Final Report Babli

INTERNSHIP REPORT

ON

“ORGANIZATIONAL STUDY

AT

SYMMETRIC TECHNOLOGIES PVT LTD”

Submitted in partial fulfillment of the requirement

For the award of

MASTER OF BUSINESS STUDIES

Submitted by

ALPNA PATEL

(Reg no- 10TUMBS001)

Under the guidance of

Lect. NAGENDRA KUMAR S

Bangalore University

SCHOOL OF BUSINESS STUDIES

(Master of Business Studies)

Old Law College Building, Palace Road, Bangalore – 560 001.

Symmetric Technologies Pvt. Ltd.

BANGALORE UNIVERSITY

School of business studies

(Master of business studies)

COLLEGE CERTIFICATE

It is certify that the internship report titled “ORGANIZATIONAL STUDY” is submitted by

ALPNA PATEL bearing Reg. No.10TUMBS001 has been prepared under the guidance of

This report is the original research work carried out by her and not formed the basis for the

award of any Degree/Diploma of any other similar title to BANGALORE UNIVERSITY of

any other university.

Co-ordinator

School of Business Studies

School of Business Studies, Bangalore University.Page 2


BANGALORE UNIVERSITY

School of business studies

(Master of business studies)

Old Law College Building, Palace Road,

Bangalore – 560 001.

GUIDE CERTIFICATE

This is to certify that the report Titled, “ORGANIZATIONAL STUDY AT SYMMETRIC

TECHNOLOGIES PRIVATE LIMITED” is a record of independent research work carried

out by ALPNA PATEL Reg.No.10TUMBS001 under my guidance and supervision. The

work has been satisfactory and is recommended for consideration towards partial fulfillment

of requirement for the Master of Business Studies, Bangalore University, during the academic

year 2012.

Date:

Palace: Bangalore



ACKNOWLEDGEMENT

Gratitude takes three forms - a feeling from heart, an expression in words, and giving a return. I

hereby take this opportunity to thank everyone who have helped me some way or the other in the

successful completion of this work. The guidance and support of many people has been immense

throughout the tenure of the project.

Though language is a poor substitute for sentiments, yet there is no way out to recover it for

expressing my profound gratitude, indebtedness and sincere regards to Bangalore University,

School of Business Studies for giving me this golden opportunity to learn and grow. I would

like to sincerely thank my faculty guide for his continuous support and guidance.

I am extremely grateful to Ms Malahti, HR and Process Associate and Vishal, Busops

Controller, for giving me this wonderful opportunity to work at Symmetric Technologies Pvt.

Ltd.

Last but not the least, I would like to express my sincere gratitude to my parents, family and

friends for their wholehearted direct and indirect support to carry out this project.

Place: Bangalore Alpna Patel

Date: Reg no. 10TUMBS001



DECLARATION

I hereby declare that the internship report titled “ORGANIZATIONAL STUDY” at

“Symmetric Technologies Pvt Ltd” has been prepared by me during the year 2012 under the

guidance of

Bangalore, as partial fulfillment for the award of Master of Business Studies of Bangalore

University.

I further declare that this project report is my original work and not submitted to any other

University for the award of any other Degree/Diploma, fellowship or other similar title or

prize.

Place: Bangalore Alpna Patel

Date: Reg no. 10TUMBS001



CONTENTS

CHAPTER

NOCONTENTS PAGE NO

1 INTRODUCTION 7-9

2 COMPANY PROFILE 10-17

3 ORGANIZATION STRCTURE 19

4ORGANZATIONAL DEPARTMENT

STUDY 20-34

5 PRODUCT PROFILE 35-42

6 SWOT ANALYSIS/ VISION, MISSION 43-46

7 ANNEXURE 47-50

8FINDINGS, SUGGESTION AND

CONCLUSION51-53

9 BIBLIGROPHY 54-55

TABLE &

GRAPH

CONTENTS Page no

1

2

3

4

GRAPH-ORGANIZATIONAL CHART

A/C & FINANCE CHART

PRODUCT FUCTION CHART

MARKETING CHART

20

22

25

27



CHAPTER ONE

INTRODUCTION

Symmetric Technologies Pvt. Ltd. started with a core and strong technical team of 8 members

in 1994 and has grown in to a 60 member’s organization with a turnover of Rs.25 million

today. Consistent high satisfaction results shown in last 15 year throughout their annual

surveys (88-96%), Repeat orders for system integration (22 orders in last two years), 120

global consultancy works in software development and training in last ten years are few

samples and testimonies of their capacities and credentials.

Symmetric Technologies Pvt. Ltd. creates innovative solutions that generate measurable

value for today’s ever changing world. Their intelligent, customizable, flexible, reliable and

secure turn-key automated solutions with strong high end engineering software development

that help medium to large organizations.

To maximize velocity within their organization activities core business processes, enables to

interact with customers and helps them make more intelligent decisions to changes in market

demand. They offer the services like turnkey business database application development,

business intelligence solutions, business application integration, web design and

development.

LOCATION

Project Head Office:

No. 224, 5th cross, 80 feet Road, 2nd Block, RMV 2nd stage,

Sanjay Nagar, Bangalore-560094.

Regional Office:#32/427, Valayil House, Pallisery Road, Near Pallisery Junction,

Pallarivattam PO, Cochin, Kerala – 682025.



CHAPTER TWO

INDUSTRY PROFILE

Software industry plays a vital role in the economic development of our country. This

industry is closely linked with the major developments.

The word "software" had been coined as a prank by at least 1953, but did not appear in print

until the 1960. Before this time, computers were programmed either by customers, or the few

commercial computer vendors of the time, such as UNIVAC and IBM. The first company

founded to provide software products and services was Computer Usage Company in 1955.

The software industry expanded in the early 1960s, almost immediately after computers were

first sold in mass-produced quantities. Universities, government, and business customers

created a demand for software. Many of these programs were written in-house by full-time

staff programmers. Some were distributed freely between users of a particular machine for no

charge. Others were done on a commercial basis, and other firms such as Computer Sciences

Corporation (founded in 1959) started to grow. The computer-makers started bundling

operating systems software and programming environments with their machines.

When Digital Equipment Corporation brought a relatively low-priced micro-computer to

market, it brought computing within reach of many more companies and universities

worldwide, and it spawned great innovation in terms of new, powerful programming

languages and methodologies. New software was built for micro-computers, and others,

including IBM, followed DECs example quickly, resulting in the IBM AS400 amongst

others.

The industry expanded greatly with the rise of the personal computer in the mid-1970s, which

brought computing to the desktop of the office worker. In subsequent years, it also created a

growing market for games, applications, and utilities. DOS, Microsoft's first operating system

product, was the dominant operating system at the time.



In the early years of the 21st century, another successful business model has arisen for hosted

software, called software as a service, or SaaS; this was at least the third time this model had

been attempted. SaaS reduces the concerns about software piracy, since it can only be

accessed through the Web, and by definition no client software is loaded onto the end user's

PC.

Software Sectors

There are several types of businesses in the software industry. Infrastructure software,

including operating systems, middleware, and databases, is made by companies and

organisations such as Linux, Google, Microsoft, IBM, Sybase, EMC, Oracle and VMWare.

Enterprise software, the software that automates business processes in finance, production,

logistics, sales and marketing, is made by Oracle, SAP AG, Sage and Infor. Security software

is made by the likes of Symantec, Trend Micro and Kaspersky. Several industry-specific

software makers are also among the largest software companies in the world: SunGard,

making software for banks, BlackBoard making software for schools, and companies like

Qualcomm or CyberVision making software for telecom companies.

Software development can be broadly categorized into custom developed software and

packages or generic software products. Software companies providing customized software

concentrate on particular vertical market segments or domain areas, like retail, banking, and

manufacturing. Software products may be targeted to a vertical segment or may cut across

segments, but rarely to a specific user. Information technology consultants, such as Anderson

Consulting, provide “solutions”, which may involve some combination of custom developed

software and commercial off-the-shelf software and hardware products.

Software development involves a number of stages: Conceptualization, requirement analysis,

high-level design, low level design, coding, testing and support. These stages roughly

correspond to stages described in the waterfall model of software development. The value

added is typically greater in earlier stages of development – namely requirement analysis and

high level design. As we discuss Indian software firms largely provide services rather than

products. Further, Indian software exports consist largely of low-level design, coding, and

maintenance services.

The Indian software industry consists of a large and growing number of firms: Using

NASSCOM membership as a measure, the number of Indian software firms has grown from



around 430 in 1996-97 to over 620 in 1997-98. Many of these firms entered the industry

during or just before the economic liberalization in 1991.The early entrants into the industry,

had close links with computer hardware development. Heeks (1996, p. 69) notes that Tata

Consultancy Services (TCS), was the first firm to agree to export software in return for being

able to import hardware, in 1974. TCS, currently the largest Indian software firm, employs

around 9000 people.

Entry barriers were low because firms could start small, since initial investments required

were fairly small, little more than office space and communication facilities. With the

growing need for maintenance services many firms began by providing these The entrants

were of two types. The first type was existing firms diversifying into software. These

included computer hardware firms, such as HCL and Wipro. There were others such as BFL,

and Satyam that were, before their metamorphosis as software firms, divisions of large and

medium industrial groups. The other type of entrants was new start-ups, such as PCS, Infosys

and Silverline.

Entry strategies varied and not all firms entered to provide software export services. Contrary

to popular belief, as for firms in the industry. With the exception of the region around Delhi,

there are no noticeable clusters in the northern or the eastern regions of India. The

distribution of engineering colleges, concentrated in the western and southern regions, closely

mirrors the distribution of the software industry. As Table 3 shows, engineering colleges are

heavily concentrated in these two regions, which also account for the greater part of

employment in the Indian software industry.

Characteristics of the Indian Software Industry

The Indian software sector displays many unusual features from an Indian perspective. The

most obvious one is its export orientation, accounting for 65% of the total software revenue.

There are important qualitative differences between the export market and the domestic

markets. The first relates to different types of software developed. Whereas products

accounted for nearly 40% of the domestic market5, they account for a little under 10% of

exports. Over 80% of exports are software services including custom software development,

consultancy and professional services.



The second difference between the domestic and export sectors relates to the stages of

software development as described earlier. Indian firms usually provide low-level design,

coding and some types of testing services for export.

For domestic clients the industry provides a wider range of services that usually spans the

entire lifecycle of software development. Some of the domestic projects are much larger and

more challenging than export projects, with the screen based trading system for the Bombay

Stock Exchange and the Reservation System for Railways, both by executed by CMC, an

experienced public sector firm, being two recent examples.

3.1 Domestic

A large fraction of the domestic software industry consists of resale of software packages

developed by foreign, principally US, firms, thus overstating the extent of software written

for the domestic market.

A number of Indian software firms have also developed software packages aimed at the

domestic market. However, with very few exceptions, these packages have not been very

successful. Although it is tempting to point to weak intellectual property rights as a culprit for

the failure of Indian firms to develop successful packages, at least as important, if not more,

has been the lack of experience, especially design and marketing experience, necessary to

produce a successful product. Firms that have had domestic experience with consulting do

not appear to derive any advantage from it in the export market. Given the simpler and more

routine tasks involved in current software exports, the sophisticated capabilities and expertise

that firms had developed from serving domestic customers have not been of great value to

them in the export market.

3.2 Exports

As we have seen, Indian software exports consist primarily of software services. The

activities carried out by most firms in India are essentially maintenance tasks for applications

on legacy systems such as IBM mainframe computers, development of small applications and

enhancements for existing systems, migration to client-server systems, often referred to as

porting or re-engineering. The most common type of export, followed by reengineering (also

called porting) and conversion projects, such as Y2K projects. Although Y2K projects were

an important source of revenue, most of the leading Indian software firms have



limited their dependence on such projects. Table 6 shows that the US accounts for over half

of all export revenues (58% in 1997-98), compared with 21% for Europe and 4% for Japan.

Managers at most of the US firms we interviewed agreed that the type of work outsourced

was neither technologically very sophisticated nor critical to their business. Requirement

analysis and high-level design is typically done either in-house or by US based consultants.

The projects undertaken are typically small. The mean number of man-months involved in

the most important export project for firms that participated in our questionnaire survey is

510 man-months, whereas the median is only 150 man-months.

Although competition from other countries such as Philippines and China is typically cited in

the press, most software exporters indicate that their main competitors are located either in

the US or in India itself. Many MNCs have set up liaison offices and subsidiaries as well.

Increasingly, however, the objective is to use India as a place for software development as

well, rather than merely as a place to sell. Some companies have established, or are in the

process of doing so, software development centers in India, and are exporting packages or

components of systems to other countries from India. The work being done at these

development centers is fairly sophisticated.

Supply of Factor Inputs

1 Human Resources

It is widely believed that the key to the success of the Indian software exports is the supply of

trained, low cost software professionals. Estimated wage costs in India were about 1/3 rd to

1/5th of the corresponding US levels for comparable work. The size of the talent pool

complements the cost advantage. In 1997, the total number of software professionals in India

was estimated to be about 160,000 compared with 140,000 in the previous year,

(NASSCOM, 1998, p 69). Most of the leading firms recruit either engineers or students with

degrees in mathematics or science. Many also have in-house testing and training programs.

India graduates about 155,000 engineers of various sorts, and another 200,000 diploma

holders per year. About 60,000 of these enter the IT sector. Despite the apparently large stock

of human capital in India, NASSCOM claims that by year 2000, demand will outstrip

supply7. The NASSCOM study projects an annual demand of about 75,000 by the year 2000.



The tight labor market conditions are reflected in the 20% increase in wages and in attrition

rates that are said to be nearly 20-25% for the industry. Many of our interviewees mentioned

their difficulty in recruiting professionals with 4-6 years’ experience, even though nearly

40% of the workforce is reported to have 4-6 years’ experience. The loss, through

immigration, of experienced software professionals to the U.S through the H-1B visa route is

responsible for a substantial part of the shortfall. The entry of new firms exacerbates the

demand for domain knowledge and managerial expertise.

Despite paying substantially above Indian standards, virtually all firms find it difficult to

retain talented professionals. A very large fraction of the over one hundred firms we surveyed

mentions employee turnover and difficulty in attracting suitable employees as a major

problem.

There are a number of public sector and industry initiatives to increase the supply of software

professionals. The government has recently announced the establishment of Indian Institutes

of Information Technology, along the lines of the well-known Indian Institutes of

Technology. A number of engineering colleges have increased their emphasis on information

technology and, in some cases, have started IT management programmes. A number of

private sector, for profit, institutes providing graduate level education, such as a joint venture

between the Mahindra Group and British Telecom to teach methods and techniques for

software development, are coming online.

2 Finance, Communication and Physical Infrastructure

Software services, especially for export, are a very profitable business with good cash flows

and limited investment up front. Therefore, finance is not a major problem for software

service firms. Obtaining finance is, however, a major concern for firms developing software

products. Many of the firms we interviewed appeared to rely on equity financing as the

primary source of capital. Others relied upon financing from their parent firm or from

business groups with which they were affiliated. 56% of the firms we surveyed indicated that

they relied upon personal funds for startup finance.

The picture is very different for firms developing software products. In contrast to services, a

substantial investment is required to develop the product, and even more to market the

product. Firms that are trying to develop software products do face an acute problem of



getting finance, in part because the inexperience and conservatism of Indian venture capital

funds.

Given the problems in raising money and in tapping public equity markets, some firms have

adopted a strategy of using services to finance product development. Developing products for

the US market from India is widely thought to be very difficult. It does not appear that lack of

venture capital is the major constraint for developing software products.

Good communication infrastructure is considered vital for the continued growth of the

industry. Overall, the data communication infrastructure in India is expensive and in limited

supply. It appears that the problem has a significant institutional component, with

government agencies like the department of telecommunication and VSNL, until recently the

sole ISP in India, unwilling to give up their stranglehold on telecommunications. Clearly, the

poor communication infrastructure has affected the diffusion of the Internet domestically, and

through that, has discouraged the growth of new firms that could provide software services

for and through the Internet.

Indian Software: Potential and Prospects

Supplying programmers or doing simple coding or code conversion does not require a great

deal of knowledge about the customer’s business domain or specialization in specific

technologies. Lacking such expertise and experience, Indian firms have been willing to adapt

to any new domain. The most important determinant of competitive success appears to have

been the ability to provide trained software programmers at low cost upon demand. The

expertise levels of Indian firms on UNIX and WinNT platforms are considered to be on par

with other US firms. There is evidence of long-term relationships.

The existing software service exporters face two major challenges that are closely related.

First, the difficulty in attracting and retaining talented software professionals, and second, the

challenge of developing beyond competing on low costs alone in an environment with rapidly

rising labor costs. Firms are moving up the value chain by accumulating knowledge about the

industry segments for which they currently develop software.

At present, Indian firms provide services for the lower portion of the waterfall model and

“moving up the value chain” involves providing conceptualization, requirement analysis and

design services as well. However, some believe that such a strategy, which ultimately



involves getting involved in business process reengineering for overseas clients, is not

feasible for most Indian firms. The better-established firms we interviewed, however, seemed

to believe that they could successfully develop the ability and credibility for providing IT and

business consulting services to clients worldwide.

The strategies of accumulating domain knowledge and business expertise are not easy. Firms

will have to invest a great deal in hiring, training and retaining their employees, in expanding

overseas and establishing subsidiaries in countries such as the US and Western Europe, as

well as in acquiring the technological and business expertise needed.

These firms will also be able to execute large, complex projects on their own with little or no

supervision from US clients. In time, they may even be able to anticipate the business needs

of their clients and offer them solutions. These firms can acquire other Indian software firms

(or their assets), or employ the latter as subcontractors.

7. Summary and Conclusions

The rapid globalization of the software industry in recent years has focused a great deal of attention on India whose

software industry is now a small but growing part of the international division of labor in software. Our study had two

major objectives: To understand and describe the main features of the Indian software industry, especially its

competencies and weaknesses; and to understand its links with the American software industry and with the American

economy more generally.

The results of this research illuminate a number of issues related to the Indian software industry, confirming some

impressionistic accounts but contradicting others. In particular, nearly two thirds of the revenues of the Indian

software

industry are from exports, with a much smaller domestic market. Indian software exports consist largely of low-end

software development services. Given the tight labor market conditions in the US, especially for IT workers, the

availability of software development services from India has been of substantial value to many large and medium

sized

US firms that have been able to free up their in-house IT staff for more valuable and creative projects. Moreover,

although Y2K projects were an important source of revenue, most of the leading Indian software firms limited their

and maintenance services. However, many of these US firms rely on Indian programmers as well and have significant



India based operations. Further, US firms are likely to increase their involvement with India, both through outsourcing

and through directly setting up subsidiaries and software development centers in India.

The effects of any further restrictions upon H1B visas for Indian software professionals are likely to be quite

complex. On the one hand, it will staunch the flow of experienced Indian software programmers, pushing up wages

for

US based software programmers. Visa restrictions will also favor offshore software development in the medium term,

which will have the opposite effect on the wages of US software professionals. They are also likely to further push

Indian firms to explore markets in Japan and Western Europe.

Our observations are consistent with the other research in this area (e.g., Heeks, 1996, D’Costa 1998). Both of these

authors have argued that the export orientation and routine tasks that exports involve have limited learning potential

for

Indian firms. The responses by clients (self selected by the Indian firms) convey the sense that their Indian suppliers

are

competent (by and large) at providing a limited range of services but have not moved to where the suppliers offer

solutions to client problems.

Indian firms hope to use their existing links to acquire domain knowledge and knowledge about the businesses that

their clients are in, and to use that knowledge to move up the value chain. Another hope is to create proprietary tools,

methods and reusable software code that can be customized according to the clients’ needs. This “productization” of

what was formerly a service will, it is hoped, increase the revenue per employee and will counteract the increasing

shortage of skilled software professionals and rising wages. If the Indian software industry is to take the next step up

successfully, it is vital that at least a few of the established firms succeed in the above task. These firms can act as the

nucleus around which the industry can develop and mature.

A large number of software firms are de novo startups, indicating that the supply of entrepreneurial talent appears to

be forthcoming when the opportunity arises, even in new and technology intensive sectors. These software firms are

relatively flat organizations, with young management teams, informal but professional management styles, and with

an

emphasis on efficiency, punctuality and other virtues that an export orientation brings. Top managers of the leading



software firms have been profiled in the popular press in India and are viewed favorably by many Indians, particularly

in

comparison to traditional Indian business leaders. Further, this industry has pioneered equity stakes and stock options

for

employees in India, and many of these companies are star performers on the Indian stock market. Thus, unlike in the

past, the fruits of the success of the industry have been shared far more broadly. The implications of the success of

this

industry, at a time of slow but far ranging changes in the Indian economy, can be immense and far-reac



CHAPTER THREE

COMPANY PROFILE

Symmetric Technology Pvt. Ltd. Deals with implementation of ERP

systems and software testing.

Building Blocks and Product (End To End Products Base)

Signal Conditioning

DAS Interfaces

Base Systems

Software Tools and Technologies

Core Competencies (software development, Testing and Integration services)

Real Time, Embedded, GCS Applications Development

Instrumentation, Control and Data Logging Applications



IVNV and Testing Services

Integration and Systems Management Services

Products Real Time Integrated Solutions [RTIS]

Industrial Systems Automation [ISA]

REAL TIME INTEGRATED SOLUTIONS [RTIS]

Featured Solutions

Avionics and Space Instruments

Telemetry Solutions

VME /CPCI/PMC Based Solutions

FPGA and CPLD based Solutions

Home Grown Integrated Solutions

Offshore Development



Alliance Partners

Alphi Technology USA

Pacific Instruments, USA

Apollotek, UK

Hybricon, USA

Target Segments Avionics

Space

Telecom

Medical

Deliverables End to end hardware

BSP/ Device Drivers

Custom software Application

Integration/ ATP

INDUSTRIAL SYSTEM AUTOMATION (ISA)

Featured Solutions Turnkey Automation

Productivity Monitoring Solutions


Machine Vision Solutions

Offshore Development

Alliance Partners Alphi Technology, USA


Target Segments Manufacturing

Process Industries

Avionics

Space



Deliverables Base System Plus Logger and Acquisition Hardware

C/Lab VIEW/SCADA Application Suite

Integration and ATP

SOFTWARE DEVELOPMENT DIVISION (SDD)

Featured Solutions Software Product Development

Turkey Software Products


BSP and Device Driver Development

FPGA and CPLD based Solutions



Target Segments Aerospace Customers

Manufacturing

Telecom

Deliverables Comprehensive end to end SDLC Development [SRS to STR]

Bluebook Based Standard

Project Management through POMS

Model of Operation Turnkey Projects

Outsourced Product Development

Offshore Development Center

SOFTWARE TESTING AND IVNV (INDEPENDENT VERIFICATION

AND VALIDATION)

Featured Solutions Independent Verification and Validation

Software Testing



NRT Testing

ATEs & Emulators

Offshore Test Centre




Space

Telecom

Deliverables Independent project estimate & modeling of project plan

Periodic status briefings and/or reports

Clear Bug Reporting Process and Bug Tracking System.

IV and V Test Summary Reports through STP, STD and STRs.

Final IVNV Observation Report

Optional Test Beds for ATEs, HIS, HILLs, etc.

Periodic Project specific documentation support and adherence

Model of Operation Offshore Test Center-OTC

Turnkey based Testing services

Subsystem/ product specific IV&V Testing

BUILDING BLOCKS AND PRODUCTS

Featured Solutions Signal Conditioning and DAS

Rugged Electronics and Packaging Solutions

MIL Grade and Rugged systems

cPCI based systems

Industrial and Panel Systems





Apollotek, UK

Hybricon, USA


Space

Telecom

Manufacturing

Deliverables Building Blocks as per BOM

COTS or customized

System and Interfaces

Cables and Accessories

Drivers and Test Application



COMPANY PERFORMANCE

PROJECTS EXECUTED



SYNERGY AREA 1

EMBEDDED INTEGRATED SOLUTIONS THROUGH OUR RTIS-CDC

Typical IV&V SolutionActivity Brief Development of RTOS based Software, board support packages,

Device Drivers, Target and special purpose software Development

encompassing from FPGA/DSP to c , c++, open GL,QT including

embedding/successful testing and qualification

Color Either as a Turn Key project (or) as outsourced product Development

Suggest Model ODC (or) ODIC

Competence Delivery

centre

RTIS of Symmetric

Project references

1553 bus analyzer and simulater “NSTL”



Telemetry monitoring software

Fuel pump test plan automation

RTDT Data transfer

Wideband signal processing systems

Data acquisition and storage system

SYNERGY AREA 2: EMBEDDED INTEGRATED SOLUTIONS

THROUGH OUR ISA-CDC

Activity Brief Control system Application, Data acquisition, Automatic test

equipment Loggers and recorder Including embedding /successful

testing and qualification

color Either as a Turnkey project (or) as outboard product Development

Suggested model ODC (or) ODIC

Competence delivery

centre

ISA of Symmetric

Project references

Data Logger “EGRL”

HPCL-SAT Commissioning

NYPC-Korba Application Software Development

Software Development using scada at KRL

Data concentrator development for IOCL

Demo cabinet simulator

SYNERGY AREA 3: SOFTWARE AND IV&V TESTING THROUGH

OUR IV&V-CDC

Activity Brief Subsystem testing including non-real through simulation and

modeling, verification and validation as per IEEE12204,DO178

including unit level test, HIS testing& comprehensive SDLC

phase, IV&V Doc’s, report generation

color Onsite/offsite/Hybrid



Suggested model OTC

Competence Delivery

centre

IV& V testing centre

Project referencesEngine control system” DARE”

Non real time (NRT) testing of air data system for IV&V

Delopment of tests software to test the IFCS at the iron bird site

Display software-ADA

Mission software-ADA

Verification and validation testing-RCI

Mission critical software testing

CREDENTIALS

240 customers with satisfaction level of 95%

Customer retention efficiency of 94.5%

140 consultancy activities in 6 year time

High trust on product based Development symls and PEDAS

Associted with Envolving test procedure for SI project

Skilled manpower for development and support

Backed by quality Hardware and software Resources

Strong 60 member organization

Customer focus through automated tools “symSAS”



CHAPTER-3

ORGANIZATONAL STRUCTURE



CHAPTER FOUR

RESEARCH DESIGN

Business is a systematic enquiry whose objective is to provide information to solve the

managerial problems. The study of research methods provides one with the skills one needs

to solve the problems and meet the challenges of a fast paced decision making environment.

TITLE

“Organization Study at Symmetric Technologies Pvt. Ltd.”

OBJECTIVES OF THE STUDY To study the important stages in the development of the company.

To evaluate the functional department.

To examine the opportunities available for the company to improve its performance.

To offer a useful suggestion to overcome the problems and improve its performance.

SCOPE OF THE STUDY

The scope of the study is indeed vast to be started in brief. The study helps to analyze the

functioning of the organization with reference to various departments. This study would serve

as the basis for any future studies on departments.

DATA COLLECTION

The data collected for the study are from both primary data and secondary data.

Primary data: Primary data is collected from

Observation

Company personnel

Secondary Data: Secondary data is collected from

Company manual



Company brochure

Company website

LIMITATIONS OF THE STUDY

The time limit within the study conducted was short.

Interaction with the company professional was limited, due to their busy schedule.

Company respondents may not disclose their honest &true opinion about the

organization.

Company may not disclose all the information required for the study.



CHAPTER FIVE

ORGANZATIONAL DEPARTMENT STUDY

1. ACCOUNTING AND FINANCE DEPARTMENT

STRUCTURE OF FINANCE DEPARTMENT


Managing Director

General Manager

Finance Manager

Supervisor

Accountants Clerks


Working Capital Management

Working capital management is concerned with the problem of that arise in attempting to

manage. The current assets and current liabilities relationship that exists between them. The

term current assets refers to those assets, which in the ordinary course of business can be or

will be converted into cash within one year without undergoing a diminution in value and

without disruption of operation. The goal of working capital management is to manage the

firm’s current assets and liabilities in such a way a satisfactory that level of working capital is

maintained. The company avail the working capital from the nationalized Bank in the form of

over draft account.

Trade Credit

Trade credit refers to the credit extended by the suppliers of goods and services in the normal

course of transaction/business/ sale of the firm according to trade practices; cash is not paid

immediately for purchases but after an agreed period of time. In case of Symmetric

Technologies credit the suppliers allow period with in 30days.

Acccounts Recivable/ Recivable Management

The term receivable is defined as department owes to the firm by the customers arising from

sale of goods or services on ordinary course of business when a firm makes an ordinary sale

of goods or services and does not receive payment. The firm grants trade credit and creates

accounts receivable, which could be collected in feature.

TYPES OF SOFTWARE FOR ACCOUNTING PROCEDURE

The software which is used for the purpose of accounts they use Tally software of 7.1 version

which covers all recent updates accounting standards and also tally software of 7.1 version

covers VAT concept which marks very easy for company to fill the tax according rules and

regulation.

ACCOUNTING POLICIES OF SYMMETRIC TECHNOLOGIES

Fixed Assets



Fixed assets are stated at cost of acquisition less depreciation except land at Attibele, which is

shown at revalued cost

DepreciationDepreciation on fixed assets has been calculated on the straight line method at the rates

specified in schedule XIV of the companies Act 1956

InventoriesRaw materials & work in process are valued at cost. Finished goods are valued at cost or net

realizable value whichever is less.

InvestmentInvestments are valued at cost.

Retirement BenefitsGratuity is provided as per opinion 2 of the LIC group gratuity scheme PF payable is

accounted and paid to the provident fund commissioner.

Borrowing CostsBorrowing cost including interest and other expenses for specific borrowing of funds that are

attributing to acquisition, construction and fabrication of fixed assets are capitalized till they

are put to use.



PRODUCTION DEPARTMENT

STRUCTURE OF PRODUCTION DEPARTMENT

For each and every category different planning is made. All the category raw material they

will prepare indent and give it to purchase department.

Then the purchase dept., material dept. and other dept. of production dept. will discuss with

general manager technical then will take decision about the procurement. Material requisition

note is given to purchase department for the procurement process.

Purchase department will select the suppliers who are approved by ISO for the selected the

suppliers. The orders will be placed, whatever material procured it will be the inspected then

whatever defected material found will be rejected note will be issued.

MATERIAL DEPARMENT & STORES DEPARTMENT

Material department in Symmetric Technologies holds a special significance because of

various categories of products and models are use in the production process.

Material department will discuss with other department in the production dept. and according

to the previous requirement and production advancement, decision is made procure material.


Managing Director

General manager Technical

Manager Production Manager

Production R&D

Manager-

Quality

Manager

Dispatch

S W H Production

Dept

R&D Production

Dept


Stores department has separate storerooms in which materials, finished goods are stored and

also storerooms designed such a way that raw material can be used easily.

RESEARCH AND MANAGEMENT DEPARTMENT

For the purpose of R&D they have separate place, and all the expenses are made with respect

to the process of R&D and special engineers and experts are hired for the process.

For the purpose of motivation they have made approach called “team leader” i.e. in each

production process a team leader is made and testing him responsibility and authority to

achieve standard goals.

Every day the performance is evaluated with the chart including the standard production rate

and actual production rate.

MARKETING DEPARTMENT

STRUCTURE OF MARKETING DEPARTMENT


Sales Executives

MKT Dept

Managing Director

General Manager MKT

Assistant ManagerAGM MKT

Christopher B


CHANNELS OF MARKETING

Direct marketing is done by the sales force.

They use dealers and distributers.

They also have for online service or transaction basically the company follows two types of

marketing channels they are direct selling and marketing with other companies.

Direct selling:

The company is recruiting their own marketing executives on salary basis, target is allocated

to them they sale product to the customer directly.

L&T company:

They basically collaborate with L&T marketing company to sell their products.

PackagingSticking company’s name to that product does packaging of the product very prominently

and also attractively.

Pricing StrategiesPricing will made according to the market situation and market demand for the product.

Price will also depend on the cost of the raw material in the present market and the overheads

of the company. They also do not compromise quality and customer satisfaction.

Promotional StrategiesAdvertisement is the main tool for the purpose of promotion. Those are



Magazines

Newspaper

Hoardings

Electronic media-internet.

Market Information and IntelligenceBasically marketing information and intelligence is done by the sales force and AGM of

marketing department of the company.

Customer Relationship ManagementCustomer relation is maintained at a good faith in the Symmetric Technologies capacitor.

They maintain constant touch and interaction with customer and they will receive feedback

and they attend to it.

HUMAN RESOURCE FUNCTION

Introduction

To develop an organizational culture where superiors subordinate relations, teamwork and

collaboration among different sub units must be strong and contribute to the organization

health, dynamism and employees pride.

In short Human Resource Department aims at helping people to acquire competencies

required performing their functions well and make their organization do well. Thus the

Human Resource Department has become very popular in the last decade and especially the

Human resource network of human resource development. In an organization and a

profession body the advancement of knowledge skill, value and attitude in human resource

development are done through education, training and sharing experience.

Human Resource Department in an organization context is a process where employee of a

organization are continuously helped in a planned way to acquire capabilities required for

performing various tasks or functions associates with their present or future expected roles.

To develop they’re general enabling capabilities as individual so that they are able to discover

and utilize their own inner potential for organizational development purpose.



Nowadays human resource development departments are known as personnel department. In

organizations the human resource development functions are taken care by the personnel

department. The main functions of the personnel department are

Administration

Welfare measures

Good industrial relations.

ADMINISTRTION

The administration activities are as follows:

Recruitment

The main sources of recruitment are

Open advertisement

Management trainees

Campus selection

Vacancies to be filled by recruitment in department will be notify to the personnel department

in employment requisition form, on respect of which personnel department will take steps for

recruitment of personnel after obtaining approval, if any from the competent authorities.

A.1. Interview and selectionThe personnel department in consultation with the head of the departments concerned

scrutinize application received in response to advertisements and list of candidates to be

called for interview will drawn up.

The human resource development manger will constitute the selection committee. Once the

candidate is selected he as to go through a performance test after six months.

Wages and salary administrative.

The salary for the employee is given according to their qualification, designation and

experience. They are being given an annual increment every year. Almost 65% of the salary

to employees is given through IDBI bank. Job categorization according to work force.

Group A- general manager

Group B-manager

Group C- section in charge.



Group D- Operators/workers.

Grievance

A grievance means a complaint affecting an individual workman in regard to payment wages,

overtime, leave, transfer, promotion, seniority, work assignments, working condition,

designation, and non-extension of any welfare, amenity or benefit due shall be dealt by

human resource development department.

Settlements regarding Retirement, Death etc

Settlement such as provident fund, gratuity, leave etc on the date of retirement, resignation,

death, termination and voluntary retirement will be dealt in this section.

Gratuity for the service rendered by the employee according to the gratuity Act is 15 days

salary for every completed year of services. The entire employees who come under provident

fund Act must contribute minimum 12%. The employee should at least a minimum period of

5years in the organization only he will be eligible, provident fund of Rs 100 per year.

WELFARE MEASUREConsistent with the policy of the company through its employee and their families happy and

contended, it is operating a number of schemes to promote their welfare.

Employees labors welfare fund schemeA fee of 2% is given to the children of employees. Other facilities like medical and transport

facility is provided.

Canteen facilitiesThe canteen facility is on a contract basis for the convenience of the employees. Workings in

the factory division’s canteens are run where food, coffee, tea and snacks are served.

Transport facilities:

For all the employees they provide conveyance through bus, vans cabs etc, and to who these

facilities are not there, to them travelling allowances is provided.

Performance AppraisalA performance appraisal system is a strong tool in the development of human resources in the

organization. It is consider as a mutual feedback to the management and thereby help to



decide the carrier growth, training needs and other human resources development

interventions required for each of them there by aiding their self-development.

Performance is the way forward for every individual and for the company as a whole. It is

therefore vitally important that every individual has a clear understanding of his or her work,

objectives and responsibilities, because performance will measure against these..

Performance management must create a shared vision of purpose and aims of the

organization. It must help each individual to understand and recognize their part of

contribution to the organization success and there by managing and improving the

performance of the both individual and organization. High performance by way of

performance management is the only guarantee for survival in an unpredictable and dynamic

world.

Managers have to continuously motivate their employees besides considering other factors

that enables superior’s level of performance.

InfrastructureIt is the responsibility of the department heads to identify, defines, provide and maintain

appropriate work facilities that are required for the performance of activities, processes and

service in order to ensure conformance and specified requirements. Facilities shall include

adequate workspace and associated utilities, equipments, hardware and software, suitable

maintenance and other necessary supporting services. To achieve the performance of

activities, processes, end products, delivery and service to the customer’s satisfaction the

necessary quality plans, work instructions, drawings, test procedures and checklist are being

prepared and adopted.

Work Environment

Symmetric Technologies management recognizes that the most valuable asset is its people.

Therefore, the management and head of departments consider the work environment as

corporate criteria and endeavors to provide its employees of a conducive work environment.

This criterion of work environment includes regulation and statutory requirements such as

safety and health, ambient working condition etc.



OPERATING PROCEDURE OF TRAINING IN SYMMETRIC

TECHNOLOGIES

Purpose of the Training Program

To establish a procedure for providing training to Symmetric Technologies Pvt. Ltd.

personnel and customers

To give suitable knowledge to the employees

Total number of employees in Symmetric Technologies

The company is having skilled and unskilled personnel’s approximately 230

number of employees are working. In those more than 40 employees are

executive employees means engineers, and department heads, and also

managers are there.

Method of training program

The Symmetric Technologies is using the method of training program is On-

the-Job training method. In that in house trainers will give training to the

employees. Sometimes they are arranging for guest lecture for their employees

they are all 12 members of in house trainers are there in the company.



CHAPTER SIX

SWOT ANALYSIS

While conducting strategic planning for any of the company it is useful to complete an

analysis that takes into account not only your own business but also your competitors

business and the current business well. The following description will highlight the strength,

weakness, opportunity and threats of the Symmetric Technologies capacitors Pvt Ltd.

STRENGTHS

Strengths means what the Symmetric Technologies Pvt. Ltd. does well, the

following are some of the important strengths are

Competitive price of products is a most powerful weapon of the

company

Highly equipped and technologically modern

Quality control of products in each stages and technological

quality checking of each products

Using the highly qualitative raw materials

Sufficient human resource power

Customer satisfaction through supplying products in time

Providing the good services to customers for standard and non-

standard products

Skilled and highly experienced departmental heads

WEAKNESS



It is the area where the Symmetric Technologies has to struggle

There is less scope for diversification of the products

Employees and workers are not satisfied in their work, salaries and

working nature

The company is not able to get enough grants from various financial

institutions

Lack of good relationship between the management and workers

OPPORTUNITIES

Growing software industry

Availability of skilled workers and policy support

Huge export opportunities and government support

Having great opportunity to become a number one leading company in

the Asia

Availability well connected road network

THREATS

These are inside and outside things that there could be damage the business of

industry. They are

Fluctuating policies of the government and ecological imbalance

There is a fluctuating the product design for standard and non-standard

products

Economic crisis and high cost for installation of plant



LEARNING EXPERIENCE

The study is an organizational study of symmetric technology Pvt Ltd, a fast growing

company in software industry. Learning would be complete only when theoretical concepts

are put to practice. This in-plant training has provided an opportunity to get an insight of the

corporate world .It helped me to relate the theoretical concepts learnt in the classroom to

organizational functioning.

The learning experience gained by me during the in-house training was very much pratical

oriented.I got to know how decisions are communicated, the flow of decision process, the

way in which department are classified on the basis of their functions, the in which the

departments are inter-linked and coordinated.

Through skills, I got to know how decisions flow from top to bottom in Symmetric

Technology Pvt .Ltd how self-managed teams perform to achieve the target set by the

management.

Through strategy, I found how strategies were formulated to overcome the rigorous

competition strategy is very much essential for the company to survive in the market.

System plays an important role in supporting and facilitating various activities that are carried

out within the organization. The company has its own software.



CHAPTER SEVEN

FINDINGS, SUGGESTIONS AND RECOMMENDATIONS

FindingsDuring the course of study it was fund that,

Symmetric Technologies Pvt. Ltd. is one of the fast growing companies. It has a good

technical support from their employees. They are all well qualified personnel and also

they are well trained personnel.

The company gives good training facilities to their employees

The company is having highly equipped modern facilities.

Symmetric Technologies’ strength is quality control and quality assurance

They use to interview not more than 5 people at a time for employment.

They have five minutes of meeting every day in morning.

They newly have set up video cameras inside the company and security purpose.

Symmetric technology uniquely offer customer training programmes to enchance

awareness for optimum use of its products.



SUGESSIONS AND RECOMMENDATION

Company has to give the preference for the six sigma concept.

Build the relationship between employees and management.

Solve the employees problems frequently.

Human resource management should be properly organized.

Company should take more promotional activities in which add plays a crucial role; it

can used to boost the sales figure.

Providing the recreational facility to the employees to reduce the boredom from long

duration of work.

The company must substantiate the pricing of its product and use new technology

The company using only on-the-job training but they should provide of-the-training

The company doesn’t have any management personnel they are having only the

technical personnel’s so they have to recruit some management personnel’s to

increase their fare in administrative level

Company must be utilize the human resource and technological resource effectively

The company to remain in the international market should adopt new technologies for

the development of the products.

They should improve in reduction of cost by using technique like KIEZEN.

The company should maintain their ethical practices while dealing with suppliers,

customers, employees, etc, which facilitates to maintain a coordinal environment at all

levels of organization.

Company should introduce ERP, SAP software which makes work easier and faster.

Since the competition is very fierce, the company should maintain their quality

throughout the process.

The company should try to achieve excellence in their work through pursuit of

perfection by everyone in their own activity.



CONCLUSION

Symmetric Technologies Capacitors Pvt. Ltd. policy is to service continuously for

improvement of their products, services and also to give quality products to their

customer to increases their creditability in the field of software.

Training is being conducted for the entire staff especially for the workers to train

them in all the field for job rotation.

Symmetric Technologies has highly qualified and talented departmental heads

that is specialized is advanced field of mechanical design, system engineering,

and production technology

Symmetric Technologies is having big market representation and a good

customer relation with the help of L&T

Symmetric Technologies has established good network all over India and abroad.

To reach the global demand effectively, the company has to strengthen its

functional areas.

Keeping in mind the increasing demand for quality products they have produced a

wide range of products and services.

Symmetric technologies’ managers who deliberately structure and co-ordinate organizational

resources to achieve the organization’s purpose. The work is structured into separate

departments or set of activities; the organization is striving for greater horizontal co-

ordination of work activities, often using teams of employees from different functional areas

to work together on projects. Boundaries between department as well as those between

organizations are flexible and diffuse to face the need to respond to the changes in the

external environment more rapidly. The Organization interacts with customers, suppliers and

other elements of the external environment.

Symmetric Technologies Pvt. Ltd has established the pattern of relationship by giving duties

and responsibilities to an individual or group. It also helps to co-ordinate or integrates and

control the activities of individuals or groups to achieve common objectives of the business.

The primary objective of this study was to understand the practical aspects of how an

organization is working.



The study concludes to the state that the objectives are partially fulfilled and that it is found

that each department is functioning and the co-ordination between each other. The policies

and procedures of the company are well designed, structured and tailor made to meet the

specific needs. The efficiency of the organization is reflected in their working environment.



BIBLIOGRAPHY

1. Quality system manual of Symmetric Technologies

2. ISO9000 manual 1998

3. Symmetric Technologies brochures and manuals

4. Website- www.symmtech.com

5. Newspapers – industrial manual, Business line, Financial daily


http://www.symmtech.com/



Documents

Final Report Babli