O.S Kuttiyanickal Rubber

8/19/2019 O.S Kuttiyanickal Rubber

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CHAPTER - 1

INTRODUCTION


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INTRODUCTION

Organizational study is a direct investigation about the functions and

activities carried out in an organization. It gives a clear insight into real life

situation. Such studies enable others to kno about the functions and the

i!"ortance of each de"art!ent in an organization.

Organization refers to the structure of relation a!ong "ositions and #obs

hich are building u" for the realization of the co!!on ob#ectives it "rescribe

the relationshi" ith various "ositions and activities in the business hich is

hel" by "ersons. In other ords organization is a har!onious ad#ust!ent of

so!e co!!on "ur"ose. Organization involves the dividing and grou"ing to

the ork to be done in an enter"rise.

To kno !ore about the organization$ its functions and activities$ an

organization study of % KUTTIYANICKAL RUBBERS” as done.

This short ti!e study hel"s to get an overvie about "roduction

de"art!ent$ finance de"art!ent$ !arketing de"art!ent and &.R. De"art!ent

of KUTTIYANICKAL RUBBERS


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CHAPTER - 2

R'S'(RC& )'T&ODO*O+,


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RESEARCH METHODOLOGY

The study is about the !a#or functioning of -uttiyanickal rubbers. The

study is !ainly based on the details collected fro! each de"art!ent. 'ach and

every activities of the co!"any is studied very carefully ith the data

available. This study is very beneficial to the future !anagers as they "ut into

the real life situations. ( study on all the de"art!ents can hel" to i!"rove the

"rocess and there by overall i!"rove!ents in the co!"any s "erfor!ance can

be !ade.

2.1 Objecti e! "# !t$%&

The organization study as done on behalf of the fulfill!ent of )/( degree.

The organization study as conducted for the follo ing "ur"ose.

i. To have an understanding of the "rofile of kuttiyanickal rubbers and its

various activities

ii. To ac0uire kno ledge regarding the functional as ell as the

!anagerial as"ects of the co!"any

iii. To find out "roble!s if any and to "ut for ard suggestions

iv. To get an idea of the organization and its various de"art!ents

v. To get fa!iliarize ith various activities of the co!"any

vi. To get the feel of actual orking environ!ent and to get ac0uainted

ith it


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vii. To learn and !aintain a good relationshi" ith the organization

2.2 Re'!"( #") !e*ecti(+ t,e c" '(&

1or conducting an organization study that ould be beneficial$ the

co!"any selected should have large nu!ber of de"art!ents and also should

be one that is engaged in active "erfor!ance in "roduction. Service and

!arketing$ and higher gro ing o""ortunity.

The "ri!e consideration in selecting kuttiyanickal rubbers for the study

is its tre!endous gro th during the "ast years. It has all the !a#or

de"art!ents including finance$ !arketing$ "urchase$ "roduction and "lanning$

!aintenance$ 0uality control$ hu!an resource and e2"orts.

2./ Li it'ti"(! "# t,e !t$%&

The "eriod available for the study as li!ited. ( detailed study of all

the functions in the organization couldn t be co!"leted in the ti!e

fra!e.

/usy schedule of the officers and e!"loyees "revented lengthy

discussion.

Reluctance fro! the organization to give all infor!ation re0uired for

the study.

Infor!ation collected fro! orkers and e!"loyees are only true to

certain e2tent.


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2.0 D't' c"**ecti"( et,"%

The study includes both "ri!ary and secondary data

1. P)i ')& %'t'

Data ere collected fro! various sources like for!al and infor!al

intervie and discussion ith !angers and other officials at various levels.

They are the actual data collected by the researcher through the follo ing

source.

1or!al and infor!al intervie s !anagers

Direct observations

Intervie ith the e!"loyees

2. Sec"(%')& %'t'

Secondary data ere collected fro! "ublished and un"ublished sources

like official records$ organizational !anuals etc. these are the secondary

source of data hich are obtained indirectly. The researcher has taken

infor!ation fro! the follo ing ays.

Official records of the fir!

Organizational !anuals


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(nnual re"orts

3ebsites

)agazines

CHAPTER /

INDUSTRY PRO ILE


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INDUSTRY PRO ILE

The orld "roduction of rubber as considered to be very unstable during the

last fe years. Co!"aratively$ India4s "roduction of rubber is consistent at the

rate of 56 "er annu!. The Rubber industry in India has been gro ing instrength and i!"ortance. This is the result of India4s burgeoning role in the

global econo!y. India is the orld4s largest "roducers and third largest

consu!er of natural rubber. )oreover$ India is also one of the fastest gro ing

econo!y globally. These factors along ith high gro th of auto!obile

"roduction and the "resence of large and !ediu! industries have led to the

gro th of rubber industry in India.

Rubber 7roducing (reas in India are divided into t o zones

Traditional 8one Non9traditional zone

-anyaku!ari in

Ta!il Nadu

Coastal regions of

-arnataka

Districts of -erala +oa

(ndhra 7radesh

Orissa

So!e areas of

)aharashtra

Northeastern states

:!ainly Tri"ura;

(nda!an and Nicobar

Islands

-erala contributes


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• 1oot ear? @B6

• /elts and hoses? 56

• Ca!elback and late2 "roducts? 6

• Other "roducts? @=6

Indian Rubber )arket

India s "roduction varies bet een 5 and lakh tons annually hich a!ounts

to Rs. === crores. Seventy "ercent of the total rubber "roduction in India is

in the for! of Ribbed S!oked Sheets :RSS;. This is also i!"orted by India

accounting for EA6 of the total i!"ort of rubber. The Indian rubber industry

has a turnover of Rs @B=== crores. )ost of the rubber "roduction is consu!ed

by the tyre industry hich is al!ost AB6 of the total "roduction of India.

(!ong the states$ -erala is the leading consu!er of rubber$ follo ed by

7un#ab and )aharashtra. The e2"orts of Indian natural rubber have increased

tre!endously over the years and have reached 5=== tons in B== 9=E.

Though$ India is one of the leading "roducers of rubber but it still i!"orts

rubber fro! other countries. (t "resent$ India is i!"orting around A==== tons

of rubber annually.

India rubber Industry Overvie

There are about 5=== unit co!"rising = large scale$ == !ediu! scale and

around A5== s!all scale and tiny sector units. These units are !anufacturing


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!ore than A=== rubber "roducts$ e!"loying E== hundred thousand "eo"le$

hich also include BB=== technically 0ualified su""ort "ersonnel$

contributing Rs. E= billions to the National '2che0uer through ta2es$ duties

and other levies. The Indian Rubber Industry "lays a vital role in the Indian

national econo!y. The rubber "lantation sector in India "roduces over 5 =

hundred thousand tonesof natural rubber and there is a "ro#ected "roduction of

!ore than one !illion tons in near future. This has hel"ed in the radical and

ra"id gro th of the Indian rubber industry. This "ros"ect of gro th is further

enhanced by a

boo! in the vehicle industry$ i!"roved living standards of the "eo"le and

ra"id

over9all industrialization. The "er ca"ita consu!"tion of rubber in India is

only >== gra!s co!"ared to @B to @E kilos in Fa"an$ US( and 'uro"e. So far

as consu!"tion of rubber "roducts is concerned$ India is far fro! attaining

any saturation level. This is another factor leading to tre!endous gro th

"ros"ects of the industry in the years to co!e


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CHAPTER-4


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COMPANY PROFILE

COMPANY PRO ILE

The -uttiyanickal +rou" o"erates in four core areas9Rubber 7roducts !anufacture$ Rubber$ Coconut and Cashe 7lantations$ an

u"co!ing tro"ical lakeside resort and Infor!ation Technology. Our !odern

rubber !at "roduction facilities are -uttiyanickal 7oly!ers and -uttiyanickal

Rubbers all situated in the to n of -ottaya! in -erala State$ India. Our

e2"ertise in rubber "roducts goes back to over three decades. 1ro!

!anufacturing rebuttoning rubber :Tread Rubber; and Tyre 1la"s that catered

to the trans"ortation industry$ e have co!e a long ay in being rated no as$

one a!ong the largest !anufacturers of 0uality rubber !ats in India. Our

"roducts are sold in over fifteen countries orld ide and e have a large

"resence in the e2tensive Indian do!estic !arket$ here our "roducts are sold

in the GTo" 1loorG brand na!e.

( brief note on "roduction facilities$ "roduction and location

(ll our factories are #ust t o hour s drive fro! Cochin International

(ir"ort. The closest sea"ort is Cochin :t o hours drive;.Our three factories

have !odern "roduction lines fine9tuned to !anufacture large volu!e of

0uality "roducts. Inter!i2es !i2 various rubbers ith "rocess che!icals$

fillers$ e!ulsifiers and vulcanizing agents to for! a "recise rubber co!"ound.

This is then sheeted in auto!ated lines to re0uired thickness$ length$ breath

and eight. These sheeted co!"ounds are then vulcanized in heated hydraulic

"resses holding the re0uired !oulds at high "ressure and te!"erature for a set

"eriod of ti!e. The vulcanized co!"ound no in a !at for! is tri!!ed$

0uality checked and "acked for dis"atch. Harious !ats re0uire different

che!ical for!ulations$ in"uts$ heat curing ti!e etc. (ll our factories have

ca"tive "o er generation ca"ability for uninterru"ted "roduction.


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PRODUCTS

@. RIN+ )(T

This !ulti"ur"ose heavy9duty !at can be used both indoors and outdoors as

an entrance !at$ bath !at$ laundry !at$ sno !at$ scra"er !at or garden !at

under all eather conditions. They are durable$ ashable and can be used

effectively on both sides. Ring )ats are of !odular design and can be #oined

to cover large floor areas by using #oiners.

7RODUCT S7'CI1IC(TIONS?

Size in c! E=25=$ E=2>=$ 5=2>=$ A=2@== >=2@B=$ @==2@A= a""ro2

Size in inches @52BE$ @52 B$ BE2 B$ B=2E= B2E>$ E=25= a""ro2.

Thickness B.B c!J.>> inch a""ro2

Color True /lack


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B. STUD )(TS

Stud )ats are covered ith hundreds of fle2ible rubber

studsJfingersJbristles hich act as an effective cleaning !ediu!. This !at

offers cushioning to the feet and hel"s !ini!ize foot fatigue for #obs that

involve "rolonged standing. It has an acu"ressure effect on bare feet.


Size in c! E52 =$ 5=2@==$ 2B>$ BE2E=$ 525= a""ro2

Thickness @ c!J=.E inch a""ro2

Colour

True /lack


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. 3I7'R )(T

Thin fle2ible i"er having ribs on the surface i"e a ay and

re!ove sand and grit. It is heavy duty cleaning !at. It is all eather resistant

and very durable. Tra"s dirt in design and "revents tracking. It "revents

sli""ing on ra!" ays.


Size in c! E52 =$ 5=2@==$ 2B>$ BE2E=$ 525= a""ro2


Colour True /lack


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E. R(DI(TOR )(T

Soft rubber inter9 oven "lates for! a uni0ue design ith great

cleaning efficiency and good anti9fatigue "ro"erties. Tra"s grit and sand

ithin design and does not allo tracking.


Size in c! EA2 A$ 5=2@==$ A22 =$ BE2E=$ 52 5 a""ro2

Thickness @c!J=.E inch a""ro2

A. SKU(R' )(T

The s0uare !at is a sy!!etrical designer class !at for use both

indoors and outdoors in all eather conditions. The !at is highly durable and

its uni0ue s0uare "rint design blends for! ith function. The differential level

fle2ible stud ensures "ro"er cleaning and co!"li!ents any decor.


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Size in c! E=L5=$ 5=2@== a""ro2

Size in inches @52BE$ BE2E= a""ro2

Thickness @c!J=.E inch a""ro2

Colour True /lack

5. S&O' )(T

Shoe !at is a durable$ all9 eather rubber !at suitable for indoor and outdoor

use. The uni0ue foot "rint design ith dual level fle2ible studs !akes this !at

very effective in scra""ing and collecting dust$ sand and slush.


Size in c! E=25=$ 5=2@== a""ro2

Size in inches @52BE$ BE2E= a""ro2

Thickness @c!J =.E inch a""ro2

Colour True /lack


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. STUD )(T9&(*1 ROUND

(nother "roduct catering to the increasing de!and is for the "o"ular

half round design. Sturdy studs$ beveled borders anti sli" underside co!bined

ith all eather ca"ability !ake this "roduct uni0ue.


Size in c! EA 2 A a""ro2

Size in inches @> 2 = a""ro2

Thickness? @c!J=.E inch a""ro2

Color True /lack


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>. &ON',CO)/ )(T

+eneral "ur"ose entrance !ats. (ttractive honeyco!b design and

holes in !at tra" dust and sno . /eveled borders "revent tri""ing. These !ats

are very durable and fre0uent ashes do not affect life of the !ats.


Size in c! E= 2 = a""ro2

Size in inches @5 2 B> a""ro2


Color True /lack


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@=. ST'7 )(T

Ste" )ats are designed to fit the sha"e of standard ste"s. They are

"rovided ith adhesive stri"s at the botto! hich !ake the! sli" resistant

and secure the! fir!ly to the surface of the ste"s. They "revent sli""ing in

et conditions and also scratching and "itting of e2"ensive flooring.


Size in c! BA2 Aa""ro2

Size in inches @=2 =a""ro2

Thickness =.5c!J=.BE inch a""ro2

Colour True /lack


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@@. RIN+9O9S*O7' )(T

/eveled edges ith a thinner ring design !ake this a very effective

!ulti"ur"ose !at. The "roduct is ideal for industrial kitchen a""lications

here drainage$ anti9sli"$ anti9break and anti9fatigue "ro"erties are re0uired.

)ats are also available in oil resistant synthetic rubber co!"ounds.


Size in c!


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@B. OCTO9RIN+ )(T

The Octo9ring is a uni0ue heavy duty !at for a variety of

a""lications. It is best suited for industrial kitchens M ash areas. It "rovides

anti9sli"$ ater drainage$ anti9fatigue and anti9shatter "ro"erties.


Size in c! @== 2 @A= a""ro2

Size in inches E=25= a""ro2

Thickness @. c!J=.5> inch a""ro2

Colour True /lack

@ . SCR(7'R )(T

Raised rubber lugs "rovide e2ce"tional traction and cleaning

ability. Thin "rofile ith durability !akes this "roduct one of the best "ri!ary

entrance !ats available. It is easy to clean.



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@A. 3'(H' )(T

It has a brilliantly designed in eave "attern. Thousands of sturdy rubber bristles effect !a2i!u! cleaning efficiency. (lso "rovides !ild acu"ressure

effect and can be used as a light duty anti9fatigue !at also.


Size in c! EA2 A$ 5=2@== a""ro2

Size in inches @>2 =$ BE2E= a""ro2


Color True /lack


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@5. ORN(T' +RI** )(T

The classic Hictorian ornate design in rubber adds character to anyho!e entrance or garden "atio. It is durable for all eather.


Size in c! EA 2 A a""ro2

Size in inches @> 2 = a""ro2

Thickness @.A c!J=.5 inch a""ro2

Color True /lack


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@ . 3'*CO)' )(T

This !at is covered ith hundreds of fle2ible rubber studs that act as scal"ers

hich re!ove dust and dirt fro! under shoes. This !at has 43'*CO)'4

e!bossed in the centre of the !at.


Size in c! EA2 A a""ro2

Size in inches @>2 = a""ro2


Color True /lack

@>. DO)INO

)ulti"ur"ose heavy duty entrance !at ith uni0ue he2agonal design. 1le2ible

i"ers M large drainage holes on elevated sturdy studs facilitate drainage of

ater. It can also be used as a sno !at also.


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Size in c! @==2@A= a""ro2

Size in inches E=25= a""ro2

Thickness B. c!J =.


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Size in c! 552@=:@ A 2 @A= a""ro2

Size in inches B52E=$ =25= a""ro2

Thickness =. c!J=.B> inch a""ro2

Color /rick Red

B=. +,) )(T

The "roduct is heavy duty i!"act M sli" resistant rubber flooring. It can be

#oined to cover large floor areas. It can be easily re"laced and !ovable. )ost

cost effective te!"orary or "er!anent flooring to "rotect floors and

e0ui"!ent. &ave very good anti9fatigue "ro"erties for standing #obs.


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Size in c! 5= 2 inch a""ro2

Color True /lack


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CHAPTER 3

ORGANISATIONAL STRUCTURE


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ORGANISATIONAL STRUCTURE

Organizational structure is the structure of relationshi" a!ong "ositions

and #ob created for the "ur"ose of acco!"lishing the ob#ectives of the

enter"rise. It re"resents the "attern of relationshi"s a!ong the co!"onents of

an organization. They are?

9The for! of structure.

9The for! of structure.

9The functions to be "erfor!ed.

9The hu!an as"ect

The "attern of relationshi" governs duties and activities of "ersons ho

are de"endent u"on each other for acco!"lishing the ob#ectives of the

enter"rise. (n organization structure should be designed to clarify ho is do

hat tasks and ho is res"onsible for hat results$ to re!ove obstacles

caused by confusion and uncertainty of assign!ent and to furnish decision

!aking and co!!unication net orks reflecting and su""orting enter"rise

ob#ectives. The co!"any organization structure is diagra!!atically

re"resented by an organizational chart. The organization chart sho s the lines

of res"onsibilities bet een various de"art!ents of the co!"any.


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managing#artner

122ar*eting

3es#atc!2anager

3e#o!2anager

3e#o!4a"es

5+ecuti(e

H- 4a"es5+ecuti(e

4er(ice5ngineeer

Head -6ce4a"es

-6cer

12.dministration

.ccountsmanager

.ccoutant

7inance2anager

3ata 5ntry-#ertor 'as!ier

36


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CHAPTER 4

DEPARTMENT PRO ILE


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DEPARTMENTS

De"art!entalization is a !ethod of arranging activities to facilitate the

acco!"lish!ent of organizational ob#ectives. The organizational "rocess of

deter!ining ho activities are to be grou"ed is called de"art!ents. The

de"art!ents sho the horizontal differentiation in an organization.

T,e 'i( %e ')t e(t! ')e5

@. (d!inistration cu! "ersonal de"art!ent

B. 1inance and accounts de"art!ent

a. Stores de"art!ent

b. 7urchase de"art!ent

. 7roduction de"art!ent

a. 7roduction :!ain "lant;

b 7roduction :furnishing;

c. 7roduct develo"!ent

d. 7roduction "lanning and control

e. *ab and 0uality de"art!ent

f. 'ngineering de"art!ent

E. )arketing de"art!ent


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ADMINISTRATION CUM PERSONNEL

DEPARTMENT


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ADMINISTRATION CUM PERSONNEL DEPARTMENT

H$ '( Re!"$)ce M'('+e e(t

&R) is the "rocess of ac0uiring$ training$ a""raising$ co!"ensating

e!"loyees and attending to their labor relations$ health and safety and fairness

Concern. In other ords &R) is the "eo"le concerned di!ension in

!anage!ent. Since every org is !ade u" of "eo"le$ ac0uiring their services$

develo"ing their skills$ !otivating the! to higher level "erfor!ance and

ensuring that they continue to !aintain co!!it!ent to the org are essential to

achieve organizational ob#ectives. This is true regardless of the ty"e of the

organizational$ govern!ent$ business education$ health recreation and social

action.

&R) refers to a set of "rogra!!es$ functions and activities designed and

carried out in order to !a2i!ize both e!"loyees as ell as organizational

effectiveness.

The !ain functions are

a. Conducting #ob analysis

b. 7lanning *abour needs and recruiting #ob candidates

c. Selecting #ob candidates

d. Conducting orientation and training "rogra!s for ne

e!"loyees.

e. )anaging ages and salaries

f. 7roviding incentives and benefits

g. (""raising the "erfor!ance

h. Co!!unication ith e!"loyee< intervie ing$ counseling$

disci"line;

i. Training and develo"ing !anagers

#. /uilding e!"loyee co!!it!ent


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RESPONSIBILITIES O HR MANAGER

:a; The &R !anager is res"onsible for the !an"o er "lanning$

recruit!ent$ selection$ training co!"ensation "ackage$

"erfor!ance a""raisal$ !aintaining disci"line and har!onious

industrial relationshi" ith -uttiyanickal rubbers

:b;&e is res"onsible for "roviding advices and guidance J assistance

to the officers and staff orking in the unit under the control of

The +eneral )anager in the !atters connected ith "erfor!ance

a""raisal$ disci"line$ har!onious relation$ training$ o"ti!u! use

of ti!e$ achieving the targeted "roduction etc.

:c; &R !anager is res"onsible for obtaining necessary function for

the creation of "osts$ "ay scale and other re0uired sanctions fro!

!anaging director J chair!an for filling u" !an"o er

re0uire!ents fro! ti!e to ti!e.

:d; &R !anager shall be res"onsible for the "ro"er ad!inistration of

the statutory and non9statutory elfare "rogra!!ing in the fir!

:e; &R !anager shall be res"onsible for co!"lying ith various

labour legislations.


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:f; The &R !anager is res"onsible for for!ulating &R "olicies and

inter"retation of different labour la s.

:g;The &R !anager is res"onsible for "re"aration of ages and

salary bills and "assing it to finance de"art!ent for

disburse!ent.

:h;The &R !anager is res"onsible for identifying the training needs

of the organization and its e!"loy!ent and "re"are training

calendar and arrange various training "rogra!s for the

e!"loyees. In its essence &R) is the 0ualitative i!"rove!ent of

hu!an being ho is considered the !ost valuable asset of an

organization$ the organizational resources and end users of all

"roducts and services. In brief the functions of &R) are.

1. 6"b '('*&!i!Fob analysis is the "rocedure through hich a &R !anager has to deter!ine

the duties of the "osition and characteristics of the "eo"le to hire for the!.

B. H$ '( Re!"$)ce P*'((i(+ .

&u!an resource "lanning is understood as the "rocess of foresting an

organization s future de!and and su""ly of the right ty"e of "eo"le in the

right ti!e at the right "lace. In other ords &R7 is the "rocess by hich an

organization ensures that it has right nu!ber of and the right kind of

"eo"le at the right "lace at the right ti!e$ ca"able of effectively and

efficiently co!"leting those tasks that ill hel" the organization achieve

its overall ob#ectives.

/. Rec)$it e(t5

The fir! follo s a centralized syste! of recruit!ent "rogra!!es and its

i!"le!entation is done at cor"orate level. Recruit!ent is the "rocess of


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searching for and obtaining a""licants for #obs fro! a!ong ho! the right

"eo"le can be selected.

0. Se*ecti"(Selection is the "rocess of differentiating bet een a""licants in order to

identify and hire those ith a greater likelihood of success in a #ob.

Selection is concerned ith "icking the right candidates fro! a "ool of

a""licants. Selection is negative in its a""lication as it seeks to eli!inate as

!any un0ualified a""licants as "ossible in order to identify the right

candidate. In the fir! selection of e!"loyees are done at t o levels9orkers level and at the !anagerial level.

3. 6"b De!c)i ti"(5

Fob descri"tion is "re"aring for a nu!ber of different "ur"oses in an

organization. The area follo s.

• To define res"onsibilities of a #ob.

• To revie the organization structure and distribution of duties ith the

organization for the #ob evaluation.

• 1or the foundation of "erfor!ance a""raisal

• To "rovide infor!ation about a "ost to be filled for

recruit!entJselection "ur"ose.

4. Pe)!"('* S eci#ic'ti"(5


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7ersonal s"ecification is a set of criteria develo"ed fro! the #ob and .

.. organization conte2t hich describes the skill and attributes of a #ob

holder. ( "ersonal s"ecification hel"s to?9

9 7rovide an ob#ective standard against hich candidates can !easure. It hel"s

to avoid "urely sub#ective #udg!ent.9 7ersonnel s"ecification ill hel"

identify training and develo"!ent "lans for successful candidates. It is !ost

useful to find a candidate for a #ob ho fulfills all re0uire!ents.

The fir! is is conducting intervie s in their selection "rocess. The 0uestion

and acce"table res"onse are s"ecified in advance and are rated for

a""ro"riateness of content.

7. O)ie(t'ti"( '(% *'ce e(t.

Orientation$ also called as induction$ is "rovide a ne e!"loyee ith the

. . . infor!ation he or she needs to "erfu!e co!fortably and effectively in the

. $ $ "lanned

induction "rogra!!e for the fresh e!"loyees about their #ob$ their . . co

orkers and the organization . Thus orientation "rogra!!e conveys three .

ty"e of infor!ations.

+eneral infor!ation about the daily orks routine.

( revie of the organization history$ founder$ ob#ectives$

o"erations and "roducts or services as ell as ho the

e!"loyee s #ob contributes to the organizational needs.( detailed "resentation of the organization "olices$ ork rules

and e!"loyee benefits.

(fter the orientation "rogra!!e$ the evaluation of the "rogra!!e is

conducted by ti!e intervie . (fter giving orientation "rogra!!e for the ne

e!"loyees$ the fir! is taking care of the "lace!ent of the e!"loyee because

hen an e!"loyee has been hired or oriented he or she !ust be "laced in


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his Jher first #ob. 7lace!ent is understood as the "rocess of allocation of

"eo"le to the #ob. It is the assign!ent or reassign!ent of an e!"loyee to a

ne or different #ob.

8 .T)'i(i(+ '(% %e e*" e(t

In the fir! &R authority is conducting training and develo"!ent

"rogra!e for e!"loyee to i!"rove current and future e!"loyee

"erfor!ance by increasing an e!"loyee s ability to "erfu!e through

learning$ usually by changing the e!"loyee s attitude for increasing his

Jher skill and kno ledge .The need for training and develo"!ent is

deter!ine by the e!"loyee s "erfor!ance deficiency.

19. Pe)#") '(ce ' )'i!'*

7erfor!ance a""raisal is the syste!atic evaluation of the individual ith

res"ect to hisJ her "otential for develo"!ent. The fir! conducts "erfor!ance

a""raisal once in a year. The !ethod for "erfor!ance a""raisal is for

evaluating "erfor!ance of e!"loyees on rating scale !ethod because this is

the si!"lest and !ost "o"ular techni0ue for a""roving e!"loyee

"erfor!ance. The ty"ical rating scale syste! consist of several nu!erical

scale$ each re"resenting a #ob related "erfor!ance criterion such as

de"endability$ initiative$ out"ut$ alternatives$ attitudes$ coo"eration and the

like . 'ach scale ranges fro! e2cellent to "oor.

11. :e*#')e e'!$)e!5

*abour elfare is a ter! hich !ust necessarily be elastic$ It has

so!e hat different inter"retation fro! country to country according to

the different social custo!s$ the degree of industrialization and

educational level of orkers. The !anage!ent of the fir! is ell a are

of the gro ing necessity of elfare activities and "ursues a "olicy of


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i!"roving the facility ai!ed at total ell being of its orkforce . They

are?

(. (l e!"loyees in the organization are covered under the e!"loyee state

insurance :'SI; sche!e. No other insurance sche!e "revails in this

organization

/. 1estival allo ances are given to the e!"loyee on the occasion of

notified festivals.

C. (nnual bonusJ incentives are "aid out to the e!"loyees as "er the

co!"any rules.

12 . Re*'ti"( bet;ee( e *"&ee! '(% '('+e e(t5

The relationshi" bet een !anager and e!"loyee !ust be handling

effectively as both the e!"loyee and the organization are to "ro"ose

together hether or not so!e of the e!"loyee s rights !ust be addressed.

It is i!"ortant to develo" co!!unication and u"date &R "olices and rules

so that !anagers and e!"loyees ill kno hat is e2"ected.

1/. T)'%e U(i"(

'!"loyee association constitutes one of the stakeholders relations. These

associations are "o"ularly kno n as trade union. There is a cordial

relationshi" that e2ist bet een the fir! and union . The union is lead by

CITU.

S'#et& e'!$)e!

Cleanliness and drinking ater? The factory and its "re!ises are ke"t s"ick

and s"an. The accu!ulation of dirt is re!oved daily. 'ffective arrange!ent is


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!ade at suitable "oints suited for all orkers e!"loyed there ith sufficient

su""ly of drinking ater.

i)!t 'i%5 i)!t aid facilities are "rovided in the factory for all the e!"loyees.

S'#et&5 ( ell e0ui""ed security force is "rovided for safeguarding

everything inside the factory "re!ises.

7'RSONN'*M(D)INISTR(TION D'7(RT)'NT

.sst . . R

- I' R

' R:


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';RI) R

)R.I

INANCE DEPARTMENT


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49

INANCE DEPARTMENT

i('(ci'* M'('+e e(t

.''-; ) . . R

?R .''-; ) . . R

.; I)

' R:


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1inancial !anage!ent$ also referred to as cor"orate finance or !anagerial

finance $e!erged as a distinct field of study at the turn of B= th century.

1inance theory in general$ rests on the "re!ise that the goal of financial

!anage!ent should be to !a2i!ize the ealth of the o ners

i('(ce M'('+e e(t De ')t e(t

1inance refers to the a""lication of skills in the !ani"ulation in the use and

control of !oney. The finance in the !odern business orld is the life blood

of the business econo!y. 3e cannot i!agine a business ithout finance

because it is a central "oint at all business activities.

i('(ci'* $(cti"(

a. 7assing and settle!ent of all !iscellaneous advances.

b. 7erfor! orks connected ith insurance coverage of fi2ed asset.

c. -ee"ing "ersonal life of e!"loyees relating to salary

co!"utation and annual incre!ent.

d. 7re"are "rofitability trend re"orts and age analysis.

e. Kuarterly and yearly financial re"ort "re"aration.

f. )aking banks state!ents

g. 7re"aration assisting the coordination at all orks connected

ith finalization of accounts.

h. (ssisting statutoryJ Higilance J auditors fro! head 0uarters.

i. )ake internal and e2ternal "urchases.

C' it'* b$%+eti(+

The ca"ital budgeting is done at the being of the year itself. The re0uire!ent

of ca"ital ill be s"ecified for a""roval. During the budgeted year$ if any

further re0uire!ent of ca"ital is faced then a "ro"er #ustification has to be

!ade. If the re0uire!ent is seen as an i!"ortant one then a""roval of the

ca"ital is sanctioned.


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C'!, '('+e e(t

Cash !anage!ent syste! is done of the key areas in any business. ("art fro!

the fact that it is the !ost li0uid asset$ cash is the co!!on deno!inator into

hich all current assets can be reduced because other !a#or li0uid assets$

receivable and inventory get eventually converted into cash.

C)e%it c"(t)"* #$(cti"(

( trade credit arises hen a co!"any sells on credit and does not received

cash i!!ediately. ( co!"any grants credit to "rotect its sales fro! the

co!"etitors and to attract "otential custo!ers to buy its "roduct at favorable

ter!s$ Credit "eriod allo ed is 5 days to


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52

'ach and every transaction that takes "lace in the co!"any has to be recorded

"ro"erly for the "ur"ose of having better control over the funds o"ti!ality. (ll

the transaction are recorded in #ournal and "osted to the ledgers.

i


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7roviding "ro"er storage facility.

(rranging the recei"ts$ disburse!ents and "rocure!ent of !aterials

and develo"ing the for! of recording the transaction.

(rranging res"onsibilities for carrying out inventory control function

and "roviding the re"ort necessary for su"ervising the overall

activities.

1or effective inventory !anage!ent in a business unit there should be "ro"er

coordination of activities and "olicies of the "urchase$ "roduction and sales

de"art!ent.

:")=i(+ C' it'* '('+e e(t.

3orking ca"ital !anage!ent is !anaging the current assets and current

liabilities of a fir! in such a ay that a satisfactory level of orking ca"ital is

!aintained. i.e. it is neither inade0uate nor e2cessive. 3orking ca"ital

!anage!ent "olicies of a fir! have a great effect on its "rofitability$ li0uidity

and structure ealth.

STORES DEPARTMENT


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B. 'fficient and orderly record kee"ing of all !aterials in storage.

. Storage of !aterial in safe and conventional location

E. Issue of !aterial against ritten authority

A. Ti!ely inti!ation to "ro"er authorities regarding out of stock

condition.

5. 7revention of da!ages$ losses and unauthorized uses etc.

. Re#ected !aterials !anage!ents.

>. Sales return !anage!ent


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Ge(e)'* E(+i(ee)i(+ M'te)i'*!

9'lectrical ite!s

9)echanical ite!s

9Ca"ital ite! tool etc.

St'ti"(e)& Ite ! '(% $)(it$)e

91urniture

97a"er

9/ill books


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57

PURCHASE DEPARTMENT

This is the de"art!ent hich "urchases the re0uired ra !aterials for the

"roduction of !attress. So this de"art!ent can be said as$ the backbone of the

fir!. The store kee"er verifies the !aterials and if it goes beyond !ini!u!

re0uire level$ he ill infor! it to the accounts officer and he ill "ass on the

infor!ation to the general !anger. The general !anager then does further

PURCHASE DEPARTMENT


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Source selection involves selecting the best su""lier fro! different su""liers$

hich is based on desired 0uality$ 0uantity$ "rice$ service etc.

>e(%") )'ti(+5

This res"onsibility lies ith head office. Hendor rating is done on the basis of "roduct$ "rice of the !aterials and the re"orts fro! the "roduction de"art!ent

in the case of late2 or che!icals.

Recei t "# 'te)i'*5

)aterials are collected by the recei"t store and the details ill be given to the

section for ins"ection. Nu!ber of ite!s "assed$ re#ected and the reason for

re#ection if any ill be s"ecified. Recei"ts store ill then "re"are !aterials

recei"t re"ort and then sent it to the concerned sections i.e. "urchase and

accounts .The original ill be retained by the recei"t store.

CLASSI ICATION O MATERIAL

The !aterials used in the fir! are broadly classified as?

RA: MATERIALS5


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Rubber$ coir$ che!icals$ color and 0ualified fabrics

GENERAL ENGINEERING ITEMS5

'lectrical ite!s$ )echanical ite!s$ s"are "arts and ca"ital ite! tools.

STATIONARY ITEMS AND URNITURE5

Office e0ui"!ents$ "a"ers M bill book$ cleaning "roducts

PURCHASE PROCEDURE

1. Re?$i!iti"(

The "o er of a""roving !aterial re0uisitions is ith head0uarters.

2. P$)c,'!e P)" "!'*5

(fter "urchase re0uisition has been a""roved by the head office$ the order is

"laced.

/. P$)c,'!e ")%e)5 (fter fi2ing the right su""lier$ "urchase order is "re"ared

and "laced ith "ro"osed "arty. The order rate$ 0uantity$ delivery schedule

and ter!s of "ay!ent ill be !entioned.

0. >e(%") )'ti(+5

The res"onsibility lies ith the head office. Hendor rating is done on the basis

of "roduct$ "rice of the !aterial and re"orts fro! the "roduction de"art!ent

in the case of late2 or che!icals.

4. Recei t "# 'te)i'*!5


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PRODUCTION DEPARTMENT

The fir! has "rogressively recorded high "roductivity and "rofitability.

PRODUCTION DEPARTMENT


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PRODUCTION MANAGER

PRODUCTION MAIN PLANT PRODUCTION FURNISHING PRODUCT DEVELOPMENT

LAB AND QUALITY DEPARTMENT PRODUCTION PLANNING ENGINEERING DEPARTMENT

63

7roduction de"art!ent is e0ui""ed ith efficient and 0ualified !anagers and

su"ervisors.

STRUCTURE O PRODUCTION DEPARTMENT

P)"%$cti"( @M'i( P*'(t 5

The !ain ra !aterials used for the "roduction of bare !attress are the

rubber. Ra !aterials are ac0uired by the co!"any fro! internal sources.


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The fir! s "roduction facility is a!ong the very fe in the country to e!"loy

state9of9the9art (ustrian !achinery. The !achinery as ell as the technology

is sourced fro! DO( of (ustria. The "lant has annual install ca"acity of E.>

!illion units co!"rising of !at. The furnishing section is e0ui""ed ith !ost

!odern co!"uter controlled !achines i!"orted fro! U- and US(. Strict

0uality Control is observed at every stage of the "roduction to ensure that the

"roduct al ays !easure u" to the highest standard.

The no? of orkers are

&ighly skilled 9 @<

Skilled orkers 9 B

Se!i9skilled 9 =

Unskilled 9 EA

Casual orker 9


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66

@. Kuilting )achine

B. /order Stitching )achine

. Ta"e 'dge )achine

E. Se ing !achine

A. Co!er Cutting )achine

5. Sealing )achine

. &andle stitching !achine

L'be*! i


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67

It is done on the basis of s"ecification or orders "laced by the fir!$

Sales international M based on do!estic order "laced by authorized

distributors. The re0uired 0uantity and 0uality is s"ecified through "roduction

"lanning and the "roduction is done according to this "lanning. O"erations

"lanning involve the organization of an overall !anufacturing o"erating

syste! to "roduce a "roduct. Ob#ective of "roduction "lanning is to "rovide a

"hysical syste! together ith a set of o"erating guidelines for efficient

conversion of ra !aterial$ hu!an skills and other in"uts into finished

"roducts.

3 L'b '(% $'*it& C"(t)"* De ')t e(t

The ado"tion of 0uality !anage!ent syste! should be a strategic decision

of an organization. The design and i!"le!entation of an organization4s

0uality !anage!ent syste! is influenced by varying needs$ "articularly the

ob#ectives the "roducts "rovide to sustain and in "roduct4s acce"tability in

the !arket. The "roducts have found do!estic and international acce"tance

largely due to its stringent 0uality !aintenance and 0uality control of !at

"roduced the 0uality "olicy is to give enhanced satisfaction to the custo!ers

through the !anufacture and su""ly of !at by the use of !ode!

!anufacturing e0ui"!ents .They voluntarily !eet the entire "roduct and

"rocess related regulatory re0uire!ents and are co!!itted to i!"rove their

"erfor!ance in all s"heres of activities.


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$'*it& "bjecti e!5

In order to i!"le!ent the 0uality "olicy$ the 0uality ob#ectives are

established as follo s.

@. &igher ca"acity utilization

B. &igher level of "rofitability

. *o er level of re#ections

E. *o er level of breakdo ns

A. *east "ossible custo!er co!"laints

5. &igher level of custo!er satisfaction.

It is ensured that 0uality "olicy and ob#ectives are understood$

i!"le!ented and !aintained by all the "ersonnel in the organization


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ENGINEERING DEPARTMENT


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ELECTRICAL MAINTENANCE ENGINEER

E #'t!i'i (+ S,i #% /$!,#!+

70

ENGINEERING DEPARTMENT

Hie)')c,& "# E(+i(ee)i(+ De ')t e(t

$(cti"(! "# E(+i(ee)i(+ %e ')t e(t5

@. Instru!entation

B. 'lectrical !aintenance

. )aintenance M utility

E. /oiler unit !aintenance


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71

MARKETING DEPARTMENT


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72

MARKETING DEPARTMENT

The traditional definition of !arketing is the "erfor!ance of business

activities that direct the flo of goods and service fro! "roducers to

consu!ers. The !arketing conce"ts hold the key to achieving its

organizational goals hich consists of the co!"any being !ore effective than

co!"etitors in creating$ delivering and co!!unicating consu!er value to its

chosen target !arkets.

The (!erican )arketing (ssociation offers the follo ing definition

G)arketing is a "rocess of "lanning and e2ecuting the conce"tion of "ricing$

"ro!otion and distribution of ideas$ goods M services to create$ e2change

values that satisfy individual and organizational goalG. Theodore Leavitt of

Harvard dre a "ers"ective contrast bet een the selling and !arketing

conce"ts? Selling focuses on the need of the seller? !arketing focuses on the

needs of the buyer. Selling is "reoccu"ied ith the idea of satisfying the needs

of the custo!er by !eans of the activities associated ith creating$ delivering

and finally consu!ing it. 7roduct$ hile !arketing is the hole cluster.

MARKETING STRATEGIES

The fir! s "roduct has attained ide !arket coverage in -erala ithin

the short "eriod ti!e of it being established. No -erala !arket is do!inated by the fir! s "roduct. The effective !arketing strategy that they have ado"ted

is the reason behind this e2"losive gro th of the fir!. '2"ansion of e2isting

!arket into other geogra"hical areas$ i.e.$ no the fir! is the !arket leader in

-erala !at industry and they are about to e2"and their !arket all over South

India in order to attain their target turnover. 7lanning for introducing ne


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M !,#ti(" D#) !t0#(t

M !,#ti(" M ( "#!

S #+ E1#'&ti*#

C #!i' St 2+

73

"roducts into !arket and entering unta""ed seg!ents is their innovative

strategy.

STRUCTURE O MARKETING DEPARTMENT

MARKETING MI

)arketing !i2 is the set of !arketing tools that the fir! uses to "ursue its

!arketing ob#ectives in the target !arket. It is classified as four 7s of

!arketing i.e. "roduct$ "rice$ "lace$ and "ro!otion

9 7roduct

9 7rice


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9 7lace

9 7ro!otion

PRODUCT5

The fir! !ats are scientifically designed to "rovide "ro"er back su""ort

ithout co!"ro!ising on co!fort by virtue of their ingenious design$

construction and the uni0ue 9D technology. The !ats are fir! ithout being

hard and are e2tre!ely durable. (s they do not sag$ they are very co!fortable

and ensure a healthy and restful slee". The !at is available in nine variants

each catering to a s"ecified user seg!ent. The range co!"rises of everything

fro! regular !ats to s"ecial ortho"edic !odels and high9end lu2ury varieties.

They co!e in varying sizes and thickness$ de"ending on the s"ecific use they

are !eant for. The fir! !anufactures a ide range of !attresses catering to

diverse seg!ent.

PRICE5

7rice denotes value of a "roduct or service e2"ressed in !oney. 7ricing is oneof the !ost i!"ortant activities for any organization. 7ricing "olicy ado"ted

by the fir! is Transfer 7ricing. The fir! setu" its "rice at transfer "rice.

Transfer "rice is the "rice at hich the fir! transfers "roducts to distributors.

( general guideline as to the total !arku" of @@6 of the distributor$ a !arku"

of BA6 to the retailers. 7rice 0uoted is inclusive of trans"ortation charges. The


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fir! allo s B6 discount on cash sale. Harious sche!es and offers are

announced for distributors during festival season.

PROMOTION5

To in the battle of co!"etition every !anufacture has to choose a

nu!ber of "ro!otion tools hich can be classified as9 advertising$ "ublicity$

7ersonnel Selling and sales "ro!otion.

AD>ERTISEMENT AND PUBLICITY

The !a#or "ur"ose of advertise!ent and "ublicity is to "ro!ote

effectively through "roviding infor!ation to custo!ers to !ake the! a are

about the characteristics of the "roduct.

The effective for!ulation strategies are for!ed by the !arketing

de"art!ent. The advertise!ent !ethods that the fir! follo s are given belo ?

@. 3all "aintings

B. Sales "ro!otion sche!es

. HisualJelectric !edia

E. &oardings

A. '2hibitions

5. *a!inated boards

. Retailers trade

>. Turnover discount to distributors


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76


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77

CHAPTER

S:OT ANALYSIS


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78

S:OT ANALYSIS

The overall evaluation of co!"any4s strength$ eakness$ o""ortunities

and threats is called S3OT (nalysis.

STR'N+T&

@. The fir! has lot of "roduct varieties and "rice ranges.

B. In the co!"any there does e2ist a cordial relationshi" bet een

e!"loyees and to" level !anage!ent and a!ong dealers and

distributors.

. Through effective !arketing "roducts could have ac0uired ide !arket

acce"tance M custo!er "reference ithin a short "eriod of being

established.

E. The fir! has ell develo"ed cor"orate strategy this is one of their

!a#or strength.

A. Style of leadershi" that the co!"any follo s is *eadershi" through

dedication and coordination. That encourages e!"loyees of the

organization to ork to ards their organizational goals.


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5. The strength of the co!"any lies ith the 0uality of their "roduct$ ide

range of "roducts is ca"able to challenge variable environ!ent

conditions$ good ill and custo!er service$ technical advice !arketing

intelligence$ ide net ork and interaction ith custo!ers.

. 'ffective !anage!ent syste! is one of their strength.

>. (bility of the to" level !anage!ent to !anage strategic changes.


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@. The co!"any has introduced lots of "roduct varieties into the !arket

therefore custo!ers have lot of alternatives to !ake their o n

decisions.

B. The fir! has not yet fully ta""ed their @==6 utilization of e2isting

!achine ca"acity$ so o""ortunities lies there. Undertake ne .

. The fir! is facing high level co!"etition in the !arket but their

"roducts are having higher de!and in the !arket$ it is because of the

0uality "olicy that they are ado"ting in their "roduction "rocess.

THREATS

@. The fir! has very high regional and do!estic Co!"etition fro! other

co!"anies like Dol"hin syste!s$ 8ion !at etc

B. Co!"etition in the !arket is increasing day by day because of lot of

unauthorized co!"anies in the !arket. They are "roducts of lo 0uality

at less "rice and attracting s!all custo!ers. This is the !a#or threat that

co!"any is facing in the !arket.

. 'ach and every co!"any is facing threats in the !arket because

custo!er4s re0uire!ents are changing day by day.

E. Change in the environ!ental factors can !ake influence in the sales

gro th.

A. Tastes of consu!ers are changing day by day.

5. Rising labor cost is another threat that each co!"any faces today.


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CHAPTER 7

INDINGS AND SUGGESTIONS


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82

INDINGS

@. 7resence of good industrial relations ith local unions and there is a

greater co9o"eration bet een !anage!ent and e!"loyees.

B. 3orkers fear of loss of #obs and hence resist !odernization of "lant.

. 3age syste! is fair in the fir!.

E. 3orkers health and safety are given "ri!e i!"ortance.

A. *abor turnover is very lo .5. Trade union "lays a vital role as bargaining agents. The !anage!ent is

so!eti!es forced to acce"t unreasonable de!ands !ade by the unions.


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83

SUGGESSIONS

Considerably ithin a short "eriod of ti!e being established$ the fir!

has earned the re"utation of being a leading !anufacturer of rubber !at by

virtue of an enviable !anufacturing infrastructure. (s a result of efficient

!onitoring and 0uality control at every stages of "roduction$ astages and

re#ections are brought do n. 3hatever be the orders$ hatever be the risk$

hatever be the tasks the fir! ill live u" to the e2"ectations of the "eo"le by

"roviding a ide range of !at. 3e can see the fir! as non co!"etent leader in

the field of rubber !at in the near future itself.

/ased on the study conducted$ the follo ing suggestions are !ade?


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• In the "resent !arket the "roduct is facing overall de!and in the

!arket$ in order to ta" !arket de!and. The fir! has to ta" their @==6

utilization of e2isting !achine ca"acity that they are not yet fully

ta""ed.

• The fir! has to ado"t a strategy that ould result in lo ering the

"roduction and distribution cost than that of its co!"etitor to in the

!arket.

• The co!"any has to !ake strengthen their su""ly chain in other states$

in order to ta" the target !arket.

• The co!"any has to take about the conveyance facility to e!"loyees.

CHAPTER- 8

CONCLUSION'- ' ; I-


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CONCLUSION

The organization study has hel"ed to !ake a valuable conclusion

through the analysis of different functional de"art!ent of the -uttiyanikal

Rubbers. It en#oys the confidence and su""ort of its e!"loyees. This is one

reason that !akes the fir! s "roducts$ the !ost innovative brand in the

industry. 7resently it is the "ro!inent niche in the !arket. It is "referably

ranked at the to" ith consideration to 0uality. The core co!"etencies of theorganization are as follo s?

@. 7rofessional !anage!ent

B. 'ffective leadershi"

. Cordial relationshi" bet een e!"loyees and to" !anage!ent

E. The co!"any has ell established net ork in industry ith sound

!anufacturing and !arketing e2"erience.

A. The co!"any has ade0uate resources available for e2"ansion.


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86

BIBLIOGRAPHY


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BIBLIOGRAPHY

BOOKS REFFERED

H.S.Ra!as a!y and S.Na!aku!ary$ )arketing )anage!ent$

)ac!illan /usiness /ooks9B==E

C.N.Sontakki$ )arketing )anage!ent$

-alyani 7ublishers 9 B==A

(s atha""a.- &u!an Resource and 7ersonnel )anage!ent

Tata )ac +ra hill 7ublishing$ Ne Delhi9 B==A

R'7ORTS (ND FOURN'*S

Fournals of -uttiyanickal Rubbers

/roachers of -utiyanickal Rubbers

Documents

O.S Kuttiyanickal Rubber