filled through the test conducted by the Public Service Commission among the
eligible candidates. Commission notifies specific vacancies by the way of
newspapers, employment news.
4. Trade unions
The KEL Mamala has also recruited employees and staff through the mutual
agreement between the trade union and management. There are three recognized
unions in KEL, they are KEL Employee Congress, KEL Employees Union and KEL
Employee Association.
Selection and training
Selection
“Selection is the process of differentiating between applicants in order to

identify (and hire) those with a greater likelihood of success in a job”. The head office
of the company selects the right person from the advertisement. The criterion for
evaluation is performance, experience and qualification of the candidates. After that
the interview is conducted on the basis of the result of interview, the selection is
made.

Training
“Training is the act of increasing the knowledge and skill of an employee for
doing a particular job”. In KEL Mamala two types of training are given to employees
1. On the job training: Given to the clerical and other staff‟s

2. Off the job training: Given to the managerial staff and workers of the production
plant.
Transfer and Promotion
Transfer
The selected staff can be transferred to different units, where the staff is
needed. The transfer does not involve any change in rank. It involves shifting of
persons from the present jobs to other similar places or different places in the same
job. This does not involve any change in responsibility and prestige. Transfer and
promotion are dealt by the head office. Transferred promotions are done on the basis
of the mutual agreement between the union and management. Transfer and promotion
will be made against vacant posts whenever suitable candidates with the prescribed
qualification and experience are available within the organization. But when the
suitable candidates are not available, then the post will be filled up from the external
source. While offering promotion to higher post, reservations are made for SC/ST.
Promotion
It involves shifting of persons to position carrying better prestige, higher

responsibility and more salaries. The higher positions may be filled up from within
the organization. It is purely made on the basis of performance, qualification and
experience. Seniority is also an inevitable factor. There is a promotion policy for the
company. It is usually for officers.
Performance appraisal system
Performance appraisal includes the identification, measurement and

management of human performance in organization. Assessment and motivation can
motivate the workers to improve their performance. But in this organization there is

no type of performance appraisal system for employees at lower levels. Officers are
given promotions according to the promotion policy rather than performance.
Shift timings
The shift timings of employees in KEL are:
i. Administration Staff
On week days- 9.30 AM – 4.30PM
On Saturdays 9.30 AM – 12.30PM
ii. Employees in the production department
On week days 12.30 AM - 8.30AM
8.00AM - 4.30PM
4.30 PM - 12.30AM
On Saturdays
8.00AM – 1.00 PM
1.00 PM – 4.30 PM
Punishment and misconduct
An employee guilty of misconduct may given any one of the following

punishments depending upon then gravity of the misconduct.
i. Warning
ii. Stoppage of increment
iii. Withheld of future promotion or grade
iv. Discharge from the service
v. Dismissal
The following shall be the procedure for punishment
A charge sheet will be given to the employee concerned and he will be asked
to give his explanation in case of alleged misconduct primafacie appears to be of a
serious nature, suspension pending enquiry. In other case the management will decide
whether a formal enquiry should be conducted, and if the decision is for an enquiry it
will be conducted. The management on receipt of the explanation, issue notice to the

receipt or in the absence of the reply or the expiry of the date by which the reply is
called for, the management will pass suitable orders.
This process will be applicable only in cases were punishments are either
reduction of rank, removal, or dismissal. In other cases, the management shall pass
such orders which may be appropriate on receipt of the employee‟s explanation.
Manpower
The company has 101 skilled workers, 52 semi skilled workers, 12 special skilled
workers. Staff and security are 44 and 43 managerial persons as on 31st march 2011.
STRUCTURE OF PERSONAL AND ADMINISTRATION

DEPARTMENT
GENERAL MANAGER
DGM P & A
J.O(Leg.) J.O
INFERENCE
Majority of the staff in the Personnel and administration department are

experienced employees. Computerized record keeping is done in this department. This
department also act as an information centre for the employees and suppliers.

FINANCE AND ACCOUNTS DEPARTMENT

4.5 Finance and Accounts Department

Finance department regulates the financial transactions of the
company. The finance function provides authorization and control to all the
subsystem to utilize money more efficiently through a well designed mechanism. The
company prepares profit and loss accounts, balance sheet, budgets, financial
performance statement, employee cost analysis etc, for the findings of the operating
results, financial positions, future prospects and many of other objects. Statement of
operating results derives the performance of transactions. This reveals the probability
of the concern during the year. The profit of the company increases year after year.
Functions of finance department

Finance department of the company constitute the accounts and administration and
cash management.
i. Auditing and finalization of works with the assistance of all other members of
finance department.
ii. All the accounts relating to personal.
iii. Accounting of purchase bill.
iv. Preparation of payrolls.
v. Accounting of bank and cash transactions
vi. Calculation of central excise
vii. Sales accounting and sales tax matters.
Functions of finance manager
i. Estimation of capital requirements

ii. Ensuring a fair return to the investors
iii. Make sure the suitable availability of funds
iv. Laying down the optimum and suitable capital structure for the company
v. Adequate control of cash flows.
vi. Preparation, analysis and interpretation of financial statements
vii. Facilitate maximum utilization of fund

viii. Scrutinize claims and recommend payment

ix. Issue of invoices against dispatches
Accounting policies of the company
1. Accounting conventions
The financial statements are prepared under historical cost convention on

accrual basis and in compliance with the Companies Act 1956
2. Fixed Assets
Fixed assets are stated at cost less depreciation. Assets and liabilities are
consistently being recorded at historical cost.
3. Depreciation
a. Depreciation on fixed assets has been provided as per the rate indicated
in schedule XIV of the company‟s act 1956 under written down value
method.
b. Extra shift depreciation for double shift working has been provided in
the account.
c. Depreciation on fixed assets in respect to the project work in progress
has not been kept in abeyance as per government direction.
4. Inventories
a. Finished goods are valued at cost or market price, whichever is less for
arriving at the cost and excise duty is also taken into consideration.
b. Work-in-progress is valued at the cost after considering overheads
excluding financial charges.
c. Raw materials, material in progress, spare, stores and loose tolls are
valued at cost, cost means weighted average.
d. Scraps are valued in realizable value.
e. Goods in transit are valued at cost.
5. Sales
a. Sales compromise sale of goods and service and includes Excise duty
b. Price valuation claims on sales affected are accounted for on accrual
basis

c. The reprocessed transformer oil is accounted at current purchase prices

by crediting the difference to miscellaneous income.
6. Consumption
a. Loose tools issued to shop floor are treated as consumed and written
off as such.
b. Consumption of materials for production is completed on a derived
basis
7. Retirement benefits
Gratuity and leave encashment are accounted for on accrual basis in
compliance with accounting standards. The amount was determined on the
basis of actuarial valuation conducted at the end of the year. As non
cumulative portion of leave encashment is not applicable to the company the
same is not considered.
8. Liability on material in transit
The liability on account of the bank charges and other expenses on
materials in transit on the date of closing is accounted on accrual basis.
9. Research and development
Capital expenditure on research and development is treated as addition to
fixed asset and revenue expenditure on R & D is charged to profit and loss
account under appropriate heads in the year in which it is incurred.
10. Contingent liability
Contingent liabilities are not provided for, but disclosed in note on accounts.
Accounts and documents
The company shall in compliance with sec.209 of the company Act clause to
keep proper books of accounts with respect to:
i. All sums of money received and spent by the company and matters with respect
to which the receipt and expenditure take place.
ii. All sales and purchase of goods by the company
iii. The assets and liabilities of the company.

Sources and uses of funds
The finance manger of the company collects funds through the sales of the
product from the head office and other sources. The unit manager has a limit to deal
with the fund, which is limited to Rs. 2000000 over the limit he needs the permission
from the corporate office of the company. Payroll or salary administration is an
inevitable factor of the finance department. The salary administration is conducted in
two ways
i. For employees and clerical staff under Industrial Dispute Act

ii. For managerial staff under Kerala Government Department rule 3.
I. For employees and clerical staff under ID Act.
The salary of employees includes basic pay, dearness, Fringe benefits

(Attendance allowance or milk allowance), night shift allowance, washing allowance,
risk allowance and over time allowance. The net result forms the “gross salary”.
Fringe benefits are the allowance which includes the attendance

allowance/milk allowance. It is available to the employees based on the agreement
between management and trade union. The period of agreement is four years. For the
fringe benefit attendance is taken from 16th of the month to the 15th of the next month.
Working time per day is 8 hours. Charges of attendance allowance are Rs.2.50 per
day for an employee.
In the calculation of basic pay and dearness allowance, the attendance is taken
from the 1st day of the month to 31st of the month. Basic pay is based on the salary
scale of the company. Dearness allowance is an industrial dearness allowance or
variable dearness allowance. It means, DA is changing every month. This change
depends upon the point differs every month and also, it is different to various
companies and different units of the same company. Rs.5 is charged for per point
Over time allowance (OT) is provide to the employees, who undertake the
over time work. For the calculation of overtime, the attendance is taken as the 16 th of
the month to 15th of the next month. Working time per day is 8 hours. The over time
charge is calculated by using the following formulae:

(Basic pay + DA x 2*30)/(30 days * 8 hrs)
a. Provident fund(PF)
According to the PF Act 1952, the PF contribution is deducted from the gross
salary. Both the employee and the employer pay 4.75% of his wages (i.e. basic pay
and DA). This PF contribution is forwarded to PF department.
b. Employees State Insurance(ESI)
The ESI is contribution scheme, with the employer paying 4.75% of wages
and the employee contribution is 1.75% of wages to the fund. The ESI facility avail
the employees who has the salary up to Rs. 6500 per month. The employee
contribution is 1.755 of the gross salary-washing allowance.
The net salary for employees and clerical staff by way deducting the total
deduction from the gross salary i.e.. Net salary = Gross Salary- total deduction
II. For managerial staff

The salary scale and DA is fixed for managerial staff based on Kerala
Government Department Rule. When the government declares certain rate of DA to
managerial staff, this will be distributed after the recognition of board of directors. If
the board the permits to the distribution of DA, then that will be distributed to the
managerial staff. Gross salary for managerial staff includes the basic pay, DA and
HRA. The deductions are made available to managerial staff in the manner as of the
employees and clerical staff. i.e., Gross salary – total deductions

Department Structure
Asst Manager
Executive finance
Asst Accounts Asst Accounts

officer Officer
INFERENCE
Fully computerized accounts are maintained in this department. All the

payments and receipts related to the company are made by this department.

MARKETING DEPARTMENT

4.6 MARKETING DEPARTMENT
PRODUCT PROMOTION MEASURES

KEL does not undertake very expensive efforts and advertisements to promote
its products. The product segment is directly connected with the customers; KEL
displays advertisements in certain electrical journals only. They have recognised
regional centres in various major cities. It also captures orders through canvassing
customers. The company also employs certain outside agencies which canvas orders
for it.
POLICY
“To establish and maintain a process and procedure to canvas orders by
identifying customer requirements regarding products and services”
MARKETING PROCESS
The KEL collects the tenders from news paper with specification. After
collecting tenders, KEL prepare tender document. This document will be forwarded to
the design department. The company approves tenders up to 25 lakhs. Above 25
lakhs, the Head Office sanction is required for the tender acceptance. After this, the
unit submits competitive quotation. If the submitted quotation is the best, the
company gets the tender. Then the company issues an order acceptance letter to the
customer. After this, the marketing department prepares a sale order and issues to all
other departments that take part in production. Based on this letter, the design
department prepares structural design and process design of the transformer. The
material department purchases or issue materials to the production floor or to store.
Then the production function is started. At the end of the completion of the
production of transformer, inspection and dispatch functions are carried down.
Sometimes private companies like Tata Tea, Bombay Suburban Electrical Ltd etc,
conduct inspection at the production floor after the completion of the production. The
company provides proper after sales service also.
The company guarantees the product for a period of 12 months from the date
of commissioning or 18 months from the dispatch whichever is earlier. After this
period, the company will provide services on chargeable basis. The company charges
1500 per head for a day.

FUNCTIONAL OBJECTIVES
1. Reduce customer complaints to a minimized level in a phased manner- by 50%
the next 12 months.
2. Reduction in the amendment of sales order or specification by 50% through
proper contract review and imparting customer awareness.
The marketing department of KEL aims to promote its product among
customers, which helps it to obtain substantial sales order. This in turn is
communicated to the production sub system which is concerned with the management
of physical resources for the production of an item or provision of a service.
The KEL is in very good position in the market for manufacturing the product.
The KEL has 36 years of experience in the transformer manufacturing and
distribution activity. KEL is directly connected with customers. KEL concentrates on
the single segment quality of the product and finish the work within the dates
specified in the work order.
MARKETING NETWORK
KEL‟s product are marketed by extensive networks of marketing officials
located in all the major cities like New Delhi , Mumbai, Kolkata, Bangalore etc. They
provide all support services to the sales and marketing services to guarantee complete
customer satisfaction. The KEL has a wide network of regional offices, services and
business centres located in most of the major cities in India for effective marketing
and providing efficient after sales service.
MARKETING DIVISION
The marketing division is attached to the corporate office for the marketing
of various products of the company.
FUNCTIONS PERFORMED BY THE MARKETING MANAGER
 Evolve adequate marketing policy.
 Ensure the availability of required orders.
 Fix competitive prices.
 Make sure the payment before dispatching the product.
 Provide after sale service to the clients.
 Ensure the optimum utilization of resources available to the company.
 Communicating with customers.
 Coordinating services.

Department structure
INFERENCE
It mainly concentrates on foreign market than domestic market. The
employees in this department make continuous efforts to increase the sales of the
company. The sales of the company shows an increasing trend for the past years

SECURITY DEPARTMENT

4.7 SECURITY DEPARTMENT

There is an In house security department in the KEL, Mamala unit. The
security department of company will work under Personnel & Administration
Department. The head of this department will work under the manager of personal
and Administration. There is 9 staff in this department of which 3 are permanent and
6 are temporary. Temporary staff are appointed on contract bassiss and it ranges up to
6 months.
SAFETY AND ENVIRONMENTAL CONTROL

This procedure is indented to ensure safety status of operating machines and
equipment installation to maintain safe working practices. Manager Personnel &
Administration Department, KEL Mamala unit holds full responsibility for the
operation of this procedure.
Work Environment
The work environment requirements regarding products should be maintained.

The safety rules and practice in the shop and floor is determined and maintained.
Personnel protective equipments are made available and employees are trained and
made aware of the importance of using them. Basic facility to drinking water,
sanitation and rest rooms are provided. Maintenance and upkeep of the environment is
done by respective departments.
Machines, Equipments and Electrical Installations
 Maintenance department maintain an updated list of pressure vessels or lifting

equipments as authorized by the production department with the preview of
safety maintenance.
 The pressure vessels are prudently maintained and got certified by the designated
authority of inspectorate of the factories as per regulation.
 Cranes, hoists and chain pulley blocks are inspected once in a year by an agency
approved by inspectorate of factories and test certificates are maintained.
 Electrical equipments are inspected annually by the electrical inspector and
defects rectified by the licensed conductor.

Personnel safety
 Employees working in hazardous area or activity in factory, use or more safety

gadgets namely helmets, safety shoes, apron, gloves, and safety belts.
 Visitors when permitted to enter the factory work area provided with safety
gadgets needed as appropriate.
 Persons working on roof and structure use safety belts compulsorily.
 Personnel and administration monitors and ensures that safety requirements are
compiled with personnel.
 Personnel and Administration departments spred safety awareness among persons
through training programmes.
Fire and safety
 Material in storage or process area are prone to fire are identified specifically and
the type of fire extinguishers needed to deal with these are listed.
 Location wise requirements of fire extinguishers are maintained by personnel and
administration.
 Fire extinguishers are checked at specified intervals
 Fire extinguishers are refilled or replaced when necessary.

STRUCTURE OF SECURITY DEPARTMENT
GENERAL MANAGER
DEPUTY GM TR DEPUTY GM STR
Asst. MANAGER TR Asst. MANAGER STR
MANAGER TR
FOREMAN FOREMAN
WORKERS WORKERS
INFERENCE
Security Section stands for ensuring the right for safe guarding the raw
materials, finished goods, machines, etc. They are also responsible for guarding the
main gate and checking the incoming and outgoing vehicles and physical checking of
the workers of the company

CHAPTER-5
SWOT ANALYSIS

SWOT ANALYSIS
STRENGTH
 KEL consist of highly qualified personnel.
 KEL provide inevitable and valuable services to the society.
 Direct control from the part of Kerala Government.
 All India network service centre.
 It maintains good industrial relations.
 It has got good industrial relations.
 It has good infrastructural facilities.
 It ensures quality of products.
 It has 90% market share in Kerala.
WEAKNESS
 Modern technology and machines are not adopted.
 Adequate control of material is not exercised.
 The company has not adopted the new method of accounting.
 Lack of qualified personnel.
OPPURTUNITY
 It has an opportunity to adopt new technology in production.
 It can adopt new method of accounting.
 The company can buy quality materials and can maintain an effective
material control.
THREAT
 Competition from private enterprises is the major threat to the company.
 Financial position of the company is unsatisfactory, although the company is in
profit for past 2 years.
 Government regulations and Foreign exchange Fluctuations.

CHAPTER-6
PORTERS FIVE FORCE ANALYSIS

INTRODUCTION
The model of pure competition implies that risk-adjusted rates of return should
be constant across firms and industries. However, numerous economic studies have
affirmed that different industries can sustain different levels of profitability; part of
this difference is explained by industry structure.
Michael Porter provided a framework that models an industry as being

influenced by five forces. The strategic business manager seeking to develop an edge
over rival firms can use this model to better understand the industry context in which
the firm operates.
Diagram of Porter's 5 Forces
The threat of the entry of new competitors
Profitable markets that yield high returns will attract new firms. This results in
many new entrants, which eventually will decrease profitability for all firms in the
industry. Unless the entry of new firms can be blocked by incumbents, the abnormal
profit rate will tend towards zero (perfect competition).
The threat of substitute products or services

The existence of products outside of the realm of the common product
boundaries increases the propensity of customers to switch to alternatives:
The bargaining power of customers (buyers)
The bargaining power of customers is also described as the market of outputs:

the ability of customers to put the firm under pressure, which also affects the
customer's sensitivity to price changes.

The bargaining power of suppliers
The bargaining power of suppliers is also described as the market of inputs.

Suppliers of raw materials, components, labor, and services (such as expertise) to the
firm can be a source of power over the firm, when there are few substitutes. Suppliers
may refuse to work with the firm, or, e.g., charge excessively high prices for unique
resources.
The intensity of competitive rivalry
For most industries, the intensity of competitive rivalry is the major

determinant of the competitiveness of the industry.
Porter five forces analysis at KEL ltd
Porter's five forces include - three forces from 'horizontal' competition: threat
of substitute products, the threat of established rivals, and the threat of new entrants;
and two forces from 'vertical' competition: the bargaining power of suppliers and the
bargaining power of customers.
The five forces
The threat of the entry of new competitors
 KEL ltd has attained economies of scale. The existence of barriers to entry
(patents, rights, etc.) The most attractive segment is one in which entry barriers
are high and exit barriers are low. Few new firms can enter and non-performing
firms can exit easily.
 Economies of product differences
 Brand equity
 Switching costs or sunk costs
 Capital requirements
 Access to distribution
 Customer loyalty to established brands
 Absolute cost
The threat of substitute products or services

The existence of products outside of the realm of the common product
boundaries increases the propensity of customers to switch to alternatives:
 Buyer propensity to substitute

 Relative price performance of substitute
 Buyer switching costs
 Perceived level of product differentiation
 Number of substitute products available in the market
 Ease of substitution. Information-based products are more prone to substitution,
as online product can easily replace material product.
 Substandard product

 Quality depreciation
The bargaining power of customers (buyers)

The bargaining power of customers is also described as the market of outputs:
the ability of customers to put the firm under pressure, which also affects the
customer's sensitivity to price changes.
 Buyer concentration to firm concentration ratio

 Degree of dependency upon existing channels of distribution
 Bargaining leverage, particularly in industries with high fixed costs
 Buyer volume
 Buyer switching costs relative to firm switching costs
 Buyer information availability
 Ability to backward integrate
 Availability of existing substitute products
 Buyer price sensitivity
 Differential advantage (uniqueness) of industry products
 RFM Analysis
The bargaining power of suppliers

The bargaining power of suppliers is also described as the market of inputs.
Suppliers of raw materials, components, labor, and services (such as expertise) to the
firm can be a source of power over the firm, when there are few substitutes. Suppliers
may refuse to work with the firm, or, e.g., charge excessively high prices for unique
resources.
 Supplier switching costs relative to firm switching costs

 Degree of differentiation of inputs
 Impact of inputs on cost or differentiation
 Presence of substitute inputs
 Strength of distribution channel
 Supplier concentration to firm concentration ratio
 Employee solidarity (e.g. labor unions)
 Supplier competition - ability to forward vertically integrate and cut out the buyer
The intensity of competitive rivalry

For most industries, the intensity of competitive rivalry is the major
determinant of the competitiveness of the industry.
 Sustainable competitive advantage through innovation

 Competition between online and offline companies
 Level of advertising expense
 Powerful competitive strategy

CHAPTER-7
FINDINGS AND SUGGESTIONS

7.1 FINDINGS
1. The company has good market value for their products.
2. The customers are very much satisfied with the KEL transformers and also they
are loyal to KEL transformers.
3. The customers are very much satisfied with the transformers user friendliness.
4. The company is giving importance to the quality of the product.
5. The company should concentrate more on the timely delivery.
6. The company may try to produce according to the customers‟ expectations.
7. Quality is system effective.
7.2 SUGGESTIONS
1. The company must be more competitive by adopting latest technology.
2. The company should try to fix competitive price by reducing cost of production.
3. It should try to improve employee- employer relationship.
4. Attractive remuneration packages should be implemented which will increase
employee morale and satisfaction.
5. By improving the promotional activities company can attract more
customers.
6. It is better to appoint more professionals in the management.
7. Development of manpower can be improved through by giving more
training programs.
8. To increase the morale of the workers the company can provide sufficient
service awards to their workers periodically.
9. Strict measures can be made to utilize the available resources at its
maximum to overcome the present units and to ensure profitability.

CHAPTER-8
CONCLUSION

8.1 CONCLUSION
The KERALA ELECTRICAL AND ALLIED ENGINEERING COMPANY
LIMITED, MAMALA is doing great to nation by providing very important and
essential equipment to various industrial concerns and various electricity boards in
India. It is worth nothing that KEL has done better services in various fields like
Industrial relation, productivity etc. The experienced management and group directors
are the most precious blessings of this company.
The Organisation Study conducted helped me in understanding the structure

and functions of the organization. The overall performance of all the departments like
finance and accounts, personal & administration, marketing, design, materials &
stores, productions are functioning professionally and efficiently managed. The joint
effort of all the employees plays a major role in the development of the organization.
Through this, the company can achieve greater things in the coming days also.
Definitely the company will have a dominant place in the Industrial sector of India.

8.2 BIBLIOGRAPHY
1. R.K Sharma, Shashi. K. Gupta: Principles of Management, Kalyani
Publishers, New Delhi.
2. www.kelindia.com
3. Books and Documents from KEL ltd.

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ORGANIZATION STUDY AT KEL LTD

IMK, ALAPPUZHA Page 1

Structural division is the manufacturers of fabricated hydraulic control gates

An organization study is a study which gains knowledge about the overall

An organizational study involves the study of the structure and functioning of

IMK, ALAPPUZHA Page 2

managers it is imperative to study the organisational structure and functioning of

1.1 OBJECTIVES OF THE STUDY

1.2 SCOPE OF THE STUDY

1.3 METHODOLOGY USED

1. Primary data and

IMK, ALAPPUZHA Page 3

Primary data is obtained through direct observation and direct interview

The secondary data is obtained from the sources like:

Cauterization is done on the basis of grouping of activities of various

IMK, ALAPPUZHA Page 4

Porter's five forces include - three forces from 'horizontal' competition:

The seventh chapter carries the findings and suggestions of the

It also include conclusion, and bibliography

1.5 LIMITATIONS OF THE STUDY

IMK, ALAPPUZHA Page 5

 Some of the confidential company files were not shown.

IMK, ALAPPUZHA Page 6

IMK, ALAPPUZHA Page 7

Power is a critical infrastructure on which the socio economic development of

The commercial and industrial distribution transformers market offers a still

Electrical Manufactures Association, the U.S Environmental Protection

A transformer is a voltage changer. Transformer industry is divided in to

IMK, ALAPPUZHA Page 8

Also Indian players in the engineering segment, foraying in to turnkey projects

The growing presence of global participants in the Indian power and

This report analyses the worldwide markets for Transformers (Electricity) in

IMK, ALAPPUZHA Page 9

Powertech Transformers, Bharat Heavy Electrical Limited, Crompton Greaves Ltd,

Rest of World Historic Market Review for Transformers (Electricity) by

Heavy electrical company encompasses important industry sectors

In India transmission and distribution system is a three tier structure

IMK, ALAPPUZHA Page 10

The transformer market in India is largely unorganized with very few

Major players in Kerala are:

Intrans Electro Components Pvt. Ltd. is an Electrical equipment manufacturing

IMK, ALAPPUZHA Page 11

India‟s transformer industry is predominantly unorganized with many small

IMK, ALAPPUZHA Page 12

expanding the organized players base. In order to take advantage of on coming

Based on the above demand factors, we expect a strong annual demand of

IMK, ALAPPUZHA Page 13

IMK, ALAPPUZHA Page 14

The company has progressively expanded its range of manufactured goods

The primary interest of a company is in the field of electrical equipment and

The KEL is also experienced and competent in the erection, commissioning

IMK, ALAPPUZHA Page 15

4. The third plant at olavakkot in palakkad district, which was formerly

3.2 Strategic Intent

To constantly innovate through value addition for sustainable growth.

To achieve our vision by:

 Applying state-of-the-art technology, processes and innovative solutions

 Building long term relationship with stakeholders in an environment of

 Creating value through sustainable and profitable growth

 Leveraging productivity through highly motivated and empowered team

IMK, ALAPPUZHA Page 16

QUALITY POLICY OF THE COMPANY