Manufacturing 3

UKA TARSADIA UNIVERSITY 2011-2013
ABOUT COMPANY MANUFACTURING & FORMULATION : UPL has 21 manufacturing sites (9 in India, 4 in France, 2 in Spain, 1 each in UK, Vietnam, Argentina, Netherlands, Italy, China) having close support from on-site technical service and quality control. Each one operates to the strictest international quality standards. Our formulation plants are capable of producing a wide range of sophisticated formulations both for our won needs and as a toll formulator for many multi national companies. We are constantly looking for new ways to improve our products and services. The efficient synthesis of active ingredients is the core of our success and we are pioneers of backward integration in agrochemicals and this approach secures reliable raw materials for multi site manufacturing trough an extensive downstream range of products and services. UPL is one of the worlds few companies to manufacture complex organo-phosporus compounds starting from the basic raw material, rock phosphate ore. This strategy has now been extended to other products, the most recent being an integrated caustic chlorine plant using the latest membrane technology, creating basic building blocks for agrochemicals and specialty chemicals. Research & Development and Registration Working closely with customers in the marketplace, UPL recognizes the requirement for the highest level of support in product research, development and registration. Capability in applied R&D is one of UPLs major corporate strengths. R&D strategy is to continue to invest in innovative formulations that are environment and user friendly, which are essential to the growth of agro chemical companies. Most importantly, UPL is wholly committed to maintaining and expanding its portfolio of registrations globally. Considerable investment has been focused on the regulatory requirements for registration support. UPL has a dedicated registrations team, which works closely with customers and registration authorities. Registrations activity is greatly assisted by UPLs access to the internationally recognized Jai Research Foundation an independent centre of excellence for research and toxicology with Good Laboratory Practice (GLP) status. UPL has the commitment and capability to offer total support from start to finish in the agricultural sector.
Customer Support Our aim is to build successful long term relationship with customers to understand their needs and deliver real performance in use benefits. As a reliable and dynamic partner our areas of expertise cover registration, manufacture & formulation, technical support and marketing. We are large enough to offer comprehensive support and yet small enough to be attentive to our customers needs PRODUCT DEVELOPMENT : We aim to accurately meet the needs of our markets across the world through the development and introduction of existing and new products, both branded and generic. These products are developed to meet, and exceed our customers expectations in the areas of quality and performance. We are constantly striving to acquire new products that will benefit our customers whilst at the same time seeking to develop and improve our existing product portfolio. ENVIRONMENTALLY RESPONSIBLE: Quality & Environmental Care UPLs quality control (QC) approach is based on the clear target of Zero Defect. Each stage of production from raw material sourcing, through manufacturing to postproduction are closely monitored. UPL has also committed substantial investment to maintain and improve high standards set are not compromised by operators outside UPLs control. As a company we place great emphasis on contributing to a sustainable society, Care is taken to ensure that raw materials and energy are used efficiently across the production process. We recognize that our processes may have an impact on the environment and as a result we are committed to continuously improving our environmental performance to minimize this. All our units are certified under the ISO 9001 for quality assurance, 14001 for Environment Pollution Control norms and OHSAS !*))! For healthy and safety.
UPLS Production UPL is the largest producer in India of crop protection products with a wide range of products that include fumigants, fungicides, insecticides, rodenticides and herbicides
and ahs established a broad product line that caters to the crop protection needs of a plant during all stages of growth. This broad product range has given our company a competitive edge in terms of market penetration. UPLs quality control (QC) approach is based on the clear target of Zero Defect Each stage of production from raw material sourcing through manufacturing to post production are closely monitored. UPL has also committed substantial investment to maintain and improve high standard of environmental care. New products have been introduced virtually in every year of the companys history in response to the specific needs of a changing market. UPL offers total crop protection with a comprehensive product range and a sales support operation in every continent. UPL has developed than 100 insecticides, fungicides, herbicides, fumigants and rodenticides for every stage of the growing cycle: Products Agro Chemicals Herbicides Active Ingredients Formulation s Fungicides Active Ingredients Formulation s Fumigants Active Ingredients Formulation s Rodenticide Active Ingredients Formulation s
Insecticides Pyrethroid s Active Ingredients Formulations Country Specifics Active Ingredients Formulations Country Specifics
Organophosphoru s
Country Specifics
Country Specifics
Country Specifics
Country Specifics
United Phosphorous Ltd. (UPL) is in the business of Manufacturing and marketing of Caustic Chlorine 3
White Phosphorus Industrial Chemicals Speciality Chemicals Captive Power Generation of 48.5 MW
UPL Industries with a strong technical strength and wide range of speciality chemicals is all set to contributed in terms of export of its products. More than 20% of the total production of speciality chemicals from UPL will be exported. United Phosphorus Limited today, has the widest range of generic agrochemical and other chemical intermediates. Over and above, good markets in India, these agrochemicals are exported to more than 100 countries in the world.
Brand Name BEETUP COMPACT CHLORBAN COPTER CYRUX DOOM FENKILL FLORA FURAN INSUF KAABU KINADON KINALUX LANCER MAGNAPHOS MITKILL NUGOR OORJA
Product Name Phenmedipham 8% + Desmedipham 8%E.C. Chlorpyriphos 20%, 40%, 48% E.C. Copper Oxychloride 50% WP Cypermethrin 20%, 25%, 50% E.C Dichlorvos 25%, 50%, 76%, E.C. Fenvalerate 3%, 5%, 5.5%, 50%, 20%, 30% E.C. 0.4 Trifulralin 48% E.C Carbofuran 3% CG Sulpher 80% WP Metoxuron 80% WP Phosphamidon 10%, 50%, 85%, SL. Quinalpos 10%, 25%, E.C 1.5% D.P. & 5% G. Acephate 75% SP Magnesium Phosphide Ethion 50% EC Dimethoate 30% E.C Chlopropham 50% HN
PERKILL
Permethrin 2.2%, 5%, 10%, 25%, 34%, 50% E.C 5% SG
PHOSKILL QUICKPHOS SAAF SWEEP THIOKILL TIKTOK UMENT UNILAX UNIQUAT USRAAD UTHANE VIJETA VIRAAT ZOOM Products Speciality Chemicals
Monocrotophos 15%, 36%, 40% 55%, 60% SL Aliminium Phosphide 56% & 66% Carbendazim 12% + Mancozed 63% WP Glyphosate 41% SL Endosulfan 35% E.C Dicofol 18.5% E.C Phorate 10% CG Metalaxy 1 8% + Mancozeb 64% WP Paraquat Dichloride 24% SL Cypermenthrin 3%, 5%, 5.5%, 10% E.C Mancozed 75%, 80% WP Isoproturon 50% Flowable Cypermethrin 3%+ Quinalphos 20% E.C Carbenzadim 50% WP
United Phosphorus Limited (UPL) is in the business of Manufacturing and marketing of Caustic Chlorine White Phosphorus Industrial Chemicals Speciality Chemicals Captive Power Generation of 48.5 MW
UPL Industries with a strong technical strength and wide range of speciality chemicals is all set to contribute in terms of export of its products. More than 20% of the total production of speciality chemicals from UPL Industries will be exported. United Phosphorus Limited today, has the widest range of generic agrochemical and other chemical intermediates. Over and above, a good market in India, these agrochemicals are exported to more than 100 countries in the world.
2-Hydroxy Quinoxaline (2-HQ)
Speciality Chemicals Phosphorus Red ( RXP)
Diethyl Phosphite (DEP) Dichloro Phenyl Isocyanate (SCPI) Dimethyl Methyl Phosphinate (DMMP) Phosphorus Trichloride (PTC)
Meta Chloro Phenyl Isocyanate (MCPI) Tris Chloro Ethyl Phosphate (TCEP) Triphenyl PHoshate ( TPPO) Meta Phenoxy Benzaldehyde Tjio Diphenol (TDP) ( MPBAD) Meta Tolyi Isocyanate (MTI) Phosphorus Pentoxide (PPO) Phenyl Isocyanate (PI) Phosphorus Pentachloride (PPC) Potassium Mercuric Iodide (PMI) Phosphorus Oxychloride (PPC) Phosphorus Pentasulphide (PPS) Triethyl Phosphate (TEPO) D V Acid Chlorine / Cypermethric Acid Chlorine (DCAC/ CMAC) Products industrial Chemicals
Triethyl Phosphite ( TEPI) Trimethyl Phosphite (TMP) Hydroxy Ethylidene Diphosphonic Acid (HEDP) Tris Chlro Isoprocpyl Phosphate (TCPP) Triphenyl Phosphite ( TPPI)
United Phosphorus Limited (UPL) is in the business of Manufacturing and Marketing of Caustic Chlorine White Phosphorus Industrial Chemicals Speciality Chemicals Captive Power Generation of 48.5 MW
UPL Industries with a strong technical strength and wide range of speciality chemicals chemicals is all set to contribute in terms of export of its products. More than 20% of the total production of speciality chemicals from UPL Industries will be exported. United Phosphorus Limited today has the widest range of generic agrochemical and other chemical intermediates. Over and above, a good market in India, these agrochemicals are exported to more then 100 countries in the world.
Industrial Chemicals Phosphorus Trichloride (PTC) Phosphorus Pentachloride ( PPC) Phosphorus Pentasulphide (PPS) Phosphorus Pentoxide (PPO) Phosphorus Oxychloride (POC) Trimethly Phosphite (TMP) Triethyl Phosphite (TEP) 2- Hydroxy Quinoxaline ( 2- HQ) N-Phenyl Maleinic Acid Hydrazide Phosphorus Red (RXP) ( PMH) Thio Diphenol (TDP) Potassium Mercuric Iodide (PMI) D V Acid Chloried / Cypermethric Acid Chloride ( DVAC/ CMAC )
UPLs quality control (QC) approach is based on the clear target of Zero Defect. Each stage of production from raw materials sourcing through manufacturing ort post production are closely monitored, UPL has also committed substantial investment to maintain and improve high standards of environmental care. This concern is designed into UPLs processes and manufacturing plants at the outset to minimize the effluents and energy use. Effluent is treated on- site wherever possible to ensure the high standards set are not compromised by operators outside UPLs control. Working closely with customers in the marketplace, UPL recognizes the requirements for the highest level of support in product research & development and registration. Capability in applied R &D is one of our major corporate strengths. Our R&D strategy is to continue to invest in the innovative formulations that are environment and user friendly, which are essential to the growth of agro chemical companies. New products have been introduced virtually in every year of the companys history in response to the specific needs of a changing market. Most importantly, UPL is wholly committed to maintaining and expending its portfolio of registrations globally. Considerable investment has been focused on the regulation requirements for registration support. UPL has a dedicated registrations team, which works closely with customers and registration authorities. Registrations activity is greatly assisted by UPLs access to the internationally recognized Jai Research Foundation (JRF), an independent center of excellence for research and toxicology with Good Laboratory Practice (GLP) status.
A further step forward in product support is UPLs increasing capability in formulation and distribution services. Formulation facilities in the UK have now been augmented by he acquisition of a majority shareholding in AgroDan a Danish company with established expertise in formulation technology as well as marketing and distribution. 7
UPL has the commitment and capability to offer total support from start to finish in the agricultural sector. HSE - Health, Safety & Environment Todays edge cutting competitive world, the success of the business depends upon productivity, UPL Management Believe that learning is an endless process & necessary for continual improvement in productivity where cost, Quality, Safety & Environment are four major components. The sustainable development of UPL is mainly because management gives paramount focus for Health, Safety & Environmental (HSE) issues and always considers these issues at the time of selection of technology, design, erection and operation. We always believe in providing Safe and Environment friendly atmosphere to our employees and communities. The commitment of the management towards HSE is reflected in HSE policy also, while each UPL site and Location is responsible for their own efforts on HSE, they are all joined in executing those programs and systems on a common HSE philosophy. Theses principles have given direction to countless HSE activities and initiatives at different locations. We want to share some of the major activites with you with an objective that it will help share & shape Your HSE initiatives also. Intelligent, Trained and Motivated employees are any companys greatest resource. Our success in HSE depends upon the employees of our company. We believe in the principle of Others Keeper. Accordingly all contribute to the overall success of UPL by following procedures, participating activity in trainings, identifying and alerting each other and management to potential hazards. By demonstrating a real concern for each employee, leadership helps to establish a mutual respect, and the foundation is laid for a solid safety effort.
HSE Policy Health , Safety & Environment Policy
UPL Health Safety and Environment (HSE) policy has been adopted by its directors and applies to all Employees across the group. It is considered as guide line from leader and always keep employee focused on HSE issues. HEALTH, SAFFTY AND ENVITONMENT POLICY 1. The Management of United Phosphorus Limited is committed to safeguard the Health, Safety and Environment for all by minimizing adverse effect due to its Industrial and Agrochemicals manufacturing and marketing operations. 2. Necessary standards for Occupational Health, Safety and Environmental Performance & Statutory Compliance shall be ensured by adopting suitable proactive steps during operations including those for prevention of injury, ill health and pollution. 3. The Management shall make due arrangement for information, Education, Training & Retraining to all our employee about Occupation Health, Safety and Environment objectives at different levels and to interested parties & general public whenever & wherever required. 4. The management is committed for continual improvement in the H.S.E by carrying out Risk Assessments with involvement of employees, Waste minimization and optimum use of resources through :(a) Source Reduction and / or (b) Recovery / Recycle/ Reuse and / or (c) Suitable treatment for any hazardous / toxic waste Arising out of its operations. 5. The management shall give due importance to H.S.E aspects in all decisions making including purchase of plant, equipment & machinery, selection of materials and process and individuals performance on H.S.E in their career advancement. 6. The Management shall ensure monitoring the health of all employees through pre- employment and periodical medical check-ups at desired frequency. 7. All Unit Heads shall review their operations for identification of significant H.S.E aspects & risk levels regularly, prepare and monitor relevant objectives & targets as appropriate. 8. The H.S.E policy, objectives & targets and performance shall be reviewed periodically periodically and communicated to all employees & interested parties.
HSE ISO Certifications ISO Certification
Our Ankleshwar, Halol, Jhagadia & Vapi sites got certified on Occupational Health And Safety Assessment Series ( OHSAS 18001 ) certification in Oct 2003. Now UPL is in the process of adopting Integrated Management System encompassing the requirements of ISO 9000, ISO 14001 and OHSAS 18001 at all sites. HSE Responsible care Committed Company Responsible Care Committed Company We have voluntarily adopted the codes of practice of the Responsible Care ( RC) initiative taken by Indian Chemical Manufacturers Association and have also implemented the ISO 14000 ( Environmental Management System) , demonstrating pour commitment towards continual improvement in HSE performance. HSE Safety Management & Practices At Manufacturing Sites Safety Management & Practices at Manufacturing Sites 1) HSE Issues are always given high priority at UPL. 2) A committee of HSE Officers has to monitor Health, safety and Environment standards and practices. 3) This is to ensure that our HSE management systems are world class and that we are striving to achieve zero incidences at the work place. We realise that as a world leader in manufacturing \, we need to put safety & Environmental systems in place. 4) We partnered with Dupont, syngenta to evaluate HSE management systems across all manufacturing sites. This exercise was spread over three months and the evaluation study has opened up new avenues for improvement. 5) Our aim is to graduate from the present dependent HSE culture to the interdependent culture. 6) An inter site benchmarking is done regularly to encourage healthy competition between sites
About Us Awards Year 2007 Achievements Year Trishul Award For its Excellence Performace 1996 Exports of Chemicals Awards Factory 7: Vapi Manufacture of Pollution Control Equipment.
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2007 2007 2006
Greentech Environmental Excellence Awards 2007 1995 Outstanding Exporter of the Year at the first ever 1995 International Trade Award Business Leader of the year 1995 Award
2005
2005
Award by Gujarat Safety Council for 1Million man hour accident free 1994 operations At our manufacturing units Frost & Sullivan Award 1994 2005 for Manufacturing Excellence
Top Tax Payers Award Central Board of Direct Taxes Surat Outstanding Export Performance AwardMinistry of Commerce Outstanding Export Performance Award -Ministry of commerce Accorded the status of TEADING HOUSE Top Export Award CHEMEXCIl Facroty 5: Jhagadia Facatory 6: Gopipura
2005
National Energy 1993 Conservation Award Certificate of Apporival 1993 Chemo Electronic Laboratery ISO 9001: 200( VAPI)
2005
2004
Outstanding Export 1992 Performance Award Basic Chemicals, Pharmaceuticals Promotion Council, Mumbai Certificate of Approval Quality Standards ISO 9001: 1992 2000 (VAPI) Gujarat State Safety and Health Award to Unit3, 1991 Ankleshwar
Corporate Excellence Award Dalal Street Journal The Analyst Award Investor Friendly Company 0 C.F.A.I Top Export Award- CHEMEXCIL Factory 4: Ankleshwar Organo Phosphorus Insecticides Innovative Technology Awards for TMP Indian Chemical Manufacturers Association Consistent Export AwardF.G. M.I. Association Factory 3: Ankleshwar Organo Phosphorus Insecticides Top Export Award CHEMEXCIL First Export Award- CHEMEXCIL Top Export Award CHEMECIL
2004 2004
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2004 2004 2004
Gujarat State Safety and 1990 Health Award to Jhagadia Gujarat State Safety and 1989 Health Award to Halol ICMA Aditya Biral Award for Best Responsible care Committed Company 20032004 The Economic Times Awards for Corporate Excellence Nominated for Emerging Company Awarfded Samman Parta for Export PerformanceCommissionerate of Customs Mumabi Awarded Certificate of a Super Star Trading House Director of Foreign Trade Outstanding Export Performance Award by Industries Commissioner, Government of Gujarat ISO-14001 Environment Management System Certificate Certificate of Approval Quality Standards ISO 9002: 1994 1985
Top Export Award CHEMEXCIL Tri methyl phosphate Synthetic pyrethoid intermediates Organo phosphaten plasticizers Organo Mercurials Certificate of Merits AIP, PCL, Ministry of Commerce, GOI Synthetic insecticides Compound Pyrethoid Mercury
2001
1985
1998
1983
1998 1998
1983 1980
Synthetic Pyrethoid insecticides Mercury Compounds Factory 2: Ankleshwar Backward integration Yellow phosphorus Afrochemicals & Metal Phosphorus Chlorides Gold Shield for Red Phosphorus Board on AWARDS for Import Substitution Factory 1: Founded at vapi Red Phosphorus
1998 1997
1975 1972
1996
Factory 7: Vapi 1969 Manufacture of Pollution Control Equipment
Bharuch Enviro Infrastructure Ltd (BEIL) Certified under Environment Management System Standards ISO 14001. BEIL is a Company promoted by major industries in Bharuch District. United Phosphorus Limited ( UPL) Ground of Companies holds major equity in the Company.
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BEIL has developed a Centralized Secured Landfill Facility at Ankleshwar in 1997 98 and so far, collected and disposed off more than 200000 MT of Solid / Hazardous wastes from member industries in this Region. Salient Feature of BEIL: The secured landfill facility is in operation since 1998. During the 5 year of operation, the Company has collected and disposed off more that 2,00,000 MT of solid / hazardous wastes from member industries. Two cells have already been provided top coverage. Follows the Hazardous Waste ( Management and Handling) Rules 2000; and Criteria for Hazardous Waste Landfills published by CPCB. Implemented EMS ISO 14000- first such facility in India. Expenses for Post Closure Maintainance and super Fund are earmarked .
Chemo Electronic Laboratory Chemo Electronic Laboratory Chemo Electronic Laboratory is a result of UPLs diversification strategy. Established in the year 1993 the Chemo Electronic Laboratory is today one of the largest manufactures of toxic detection devices in India. We have a wide range of prodicts, all designed and developed in this laboratory. We are the only Indian manufacturer of chemical detector tubes. We produce intrinsically safe personal, portable monitors and flame proof fixed systems for detection of several toxic and flammable gases. Our worldwide customers include large chemical and petrochemical industries, oil refineries, government establishments, fumigators etc. Our products are exported to countries such as U.S.A, Germany, Australia, Spain, Mexico, South Africa, Argentina, Israel and several other countries.
Enviro Technology Ltd ( ETL) Enviro Technology Ltd ( ETL) Operates a unique Common Effluent Treatment Plant with Primary, secondary and Tertiary treatment, at Ankleshwar Industrial Estate, Gujarat.
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Highlights of ETL: Unique CEPT. Capacity 1000 M3 / day Treats Raw Effluent from 225 member industries. Transportation of effluent through rubber lined tankers. Primary, Secondary and Tertiary Treatment Schemes. Lime Handling Facility. Dewatering of sludge with RVDFs. Sludge containing Calcium Sulphate being sent to Cement Industries. Extensive Laboratory facilty. Ministry of Environment and Forester, New Delhi, entrusted ETL to conduct series at Pallavaram Tanners Industrial Effluent Treatment Co. Ltd. Chennai. First CETP in India, getting ISO 14000 certification. Project cost Rs 680.00 lacs Loan has been re-paid. Charging System based on effluent quality and quantity Commissioned in December 1996.
Conclusion of ETL The Result indicated that Application of any amendment including ETL sludge tended to increase the yield of both Wheat as well as green gram. Though the amendments including ETL sludge increased contents of Fe and Mn in Wheat grain, ETL sludge did not show such type if increase in the micronutrient content in green gram
GIDC Rajju Shroff ROFEL Institute of Management Studies
( GRIMS)
The GIDC RAJJU SHROFF ROFEL Institute Of Management Studies ( RIMS) is a unique Partnership between the Rotary Foundation for Education and Learning ( ROFEL), Vapi and the Gujarat Industrial Development Corporation Of Gujarat ( G.I.D.C.) From a sleepy village of the 1970s to the hub of the largest concentration of medium and small industries in Asia- Vapis infrastructure owes itself largely to the initiatives if G.I.D.C,. in building the Industrial infrastructure andin attracting young entrepreneurs from Gujarat and Maharashtra Equally the growth f the social 14
infrastructure School, Collages, Hospital, vocational training stems from the bold initiatives of the Rotary Club of Vapis strategic location has been a source of strength on the route from Bombay to Ahemedabad, 13 KMs to the east of sea resorts of Daman, 13 KMs to the West to the West of the hilly forest reserves of Silvassa, close to the trading centres at Surat and Baroda. THE ROFEL TRUST The ROFEL Trust was set up in 1985, by Rotary Club of Vapi, to provide educational facilities in the region at all levels. In the initial years, the trust organized and awarded scholarships for Vapi students for study outside Vapi in various disciplines, ranging from engineering and medicine to business administration and arts and commerce. The Trust soon branched out to start the first Arts & Commerce College in Vapi in 1990, followed by a Bachelor of Business Administration Course in 1996. This was followed further in 1999 by a Management Institute ( G R I M S) to conduct the course in Post Graduate Level and a collage of Science and Collage of Pharmacy. G R I M S is a logical extention of these educational endeavors to the growing need fro managerial manpower in this region and indeed in the whole country. Career Opportunities A Career is a continuous process of learning, imbibing, and growing which leads to one evolving as a true professional, shouldering new responsibility; and reaching higher ground. This would certainly result in having a strong sense of accomplishment. At United Phosphorus Limited, its more than a career, its an opportunity to make ends congregate your dreams.
If you are SIDE ( Specialist in delivering results) and have the ambition and talent, UPL can add wings to your career, be a significant stepping stone for you to move higher along the learning curve and mould a wonderful career path for you. So if you feel that you have got what it takes, nothing can stop you from living your dreams. So Make a wish, it may come true!!!!!!! From COOs Desk. At the minimum, people must deliver what they commit, in terms of time cost and quality. This gives a sense of reliability to the commitments made by UPL. Further, we are committed to develop a work culture that is built on trust and team work and on constructive competition and where performance is key and delivery of results the major monitoring parameter.
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We would like to develop a working environment that encourages people to innovate and set new benchmarks across the industry. People must be encouraged to innovate in their work areas, We would like to develop work engines that help us to be best in its class in the world with a view to pursue business excellence. - - - - - K.R.SRIVASTAVA
We Value The values cherished at UPL can be coined as iPACE Integrity
Extreme Swiftness
Performance Focused
IPACE
Committed Force
Ambitions Growth
IPACE:1. 2. 3. 4. 5. Integrity Perfomance focused on results. Ambitious Growth Committed Force Extreme Awiftness
Culture at UPL Within UPL you can expect an exciting career with plenty of challeges well as learning opportunities. At the same time you can look forward to the satisfaction and continuous growth that comes from achieving your ambitions you will never be held back from realizing your potential. We look for people with the initiative
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to make change happen and the credibility to implement their initiatives. Its about imbibing a culture that nurtures your ambition with opportunities and challenges, a culture that encourages empowerment, to express yourself and to incessantly learn as you grow. The eventual destination of a career path is the culmination of the aspirations and enthusiasm of each of our employees. We provide the opportunities and resources, and our employees fuel this with the motivation, desire to learn and energy to make the most of the opportunities we provide. Dont go by our words , take a glimpse at how UPLITES perceive UPLs Culture. UPLITES CORNER Openness: Openness and independence is my greatest personal value. Openness to me is the pleasure of working in a seamless environment, which is beyond hierarchies. There is an easy access to information and also individuals, which is the culture I experience and cherish here. _ _ _ _ Shweta Dutta Collaboration : We are Crossing milestone after milestone with breakneck speed and the single most factor responsible for this is collaboration amongst UPLites. Successes and failures of each unit/ team is shared with the other and every earlier achievement surpassed and all obstacles evercome. Every person, be it the worker or the Director of the company, is actively involved to achieve the stretch goals. I am proud of this culture and cherish it in UPL. _ _ _ _ Ramesh Nagda
Trust & trustworthiness: UPL stands for: U- Unity in diversity ( global culture) P Power to Performers L- Learning to excel at all times. One of the factors for UPLs growth has been empowering trust among the people in UPL. Trust is the biggest confidence which leads to performance. I have had the privilege and the benefit of the above for over a decade and can only look forward to an ambitious and scintillating growth in the next few years. Always proud to be a member of this awe inspiring family. - - - R. Rajasekhar
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Autonomy : Autonomy conferred at UPL gives me scope to use discretion in my job with respect to work methods & decision making. Such a work culture brings out the best from individual and gives him a sense of ownership. This further harnesses creativity and innovation in every individual. - - - Vinod Cardoza Proactive & Perfomance Oriented : Proactive I think is a synonym of being Foresighted. UPL has helped me to develop this, Anticipating a problem and solving it in advance is the basis for innovation, creativity and growth. I am proud to have imbibed this culture and be part of this family. - - - Ashwin Delvi In UPL , have learnt that Performance is not a one time wonder but an a\unremitting and ongoing process to achieve even impossible goals. The heartfelt appreciation, rewards for the performance that we put in further motivates us incessantly to raise the bar of performance focused on results to the next level to achieve the best and set a benchmark in the industry. - - - Kumar Gowda Authenticity : To UPL, the term authenticity means participantion that is complete, honest accountable and realistic. One should strongly believe that authenticity must be present for any development program to be successful and long- lasting, considering all the complex challenges in life and work, if one stay authentic than he can stay real. I am proud of this and cherish it in UPL. - - - -Jeetendra Bandodkar
Confrontation :- In my eight year plus Career in UPL I have never had the fear to confront anybody in UPL boss, subordinate or peer on any matter that was perceived to be a hurdle to delivery This HIGH approachability FACTOR to all at any time for any issue makes it a place none less than HEAVEN to work in - - This culture has led to high productivity and growth to self and all at UPL its been my secret to learnings & success that I have had this far. - - - Venuji S
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Career Growth at UPL What is really distinct about UPL is you are endowed with magic wand namely empowerment which would help you on your way! Empowerment is not just a buzz word but it represents a career growth. The empowerment that is given to the employees has resulted in a completely different business model, one that is capable of challenging the best companies in would. At UPL, Its your career and you are the driver of it ! But the company will facilitate you by providing an enabling environment to realize your potential to its fullest. Growth at UPL is a function of performance focused on results and potential. This would be explicit by the following example of an Area manger in UPL who is typically responsible for approximately INR 3 crores worth of business may just be 2 years into the company. All right! Isnt it gripping you to find out further? Just choose the function that you are interested in and click your way to the various job opportunities existing. Sales & Marketing Hyman Resource Finance Commercials Information Technology Research & development Technical / Manufacturing
HR Initiatives Apart from all this HR at UPL is always involved in many development initiatives like: Development Centers : Development Centers are experiential workshops where participants go through a series of Simulation designed to throw up their Competency profile and receive detailed developmental feedback on taking their competencies to a higher level. Performance management system: A comprehensive performance focused management / system driving our result oriented culture. We have evolved a Performance focused management system which values performance on
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qualitative & quantitative parameters, demonstrated allegiance to company values, team- based work and contribution towards institution building. Excellence Awards : To boost & appreciate the zeal and effort put by our people, we have Excellence awards across the organization. To recognize & reward exceptional individual & Team Performers Which are a benchmark. Techno savvy (SAP) : At UPL We believe in technology as a vital facilitator to achieve our objectives. We Keep ourselves abreast with the latest technology. We have successfully implemented SAP across all the functions. We are in the process of implementing SAP HR. Learning & Development : We imbibe a culture of continuous growth and enabling environment. To foster the same we organize need based trainings or workshops whenever required. We even nominate our Potential employees for Management development Programme to ISB and IIM who could shape in leadership roles. Parivartan magazine : we have got in- house magazine Parivartan which helps everyone to abreast with the latest events, products, new initiatives with respect to domestic marketing and sales. Mentoring : Mentoring at UPL takes place across all the levels. Our people in an intricate situation can turn to a person, the mentor, who is non- judgmental and is imbued with experience & knowledge. Mentoring helps an individual grow ad infinitum and thus embark higher on a learning curve.
Mentor at UPL facilitates our people to: Learn New concepts and techniques. Understand the intricacies of the knowledge economy of 21st century. Know where the opportunities are and steer clear of the pitfalls. Share, anticipate and provide feedback. Appreciate Your own shortcomings.
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UPL Unit - 3 Ankleshwar [1] [2] Total Plot Area Available [ in Sq. Mtr.] Total Constructed Area [in Sq. Mtr.] : Area Available for Future [in Sq. Mts.] : : 36,898 5,487(approx) 12,962
[3]
[4] Dedicated Solid Plants [in number] : Acetophate. [5] Multi Purpose Plants [ in number ] : 1 line Utilities : [6] Boilers each [7] Compressed Air 04 units, 1249 NM3/hr Effuent Disposal System: [8] STP ( CAACO Technology) : [9] Incinerator Manpower : [10] Management Personnel [11] Work Force [ Workmen]
WDG1/2 & Liquid 8 lines, SC
: :
02 nos. 0.850 TPH
40 kl/ Day ; No Facility
: :
78 nos. 24 nos.
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EHSMS Certification _ ISO 14001 _ OHSAS 18001 _ ISO 9001 2008
: : :
1999 2001 1998
MAJOR ACHIEVEMENTS: Major automation job in the liquid formulation & filling lines to almost eliminate man-chemical interaction Crossed TWO MILLION man hours without OP exposure ( Last OP exposure in Oct 2007) Installed CAACO technology based STP ( cap 40 kL/D) Installed 118 eco- ventilators in liquid plant to improve ventilation & Energy saving ( 39165 kWH/ month) Substantial reduction in water consumption and waste generation by replacing vacuum pumps with AOD pumps. Eliminated non-moving stocks worth 8090 kL ( approx 4000 drums) by reblending into fresh batches Initiated BBSMS and Hazard recognition system Major dirve in 5S activities with the help of Japanese consultant More than 200 nos. kaizens implemented including 64 nos. safety kaizens Inventory reduction by 45% over last year Anti static Epoxy flooring in formulation plant Provided smoke detectors in FG W/H Impervious flooring & roofing to hazardous waste storage area Started recycling of treated waste water for gardening and drum washing Extensive use of stackers & FLTs for reducing material handling by humans Achieved Best ERT award among all UPL groups in 2008 Display of Safety Posters on Forklifts & stackers as safety campaign
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SWOT ANALYSIS SWOT Analysis means the analysis of S W O T Strength Weakness Opportunity Threat
STRENGTH o UPL Ltd. is giving employment around 98 employees. o Strong market presence o Develop rural area to reach at the global position WEKNESS o Irregularity in time cost. o UPL entered late in the market OPPORTUNITY
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o Rapidly and continuous growth in the market, so company will think about expansion.
THREAT o Highly competitive market against imported Wall tiles particularly the Chinese manufacturer with their aggressive low cost manufacturing advantage.
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HR- DEPARTMENT
1) INTRODUCTION :In the recent times the human resources function has got importance in india , especially after liberalization of Indian economy. Earlier as manpower was abundant and low production , production cost of the human Resource function was not realized. But now it is realized that the organization can gain cutting edge with its competitor of the human resources would make the difference in the competitive achieve good results profits or decline losses. Then they came in fire-fighting phase . Here the function was frequently dousing fires i.e. resolving conficts and keeping the wheel of production moving. Top management did the major policy decision while Personnel management and Industrial relations played a supportive role. The approach was more of a reactive type i.e. if there is some problem then personnel react and the problem is sought to be saved , like putting out a fire. Human Resource Management is a process to help employees to acquire capabilities required to perform various functions associated with their present and future roles , to develop their general capabilities as individuals and exploit their inner potentials and to develop organizational culture in which superior subordinate among 25
sub units are strong and contribute to the professional well being , motivation and pride of employees. .(K.Aswathappa)
Personnel management can be defined as the processes of accomplishing organization objective by acquiring relining, terminating, developing and properly using the Human Recourse in an Organization. Personal management as specialized disciplined has made repaid studies a business organization needs to have four Ms via....... Money Manpower Material Management As a personal department is the department of human being without no company will exist. Mainly two functions: Managerial function which deals with Planning, organization, directing, Operating function which deals with procurement development, compensation,
controlling. integration, and Maintenance of personnel. The personnel records of an employee included employees name, address, department, date of joining, P.F.Policy no., Salary, Birth Date etc. Personnel department is the department for the employees who are working in company. Personnel department works for the employees and their welfare. Personnel department keeps all the track of the employees and satisfy their need and requirements. 26
HIERARCHY OF ORGANIZATION
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PERSONNEL POLICIES Recruitment Policy In Recruitment procedure firstly assess the requirement from the plant or at any place in the organization and check the no. of. Requirement against the work, then only decided the actual no. of Vacancy. Sources of recruitment: Advertisement in News papers Recruitment by Internal Sources Through Recruitment Agencies Contractors of Labours Casual Labours Minimum Qualification needed for Plant incharges :MSc/BSc. or B. E with a minimum 5 years of experience. Chemists:BSc. Pass, Engineers B.E./Diploma. Fitters, Wiremen, Welders : ITI Passed Certificate.
General Policy The staff have compulsory one day off per week. The staffs members are allow having 21 days leave in a years(voluntary) Salary is also given in advance if require by the employee. Medical claim for each employee is provided and the employees have to go medical check-up in a year. Employees are allowed to come up to 10 minutes late with a genuine reason. Except manufacturing process of Dyes & dye intermediates all the works are done by taking permission of Environment & Safety Department.
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MAN POWER PLANNING According to the requirement of the personnel for the plant is met with keeping in view of following: Technical concept of plant, Including process control and instrumentation. Smooth and efficient operation of plant. Effective co-ordination between the various departments within the plant. Optimum organization with well designed and judicious job distribution. Optimum utilization of different grades of workmen and supervisory staff members. Maximum capacity utilization of capacity. Man power planning is done formally by the different departments in charges. The department in charge sends the requirement to the Personal Department. Man power planning is done generally through workout that are the requirements of different department is send to personal department and then further appropriate action is taken. At the time of expansion the requirement of the plant in charge is fulfilled by erector so as to have a full and appropriate utilization of the capacity. For Labours Man power planning is done by way as per the present requirement and fulfilled by Labour Contractor. RECRUITMENT AND SELECTION PROCESS It is simple terns, recruitment is understand as the process of searching for and obtaining application for jobs, from among whom the right people can be selected. The man power requirement is fulfilled by local sources or advertisement in News papers. Before deciding above the person to be recruiting, the company takes various criteria into consideration. 1. Internal Recruitment Employee refrence. Existings Employees Promotio. Transfer. 2. External Recruitment. Employees exchange. Consultants. 3.Within Ankleshwar Ankleshwar service Perfect placement Oxford placement Rapid placement
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4.Outside the Ankleshwar India placement service Havoc placement service Fact personnel Omkar placement Friends placement WEBSITE www.monster.com www.naukri.com
Process for Fulfilling Man Power Requirement UPL has their own way of recruitment of people For general Labour recruitment:Labour Contractor Casual Labours For staff like chemists, Engineers, in charges, officers follow a particular process. Step 1 The company advertises in News paper or through local sources to make the candidate aware about vacancy in the company with qualification and experience required. Step 2 Then the applications fitting the company requirement comes and collect the application forms. Step 3 Then after the forms are filled company takes interview and written test for the assessment of the theory knowledge. Step 4 The company selects among the candidates, by bifurcating the candidates into two parts (1) whose score in exam is high and passed the interviews (2) person who has passed interview but scoring is bed. Step 5 The candidates then have to cross practical interview and the one who is found more practical is then selected. Step 6 The selected candidate is called to fulfill all legal requirements and asked for induction training. PERFORMANCE APPRAISAL PROCESS 1. Employees are evaluated annually and performance appraisal done by hierarchical basis. That is each Department Head evaluate their subordinates.
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2. For workers, technicians, fitter, wiremen, electricians, supervisors, chemists, engineers etc. are evaluated by relative plant in charges and the evaluation of in charges is done by directors. 3. For workers, technicians, fitters, wireman, electricians are evaluate on the basis of attendance and work-disciplines. 4. For supervisors, chemists, engineers, plant in charge performance appraisal form is prepared and the forms are filled by hierarchical basis. 5. Employees are motivated by awarding annual increment/promotion etc the annual promotion is to be awarded to the individual employees accordingly to their seniority, grades, pay-scale, performance efficacy, punctuality, attendance. 6. Performance appraisals of marketing agents are done on the basis of monthly performance and discipline in payment schedule (within 15 days). TRAINING AND DEVELOPMENT For all the new employees staff induction training is given in plant new employees had to work in general shift until plant in charge feel that the new employee is responsible for the night duty. For all employees monthly related training or lectures are given by the safety executive or by outside lecturer. For in charge various training or lectures about maintenance planning, best utilization of workers and maintenance, cost reduction are given. Types of training programs for employees and trainees. ISO training Safety Training SAP Training IT Training Induction Training Soft Skills Training BBSMS Training LEAVE POLICY Types of Leave:1. Privilege Leave 2. Casual Leave 3. Sick Leave
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WELFARE ACTIVITIES The Welfare activities are carried out so that the employees feel that the Company is taking care of them. Various activities for employees and workers welfare are being carried out in UPL. These are as follows: Medi-claim Canteen Raincoats Uniform for workers Education for employees children Environment related training as per schedules UPL colonies ( bachelors quarters, family accommodations, guest houses) UPL library P.F Environment day celebration Civil shoes, Gum shoes for workers HEALTH DEPARTMENT United phosphorous Ltd is very conscious about health and care of the employees and therefore maintains OHC within the plant premise. The first aid boxes with necessary medicines are kept by the trained first aids and plant in charge in the plant. Regular medical check-up of all employees is carried out by the factory medical officer at the interval of six months and again by external expert agency every year. Training programmers on first aid is frequently conducted by factory Medical Officer to train the Plant personal.
WAGES & SALARY ADMINISTRATION Wage & Salary administration refers to the establishment and implementation of sound policies and practices of employee compensation. Generally the wage is the compensation which is given to the worker categories. In United phosphorous Ltd wage and salary is given in following structure. For staff it includes: Basic Salary Medical Allowances Housing Allowances 32
Transportation Allowances For workers it includes: Basic Salary Medical Allowances Overtime Salary and advance is given regularly to all the workers from the cashier in the company. Staff salary is made by cash transfer in their respective bank account Date of salary is fixed on the last date of every month. JOINING MODULE:The company allows the employee to join within a week or according to his convenience i.e. (max.1 month) GRIEVANCES & GRIEVANCE HANDLING:The disputes or issues in the company are handled by Mr Chirag Patel ( H.R MANAGER) PROVIDENT FUND SCHEME:12% P.F is deducted from the salary and 1.75% E.S.I.C of workers and supervisors. CANTEEN SERVICE:The main aim of canteen service is to provide good quality and quantity of food to employees from the canteen contractor . Also the house keeping in canteen is taken good care , as cleanliness is very much required in such places . OFFICE TIME:For workers- 3 shift 7:00 am to 5:00 pm to 11:00 pm to 7:00 am ) For employees-9:00 am to 5:00 pm INDUSTRIAL RELATION:The word IR is used to express the nature of relationship between employees and employer in the organization, when willing co-operation is available from employees and workers for the achievement of organization goals, it is said as the company is having sound industrial relations. UPL has achieved this kind of sound relationship. UPL is providing fair conducive environment for working. Software :SAP system is used in HR to assist management functions.
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MARKETING DEPARTMENT INTRODUCTION Marketing is one of the important departments for any business. In marketing management marketing manager has to perform crucial role such as price promotion, product planning, and market segmentation. Manager has to satisfy their customer with a product. Marketing is a total system of business activities design to plan price, promote and distribute can satisfying products to target market to achieve organizational goal on time.Marketing is used to create customers, to keep customers, to satisfy customers.
The structure of marketing department:-
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MARKET SEGMENTATION:UPL. is also interested in market segmentation. Customers of UPL is spread not only for in India but also in the foreign countries. It is very profitable and useful function for UPL. According to the requirement of product has segmented its market in different countries depending upon the purpose of product. The dealers will collect all the information from the market regarding the product. The dealer can have good interaction with local people; they can give service after sales. This is necessary in order to push their product forward. In order to gain successful market segmentation one should have good networks, good network and representative power. In India UPL has segmented its market to Madhya-Pradesh, Rajasthan, Gujarat, Maharashtra. The Company also has customers in international market. CUSTOMERS:A person, company or other entity which buy goods and services produced by another person, company or other entity customers are the one that buys goods and services entity that receiver or consumer products and has the ability to choose between difference products and suppliers.
DISTRIBUTION CHANNEL:-
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Bod of directors Marketing manager Depost East Zone Depost west Zone Depost central Zone Distribution Executive Depost north Zone Depost south Zone Distribution Executive
Distribution Executive
Dealer
Marketing the network of organizations, including manufacturers and retailers that distribute goods and services. It is a way of selling a companys product either directly or via distributors. Possible distribution channels are whole sellers or small retailers. UPL. has adopted some strategies which are performing following activities: a) Enquiry from customers b) Develop new customers
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c) After sales services provided to customers d) Sales recovery i.e. payment e) Identification of the new product. UPL has located its distribution nearer to the market so that they can collect
information and views from customers before adopting the strategy of distribution. It is necessary for company to understand the following items. 1. Name of the customers 2. Competitive product 3. Recovery of sales 4. Type of products etc.
COMPETITORS:Competitors are any person or entity which is a rival against another. The presence of one or more competitors can reduce the prices of goods and services.
FUNCTION OF MARKETING DEPARTMENT:-
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PRICING POLICY:Fundamentals which may effect price decisions are consumers situation and cost consideration. It is quite unfortunate that many firms have no clear pricing policy. UPL is including different type of costs in original cost of production. Generally the price of the product includes raw material cost, insurance cost, advertising cost, transportation cost and lastly profit margin. UPL consider following decisions while calculating pricing policy:
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Demand and supply of the product in market. Raw material cost Transportation cost Degree of competition
Basically price is set on the basis of: o Basic price o Total price which include all types of direct cost and indirect cost [indirect cost petrol, government policy] o Quantity discount price o Cash discount price o Cost of production of new product If agent is their then commission is also taken into consideration while calculating pricing. The government can asked for reason while UPL has increase or decrease the price. Pricing policy are guidelines for achieving the objective. The main aim of setting pricing is to earn maximum profit.
SALES PROMOTION:In course of time various activities came into vague designed particular to help easy sale of goods these activities coming known as promotional activities. Sales promotion does not include advertisement, personal selling sales. Promotion activities are not regularly it is just temporary. UPL mostly not use sales promotion because the company has monopoly in certain items. Company use credit scheme, discount scheme etc. Sales promotion is one of the best of promotion mix. Any step that is taken for the purpose of obtaining or increasing sales can be considered as sales promotion. Sales agent performs their own sales promotion strategy. 40
MARKET RESEARCH:Market research is systematic recording and analyzing the data about marketing problems to facilitate decision making. Market research is a continuous process and it includes product analysis, market analysis, distribution analysis and competition analysis. UPL Collect weekly engineering magazines journals by which company can get idea about engineering market and competitive product. In collection of data recording UPL has adopted following way. 1) Primary research 2) Secondary research Companys own agent, sales agent collections from customers about their satisfaction etc are taken into consideration in primary research. In secondary research if customers are satisfied for performance then they do not try to improve over it.
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ADVERTISING:Advertising is the best way to market or to sell your product.UPL advertises its product just because of two reasons:1] To give knowledge about the product 2] To build a demand UPL never advertises their product on TV. or radio because they have a monopoly in several products. They advertise in newspaper which has maximum circulation.
WAREHOUSING ORGANISATION:The UPL has its own warehouse. The store manager keeps records related to the purchase and issue of store items. It also keeps records of different type of chemicals , carton , Bottles of different volumes, plastics for packaging. Store department issued goods at some certain level, because management fixed maximum and minimum level of issuing goods form store department. Store man cannot issue beyond this level. However in some special circumstances he can do so with the permission of head of the UPL management. AFTER SALE SERVICES: Quality discounts are offered Separate technical service division is made for the customers, their works are Trouble shooting of the customers, and customers specified requirements, and new shade and trend development. UPL allow paying after 15 days.
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If any dispute found related to order quantity, quality than it is solved by the cordinator of Marketing Department.
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INTRODUCTION
The Management of the finance of a business organization in order to achieve financial objective. Finance is the life blood of the company/firm. Finance keeps the wheel of the business moving smoothly. Finance plays most important role in the establishing and for further expansion and development of business unit.prosperity without finance. In the business, finance is needed for purchase of raw material and machineries, for the production of goods and services, for giving the salaries and wages to employees, and so on. Thats why it becomes important to plan the future requirements. So finance can be available whenever it is require in the business. The efficiency of production, personal and marketing operation is directly influenced by the finance function of the enterprise. So finance function should be given equal importance with to respect to product and marketing function. Finance may be defined as art & science of managing money. The major of finance are: 1) Financial services 2) Managerial finance With financial service is concern with the design & delivery of advice & financial products to individual, business & government, within the area of banking related institution, personal financial planning, investment, realestates, insurance, & so on. Financial department is concern with duties of the financial manager in the business firm. Financial manager is the integral part of the overall management, is not independent area. It draws heavily on related discipline and field of study, such as economics, accounting, marketing, production, and quantitative method. Finance is the blood of business without it business cannot run smoothly so finance procurement is one of the important things in the smooth functioning of finance. Financial institution plays crucial role in the finance procurement.
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Objective of Finance Department:

To make wise decisions a clear understanding of the objective, which are sought to be achieved, is necessary. The objectives provide a framework for optimum financial decision making. In other words they are concerned with designing a method of operating the internal investment and financing of a firm. They are two approaches: 1) Profit Maximization approach 2) Wealth Maximization approach Taking a commercial business as the most common organization structure, the United Phosphorus Limitedkey objective of financial department would be to: Create wealth for the business Generate cash Provide an adequate return on investment bearing in mind the risks that the business is taking and the resources invested Get improvement in return on capital employed in the business Run the business on continuous basis very smoothly
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Structure of Finance Department

The organization structure of Financial Department in United Phosphorus Limited is as follow s.
Financial management is one of the most important parts of the organization. Here, in United Phosphorus Ltd the Chief Accountant is working under Managing Director. There is also Assistant Accountant who is working under Chief Accountant. Who take care all the financial transaction of the company and record the companys day to day transaction.
BALANCESHEET as on 31st Mar 2011-12
Financial Highlight
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As at 31st As at 31st Mar, 2012 Mar, 2011 Rs. in lacs Rs. in Rs. in lacs
Schedule lacs SOURCES OF FUNDS:1 SHAREHOLDE R'S FUNDS: (a) Capital (b) Reserves and Surplus
'A' 3,755 'B' 103,297
3,750 108,925 112,67 5 107,05 2
2 LOAN FUNDS: (a) Secured Loans (b) Unsecured Loans
'C' 35,351 'D' 77,737
32,911 160,819 193,73 0 113,08 8 4,153 4,617
3 4
DEFERRED PAYMENT LIABILITIES 6,595 DEFERRED TAX LIABILITY (NET) TOTAL
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315,175 226,735 APPLICATI ON OF FUNDS:1 FIXED ASSETS: 'E' (a) Gross Block (b) Less: Depreciation (c) Net Block 48,647 (d) Capital Work-in-Progress 3,509
94,116 86,834 43,246 38,187 50,870 6,079 56,94 9 52,15 6
2 3 4
INTANGIBLE ASSETS 57,429 INVESTMENTS 39,239 DEFERRED TAX ASSET (NET) 408
'F' 15,541 'G' 85,975 _
5 CURRENT ASSETS, LOANS AND ADVANCES: (a) Inventories (b) Sundry Debtors (c) Cash and Bank Balances (d) Other Current Assets (e) Loans and Advances 'H' 19,850 'I' 38,731 'J' 34,192 'K' 4,517 'L' 29,748 25,942 38,056 18,377 8,377 140,658 231,410 127,038
Less: CURRENT LIABILITIES AND
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PROVISIONS: (a) Liabilities (b) Provisions
'M' 52,204 'N' 2,225
69,852 _ 69,852 54,429
NET CURRENT ASSETS
161,558 72,609
6 MISCELLANEOUS EXPENDITURE: (to the extent not written off or adjusted) Deferred Revenue Expenses 46 TOTAL 315,175 226,735
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Operation of Finance Department

A firms needs to manage its resources effectively and effective manner is possible only when the management works out the future courses of action in advance and takes decision on professional manner, utilizing the individual and group efforts in a co-ordinate and rational manner planning should estimate the resources required to carry out the operations and determine how far these resources can be generated internally by the from itself and how far they will have to obtained externally. The highest can be assured only through sound financial plants. So, sound financial planning is necessary to achieve the long term and the short term objectives of their firm and to protect the interests concerned. Short term financial plans are those, which are prepared annual budget and on the basis of monthly fund flows statement. Long term financial plans are those, which are prepared for than one year. United Phosphorus Limited Firm prepares financial planning as follows long term and short term objectives and requirement of long term and short term capital. The management of the company believes that to develop the procedure is most the end of the financing activities or planning bust must control over that. For this purpose company review the short term objective policies procedures in the light of changed economic, social and situation from time to time in order to keep the changing environment.
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Sources & Application of Funds

Source and Application of finance where to collect funds and in which manner it collects the funds which are used in day to day operations of the company and firm. Generally there are two source of finance. Internal source: They get the finance from within the reserves of the firm and company. They are like depreciation reserve, personal reserve or through ploughing back of profit.
External source: In this way they get the finance from outside sources like Share holder fund, loans and funds. SOURCES OF FUNDS Reserves & Surplus LOAN FUNDS Secured Loans APPLICATION OF FUNDS FIXED ASSETS Gross Block Less : Depreciation / Amortisation Net Block Add : Capital work-inprogress (including Capital advances) 94,116 43,246 50,870 6,079
108,925
32,911
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Management of Payables & Receivable

When goods are sold on credit in business, the price of the goods becomes receivables. We know this amount as Debtors or Trade Debtors or Receivables or Account Receivables. These receivable are the assets of the business. There are three important of this asset as under: 1) It involves an element of risk. 2) It is based on economic value. 3) It implies futurity.
Today, in this competitive system, credit sales are essentials in order to meet the severe competition. And so the management of receivable and payable requires great care. United Phosphorus Limited provide a credit to the their old customer for 10 days. In morden era credit sales (receivable) is an important part for the increase profitability.
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Budgeting & Budgetary Control

Capital budgeting is a process making decision regarding investment in fixed assets, which are not meant for sales such as land and buildings machineries or furnitures etc. The word investment refers to the expenditure which is required to be made on connection with the acquisition and development of long term facilities including fixed asset. According to Prof. R. M. Lynch, Capital Budgeting consists of planning and budgeting of available capital for the purpose of maximizing the long term profitability. The Management is ultimately responsibility for minimization of cost i.e. right acquisition and maximum returns, i.e. right allocation and utilization. The United Phosphorus Limited is a large scale unit. Hence the proper and efficient management and maintenance of capital budgeting is required. Here the capital budgeting is done by the Chief Accountant with the help of top level authority.
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Working Capital Management Firm

Working capital is concerned with problems that arise in attempting to manage the current assets and current liabilities and the international between them. Current assets are those assets which are used in ordinary course of business can be converted into cash within the shorter period of time. Current liabilities are those liabilities, which are intended to be paid in the ordinary course of business. Working capital management deals with the management of the current assets. The two different concepts of working capital are gross working capital and net working capital. Gross working capital refers to the firms total investment in current assets while net working capital refers to the difference between current assets & current liabilities. A positives net working capital will arise when current liabilities are in excess of the current assets. The working capital indicates the liquidity position of the firm and suggests the extent to which the working capital needs may be financed by permanent source of funds. Current liabilities to constitute a margin a better for maturing abdication within the operating cycle of business. Generally the conversional rules are to maintain the level of current assets. Twice the level of current assets is also conceders while determining this.
Working Capital= Current assets-Current Liability
=231410- 69852 = 161558
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Investment Decision of Firm

A firms investment decisions involve capital expenditures. They are, therefore, referred as capital budgeting decisions. A capital budgeting decision involves the decision of allocation of capital or commitment of funds to long term assets that would yield benefits in the future. Two important aspects of investment decisions are: a) The evaluation of the prospective profitability of new investments b) The measurement of a cut-off rate against that the prospective return of new investments could be compared. There is a broad agreement that the correct cut-off rate or the required rate of return on investments is the opportunity cost of capital. The opportunity cost of capital is the expected rate of return that an investor could earn by investing his or her money in financial assets of equivalent risk. .
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Objective of Production Department:
The objective of production department is to produce the desired product or specified product by specified methods so that the optimal utilization of available resources is met with. Hence the production department is responsible to produce the desired product, which has marketability at the cheapest price by proper planning, the manpower, material and processes. Production department must see that it will deliver right goods of right quantity at right place and at right price. When the above objective is achieved, we say that we have effective production management system.
- To produce goods and services as per the estimated manufacturing cost and minimum inputs of resources - To produce right quality goods and services as per the established standards and specifications To produce goods and services as per the decided schedule Maximum the utilization of manpower Minimize Production Time Minimize Costs Use Resources Efficiently
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Customer Satisfaction Planning Tools
Organizational Hierarchy for production department
To best manage users, you can divide them into groups called organizations. An org can be configured to give its users specific services or management control, such as a support address, email policy, or administrator. You can also create sub-organizations below an org to create a finer level of control within a larger group. The resulting hierarchy is called your organization hierarchy, same as production department there are also larger group of employee so there is also a hierarchy to distributing work load. In UPL have following organizational hierarchy structure for production department. Managing Director Production Manager Quality control supervisor / Officer & other staff Engineer Supervisor packaging/ folding worker
Plant Layout
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The location of the plant can have a crucial effect on the overall profitability of a project, and the scope for future expansion. Many factors must be considered when selecting a suitable plant site. The principal factors are:
Location, with respect to the marketing area Raw material supply Transport facilities Availability of labour Availability of suitable land Environmental impact and effluent disposal Local community consideration Climate, Political and strategic consideration
The UPL located in Ankleshwar. Which is an industrial zone where market for material and supply of raw material is easily done because of nearness , the area where UPLis located is also good for availability of labour and other factor like transportation, local community and environmental factors are also suitable for company. So the location where company was located is best for this firm.
Production Procedure
The production process is concerned with transforming a range of inputs into those outputs that are required by the market. This involves two main sets of resources - the transforming resources, and the transformed
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resources. The transforming resources include the buildings, machinery, computers, and people that carry out the transforming processes. The transformed resources are the raw materials and components that are transformed into end products. Any production process involves a series of links in a production chain. At each stage value is added in the course of production. Adding value involves making a product more desirable to a consumer so that they will pay more for it. Adding value therefore is not just about manufacturing, but includes the marketing process including advertising, promotion and distribution that make the final product more desirable. Basically , the starting point of the production process is the raw materials, how the firm get raw material form market for their production process.
Material Receipt Procedure
Purchasing function is the heart of any business and it is suppose to be cast goldmine to profits. The task of purchasing is related to going to the open market, finding the desire material at the lowest possible price and selecting the supplier to offer minimum prices having required quality of material.
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UPL more likely,

To produce best quality product To use best tools to produce best product To make delivery of product time to time
Classification of Inventories
Scientific inventory management is a formidable task when we consider an enormous number of items a large organization is expected to stock. Even is if the organization thinks of the uniform inventory control productive since the number of item, it will become counterproductive since the costs will for exceeding the benefits. This is the logic behind selective inventory management. Selective inventory management considers the factors like the value of the inventory item, its criticality and its usage frequency.
Reasons for Holding Inventory:
Intermediary User Inventory balances supply and demand Inventory acts as a buffer between critical supply chain interfaces Supplier Procurement Procurement Production Production Marketing Marketing Distribution Distribution Intermediary Inventory allows for economies of scale in 62
Purchasing Transportation Manufacturing
Categories of Inventory :
Raw Material Inventory Work-in-progress Inventory Finished Goods Inventory
There are three categories of inventory; too much in either may be a bad thing unless you have reasons for it such as seasonality, production runs, and prevention of stock outs or improvement of customer satisfaction levels. There are six important quantity standards used as tools to manage the inventory which use.
1) The minimum level. 2) The maximum level. 3) The safety stock level. 4) The ordinary level. 5) The danger level. 6) The overage stock level
Maintenance Planning Systems
The teaching of foreseeing or picturing is defined ahead, every step in a long series of separate operations each step to be taken in the right place of the right degree and at the right time and each operation to be done at maximum
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efficiency. The basic objective of creating the manufacturing organization is to make product. Thus, production is the nucleus or the centre of the entire operations. Production planning function look after the manufacturing activities. Production planning comprise the planning, routing, dispatching. Production planning is a pre-operation activity whereas control is a post-operation activity. In UPL production maintenance planning systems is done by managing director and its chairman for better production and for produce qualitative products which can satisfy the customers demand .
Material Handling Systems
In a manufacturing firm the raw material are obtained from the suppliers and are stored in the store room. They are issued to production departments are moved inside the plant are from one processed to another for the purpose of processing fill they are converted into finished goods. Finished products are sent to the shipping sections. The function of the material handling is confined only to the movement of raw material room the store room to the shipping section. Thus, material handling involves the movement of materials from one place to another for the purpose of processing.
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Types & Classes of Material Handling Equipment
UPL following equipments are used for the material handling.

Manual Labor Platform trolley Forklifts Escelators
QUALITY CONTROL: In UPL the quality of material is being checked when raw material is enter at store room then at each and every stage the quality of raw material is being cheeked still the finish good is produce after producing the product.
CLASSIFICATION OF INVENTORY: TYPES INVENTORY OF UPL
CARTON SHEETS
VARIOUS TYPES OF ASSEMBLE BOTTLES 65
Analysis of plant location & layout: UPL unit-3 is located at Ankleshwar 5 Kms away from the Station Near to National highway no-8. Easy transportation Availability of suppliers Power supply Water supply Cheap labours Cheap Land Proximity of Market
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PRODUCTION PROCESS:-
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The company can import the carton sheets from the other companies also they import the types of bottles of different volumes to fill the chemicals and make packaging and distribute into the market. They used to manufacture the goods by using these production process in which they arrange the carton sheets for starting the process of manufacturing with the help of one operator. The carton erector machine convert the sheets into boxes and then goes down floor with the help of Escalator. Then the boxes goes downward there one operator is there to fill the bottles into the boxes and doing packaging. From another side turn table is there where empty new bottles are available for utilize in the process . These bottles are go to the leak detector machine in which machine checks the leak into the bottles which are assembled from other suppliers of other companies. After checking the leak than go for filling process in
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which filling machine is there having four nozzles for filling the chemicals into the bottles. After filling process bottles are move towards the capping machine in which machine close the cap of the bottles and then these bottles are move towards the bottom printing machine in which machine prints the manufacturing date and batch number at the bottom of the bottle. After printing bottles move towards the labelling machine in which it attaches the sticker or label of company name , product name and bar code on the bottle. There are two operators for packaging that bottles into that box which coming through escalator. After packaging that boxes are moves towards the weight checking system in which there is one standard is fixed to check the weight of the boxes and if the error shows in the display than box is rejected and if standards are matched than machine push upwards to that boxes and that box comes in the form of final good. There is 4000-5000 cartons are manufactured in the production plant in 24 hours.
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RESEARCH ORIENTATION
Introduction:Quality control is a process by which entities review the quality of all factors involved in production. This approach places an emphasis on three aspects: Elements such as controls, job management, defined and well managed processes, performance and integrity criteria, and identification of records 1. Competence, such as knowledge, skills, experience, and qualifications 2. Soft elements, such as personnel integrity, confidence, organizational culture, motivation, team spirit, and quality relationships. Controls include product inspection, where every product is examined visually, and often using a stereo microscope for fine detail before the product is sold into the external market. Inspectors will be provided with lists and descriptions of unacceptable product defects such as cracks or surface blemishes for example. The quality of the outputs is at risk if any of these three aspects is deficient in any way. Quality control emphasizes testing of products to uncover defects and reporting to management who make the decision to allow or deny product release, whereas quality assurance attempts to improve and stabilize production (and associated processes) to avoid, or at least minimize, issues which led to the defect(s) in the first place. For contract work, particularly work awarded by government agencies, quality control issues are among the top reasons for not renewing a contract.
Production & Operations Management

Definition Production and Operations Management ("POM") is about the transformation of production and operational inputs into "outputs" that, when distributed, meet the needs of customers.
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The process in the above diagram is often referred to as the "Conversion Process". There are several different methods of handling the conversion or production process Job, Batch, Flow and Group POM incorporates many tasks that are interdependent, but which can be grouped under five main headings: PRODUCT Marketers in a business must ensure that a business sells products that meet customer needs and wants. The role of Production and Operations is to ensure that the business actually makes the required products in accordance with the plan. The role of PRODUCT in POM therefore concerns areas such as: - Performance - Aesthetics - Quality - Reliability - Quantity - Production costs - Delivery dates PLANT To make PRODUCT, PLANT of some kind is needed. This will comprise the bulk of the fixed assets of the business. In determining which PLANT to use, management must consider areas such as: - Future demand (volume, timing) - Design and layout of factory, equipment, offices - Productivity and reliability of equipment 71
- Need for (and costs of) maintenance - Heath and safety (particularly the operation of equipment) - Environmental issues (e.g. creation of waste products) PROCESSES There are many different ways of producing a product. Management must choose the best process, or series of processes. They will consider: - Available capacity - Available skills - Type of production - Layout of plant and equipment - Safety - Production costs - Maintenance requirements PROGRAMMES The production PROGRAMME concerns the dates and times of the products that are to be produced and supplied to customers. The decisions made about programme will be influenced by factors such as: - Purchasing patterns (e.g. lead time) - Cash flow - Need for / availability of storage - Transportation PEOPLE Production depends on PEOPLE, whose skills, experience and motivation vary. Key people-related decisions will consider the following areas: - Wages and salaries - Safety and training - Work conditions - Leadership and motivation - Unionisation - Communication
Capacity Management
The capacity of a production unit (e.g. machine, factory) is its ability to produce or do that which the customer requires. In production and operations management, three types of capacity are often referred to:
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1) Potential Capacity:-The capacity that can be made available to influence the planning of senior management (e.g. in helping them to make decisions about overall business growth, investment etc). This is essentially a long-term decision that does not influence day-to-day production management. 2) Immediate Capacity:- The amount of production capacity that can be made available in the short-term. This is the maximum potential capacity - assuming that it is used productively.
3) Effective Capacity:- An important concept. Not all productive capacity is actually used or usable. It is important for production managers to understand what capacity is actually achievable.
4) Measuring capacity:- Capacity, being the ability to produce work in a given time, must be measured in the unit of work.
For example, consider a factory that has a capacity of 10,000 " machine hours" in each 40 hour week. This factory should be capable of producing 10,000 "standard hours of work" during a 40-hour week. The actual volume of product that the factory can produce will depend on: - the amount of work involved in production (e.g. does a product require 1, 5, 10 standard hours? - any additional time required in production (e.g. machine set-up, maintenance) - the productivity or effectiveness of the factory. Constraints on capacity In capacity management there are usually two potential constraints - TIME and CAPACITY Time may be a constraint where a customer has a particular required delivery date. In this situation, capacity managers often "plan backwards". In other words, they allocate the final stage (operation) of the production tasks to the period where delivery is required; the penultimate task one period earlier and so on. This process helps identify whether there is sufficient time to meet the production demands and whether capacity needs to be increased, albeit temporarily.
Production Scheduling A schedule is a representation of the time necessary to carry out a particular task. 73
A job schedule shows the plan for the manufacture of a particular job. It is created through "work / study" reviews which determine the method and times required. Most businesses carry out several production tasks at one time - which entails amalgamating several job schedules. This process is called "scheduling". The result is known as the production schedule or factory schedule for the factory/plant as a whole.
In preparing a production schedule, attention needs to be paid to:- Delivery dates (when are finished products due?) - Job schedules for each relevant production task - Capacities of production sections or departments involved - Efficiency of these production sections or departments - Planned holidays - Anticipated sickness / absenteeism / training - Availability of raw materials, components and packaging There are two key problems with production scheduling:(1) Measurement of performance (e.g. should financial performance be most important (e.g. minimise the amount of stock), or are marketing objectives more important - e.g. always produce enough to meet customer demand). (2) The large number of possible schedules - often caused by too much complexity or variety in the production needs of the business.
Production - Types of production method:In our introduction to production and operations management ("POM") we suggested that there are several different methods of handling the conversion or production process - Job, Batch, Flow and Group. The various methods of production are not associated with a particular volume of production. Similarly, several methods may be used at different stages of the overall production process. Job Method With Job production, the complete task is handled by a single worker or group of workers. Jobs can be small-scale/low technology as well as complex/high technology.
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Low technology jobs: Here the organisation of production is extremely simply, with the required skills and equipment easily obtainable. This method enables customer's specific requirements to be included, often as the job progresses. Examples include: hairdressers, tailoring. High technology jobs: high technology jobs involve much greater complexity - and therefore present greater management challenge. The important ingredient in hightechnology job production is project management, or project control. The essential features of good project control for a job are: - Clear definitions of objectives - how should the job progress (milestones, dates, stages) - Decision-making process - how are decisions taking about the needs of each process in the job, labour and other resources Examples of high technology / complex jobs: film production; large construction projects (e.g. the Millennium Dome) Batch Method As businesses grow and production volumes increase, it is not unusual to see the production process organised so that "Batch methods" can be used. Batch methods require that the work for any task is divided into parts or operations. Each operation is completed through the whole batch before the next operation is performed. By using the batch method, it is possible to achieve specialisation of labour. Capital expenditure can also be kept lower although careful planning is required to ensure that production equipment is not idle. The main aims of the batch method are, therefore, to: - Concentrate skills (specialisation) - Achieve high equipment utilization. This technique is probably the most commonly used method for organising manufacture. A good example is the production of electronic instruments. Batch methods are not without their problems. There is a high probability of poor work flow, particularly if the batches are not of the optimal size or if there is a significant difference in productivity by each operation in the process. Batch methods often result in the build up of significant "work in progress" or stocks (i.e. completed batches waiting for their turn to be worked on in the next operation). Flow Methods Flow methods are similar to batch methods - except that the problem of rest/idle production/batch queuing is eliminated.
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Flow has been defined as a " method
of production organisation where the task is worked on continuously or where the processing of material is continuous and progressive "
The aims of flow methods are: - Improved work & material flow - Reduced need for labour skills - Added value / completed work faster Flow methods mean that as work on a task at a particular stage is complete, it must be passed directly to the next stage for processing without waiting for the remaining tasks in the "batch". When it arrives at the next stage, work must start immediately on the next process. In order for the flow to be smooth, the times that each task requires on each stage must be of equal length and there should be no movement off the flow production line. In theory, therefore, any fault or error at a particular stage
In order that flow methods can work well, several requirements must be met: (1) There must be substantially constant demand If demand is unpredictable or irregular, then the flow production line can lead to a substantial build up of stocks and possibility storage difficulties. Many businesses using flow methods get round this problem by "building for stock" - i.e. keeping the flow line working during quiet periods of demand so that output can be produced efficiently. (2) The product and/or production tasks must be standardised Flow methods are inflexible - they cannot deal effectively with variations in the product (although some "variety" can be accomplished through applying different finishes, decorations etc at the end of the production line). (3) Materials used in production must be to specification and delivered on time Since the flow production line is working continuously, it is not a good idea to use materials that vary in style, form or quality. Similarly, if the required materials are not available, then the whole production line will come to a close - with potentially serious cost consequences.
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(4) Each operation in the production flow must be carefully defined - and recorded in detail (5) The output from each stage of the flow must conform to quality standards Since the output from each stage moves forward continuously, there is no room for substandard output to be "re-worked" (compare this with job or batch production where it is possible to compensate for a lack of quality by doing some extra work on the job or the batch before it is completed). The achievement of a successful production flow line requires considerable planning, particularly in ensuring that the correct production materials are delivered on time and that operations in the flow are of equal duration. Common examples where flow methods are used are the manufacture of motor cars, chocolates and televisions.
Break-even analysis
Break-even analysis is a technique widely used by production management and management accountants. It is based on categorising production costs between those which are "variable" (costs that change when the production output changes) and those that are "fixed" (costs not directly related to the volume of production). Total variable and fixed costs are compared with sales revenue in order to determine the level of sales volume, sales value or production at which the business makes neither a profit nor a loss (the "break-even point"). The Break-Even Chart In its simplest form, the break-even chart is a graphical representation of costs at various levels of activity shown on the same chart as the variation of income (or sales, revenue) with the same variation in activity. The point at which neither profit nor loss is made is known as the "break-even point" and is represented on the chart below by the intersection of the two lines:
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In the diagram above, the line OA represents the variation of income at varying levels of production activity ("output"). OB represents the total fixed costs in the business. As output increases, variable costs are incurred, meaning that total costs (fixed + variable) also increase. At low levels of output, Costs are greater than Income. At the point of intersection, P, costs are exactly equal to income, and hence neither profit nor loss is made. Fixed Costs Fixed costs are those business costs that are not directly related to the level of production or output. In other words, even if the business has a zero output or high output, the level of fixed costs will remain broadly the same. In the long term fixed costs can alter - perhaps as a result of investment in production capacity (e.g. adding a new factory unit) or through the growth in overheads required to support a larger, more complex business. Examples of fixed costs: - Rent and rates - Depreciation - Research and development - Marketing costs (non- revenue related) - Administration costs
Variable Costs
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Variable costs are those costs which vary directly with the level of output. They represent payment output-related inputs such as raw materials, direct labour, fuel and revenue-related costs such as commission. A distinction is often made between "Direct" variable costs and "Indirect" variable costs. Direct variable costs are those which can be directly attributable to the production of a particular product or service and allocated to a particular cost centre. Raw materials and the wages those working on the production line are good examples. Indirect variable costs cannot be directly attributable to production but they do vary with output. These include depreciation (where it is calculated related to output - e.g. machine hours), maintenance and certain labour costs. Semi-Variable Costs Whilst the distinction between fixed and variable costs is a convenient way of categorising business costs, in reality there are some costs which are fixed in nature but which increase when output reaches certain levels. These are largely related to the overall "scale" and/or complexity of the business. For example, when a business has relatively low levels of output or sales, it may not require costs associated with functions such as human resource management or a fully-resourced finance department. However, as the scale of the business grows (e.g. output, number people employed, number and complexity of transactions) then more resources are required. If production rises suddenly then some short-term increase in warehousing and/or transport may be required. In these circumstances, we say that part of the cost is variable and part fixed.
Quality Management
One of the most important issues that businesses have focused on in the last 20-30 years has been quality. As markets have become much more competitive quality has become widely regarded as a key ingredient for success in business. In this revision note, we introduce what is meant by quality by focusing on the key terms you will come up against.
What is quality ? You will comes across several terms that all seem to
relate to the concept of quality. It can be quite confusing working out what the difference is between them. We've defined the key terms that you need to know below:-
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Term Quality
Description Quality is first and foremost about meeting the needs and expectations of customers. It is important to understand that quality is about more than a product simply "working properly". Think about your needs and expectations as a customer when you buy a product or service. These may include performance, appearance, availability, delivery, reliability, maintainability, cost effectiveness and price. Think of quality as representing all the features of a product or service that affect its ability to meet customer needs. If the product or service meets all those needs - then it passes the quality test. If it doesn't, then it is substandard.
Quality management
Producing products of the required quality does not happen by accident. There has to be a production process which is properly managed. Ensuring satisfactory quality is a vital part of the production process. Quality management is concerned with controlling activities with the aim of ensuring that products and services are fit for their purpose and meet the specifications. There are two main parts to quality management (1) Quality assurance (2) Quality control
Quality assurance
Quality assurance is about how a business can design the way a product of service is produced or delivered to minimise the chances that output will be sub-standard. The focus of quality assurance is, therefore on the product design/development stage. Why focus on these stages? The idea is that - if the processes and procedures used to produce a product or service are tightly controlled - then quality will be "built-in". This will make the production process much more reliable, so there will be less need to inspect production output (quality control). Quality assurance involves developing close relationships with customers and suppliers. A business will want to make sure that the suppliers to its production process understand exactly what is required - and deliver!
Quality control
Quality control is the traditional way of managing quality. A further revision note (see the list on the right) deals with this in more detail. Quality control is concerned with checking and reviewing work that has been done. For example, this would include lots of inspection, testing and sampling. Quality control is mainly about "detecting" defective output - rather than preventing it. Quality control can also be a very expensive process. Hence, in
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Total quality management
recent years, businesses have focused on quality management and quality assurance. Total quality management (usually shortened to "TQM") is a modern form of quality management. In essence, it is about a kind of business philosophy which emphasises the need for all parts of a business to continuously look for ways to improve quality. We cover this important concept in further revision notes.
Total Quality Management (TQM)

Total quality management is a popular "quality management" concept. However, it is about much more than just assuring product or service quality. TQM is a business philosophy - a way of doing business. It describes ways to managing people and business processes to ensure complete customer satisfaction at every stage. TQM is often associated with the phrase - "doing the right things right, first time". This revision note summarises the main features of TQM. Like most quality management concepts, TQM views "quality" entirely from the point of view of "the customer". All businesses have many types of customer. A customer can be someone "internal" to the business (e.g. a production employee working at the end of the production line is the "customer" of the employees involved earlier in the production process). A customer can also be "external to the business. This is the kind of customer you will be familiar with. When you fly with an airline you are their customer. When Tesco's buys products from food manufacturers, it is a customer. TQM recognises that all businesses require "processes" that enable customer requirements to be met. TQM focuses on the ways in which these processes can be managed - with two key objectives:
1 2 100% customer satisfaction Zero defects
The Importance of Customer - Supplier Relationships - "Quality Chains" TQM focuses strongly on the importance of the relationship between customers (internal and external) and supplier. These are known as the "quality chains and they can be broken at any point by one person or one piece of equipment not meeting the requirements of the customer. Failure to meet the requirements in any part of a quality chain has a way of multiplying, and failure in one part of the
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system creates problems elsewhere, leading to yet more failure and problems, and so the situation is exacerbated. The ability to meet customers (external and internal) requirements is vital. To achieve quality throughout a business, every person in the quality chain must be trained to ask the following questions about every customer-supplier chain: Customers Who are my customers? What are their real needs and expectations? How can I measure my ability to meet their needs and expectations? Do I have the capability to meet their needs and expectations? (If not, what must I do to improve this capability?) Do I continually meet their needs and expectations? (If not, what prevents this from happening when the capability exists?) How do I monitor changes in their needs and expectations? Suppliers: Who are my internal suppliers? What are my true needs and expectations? How do I communicate my needs and expectations to my suppliers? Do my suppliers have the capability to measure and meet these needs and expectations? How do I inform them of changes in my needs and expectations?
Main Principles of TQM The main principles that underlie TQM are summarised below:
Prevention Zero defects Prevention is better than cure. In the long run, it is cheaper to stop products defects than trying to find them
The ultimate aim is no (zero) defects - or exceptionally low defect levels if a product or service is complicated Getting things right first Better not to produce at all than produce something defective time Quality involves everyone Quality is not just the concern of the production or operations department - it involves everyone, including marketing, finance and human resources
Continuous improvement Businesses should always be looking for ways to improve processes to help quality Employee involvement Those involved in production and operations have a vital role to play in spotting improvement opportunities for quality and in identifying quality problems
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TQM into a Business TQM is not an easy concept to introduce into businesses - particularly those that have not traditionally concerned themselves too much with understanding customer needs and business processes. In fact - many attempts to introduce TQM fail! One of the reasons for the challenge of introducing TQM is that it has significant implications for the whole business. For example, it requires that management give employees a say in the production processes that they are involved in. In a culture of continuous improvement, workforce views are invaluable. The problem is - many businesses have barriers to involvement. For example, middle managers may feel that their authority is being challenged. So "empowerment" is a crucial part of TQM. The key to success is to identify the management culture before attempting to install TQM and to take steps to change towards the management style required for it. Since culture is not the first thing that managers think about, this step has often been missed or ignored with resultant failure of a TQM strategy. TQM also focuses the business on the activities of the business that are closest to the customer - e.g. the production department, the employees facing the customer. This can cause resentment amongst departments that previously considered themselves "above" the shop floor.
Quality circles and Kaizen teams

We saw in our revision note on total quality management that a key principle of quality management is that of "continuous improvement". Continuous improvement means just what it says. It is a philosophy that encourages all employees in an organization so that they perform their tasks a little better every day. It starts from the assumption that business processes (e.g. production methods, purchasing, recruitment) can always be improved. So why the use of the term Kaizen? Kaizen is a system for generating and implementing employee ideas developed in Japan. The Kaizen suggestion scheme
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helped many Japanese companies improve quality and productivity, which allowed them to offer better products at lower prices and therefore increase their market share. Much of the success of Kaizen came about because the system encouraged many smallscale suggestions that were cheap and quick to implement. They also came from shopfloor employees - who had a detailed appreciation of the benefit each change might make to the process concerned. By implementing many small improvements, the overall effect was substantial.
One of the most publicised aspects of the Japanese approach to quality management is the idea of Quality Circles or Kaizen teams.
Professor John Oakland (a leading authority on quality) defines a Quality Circle/Kaizen Team as a group of workers who do similar work and who meet:1) 2) 3) 4) 5) 6) Voluntarily Regularly In normal working time Under the leadership of their supervisor To identify, analyse and solve "work-related" problems To recommend solutions to management
Evidence of successful Quality Circles suggests that there are no formal rules about how to organise them. However, the following guidelines are often suggested:
1)The circle should not get too large - otherwise it becomes difficult for some circle team members to contribute effectively 2) Meetings should be help away from the work area - so that team members are free from distraction 3) The length and frequency of quality circle meetings will vary - but when a new circle is formed, it is advised to meet for about one hour, once per week. Thereafter, the nature of the quality problems to be solved should determine how often the circle needs to meet 4) Quality circles should make sure that each meeting has a clear agenda and objective 84
5) The circle should not be afraid to call on outside or expert help if needed RESEARCH DESIGN:Research is systematic inquiry aimed at providing information to solve managerial problems. Research is understood, interpreted and sometimes wrongly conceived as just gathering of facts and description of observations. Research in common parlance refers to a search for knowledge. One can also define research as a scientific and systematic search for pertinent information on specific investigation. Some people consider research as movement from the known to unknown. It is actually a journey of discovery. The present research is taken up by us on the topic A Project Report on organizational functional study on Quality Control of United Phosphorus Ltd Unit-3 at Ankleshwar Research design is the plan and structure of investigation so as to obtain the answer to research questions. The plan is the overall program of the research. It includes an outline of what the investigation will do from writing the problems and their implication to final analysis of data. Descriptive Research design is appropriate for this study. We have used Descriptive Research Design, as we had try to describe the situation of the selected unit for Quality Management of the Company RESEARCH METHODOLOGY:A) OBJECTIVES OF THE STUDY Quality control is the more traditional way that businesses have used to manage quality. Quality control is concerned with checking and reviewing work that has been done. Quality control of the company: To know the company using equipment to maintain the Quality To know the tools used to maintain quality. To know about methods that they are using to optimize the inventory level.
B) LITERATURE RIVIEW Production and department ( Kanishka bedi) Operation and Management ( Russell & Taylor)
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Purchase orders Inventory statues report maintain by stores
C) DATA COLLECTION METHOD For the purpose of the study necessary information has been collected Through primary and secondary sources. Primary data: Definition The primary data are those which are collected a fresh and for the first time, and thus happened to be original in character. Primary data sources Discussion with the guide and the staff members of the company. primary data include the information collected from the officials and existing company through discussions
Secondary data Definition The secondary data, on the other hand are those which have already been collected by someone else and which have already been passed though the Research process. Secondary data sources Websites Companys documents. Books related to the project.
D) SAMPLING UNIT A decision has to be taken concerning a sampling unit before selecting sample. Sampling be a geographical one such as state. District, village or a construction such as house, or a flat or may be a social unit such as family club or a school or may be an individual. The sampling unit of the present report is United phosphorus Limited at Ankleshwar. E) DATA ANALYSIS & INTERPRETATION
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After collecting data from the employees, the staff members, workers and the operators , the analysis and interpretation is made on that data. For analysis we are used to continuous observation of the working condition in the production plant.
C) NEED OF THE STUDY The deep study in production plant is needed to improve the efficiency of worker and improve the quality in work , improve the quality in product, improve the production process in the plant. which helps to increase the manufacturing capacity and sales of product. So the study of quality control of production plant helps to the growth of the Business. The systematic analysis of the production plant is helps to run the Business smoother and maintain the market value. It focuses on companys relative performance in sales growth margins and assets management .It is a simple tool where by a company can make its internal audit to evaluate internal strengths and weakness of the part of the strategic planning.
F) LIMITATIONS OF THE STUDY The study conducted and done is analytical, subject to the following limitations: 1) The study is mainly carried out based on the secondary data whatever information is provided by production plant of the company. 2) This study is based on the current status of company and may be lack of information is provided by the company therefore it may not be a future Forecast. 3) Data inadequate may raising the chances of wrong interpretation and conclusion.
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SUGGESTIONS:-
Actually, we are just students. It is not our capacity to give suggestions UPL Ltd. is having smooth relation, nice organization and sincere workers. There is no requirement to give any kind of suggestion, but as a part of study it is necessary to give suggestions, which are as under:
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Having a wide market itself in India, Only little is exported. Instead of if they increase their export and step into wide international market to compete their quality, through this profit increases.
CONCLUSION:Today, due to the new Industrial policy of Indian government of liberalization, privatization and globalization, industries have got a wider scope for expanding their business around the globe. UPL is one of the competitive industries in producing the wall tiles Lastly, I can conclude that. Observation of all the department & meeting the exectutive, UPL is a well managed company.
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The financial position of the firm is very strong due to his flexibly pricing policy. The firm occupies smooth relation with distributor and workers.
BOOKS
Ashwathappa, Personnel Management, 3rd edition.
NEWSPAPERS
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Business standard Economics times
WEBSITES
www.uplonline.com www.allsubjectsforu.com www.citeHR.com
www.sribd.com
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UKA TARSADIA UNIVERSITY 2011-2013

UKA TARSADIA UNIVERSITY 2011-2013

UKA TARSADIA UNIVERSITY 2011-2013

UKA TARSADIA UNIVERSITY 2011-2013

Permethrin 2.2%, 5%, 10%, 25%, 34%, 50% E.C 5% SG

UKA TARSADIA UNIVERSITY 2011-2013

2-Hydroxy Quinoxaline (2-HQ)

Speciality Chemicals Phosphorus Red ( RXP)

UKA TARSADIA UNIVERSITY 2011-2013

UKA TARSADIA UNIVERSITY 2011-2013

UKA TARSADIA UNIVERSITY 2011-2013

HSE Policy Health , Safety & Environment Policy

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HSE ISO Certifications ISO Certification

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2007 2007 2006

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2004 2004 2004

Factory 7: Vapi 1969 Manufacture of Pollution Control Equipment

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GIDC Rajju Shroff ROFEL Institute of Management Studies

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We Value The values cherished at UPL can be coined as iPACE Integrity

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WDG1/2 & Liquid 8 lines, SC

02 nos. 0.850 TPH

40 kl/ Day ; No Facility

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EHSMS Certification _ ISO 14001 _ OHSAS 18001 _ ISO 9001 2008

1999 2001 1998

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The structure of marketing department:-

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FUNCTION OF MARKETING DEPARTMENT:-

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Objective of Finance Department: