ORGANISATION STUDY REPORT ON

ASSOCIATED CEMENT COMPANIES LIMITED

ND
2 FLOOR, HARBACHAN COMPLEX, DESHPANDE NAGAR,
HUBLI -580029, INDIA.

by
Enrolment No.AB9041
For partial fulfillment of the
requirements of first year MBA
curriculum of Two years Full time
MBA (Industry Integrated) Programme
SUBMITTED TO

Through

1
 STUDENT'S DECLARATION

I HERE BY SOLEMNLY AFFIRM, DECLARE AND

STATE THAT THE ORGANISATION STUDY CONDUCTED
AT “ ASSOCIATED CEMENT COMPANIES LIMITED” WAS
DONE BY ME WITH DUE DILIGENCE AND SINCERITY
AND THIS REPORT BASED ON THAT STUDY IS A
BONAFIED WORK BY ME AND SUBMITTED TO THE
ANNAMALAI UNIVERSITY THROUGH RAMAIAH
INSTITUTE OF MANAGEMENT SCIENCES. THIS STUDY
REPORT IS AN ORIGINAL WORK AND NOT SUBMITTED
EARLIER TO ANY UNIVERSITY/INSTITUTE.

DATE :08-02-2010 ENRL. NO:AB 9041

PLACE : BENGALURU

2
 CERTIFICATE FROM THE GUIDE

This is to certify that the organization study work

undertaken at “ ASSOCIATED CEMENT COMPANIES
LIMITED” is a bonafied work carried out by Reg
No.AB9041 and a candidate for the MBA (Industry
Integrated) programme of Annamalai University at
RIMS, Bengaluru under my guidance and direction.
This study report is an original work and not submitted
earlier to any University/Institute.

Date : Name . Sreerengan VR

Place : Bengaluru Qualification BE, PGDMM, LL.M

3
 ACKNOWLEDGEMENT
THIS REPORT IS AN ATTEMPT TO SHARE MY
EXPERIENCE AND LEARNING DURING 3 MONTHS OF
INTERNSHIP WITH ASSOCIATED CEMENT COMPANIES
LIMITED. THIS REPORT WOULD NOT HAVE BEEN
POSSIBLE BUT FOR THE SUPPORT AND GUIDANCE
THAT I RECEIVED FROM VARIOUS PEOPLE AT
DIFFERENT STAGES OF THE PROJECT.
I WOULD LIKE TO EXPRESS MY PROFOUND GRATITUDE
MR. KARTIK IYER WHO HELPED ME IN EVERY STEP
OF MY INTERNSHIP TO GET INFORMATION FROM
VARIOUS DEPARTMENTS
I WOULD EXPRESS MY THANKS TO PROF.
SREERENGAN V.R MY FACULTY GUIDE WHO HELP ME
ALOT TO PRESENT THIS RPROJECT
MY DEEPEST REGARDS TO MY PARENTS WHO HAVE
ALWAYS ENCOURAGED ME IN PURSUIT OF MY HIGHER
EDUCATION. THEY HAVE BEEN EMMENSE SOURSE OF
INSPIRATION AND SUPPORT TO ME AS WEL WITHOUT
WHICH COMPLETING THE COURSE OF THIS STUDY
WOULD HACE BEEN DIFFICULT. I DEDICATE THIS
WORK TO MY FAMILY WITHOUT WHOSE CO
OPERATION THIS TASK WOULD HAVE REMAINED
UNACHIEVED.
AB9041

4
CONTENT
Sr. No Chapters

I Introduction

II Company Profile

III Design of Study

IV Functional Departments

4.1 Human Resource Management

4.2 Marketing Department

4.3 Finance Department

V Work Experience

VI Conclusion

VII Bibliography

5
 CHAPTER I

INTRODUCTION

INTRODUCTION

6
 Cement is a key infrastructure industry. India is one of the top 11

producers of cement in the world. The first cement company was

established in Madras in1904. However, in 1912 – 13 three unit of ACC

were established at Porbandar in Gujarat and other two at Kavti Madhya

Pradesh and Lakheri in Rajasthan with total installed capacity of 14000

tones per annum.. Currently India is ranked second in the world with an

installed capacity of 114.2 million tones.

At present cement industry is more than 94 year old. During the

first half of the century India was plagued by in the year 1961 on 24th

May, cement manufacturing Association (CMA) was formed in India.

The period during 1982-1985 was boom period for industry. By 1992 it

has attained fourth position among the cement producing countries,

behind the USA, China and Japan the year 1990-1992 was best for the

cement producers. But in 1992-1993, it has bad fortunes the demand for

cement was 8% in1991 declaimed to zero in 1992-1993.

7
 The cement has been decontrolled from price and distribution on

1st March, 1989 and delicensed on 25th July, 1991. However, the

performance of the industry and prices of cement are monitor regularly.

The constraints faced by the industry are reviewed in the Infrastructure

Coordination Committee meetings held in the Cabinet Secretariat under

the Chairmanship of Secretary. The Cabinet Committee on

Infrastructure also reviews its performance.

8
ORIGIN OF THE CEMENT INDUSTRY

Cement and concrete might be synonymous as household terms,

but are by nature different: cement, an ultra-fine gray powder, binds sand

and rocks into a mass or matrix of concrete. Indeed, cement is the key

ingredient of concrete.

Semantics aside, concrete is the signature material in driveways,

patios, basements, and a host of other American household items. It is

also the world's most widely used building material.

Concrete's global appeal is not accidental - the ubiquitous, stone-

like material is produced from some of the world's most abundant

resources, as is cement.

9
GROWTH AND DEVELOPMENT OF THE CEMENT

INDUSTRY IN INDIA

Cement industries constitutes an important segment of the modern

industrial economy of India. Cement is one of the highly capital

intensive industries unlike most other mineral based industries. Location

of cement plants is widely spread throughout the country where the

availability of the basic raw materials like limestone. Limestone

concentration is more in the southern region. One of the most important

developments immediately after the independence was Indian standard

specification for Portland cement by the Indian Standard Institute in

1947. The installed capacity of the industry rose to 2.2 million tons per

annum. On partition 5 of the cement producing units went to Pakistan

and the total installed capacity of 18 units that remained in India was 1.5

million tons per annum. In 1951 for the first time target of the cement

production were planned as a part of the first Five year plans. As a result

the production of cement increased from 2.69 million to 4 million tones.

By the end of the first Five year plan were about 27 units with a capacity

about 5 million tones. Presently in India there are 57 cement companies

with total of 120 plants. The total manpower employed is 135000.

10
 However, cement consumption per capita in our country at about

99-kg/ capita is one of the lowest. The world average is about 267

kg/capita. While that of China is 450 kg/capita. Similarly in Japan it is

631 kg/capita while in France it is 447 kg/capita.

Excess capacity and slower-than-expected demand growth have

dimmed prospects for a second hike in Indian cement prices this month,

analysts said, dampening hopes that had driven producers' shares higher.

Prices in India's western region, which accounts for the biggest market,

have risen by a modest Rs 4 to Rs 158 per 50 kg bag in the past two

weeks.

"The rise has not been as much as expected because of oversupply

and The big four are Larsen & Toubro Ltd, Associated Cement Cos,

Grasim Industries Ltd and Gujarat Ambuja Cements Ltd.

Earlier this month, Merrill Lynch forecast a hike of seven

rupees per bag by December 12, followed by another increase 10 days

later. Adequate pick-up in demand," said Sanjay Ladiwala, president

of Cement Stockists and Dealers Association of Bombay.

11
 Shares in India's four biggest cement companies rose between 10

and 33 per cent between mid-November and their peaks in December in

anticipation of a sharp price hike, but have since fallen.

Export

Apart from meeting the entire domestic demand, the industry is

also exporting cement and clinker. The export of cement during 2001-02

and 2003-04 was 5.14 million tonnes and 6.92 million tonnes

respectively. Export during April-May, 2003 was 1.35 million tonnes.

Major exporters were Gujarat Ambuja Cements Ltd. and L&T Ltd.

India exported about 8.13 million tonnes of cement and clinker

between April-January 2006-07.The export figures for cement were 3.31

million tonnes and 4.82 million tonnes for clinker in the same period.

The cement industry has also been witnessing a spurt in exports. India

exported about 8.13 million tonnes of cement and clinker between April-

January 2006-07.The export figures for cement were 3.31 million tonnes

and 4.82 million tonnes for clinker in the same period.

TECHNOLOGY LEVEL

12
 The output of cement various type may reach the 200 million

tones mark by the year 2010 and the growth may be at a faster rate even

with a doubling of per capital consumption. It is therefore necessary that

greater attention is paid to the up gradation of technology for

manufacturing different type of cement. . In cement manufacturing is one

of the fastest, probably next to the electronics industry. Unless the

industry keeps pace with changing technology, it is very difficult to stay

ahead in the present day. Competitive environment in terms of quality,

commercial viability and demanding ecological factors.

At present ninety three percent of the total capacity in the industry

is based on modern and environment-friendly dry process technology

and only seven percent of the capacity is based on old wet and semi-dry

process technology. One project for co-generation of power utilizing

waste heat in an Indian cement plant is being implemented with Japanese

assistance under Green Aid Plan. The induction of advanced technology

has helped the industry immensely to conserve energy and fuel and to

save materials substantially. India is also producing different varieties

of cement like Ordinary Portland Cement (OPC), Portland Pozzlona

Cement (PPC), Portland Blast Furnace Slag Cement (PBFS), Oil Well

Cement, Rapid Hardening Portland Cement, Sulphate Resisting Portland

13
Cement, White Cement etc. Production of these varieties of cement

conform to the BIS Specifications. It is worth mentioning that some

cement

14
 CHAPTER II

COMPANY PROFILE

15
 COMPANY PROFILE

Over view of Wadi Cement plant

16
ACC BUILDING THE NATION

ACC has been an interesting story – one that inspired a book.

ACC was formed in 1936 when ten existing cement companies came

together under one umbrella in a historic merger – the country’s first

notable merger at a time when the term mergers and acquisitions was not

even coined. The history of ACC spans a wide canvas beginning with the

lonely struggle of its pioneer F E Dinshaw and other Indian

entrepreneurs like him who founded the Indian cement industry. Their

efforts to face competition for survival in a small but aggressive market

mingled with the stirring of a country’s nationalist pride that touched all

walks of life – including trade, commerce and business.

The Associated Cement Companies Limited, (ACC) as it .is

popularly known is India’s largest cement manufacture, with an installed

capacity of 18.8million tones per annum, and sales turnover of over Rs

4000 cores. ACC’s operations are spread throughout the country with 15

modern factories, 11 regional marketing offices, and several zonal

offices.

17
 ACC’s full name The Associated Cement Companies Limited,

the name itself indicates the company’s origins from this unique merger.

d on among Acknowledge the most trusted names un corporate India,

ACC is listed one the super Brands of India.

Over the years, ACC realized that people are as different as they

are similar. Different needs, different lives, different dreams. With its

depth of knowledge and width of experience ACC, today, is poised to

fulfill the hopes and aspirations of people across the length and

breadth of the country.

LOCATION

The Wadi cement works of ACC was setup in the year 1968

with an installed capacity of 4.0 lakhs tones per annum of ordinary

Portland cement clinker, subsequently the capacity was enhanced in

two phases to 27.0 Lakhs tones per annum. The current capacity of the

commencing of new plants is 54 Lakh tones per annum.

The factory is situated at the south mental part of the country in

the state of Karnataka. It is well connected by rail and road. The

nearest important railway junction, Wadi,

18
 Wadi Cement Works manufactures Ordinary Portland Cement

Type 43, 53 grade

In this plant, manufacturing of cement is based on “dry

process”. The first step is to form clinker from a fine ground mixture

of calcareous and siliceous material with a small amount of fluxing

material, which is heated at high temperature. In the second step, the

formed clinker is ground with gypsum to form ordinary Portland

cement. Various additives like Pozzolona; fly ash etc. may be added at

this stage to produce Portland Pozzolona Cement.

WADI: THE PLACE

Wadi is a small town in the Gulbarga district of Karnataka state

and has only recently become a municipal area. It is suitably situated

at a distance of about 40 km from the district headquarters Gulbarga

and at a distance of about 200 km from Hyderabad in Andhra Pradesh.

Mumbai Chennai and Bangalore also are only a night journey away.

The only major centers, which are relatively inaccessible from Wadi,

are New Delhi and Kolkatta with journey times in excess of 30 hrs.

The region is a Limestone rich belt leading to the establishment

of other cement units and ancillary industries. There are Rajashree and

19
Vasvadatta Cement Units at Malkhed and Sedam Respectively, both

places at a relatively short distance from Wadi.

20
History

ACC was formed in 1936 when ten existing cement companies

came together under one umbrella in a historic merger – the country’s

first notable merger at a time when the term mergers and acquisitions

was not even coined. The history of ACC spans a wide canvas beginning

with the lonely struggle of its pioneer F E Dinshaw and other Indian

entrepreneurs like him who founded the Indian cement industry. Their

efforts to face competition for survival in a small but aggressive market

mingled with the stirring of a country’s nationalist pride that touched all

walks of life – including trade, commerce and business.

The first success came in a move towards cooperation in the

country’s young cement industry and culminated in the historic merger

of ten companies to form a cement giant. These companies belonged to

four prominent business groups – Tatas, Khataus, Killick Nixon and F E

Dinshaw groups. ACC was formally established on August 1, 1936.

Sadly, F E Dinshaw, the man recognized as the founder of ACC, died in

January 1936. Just months before his dream could be realized.

21

F.E. Dinshaw – the founder of ACC

 ACC stands out as the most unique and successful merger in

Indian business history, in which the distinct identities of the constituent

companies were melded into a new cohesive organization – one that has

survived and retained its position of leadership in industry. In a sense, the

formation of ACC represents a quest for the synergy of good business

practices, values and shared objectives. The use of the plural in ACC’s

full name, The Associated Cement Companies Limited, itself indicates

the company’s origins from a merger. Many years later, some

stockbrokers in the country’s leading stock exchanges still refer to this

company simply as ‘The Merger

22
 Over the years, ACC realized that people are as different as they

are similar. Different needs, different lives, different dreams. With its

depth of knowledge and width of experience ACC, today, is poised to

fulfill the hopes and aspirations of people across the length and breadth

of the country.

Heritage

The house of Tata was intimately associated with the heritage and

history of ACC, right from its formation in 1936 upto 2000. Between the

years 1999 and 2000, the Tata group sold all 14.45 per cent of its

shareholding in ACC in three stages to subsidiary companies of Gujarat

Ambuja Cements Ltd (GACL), who are now the largest single

shareholder in ACC.

This hasenabled ACC to enter into a strategic alliance with

GACL, a company reputed for its brand image and cost leadership in the

cement industry.

23
 ACC's First Board Meeting in 1936 at The Esplanade Sir Nowroji

B Saklatvala was the first chairman of ACC. The first Board included

distinguished luminaries of the Indian business world of the time –

names like J R D Tata, Ambalal Sarabhai, Walchand Hirachand,

Dharamsey Khatau, Sir Akbar Hydari, Nawab Salar Jung Bahadur and

Sir Homy Mody among others.

ACC facts

Some ACC Facts: • Largest Network in India • 15 Cement

Factories • 11 Marketing Offices • 16 Area Offices • 160 Warehouses

•9,000 Dealers

Barely three years later, the fledgling company was catapulted

into the fiery cauldron of World War II, and resources were geared to

meet that onslaught. Soon after, India gained her independence. ACC

was there - more than an eyewitness to history. Helping to make

24
history. Helping to build the new India, waiting in the wings…

changing the landscape, the very face of the country.

ACC (The Associated Cement Companies Limited) is India's

foremost manufacturer of cement, concrete and refractory products. Its

sales turnover in 2002-03 was Rs. 34899 million. ACC's operations

are spread throughout the country with 14 modern cement factories,

11 regional marketing offices, and several zonal offices. It has a

workforce of 9200 persons and a countrywide distribution network of

over 9,000 dealers. ACC's research and development facility has a

unique track record of innovative research, product development and

specialized consultancy services. Since its inception in 1936, the

company has been a trend-setter and important benchmark for the

cement industry in respect of its production, marketing and personnel

management processes. Its commitment to environment-friendliness,

its high ethical standards in business dealings and its on-going efforts

in community welfare programmes have won it acclaim as a

responsible corporate citizen. ACC has made significant contributions

to the nation building process by way of quality products, services and

sharing its expertise.

25
 The company's various businesses are supported by a powerful,

in-house research and technology backup facility - the only one of its

kind in the Indian cement industry. This ensures not just consistency

in product quality but also continuous improvements in products,

processes, and application areas.

26
 Today, the company's operations are spread throughout the

country - with 14 cement factories, three refractory plants, 11 regional

marketing offices, 16 area offices, and a dedicated employee band of

about 9,200 people from all corners of India.

As part of its expertise, ACC has acquired rich experience in

mining, being the largest user of limestone, and it is also one of the

principal users of coal. As the largest cement producer in India, it is

one of the biggest customers of the Indian Railways, and the foremost

user of the road transport network services for inward and outward

movement of materials and products.

ACC has also extended its services overseas to the Middle East,

Africa, and South America, where it has provided technical and

managerial consultancy to a variety of consumers, and also helps in

the operation and maintenance of cement plants abroad.

Holcim - a new partnership

A new association was forged between ACC and the Holcim

group of Switzerland in 2005. In January 2005, Holcim announced its

plans to enter into a long-term strategic alliance with the Ambuja

Group by acquiring a majority stake in Ambuja Cements India Ltd.

27
(ACIL), which at the time held 13.8 per cent of the total equity shares

in ACC.

Holcim simultaneously announced its bid to make an open

offer to ACC shareholders, through Holdcem Cement Pvt Limited and

ACIL, to acquire a majority shareholding in ACC.

An open offer was made by Holdcem Cement Pvt. Limited

along with Ambuja Cements India Ltd. (ACIL), following which the

shareholding of ACIL increased to 34.69 per cent of the Equity share

capital of ACC. Consequently, ACIL has filed declarations indicating

their shareholding and declaring itself as a Promoter of ACC.

The group has its headquarters in Switzerland with worldwide

operations spread across more than 70 countries. Considering the

formidable global presence of Holcim and its excellent reputation, the

Board of ACC has welcomed this new association.

28
ACC’s Head Office - Cement House,
121 Maharshi Karve Road, Mumbai.

29
THE NETWORK:

Network of ACC:

Corporate office:

1. Cement house: Mumbai (Maharashtra)

Research and Consultancy Directorate

2. Central Research Station, Thane (Maharashtra) 1965

3. MRD – Logistics Base, Nagpur (Maharashtra) 1996

LIST OF ACC CEMENT PLANTS , SUBSIDIARIES AND ASSOCIATES

4. Chaibasa(Bihar) 1947

5. Chanda(Maharashtra) 1970

6. Gagal 1(Himachal Pradesh) 1984

7. Gagal 2(Himachal Pradesh) 1994

8. Kymore Mehgaon(Madhya Pradesh) 1995

9. Lakheri (Rajasthan) 1917

10. Madukkarai(Tamil Nadu) 1934

11. Mancherial (Andra Pradesh) 1958

12. Sindri (Bihar) 1955

13. Wadi (Karnataka) 1968

30
14. Wadi (Karnataka) 2002

15. Tikaria (U.P) 1999

16. Jamul(Madhya Pradesh) 1965

Refectories:

17.Katni Refectories (M.P) 1946

18.Kymore Refectories (M.P) 1992

19.Nagpur Refectories (Maharashtra) 1995

GROWTH AND DEVELOPMENT OF ORGANISATION

ACC (The Associated Cement Companies Limited) is India's

foremost manufacturer of cement and concrete. ACC's operations are

spread throughout the country with 15 modern cement factories, 11

regional marketing offices, and several zonal offices. It has a

workforce of 8900 persons and a countrywide distribution network of

over 9,000 dealers. ACC's research and development facility has a

unique track record of innovative research, product development and

specialized consultancy services. Since its inception in 1936, the

company has been a trendsetter and important benchmark for the

cement industry in respect of its production, marketing and personnel

management processes. Its commitment to environment-friendliness,

its high ethical standards in business dealings and its on-going efforts

31
in community welfare programmes have won it acclaim as a

responsible corporate citizen. ACC has made significant contributions

to the nation building process by way of quality products, services and

sharing its expertise.

In the short span of the last six years ACC has modernized to

world standards approximately 50 percent of its manufacturing

capacity, retired about two million tons per year cement capacity

consisting of obsolete assets, increased cement capacity from seven to

16 million tons per year, secured insurance from unreliable power

supplies up to 80 percent of its requirements, and introduced new

value-added products like ready mixed concrete (RMC), bulk cement,

and tunnel form technology.Apart from considerably strengthening its

core business of cement, ACC is, today, India's largest refractory

manufacturer and supplier, the largest research and consultancy

organization in the Indian cement sector, and one of the pioneers in

the area of advanced materials.

Commitment to Environment protection

ACC is among the first Indian companies to include

commitment to environmental protection as one of its corporate

objectives. Long before pollution control norms and regulatory laws

32
came into existence, ACC installed sophisticated high efficiency

pollution control equipment for cement kilns, raw mills, coal mills,

power plants and coolers.

ACC has achieved spectacular results in the utilization of two

hazardous and pollutant industrial wastes - namely slag from steel

plants and fly-ash from thermal power stations - to make blended

cements that help conserve limestone resources. Over the years, ACC

has won several prizes and certificates of merit for environmental

measures undertaken at its various plants and mines.

Water Conservation

Water conservation is a noteworthy contribution in a water

scarce country like ours. ACC cement units maintain a norm of Zero

Water Discharge. All the water used in plants for industrial cooling is

recycled through cooling towers, water ponds and tanks. ACC cement

plants have converted old abandoned mines into huge reservoirs by

collecting rainwater from catchments around mines.

Water from these reservoirs is treated to make it potable. As a result of

these initiatives, we have several examples of outstanding

33
achievements in water harvesting and in the creation of reservoirs in

abandoned mines and quarries. Some of our Works have become near

self-reliant in respect of their water requirements for industrial and

domestic consumption.

34
TPM (TOTAL PRODUCTIVE MAINTENANCE)

T.P.M stands for total productivity maintenance. It deals with

productivity, people and profit. T.P.M is a powerful tool for

organization and cultural transformation that brings in total efficiency

of the plant by tackling key aspects of plant utilization quality and

down time with the ultimate goal being zero breakdown, Zero

Accident, Zero Defect, Optimum inventory and clean environment

with the involvement of each and every employee right from top

management to the bottom level person in the company.

1. To transform everyone’s awareness through activities that

reduces costs and increases the overall economic effectiveness

of equipment.

2. To eliminate breakdown and defects by practicing productive

maintenance on a plant wide basis.

T.P.M aims at involving all the employees of the organization

through eight pillars of TPM

1. Individual improvement

2. Autonomous maintenance.

3. Planned Maintenance

4. Education and Training.

35
5. Maintenance Preventive system.

6. Quality Maintenance.

7. Administration and Support.

8. Safety and Environment

TPM TARGET

 ZERO DEFECT

 ZERO BREAKDOWNS

 ZERO ACCIDENT

OBJECTIVE OF THE COMPANY

 Environment Protection

 Economic Growth

 Industrial activity

 Real estate business

 Construction activity

 Investments in the core sector

 Encouraging trend in demand due to pick-up in rual housing

demand and industrial revival

 Industry likely to grow at 8-10% in the next few years

36
2.1 PRODUCT PROFILE

The product profile of ACC is studies in detail by taking into

consideration the value chain analysis.

VALUE CHAIN ANALYSIS

In the modern world a company can maintain its superiority

only by using the concept of value chain. Value chain analysis helps a

company to identify ways to create & also to increase customer value.

The primary activities of the value chain are inbound logistics,

operations, outbound logistics, marketing & sales & service. The

supporting activities of value chain are procurement, technology

development, human resource management & firm infrastructure.

PRIMARY ACTIVITIES

The primary activities consist of inbound logistics, operations,

outbound logistics, marketing & sales & service.

In Bound logistics

In bound logistics, represent the sequence of bringing materials

into the business. In ACC at Wadi Cement Works, Wadi the Company

purchases raw material i.e. Coal, gypsum, Iron ore, fly ash, gunny

37
bags, spare parts etc. from vendors all over India. These goods are

usually transported to factory by parcel services i.e. by Railway &

Road.

By Railway

Coal, Gypsum, Iron ore are usually transported by Indian

railways to factory yards which is nearer to plant. The rate is fixed

according to the Railway Freight Rate Table.

By Road

Fly ash is transported in closed tankers which are directly put in

process. Gunny bags and are transported to general stores. The

Company doesn’t have permanent parcel services providers, the

Company usually made a rate contract for appointing a road

transporter. Spare parts the Company is appointed authorizes

transporter i.e. Associated Road Carriers (ARC) on the bases of rate

contract. The relative waybill is sent to store department of ACC by

vendors. The store department collects the goods from the parcel

services and transports to stores.

Operations

38
 The second primary activity of the value chain is operations,

which means converting the raw materials into final product.

Wadi Cement Works manufactures Ordinary Portland Cement

Type 43, 53 grade (latest version of IS: 269, IS: 8112 & IS: 12269

respectively) and Portland Pozzolona Cement (latest version of IS:

1489 Part- I) under the brand name ACC SURAKSHA which makes

utilisation of fly ash up to 25% thereby helping in maintaining

pollution free environment.

In this plant, manufacturing of cement is based on “dry

process”. The first step is to form clinker from a fine ground mixture

of calcareous and siliceous material with a small amount of fluxing

material, which is heated at high temperature. In the second step, the

formed clinker is ground with gypsum to form ordinary Portland

cement. Various additives like Pozzolona; fly ash etc. may be added at

this stage to produce Portland Pozzolona Cement.

Various raw materials like limestone, shale, iron ore, gypsum,

calcined clay, and fly ash are being used in this plant. Limestone is

received from captive mines, located at Wadi. Blasting with explosive

fragments the limestone. It is then loaded in to 35/50 tons dumpers

39
with the help of shovels. The dumpers transport the limestone to the

crusher, which is located at about 1.5 km distance from the Quarry

face. In the crusher the limestone is crushed to 20 mm size. Then it is

transported to the factory through a series of conveyer belts. Shale,

iron and limestone are mixed in optimum required proportion and

thoroughly homogenized pneumatically in blending silos after

grinding the same in raw mills to the required fineness. This fine

powdered material called “raw meal”, is stored in storage silos from

where it is pumped to pre-heater system where it gets calcined and

then enters into the kiln. This material is burnt at 14500 C to produce

an intermediate product known as clinker, in which pulverized coal is

used as a fuel. Clinker is then cooled in cooler and sent to Clinker

Storage Gantry. From the gantry, it is sent to cement mills, where it is

mixed with optimum quantity of gypsum and ground to the specified

fineness to produce Ordinary Portland Cement. For manufacturing

Portland Pozzlona Cement (PPC), Clinker, Pozzolona (CCP & Fly

ash) and gypsum are ground to specified fineness in optimum

proportion to produce PPC. Produced cement is stored in silos, from

where it is packed in bags with the help of rotary packers. The plants

are fitted with Electrostatic Precipitators and Bag Filters to control

dust emission.

40
Products of ACC

In India, ACC’s brand name is synonymous with cement. The

company manufactures Portland cements for general construction such

as ordinary Portland Cement and Pozzlona Cement including fly ash

and slag based cements. It also makes cements for special application

such as low alkali, low heat sulphate-resising and oil well cements and

certain concrete repair and grouting materials.

Ordinary Portland Cements

ACC Cement (OPC 43 Grade)

ACC SAMRAT (53 Grade OPC)

Composite Cements

ACC SURAKSHA (A Composite Cement)*

ACC SUPER (Slag-based Blended Cement)*

*National Brands

Special Cements

Sulphate Resisting Portland Cement (SRPC)

Oil Well Cement (OWC)

41
Low Alkali Cement

ORDINARY PORTLAND CEMENTS

43 Grade Cement (OPC 43 Grade)

ACC Cement is the most commonly used cement in all

constructions including plain and reinforced cement concrete, brick

and stone masonry, floors and plastering. It is also used in the

finishing of all types of buildings, bridges, culverts, roads, water

retaining structures, etc.

ACC Cement is marketed in specially designed 50 kg bags with

golden yellow bands along the sides.

ACC SAMRAT (53 Grade OPC)

ACC SAMRAT is the brand name for a product developed

recently by our Research and Consultancy Directorate.

It is an Ordinary Portland Cement which surpasses the

requirements of IS: 12269-53 Grade. It is produced from high quality

clinker ground with high purity gypsum.

42
 ACC SAMRAT provides high strength and durability to

structures because of its optimum particle size distribution, superior

crystalline structure and balanced phase composition.

It is available in specially designed 50-kg bags with oxford-blue

bands along the sides.

43
 COMPOSITE CEMENTS

ACC SURAKSHA (A Composite Cement)

This is a new, specially composite cement, produced by inter

grinding higher strength Ordinary Portland Cement clinker with high

quality processed fly ash - based on norms set by the company's R&D

division.

This unique, value-added product has hydraulic binding

properties not found in ordinary cements.

It is available in specially designed 50-kg bags with parrot-

green bands along the sides.

ACC SUPER

ACC SUPER is a slag-based blended cement that imparts

strength and durability to all structures.

It is manufactured by blending and inter-grinding OPC clinker

and granulated slag in suitable proportions as per our norms of

consistent quality.

44
 It matches 43 grade strength levels and has superior

performance characteristics when compared to Ordinary Portland

Cement.

It is available in specially designed 50-kg bags with chrome-

orange bands along the sides

SPECIAL CEMENTS

Sulphate Resisting Portland Cement (SRPC)

The action of soluble sulphates on OPC results in softening,

enormous expansion, and finally, disintegration of the concrete

structure.

Sulphates attack the tricalcium aluminate (C3A) phase of

Portland cement. This reaction leads to cracking and disintegration of

concrete. Concrete can be protected by using ACC SRPC, which

conforms to IS: 12330-1988.

Oilwell Cement (OWC)

OWC is used for cementing gas and oil wells at high

temperatures and pressures. This cement has a class G recognition

from the American Petroleum Institute.

45
 Oilwell cement, used in the petroleum industry for cementing

gas and oil wells, helps:

• Support the axial load of the casing string and strings to be run later.

• Seal intended production or injection intervals from overlying or

underlying permeable sections (zone isolation).

• Protect the casing from damage or failure.

• Support borehole through the production interval.

Low Alkali Cement

Low Alkali cement is used to prevent alkali-silica reaction and

consequent deterioration of concrete. This cement produces a safe

concrete when the aggregates contain reactive silica. The standards

prescribe a limit of 0.6 % of total alkalis for this purpose.

ACC produces low alkali cement with an alkali content that is

very much lower than 0.6 %. The cement conforms to BIS and ASTM

specifications. The compressive strength of this cement surpasses 43

grade levels.

46
 ACC pioneered the distribution of cement in Bulk and Ready

Mixed concrete in India and is largest manufacturer of RMC in the

country.

ACC Bulk

India's leading cement company, ACC - in a joint venture with

the government of India - has set up the most sophisticated bulk

unloading terminal at Kalamboli, Navi Mumbai, to bring its cement

from the ACC plant at Wadi in Karnataka.

At the site, the cement is pumped into portable 15-ton steel

silos (supplied by ACC). Not only do these silos require less storage

space than conventional bag storage godowns, but also the silos are

designed to facilitate free-flow discharge of the cement. Which further

underscores another of ACC Bulk's characteristic - 'untouched by

hand'. And dust collecting silos safeguard against dust pollution.

The concept of bulk cement begins with the convenience of the

end-user in mind. The bulk tanker for bulk cement transport and the

silo at site to receive this cement are a welcome innovation from the

conventional and time-consuming bag distribution system. Inventory

in terms of locked-up capital is now the concern of the supplier.

47
 The large and unwieldy godown construction and maintenance

that is required at construction sites is now avoided. The measured

quantity extracted by the discharge system ensures correct weight and

eliminates human error.

48
Advantages of using ACC Bulk

• Assured Quality
• No handling from the factory to your site, therefore exact

weight
• Tamper proof delivery, therefore no adulteration possible
• Immediate delivery, therefore no need to stock inventory
• Order only when you are ready to use, so your money is not

locked up
• Steady supply

International Comparison

Internationally, the trend is to move cement more and more in

loose form rather than bagged. In fact, over 90 percent cement in the

USA, and other European countries is transported and sold in bulk,

unlike in India, where only one percent is transported in bulk.

49
Customer Profile

The prospective customers for bulk cement are RMX

manufacturers, institutions, government agencies, contractors,

builders, manufacturers of pre-cast fabricated concrete blocks,

asbestos sheets and many more. Many of them have their own

batching plants and are using bulk cement.

Complementing all this is a dedicated team of service personnel

to ensure trouble-free operations of site silos and auxiliary equipment.

They are just a phonecall away - both the marketing office in Mumbai,

and also at the plant at Kalamboli. Which helps strengthen ACC Bulk

links with the customer at all times.

Taking this further, ACC Bulk also offers specially designed

mini batching plants, which are available at reasonable cost to the

consumer. This adds to the several advantages of bulk cement by

efficient and quality-conscious way of making the correct grade of

concrete with the right proportions of other inputs.

50
 ORGANISATION STRUCTURE

Senior Vice President

Senior
Manager
Manager Manager Manager Works
Human
Commerci Finance HRD Manager
Services
al

Manager Manager Manager

Manager Manager
Instructio Maintena Productio
Diesel Mine
n nce n

Manage
Engineeri
ng

51
 BOARD OF DIRECTORS

Mr. N. S. Sekhsaria

Chairman

Mr. Paul Hugentobler

Deputy Chairman

Mr. M. L.Narula

Managing Director

Mr. A L Kapur,

Mr. S M Palia

Mr. Naresh Chandra,

Mr Markus Akermann,

Mr D K Mehrotra,

Mr R A Shah,

Dr Nirmalya Kumar,

Mr Shailesh Haribhakti,

Mr Anil Singhvi,

Mr A. K. Jain

52
AWARDS WON BY ACC

 National Award for outstanding performance in promoting

rural and agricultural development – by ASSOCHAM

 Indira Priyadarshini Vrikshamitra Award --- by The

Ministry of Environment and Forests for "extraordinary work"

carried out in the area of afforestation.

 FICCI Award --- for innovative measures for control of

pollution, waste management & conservation of mineral

resources in mines and plant.

 Subh Karan Sarawagi Environment Award - by The

Federation of Indian Mineral Industries for environment

protection measures.

 Drona Trophy - By Indian Bureau Of Mines for extra ordinary

efforts in protection of Environment and mineral conservation

in the large mechanized mines sector.

 Vishwakarma Rashtriya Puraskar trophy for outstanding

performance in safety and mine working.

 Good Corporate Citizen Award - by PHD Chamber of

Commerce and Industry.

53
Future of ACC Company

The future of the industry is linked to the economy and the key

driver is governmental spending in infra structure projects like roads,

bridges, ports, and airports. Nabmir points out that concrete roads are

maintenance free, eco friendly and last for years. A case in point is the

marine drive flyover in Mumbai, constructed 60 years ago the industry

also pressing for rural roads to be concretized. If all this happens, it will

trigger demand for cement in the next 10 years and give a big boost to

the industry which was been reeling under the impact of excessive

supplies, and uneconomic realization. The silver lining is that money

collected by the way of cess on petrol/diesel has to be spent on road

development. Given this situation, ACC has a clear road ahead.

MISSION:

Leadership:

Maintain our leadership of the Indian cement industry through the

continuous modernization and expansion of our manufacturing facilities

and activities, and through the establishment of a wide and efficient

marketing network.

54
Profitability:

Achieve a fair and reasonable return on capital by prompting

productivity thought the company.

Growth:

Ensure a steady growth of business by strengthening our position

in the cement sector and also by diversifying into other areas consistent

with the overall corporate objectives.

Quality:

Maintain the high quality of our products and services and ensure

their supply at fair prices.

Equity:

Promote and maintain fair industrial relations and an environment

for the effective involvement, welfare and development of staff at all

level.

Pioneering:

Promote research and development efforts in the areas of

product development and energy, and fuel conservation, and to

innovate and optimize productivity.

55
Responsibility:

Fulfill our obligations to society, specifically in the areas of

interacted rural development and in safeguarding the environment and

natural ecological balance.

VISION

It is a great place to work.

HR policies promote a healthy work culture.

Rewards employees well based on profitability and performance.

Cares for its employees’ welfare.

Encourages team excellence.

It is the most efficient cement producer.

Is the lowest cost producer and deliverer of cement .

Is the most profitable cement company in India.

56
It is a learning organization.

Is alert to changes in the business environment and responds effectively.

Implements world-class business practices to surpass global benchmarks.

Understands evolving customer needs and pioneers new

products/services.

Develops employees through need based learning.

It inspires trust and respect.

Is a trusted and ethical organization.

Delivers enduring value to investors and other stakeholders.

Is committed to environment protection and the well being of the

community.

It is a customer driven organization.

Employees are committed to delivering ultimate customer satisfaction.

Delivers superior and consistent quality products and services.

Is the most preferred brand in India.

57
 CHAPTER III

DESIGN OF THE SYUDY

58
 DESIGN OF THE SYUDY

3.1 Objective of the study

To study the organization structure.

To study and understand the interrelationship among different

departments.

Getting practical exposure of the functional area.

To find out the roles and responsibilities of each personnel in the

organization

To look out for organization problem (if any)

3.2 Scope of the study

The scope of the organizational study is wide. The study helps

to know about the work states of the organization. It also helps us to

enable about the duties, responsibilities, and functions of each

departments in achieving the organizational among different

departments in the organization hierarchy, structure and its policies.

3.3 Methodology:

Following are the methodology adopted to find out facts,

figures and features of unique punch Systems Pvt. Ltd.

1. Personal interaction with Administrative / HRD Dept.

59
 2. By studying the objectives and function of different

Departments.

3. Comparing the theoretical knowledge to practical

prevailing in the organization

Sources of data Collection:

Primary Data

Secondary Data

Primary Data

Primary Data consists of asking questions and direct meet is used

in research study. The methods adopted for primary data collection are.

Observation

Personal Interview

Secondary Data

60
 Study of the some related company’s books and magazines.

The Sources of Secondary data include

Annual reports of the company

Company Policies, Manuals.

Establishment report of the organization.

Company Brochure

Records and files

Website

3.4 Limitation of the Study:

Time Constraint

Busy work schedules of the employees, because of which sufficient

information could not be gathered.

Lack of Communication

61
 CHAPTER IV

FUNCTIONAL DEPARTMENTS

62
 FUNCTIONAL DEPARTMENTS

4.1 PRODUCTION DEPARTMENT

Production is the functional area responsible for turning inputs

into finished outputs through a series 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.

Five production sub-fuctions

In a manufacturing company the production function may be split into

five sub-functions:

1. The production and planning department will set standards and

targets for each section of the production process. The quantity and

quality of products coming off a production line will be closely

monitored. In businesses focusing on lean production, quality will be

monitored by all employees at every stage of production, rather than at

the end as is the case for businesses using a quality control approach.

63
2. The purchasing department will be responsible for providing the

materials, components and equipment required to keep the production

process running smoothly. A vital aspect of this role is ensuring stocks

arrive on time and to the right quality.

3. The stores department will be responsible for stocking all the

necessary tools, spares, raw materials and equipment required to

service the manufacturing process. Where sourcing is unreliable,

buffer stocks will need to be kept and the use of computerised stock

control systems helps keep stcoks at a minimal but necessary level for

production to continue unhindered.

4. The design and technical support department will be responsible for

researching new products or modifications to existing ones, estimating

costs for producing in different quantities and by using different

methods. It will also be 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 technical support

64
department may also be responsible for work study and suggestions as

to how working practices can be improved.

5. The works department will be 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.

TOTAL QUALITY MANAGEMENT

Total quality management (TQM) is a management philosophy that

seeks to integrate all organizational functions (marketing, finance,

design, engineering, and production, customer service, etc.) to focus

on meeting customer needs and organizational objectives. TQM

empowers the total organization, from the employee to the CEO, with

the responsibility of ensuring quality in their respective products and

services, and Management of their processes through the appropriate

process improvement channels. All types of organizations have

deployed TQM, from small businesses to government agencies like

NASA,[2] from schools to construction firms, from manufacturing

centers to call centers to hospitals. TQM is not specific to one type of

enterprise; it is a philosophy applied anywhere quality is required.

65
TQM aims to go beyond "Meeting customer requirements" and their

usual understanding of "Fit for purpose" with respect to products,

processes or services that are embraced by the organization. TQM

should operate throughout an entire organization. Prior to TQM,

quality testing is usually a norm towards controlling quality during the

final phases of a product, process or service. If faults are found, then

the supplies are held back; reworked or rejected. Additional costs were

usually inevitable, to produce the needed quantity and quality. TQM's

aim is to "Get it right the first time every time" and in interim abate

majority of such avoidable costs.

TQM seeks to identify the source of each defect and to prevent it from

entering the final product. Using a simple iterative process TQM

reinforces quality assurance to meet changes in products and services

by way of improved effectiveness of their operational processes.The

modus operandi involves identifying the "root causes" for the most

prevalent/costly defects and then implementing solutions to abate,

avoid or remove them.

66
TQM essentially is a people-dependent process. To derive the full

benefit of TQM, people in any organization should be synergized.

Thus organizations are expected to maintain a company-wide strategy

that devolves responsibility to every employee for the quality of their

work and the work of their team. TQM calls for bringing the core

concept of quality to early transformatory processes, as proposed by

W. Edwards Deming. Deming's chain reaction advocates starting with

quality of initial design and further systemically operating on Total

Quality principles to achieve excellence. When each input from raw

materials through resources and design produces exceedingly and

continually improved finished goods, TQM is said to be operational.

The production department is concerned with the planning and

organization of the production system .It is responsible with the

overall situation of the plant and the machinery. Production planning

and organization as well as overall capacity utilization.

JOB DESIGN

In organizational development (OD), work design is the application of

Socio-Technical Systems principles and techniques to the

humanization of work.

67
The aims of work design to improved job satisfaction, to improved

through-put, to improved quality and to reduced employee problems,

e.g., grievances, absenteeism.

LOGISTICS

Logistics is the management of the flow of goods, information and

other resources, including energy and people, between the point of

origin and the point of consumption in order to meet the requirements

of consumers (frequently, and originally, military organizations).

Logistics involves the integration of information, transportation,

inventory, warehousing, material-handling, and packaging, and

occasionally security. Logistics is a channel of the supply chain which

adds the value of time and place utility. Today the complexity of

production logistics can be modeled, analyzed, visualized and

optimized by plant simulation software.

ACC has been in operation for over six decades, and each year has

enabled it to garner rich experience that has given it strength to

improve efficiency in operations and management.

In the short span of the last six years ACC has modernized to world

standards approximately 50 percent of its manufacturing capacity,

68
retired about two million tons per year cement capacity consisting of

obsolete assets, increased cement capacity from seven to 16 million

tons per year, secured insurance from unreliable power supplies up to

80 percent of its requirements, and introduced new value-added

products like ready mixed concrete (RMC), bulk cement, and tunnel

form technology. The new assets created compare with the best in

their class in India and the rest of the world. Selective investments

were also made in refractories, advanced materials, etc. These

measures entailed a massive capital expenditure of over Rs. 20000

Million since 1991.

Raw materials

Raw materials are the major input into an organization and from

the bulk ,which gets converted into output .As any break in the supply

of raw materials will keep the production lives idle, their importance

can be easily visualized .The importance of raw material inventory is

to act as buffer between procurement and manufacturing .there are two

important factors ,which determine the size of the raw material

inventory .those depend on the production technology .One is the

69
consumption rate and the other is the critically or importance of the

item.

General in gradients use for manufacturing cement are as under:

I Limestone.

II Additives aluminous literate, hematite.

III Gypsum chemical salt plant and mineral.

Raw Materials: Purchased for Wadi Plant

I. Fuel - Coal

 Coal is purchased from nationalized coal mines from Singarenni

Collaieres, (A.P)

 Western Coal fields (Maharashtra)

70
II Gypsum
 Mineral Gypsum is purchased from Rajasthan state mines.

 Marine Gypsum is purchased from Tuticorin Roshan Trading

C., phospo Gypsum is by product of fertilizers plant, and is

purchased from Rastriya Fertilizer and Chemicals, Mumbai.

 Albright Murarji.

III Lime stone and Red Shale:

Company is having its own mines

IV Iron ore Fines (Hematite)

 This is purchased from various suppliers from Hospet, Bellary

and Amingad.

V Packing Materials:

HDPE bags are purchased from

-Ashirwad, Bangalore.

-Tusin NEC Bangalore.

-Balaji Polymers,pondycherry

-R.K Polysack, Gulbarga

71
Source of Power:

1. It has own power plant.

2. Purchased power from KPTCL

3. From Tata Electric Company

4. Diesel Generation (DG) Set Power.

72
 MANUFACTURING PROCESS OF ACC WADI PLANT

QUARRY

CRUSHING

RAW MILL
PRE HEATER
KILN

COOLER

CLINKER SILO

CEMENT MILL

PACKING HOUSE

DISPATCH
(I) QUARRY

The major raw material for cement production is limestone. The

limestone most suitable for cement production must have some

ingredients in specified quantities i.e., calcium carbonates, silica,

alumina, iron, etc.

Typically, cement plants locations are based upon the

availability of good quality limestone in the vicinity. The quarrying

operations are done by the cement producer using the open cast

73
mining process. Quarrying is done through drilling and subsequently,

using heavy earth moving equipment such as bulldozers, pay-loaders

and dumpers. The quarried raw material is then transported to the

cement plant, using mechanical conveying equipment such as

ropeways or belt conveyors, or by vehicles like wagons and trucks.

LIMESTONE MINING is the first phase of cement manufacturing

process. Ours is open cast, mechanized mining. After removing 2 to

3 Mtrs, of over burden clay, grades will be classified (I bench low

grade: 8 to 10 Mtrs, in depth. II and III bench high grade 10 to 12

Mtrs, in depth) then drilling and blasting will be done. The material

will be loaded by shovels and transported to Crusher by Dumpers.

This is the first Phase in the cement manufacturing process. In

this department there are around 112 employees are working these

includes 20 company grade officers and others are workers.

This department works 24 hrs of the day with the capacity of

20,000 tonnes per day. In this department there are two crushers are

installed one is for new plant and other one is for old plant with the

capacity of 1000 and 850 tonnes per hr respectively. The department

74
having the 7 dumpers almost all dumpers fitted with Air Conditioner.

It has capacity over 80 to 85 tonnes.

(II) LIMESTONE CRUSHING

The quarried limestone is normally in the form of big boulders,

ranging from a few inches to meters in size. These varying sizes of

limestone need to be crushed to a size of about 10 mm in order to be

prepared for finish-grinding.

There are mainly two types of crushers available for this

purpose- compression type or impact type crushers. There are many

types of compression type crushers such as jaw crusher, gyratory

crusher, cone crusher, roll crusher. The impact technology is used in

hammer crusher/impact crusher. Crushing is done either in two stages

or in a single stage. In the two stage crushing system, a compression

type crusher is used in the first stage for raw crushing, followed by

impact/hammer crusher in the second stage. In single stage crushing,

an impact type crusher is used. The selection of the crusher depends

mainly on the characteristics of the raw materials. This selection is

further guided by the particle-size distribution requirements of the

down-stream equipment such as raw mills and lastly by financial

considerations.

75
Limestone Stock Pile

The raw material is stored at either the quarry or at the plant.

Typically, circular or longitudinal stock piles are used to store the

material.

A number of layers are stacked in circular or longitudinal piles

and are reclaimed in transverse, cross-sectional slices.

The stock piles consist of separate layers/piles of different kinds

of raw material. This is used in segregating the raw material quality-

wise. The required quantity of the various raw materials is thus easily

extracted for use.

The extraction of different qualities of raw material is

monitored and controlled in order to maintain the desired composition

of raw meal, suitable for feeding into the kiln.

(III) RAW MILL

This is second and main department of the cement

manufacturing process. The department mixes the raw material such

as Hematite Bauxite specified by the laboratory and limestone will

mixes by the holder of the raw mill.

76
Additives Storage Hopper

In order to get the required composition of raw material, certain

additives such as iron ore, bauxite, laterite, quartzite and flourspar are

added in required quantities.

These additives are stored at the plant in separate hoppers and

are extracted using belt conveyors in conjunction with belt-weighing

equipment. This ensures that only the required quantities are extracted

and added to the raw material. There are 4 hoppers used in this

department;

I) One hopper is used for low grade lime stone

II) One hopper is used for high grade lime stone

III) One hopper is used for bauxite

IV) One hopper is used for hematite

There are total six raw mill is there in which five mills are

installed in old and other one is installed in new plant with the

capacity of 60, 70,70, 120 in old plant mill and new plant raw mill

capacity is more than 500.first, second and third raw mill controlled

by the in this department only and fourth and fifth are controlled by

kiln department.

77
 The raw material is finish-ground before being fed into the kiln

for clinkering. This grinding is done using either ball mills or vertical

roller mills (VRM). The raw material is simultaneously dried. .

Blending and Storage Silo

Normally there are various sources of limestone, each with

different qualities, which are added with various additives to get the

required composition of raw mix. As there are various sources of raw

materials, it becomes necessary to blend and homogenize these

different materials efficiently to counteract fluctuation in the chemical

composition of the raw meal.

The variations in the composition of kiln feed have very adverse

impacts on the efficiency of the kiln. It results in undesired coating

and ring formation inside the kiln. In order to blend and homogenize

the raw materials properly, continuous blending silos are used.

78
(IV) PRE-HEATER

The most important activity in cement manufacturing is

clinkering (or burning) of raw material. Clinkering takes place in the

kiln and the preheater system. Preheater systems offer heat transfer

from the hot kiln gases.

Gas Conditioning Tower and ESP

The conditioning tower is used to reduce the temperature and to

increase the moisture level of the dusty exhaust gas from the kiln,

before it is passed through the bag house and ESPs. It is called a

conditioning tower because it conditions the hot gas, thus making it

more suitable for the ESP and bag house to extract dust from it.

The Electrostatic Precipitators are used in cement plants

particularly for removal of dust from the exit gases of cement kilns

and from the exhaust air discharged by dryers, combined grinding and

drying plants, finishing mills and raw mills through water injection.

Through ESPs, the dust-laden gas is made to flow through a

chamber usually horizontally, during which it passes through one or

more high voltage electric fields formed by alternate discharge

electrodes and plate type collecting electrodes.

79
 By the action of electric field, the dust particles, which have

become electrically charged by negative gas ions which are formed at

the discharge electrodes and attach themselves to the particles, fly to

the collecting electrodes and are deposited there. The dust is dislodged

from these electrodes by rapping and thus falls into the receiving

hopper at the base of the precipitator casing.

(V) KILN

Kiln is the heart of any cement plant. It is basically a long

cylindrical-shaped pipe, and rotates in a horizontal position. Its

internal surface is lined by refractory bricks. Limestone and additives

are calcined in this. The output of the kiln is called clinker.

Kiln is department in which the raw material will burn. There

are total 4 kilns are installed the first kiln was installed in the year

1965 with the Capacity of 600 tonnes now its capacity is around 1250

tonnes per day, third Was established in the year 1983 with the

capacity of 3000 tonnes per day now its capacity is around 4800

tonnes per day.

The fourth kiln is installed in new plant in the year 2002 with

capacity of 7000 tonnes per day.

80
 In the kiln the raw materials are burn in the temperature of 1500

degree Celsius and raw material will be converted into clinker and

send this clinker to the cooler and cooled clinker will be stored in the

clinker silo.

In the kiln department there are around 150 employees are

working including the officers.

(VI) COOLER

The clinker coming out of the kiln is hot. It is cooled in a set-up

called a cooler. In the cooler, cold air is blown to effect heat exchange

between hot clinker and cold air.

(VII) CLINKER SILO

The clinker silo is a silo where clinker will be stored .The output

of the kiln is stored before it is fed to the cement mill for conversion to

cement. This storage is called clinker storage, if it is used for clinker

storage purpose. The capacity of silo is over 10000 tonnes.

(VIII) CEMENT MILL

Clinker, along with additives, is ground in a cement mill. The

output of a cement mill is the final product viz. Cement. In a cement

81
mill, there is a cylindrical shell lying horizontal which contains

metallic balls and as it rotates, the crushing action of the balls helps in

grinding the clinker to fine powder.

The bag house is used to remove dusty particles from discharge

of different equipment such as cement mill, coal mill and kiln. In a

bag house system discharge gas containing dusty particles is passed

through a series of bags made of strong fabrics.

There are five cement mills are installed in wadi cement plant

The capacity of these cement mills is 40 tonnes per hour for first three

cement mills, 110 tonnes per hour for fourth and fifth cement mills.

The main function of the cement mills is converting the raw

material into cement and transfer cement to packinghouse silos.

(IX) PACKING

Cement is extracted from the silo and filed in Packer Hoppers,

from where the material will flow to the Packer Machine through

bucket elevator and air slides.The cement will be packed in the cement

bags as per the specification of the company and dispatch these

cement bags according to the order of the cement in the market with

six packers in each plant. The department works 24 hrs in day with

82
the total of 310 employees including officers. (Per shift around 100

employees)

There are total 12 cement silo in that ten cement silos are

installed in old plant and other two silos are installed in new plant,

with the capacity of 2000 tones for first six cement silos and around

4000 tonnes for next four cement silos in the old plant and in the new

plant 4000 tonnes for other two cement silos

(X) DISPATCH

This is last process of the cement-manufacturing department.

The cement is packed with the help of a rotary packer Finally the 50

Kg. Cement bag is transported by belt conveyor and stacked inside the

Wagon/truck With the help of Wagon Loading and Truck Loading

Machines. finally dispatched to the market.The Acc wadi plant

dispatch the cement through Road transport as well Railway

83
Road Transportation

ACC has assigned to various transporters

 Raghoji transport, KCB transport, United transport

Railways

ACC has constructed it’s own siding which connects to the

railway junction. Bulk cement in transported through special wagons.

84
 CHAPTER 4.2

HUMAN RESOURCE
MANAGEMENT

85
 4.2 HUMAN RESOURCE MANAGEMENT

MEANING

Human resource management (HRM) is a management function

that helps manager recruit, select, train, and develop members for an

organization. Obviously, HRM is concerned with the people ’s

dimension in organizations.

Human resource management (HRM) is the strategic and coherent

approach to the management of an organization's most valued assets -

the people working there who individually and collectively contribute

to the achievement of the objectives of the business. The terms

"human resource management" and "human resources" (HR) have

largely replaced the term "personnel management" as a description of

the processes involved in managing people in organizations.[1] In

simple sense, HRM means employing people, developing their

resources, utilizing, maintaining and compensating their services in

tune with the job and organizational requirement.

RECRUITMENT

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Recruitment refers to the process of attracting, screening, and selecting

qualified people for a job at an organization or firm. For some

components of the recruitment process, mid- and large-size organizations

often retain professional recruiters or outsource some of the process to

recruitment agencies.

The recruitment industry has five main types of agencies: employment

agencies, recruitment websites and job search engines, "headhunters"

for executive and professional recruitment, niche agencies which

specialize in a particular area of staffing and in-house recruitment. The

stages in recruitment include sourcing candidates by advertising or

other methods, and screening and selecting potential candidates using

tests or interviews.

SELECTION
In the context of evolution, certain traits or alleles of a species may be

subject to selection. Under selection, individuals with advantageous or

"adaptive" traits tend to be more successful than their peers

reproductively—meaning they contribute more offspring to the

succeeding generation than others do. When these traits have a genetic

basis, selection can increase the prevalence of those traits, because

87
offspring will inherit those traits from their parents. When selection is

intense and persistent, adaptive traits become universal to the

population or species, which may then be said to have evolved.

TRAINING AND DEVELOPMENT

In the field of human resource management, training and development is

the field concerned with organizational activity aimed at bettering the

performance of individuals and groups in organizational settings. It has

been known by several names, including employee development, human

resource development, and learning and development.

Harrison observes that the name was endlessly debated by the Chartered

Institute of Personnel and Development during its review of professional

standards in 1999/2000. "Employee Development" was seen as too

evocative of the master-slave relationship between employer and

employee for those who refer to their employees as "partners" or

"associates" to be comfortable with. "Human Resource Development"

was rejected by academics, who objected to the idea that people were

"resources" — an idea that they felt to be demeaning to the individual.

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Eventually, the CIPD settled upon "Learning and Development",

although that was itself not free from problems, "learning" being an

overgeneral and ambiguous name. Moreover, the field is still widely

known by the other names.

Training and development encompasses three main activities: training,

education, and development. Garavan, Costine, and Heraty, of the Irish

Institute of Training and Development, note that these ideas are often

considered to be synonymous. However, to practitioners, they encompass

three separate, although interrelated, activities:

training

This activity is both focused upon, and evaluated against, the job that an

individual currently holds.

education

This activity focuses upon the jobs that an individual may potentially

hold in the future, and is evaluated against those jobs.

development

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This activity focuses upon the activities that the organization employing

the individual, or that the individual is part of, may partake in the future,

and is almost impossible to evaluate.

The "stakeholders" in training and development are categorized into

several classes. The sponsors of training and development are senior

managers. The clients of training and development are business planners.

Line managers are responsible for coaching, resources, and performance.

The participants are those who actually undergo the processes. The

facilitators are Human Resource Management staff. And the providers are

specialists in the field. Each of these groups has its own agenda and

motivations, which sometimes conflict with the agendas and motivations

of the others.

The conflicts are the best part of career consequences are those that

take place between employees and their bosses. The number one

reason people leave their jobs is conflict with their bosses. And yet, as

author, workplace relationship authority, and executive coach, Dr.

John Hoover points out, "Tempting as it is, nobody ever enhanced his

90
or her career by making the boss look stupid." Training an employee

to get along well with authority and with people who entertain diverse

points of view is one of the best guarantees of long-term success.

Talent, knowledge, and skill alone won't compensate for a sour

relationship with a superior, peer, or customer.

DEFINITION

Management is the planning, organising, directing, and

controlling of the procurement, development, compensation ,

integration ,maintenance and separation of human resource to the end

that individual ,organizational, and social objectives are accomplished.

Thus HRM refers to a set of programmes, functions and

activities designed and carried out in order to maximise both

employees as well as organizational effectiveness.

HRM functions are not confined to business establishments

only. They are applicable to non-business organization, too such as

education, healthcare, recreation, and the like.

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 The ACC Board comprises executive, non-executive, and

nominee directors. This group is responsible for determining the

objectives and broad policies of the Company - consistent with the

primary objective of enhancing long-term shareholder value. The

Board meets once a month.

Human Resources Management in the ACC Ltd., Wadi is under

the manager - (HR & ADMN) and the department consists of two Dy

managers i.e. employee welfare (HR&EW) and security, four Asst

managers handling HR & EW and three Sr. Officer. The HR manager

and his department are responsible for maintaining the statutory

requirement as required by the various legislation’s, recruitment,

appointment, training, transfers, domestic enquires disciplinary

actions, hospitals affairs etc. Human Resources Management

department is under the control of the manager – HR & ADMN. The

manager (HR& ADMN) reports to Sr. Vice president of the unit head.

The department also consists of two Dy managers i.e. employee

welfare (HR&EW) and security, four Asst managers handling HR &

EW and three Sr. Officer.

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 During the last decade, there has been a streamlining of the

senior management structure that is more responsive to the needs of

the Company's prime business. A Managing Committee - comprising,

in addition to the Managing Director and the two executive directors,

the presidents representing multifarious disciplines: finance,

production, marketing, research and consultancy, engineering and

human resources - meets once a week.

Objectives of Human Resource Management

I. Societal objectives

II. Organizational objectives

III. Functional objectives

IV. Personnel objectives

Manpower Planning

The number of permanent and temporary employees required to

carryout its activities are calculated by the HRM department. It

employs about 1100 people as permanent employees and about 500-

800 as contract labour. In addition there are people working as

Transporters, Drivers, Cooks etc.

Procedure:

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 A rolling manpower plan for officers is prepared which

projects the yearly manpower requirements on the basis of

requirements, expected rate of separation, company’s expansion plans,

redeployment of management staff and other such factors.

Recruitment

In ACC usually the internal and external sources of recruitment

are used for the recruitment of staff or workers.

Recruitment of workers for conducting the blue collar activities

are done from the local labour market & hired labour contractors on

bases of rate contract. Campus visits are also done to attract

prospective to higher-level jobs.

Interview and Selection

Interview and selection is conducted to the position of field Asst

managers, technical staff and other executives of the Company.

Training:

An enterprise like ACC is part of the national community with

responsibilities towards a wide range of institutions and individuals.

And the one closest to ACC is its concern to train manpower for the

94
cement industry as well as in specialized trades and subjects for

various industries.

Training will be provided for a person who has been selected in

interview .It will for an probation period of one or half year after

completion of probation period if the report of an employee found

favorable. Then the employee is appointed as a permanent.

Welfare Facilities in ACC

ACC Ltd., Wadi has instituted various welfare facilities for the

benefit of its workers and staff. The welfare facilities of are as

follows.

95
Welfare officer

The welfare officer has the duty to look after the matter

connected with the welfare of all the employees, who are employed in

the Wadi Cement Works ACC Ltd., Wadi. The welfare office looks

into the matter regarding

 Provision of accommodation facilities to the permanent

employees and staff of the Company.

 Provision of Company vehicles for the office staff for going for

their weekly domestic purchase.

 Canteen facility to the staff members.

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 CHAPTER 4.3

MARKETING DEPARTMENT

97
 MARKETING DEPARTMENT

ACC's range of cements and blended cements are marketed

through a network of 11 regional marketing offices, 16 area offices,

and 160 warehouses. This is backed by a countrywide network of over

9,000 dealer who, in turn, are assisted by their sub-dealers. Such an

all-pervasive marketing network has enabled ACC to consolidate itself

with a national presence. And the customer is assured of being able to

get quality ACC products when and where he wants them.

Complementing this is a unique customer services cell

comprising qualified civil engineers, who assist and advise customers

with prior and post sales service. This service begins with selection of

type and grade of cement (where applicable) to troubleshooting and

on-site assistance

Keeping pace with changing times, and an ever-growing need

for specialized services, ACC has begun offering its marketing

expertise and distribution facilities to other producers in cement and

related areas. However, a precondition of all such agreements is

quality control supervision to be carried out by an ACC expert located

at the franchisee's plant. ACC has franchising agreements for cement

marketing with Alcon Cement Company, Goa.ACC also exports

98
cement to SAARC nations, especially Nepal and Bangladesh on a

regular basis. Besides Ordinary Portland Cement, these exports

include custom-tailored cements.

Cement quality requirement

The main physical characteristics by which the quality of

cement is generally assessed are:

 Comprehensive strength.

 Fineness.

 Soundness.

 Setting time.

 Pricing Polices:

ACC follows 2 types of pricing polices

• Cost oriented

• Demand oriented

Sales Promotions:

99
 ACC adopts various types of sales promotion tools like

Discounts, Gifts, some other incentives and some times company send

their dealers and distributors on tour.

100
Advertising:

ACC gives contract of advertisement to private agency. this

agency looks after all the functions regarding advertising. ACC uses

different modes of media vehicle to reach to the people such as .

 Television

 Newspaper

 Magazines

 Posters & Wall paints

 FM radio.

Marketing Research:

ACC conducts marketing research at regular intervals. It does

not any specialized department for marketing research but it hires

professionals and project trainees.

101
Regional Marketing Offices Of ACC

Bangalore

Bhopal

Chandigarh

Coimbatore

Kanpur

Kolkata

Mumbai

New Delhi

Patna

Pune

Secunderabad

102
 CHAPTER 4.4

FINANCE DEPARTMENT

103
LONG TERM BUDGET

The process used to take instruments from basic concepts

to completed systems can be broadly decomposed into 4

components, as shown in Figure 1. This multi-year process

begins

with Community based strategic planning to define future

science

directions for the Observatory and roughly the resources

needed

to reach these goals

CASH BUDGET:-

AN ESTIMATION OF THE CASH INFLOWS AND

OUTFLOWS FOR A BUSINESS OR INDIVIDUAL FOR A SPECIFIC PERIOD

OF TIME. CASH BUDGETS ARE OFTEN USED TO ASSESS WHETHER

THE ENTITY HAS SUFFICIENT CASH TO FULFILL REGULAR

OPERATIONS AND/OR WHETHER TOO MUCH CASH IS BEING LEFT IN

UNPRODUCTIVE CAPACITIES.

104
OPERATING BUDGET

DETAILED PROJECTION OF ALL ESTIMATED INCOME AND EXPENSES BASED ON

FORECASTED SALES REVENUE DURING A GIVEN PERIOD (USUALLY ONE YEAR). IT

GENERALLY CONSISTS OF SEVERAL SUB-BUDGETS, MOST IMPORTANT ONE BEING

THE SALES BUDGET WHICH IS PREPARED FIRST. SINCE AN OPERATING BUDGET IS

A SHORT TERM BUDGET, CAPITAL OUTLAYS ARE EXCLUDED BECAUSE THEY ARE

LONG-TERM COSTS.

FUNCTIONAL BUDGET

A BUDGET OF INCOME AND/OR EXPENDITURE APPLICABLE TO A

PARTICULAR FUNCTION. A FUNCTION MAY REFER TO A

DEPARTMENT OR A PROCESS. FUNCTIONAL BUDGETS FREQUENTLY

INCLUDE THE FOLLOWING: PRODUCTION COST BUDGET (BASED ON

A FORECAST OF PRODUCTION AND PLANT UTILIZATION);

MARKETING COST BUDGET; SALES BUDGET; PERSONNEL BUDGET;

PURCHASING BUDGET; AND RESEARCH AND DEVELOPMENT

BUDGET.

PRODUCTION BUDGET

SCHEDULE FOR EXPECTED UNITS TO BE PRODUCED. IT SETS FORTH

THE UNITS EXPECTED TO BE MANUFACTURED TO SATISFY

BUDGETED SALES AND INVENTORY REQUIREMENTS. EXPECTED

PRODUCTION VOLUME IS DETERMINED BY ADDING DESIRED

105
ENDING INVENTORY TO PLANNED SALES AND THEN SUBTRACTING

BEGINNING INVENTORY.

EXPENSE BUDGET

LIMIT TO THE AMOUNT ANTICIPATED AS AN EXPENSE TO BE

INCURRED IN A FUTURE PERIOD

INVENTORY BUDGET

AFTER PREPARING SALES BUDGET, PRODUCTION BUDGET, DIRECT MATERIALS

BUDGET, DIRECT LABOR BUDGET, AND MANUFACTURING OVERHEAD BUDGET

THE MANAGEMENT HAS ALL THE DATA NEEDED TO CALCULATE UNIT PRODUCT

COST. THIS CALCULATION IS NEEDED FOR TWO REASONS: FIRST, TO DETERMINE

COST OF GOODS SOLD ON THE BUDGETED INCOME STATEMENT; AND SECOND, TO

KNOW WHAT AMOUNT TO PUT ON THE BALANCE SHEET INVENTORY ACCOUNT

FOR UNSOLD UNITS. THE CARRYING COST OF UNSOLD UNITS IS CALCULATED ON

THE ENDING INVENTORY FINISHED GOODS BUDGET.

CASH BUDGET

A FORECAST OF ESTIMATED CASH RECEIPTS AND DISBURSEMENTS

FOR A SPECIFIED PERIOD OF TIME

106
FINANCE DEPARTMENT

Finance Manager

Deputy manager Deputy manager

Assist manager Assist manager Assist manager

Officers Officers Officers Officers

12 clerks

Financial management is the one of the four important areas of

the management. The major objective of any business firm is to make

profit for its proprietor. To reach the objective the firm purchases the

various factors of production and then produces the output to sale ,all

these process requires funds. Finance is said to be circulatory system

of the economic body of the firm.

Financial management is the administrative function which

relates to management of cash & credit. The central feature of the

financial management is the formulation of the firms strategy in

determining the most effective use of funds and selecting the most

107
favorable sources of additional funds that the firm would require in

future.

2nd Quarter (April-June 2007) Standalone Results

Quarter
Quarter
April-June Growth
April-June
2009 (%)
2008
Sales Volume Million
5.34 4.63 15.3
Tonnes
Sales Turnover
Rs. Crore 1867.95 1468.80 27.2
Profit Before Exceptional
items and Tax Rs. Crore 511.63 408.21 25.3

Exceptional Items ( Net

Rs. Crore 115.94
of Tax
Net Profit (Excluding
Rs. Crore 351.24 297.30 18.1
exceptional items)

Sales turnover of the company is up by 27.2% at Rs.1867.95

crore during the quarter as compared to Rs.1468.80 crore during

corresponding period of the previous year.

108
Profit before interest, depreciation, exceptional items and tax, is up by

19.0% at Rs. 572.70 crore during the quarter as compared to

Rs.481.17 crore for the corresponding period of the previous year, on

account of improvements through higher volume of and improved

product mix management by sales of blended cement, improvements in

realization, offset by substantial increase in cost of inputs.

109
 CONSOLIDATED RESULTS

YEAR (NINE
YEAR YEAR
MONTHS)
ENDED ENDED
ENDED
Sl. JAN-DEC 31,
Particulars Dec 31, 2008 DEC 31, 2007
No. 2007
AUDITED UNAUDITED AUDITED
Rs.Crore Rs.Crore Rs.Crore
SALES / INCOME FROM
1 6504.46 5234.40 3878.47
OPERATIONS
LESS: EXCISE DUTY
653.22 670.83 497.72
RECOVERED
NET SALES / INCOME FROM
5851.24 4563.57 3380.75
OPERATIONS

2 OTHER INCOME
i) Dividend 20.50 5.01 4.95
ii) Gain/(Loss) on foreign exchange
1.92 (7.79) (7.08)
(Net)
iii) Other items 86.21 91.25 61.24
iv) Other non-recurring items 13.62 18.32 16.82

3 Share of earnings of Associates 0.90 1.67 1.20

TOTAL (1+2+3) 5974.39 4672.03 3457.88
4 TOTAL EXPENDITURE
a)( Increase) /Decrease in stock in
32.33 (39.06) (53.71)
trade
b) Consumption of Raw materials 684.94 763.46 564.18
c) Staff cost 322.54 265.73 199.15
d) Power & Fuel 979.13 874.41 678.87
e) Outward Freight charges on
838.79 670.56 532.72
Cement etc.
f) Excise Duties (Net) 86.56 61.12 45.43
g) Purchase of Cement & Other
53.42 69.16 47.90
Products
h) Other Expenditure 1198.15 1111.63 775.28
Total Expenditure 4195.86 3777.01 2789.82
5 PROFIT BEFORE INTEREST,
DEPRECIATION, MINORITY 1778.53 895.02 668.06
INTEREST, EXCEPTIONAL

110
 ITEMS AND TAX (1+2+3-4 )
6 INTEREST (NET) 54.37 87.43 65.97

7 DEPRECIATION 260.95 229.53 171.71

8 MINORITY INTEREST 0.83 6.11 4.13

PROFIT/(LOSS) AFTER
MINORITY INTEREST &
9 1462.38 571.95 426.25
BEFORE TAX & EXCEPTIONAL
ITEMS (5-6-7-8)

10 EXCEPTIONAL ITEMS
a) Profit on sale of land and
162.31 194.85 182.81
undertakings
b) Write back of / ( Provision) for
0.50 1.44 1.44
contingencies
c) Employee Benefits- Prior Period - (13.15) (13.15)
d) Profit from Divestment of of
8.27 69.00 69.00
erstwhile Subsidiary

PROFIT/(LOSS) AFTER
11 EXCEPTIONAL ITEMS & BEFORE 1633.46 824.09 666.35
TAX ( 9+10)

PROVISION FOR TAX

12 ( INCLUDING FRINGE BENEFIT 393.86 128.12 152.62
TAX)

PROFIT/(LOSS) AFTER
13 PROVISION FOR TAXATION & 1239.60 695.97 513.73
EXCEPTIONAL ITEMS (11-12)

Paid- up Equity share capital

14 187.48 184.72 184.72
( Face value per share Rs.10 )
Reserves excluding Revaluation
15 2977.01 1966.19
Reserves

16 Basic Earnings per Share Rs. 66.43 38.54 28.34

Diluted Earnings per Share Rs. 65.93 37.25 27.48

17 Aggregate of Non-Promoter

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 Shareholding
Number of Shares 121,440,580 122,546,336 122,546,336
Percentage of shareholding 64.85% 66.42% 66.42%

Audited consolidated and standalone financial results for the

year ended December 31, 2008.

Consolidated profit before exceptional items & tax for 2007 up

by 156 % at rs.1462.38 crore ( standalone -rs. 1448.42 crore up by 177

%).

Consolidated profit after tax for 2007 up by 78 % at rs.1239.60

crore ( standalone -rs. 1231.84 crore up by 74 %).

Consolidated sales volume for 2007 18.86 mt up by 7.8%

Consolidated sales value for 2007 up by 28% (standalone up by

34%) dividend 150 %.

112
SWOT ANALYSIS

113
 SWOT ANALYSIS

5.1 STRENGTHS

The main strength of ACC is

 Having largest network in India.

 It has its own power plant in Wadi plant.

 Having 11 marketing offices in India.

 It is having over 9000 dealers throughout the country.

 Production of ACC cement has been increasing yearly. After

merging with Holcim group of Switzerland in 2005

 It has15 Cement Production Factories through out the country

 It has 21 Area Offices&160 Warehouses throughout the

country.

 It gets fly ash at free of cost from Raichur power plant

 Trade mark of ACC

 Certification by ISO-9001

 Own railway wagons to transport. ACC has constructed it’s

own siding which connects to the railway junction.

114
 Finally the good understanding between Management and

Employees.

5.2 WEEKNESS:

 The operating expenses of the company are comparatively high

which may affects in its profit earning capacity.

 The technology used in the old wadi plant is not latest one

compared to new wadi plant

 The old wadi plant is not modernization compared to new wadi

plant

5.3 OPPORTUNITIES

 The ACC Company has the opportunity to become the

market leader in cement industry

 It is also have opportunity to expand its market share by

introducing new products with reasonable price.

115
 It has opportunity to increase its production by adopting latest

technology.

5.4 THREATS

 Competition with other cement industry

 Changes in technology level may affects the company

 Fluctuation in Government polices may affects the

company

116
 CHAPTER V

WORK EXPIRIENCE

117
The three months of the industry internship in the associated cement

companies limited has given exposure on the fields of the finance,

marketing, human resource and production.

The finance department has improved the knowledge and skills of

about how the finance is been given to different departments and how

the tenders are been floated and also selecting the beneficial vendors

through vendor rating.

The human resource department has given exposure on the concept of

performance appraisal and how the leaves application of the

employees are been accepted. The HR department gives a deep

knowledge regarding employee promotion and motivation.

The production department has given exposure to the logistics

function and how the wastage is reduces by effective n efficient work

procedure. The company provides a wide range of cement for a

variety of applications to capture a large share of market.

Company also produces Custom-tailored cements for specific

requirements to capture niche market.

ACC has done lot of work in the field of R&D for customer

satisfaction. This company is the First in India with a comprehensive,

118
sophisticated, in-house R&D backup. The Company is promoting the

workers according to their ability.

ACC provides customer service departments they are as follows,

CUSTOMER SERVICES

ACC is essentially a people’s brand of cement with more than 80 per

cent of sales made through an extensive dealer network that covers

every state in India. Its customer base represents the masses of India –

individual homebuilders in small towns, rural and semi-urban India.

Going beyond the supply of cement, ACC offers ACC Help services

to share knowledge about the process of home building and correct

procedures of product usage.

ACC reaches out to its customers, home builders and engineers in the

following ways:

119
 • ACC Help Centre’s: For personal guidance on the right

construction practices.

• ACC Help Literature: Easy-to-understand construction guides.

• ACC Help Vans : Mobile help services. Our engineers in vans

assist you at customer site

• www.acchelp.in : an interactive website for all customer’s

construction related questions.

• Indian Concrete Journal : the country’s oldest civil engineering

journal

The company also conducts meetings after every three months for

Engineers, Customers and workers to give suggestion regarding the

product usage. The company is having 360 degree approach towards

customer satisfaction and it consider its employee as the first customer

and believes that if their employees are satisfied then they can give

better services to their customers which will lead to customer

satisfaction because the ultimate goal of the company to gain goodwill

and to hold the customers in the market with a cut throat competition.

120
121
CHAPTER VI

CONCLUSION

122
CONCLUSION

ACC is first Cement Company to get Super brand name. Now it

has merged with Holcim cements of Switzerland, which is world

leader in cements, ACC is going for major expansions and

modernization of cement plants across the country. The company has

increase its production to 1.46 millions tonnes in July 2008 compared

to1.29 millions tonnes in July 2007. And it is expected to increase in

the coming years. This technology will help in increasing the

production and reduction in cost of operating. The company has the

opportunity to become market leader in cement industry throughout

globally. As ACC was the leader, is the leader and it will be the leader

in India.

The company concentrates in the field of customer relation. Moreover

it also does R&D for the effective and efficient use of resources to

avoid wastage and to sustain its growth in the market.

123
BIBLIOGRAPHY

124
 BIBLIOGRAPHY

1. Annual Reports of ACC

2. www.acccement.com

3. www.google.com

4. Marketing Management, Kotler Philip published by Pearson

Education,Inc.,12th Edition:2006

5. Human Resource Management, Subha Rao.p, Published by

Himalaya Pub.House,First Edition:2008

6. Business Research Methods – Donald R Cooper and

125