CHAPTER – I

1.INTRODUCTION

1.1 INTRODUCTION OF THE TRAINING

The modern concept of internships essentially springs from the medieval apprenticeship,
in which skilled laborers (often craftsmen) would teach a young person their trade and, in
exchange, that person would agree to work for the teacher for a certain length of time.

The main difference between an apprenticeship and an internship is that internships are
more exploratory. You're not bound to work for your employer after the internship is over
(although many interns do receive job offers). If you start early enough to do a few internships
throughout college, you can use the first ones to get a feel for what career you'd like to pursue
and the later ones to build your experience.

Internships can be paid or unpaid — though, if they are unpaid, they‘re usually subject to
stringent labor guidelines. In the U.S., federal law mandates that unpaid interns must not benefit
the company economically or be used to displace the work done by paid employees. Some states
have their own regulations regarding interns. For example, in California, unpaid interns must
receive college credit for their work.

Most American internships are work experience internships — essentially on-the-job

training in a field that the student or young worker wants to learn more about. But there are also
research internships, more common in scientific fields, in which a higher-level student examines
a particular topic on behalf of a business before producing a written study or presentation.

1
1.2 OBJECTIVES OF THE TRAINING

 Your internship should help strengthen your professional skills and interpersonal
relationships in professional settings.

 Finding or being placed in an internship and receiving credit for the experience are
privileges, not rights. You must want this experience. And to get academic credit for an
internship, you must first go through the department's internship coordinator.

 You will not be assigned to a specific internship; you must examine the plethora of
available employers and select from among them. The internship coordinator will offer
guidance and suggestions for specific locations if you are struggling to find an
appropriate placement.

 An internship placement may be with any organization, association, or business where

the knowledge and skills developed in the telecommunications major are applicable,
subject to the approval of the internship coordinator.

 Wherever you decide to go for your internship, the experience should allow you to have a
close working relationship with a seasoned professional and to increase your confidence
by experiencing the industry first-hand with involvement in planning, implementing, and
evaluating of assigned tasks.

2
1.3 SCOPE OF THE TRAINING

Scope of the study is a composite of how the pump is designed, manufactured and
assembled, how it is installed, the product being pumped, the pump operating conditions,
condition monitoring and maintenance practices. The whole point is missed if one considers that
pump reliability is somehow detached from all of the activities that conceive, create, operate and
maintain a pumping installation.

The greatest technical challenge facing manufacturers and users of pumps is improving
reliability. Mechanical seal leakage gradually or exponentially increases to an unacceptable
level, seemingly without cause. Bearings fail, often with little advance warning; when bearings
fail this can wreck the mechanical seal and a whole lot more. Pump internal clearances, subjected
to pressure and erosion, wear out, amperage draw goes up and pumping performance falls off.
Shafting and impellers fatigue and break. Flanges leak, gaskets blow. This is all familiar to those
who operate and maintain pumps.

1.4 LIMITATION FOR THE TRAINING

 All the dealers and industrial user of Punjab were not covered because of constraints of
time.
 The study was restricted to certain specific areas of Coimbatore which may not seem to
present the general picture of the product.
 Respondent unwillingness to provide adequate information was consequent upon time
constraints and personal inconveniences.
 Sampling and non-sampling errors might have crept in and attempt is made to minimize
them.
 Considering the mammoth size of the market the sample size was probably inadequate as
covering each and every department, which was at geographical disparate location, was
not feasible.

3
 CHAPTER-II

2.PROFILE OF THE TRAINING

2.1 INDUSTRY PROFILE

Indian Pumps & Valves

Pumps & Valves segment contributes significantly to the growth of Indian economy.
They have proved highly critical in productivity of the core sectors of the economy. The Pumps
& Valves sector has a net value addition ratio in manufacturing of over 20 per cent. India
already exports Pumps & Valves worth over US$ 1.55 billion, serving various engineering
segments, to over 100 countries. The exports in this segment are growing at a healthy rate of
around 10-12 per cent annually. Additionally the Indian market is already worth over Rs 5,000
crore (US$ 780 million) in pumps & Rs 4,500 crore (US$ 700 million) in valves. India is already
selling & supporting niche scientific & engineering technologies to developed economies in
areas such as in aerospace engineering, auto components, biotechnology etc.

Today India has attained near self-sufficiency in Pumps for Nuclear Power, complete
self-sufficiency in captive power generation, pulp & papers, energy efficient pumps in utilities &
in agriculture sector. Considerable manufacturing segment of this sector is focusing on catering
latest application in Bio-Pharma field, such as of Infusion Pumps.

Given the fact that among ‗machineries‘, pumps are said to be produced and used in
largest numbers, second only to electric motors. The overall scenario in Indian economy also
favours growth & development in Indian Pumps & Valves industry, thereby opening huge
potential of international collaborations.

2.1.1 Pump Industry in India

The Indian Pump industry is growing at an annual CAGR of ~10%– which is higher than
the international CAG Raverage of ~6% –due to the surge in infrastructure development, growth
in agriculture and other water intensive industries.

The Indian Pump industry offers among the highest net value additions in the engineering
industry – of over 20%. Moreover, the domestic market for Indian Pumps is growing at a healthy
rate of 16-18% per annum.

4
India today:

 Exports pumps to 100+ countries

 Is totally self-sufficient in

o captive power generation

o pulp and papers

o energy efficient pumps in utilities and agriculture

 Is almost self-sufficient in pumps for nuclear power

A number of Indian Pump manufacturers are focusing on Bio-Pharma applications, such Infusion
Pumps, among other things.

2.1.2 Indian Pump Industry – Market Size

 The Indian pump market was worth over US$ 1.2 billion in 2014 (i.e. over INR
8,000crore)

 India has over 800pump manufacturers

 India manufactures more than 4.5millionpumps every year

 Among ‗machineries‘, Indian pumps are produced and used in largest number sifter
electric motors

 The Indian Pump industry offers excellent growth opportunities for international
collaborations

 Indian Pumps are exported to more than 100 countries

Agriculture and Building Services comprise 46% of the market by value (INR 3910 crore).
This segment of the Indian pump market is highly fragmented as well as competitive – with a
large number of small and medium enterprises (SMEs) competing to increase their market share.

The biggest markets for agricultural pump sets are the central Indian states of Madhya
Pradesh, Maharashtra, Tamil Nadu, Karnataka and Andhra Pradesh.

5
 The Industrial Sector comprises the remaining 54% of the market by value (INR 4590
crore). This segment of the India pump market consists of sectors like Water & Sewage
Treatment, Power Generation, Oil & Gas, Metals & Mining and Others.
Being technologically intensive, it is a relatively hard sector for small and medium enterprises
(SMEs) to penetrate.

Top Indian Pump Companies by Market Capitalisation (BSE)

 KSB Pumps

 Dynamatic Tech

 Kirloskar Bros

 WPIL

 Shakti Pumps

 Yuken India

 Roto Pumps

 Bemco Hydraulic

2.1.3 INDIAN PUMPS – GROWTH OPPORTUNITIES

70% of India‘s US$ 15 trillion GDP projected for 2030will have to be supported by urban
infrastructure – and will require massive doses of investment in urban infrastructure. The
other growth drivers for Indian pumps include population growth, higher water-intensive food
consumption, industrialization, growing public awareness about drinking water quality,
decreasing water quality, lower water levels and environmental pressure from government bodies
on wastewater discharge, thereby amplifying the demand many times over for the recycle and
reuse of water.

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  Sustained medium to long term demand from

o Infrastructure

o Energy

o Roads

o Ports

o Irrigation

o Agriculture

o Manufacturing

o Water Supply

o Sanitation – which alone will require a USD 1 trillion investment by 2017

 The Government of India is actively encouraging technology development and

transfer to enable the small scale sector (i.e. small pump manufacturers) to enter high-
tech areas such as aerospace and defense

 Indian companies are increasingly looking for international partnership via technology
collaborations to enter foreign markets

 Many small scale pump manufacturers have created price sensitive offerings as viable
alternatives to costly pumps manufactured by large pump manufacturers

 The Indian chemical market– growing at a rapid pace – is fuelling the demand for
industrial pumps

 Government regulations and energy crisis are motivating water pump manufacturers to
develop energy efficient products

The Government of India has introduced several policies to promote agricultural growth in
the country. These policies range from subsidized electricity to exemptions on use of solar
water pumps. The announcement of such policies has inspired farmers to install independent

7
irrigation facilities to ensure consistent availability of water. Consequently, this is pushing the
demand for water pumps in India.

2.2 COMPANY PROFILE

Our Profile

Mahendra Pumps wears on its lapel 60 years of pioneering effort to sustain leadership in
the motors and pumps marketplace. It is among the earliest to have established integrated
manufacturing facilities and today operates from 4 modern operating divisions that include
motors and pumps division, foundry division, submersible pumps division and engineering
services division.

Best-in-class manufacturing, in-house services and value engineering have been the
mainstay of each Mahendra product which range over 750 varied pumps across verticals that
include Agriculture, Industry and the Domestic Sectors. Best practices business transparency
endears Mahendra to its business associates and customers prompting it to secure mind share in
the market by the promise of ‗Performance Value Trust'

Mahendra endears itself to society by being an active CSR partner in environmental

enhancement initiatives. Mahendra's Print campaigns for water conservation, environment
preservation, etc are regularly featured in magazines and journals in the regions. All Mahendra
products reflect the company's sensitivity to the environment. CE, ISI, ISO standards and 5-star
ratings ensure that products delivered to the market conform to quality standards par excellence.
From a humble start in 1960, Mahendra is today a leader in the Motor & Pumps sector reaching
far and wide nationally and globally.

2.2.1 Company History

Today, the Mahendra group is represented by a number of companies in various domains.

The first entity to be formed was Mahendra Engineering Works. Established in 1960, it started

8
the production of agricultural pumps & motors. Mahee Engineering works were later
incorporated as a Company and is now known as Mahendra Pumps (P) Ltd.

Then came the inception of Mahee Engineering (P) Ltd Unit-1. Instituted in 1973, Mahee
Engineering (P) Ltd Unit-1 dealt with the manufacture of single-phase Monobloc pumps for
domestic applications. In 1977 Marvel Engineering Industries was established. This unit was
involved in the manufacture of single-phase pumps for agricultural applications. This unit was
later merged with Mahee Engineering (P) Ltd Unit.

In 1984, Mahendra Submersible. Pumps (P) Ltd dealing with the manufacture of
Submersible Pumps for the domestic and agricultural applications was founded. The institution
of Mahendra Spinning Mills (P) Ltd in 1991 marked the extension of Mahendra group's
Expertise in the textile domain. This unit deals with the production of cotton yarn. Mahee
Engineering (P) Ltd Unit-II, established in 1995, deals with the manufacture of Engine-driven
Pumps. Mahendra has a strong distribution and service network throughout the country.
The company has been regularly exporting to countries like South Africa, Sri Lanka,
Bahrain, UAE, Vietnam, Australia, Qatar, and Egypt.

2.2.2 Vision and Missions

To achieve excellence through continuous improvement in products, service, skill level

and adherence to standards and systems

Mission

To provide reliable, energy-efficient, quality pumping (water) solutions through a wide

range of pumps to customers worldwide, with constant innovation in design and best service, and
always be a company mindful of its corporate social responsibility and achieve a sustainable
profit and growth to the satisfaction of all stakeholders.

To comply with all environmental laws related to our business activities, by continually
improving our Environment System, create employee awareness, contributing to the society
conserve natural resources.

We “Mahendra Pumps Private Limited” are acknowledged organization, are

engaged as manufacturer and exporter of Borewell Submersible Pumps, Monoblocs

9
& Compressor Pumps, High Pressure & Waste Water Disposal Pumps and Solar
Pumps. It was established in the year 1960 at Coimbatore, Tamil Nadu. These products
are known for their most far-fetched quality and fantastic finishing at the reasonable cost
in the stimulate time period. Under the esteemed guidance of “Venketesh
(Manager)” we have attained a enormous client base in the market.
Mahendra Pumps wears on its lapel 50 years of pioneering effort to sustain
leadership in the motors and pumps marketplace. It is among the earliest to have
established integrated manufacturing facilities and today operates from 4 modern
operating divisions that include motors and pumps division, foundry division,
submersible pumps division and engineering services division.

Best-in-class manufacturing, in-house services and value engineering has been the
mainstay of each Mahendra product which range over 750 varied pumps across verticals
that include Agriculture, Industry and the Domestic Sectors. Best practices business
transparency endears Mahendra to its business associates and customers prompting it to
secure mind share in the market by the promise of 'Performance, Value & Trust'.
Mahendra endears itself to society by being an active CSR partner in
environment enhancement initiatives. Mahendra's Print campaigns for water
conservation, environment preservation etc are regularly featured in magazines and
journals in the regions. All Mahendra products reflect the company's sensitivity to
environment.
History

Today, Mahendra group is represented by a number of companies in various

domains. The first entity to be formed was Mahendra Engineering Works. Established in
1960, it started the production of agricultural pumps & motors. Mahee Engineering
works was later incorporated as a Company and is now known as Mahendra Pumps (P)
Ltd. Then came the inception of Mahee Engineering (P) Ltd Unit -1. Instituted in 1973,
Mahee engineering (P) Ltd Unit-1 dealt with the manufacture of single phase Monobloc
pumps for domestic applications.

10
 In 1977 Marvel Engineering Industries was established. This unit was involved in
the manufacture of single phase pumps for agricultural applications. This unit w as later
merged with Mahee Engineering (P) Ltd Unit.

In 1984, Mahendra Submersible. Pumps (P) Ltd dealing with the manufacture of
Submersible Pumps for domestic and agricultural application was founded. The
institution of Mahendra Spinning Mills (P) Ltd in 1991 marked the extension of
Mahendra group's Expertise in the textile domain. This unit deals with production of
cotton yarn. Mahee Engineering (P) Ltd Unit-II, established in 1995, deals with the
manufacture of Engine driven Pumps.

Mahendra has a strong distribution and service network throughout the country.
The company has been regularly exporting to countries like South Africa, Sri Lanka,
Bahrain, UAE, Vietnam, Australia, Qatar and Egypt.

Today, Mahendra group is represented by a number of companies in various domains.

The first entity to be formed was Mahendra Engineering Works. Established in 1960, it started
the production of agricultural pumps & motors. Mahee Engineering works was later incorporated
as a Company and is now known as Mahendra Pumps (P) Ltd. Then came the inception of
Mahee Engineering (P) Ltd Unit-1.

Instituted in 1973, Mahee Engineering (P) Ltd Unit-1 dealt with the manufacture of
single phase Monobloc pumps for domestic applications. In 1977 Marvel Engineering Industries
was established. This unit was involved in the manufacture of single phase pumps for
agricultural applications. This unit was later merged with Mahee Engineering (P) Ltd Unit.

In 1984, Mahendra Submersible. Pumps (P) Ltd dealing with the manufacture of
Submersible Pumps for domestic and agricultural application was founded. The institution of

11
Mahendra Spinning Mills (P) Ltd in 1991 marked the extension of Mahendra group''s Expertise
in the textile domain. This unit deals with production of cotton yarn. Mahee Engineering (P) Ltd
Unit-II, established in 1995, deals with the manufacture of Engine driven Pumps.

Quality

ISO 9001 : 2008 certified company

Our Vision

"To achieve excellence through continuous improvement in products, service, skill level
and adherence to standards and systems"

ISO Certification

ISO 9001:2008 Certification

2.2.3 Our Infrastructure

Our firm is placed with an advanced and state-of-the-art infrastructural base, backed with
all facilities that are required to carry out notable business operations. Further, our infrastructure
is installed with most up-to-date machines and equipment, with the help of which we meet our
production targets and make guaranteed to make timely delivery of products.

We regularly upgrade our machinery to extend their level of presentation and production
capability. Besides, our infrastructure consists of several departments like production, quality
control, research and development and many others.

12
 Corporate Social Responsibilities

Mahendra Pumps - truly a practitioner of Environment Sensitive Initiatives Mahendra

Pump's CSR initiatives are aplenty. Significant among them are sustained campaigns in the
prudent use of water that the company issues in various journals and newspapers that purport to
sensitize people to water usage patterns that will sustain available resources.

Mahendra's support to Siruthuli's current initiative to enhance green cover in the region -
'Pasumpulari' - saw the company urge individuals and corporate bodies to be an active
participant in the event that focuses on planting over 1 lakh trees to ensure its objective. The
latest CSR Campaign from Mahendra continues its focus on water resources; rejuvenation,
augmentation and protection by enhancing green cover of the region. The campaign suggests
choice of trees that can be chosen which will not only enhance green cover but is likely to
contribute to health of the environment.

The Mahendra Product stable reflects the passion of the company to ensure a favourable
environment. Its energy efficient pumps are 5 star rated ensuring that optimum operation is
delivered at minimal energy drawing capabilities.

Our Group of Companies

 Mahendra Pumps (P) Ltd.

 Mahee Engineering (P) Ltd. Unit I

 Mahendra Submersible Pumps (P) Ltd

 Mahee Engineering (P) Ltd. Unit II

13
Our Certifications

Awards

14
2.3 ORGANIZATION CHART

15
 CHAPTER – III

3. FUNCTION OF DEPARTMENT

FUNCTIONAL DEPARTMENT

 Production Department
 HR Department
 Finance Department
 Sales Department
 Purchasing Department
 Marketing Department
3.1 PRODUCTION DEPARTMENT

INTRODUCTION

Production is the core function concerned with as it has wide range of products and
production take place in plants located at faraway places. More over as faced with stiff
competition, the only way to increase the profit is by the cost reduction, as price increase is
not at all possible. So each unit has its own research and development facilities working for
the better production functions to increase the efficiency in a way result in cost reduction.
Production takes place in six production centers located at different place. Each division is
self-reliant in its activities of manufacturing, quality control, research and development
production center is headed by factory manager‘s reports to a production manager at the
corporate office.

Manufacturing Firms sometimes suffers from Productivity, Low Production rate

and Delivery problems. Production time is the top priority at every manufacturing firm, and
each firm wants to minimize it as much as possible to deliver their product on time to time
their valuable customers. . Some of the biggest time eaters in the industry are Setup time,
Manufacturing time, Material handling time, and wait time. After the brief survey at VBC
Hydraulics, we have conclude that setup time, manufacturing time, and wait time cannot be
utilize more than current because they are already using best possible machines and
technology to manufacture Gear Pumps. But, material handling time and man-machine
utilization can be improved by some engineering analysis. We did man-machine utilization

16
by using man-machine utilization charts and some brief calculations and also focused to
improve the material handling in the industry by implementation of GT(Group
Technology) layout as they are mainly focused to manufacturing of Gear Pumps of
different specifications with bulk Production.

CHART

PRODUCTION
MANAGER

FACTORY
MANAGER

ASST. MANAGER PRODUCTION QUALITY IN CHARGE

STORE IN CHARGE
(ADMINISTRATION) SUPERVISORS (TECH & R&D)

ACCOUNTANT WORKER

CASHIER

CLERK, RECEPTION

Production Manager

He is responsible for the production of goods services in the organization. He looks

after the purchasing function and manages the production design and process. He is called
in different names such as production engineer, plant engineer, operation engineer etc.
They are responsible for plant layout, inventory management, production control and
quality control.

Often, operators are so focused on the immediate demands of equipment that they
overlook the broader question: How do the system‘s parameters affect this equipment? For
example, frequently replacing pump seals and bearings can keep a maintenance crew so

17
busy that they overlook the system operating conditions that are causing most (or all) of the
problems.

A systems approach involves the following types of interrelated actions:

 Establish current conditions and operating parameters

 Determine present and estimate future process production needs
 Gather and analyze operating data and develop load duty cycles
 Assess alternative system designs and improvements

Cost effective operation and maintenance:

Cost-effective operation and maintenance of a pumping system require attention to

the needs of both individual equipment and the entire system. Often, operators are so
focused on the immediate demands of the equipment that they forget to step back and
notice how certain system parameters are affecting this equipment. A systems approach
analyzes both supply and demand sides of the system and how they interact, shifting the
focus from individual components to total system performance.

This approach usually involves the following types of interrelated actions:

 Establish current conditions and operating parameters

18
  Determine present process production needs and estimate future ones
 Gather and analyze operating data and develop load duty cycles
 Assess alternative system designs and improvements
 Determine the most technically and economically sound options, taking into
consideration all subsystems
 Implement the best option
 Assess energy consumption with respect to performance
 Continue to monitor and optimize the syst
 Continue to operate and maintain the system for peak performance.

MAHENDRA PUMPS (P) LTD PUMPS

Pumping systems have a wide range of flow needs. In many applications, there is a large
difference between the flow required during normal system operation and that required during
peak load conditions. For example, some cooling system and rainwater collection applications
require a relative-ly low flow rate. Occasionally, however, a heavy storm or a large heat load
caused by a sudden increase in production demand creates a need for greater pumping capacity.

If pumps are sized to handle a peak flow or worst-case conditions, they could operate at
substantially less efficient levels for long periods during times of high demand. Oversized pumps
in applications like these tend to waste energy, and they require frequent maintenance because
they operate far from their best efficiency points.

In applications such as sewage treatment plants, the normal operating demands on pumps
may be relatively low. During storms, however, the amount of fluid that must be drained from
holding ponds or tanks increases dramatically. So pumps that maintain holding pond levels must
be able to handle storm conditions.

To avoid the high friction losses and maintenance problems that accompany continuous
operation or frequent of oversized pumps, a plant can install smaller ones, called ―pumps,‖ to
handle normal operating conditions. The large pumps would then be used occasionally only to
handle severe load conditions, providing considerable cost savings.

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WHEN TO CONSIDER MAHENDRA PUMPS (P) LTDPUMPS

Indicators of a need for a smaller pump to handle normal operating conditions

include the following:

Excessive flow noise, cavitation‘s, and piping vibrations that disappear during heavy
demand periods. (If these conditions persist, then the primary pump may need to be
downsized.)

Costs of Intermittent Pump Operation

Intermittent pump operation is caused by an unbalanced set of system flows. For

example, a pump‘s high flow rate drains the tank or reservoir to the point where the low-
level switch de-energizes or turns off the pump. When the fluid level in the tank rises and
activates the high-level switch, the pump is re-energized, turning back on to drain the tank.

Repeatedly stopping and a pump wears out the motor controllers and dynamic
surfaces in the pump/motor assembly, and it can lead to unreliable pump operation. This
problem is especially severe for large pumps, because of their high currents. Each repeated
closing and opening of high-voltage contacts also creates a danger of sparking that can
damage the contact surfaces. In addition, discontinuous loading of the transformers and
switchgear often shortens their operating lives. Some pump/motor assemblies are specially
designed to handle repeated and stopping. For such applications, this more expensive type
of equipment should be specified.

Many pumps do not respond well to -ups and shutdowns. The mechanical seals
used in many pumps rely on a lubricating film of system fluid. This film requires a
revolution or two to develop and, over time, repeated ups accelerate seal wear.

Similarly, bearings that are subjected to cyclical loading tend to have shorter
operating lives than those in constant-use applications.

CENTRIFUGAL PUMPS

Centrifugal pumps are often operated over a wide range of conditions. For example,
many cooling systems experience variable loads caused by changes in ambient conditions,
occupancy, and production demands. To accommodate demand changes, flow can be

20
controlled by any of these four methods: bypass lines, throttle valves, multiple pump
arrangements (as discussed in the previous fact sheet), or pump speed adjustments.

PUMPING SYSTEM

Pumping systems can be critically important to a plant‘s operations. In many industrial

applications, such as power and petrochemical plants, pumps directly support production
processes and run as often as—or even longer than—any other equipment at the facility.

The amount of energy consumed by many long-running pumping systems often results in a
substantial addition to a plant‘s annual operating costs. In fact, about 27% of all the energy
consumed by motor-driven equipment in manufacturing facilities is used to operate pumps.
Therefore, pumping systems are a natural target in efforts to reduce energy consumption in
motor-driven systems.

In some cases, pumping system energy is used quite efficiently; in others, it is not. Facility
operators are often very familiar with the controllability, reliability, and availability of pumping
system equipment, but they might not be as aware of system efficiency issues—and there are
good reasons to increase their aware-ness. For example, there is a strong correlation between the
reliability of pumps and their efficiency; that is, pumps that operate close to their best efficiency
point tend to perform more reliably and with greater availability.

There are numerous opportunities to improve the reliability, performance, and efficiency of
pumping systems in many industrial facilities. This section discusses three basic steps that can
help in identifying and implementing pumping system improvement projects:

Conduct a Systems Assessment

A systems assessment reviews the operation of a pumping system, often using

certain tools to help identify improvement opportunities. Taking a systems approach can be
a very effective way to perform the assessment. Consequently, DOE seeks to build
industry‘s awareness of this approach in many key industrial systems, including pumping.
The Hydraulic Institute‘s Pump Systems Matter TM initiative also promotes a systems
approach to pumping system assessments.

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A Systems Approach

A systems approach can be effective in assessing system performance, solving

operating problems, and finding improvement opportunities. In a systems approach,
engineers and operators analyze both the supply and demand sides of the system and how
they interact, essentially shifting the focus from the performance of individual components
to that of the system as a whole. In attempting to correct problems or look for ways to
improve performance, evaluating only the components rather than the whole system can
cause analysts to overlook potential cost savings.

For example, although a pump might be operating efficiently, it could be generating

more flow than the system requires. Consequently, it is important to assess system
efficiency based on how well the end uses are served by the pumps. Reflecting a systems
approach, process system design and manufacturing best practices will first optimize the
performance of the entire system and then select the components and control strategies that
best match the new process load.

The life-cycle costs of pumps are difficult to summarize because, even among
pumps of the same size, initial costs vary widely. Other costs—such as maintenance and
disposal or decommissioning—can be difficult to quantify. Several industry stakeholders
have participated in efforts to encourage greater consideration of life-cycle costs in
pumping system specification and operation. For example, the Hydraulic Institute, a U.S.
pump manufacturers trade association, has developed a life-cycle costing guidebook7 to
increase industry experts‘ awareness of the subject.

A highly efficient pumping system is not merely a system with an energy-efficient

motor. Overall system efficiency is the key to maximum cost savings. Often, users are
concerned only with initial costs, and they accept the lowest bid for a component while
ignoring system efficiency. To achieve optimum pumping system economics, users should
select equipment based on life-cycle economics and operate and maintain the equipment
for peak performance.

Plant and corporate managers are often bound by a concern for a company‘s profits
when considering the investment of capital funds. Decision makers are usually attuned to

22
activities that translate directly to the bottom line, such as projects that increase
productivity. Fortunately, many (if not most) energy efficiency projects provide other
benefits in addition to energy cost savings, such as the following:

 Increased productivity
 Lower maintenance costs
 Reduced costs of environmental compliance
 Lower production costs
 Reduced waste disposal costs
 Better product quality
 Improved capacity utilization
 Better reliability
 Improved worker safety.

Any potential efficiency improvement project stands a better chance of being

funded if it takes into account all these costs and benefits over the project‘s anticipated
lifespan. Understanding all the components that make up the total cost of owning and
operating a pumping system helps decision makers more easily recognize opportunities to
significantly reduce energy, operating, and maintenance costs.

Intermittent Pump Operation.

Pumps are often used to maintain fluid levels in tanks, either by filling or draining
them, as needed. Many systems rely on a level control system to activate the pumps
automatically. The cumulative effect of energizing and de-energizing a pump shortens the
lives of the motor controller and the pump assembly. In addition, an oversized pump
generates higher friction losses during operation, because it pushes fluid through the piping
at higher velocities.

Corrective Measures

In systems served by oversized pumps, several corrective measures can be taken to

lower system operating costs and extend equipment maintenance intervals. The correct
measure to choose depends on the system and on the particular indicator that points to the

23
oversized pump problem. An obvious remedy is to replace the pump/motor assembly with
a downsized version; however, this is costly and may not be feasible in all situations.

Alternatives to replacing the entire pump/motor assembly include these:

 Replace the impeller of the existing pump with a smaller impeller

 Reduce the outside diameter of the existing impeller
 Install an adjustable speed drive (ASD) to control the pump if flow varies over
time
 Add a smaller pump to reduce the intermittent operation of the existing pump.

3.2 HUMAN RESOURCE DEPARTMENT

Define:

As Edward L. Gubman observed in the Journal of Business Strategy, "the basic mission
of human resources will always be to acquire, develop, and retain talent; align the workforce
with the business; and be an excellent contributor to the business. Those three challenges will
never change."

Human Resource Management (HRM or HR) is the strategic approach to the effective
management of people in a company or organization such that they help their business gain a
competitive advantage. It is designed to maximize employee performance in service of an
employer's strategic objectives.

CHART

HUMAN
RESOURCE

MIDDLE SUPERVISORY OPERATIONAL

TOP MANAGEMENT
MANAGEMENT MANAGEMENT MANAGEMENT

BOARD OF
DIRECTORS SKILLEDWORKERS
DEPARTMENTAL HEADS SENIOR SUPERVISORS
CHEIEF SEMI- SKILLED
DIVISIONAL HEADS INTERMEDIATE
ACCOUNTANT WORKERS
SECTIONAL HEADS SUPERVISORS
FINANACIAL UNSKILLED WORKERS
DIRECTORS

24
Human Resource Manager

A human resource manager occupies a very important position in an organization.

The duty of the human resource manager is to recruit and develop Personnel required by
the organization. They are involved in manpower planning, training, maintenance,
compensation etc. The other responsibilities of the human resource manager are
formulation and development of personnel policies, employees training and development,
transfer, promotion, etc.,

Maintaining personnel records of each employee in the organization, establishment

of good relation with employees, effective communication of the personnel policies and
programmers of the management to employees, responsible for advising line manager,
responsible for welfare activities and responsible for solving the problem of employees.

Working Hours in MAHENDRA PUMPS (P) LTD pumps:

Office time begins with 9 A.M up to 5.30 P.M. In that time all transactions and official function
of that day are completed. All functions are controlled by HR Manager. HR Manager handles
many planning process they are:

 Forecasting future manpower requirement, it is estimated based upon specific future

plans of the company.
 Identifying present manpower resources and analyzing the degree to which these
resources are employed optimally.
 Anticipating manpower problems by projecting present resources into the future and
comparing them with the forecast of the requirement, to determine their adequacy,
both quantitatively and qualitatively.
 Planning the necessary programs of requirement, selection, training and
development, utilization, transfer, promotion, motivation and compensation. So that
future manpower requirement will be met.
Determining wages and salaries

HR Department is also involved in conducting market surveys and determining the wages
and salaries for different position in an organization. These decision may be taken in consultation
with top management and the Finance department.

25
Recruitment and Selection

One of the most important jobs HR department is to recruit the best people for the
organization. This is of crucial importance as the success of any organization depend on the
quality of its workforce. Details regarding the recruitment and selection procedure can be
found here.

Performance Appraisal

Once the employees are recruited, the HR Department has to review their performance on
a regular basis through proper performance appraisals. Performance appraisal is the process of
obtaining, analysing and recording information about the relative worth of an employee. The
focus of the performance appraisal is measuring and improving the actual performance of the
employee and also the future potential of the employee. Its aim is to measure what an employee
does.

On the basis of performance appraisal the HR Department will set up an action plan for
each employee. If the employees need any training then he provided that.

Training and Development

HR department is constantly keeping a watch over the employees of the organization. In

order to improve the efficiency level of the employees they have go undergo regular trainings
and development programmes. All trainings and development needs are carried out by this
department. Training might include on the job or off the job training. Find more information on
training here.

Employee welfare and motivation

Happy employees mean a healthy organization. HR Department conducts various

employee welfare activities which might include employees get together, annual staff parties
etc. HR department also reviews organizational policies and its impact on the motivation of the
employees.

26
Addressing employee’s grievances

HR department is the link between the workers and the management. Employees
grievances related work environment are usually entertained and resolved by the HR
Department.

Labor management relations

For the smooth operation of any organization, it is crucial to have good labor management
relations. HR department has to ensure that these relations are cordial. In case of any labor-
management conflict the HR Department will play a vital role in bringing both management
parties to the negotiation table and resolving the issue.

Implementing organizational policies

HR Department has to coordinate with line manager and see that the organizational policies
are being implemented in a proper manner. Disciplinary action can be initiated against
employees who are not following organizational rules and regulations. All these actions are
conceived and implemented by the HR department.

Core Functions of HR

Human resources (HR) professionals conduct a wide variety of tasks within an

organizational structure. A brief review of the core functions of human resource departments will
be useful in framing the more common activities a human resource professional will conduct.
The core functions can be summarized as:

Staffing

This includes the activities of hiring new full-time or part-time employees, hiring
contractors, and terminating employee contracts

Staffing activities include:

 Identifying and fulfilling talent needs (through recruitment, primarily)

 Utilizing various recruitment technologies to acquire a high volume of applicants (and to
filter based on experience)
 Terminating contracts when necessary

27
  Maintaining ethical hiring practices and aligning with the regulatory environment
 Writing employee contracts and negotiating salary and benefits
3.3 FINANCE DEPARTMENT

INTRODUCTION

Finance department manages the fund available for the operations of the business, by
making a balance between the fund inflow and fund outflow. The management of all activities
related to finance requires considerable expertise and specialized knowledge of banks, financial
institutions, the different sources of finance and ways to profitability utilize these funds. Finance
Manager directly does the planning, organizing, directing and controlling financial activities in
the society.

Organization Structure:-

GENERAL MANAGER

FINANCE MANAGER

FACTORY MANAGER

BRANCH MANAGER

Finance department is headed by finance manager. Finance manager reports to the

General Manager and in certain strategy and urgent issues directly report to managing director
and take decisions. Finance Manager works in the coordination with chief accountant,
production manager, Sales manager, branch managers.

Finance Manager

He is responsible for financial matters in the organization. He prepares financial plan. He

assesses the financial needs of the organization and sources of the finance. He should be an
expert in the field of financial management. He should know different tools used in the financial
management ratio analysis, fund flow analysis, cash flow analysis, Budgeting etc. All these are
necessary to prepare a sound financial policy for the organization. He is also responsible for

28
financial planning, raising necessary fund, controlling the use of funds, appropriation of profits
etc.

Other functions include financial forecasting and planning, procurement of funds,

investment decision, management of income, management of cash, deciding upon borrowing
policy, negotiations for new financing, analysis and appraisal of financial performance, advising
the top management, co-coordinating and control, helping in valuation decisions, and tax
administration.

For this component, Pumps will place funds with Mahendra Pumps (P) Ltd to finance the
pumps through RRBs/ Commercial Banks. State Govt. may fund some portion of the project cost
as their share or any other mechanism appropriate to State Govt. MNRE subsidy in this case will
be 40% of the benchmark cost (in absolute value). The beneficiary will be free to go to any of
the implementing bank‘s branches and avail subsidy along with loan for the remaining amount as
per terms and conditions of the participating bank. In this case, if the State Government wants to
further subsidize, they may place a portion of the subsidy with the participating bank. Ideally,
this may be more suitable for replacement of diesel pumps since the savings of the beneficiaries
on account of diesel expenditure are substantial.

Functions of Finance Department:-

Finance function is concerned with all aspects of business operations. It is very difficult
to set limits to the finance function. The key activities under finance department are:

 Management of firm‘s assets structure.

 Financial analysis, planning and control.
 Management of firm‘s financial structure.
 Estimating capital requirement.
 Determining sources of fund.
 Utilization of fund.
 Disposal of surplus.
 Management of cash.
 Financial controls.

29
Accounts Manager

He is responsible for keeping the details of day book, ledger and P.F registers.
Moreover, he should record and maintain all the details of the sales tax calculation and
related documents and produce them on demand.

State Government may also come up with a scheme to subsidize the repayment of the
loan by the beneficiary by using the savings that the distribution company will have because of
the saving in highly subsidized power for the agriculture sector. With this the State Government
can reduce the burden on the farmer. MNRE specifications and standards will have to be
followed in this case also. MNRE will empanel suppliers through a transparent process.

Through and along with Other Ministries of Government of India

Certain other Ministries engaged in water management or water usage may like to use
pumps instead of conventional pumps. MNRE may provide subsidy directly 7 to these Ministries
through its existing scheme and at rates admissible in the scheme for covering the pump portion.
One example here is drinking water scheme being implemented by the Ministry of Drinking
Water and Sanitation. In such cases, procurement etc. will be managed by the concerned
Ministry and MNRE will provide the necessary support required for the pump portion. pumps
could also be integrated with the energy efficient programme and electric utilities, as well as
rated pump sets or parts.

THE TERMS OF REFERENCE OF THIS COMMITTEE WILL AS FOLLOWS:

 The committee will ensure coordination between various departments to effectively

implement the programme.
 The Committee will ensure that the farmers in the identified areas of the State are duly
covered under other available schemes for irrigation.
 In case financial requirement is more than what the farmer can afford taking into account
the Central financial assistance available, the Committee will ensure that the State
Govt./other departments/other organizations reduce the financial burden through capital
subsidy or interest subvention from the existing schemes or other provisions.
 The Committee will invariably pursue the list of pending requests of the farmers with the
distribution company/companies in the State so that the Mahendra Pumps (P) Ltd

30
 pumping scheme can benefit this class of farmers in case there is undue delay in getting
their pump sets
 In case the farmer doesn‘t need the pump for irrigation all-round the year, the farmer will
be free to connect to the grid and supply power with net metering/ two way meters for
which the farmer would be paid or given credit by the distribution company. The
committee will ensure that the surplus power is either put into the grid or used effectively
locally.
 The Committee should ensure that the farmer gets a total package along with the pump
i.e water harvesting, drip irrigation and other forms of micro irrigation. Further other
inputs like seeds fertilizers etc are to be provided to get the maximum benefit from
irrigation.
 Institutional financing in terms of agricultural loans/ or other form of soft credit may be
organized through various financial institutions and proper guidance provided to the
farmers.

Communication Strategy (Awareness and Training)

The State Nodal agency will ensure that the programme is extensively communicated
through various channels and a strong capacity building framework is provided for all
stakeholders.

a. Awareness

The State Nodal Agency will need to conduct publicity campaigns so as to generate
demand and spread awareness about the programme amongst all the key 9 stakeholders.

The programme may engage with industry, academic institutions, bankers, retailers or
farmers to enhance visibility Mahendra Pumps (P) Ltd. An awareness programme with a
technical literature, demonstration pumps, pilot installations and training programme may be
introduced in collaboration with existing agriculture universities in India.

b. Training and capacity building

A cohesive strategy to help build the capacity of various stakeholders needs to be

formulated. Some of these can be:

31
  The trainings may be conducted at various levels on aspects of the programme such as
proper use of the pumps, their maintenance and other aspects of reporting and
monitoring.
 Capacity building for the involved implementing agencies can include organizing
workshops/ stakeholder consultation sessions and providing supplementary training
programs.
 Exposure programme for last mile conventional electric pump shop owners would help
making them advocates for Mahendra Pumps (P) Ltd.
 Retraining last mile pump technicians would develop a chain of ‗Mahendra Pumps (P)
Ltd ministries‘ (technicians) as close to farmer service providers.
 The pump manufacturers can be encouraged to develop product training modules and
user guide for selection of right pump suitable to local cropping, soil and water needs for
technical capacity enhancement at various levels.

Scope of studying Financial Management

Doing a management course related to finance or gaining a finance degree offers excellent career
opportunities. Take a look at some of these diverse career options:

 Corporate manager;
 Investment banker;
 Financial advisor;
 Financial analyst;
 Financial examiners;
 Financial managers;
 Personal financial planners;
 Budget analysts;
 Investor relations associate or executive;
 Credit analyst.

32
3.4 MARKETING DEPARTMENT

Marketing Manager

He is charge of the marketing department of the organization. The marketing department

aims to increase the turnover of the organization, market share, and profitability of the
organization.

The marketing manager should be tactful. He should know marketing concepts product
mix, promotion mix, price mix, distribution mix etc. He should be known the strength and
weakness of the firm‘s products. He is also able to design and implement market strategies to
enhance turn over and capture new markets.

The main objective of the marketing programming is to put together a set of marketing
strategies that will achieve the goals of the firms. This means assembling an ideal mix of
products, prices, personal selling, promotion and research and distribution networks for a
particular company.

Finding the best combination of marketing strategies is not easy because of nonlinear
relationship between sales and marketing mix variables, interaction among the factors, the
largely unknown character of competitive responses and the sometime fickle nature of
customers.

CHART

MARKETING MANAGER

BRANCH MANAGER

SALES EXECUTIVE

REPRESENTATIVES

33
 The marketing mix refers to amount and kinds of marketing variables the firm is using a
particular time and includes price, advertisements, costs and distribution expenditures. This
project evaluates the concepts of marketing mix and its main constituent elements and addresses
the problem inherent in uniting these unique and distinctive combinations.

In most of the firms marketing mix decisions are led by the marketing department but
another functional area play a key role. Research and development management are significantly
involved in product mix innovations. Finance, production and other department influence pricing
and distribution decisions. Hence management of the marketing mix is unlikely to be effective
without marketing orientation forming a common culture throughout the business.

Marketing management must decide what level of marketing expenditures is necessary

to achieve its marketing objectives. Companies usually establish their marketing budget at some
conventional percentage of the sales goal. Companies entering a market try to learn what the
marketing budget to sales ratio in the hope of achieving a higher market share. Ultimately the
company should analyze the marketing work required to attain a given sales volume or market
share and then cost out this work. The result is the required marketing budget.

The company also has to decide how to divide the total marketing budget among the
various tools in the marketing mix. Marketing mix is one of the key concepts in modern
marketing theory. According to Philip kotler , ― marketing mix is set of marketing tools that the
firm uses to pursue its marketing objectives is the target market‖. McCarthy popularizes a four
factor classification of these tools called the 4P‘s – Product, Price, Place and Promotion. The
elements of marketing mix are called as the firm‟s controllable variables. These are activities
that organization plans, organize and control. Not all marketing mix variables can be adjusted in
the short run. They vary in their adjustability.

Typically firms can change its price, sales force size and advertising expenditures in the
short run.

34
PRODUCT MIX

Product mix (also called product assortment) is the set of all product lines and items that
a particular seller offer for sale to buyers. A company‘s product mix refers to how many different
product lines company carries. The length of product mix refers to the total no. of items in the
product mix. The depth of product mix refers to how many variants are offered in the line.

PROMOTION

The company on its part does promotional activity through advertisements. It also
encourages its dealers to do promotion and provides financial support to those expenditures.
Promotional activity normally carried out are, issue of pens, pads dairies and putting up
hoardings. Also they share costs of any local or regional advertisement costs.

The marketing communication mix (also called promotion mix) consists of four major tools.

 Advertising.
 Sale promotion.
 Public relation.
 Personal selling.

Advertising spends negligible amount in add. SPI is not interested in advertisements

through electronic media as TV, radio etc.

Charity and donation to various institutions is also given by SPI. Public relation SPI
Empire enjoys good reputation among not only at national level but at international level too.

BUYER:

Buyers or customers can exert influence and control over an industry in certain circumstances.
This happens when:

 There is little differentiation over the product and substitutes can be found easily.

 Customers are sensitive to price.

 Switching to another product is not costly.

35
 Nowadays customers have the buying power and they have the choice in the market to
choose the product what they want. In 1994 Mahendra Pumps (P) Ltd began the production and
marketing of flexible hoses under the brand name Mahendra Pumps (P) Ltd flex.

Before that nediyara group came with soft garden hoses and it has a good name among
the customers and has a good market also. So when Mahendra Pumps (P) Ltd came with flexible
hoses, it is difficult to market the product.

3.4.1 SALES DEPARTMENT

INTRODUCTION

Sales department is entrusted with the function of planning and executing the conception,
pricing, promotion and distribution of ideas goods services, to create exchanges that satisfy
individual and organizational boards. In simple terms the Sales function is catered around the
customer and his needs.

Sales Policy:

Mahendra Pumps (P) Ltd industry to reduce the number of intermediaries, so they
have no distributors. Billing is directly done to the wholesalers and retailers. In case of other
state sales, it‘s a one through the branch offices. No direct export to any customers. The
operating by exporting to the branch office at dubai, Mahendra Pumps (P) Ltd industry and
billing directly to the customers. In the case of logistics the supply of products is done through
company owned feet of vehicles. Same policy followed with inter-state also.

An orientation and awareness programme targeted towards farmers and bankers is needed
to be built in collaboration with Mahendra Pumps (P) Ltd pumping vendors and suppliers. A
more detailed Mahendra Pumps (P) Ltd pumping training programme for vendors, bankers,
individual farmers, associations and agriculture colleges may help in building the knowledge
base for necessary acceleration. The agency can develop a cohesive strategy to utilize media as a
channel for effective dissemination of information on the programme.

36
 A generic radio and television advertisement campaign can be launched to generate
interest among public at large. The agencies can also publicize the programme to the locals
through word of mouth, street plays, and rural social sales, national/state level workshops. The
publicity need to be backed with state officials‘ regular site visits to increase awareness. The
state nodal agencies could also work on implementing pilot Mahendra Pumps (P) Ltd agriculture
pump schemes, working with suitable agencies to attain the objectives of bringing awareness.
Active participation from empanelled pump suppliers / manufacturers is also envisaged in
enhancing awareness.

Training and capacity building

A cohesive strategy to help build the capacity of various stakeholders needs to be

formulated. Some of these can be:

 The trainings may be conducted at various levels on aspects of the programme such as
proper use of the pumps, their maintenance and other aspects of reporting and
monitoring.
 Capacity building for the involved implementing agencies can include organizing
workshops/ stakeholder consultation sessions and providing supplementary training
programs.
 Exposure programme for last mile conventional electric pump shop owners would help
making them advocates for MAHENDRA PUMPS (P) LTD.
 Retraining last mile pump technicians would develop a chain of ‗Mahendra Pumps (P)
Ltd ministries‘ (technicians) as close to farmer service providers.
 The pump manufacturers can be encouraged to develop product training modules and
user guide for selection of right pump suitable to local cropping, soil and water needs for
technical capacity enhancement at various levels. These product training modules can be
designed exclusively for the beneficiaries and will be user-friendly and simple, multi-
lingual, educative and visually descriptive, culturally sensitive and easily accessible.
 Training of technical staff in panchayat raj bodies and village level staff of other Govt.
deptts/agencies/Power Distribution Companies.
 Training and awareness of farmers and users through training/awareness camps.

37
Method Of After Sales Service:
For providing after sales service company may use the following methods:
 Sending special staff to the customers.
 Arranging service with dealers/agents.
 Appointing in depending service specialists.
Maintaining Price Leadership:

Company‘s important objective is to maintain price leadership. Company is always trying

to become a price leader. It does not like become a price follower.

Achieving Maximum Market Share:

Companies another objective is to achieving maximum market share. In order to achieve

maximum market share, company will spend more on advertising and offering quality products
to the customers.

Advertisement:

In the case of advertisement is the most glamour element of the promotion mix. It covers
all the activities connected with the giving of publicity regarding goods and services offered for
sale. Advertising is transmitting through mass media such as television, newspapers, magazines
etc.

Mode of Advertisement:

1. Earlier as wall paintings, banners etc. now changed to huge flex hoardings.
Reason for change is:

a. Attractiveness.

b. New technology acceptance with change in market.

c. Real and clear image of product.

d. Quality advertisement gives better company image.

2. Newspapers: heading Malayalam newspaper, The Hindu, Indian Express.

3. Website.

38
 CHAPTER-IV

4.AREA OF TRAINING

4.1 SWOT ANALYSIS

STRENGTHS

 Barriers of market entry

 Reduced labor costs
 Domestic market
 Existing distribution and sales networks
 Skilled workforce
 High growth rate

WEAKNESSES

 Cost structure
 Brand portfolio
 High loan rates are possible

OPPORTUNITIES

 Global markets
 Venture capital
 Growth rates and profitability
 New products and services
 New acquisitions

THREATS

 External business risks

 Financial capacity
 Increase in labor costs
 Tax changes
 Government regulations
 Rising cost of raw materials

39
4.2 SUGGESTIONS

 High frequency electric resistance welding process, which make these pipes more
dependable in quality.
 Bend ability, thread quality, weld quality and the zinc coating of Mahendra Pumps (P)
Ltd are the excellent.
 Mahendra Pumps (P) Ltd can increase the market share by increasing the number of
distributors in Punjab market.
 Mahendra Pumps (P) Ltd is swallowing the market of steel pipes because of its low
prices.
 All the distributors and retailers accept the overall quality of Mahendra Pumps (P) Ltd is
the excellent.
 The main competitors of Mahendra Pumps (P) Ltd in India market.
 Since quality of Mahendra Pumps (P) Ltd is excellent, many retailers as well as end users
have demanded pipe fittings should also be manufactured by the company.
 Many customers switch over from Mahendra Pumps (P) Ltd to other pipes because of the
unavailability of required sizes at the time of requirement.
 The proper means of communication and an effective advertisement can tend to increase
in the sale of Mahendra Pumps (P) Ltd.

40
 CHAPTER – V

5.CONCLUSION

The Industrial Training Research at MAHENDRA PUMPS (P) LTD

MANUFACTURING INDUSTRY AT TRICHY a period of 1month is very useful: Where I
could able to gain lots of information about fabrics industry.

They have not faced any problem in the sales area because the quality of yarn produced is
very high. The managementmaintains good relationship with workers and makes them happy
and satisfied by means of monetary and other benefits.

The factory is using machines for quality control. So that they can lay for their production
more efficiently and increase their sales. Lastly, I would like to conclude that factory is
performing efficiently because of good administration and sound policies followed

Specific outcomes are presented below:

 Potential unforeseen and/or random disruptions are identified and dealt with
timorously with customer contractual dates in mind.
 Production is smoothly planned and operations carried out without interruptions or
disruptions.
 The system is in synchronization with customer requirement, thus, organization
works on the rhythm provided by customers.
 No over production, production is triggered by customer order.
 No rush hours in work.
 Inventory levels are reduced and problems in the system are revealed and
effectively managed.

41
BIBLIOGRAPHY

S. No YEAR MATERIALS

1 2000 Chunawalla, S.A., "Foundation of Advertising Theory and Practice",

Himalayan Publishing House, Fifth Edition

2 2003 Kothari C.R., ―Research Methodology‖, New Age International

Publishers, Sixth Edition

3 2005 Philip Kotler, "Marketing Management", Prentice Hall of India,

Eleventh Edition

4 2007 William D. Wells, "Measuring Advertising Effectiveness", Routledge

Publications

JOURNALS

1 2004 R. Blattberg, The Marketing Information Revolution", Boston :

Harvard Business School Press, Vol.4, No.1, pp. 9 – 17.

2 2006 B. Cadler, Television Commercial Wear Out: An Information

Processing View", Journal of Marketing Research, Vol.13, No.2, pp.
173 - 186.

WEBSITES

www.pumps.in

www.pipes.in

www.mahendrapumps.com

42