CHAPTER 1

INTRODUCTION

1.1 INTRODUCTION
1

Organization Studies publishes peer-reviewed, top quality theoretical and empirical

research with the aim of promoting the understanding of organizations, organizing and the
organized in and between societies. OS is a multidisciplinary journal with global reach, rooted in
the social sciences, inspired by diversity, comparative in outlook and open to paradigmatic
plurality. It is recognized as one of the world's highest impact management journals through
inclusion in the Financial Times' list of leading journals. OS is published in collaboration with
EGOS, the European Group for Organizational Studies.
Organization study is one of the core area in which every student of MBA programme has
to undergone at the end of Second Semester, for a minimum of one month in an Organization of
their choice. The organization chosen should be a public limited manufacturing organization
preferably from outside the state.
Organizational studies provide you with a critical understanding of organizational behavior
and its theoretical foundations and are especially focused on organizational complexities and
dynamics. It is designed for those seeking a sound theoretical basis in organization studies, a
deeper level of understanding about how organizational deals with complexities and dynamics
and a advanced level study that will generate transferable skills and facilitate employment in a
great variety of organization.
The organizational study studies the human aspects of the organization, including people,
process and practices. We draw on interdisciplinary theories and methods from psychology,
sociology, political science, history, anthropology and related fields. Although we are diverse in
our training and interest, there is a particular focus on understanding real world phenomena in
detail, organizational processes and practices in action.
2

The study was conducted to understand the structure, function and process of various
departments and their interdependence. During the course of study I was able to successfully
interact with the employees of the company. This helped me to know the various activities
performed in the organization and also helped to gain practical, realistic and factual knowledge
about the functioning of the organization.
1.2 OBJECTIVES OF THE STUDY
i

To familiarize the students with a business organization to relate theory with practice.

ii

To familiarize the students with an organization structure and its functioning

iii

To familiarize them with the different departments in the Organization and their
functions and activities including documentation.

iv

To enable the students to understand how the key business processes are carried out in
an Organization.

Understand how information is used in Organization for decision making at various

levels including data flow diagram.

vi

To conduct a SWOT analysis of the organization

vii

To study the financial performance of the organization by doing financial analysis

viii

To understand the extent of technology adoption including ICT, in the organization for
various functions/activities.

1.3 SCOPE OF THE STUDY

The study carried out in Chennai city so its scope is mainly limited to Chennai city.
It gives information about the size of the retail network.
It gives information about the services given by distributor to their retailer.
3

It gives information about the competitors products.

It will serve consumer in better manner.
It provides suggestions to the company to improve their products sales.
It gives information about the sales promotion activities to improve the microprocessor
and power control sale

1.4 LIMITATIONS OF THE STUDY

Study is limited to only one branch of the company.
Datas are historical nature.
The people are busy in their own works so it will hard to obtain to collect information
from them.
Difficulty in meeting with all the department executives.
Certain areas are restricted so detailed study is not possible.
1.5 METHODOLOGY
The study employed the method of observation to collect the required data for completion of
this report. Discussion and interviews with concerned officials were also held for the purpose.

Data collected are classified as:

a
b

Primary data
Secondary data

a) Primary data:Primary data are those which are collected for the first time happen to be original in
character. Primary data collected through discussions and interviews with management personnel
of various departments.
4

b) Secondary data:Secondary data means data that are already available i.e.; - they refer to the data which have
already been collected by someone else. Here secondary data were collected from company
broachers, manuals, company website and other records that are available in the organization
1.7 INDUSTRY PROFILE
1.7.1 GLOBAL SCENARIO
Early minicomputers were used in the control of industrial processes since the beginning of
the 1960s. The IBM 1800, for example, was an early computer that had input/output hardware to
gather process signals in a plant for conversion from field contact levels (for digital points) and
analog signals to the digital domain.The first industrial control computer system was built 1959
at the Texaco Port Arthur, Texas, refinery with an RW-300 of the Ramo-Wooldridge Company.
In 1975, both Honeywell and Japanese electrical engineering firm Yokogawa introduced
their own independently produced DCS's with Yokogawa introducing and successfully installing
before Honeywell, with the TDC 2000 and CENTUM systems, respectively. US-based Bristol
also introduced their UCS 3000 universal controller in 1975. In 1978 Valmet introduced their
own DCS system called Damatic (latest generation named Valmet DNA). In 1980, Bailey (now
part of ABB) introduced the NETWORK 90 system, Fisher Controls (now part of Emerson
Electric) introduced the PROVoX system, Fischer & Porter Company (now also part of ABB)
introduced DCI-4000 (DCI stands for Distributed Control Instrumentation).
The DCS largely came about due to the increased availability of microcomputers and the
proliferation of microprocessors in the world of process control. Computers had already been
applied to process automation for some time in the form of both direct digital control (DDC) and
set point control. In the early 1970s Taylor Instrument Company, (now part of ABB) developed
the 1010 system, Foxboro the FOX1 system, Fisher Controls the DC2 system and Bailey
Controls the 1055 systems.

All of these were DDC applications implemented within minicomputers (DEC PDP-11, Varian
Data Machines, MODCOMP etc.) and connected to proprietary Input /Output hardware.
Sophisticated (for the time) continuous as well as batch control was implemented in this way. A
more conservative approach was set point control, where process computers supervised clusters
of analog process controllers. A CRT-based workstation provided visibility into the process using
text and crude character graphics. Availability of a fully functional graphical user interface was a
way away.Central to the DCS model was the inclusion of control function blocks. Function
blocks evolved from early, more primitive DDC concepts of "Table Driven" software. One of the
first embodiments of object-oriented software, function blocks were self-contained "blocks" of
code that emulated analog hardware control components and performed tasks that were essential
to process control, such as execution of PID algorithms. Function blocks continue to endure as
the predominant method of control for DCS suppliers, and are supported by key technologies
such as Foundation Fieldbus today.
Midac Systems, of Sydney, Australia, developed an objected-oriented distributed direct
digital control system in 1982. The central system ran 11 microprocessors sharing tasks and
common memory and connected to a serial communication network of distributed controllers
each running two Z80s. The system was installed at the University of Melbourne.[citation
needed]
Digital communication between distributed controllers, workstations and other
computing elements (peer to peer access) was one of the primary advantages of the DCS.
Attention was duly focused on the networks, which provided the all-important lines of
communication that, for process applications, had to incorporate specific functions such as
determinism and redundancy. As a result, many suppliers embraced the IEEE 802.4 networking
standard. This decision set the stage for the wave of migrations necessary when information
technology moved into process automation and IEEE 802.3 rather than IEEE 802.4 prevailed as
the control LAN.
6

THE NETWORK-CENTRIC ERA OF THE 1980S

In the 1980s, users began to look at DCSs as more than just basic process control. A very
early example of a Direct Digital Control DCS was completed by the Australian business Midac
in 198182 using R-Tec Australian designed hardware. The system installed at the University of
Melbourne used a serial communications network, connecting campus buildings back to a
control room "front end". Each remote unit ran two Z80 microprocessors, while the front end ran
replacing hard-wired relay-logic which was hard to modify. The PLC market expanded
rapidly in this key market to the extent that one Rockwell Distributor, McNaughton-McKay
Electric, grew to well beyond $ 100 million through serving the automobile production business
in just the Detroit area. Over the past 3 decades, PLCs have spread throughout industry and the
PLC market segment that has grown to several billions of dollars worldwide.
For a couple of decades PLC applications remained focused around discrete automation markets,
while DCS expanded primarily in process control systems. Then PLCs expanded into control of
remote I/O (input/output) systems with control and I/O clusters that could be easily connected as
industrial networks. Soon personal computers became the easiest way to connect DCS, PLCs and
remote I/O into the rapidly expanding hierarchy of factory and plant networks, fieldbus and the
Internet.
Another major industrial automation segment is loosely termed Supervisory Control and
Data Acquisition (SCADA). This loose conglomeration of products and innovations from
several different sources remained fragmented between several markets and applications till
networked PCs and Windows-based HMI software arrived in the late 80s and 90s.
Several innovative startups grew fairly rapidly, providing human-machine interface
(HMI) software with connections to remote PLCs and indusrial I/O. Wonderware (started by
7

engineer Dennis Morin) was paced by Intellution (started by ex-Foxboro engineer Steve Rubin).
There were several other startups in the same timeframe, but few achieved significance. Its
interesting to note that the larger automation vendors did not take the lead in this new category.
eleven Z80s in a parallel processing configuration with paged common memory to share tasks
and that could run up to 20,000 concurrent control objects.
It was believed that if openness could be achieved and greater amounts of data could be
shared throughout the enterprise that even greater things could be achieved. The first attempts to
increase the openness of DCSs resulted in the adoption of the predominant operating system of
the day: UNIX. UNIX and its companion networking technology TCP-IP were developed by the
US Department of Defense for openness, which was precisely the issue the process industries
were looking to resolve.As a result, suppliers also began to adopt Ethernet-based networks with
their own proprietary protocol layers. The full TCP/IP standard was not implemented, but the use
of Ethernet made it possible to implement the first instances of object management and global
data access technology. The 1980s also witnessed the first PLCs integrated into the DCS
infrastructure. Plant-wide historians also emerged to capitalize on the extended reach of
automation systems. The first DCS supplier to adopt UNIX and Ethernet networking
technologies was Foxboro, who introduced the I/A Series system in 1987.
1.7.3 INDIAN SCENARIO
The utility electricity sector in India had an installed capacity of 303 GW as of 31 May
2016. Renewable Power plants constituted 28% of total installed capacity and Non-Renewable
Power Plants constituted the remaining 72%. The gross electricity generated by utilities is 1,106
TWh (1,106,000 GWh) and 166 TWh by captive power plants during the 201415 fiscal. The
gross electricity generation includes auxiliary power consumption of power generation plants.
India became the world's third largest producer of electricity in the year 2013 with 4.8% global
share in electricity generation surpassing Japan and Russia.
During the year 2014-15, the per capita electricity generation in India was 1,010 kWh
with total electricity consumption (utilities and non utilities) of 938.823 billion or 746 kWh per
8

compared to many countries despite cheaper electricity tariff in India. Sources of electricity in
India by Installed Capacity as of 2016
By the end of calendar year 2015, despite poor hydro electricity generation, India has
become power surplus country with huge power generation capacity idling for want of electricity
demand. The calendar year 2016 started with steep fall in the international price of energy
commodities such as coal, diesel oil, naphtha, bunker fuel and LNG which are used in electricity
generation in India. Earlier many of the power stations which are using fuels other than coal are
unable to operate due to high cost of LNG and petro products.
This situation has changed due to glut in petroleum products globally. The prices are
falling to such an extent that these fuels have become cheaper to give competition for pit head
coal based power generators.
Many of the stranded gas and liquid fuel based power stations would be competing with
indigenous coal based power stations in an electricity market where demand growth is not
encouraging. All the segments of the electricity sector such as fuel suppliers, fuel transporters
(railways, harbours, pipelines, etc.), Electricity generators, electricity transmission companies
and distribution companies would be facing severe competition to cut down the prices and
improve their operating efficiency in a final consumer dictated market of the power distribution
companies, keep on charging exorbitant tariffs to bulk consumers, they would be opting for
solar/wind power plants or take over an existing power plant to meet their captive consumption.
Due to tepid growth in electricity consumption, coal stocks are continuously building up at
power stations as well as coal mines.
In order to address the lack of adequate electricity availability to all the people in the
country by March 2019, GoI has launched a scheme called "Power for All". This scheme will
ensure continuous and uninterrupted electricity supply to all households, industries and
commercial establishments by creating and improving necessary infrastructure. Its a joint
collaboration of GoI with states to share funding and create overall economic growth.
1.7.3 STATE SCENARIO

The application of power control system is believed to be in use even from the ancient
civilizations. Several types of water clock were designed and implemented to measure the time
accurately from the third century BC, by Greeks and Arabs. But the first automatic system is
considered as the Watts Fly ball Governor in 1788, which started the industrial revolution. The
mathematical modeling of Governor is analyzed by Maxwell in 1868. In 19th century, Leonhard
Euler, Pierre Simon Laplace and Joseph Fourier developed different methods for mathematical
modeling. The second system is considered as Al Butzs Damper Flapper - thermostat in 1885.
He started the company now named as Honeywell.
The beginning of 20th century is known as the golden age of control engineering. During
this time classical control methods were developed at the Bell Laboratory by Hendrik Wade
Bode and Harry Nyquist.
Automatic controllers for steering ships were developed by Minorsky, Russian American
Mathematician. He also introduced the concept of Integral and Derivative Control in 1920s.
Meanwhile the concept of stability was put forward by Nyquist and followed by Evans. The
transforms were applied in control system by Oliver Heaviside. Modern Control Methods were
developed after 1950s by Rudolf Kalman, to overcome the limitation of classical Methods.
PLCs were introduced in 1975.

1.8 COMPANY PROFILE

Excellent Power Controls was formed with the sole aim of providing an internationally
accepted quality, to ensure that the requirements of all kinds of Electrical Control Panel System
(Manufacturing) are catered to, through our fully equipped Design, Fabrication & Testing
Facilities. At Excellent we have a Strong, Experienced & Professional team with technological,
design and implementation competence for all .
Excellent Power Controls was formed with the sole aim of providing an internationally
accepted quality, to ensure that the requirements of all kinds of Electrical Control Panel System
(Manufacturing) are catered to through our fully equipped Design, Fabrication & Testing
Facilities. At Excellent we have a Strong, Experienced & Professional team with technological,
10

design and implementation competence for all kinds of Electrical Control Panels. They have a
vast knowledge of many industries, and are able to suggest a particular design that other Control
Panel Manufacturers would not even be aware of. This is where we at Excellent have a distinct
advantage over our competitors. At Excellent we produce a standard documentation package that
encompasses all aspects of the design phases, including pre-order. All documentation is crossreferenced and is produced according to International standards. This ensures that the end user
has all the information available in a precise standard quality controlled format. With our
approach you can be assured that all our systems are simple to understand and are designed for
ease of maintenance. Presently we cater to Sponge Iron Industries, Sugar Industries, OEMs,
Building Segments, Contractor Segment, Power Plants.
Consulting & Design Conceptualization
Excellent will work closely to get the best possible design for the concerned System and to
optimize the various PLC & PC hardware onfiguration. Excellent also shows possible
alternatives that may not have been considered. We at Excellent would be happy to share our
expertise with and provide economical solutions through the use of standard products and triedand-tested software modules. Excellent designs customized solutions with clearly defined
performance specifications for the total system and is experienced in all aspects of control
system design. All Designs are produced with full trace ability according to International
standards. Equipment included in designs is selected with Cost, Quality and Spares Availability
in mind.
On-site Commissioning
Excellent is fully equipped to offer a comprehensive installation and commissioning
service using its dedicated team of installation and commissioning engineers
Turnkey Projects

11

Excellent takes up small and medium sized projects on complete turnkey basis where the
complete consulting, design, switchgear supply, hardware & software supply, application
development and commissioning is carried out . We are equipped to manufacture and supply prewired control panels and Air insulated Bus ducts.
Annual Maintenance Contract
Excellent offers a full after sales and maintenance contract.This ensures that the customer
is at all times able to maintain the system satisfactorily. Excellent even takes up Annual
Maintenance for all type of Panels which is supplied by other panel Manufacturers.
INFRASTRUCTURE
We have a fully Equipped Office and Manufacturing unit in Peenya Industrial Area,
Bangalore having a profile working atmosphere accompanied by safety features.

Started in 2008

Experienced team of Strong knowledge of techno craft having a combined

experience of 25 years.

We have highly skilled man power capable of handling any mechanical or

Electrical, Automation and software development team.

Total work space of 5500Sqft Shop Floor & 1500Sqft of Office Area.

1.8.1 EXCELLENTS MISSION

We will be an ultimate solution provider with a reputation for expertise, quality, and cost
effective in the power control and to advocate sustainable environmental protection by
maximizing our consolidated effort through unmatchable teamwork. To be able to achieve our
vision and mission, our strategic thrust through 2014 will be:

Focus on profitability and return on investments over growth;

12

Maintain a lean and flexible organization;

Employ quality assurance in pursuit of service excellence;

Practice sound financial management;

Employ effective project management processes;

Develop strong project management teams and support systems.

2.3 EXCELLENTS VISION

We are a Company primarily engaged in providing power controls and microprossesor.
We are committed to:

Providing quality and comprehensive, innovative solutions and Control Systems coupled
with technology expertise and applied to create total system Solutions , Industrial and
Home to our customers;

Delivering innovations to help our customers in improving their business efficiency,

reducing their operating costs, optimizing their energy usage, and ultimately, increasing
their profitability;

Serving the welfare of the community at large through our strategies and actions in line
with our commitment to sustainable development and energy savings built on economic
progress, social development and environmental improvement.

1.8.4QUALITY POLICY
13

Our quality policy is to pursue a program of continuous improvement aimed at meeting

our customers needs and expectations right from the first time. The competency and diligence
that our workers possess has made it possible for us trigger the growing demands of our
customers.
Some of the other factors that have made it possible for us to widely flourish in the industry are:

Assurance to render quality services

Experienced staff

Timely execution

Customization facility

Stringent quality checks

Competent team

1.8.5 Working Team

We have a workforce of exceedingly experienced professionals, who are selected by our
administered personnel after checking their understanding and knowledge. Our competent
workforces always work hard with their exemplar abilities in providing our customers
outstanding services and true value for money. They accordingly manages task and they help
their co-workers whenever they face troubles. Without any hesitations and doubts, our team
members complete the assigned tasks in smooth manner and satisfy our customers.
14

1.8.6 Client Satisfaction

For us, client satisfaction is the end part of the entire business and we make indigenous
efforts throughout each phase of execution of service. We have always aspired for a standard that
ensures delight of the customer by meeting their expectations in terms of quality, durability and
dedicated services. The servicing work is carried out by our professionals who have immense
knowledge in this field.

15

CHAPTER 2
ORGANIZATIONAL STRUCTURE

2.1 INTRODUCTION
The type of structure used in the organization is Functional structure is set up so that
each portion of the organization is grouped according to its purpose. The functional structure
works very well and each department can rely on the talent and knowledge of its workers.
However, one of the drawbacks to a functional structure is that the coordination and
communication between departments can be restricted by the organizational boundaries of
having the various departments working separately
The various departments in Excellent power control are as below,
16

Human Resources Department

Production Department

Marketing Department

Finance Department

Purchase Department

ORGANIZATIONAL STRUCTURE
Fig :no:1: Organizational structure
General
Manager
(Operations)
Technical
Asst. To
GM

AGM (T)
Chief of
D&D,
Production
and
maintenanc
Forema
n Mach.
Executi
SR.Engin
shop
ve
eer
(P&M)

SR.
Manager
Marketing
& Sales

Enginee
Superviso
rs (D&D)
rs

Manager
(HR &IR)

Estate

Enginee
Supervisors Asst.Suprd
& guest
rs
(Maintenan ntHouse
(QA)

Executiv
e
(QA&QS
)

Personn
el Tech.Ass
t. (QA)
Dpmt.

Executive
(Planning,
Stores & Tech.
Services)
SR.Eng
nr Tech.
Supervis
orService
(QA)

Sectio
n
Head
ST &
Packin

SR.Enginee
r (Purchase
&
Constructio
17
n)
Engineer Purchas
Tech.
Planning
Clerk
e
Asst.

4.2

2.2 HUMAN RESOURCE DEPARTMENT

Luther Gulick highlighted POSDCORB which stands for planning organizing,
Staffing, Directing, Coordinating, Reporting & Budgeting is the part of personnel management.
H R D performs lot of function in Mechatriks Industrial Services Pvt Ltd.

Recruitment
Training and Development
Performance appraisal
Employee safety etc.

2.2.1 Recruitment
18

The first step of recruitment will take is to review the applications. Application review
means reading each application that is received to determine whether the candidate possesses the
skills, education, experience or other qualifications needed for the job. Pugsley will then separate
those candidates into who will be interviewed and who will be retained on file for a period of
time.
Testing candidates will be the next step and generally involves testing candidates for job
skills or knowledge to determine whether the candidate is qualified for the position. Tests might
include personality tests, skills tests and physical tests. Mr.Xavier chose several candidates and
sent them all for testing. Once he receives the results of the testing, he will narrow down the
selection to fewer candidates.Interviews are scheduled next. An interview is a meeting between
the job seeker and the employer to evaluate whether the candidate has the right qualifications for
the job. Although testing provided Mr.Pugsley with a good idea of whether the candidates would
be right for the job, the face-to-face interview will tell him more about the candidate, like
personal hygiene, timeliness and manners. Once the interviews have been completed, candidates
will be selected on the basis of the results of the testing and the interview. This step will narrow
the pool of candidates down even more. A set of pre-determined criteria is developed and may
include skills, knowledge, experience and education.
Choosing a candidate is done by comparing the candidate's qualifications to a predetermined list of qualifications or criteria necessary to perform the job. Sometimes the
candidate selection is done by one person. Sometimes a committee peruses the applications and
interview notes and makes the decision. Mr.Pugsley will carefully review his interview notes and
test results for all of the candidates and make the final decision.

19

2.2.2 Training and Development

In order to maintain a competitive edge in the marketplace, your company must invest in
the training and development of your employees. Human Resources Development (HRD)
focuses on both training employees for their current jobs and developing skills for their future
roles and responsibilities. HRD activities include: training for managers, supervisors, and teams;
tuition reimbursement programs; customer service training; performance management;
harassment prevention training; 360 degree reviews (multi-rater feedback system); career
coaching.

Identifying, customizing and delivering effective training solutions

Developing a multi-rater / 360 degree feedback assessment

Developing succession planning and emerging leader programs

Designing a competency-based culture tied to business strategies and goals

Creating and/or improving the performance management system

Designing a reward and recognition program

Conducting employee opinion surveys and focus groups

Establishing a formal career development planning program

Providing assessment solutions to help identify strengths and areas of opportunity for
development of employees.
2.2.3 Performance appraisal
A performance evaluation system is an invaluable tool for small businesses. An annual

performance review places all employees on an equal playing field and allows the managers of
20

the business to see which employees are creating the most value for the company. Human
resources plays an important role in performance evaluations by ensuring that the process is fair,
accurate and managed appropriately.
Ensure a Fair Performance System
Human resource personnel are in charge of ensuring that performance reviews are
executed in a non-discriminatory fashion. This can be done by calculating the percentage of
employees that receive top rankings by gender, age and any other applicable criteria. In a fair
work environment, the percentage of top-ranking employees will be relatively equal across
demographic groups.
Train Managers on the Performance System
Human resources conducts performance system training for every manager in the
company. This ensures that each manager is utilizing the system in the same way and is rating
each employee based on the same standards. Thorough training will ensure not only that the
system is utilized properly, but that the ratings are meaningful and fair across the business.
2.2.4 Employee safety
Human resources has a vital role in ensuring employee health and safety. Typically, HR
departments do not solely facilitate all components of employee wellbeing. As such, managers
should utilize all resources possible to create and maintain health and safety standards for an
organization. To further encourage and sustain employee health and safety in the workplace,
consider implementing these four practices.
21

Establish Open Communication

A key component of maintaining employee trust is encouraging open communication on
any and all health and safety issues observed. No employee should fear expressing concern or
bringing light to an issue they believe interferes with the Occupational Safety and Health (OSH)
goals of the company. To prevent a fear of communication, recruit and educate the best
supervisors to encourage accessibility and interaction within each department. Develop a hiring
process that heavily weighs a potential supervisors concern for the safety of themselves and
those around them. Require human resources personnel to hold one-on-one meetings to actively
check-in with employees. An employee feeling hesitant to express concern to their direct
manager may feel more comfortable speaking with human resources professionals. Address
minor health and safety issues, such as a spreading illness or commute weather advisory, via a
company-wide notice or email.
Implement Strict Safety Policies
Ideally, a workplace is completely hazard-free. However, some trades, such as ground
construction and mechanical engineering, inherently involve precarious work and unstable
environments. Employees not designated to work in certain high-risk positions should be
discouraged from entering hazardous zones or attempting jobs they are not certified to complete.
Spread awareness by labeling unsafe environments, posting general warning signs and
referencing the qualifications needed to enter various regions of a worksite. For corporate office
environments that present less physical risk, identify all potential hazards early on and control
minor dangerous mishaps, such as broken glass or plumbing leaks.

22

Coordinate with Facility Management

Similarly to HR, facilities departments play an important part in carrying out safety
policies for businesses. By harmonizing OSH goals, HR and facilities managers can better
protect employees. HR specialists are aware of the work environment and the unique risks that
employees encounter under specific circumstances. Encourage facility managers to invest in
products designed to prevent slip and fall accidents, such as anti-slip safety mats, restroom
handrails, and entryway umbrella bag dispensers. In addition to promoting safety and hygiene,
these simple yet effective safety products cultivate a general sense of wellbeing in the workplace.
Provide Health and Safety Training
Implement required safety training programs for all employees. These programs should
include first aid and emergency action plan training. Supply each work zone with first aid kits so
small injuries can be quickly remedied. Hold fire and emergency drills as required by
jurisdiction; also ensure these procedures are taken seriously and incite active engagement.
Encourage employees to be responsible and take sick time when necessary without reprimand.
The best way to execute these strategies is to commit to improving workplace health and safety
standards. If necessary, make these goals a part of a yearly business development plan.
With safety standards in place, a business can avoid potential lawsuits and other monetary loss.
Further, an employee-focused culture that emphasizes health and safety creates a positive
environment for optimal job satisfaction, morale, and productivity.

23

Table 4.1 Employee Details

Dutypaid
Groups

Chennai

SOD Mys

Marketing

Go-down

Total

02
16
18

166
80
665
911

Branches

Executives
Supervisors
Workers
Total

101
55
580
736

07
10
30
47

56
15
39
110

Employees Working Hours

a

Shift Allowance: There are three shifts and one general shift. The office hour is from 9.30am
5.30pm. The shift timings are as follows:
Employee Working Time
First Shift

6.00am to 2.00pm

Second Shift

2.00pm to10.00pm

Third Shift

10.00pm to6.00am

General Shift

9.30am to5.30pm

24

The lunch time is from 12.00pm to 12.30pm. Every Sunday is rest day for the employees.
No allowance is paid to the first shift workers. A sum of Rs.25 and Rs.35 per day is paid to
workers for second and third shift respectively.

1 Annual Bonus: It is agreed to pay the profit sharing bonus in terms of the provisions
payments of Bonus Act 1965.
2 House Building Advance (HBA): House Repair Advance, House Purchase Advance:
Excellent Power control has agreed to provide subsidy on the loan amount secured by
the employee from HDFC or any recognized financial institutions, co-operative banks,
scheduled banks etc.
3 Festival and National Holidays: Number of paid holidays in the company is 10 festival
holidays and 3 national holidays per calendar year
4 Death Relief Fund: Rs.30, 000 will be paid to the nominee in case of death of an employee.
The company has formulated the following policies

Carrier Development Plan and Promotion Rules for Officers.

Time Bound Advancement Scheme for Unionized Cadre employees.

Standing orders applicable to Unionized Cadre employees.

Medical Attendance Rules.

Leave Rules with encashment benefit.

Education Advance.

Festival Advance.

Annual Increment.

25

2.2.5 Level of Hierarchy

Top Level Management
Communication skills, Problem solving skills, Conceptual skills, Designing Skills,
Leadership Skills
Middle Level Management
Communication Skills, technical skills, Decision Making skills, Presentation skills,
interpersonal skills, Grievance Handling skills
Lower Level Management
Technical Skills, Communication Skills, Customer Handling skills, trouble shooting.
Levels of management
The employees in management level at Excellent Power Control System are equipped with
the skill of decision making,

communication and interpersonal skills where as those in

marketing are enabled with skills like dealing with customers who are angry, passive, ignorant,
indifferent , promoting skills, Skills to analyze different types of customers etc
2.3 PRODUCTION DEPARTMENT
The production department is responsible for converting inputs into outputs through the
stages of production processes. The Production Manager is responsible for making sure that raw
materials are provided and made into finished goods effectively. He or she must make sure that
work is carried out smoothly, and must supervise procedures for making work more efficient and
more enjoyable. There are five production sub-functions Production and planning. They will set
the standards and targets at each stage of the production process. The quantity and quality of
products coming off a production line will be closely monitored.
2.4 MARKETING DEPARTMENT

26

Department Functions

Business planning and direction

Post marketing surveillance

Customer handling

All activities regarding product registration

Customer complaint analysis

Customer sample preparation in coordination with production and QA department

Consignment master plan

All activities regarding purchasing enquiry/contracts.

Updating of website, literatures, brochures etc.

2.5 FINANCE DEPARTMENT

Book keeping procedures
Keeping records of the purchases and sales made by a business as well as capital
spending.

Preparing Final Accounts

Profit and loss account and Balance Sheets

27

Providing management information

Managers require ongoing financial information to enable them to make better

decisions.

Management of wages
The wages section of the finance department will be responsible for calculating the wages
and salaries of employees and organizing the collection of income tax and national insurance for
the Inland Revenue.
2.6 PURCHASING DEPARTMENT
This department will provide the materials, components and equipment required. An essential
part of this responsibility is to ensure that stocks arrive on time and are of good .
The design and technical support department
They are responsible for the design and testing of new product processes and product types,
together with the development of prototypes through to the final product.
The works department
This department is concerned with the manufacture of products. This will include the
maintenance of the production line and other necessary repairs. The works department may also
have responsibility for quality control and inspection.
ENSURING THE QUALITY OF PURCHASED PRODUCTS
While issuing the purchase order, care is taken to see that all relevant details and
specifications as per the requirements are furnished to the vendors. Vendors are properly
28

instructed or educated on the quality requirement. Since parties are evaluated earlier, the
possibility of supplying substandard items is eliminated. Once the items are supplied they are
inspected by the QA department based on the inspection advice originated by the purchase
department for all relevant factors by passing the items. If
There is any deviation from the requirement, a department clearly mentions the details in
the inspection report and forwards to the purchase department. Purchase department in turn
informs the result to the vendor for corrective measures based on the information on rejection of
the items supplied by the vendors purchase department makes study and take appropriate action
to improve the quality in consultation with QA and D&D departments.
FUNCTIONS AND RESPONSIBILITIES
The purchase and construction department is headed by the chief of purchase and
construction and his Functions are given below:
a

Procure raw materials or components or capital goods conforming to specifications.

Ensure that all materials and components from suppliers accompanied by necessary
documents including proper test certificates whichever applicable.

b
c

Carry out assessment and maintain approved vendors list. This will be updated once in a

year.
Maintain proper records tier material accounting and financial accounting as applicable to

purchased items.
Arrange collection of incoming goods and dispatch of outgoing goods. Dispatch of
outgoing goods will be in co-ordination with planning and stores department and

marketing and sales department.

Sub-contracting of work to outside agencies for maintenance or fabrication or assembly

of components.
Civil construction and civil maintenance.

29

CHAPTER 3
PRODUCT PROFILE
30

3.1 Power Control Center(PCC)

31

This highly efficient Power Control Center (PCC) is widely used for applications such as water
gardens, ponds PCC panels which are used for diverse industrial applications and provide
reliable and effective service. These panels are manufactured as per client's specifications
and requirements which very well meet with the industry demands. These control panels are
fabricated so that these deliver long lasting service at cost effective prices and even do not
demand maintenance. unique nation of innovative accessories, perfect workmanship highest
available standard components. This means superior, aesthetic looking, trouble free and easy
maintenance control centres. made in accordance to standards including feature spacious
arrangement is made for cable termination ensuring comfortable and easy maintenance; all
covers, doors, inter panel jointing
are provided with neoprene gasket for dust protection; panels are very sleek and aesthetics is
perfect compartmentalized construction; high-quality epoxy powder coated switch boards to
with stand corrosive environment and long lasting elegant door; bolted construction facilities
modification, retrofit, extension in minim time; metallic/transparent barriers are provided
cubicle for prevention of human contact with live part accidentally; each panel is provided with
plastic drawing pocket to house relevant drawings; totally enclosed main busbar
compartments at the top with hinged door; specially concealed profile of neoprene is used for
gasketing dust protection; and use of quarter turnkey operate steel door locks for convenient
operation.
features
1. Bolted type structure with feasible arrangement
2. Fabricated out of Sheet Metal Sections on CNC machines.
3. Powder Coated Enclosure.
4. Modular Design.
5. Rear Access or Front Access option available.
6. Flexible Cable Entry Top or Bottom in Rear Access option.
7. Higher Heat Dissipation due to Busbar configuration.
8. Easy busbar Maintenance.
9. Busbar System upgradeable at site.
10. Feeder size upgradeable at site.
11. Optimized dimensions.

32

3.2 Automatic Power Factor Control Panel

33

Automatic power factor control panel are designed to automatically turn power factor control
panel capacitors on or off to maintain a desired target power factor under varying load conditions
on the low voltage distribution systems of industrial, institutional, and commercial facilities .All
automatic banks use metalized self-healing capacitors with pressure sensitive interrupters..

It is recommended to check the health of the capacitor in the APFC panel prior to commission
the panel. It is also advisable to periodically check the capacitor health once in six months to
detect any de-rating. The best way to check the capacitor condition is to measure the capacitance
value
after switching of the panel and completely discharging the capacitor. The capacitor value should
be within the tolerance value.
3.3 Supervisory Control and Data Acquisition

SCADA systems have been used in the Utilities industry in the United States since the
1960s. These systems are used to monitor critical infrastructure systems and provide early
warning of potential disaster situations. One of the most important aspects of SCADA has been
its ability to evolve with the ever-changing face of technology that is now referred to as
Information Technology (IT) systems. SCADA has evolved from a monolithic architecture to a
networked architecture.
3.3.1 Field Data Interface Devices
Field data interface devices form the "eyes and ears" of a SCADA system. Devices such
as reservoir level meters, water flow meters, valve position transmitters, temperature
transmitters , power consumption meters, and pressure meters all provide information that
34

can tell an experienced operator how well a water distribution system is performing. In
addition, equipment such as electric valve actuators, motor control switchboards, and
electronic chemical dosing facilities can be used to form the "hands" of the SCADA
system and assist in automating the process of distributing water.

CHAPTER 4
FINANCIAL PERFORMANCE

35

4.1 FINANCIAL PERFORMANCE

Net sales and other operating income in Rs. lakhs
Net sales

FY15

FY14

Change %

Sales of product

30.005

24.553

14

Sales of power and

1.119

789

35

209

158

23

378

430

(25)

56.577

66.309

Less excise duty

4.792

5.598

Net sales and other

51.785

61.711

12

FY15
35.586

FY14
37.012

Change %
4

water
Income

from

town

medical

and

other

services
Other

operating

income
Sales

and

other

operating Income

operating income

Product wise Net sales

Net sales
Power Control Center

36

Automatic

power

2.167

1.137

12

875

2.594

(66)

41.785

41.711

20

factor control panel

Supervisory

Control

and Data Acquisition

Total

Purchase of finished, semi-finished, panel and other products

Purchase of finished,

FY15

FY14

Change %

688

353

95

FY15

FY14

Change %

9.708

6.59

36

semi-finished, goods

Raw materials consumed

Raw

materials

consumed
37

Employee Benefits Expense

Payment

to

provisions

and

FY15

FY14

Change %

5.602

4.673

35

for

employee

Stores and Spares consumed

FY15
Stores Consumed

FY14

Change %

4.305

3.611

22

FY15

FY14

Change %

2.864

2.734

Repairs to machineries

Repairs

to

machineries

Purchase of power
38

FY15
Purchase of power

3570

Royalty
Royalty

907

213

39

Rates and Taxes

Rates and Taxes

685

509

35

Sales Turnover
Manufacturing

Sales

Product
Power

Control

2014

2015

2014

2015

45.08

60.14

40.22

45.00

80.55

90.22

54.32

62.55

65.01

60.21

40.76

35.34

Center

Automatic power
factor

control

panel

39

Supervisory
Control and Data
Acquisition

CHAPTER 5
SWOT ANALYSIS

40

5.1 SWOT ANALYSIS

SWOT analysis is an acronym for strengths, weaknesses, opportunities, and threats and is
a structured planning method that evaluates those four elements of a project or business venture.
A SWOT analysis can be carried out for a company, product, place, industry, or person. It
involves specifying the objective of the business venture or project and identifying the internal
and external factors that are favorable and unfavorable to achieve that objective. Some authors
credit SWOT to Albert Humphrey, who led a convention at the Stanford Research Institute in the
1960s and 1970s using data from Fortune 500 companies. However, Humphrey himself did not
claim the creation of SWOT, and the origins remain obscure. The degree to which the internal
environment of the firm matches with the external environment is expressed by the concept of
strategic fit.
Strengths: characteristics of the business or project that give it an advantage over others
Weaknesses: characteristics that place the business or project at a disadvantage relative to others
41

Opportunities: elements that the business or project could exploit to its advantage
Threats: elements in the environment that could cause trouble for the business or project
Identification of SWOTs is important because they can inform later steps in planning to
achieve the objective. First, decision makers should consider whether the objective is attainable,
given the SWOTs. If the objective is not attainable, they must select a different objective and
repeat the process.

Users of SWOT analysis must ask and answer questions that generate meaningful information
for each category (strengths, weaknesses, opportunities, and threats) to make the analysis useful
and find their competitive advantage.
STRENGTHS
Products recognized for innovation and excellence
Adopts Plant wide optimization technique to achieve productivity and efficiency
Has flexible, scalable automation solutions to lower cost to design
Deploys Integrated Architecture to drive efficiency and productivity across customers
organization6.
Provides flexible overall solution with higher levels of visibility
More than 20,000 people are a part of the organization
WEAKNESSES
42

 Intense competition means limited market share growth

Lesser margins mean financial instability can hurt operations
Poor advertisement

OPPORTUNITIES
Leveraging of Lot to enhance The Connected Enterprise Vision of the company
Research and Development
Huge Investments by emerging markets in technology and automation.
THREATS
Rising cost of energy
Rising cost of raw materials
Lack of Skilled labor
5.2 FUTURE PLANS OF THE ORGANIZATION

43

Power control industries can be generate explosive growth with technology related to
new inflection points: assembly systems; (tiny, low-power, low-cost sensors) which can measure
everything and anything; and the pervasive Internet, machine to machine (M2M).
Real-time systems will give way to complex adaptive systems and multi-processing. The
future belongs to nanotech, wireless everything, and complex adaptive systems.
Major new applications will be in wireless sensors and distributed peer-to-peer networks
tiny operating systems in wireless sensor nodes, and the software that allows nodes to
communicate with each other as a larger complex adaptive system. That is the wave of the
future.

44

CHAPTER 6
FINDINGS, SUGGESTIONS AND
CONCLUSION

6.1 FINDINGS
The various findings generated from the study of the organization, Excellent power control is as
follows.

The EPCS has all the department are well organized and managed by different managers.

All the departments are functioning very well and active.

Various department and its personnel are orderly arranged.
Employee commitment towards companys objective plays a vital part.
Good organization culture, employer-employee relation and inter personnel relation are

good among employees.

The products are very highly quality oriented.
All departments are computerized.
Employee health care is well maintained.
Workers family and dependent are taken care.
All the employees and workers work very hard towards achieving the goal. Even the

higher authorities work very hard without wasting time.

The organization structure is divided into several units like personnel, labour welfare,
sales and marketing, purchase, finance, production and estate are headed by different
headed units, but the same time they work for some objective for full coordination which

shows the unity level about the organization.

The net profit of the company is satisfactory level due to the better sales.
45

Future oriented work is not planned

Company is highly centralized.
Companys library facility is very poor.
The company has an internal audit system.

6.2 SUGGESTIONS

Solve the employees problem frequently.

Build their relationship between workers and management.
Supervision can be improved on root level.
The company should take more promotional activities.
Quality analysis can be improver in root level.
Steps may be taken to encourage experts.
The company should improve technical service.
Increase the sales to maintain profitability.
The company should utilize the human and technical resources effectively.
The organization must have a good library with reference book and technical papers.
Effective training program should be provided to the employees.
The company should use their working capital in an intelligent way so as to maintaining

their turn over.

There must be a permanent set up for the proper maintenance of the office equipments.
The company must start exporting activities.
International standard should be adopted and quality level of machineries and other
accessories should be maintained.

6.3 CONCLUSION
The EPCS has enabled me to understand to various needs of this organization. How an
organization of cooperate nature function and how important it is have to a right relationship
between the employees and the employer or management. Organizational study reveals that
SFCK has an organizational frame work in compatible with the theoretical approach
organizational structure. The study was conducted with the view to understand the functions of
46

various departments. During the course of study I was successful achieving these objectives and
could familiar with an organization and its environment.
This study has improved my confidence by its successful completion to undertake such studies in
future.
BIBILOGRAPHY
BOOKS
Droy chowdhrys books for control systems

Website
www.excellentpowercontrols.com

Magazines
Power business & technology

47