G.S.

Mandal’s
Maharashtra Institute of Technology
Department of Master Business Administration
Aurangabad.

A Project
On
“IN – PLANT TRAINING IN SATYAM POLYMATS PVT. LTD.”
By

VAISHNAVI SHIVAJI KULKARNI

MBA III Semester

Roll No: MBA-20-H-04

Guided By

Prof. MADHURI PATOLE

Assistant Professor, Department of Master of Business Administration
Maharashtra Institute of Technology, Aurangabad.

Project Report submitted to the

Dr. Babasaheb Ambedkar Marathwada University, Aurangabad
In partial fulfillment of the requirement of MBA III Semester degree examinations
2020-21

1
 DECLARATION 

 I the undersigned Vaishnavi Shivaji Kulkarni hereby declare that all the information present in
this report is based on my personal observation and any flaw thereby would be attributed solely
to me. I also promise that the information collected from the sources would only be used for the
completion of my MBA III Semester In-Plant Training. 

I hereby declare that this report is submitted by me in the partial fulfillment of Master of
Business Administration III semester degree examination and is the genuine work from me.

It has not been submitted prior to any other institute either fully or partially.

 
 

                               

(Vaishnavi Shivaji Kulkarni )

2
 G.S. Mandal’s
Maharashtra Institute of Technology
Department of Master Business Administration

Aurangabad.

CERTIFICATE

This is certifying that Vaishnavi Shivaji Kulkarni student of MBA III Semester has completed
his Project on “In-Plant Training In Satyam Polymats Pvt Ltd” as per the requirement of Dr.
BABASAHEB AMBEDKAR MARATHWADA UNIVERSITY, AURANGABAD in the partial
fulfillment of the Master of Business Administration (M.B.A) III semester degree examination of
2020-21.

Date:    30/03/ 2021

Project Guide, Principal

Prof. Madhuri Patole Dr. Santosh P. Bhosle

 

3
 ACKNOWLEDGEMENT 

It gives me an immense pleasure to acknowledge all who directly or indirectly helped me during
the Project. My special thanks to Dr. Santosh Bhosle Principal, Maharashtra Institute of
Technology, Aurangabad and Prof. Madhuri Patole who directed and guided me throughout in
this process of report making.

 My special thanks go to all colleagues, who guided and co-operated me to accomplish my in
Project effectively.
 

                                       
 

Vaishnavi Shivaji Kulkarni

                                       MBA III Semester

Roll No. MBA-20-H-04

4
 INDEX

Chapter No. Chapter Name Page no.

1 INTODUCTION 6
Executive Summary
Introduction of the concept

2 OBJECTIVE OF THE STUDY 8

3 ORGANIZATIONS PROFILE 9
3.1Company Profile
3.2Board of directors
3.3Background of the company
3.4Nature of business carried
3.5 Vision, Mission ,Quality policy, values
3.6 Product profile
3.7Area of Opeartion
3.8 Competitors Information
3.9 Infrastructural Facilities
3.10Achievement/Award
3.11CSR Activity

4 DEPARTMENTAL STUDY 23
4.1 HR Department
4.2 Prodction Department
4.3 Marketing Department
4.4 Finance Department
4.5 Technical Department

5 SWOT ANALYSIS 55
6 LEARNING EXPERIENCE 56
7 FINDINGS 57
8 SUGGESTIONS 58
9 BIBLIOGRAPHY 59

5
 EXECUTIVE SUMMARY
This report summarizes my internship program from Nov- 2020 to Dec* 2020. I had
magnificently concluded in plant placement in Human Resource outlet, Satyam Polymats
pvt.ltd. as a requirement of Master of Business Administration honors degree program,
Department of Management. Most widely I engaged with practical oriented and corporate
world atmosphere that during this time I earned different sides of experiences with assist of
outlet manager. I unable to conclude all my experiences as text, which I gained from
internship. Though I hope the internship skills are vital for my career path. Principally I
attached Human Resource and Learning & Development and Production department of SPPL
that I ensured with Attendance Maintenance, Salary and wages calculation of staff and
worker’s, Recruitment, Training Programs, and the Production Process, meet professionals.
The first day of my internship, I have oriented by Human Resource Head about my role and
requirements of placement. Moreover I had great opportunity to work with SPPL
Organization peoples; it was comfort me to develop the communication, punctuality,
commitment talents and team work abilities.
The report starts with the organization profile of “Satyam Polymats Pvt.Ltd.” giving its
background, mission, vision, its products and services, the hierarchy of the organization and
all the departments in an organization. The next session includes the actual project contents
i.e. what all I have learned during my internship. During my internship I got the practical
knowledge of Human Resource management, Learning & Development, and Production. I
have also learned how to compete our organizations of same category.
The experience of the internship was useful I got to know how the people work in a
corporate life. I have also learned the concept of team work. How the HR person, Training
person production person etc. interact with each other and worked as a Team to achieve Goal.
The distribution of salaries, stiffen, rewards etc. The working of each department has been
experienced. The process of HR person while selecting, recruiting, promoting etc.

6
 1. INTRODUCTION

The title of my project is “IN – PLANT TRAINING IN Satyam Polymats Pvt.Ltd.”.

I tried to integrate my theoretical knowledge of Human Resource Management combine it
with practical examples as observed during my internship. I attempted to cover all concepts of
Human Resource Management, and Production, the concept of Recruitment, Selection,
Product Life Cycle, Product Process etc. The strategy of development is also been seen in
Satyam Polymats Pvt.Ltd. organizes the seminars and training programs for the workers and
staff for their development. At the end of report I have done a SWOT Analysis on the Human
Resource Practice some recommendations based on my knowledge followed by the
conclusion which I gathered during my internship.

Following are the reasons why summer internship is important for the MBA students:
1. Best Chance for students to get middle management industry exposure: Despite
the fact that MBA Summer Internships start after the first year, they provide the first
platform to any B School student to experience the middle management experience in
real industry scenario. MBA Summer Internships prepare the students with core
knowledge and enable them to be better prepared for the specialized electives
awaiting for them in the second year of MBA. This exposure becomes even more
important for freshers, who have never worked in the industry earlier. MBA Summer
Internships provide the hands on experience to all the students. This helps them in
getting better informed about their interests and the field they would want to work in.
This finally enables the students to make a better career choice when the time of Final
Placements comes.

2. Indicator of Final Placements: Since there is just a few months gap between
Summer Placements of the junior batch and Final Placements of the senior batch, they
act as a good indicator of Industry mood and its acceptance in the current year for the
respective B School. The number of Pre Placement Offers (popularly known as PPOs
in B School arena), are also the strong indicator of the trends to be expected in Final
Placements. Also, if the institute is able to secure a decent number of PPOs for a
batch, the process of final placements becomes easier, because you have so many
fewer students to place that year.
Summer placements also indicate to B-Schools which sectors are likely to
generate more jobs in the immediate future.

3. Feedback from Industry: MBA Summer Internships also provide an opportunity for
the B School Placements Team to get feedback from industry about their expectations
in the current fiscal year, how are they perceiving the students from respective B
School, what are their expectations, what kind of profiles will they prefer among the
students, and more.
This feedback enables Placement Teams to ensure that students are well prepared
and in sync with the industry expectations.
 2. OBJECTIVE OF THE STUDY
To understand the practical application of Human Resource Management, Marketing
Management and Production Activities.
To know how each department is inter- related to each other.
To know the Roles & Responsibilities of HR Manager.
To study the policies activities of Human Resource Management.
 3.ORGANIZATIONS PROFILE

3.1 COMPANY PROFILE

Satyam Polymats Pvt.Ltd is India’s largest Polypropylene mats producer,
Headquartered in Aurangabad. SPPL was incorporated in 1985 as an Indo – American
venture with Polypropylene mats the production of mats in India. Its manufacturing facility
in India and Thailand produce mats. The company set up an Plastics and design centre at its
manufacturing unit in Aurangabad in 2001.Today the facility has Testing, Validation and
Benchmarking capabilities.
Founded in 1985, SPPL was the first company to manufacture Polypropylene mats in
India. For over 35 years SPPL has Polypropylene mats, and today over 90% of mats export in
Canada and America. Since its inception, SPPL has grown beyond its signature product to
offer a wide range of high-precision friction solutions not only in the Plastic sector, but across
all mobility applications. SPPL is the global benchmark for quality and innovative design in
high-precision friction solutions. Satyam polymats is a recognized leader in polypropylene,
conventional mats and has developed a new generation of lightweight drawn cup mats
Satyam Polymats is a leading manufacturer of polypropylene mats for the industrial
market. Manufactured at our world-class facility in Waluj, Aurangabad, we work with OEMs
and end-users to increase uptime while keeping the costs down. With a pan- India sales force,
a wide distribution network and Industry engineering support, SPPL is giving our customers
the advantages in an increasingly competitive market scenario.
 3.1 SATYAM POLYMATS PRIVATE LIMITED PROFILE

 Year of Foundation – 2001

 Registrar of Companies – RoC-Mumbai
 Registration Number – 132204
 Line of Business – Manufactured of semi – finished products of plastics
 Parent Line of Business – Manufacture of plastic products
 Principal Business Activity – Manufacturing ( Metals, Chemicals and products there of)
 Company Category – Company limited by shares
 Company Sub Category – Indian Non-Government Company
 Class of Company – Private
 Office Address–V11 MIDC AREA WALUJ AJABNAGAR AURANGABAD MAHARASHTRA
INDIA 431001
 Authorized capital ( in Rs.) – 12500000
 Paid up Capital ( in Rs. ) – 12500000
 Date of Incorporation – 06/01/2001
 Company Status ( for eFiling) – Active
3.2 Board of Directors

S.M.Chandak Nakul S.Chandak

Chairman Managing Director

Shailesh Kulkarni

Project Manager
3.3 Background of Satyam Polymats Pvt.Ltd:

Satyam Polymats pvt.ltd is a leading manufacturer of Polypropylene mats for the industrial
market. Manufactured at our world-class facility in Waluj, Aurangabad, we work with OEMs
and end-users to increase uptime while keeping the costs down. With a pan-India sales force,
a wide distribution network and Industry Plastic support, SPPL is giving our customers the
advantages in an increasingly competitive market scenario.

HISTORY:

Following information shows the growth of the Satyam Polymats in the different years.

1985 – Satyam Polymats Incorporated as Polypropylene mats Company joint venture

Canada and America

2013 - SPPL listed on the Bombay Stock Exchange and National Stock Exchange.
2014 - SPPL receives recognition of its in-house R&D unit from The Indian
Government’s Department of Scientific & Industrial Research.
2015: SPPL receives ISO Certification.

3.4 Nature of the business carried

Satyam Polymats is engaged in the manufacture of Polypropylene mats. The Company is

engaged in the design and production of customized mats. The Company operates through
the mats segment. Its geographical segments are Within India and Outside India. The
Company's principal products/services are Polypropylene mats, and Plastic components. It
offers a range of friction solutions for various mobility applications, and produces mats. It
also Polypropylene mats, various types of thrust mats. The Company's product range includes
drawn mats.
 3.5 Vision, Mission, Values and Quality Policy:

3.5.1 VISION
“We Aim for the Top"
Our Vision is to be leading Company and preferred supplier for providing all polypropylene
mats to customers across the world.
3.5.2 MISSION
"Innovation in the Field of Plastic"
 To create a culture that fosters innovation and rewards out-of the-box thinking
which leads to quantum improvements.
 To supply products of high quality at optimal cost, leading us to be the
preferred business partner.
 To cultivate team spirit and a sense of ownership, empowering each
individual to measurably impact the quality of our organizational results.
 To recognize individuals who respect and communicate our values and are
consistently ethical.
 To meet International Quality Management System requirements striving to
continually improve effectiveness with a focus on product quality, delivery, cost
optimization and speed of new product and process development.

3.5.2 VALUES
"Quality Comes First"

Client Value Creation

Best People
Reliable
Consistent
Sustainability

3.5.3 QUALITY POLICY

To fulfill the mission, the policy is to maintain a practical but comprehensive Quality
System based on its stated commitment to customer satisfaction and continual
improvement.
The policy embraces the following key principles:

 The satisfaction of customers, both external and internal, shall be the primary focus
of the quality management activities.
 Systems and controls shall be prevention based to ensure defect free product.
 Stakeholders are integral to the quality process; the organization shall work closely
with them to meet the stated goal.
  All employees shall be encouraged and empowered to participate in quality
improvement activities through teamwork.
 Management is committed to implement the Quality Policy through active
participation and lead by example.

3.6 PRODUCT PROFILE

SPPL manufactures different mats solutions for different applications. Our mats help you
reduce your overall equipment cost, increase uptime and maximize profile

Mixes playful colors and motifs to beautiful, take-notice effect. Constructed of durable
material that prevents shedding and offers resistance to stains, this runner is perfect for a busy
household.
1. Polypropylene mats

SPPL offers its standard assortment of Polypropylene mats in a colors in the 3*6 4*6 6*9
6*12 and all types of mats. Due to their all design, these mats.
Range
SPPL offers its mats all type of sizes available as above like 3*6*9,9*12. We can
customize mats in mats, application requirements.
3.7 AREA OF OPERATION

Global supplies including but not limited to India, Germany, France, Italy, USA,
Mexico, Brazil, Thailand, Bangladesh, Sri Lanka.
 SPPL has been establishing a wide network for their customers. With presence in the
European countries of Ukraine, Italy, Germany, Spain, Austria, Saudi Arabia and UK
along with Asian presence in Taiwan and India
Mat Weaving Machine

➢ Machine requires only 0.75 hp electricity.

➢ Selection of color pipes depends on design cards.
➢ Automatic thickness adjusting mechanism.
➢ Upper guide pipe is fitted with bearing, giving free movement for yarn
feeding.

➢ Specifications :
➢ Produces 80 mats of 4×6 in average in 24 hours.
➢ 2 extruders can feed to 3 weaving machines
 3.8 COMPETITORS INFORMATION

There are lots of mats companies available in the market but some of them are the
competitors of the Satyam polymats Pvt ltd they are as follows:
1. Shahil mats:

Mats has been a leading global technology provider since 1980. Our fundamental
strength is the ability to continuously develop new technologies – then use them to
create products that offer competitive advantages to our customers. We achieve this
by combining hands-on experience in over 20 industries with our knowledge across
the Polypropylene mats platforms: mats and units, seals, mechatronics, services and
lubrication systems. Our success is based on this knowledge, our people, and our
commitment to mats Care principles.

2. Sapna Mats:

Sapna mats ltd functions as Solution Development Partners to leading global mats
brands due to its system wide experience & exposure. Our design, development &
validation capabilities coupled with our comprehensive manufacturing lines & our
varied product portfolio makes us a single-source / ship-to-use vendor to various
global Original Equipment Manufacturers (OEM's) & we enjoy major share with
them. The engineering capabilities at MBL enjoy strong brand equity among leading
OEM's & industrial brands across the world. Exporting 35 % of its production
capacity & with exports growth at more than 25 % per annum. We are globally
positioned with business activities spanning 24 countries around the globe.

3. Chandra Mats:

Chandra mats Pvt ltd. was incorporated in 1990 as the first Public Limited
Company of the started manufacturing Polypropylene mats in 1994 and so far we
have developed a variety of mats to cater different market segments.
Chandra mats. we draw inspiration from the immense power and energy of the SUN.
It is our symbol for all the values that we hold - Reliability, Strength, Quality and
Energy. And just like the sun provides light and warmth to the universe, we too strive
to reach our customers, no matter where they are in the world and ensure that they
receive highest quality product and services with punctual deliveries and for earning
the warmth of business relationship based on high business morals and ethics.
 3.9 Infrastructure Facilities
SPPL has a state-of-the-art manufacturing facility located in the heart of India's upcoming
manufacturing hub, Aurangabad. Each function is equipped with the latest equipment to
achieve the best quality possible. Every mats is manufactured carefully and is put through a
series of rigorous tests before being released into the market.

3.10 ACHIEVEMENT AWARD

1. Best Structural Award from Aurangabad Association of Civil Engineers 2014.
2. SPPL R&D Center recognized by the Ministry of Science & Technology
Government of India.
 3.11 CSR ACTIVITY
SPPL has always believed in and worked towards “inclusive growth’- improving the
quality of life of the people we touch and in the communities where we operate. It is our
continuing commitment to contribute to economic development of the society at large and
build capacity for sustainable livelihoods.
Out of the activities listed in the Schedule VII of Section 135 of the Companies Act, 2013
we have embraced the following:

1. Promotion of education.
2. Promoting gender equality and empowering woman.
3. Employment enhancing vocational skills.
4. Promoting social business projects.
Principles:
SPPL’s CSR Policy is supported by the following principles:

√ We are committed to conducting our operations with integrity and respect, in the
interest of our stakeholders and in line with our business principles.

√ We believe growth and commitment to social change need not be conflicting. Our
business model is designed to deliver sustainable growth. The inputs to the model are
our people and our contributions in skills enhancement of these people. Making a
notable impact in the rural education and providing a higher education which is liberal
in its true sense – helping develop intellect, nurturing critical thinking and achieving
positive social impact will be the outputs of our model.

√ We collaborate and engage with government institutions, educational institutions and

other not for profit organizations.

CSR Activities done by SPPL in the year 2017 – 18:

1. Education Initiatives (2017-18).
2. Healthcare Initiatives (2017-18).
3. Mid - Day Meal Program (2017-18).
CSR Activities done by SPPL in the year 2016 – 17:
1. Promoting Healthcare (2016-17).
2. Conservation of Natural Resources (2016-17).
3. Education Initiatives (2016-17).
 4. DEPARTMENTAL STUDY

LIST OF DEPARTMENTS
➢ Human Resource (HR) Department
➢ Finance Department
➢ Production Department
➢ Marketing Department
➢ Administration

DEPARTMNTAL STRUCTURE:
Mr. S.M.Chandak
- Chairman
 4.1 HR DEPARTMENT
The functions performed by managers are common to all organizations. Generally the
functions performed by Human Resource Management may be classified into two categories.
They are,

1. Managerial Functions.
2. Operative Functions.

HR Functions

Managerial Functions Operative Functions

Procurement Development Compensation Integration Maintenance Emerging Issues

ORGANIZATION CHART FOR HR DEPARTMENT:

Mr. Anand Tak Head HR

(Waluj)
Units in HR division:
There are three units in Human Resource Department of SPPL –
HR Staffing
There are Total 266 employees in SPPL. Categories of the following heads areas follows
➢ Total Management Staff: 75
➢ Trainee Operators: 10
➢ Associate: 173
➢ Apprentice: 8

o Total Management Staff: 75

➢ Human Resource: 03
➢ Account: 01
➢ Consultant: 01
➢ Learning & Development: 01
➢ Research & Development: 10
➢ IT: 03
➢ Heat Treatment: 01
➢ Manufacturing Director: 01
➢ Commercial: 03
➢ GBD: 10
➢ Maintenance: 08
➢ NBD: 09
➢ Quality Assurance: 07
➢ Plant Head: 01
➢ Commercial: 03
➢ Production Planning Control: 03
➢ Tool Room: 02
➢ Strategic Sourcing: 01
➢ Sourcing: 02
➢ Roller: 05
HR Operation
HR Operations refers to services provided by an HR department to business operations.
These includes administrative services, recruitment, job analysis and employee relationship
management. These HR practices are in place to support management and staff in their day-
to- day business activities, and are important to meet an organization’s goals.
- Administration: The tasks related to administration is handled by the HR Admin Mr.
Bhaskar Rao Kotra.
- Recruitment: The tasks related to recruitment is done by Mr. Ramprasad sir.
- Job Analysis: The tasks related to these are performed by Mr.Anand Tak sir.
-
Learning & Development

Human Resource Management involves all management decisions and practices that
directs SPPL affect or influences the people, or human resources, who work for the
organization. In modern years, amplified concentration has been devoted to how
organizations manage Human Resource. This augmented focus comes from the
 comprehension that an organization’s employees facilitate an organization to attain its
goals and the management of these human resources is vital to an organization’s
success.

Functions of HR
1. Staffing
2. Training and Development
3. Motivation
4. Maintenance
5. Hiring and Recruiting
6. Handling Compensation
7. Employee Relations
8. Employee Welfare
By doing all these functions Human resource management complete its job. Staffing in
HRM activities in HRM concerned with seeking and hiring qualified employees in Staffing. A
company needs well defined reason for meeting individuals who posses specific skills,
knowledge and abilities to specify the job. Employee referrals can produce the best applicants
for two reasons. First, current employees screen applicants before referring them. Second,
current Employees believe that their reputations with the firm will be reflected in the
candidates that they recommend. Recruiting is the initial step of Staffing. Recruiting is the
process of locating, identifying, and attracting capable employees.
The second step of Staffing, is strategic HR planning. For that a company plans
strategically. They set a goals and objectives, these goals and objectives may lead to the
structural changes in the company.
The third step is Selection. This process is attracting qualified applicants and discouraging
the unqualified applicants. By this company can get its desired employees of requirement. It
has dual focus, attempting thin out the large set of applications that arrived during the
recruiting phase and to select an applicant who will be successful on the job. To achieve this
goals companies can use variety of steps. The employees who do all the steps and ensure the
good performance they get the job. HRM must communicate a variety of information to the
applicants, such as the organizations culture.
HR Staffing
The staffing process – putting the right people in the right positions at the right times – is
one of the most critical tasks any organization faces. The quality of work performed can be
only as high as the capabilities of the people performing it. Two Officers are working in HR
Staffing unit.
They perform the following activities
1. Recruitment
2. Selection
3. Leave Management
4. Salary
5. Personal Profile Management Recruitment.

1. RECRUITMENT:
Recruitment is the process by which organization find its employees, are perhaps tasks
any organization faces. Without the right people, no organization can function
 effectively. For a recruitment program to be successful, managers should cooperate
with the human resources staff to define needs and predict vacancies. This recruiting
may be done by internal or external. Types of Recruitment: There are two types of
recruitment in this organization. They are:
Internal Recruitment
External
Recruitment
For Internal Recruitment: The principal methods
are- Job Posting
Promotion
Referrals from other departments for External Recruitment: Organization rely on-
Advertisements
Public or Private placement agencies
Field recruiting
Campus recruiting

PROCESS OF RECRUITMENT:
The recruitment process has five steps as shown in below flow chart.

1. Recruitment Planning: The recruitment process begins with the planning where in
the vacant job positions are analyzed and then the comprehensive job draft is
prepared that includes: job specification and its nature, skills, qualifications,
experience needed for the job, etc. Here, the recruitment committee decides on the
number and type of applicants to be contacted. The aim of any organization is to
attract more candidates as
 some of them might not be willing to join, or some might not qualify for the job
position. So the company has a sufficient number of candidates to choose amongst
them. The type of candidates required for the job is well specified in terms of the task
and responsibilities involved in a job along with the qualification and experience
expected.

2. Strategy Development: Once the comprehensive job draft is prepared, and the type
and the number of recruits required are decided upon; the next step is to decide a
strategy that is adopted while recruiting the prospective candidates in the
organization.

3. Searching: Once the strategy is prepared the search for the candidates can be
initialized. It includes two steps: source activation and selling. The source activation
means, the search for the candidate activates on the employee requisition i.e. untiland
unless the line manager verifies that the vacancy exists, the search process cannot be
initiated.
The next point to be considered is selling, which means the firm must judiciously
select that media of communication that successfully conveys the employment
information to the prospective candidates.

4. Screening: The screening means to shortlist the applications of the candidates for
further selection process. Although, the screening is considered as the starting point
of selection but is integral to the recruitment process. This is because the selection
process begins only after the applications are scrutinized and shortlisted on the basis
of job requirements. The purpose of recruitment here is to remove those applications
at an early stage which clearly seems to be unqualified for the job.

5. Evaluation and Control: Evaluation and control is the last stage in the recruitment
process wherein the validity and effectiveness of the process and the methods used
therein is assessed. This stage is crucial because the firm has to check the output in
terms of the cost incurred.
SOURCES OF RECRUITMENT:
The eligible and suitable candidates required for a particular job are available through various
sources. These sources can be divided into two categories, as shown in Figure

Promotions Press Advertisement

Retirements Campus Interviews

Former Employees
Placement Agencies
Transfers
Employment Exchange
Internal Advertisement
Walk – in Interviews

E- Recruitment

Competitor

Internal Sources of Recruitment:

1. Promotions: The promotion policy is followed as a motivational technique for the
employees who work hard and show good performance. Promotion results in
enhancements in pay, position, responsibility and authority. The important
requirement for implementation of the promotion policy is that the terms, conditions,
rules and regulations should be well-defined.

2. Retirements: The retired employees may be given the extension in their service in
case of non-availability of suitable candidates for the post.

3. Former employees: Former employees who had performed well during their tenure
may be called back, and higher wages and incentives can be paid to them.

4. Transfer: Employees may be transferred from one department to another wherever

the post becomes vacant.
 5. Internal advertisement: The existing employees may be interested in taking up the
vacant jobs. As they are working in the company since long time, they know about the
specification and description of the vacant job. For their benefit, the advertisement
within the company is circulated so that the employees will be intimated.
Benefits of Internal Sources of Recruitment:
1. The Cost is saved as there is no need to give advertisements about the vacancy.
2. It builds loyalty among employees towards the organization.
3. Training cost is saved as the employees already know about the nature of job to
be performed.
4. It is a reliable and easy process.
Limitations of Internal Sources of Recruitment:
1. Young people with the knowledge of modem technology and innovative ideas do not get
the chance.
2. The performance of the existing employees may not be as efficient as before.
3. It brings the morale down of employees who do not get promotion or selected.
4. It may leads to encouragement to favoritisms.
5. It may not be always in the good interest of the organization.
External Sources of Recruitment:
1. Press advertisement: A wide choice for selecting the appropriate candidate for the post is
available through this source. It gives publicity to the vacant posts and the details about the
job in the form of job description and job specification are made available to public in
general.
2. Campus interviews: It is the best possible method for companies to select students from
various educational institutions. It is easy and economical. The company officials personally
visit various institutes and select students eligible for a particular post through interviews.
Students get a good opportunity to prove themselves and get selected for a good job.
3. Placement agencies: A databank of candidates is sent to organizations for their
selection purpose and agencies get commission in return.
4. Employment exchange: People register themselves with government employment
exchanges with their personal details. According to the needs and request of the organization,
the candidates are sent for interviews.
5. Walk in interviews: These interviews are declared by companies on the specific day
and time and conducted for selection.
6. E-recruitment: Various sites such as jobs.com, naukri.com, and monster.com are
the available electronic sites on which candidates upload their resume and seek the jobs.
7. Competitors: By offering better terms and conditions of service, the human
resource managers try to get the employees working in the competitor’s organization.
Benefits of External Sources of Recruitment:
1. New talents get the opportunity.
2. The best selection is possible as a large number of candidates apply for the job.
3. In case of unavailability of suitable candidates within the organization, it is better to
select them from outside sources.
Limitations of External Sources of Recruitment:
1. Skilled and ambitious employees may switch the job more frequently.
2. It gives a sense of insecurity among the existing candidates.
3. It increases the cost as advertisement is to be given through press and training facilities
to be provided for new candidates.

2. SELECTION:
The critical criteria in this regard are job relatedness, reliability, and viability.
Selection is the process of picking the right candidate with prerequisite qualifications and
capabilities to fill the jobs in the organization.
For selection of candidates following things are considered.

1. Preliminary interview: the selection process generally starts with this step where the
totally unsuitable applicant is eliminated. Thus the organization is saved from the expenses of
processing the applicant through the remaining steps of selection. The candidates who pass
this step are only asked to fill the application form.
2. Receiving applications: after passing the preliminary interview the candidate is asked to
fill the standard application form. The application form generally consists the information
about the age, qualification, experience etc. of the candidate on the basis of which the
interviewer gets the idea about the candidate and this information also helps in formulating
questions.
3. Screening of applications: after receiving the applications the screening committee
screens the applications. Only the candidates who qualify the criteria of the screening
committee are called for the interview. Usually the candidates selected for interview are four
to six times than the number of posts. Interview letter is sent to them or they are called
telephonically.
4. Employment test: after getting the interview letter and before going to the interview there
is one more step and that is the employment tests. These tests are done to check the ability of
the candidate. These tests vary from organization to organization and change as per the need
of the particular job. these tests are intelligence tests, aptitude tests, trade tests, interest test,
personality tests etc. these tests must be designed properly otherwise they will not good
indicator of one knowledge.
5. Employment interview: the candidates who qualify the above tests are called for the
employment interview. This interview is done to get more information about the candidate, to
give him the actual picture of what is required from him, to check the communication skill of
the candidate etc. for senior position post; a panel is prepared who take the interview. At the
end of interview of each candidate the members of panel discuss about the candidate and give
him the grades.
There may be direct interview or indirect interview. The interview should be conducted in a
room free from the noise and disturbance only than the candidates will be able to speak freely
and frankly.
6. Checking references: before selecting the employ the prospective employee generally
look out for the referees given by the candidate. To check about the candidate’s past record,
reputation, police record etc.
7. Physical examination: The organizations generally prefer medical examination to be
incurred of the person to avoid time and expenditure spend on the medically unfit person.
Sometimes the organization may ask the candidate to get them examined from the medical
expert.
8. Final selection: after all these steps the candidate is selected finally. He is appointed by
issuing appointment letter. Initially he is appointed on probation basis after finding his work
satisfactory he is appointed as permanent employee of the organization or otherwise he may
be terminated.
Thus, all the above said steps of selection are important for the appointment of right kind of
person for the right job.
TRAINING AND DEVELOPMENT
Training and Development is one of the main function of the Human Resource
Department. In NRB Bearings Ltd Training and Development was known by the name
Learning and Development which was headed by Mr. Ramprasad Sir. He was the person
responsible for full filling or filling the gap between existing skills and required skills. He
make the training calendar depend on which the training was given to employees. There are
different kinds of training for the shop floor workers and to the management staff.
Training refers to a systematic setup where employees are instructed and taught matters of
technical knowledge related to their jobs. It focuses on teaching employees how to use
particular machines or how to do specific tasks to increase efficiency.
Whereas, Development refers to the overall holistic and educational growth and maturity of
people in managerial positions. The process of development is in relation to insights,
attitudes, adaptability, leadership and human relations.
PURPOSE OF TRAINING AND DEVELOPMENT:

1. Improving quality of work force: Training and development help companies to

improve the quality of work done by their employees. Training programs concentrate
on specific areas. There by improving the quality of work in that area.

2. Enhance employee growth: Every employee who takes development program

becomes better at his job. Training provides perfection and required practice, therefore
employee’s area able to develop them professionally.

3. Prevents obsolescence: Through training and development the employee is up to date

with new technology and the fear of being thrown out of the job is reduced.

4. Assisting new comer: Training and development programs greatly help new
employees to get accustomed to new methods of working, new technology, the work
culture of the company etc.

5. Bridging the gap between planning and implementation : Plans made by companies
expect people to achieve certain targets within certain time limit with certain quality
for this employee performance has to be accurate and perfect. Training helps in
achieving accuracy and perfection.

6. Health and safety measures: Training and development program clearly identifies
and teaches employees about the different risk involved in their job, the different
problems that can arise and how to prevent such problems. This helps to improve the
health and safety measures in the company.
ASSESSING TRAINING NEEDS
“Training Needs Assessment” (TNA) is the method of determining if a training need
exists and, if it does, what training is required to fill the gap. TNA seeks to identify
accurately the levels of the present situation in the target surveys, interview, observation,
secondary data
 and/or workshop. The gap between the present status and desired status may indicate
problems that in turn can be translated into a training need.

Training Needs = Desired Capability – Current Capability of Participants

Why we need a Training Need Assessment:

A learning or performance gap between the current and desired condition is called need. TNA
aims at the following situations:
Solving a current problem
Avoiding a past or current problem
Creating or taking advantage of a future opportunity
Providing learning, development or growth
The purpose of TNA is to answer some familiar questions: why, who, how, what, and when.
➢ Why – Why conduct the training. Conduct two types of analysis to answer this question
1. Needs versus wants analysis and 2. Feasibility analysis.
➢ Who – Who is involved in the training. Conduct target population analysis.
➢ How – How can the performance deficiency can be fixed. Conduct
performance analysis to answer this question.
➢ What – What is the best way to perform, Conduct task analysis to identify best way
to perform.
➢ When – When will training take place Conduct a contextual analysis to answer
logistics questions.
Steps of Training Needs Assessment:
Process of training need assessment is divided into five steps as follows:

Step 1: Identify Problem and Needs

The first step in TNA is to identify problems and needs. Before TNA is conducted, it should
be probed whether training is needed.
Step 2: Determine Design of Need Analysis
The second step in TNA is to determine the following: 1. Target groups to be trained; 2.
Interviewees; 3. Survey methods; 4. Survey plan including schedule to be conducted TNA
and person in charge of TNA. Those items become the basis for a training course designer to
either create new training course, identify an existing one that can fulfill the need, or obtain
one externally.
Step 3: Collect Data
The third step in TNA is to collect data through: i) reviewing documents on existing
training; and ii) conducting survey including interviews and observation at work.
Step 4: Analyze Data
Assuming that the needs assessment identifies more than one training need, the training
manager, working with management, prioritizes the training based on the urgency of theneed,
the extent of the need and the resources available. All three levels of needs analysis are
interrelated and the data collected from each level is critical to thorough and effective needs
assessment.
Step 5: Provide Feedback
The last step in TNA is to provide the feedback about the training. How that training is
beneficial for the development of an individual.
AREAS OF TRAINING
Organization provides training to their employees in the following areas:
1. Company policies and procedures:
This area of training is to be provided with a view to acquainting the new employee
with the Company Rules, Practices, Procedures, Tradition, Management, Organization
Structure, Environment Products & Services offered by the company etc.

2. Specific skills:
This area of training is to enable the employee more effective on the job. The trainer
trains the employee regarding various skills necessary to do the actual job. For
example, the clerk in the bank should be trained in the skills of making entries
correctly in the edge, skills and arithmetical calculations, quick comparison of figures,
entries and the like. Similarly, the technical officers are to be trained in the skills of
project appraisal, supervision, follow-up and the like

3. Human relations:
Human relations training assumes greater significant in organizations as employees
have to maintain human relation not only with other employees but also with their
customers. Employees are to be trained in the areas of self learning, interpersonal
competence, group dynamics, perception, leadership styles, motivation, grievance
redresses, disciplinary procedure, and the like. This training enables the employees for
better team work, which leads to improved efficiency and productivity of the
organization.

4. Problem solving:
Most of the organizational problems are common to the employees dealing the same
activity at different levels of the organization. Further some of the problems of
different managers may have the same root cause. Hence, management may call
together all managerial personnel to discuss common problems so as to arrive at
affective solutions across the table. This not only helps in solving the problem but also
serves as a forum for the exchange of ideas and information that could be utilized. The
trainer has to organize such meetings, train and encourage the trainees to participate
actively in such meetings.
 5. Managerial and supervisory skills:
Even the non-managers sometimes perform managerial and supervisory functions like
planning, decision-making, organizing, maintaining inter-personal relations, directing
and controlling. Hence management has to train the employee in managerial and
supervisory skills also.

6. Apprentice training:
The Apprentice Act, 1961 requires industrial units of specified industries to provide
training in basic skills and knowledge in specified trades to educated un-employees /
apprentices with a view to improve their employment opportunities or to enable them
to start their own industry. This type of training is between one to four years. This
training is generally used for providing technical knowledge in the areas like trades,
crafts etc.

PERFORMANCE APPRAISAL
A performance appraisal is a regular review of an employee's job performance and overall
contribution to a company. Performance Appraisal is the systematic evaluation of the
performance of employees and to understand the abilities of a person for further growth and
development. Performance appraisal is generally done in systematic ways which are as
follows:
1. The supervisors measure the pay of employees and compare it with targets and plans.
2. The supervisor analyses the factors behind work performances of employees.
3. The employers are in position to guide the employees for a better performance.

Why companies give performance appraisal:

Because companies have a limited pool of funds from which to award raises and bonuses,
performance appraisals help determine how to allocate those funds. They provide a way for
companies to determine which employees have contributed the most to the company’s growth
so companies can reward their top-performing employees accordingly.
OBJECTIVE OF PERFORMANCE APPRAISAL:
Performance Appraisal can be done with following objectives in mind:
1. To maintain records in order to determine compensation packages, wage
structure, salaries raises, etc.
2. To identify the strengths and weaknesses of employees to place right men on right job.
3. To maintain and assess the potential present in a person for further growth and
development.
4. To provide a feedback to employees regarding their performance and related status.
5. To provide a feedback to employees regarding their performance and related status.
6. It serves as a basis for influencing working habits of the employees.
7. To review and retain the promotional and other training programmes.
APPRAISAL PROCESS:
There are six steps of the performance appraisal process. They are
1. Establish Performance Standards:
The appraisal process begins with the establishment of performance standards. The managers
must determine what outputs, accomplishments and skills will be evaluated. These standards
should have evolved out of job analysis and job descriptions.
These performance standards should also be clear and objective to be understood and
measured. Standards should not be expressed in an articulated or vague manner such as “a
good job” or “a full day’s work” as these vague phrases tells nothing.
2. Communicate Performance Expectations to Employees:
Once the performance standards are established, this need to be communicated to the
respective employees so that they come to know what is expected of them. Past experience
indicates that not communicating standards to the employees compounds the appraisal
problem.

Here, it must be noted that mere transference of information (relating to performance

standards, for example) from the manager to the employees is not communication It becomes
communication only when the transference of information has taken place and has been
received and understood by the employees’. The feedback from the employees on the
standards communicated to them must be obtained. If required, the standards may be
modified or revised in the light of feedback obtained from the employees. It is important to
note that communica- tion is a two-way street.

3. Measure Actual Performance:

This is the third step involved in the appraisal process. In this stage, the actual performance
of the employee is measured on the basis of information available from various sources such
as personal observation, statistical reports, oral reports, and written reports.

4. Compare Actual Performance with Standards:

In this stage, the actual performance is compared with the predetermined standards. Such a
comparison may reveal the deviation between standard performance and actual performance
and will enable the evaluator to proceed to the fifth step in the process, i.e., the discussion of
the appraisal with the concerned employees.

5. Discuss the Appraisal with the Employee:

The fifth step in the appraisal process is to communicate to and discuss with the employees
the results of the appraisal. This is, in fact, one of the most challenging tasks the manager’s
face to present an accurate appraisal to the employees and then make them accept the
appraisal in a constructive manner.

A discussion on appraisal enables employees to know their strengths and weaknesses. This
has, in turn, impact on their future performance. Yes, the impact may be positive or negative
depending upon how the appraisal is presented and discussed with the employees.

6. Initiate Corrective Action:

The final step in the appraisal process is the initiation of corrective action when it is
necessary. The areas needing improvement are identified and then, the measures to correct or
improve the performance are identified and initiated.
 The corOrective action can be of two types. One is immediate and deals predominantly with
symptoms. This action is often called as “putting out fires.” The other is basic and delves into
causes of deviations and seeks to adjust the difference permanently.

Establish Performance Standards

Communicate
Performance
Expectations to

Compare Actual Performance

with Standards

Discuss Appraisal with

the Employee

Initiate Corrective Action

Performance Appraisal Methods:

There are two types of methods of performance appraisal
1. Traditional Methods :

Ranking Method: It is the oldest and simplest formal systematic method of

performance appraisal in which employee is compared with all others for the purpose
of placing order of worth. The employees are ranked from the highest to the lowest or
from the best to the worst.

Paired Comparison: In this method, each employee is compared with other

employees on one- on one basis, usually based on one trait only. The rater is provided
with a bunch of slips each coining pair of names, the rater puts a tick mark against the
employee whom he insiders the better of the two. The number of times this employee
is compared as better with others determines his or her final ranking.

Grading Method: In this method, certain categories of worth are established in

advance and carefully defined. There can be three categories established for
employees:
outstanding, satisfactory and unsatisfactory. There can be more than three grades.
Employee performance is compared with grade definitions. The employee is, then,
allocated to the grade that best describes his or her performance.

Forced Distribution Method: This method was evolved by Tiffen to eliminate the
central tendency of rating most of the employees at a higher end of the scale. The
method assumes that employees’ performance level confirms to a normal statistical
distribution i.e., 10,20,40,20 and 10 per cent. This is useful for rating a large number
of employees’ job performance and promo ability. It tends to eliminate or reduce bias.

Forced – Choice Method: The forced-choice method is developed by J. P. Guilford.

It contains a series of groups of statements, and rater rates how effectively a statement
describes each individual being evaluated. Common method of forced-choice method
contains two statements, both positive and negative.

Check List Method: The basic purpose of utilizing check-list method is to ease the
evaluation burden upon the rater. In this method, a series of statements, i.e., questions
with their answers in ‘yes’ or ‘no’ are prepared by the HR department. The check-list
is, then, presented to the rater to tick appropriate answers relevant to the appraisee.
Each question carries a weight-age in relationship to their importance. When the
check-list is completed, it is sent to the HR department to prepare the final scores for
all appraises based on all questions. While preparing questions an attempt is made to
determine the degree of consistency of the rater by asking the same question twice but
in a different manner.

Critical Incidents Method: In this method, the rater focuses his or her attention on
those key or critical behaviors that make the difference between performing a job in a
noteworthy manner. There are three steps involved in appraising employees using this
method. First, a list of noteworthy (good or bad) on-the-job behavior of specific
incidents is prepared. Second, a group of experts then assigns weight age or score to
these incidents, depending upon their degree of desirability to perform a job. Third,
finally a check-list indicating incidents that describe workers as “good” or “bad” is
constructed. Then, the check-list is given to the rater for evaluating the workers.

Graphic Rating Scale Method: The graphic rating scale is one of the most popular
and simplest techniques for appraising performance. It is also known as linear rating
scale. In this method, the printed appraisal form is used to appraise each employee.

Essay Method: Essay method is the simplest one among various appraisal methods
available. In this method, the rater writes a narrative description on an employee’s
strengths, weaknesses, past performance, potential and suggestions for improvement.
Its positive point is that it is simple in use. It does not require complex formats and
extensive/specific training to complete it.

Field Review Method: When there is a reason to suspect rater’s biasedness or his or
her rating appears to be quite higher than others, these are neutralised with the help of
 a review process. The review process is usually conducted by the personnel officer in
the HR department.

Confidential Report: It is the traditional way of appraising employees mainly in the

Government Departments. Evaluation is made by the immediate boss or supervisor for
giving effect to promotion and transfer. Usually a structured format is devised to
collect information on employee’s strength weakness, intelligence, attitude, character,
attendance, discipline, etc. report.

2. Modern Methods:

Management by Objectives: Most of the traditional methods of performance

appraisal are subject to the antagonistic judgments of the raters. An MBO
programme consists of four main steps: goal setting, performance standard,
comparison, and periodic review. In goal-setting, goals are set which each
individual, s to attain. The superior and subordinate jointly establish these goals.
The goals refer to the desired outcome to be achieved by each individual employee.

Behaviourally Anchored Rating Scales (BARS): The problem of judgmental

performance evaluation inherent in the traditional methods of performance
evaluation led to some organizations to go for objective evaluation by developing a
technique known as “Behaviorally Anchored Rating Scales (BARS)” around 1960s.
BARS are descriptions of various degrees of behavior with regard to a specific
performance dimension.

Assessment Centres: The introduction of the concept of assessment centres as a

method of performance method is traced back in 1930s in the Germany used to
appraise its army officers. The concept gradually spread to the US and the UK in
1940s and to the Britain in 1960s.

360 – Degree Appraisal: Yet another method used to appraise the employee’s
performance is 360 – degree appraisal. This method was first developed and
formally used by General Electric Company of USA in 1992. Then, it travelled to
other countries including India. In India, companies like Reliance Industries, Wipro
Corporation, Infosys Technologies, Thermax, Thomas Cook etc., have been using
this method for appraising the performance of their employees. This feedback based
method is generally used for ascertaining training and development requirements,
rather than for pay increases.

Cost Accounting Method: This method evaluates an employee’s performance from

the monetary benefits the employee yields to his/her organisation. This is
ascertained by establishing a relationship between the costs involved in retaining
the employee, and the benefits an organization derives from Him/her.
Challenges of Appraisal Methods:
An organization comes across various problems and challenges of Performance Appraisal in
order to make a performance appraisal system effective and successful. The main
Performance Appraisal Challenges involved in the performance appraisal process are:
Determining the evaluation criteria: Identification of the appraisal criteria is one of
the most biggest problems faced by the top management. The performance data to be
considered for evaluation should be carefully selected. For the purpose of evaluation,
the criteria selected should be in quantifiable or measurable terms.

Create a rating instrument: The purpose of the Performance Appraisal process is to

judge the performance of the employees rather than the employee. The focus of the
system should be on the development of the employees of the organization.

Lack of competence: Top management should choose the raters or the evaluators
carefully. They should have the required expertise and the knowledge to decide the
criteria accurately.

Errors in rating and evaluation: Many errors based in the personal biased like
stereotyping, halo effect etc. may creep in the appraisal process. Therefore the rater
should exercise objectivity and fairness in evaluating and rating the performance of
the employees.

Resistance: The appraisal process may face resistance from the employees and trade
unions for the fear of negative ratings.
4.2 PRODUCTION DEPARTMENT
Production is the organized activity of transforming resources into finished products in the
form of goods and services; the objective of production is to satisfy the demand for such
transformed resources.
As SPPL is a manufacturing company it has its own production process.
Production Process:
The ultimate target of the production process is to make goods and/or services that will meet
the demands and needs of prospective customers. Meeting the demands of customers
efficiently, quickly, with best quality, allowing competitive pricing, is the best way to ensure
success.
The production process is the method that businesses make products and services. A
productive process is quite a fluid process. It will be analyzed and tweaked as needed
continually to make improvements in cost, speed and quality.
The production process in SPPL is as shown below:
In the first step they collect the raw material required for the production. Then the hammering
barrel is used for making soft the raw material. After that, outer diameter and face grinding
soft process is done. Then heading machine is used to produce the particular product.
Afterwards, heat treatment is used to give the particular treatment to the product. Then finish
F. C. grinding, finish OD, homing, Visual Inspection and Assembly steps are done
respectively.

Parking

Loom Machining
The layout company uses:
There are different categories of layouts:
1. Process layout.
2. Product layout.
3. Combination layout.
4. Fixed position layout.
5. Group layout.
As SPPL is a manufacturing company, it uses the Product layout for the production of
the product.
Product layout: In this type of layout, machines and auxiliary services are located according
to the processing sequence of the product. If the volume of production of one or more
products is large, the facilities can be arranged to achieve efficient flow of materials and
lower cost per unit. Special purpose machines are used which perform the required function
quickly and reliably.
The product layout is selected when the volume of production of a product is high such that a
separate production line to manufacture it can be justified. In a strict product layout, machines
are not shared by different products. Therefore, the production volume must be sufficient to
achieve satisfactory utilization of the equipment. A typical product layout is shown in the
following figure.

Turning looming
Operations

PRODUCTION PLANNING AND CONTROL

Production planning and control is an important task of Production Manager. It has to see
that production process is properly decided in advance and it is carried out as per the plan.
Production is related to the conversion of raw materials into finished goods. This conversion
process involves a number of steps such as deciding what to produce, how to produce, when
to produce, etc. These decisions are a part, of production planning. Merely deciding about the
tas The whole process should be carried out in a best possible way and at the lowest cost.
Production Manager will have to see that the things proceed as per the plans. This is a control
function and has to be carried as meticulously as planning. Both planning and control of
production are necessary to produce better quality goods at reasonable prices and in a most
systematic manner.
Objectives of Production planning and
control Production Planning:

 To determine the requirements for men, materials and equipment. Production of

various inputs at a right time and in right quantity. Making most economical use
of various inputs.
 Arranging production schedules according to the needs of marketing department.
Production Control:

 Making efforts to adhere to the production schedules.

 Issuing necessary instructions to the staff for making the plans realistic.
 To ensure that goods produced according to the prescribed standards and quality
norms. To ensure that various inputs are made available in right quantity and at proper
time.
ENVIRONMENT, HEALTH AND SAFETY
SPPL is the manufacturing company, there are number of machines in the company which
are hard to handle so the safety of the employees should be maintained.
EHS stands for Environment, Health, and Safety. It’s a general term used to refer to laws,
rules, regulations, professions, programs, and workplace efforts to protect the health and
safety of employees and the public as well as the environment from hazards associated with
the workplace.
MATERIAL MANAGEMENTS:
Material management is an approach for planning, organizing, and controlling all those
activities principally concerned with the flow of materials into an organization.
The scope of Materials Management varies greatly from company to company and may
include material planning and control, production planning, Purchasing, inventory control, in-
plant materials movement, and waste management.
It is a business function for planning, purchasing, moving, storing material in a optimum
way which help organization to minimize the various costs like inventory, purchasing,
material handling and distribution costs.
Objective of Material Management:
Following are the objectives of Materials Management
 To buy at the lowest price, consistent with desired quality and service.
 To maintain a high inventory turnover, by reducing excess storage, carrying costs and
inventory losses occurring due to deteriorations, obsolescence and pilferage.
 To maintain continuity of supply, preventing interruption of the flow of materials and
services to users.
 To maintain the specified material quality level and a consistency of quality which
permits efficient and effective operation.
 To develop reliable alternate sources of supply to promote a competitive atmosphere
in performance and pricing.
 To develop and maintain good supplier relationships in order to create a supplier
attitude and desire furnish the organization with new ideas, products, and better prices
and service.
Scope of Materials Management:

 Emphasis on the acquisition aspect. Inventory control and stores management.

 Material logistics, movement control and handling aspect.
Purchasing, supply, transportation, materials handling etc.
Supply management or logistics management.
MATERIAL HANDLING:
Material handling is the movement, protection, storage and control of materials and
products throughout manufacturing, warehousing, distribution, consumption and disposal. As
a process, material handling incorporates a wide range of manual, semi-
automated and automated equipment and systems that support logistics and make the supply
chain work
A company’s material handling system and processes are put in place to improve customer
service, reduce inventory, shorten delivery time, and lower overall handling costs in
manufacturing, distribution and transportation.
There are different types of equipment’s are used for handling the materials as follows:
1. Conveyors.
2. Cranes.
3. Industrial robots.
4. Dock equipment.
5. Lift trucks.
6. Casters and wheels.
TOTAL QUALITY MAINTENANCE: Total quality management (TQM) is the continual
process of detecting and reducing or eliminating errors in manufacturing, streamlining supply
chain management, improving the customer experience, and ensuring that employees are up
to speed with training. Total quality management aims to hold all parties involved in the
production process accountable for the overall quality of the final product or service.
JUST IN TIME: The just-in-time (JIT) inventory system is a management strategy that
aligns raw-material orders from suppliers directly with production schedules. Companies
employ this inventory strategy to increase efficiency and decrease waste by receiving goods
only as they need them for the production process, which reduces inventory costs. This
method requires producers to forecast demand accurately.
KANBAN: Kanban is a visual system for managing work as it moves through a process.
Kanban visualizes both the process (the workflow) and the actual work passing through that
process. The goal of Kanban is to identify potential bottlenecks in your process and fix them
so work can flow through it cost-effectively at an optimal speed or throughput.
KAIZEN: Kaizen is a Japanese term meaning "change for the better" or "continuous
improvement." It is a Japanese business philosophy regarding the processes that continuously
improve operations and involve all employees. Kaizen sees improvement in productivity as a
gradual and methodical process.
SIX –SIGMA: Six Sigma is a quality-control methodology developed in 1986 by Motorola,
Inc. The method uses a data-driven review to limit mistakes or defects in and process. Six
Sigma emphasizes cycle-time improvement while at the same time reducing manufacturing
defects to a level of no more than 3.4 occurrences per million units or events. In other words,
the system is a method to work faster with fewer mistakes.
POKA YOKE: Poka-yoke is a technique for avoiding simple human error in the workplace.
Also known as mistake-proofing, goof-proofing, and fail-safe work methods, poka-yoke is
simply a system designed to prevent inadvertent errors made by workers performing a
process. The idea is to take over repetitive tasks that rely on memory or vigilance and guard
against any lapses in focus. Poka -yoke can be seen as one of the three common components
of Zero Defect Quality Control performed by Japanese companies.
 4.3 MARKETING DEPARTMENT
Marketing is the study and management of exchange relationships. Marketing is the
business process of creating relationships with and satisfying customers. With its focus on the
customer, marketing is one of the premier components of business management.
The ‘Marketing concepts’ proposes that in order to satisfy the organizational objectives, an
organization should anticipate the needs and wants of potential consumers and satisfy them
more effectively than its competitors.
Given the centrality of customer needs and wants in marketing, a rich understanding of
these concepts is essential:
Needs: Something necessary for people to live healthy, stable and safe life. When needs
remain unfulfilled, there is clear adverse outcome: a dysfunction or death. Needs can be
objective and physical, such as the need for food, water, and shelter; or subjective and
psychological, such as the need to belong to a family or social group and the need for self
esteem.
Wants: Something that is desired wished for or aspired to. Wants are not essential for basic
survival and are often shaped by culture or peer- groups.
Demands: When needs and wants are backed by the ability to pay, they have the potential to
become economic demands.
IMPORTANCE OF MARKETING:
Marketing is important to the business, consumers as well as the society. This is evident from
the following points:
1. It’s important for your business to engage the customers. Marketing is a tool to keep
the conversation ongoing. Engaging customers is different from pushing your offers.
Engaging involves furnishing your customers with relevant information about your
products and your business as well. It’s all about creating fresh content. Tell your
customers what they don’t know. Let it be interesting and worth their time. Social
media is one of the best platforms where you can engage your customers. Some
organizations use short videos and other humor-laden tricks to engage their customer
base.
2. The growth and life span of your business is positively correlated to your business’s
reputation. Hence, it’s fair to say your reputation determines your brand equity. A
majority of marketing activities are geared towards building the brand equity of the
company. Your business’s reputation is built when it effectively meets the
expectations of its customers. Marketers use effective communication, branding, PR
and CSR strategies to ensure that a business’s reputation is maintained.
3. Marketing research segments should be based on demographics, psychographics, and
consumer behavior. Segmentation helps the business meet the needs of its customers
hence gaining their trust. The product team ensures the business delivers what’s
promised at the right time. This makes the customers brand loyal. Loyal customers
will have the confidence to buy more products from you. The trust and understanding
between the business and its customers make your commercial activities more.
4. Marketing informs your customers about the products or services you’re offering
them. Through marketing, the customers get to know about the value of the products,
their usage and additional info that might be helpful to the customers. It creates brand
awareness and makes the business stand out. There’s stiff competition in the market
and you need to be a constant voice to convince the customers. Inform your customers
 of discounts and other competitive tricks you intend to use. Through communication,
marketing helps your business become a market leader.
OBJECTIVE OF MARKETING:
After knowing the points of importance of marketing let us discuss on the objectives of
marketing.
a) Provide satisfaction to customers.
b) Increase in demand.
c) Provide better quality product to the customers.
d) Create goodwill for the organization.
e) Generate profitable sales volume.
PRODUCT AND PRODUCT LINE:
Product: A product is the item offered for sale. A product can be a service or an item. It can
be physical or in virtual or cyber form. Every product is made at a cost and each is sold at a
price. The price that can be charged depends on the market, the quality, the marketing and the
segment that is targeted. Each product has a useful life after which it needs replacement, and a
life cycle after which it has to be re-invented. In FMCG parlance, a brand can be revamped,
re- launched or extended to make it more relevant to the segment and times, often keeping the
product almost the same.
Product line: A product line is a group of related products all marketed under a single brand
name that is sold by the same company. Companies sell multiple product lines under their
various brand names, seeking to distinguish them from each other for better usability for
consumers.
Companies often expand their offerings by adding to existing product lines because
consumers are more likely to purchase products from brands with which they are already
familiar.
Nature of the product: The NRB manufactures different types of bearings like roller
bearings, angular contact roller bearings, cam followers, bottom roller bearings, cylindrical
roller bearings, spherical roller bearings.
PRODUCT HIERACHY:
Each product is related to certain other products. The product hierarchy stretches from basic
needs to particular items that satisfy those needs. There are 7 levels of the product hierarchy:
1. Need Family: The core need that underlines the existence of a product family. Let
us consider computation as one of needs.

2. Product Family: All the product classes that can satisfy a core need with reasonable
effectiveness. For example, all of the products like computer, calculator or abacus can
do computation.

3. Product Class: A group of products within the product family recognized as having a
certain functional coherence. For instance, personal computer (PC) is one product
class.

4. Product Line: A group of products within a product class that are closely related
because they perform a similar function, are sold to the same customer groups, are
 marketed through the same channels or fall within given price range. For instance,
portable wire-less PC is one product line.

5. Product Type: A group of items within a product line that share one of several
possible forms of the product. For instance, palm top is one product type.

6. Product Unit: This is also referred to as the stock keeping unit (SKU) and it is a
discrete item within a product type of brand that can distinguish itself by size, price or
any other feature. A product becomes an individual product unit if it is independent
and no other product type is dependent on it.
BRANDING AND PACKAGING:
Branding: Branding is the process of developing a unique name and identity for a product or
business. Branding ensures awareness and credibility for a brand, creates customer loyalty,
among other advantages. Building a brand takes time and involves a lot of resources. It is
however an important marketing tool for stimulating recognition.
Types of Brand: There are different types of brands in marketing as follows:
1. Product Branding.
2. Corporate Branding.
3. Personal Branding.
4. Cultural Branding.
5. Co – branding.
Selection of a Brand Name: One of the key decisions when bringing a new product to
market, particularly if it is going to be under the umbrella of a new brand, is the brand name
selection.
There are two approaches to brand name selection.
a. The first approach is to have a brand name that is somehow reflective of the benefits
or unique features of the product.
b. The second approach is to create an unusual or distinctive brand name, perhaps by
even creating a new word, with the intent of building brand awareness and brand
equity over time.
Packaging and Marketing Strategies: Packaging is the first things that contributes to the
user experience (UX), it can set the stage for a great user experience or damage the user's
product satisfaction before they've even used your product.
Your packaging strategy should fulfil six functions: unique, functional, safe, easy to
remove, promote product benefits and reinforce the brand. The packaging strategies diagram
below captures each of the six functions that your packaging strategy should fulfil. An
effective packaging strategy can contribute to the firm's competitive advantage.
The diagram below summarizes the six functions that product packaging should fulfil.
SALES PROMOTION ACTIVITIES:
Sales promotion is a type of Pull marketing technique. If you have a product which is new
in the market or which is not receiving a lot of attention, then you can promote this product to
customers via sales promotions.
1. Advertising: Advertising is a promotional activity which aims to sell a product or
service to a target audience. It is one of the oldest forms of marketing which attempts
to influence the actions of its target audience to either buy, sell, or do something
specific.

2. Publicity: Publicity is the activity of increasing the awareness about a person, product
or service and to grab the attention of the crowd. It is a way to project your company
or a brand in front of the potential customer. Publicity generally gives the authority of
an independent voice. It may turn helpful in increasing the sales from the potential
customers. Publicity is not restricted to products or services only but can be attributed
to politics, entertainment, arts, artists, documentaries etc.

3. Public relations: Public relations is a strategic communication process companies,

individuals, and organizations use to build mutually beneficial relationships with the
public.

4. Personal Selling: Personal selling is also known as face-to-face selling in which one
person who is the salesman tries to convince the customer in buying a product. It is a
promotional method by which the salesperson uses his or her skills and abilities in an
attempt to make a sale.
CHANNEL OF DISTRIBUTION:
A distribution channel is the path or route decided by the company to deliver its good or
service to the customers. The route can be as short as a direct interaction between the
company and the customer or can include several interconnected intermediaries like
wholesalers, distributors, retailers, etc.
Hence, a distribution channel can also be referred to as a set of interdependent
intermediaries that help make a product available to the end customer.
There are different types of channels:
1. Direct Channel
2. Indirect Channel
a. One level channel
b. Two level channel
c. Three level channel
Following diagram explains more about the channel of distribution:
A customer wants to purchase salt toothpaste, and wheat.
 4.4 FINANCE DEPARTMENT
Financial Management means planning, organizing, directing and controlling the financial
activities such as procurement and utilization of funds of the enterprise. It means applying
general management principles to financial resources of the enterprise. There have a lot of
activities of individual department.
Scope of financial management:
1. Investment decisions includes investment in fixed assets (called as capital budgeting).
Investment in current assets are also a part of investment decisions called as working
capital decisions.
2. Financial decisions - They relate to the raising of finance from various resources
which will depend upon decision on type of source, period of financing, cost of
financing and the returns thereby.
3. Dividend decision - The finance manager has to take decision with regards to the net
profit distribution. Net profits are generally divided into two:
a. Dividend for shareholders- Dividend and the rate of it has to be decided.
b. Retained profits- Amount of retained profits has to be finalized which
will depend upon expansion and diversification plans of the enterprise.
Objectives of Financial Management:
The financial management is generally concerned with procurement, allocation and control
of financial resources of a concern. The objectives of financial management are-
1. To ensure regular and adequate supply of funds to the concern.
2. To ensure adequate returns to the shareholders which will depend upon the earning
capacity, market price of the share, expectations of the shareholders.
3. To ensure optimum funds utilization. Once the funds are procured, they should be
utilized in maximum possible way at least cost.
4. To ensure safety on investment, i.e. funds should be invested in safe ventures so that
adequate rate of return can be achieved.
5. To plan a sound capital structure-There should be sound and fair composition of
capital so that a balance is maintained between debt and equity capital.
Financial Statement Analysis:
Financial statement analysis involves gaining an understanding of an organization's
financial situation by reviewing its financial reports. The results can be used to make
investment and lending decisions.
Financial statement analysis can be understood with the help of following concepts:
1. Balance Sheet: A balance sheet is a financial statement that reports a company's assets,
liabilities and shareholders' equity at a specific point in time, and provides a basis for
computing rates of return and evaluating its capital structure. It is a financial statement
that provides a snapshot of what a company owns and owes, as well as the amount
invested by shareholders.
Formula: Assets = Liabilities + Shareholder’s Equity
 What’s on the Balance Sheet?

2. Common size statement analysis: A common-size financial statement is a financial

report that presents all numbers as a percentage of a base number. This way all of the
amounts on the financial statements can be compared to one another in relation to a
base number.
3. Comparative statement analysis: Comparative Financial Statement analysis provides
information to assess the direction of change in the business. Financial statements are
presented as on a particular date for a particular period. The financial statement
Balance Sheet indicates the financial position as at the end of an accounting period
and the financial statement Income Statement shows the operating and non-operating
results for a period. But financial managers and top management are also interested in
knowing whether the business is moving in a favorable or an unfavorable direction.
For this purpose, figures of current year have to be compared with those of the
previous years. In analyzing this way, comparative financial statements are prepared.
4. Ratio Analysis: Ratio analysis is the comparison of line items in the financial
statements of a business. Ratio analysis is used to evaluate a number of issues with an
entity, such as its liquidity, efficiency of operations, and profitability. This type of
analysis is particularly useful to analysts outside of a business, since their primary
source of information about an organization is its financial statements. Ratio analysis
is less useful to corporate insiders, who have better access to more detailed operational
information about the organization.
5. Trend Analysis: Trend analysis is a technique used in technical analysis that attempts
to predict the future stock price movements based on recently observed trend data.
Trend analysis is based on the idea that what has happened in the past gives traders an
idea of what will happen in the future.
6. Cash Flow: Cash flow is the net amount of cash and cash-equivalents being
transferred into and out of a business. At the most fundamental level, a company’s
ability to create value for shareholders is determined by its ability to generate positive
cash flows, or more specifically, maximize long-term free cash flow.
 7. Fund Flow: Fund flow is the net of all cash inflows and outflows in and out of
various financial assets. Fund flow is usually measured on a monthly or quarterly basis;
the performance of an asset or fund is not taken into account, only share redemptions,
or outflows, and share purchases, or inflows. Net inflows create excess cash for
managers to invest, which theoretically creates demand for securities such as stocks
and bonds.
COST OF CAPITAL & CAPITAL STRUCTURE:
Cost of capital refers to the opportunity cost of making a specific investment. It is the rate of
return that could have been earned by putting the same money into a different investmentwith
equal risk. Thus, the cost of capital is the rate of return required to persuade the investor to
make a given investment.
Capital Structure refers to the amount of debt and/or equity employed by a firm to fund its
operations and finance its assets. The structure is typically expressed as a debt-to-equity or
debt-to-capital ratio. Debt and equity capital are used to fund a business’ operations, capital
expenditures, acquisitions, and other investments. There are tradeoffs firms have to make
when they decide whether to raise debt or equity and managers will balance the two try and
find the optimal capital structure.
WORKING CAPITAL:
Working capital is basically an indicator of the short –term financial position of an
organization and is also a measure of its overall efficiency. Working capital is obtained by
subtracting the current liabilities from the current assets. This ratio indicates whether the
company possesses sufficient assets to cover its short term debt.
Working Capital indicates the liquidity levels of companies for managing day-to-day
expenses and covers inventory, cash, accounts payable, accounts receivable and short-term
debt that is due. Working capital is derived from several company operations such as debt and
inventory management, supplier payments and collection of revenues.
Inventory Management: Inventory management is the supervision of non-capitalized
assets (inventory) and stock items. A component of supply chain management,
inventory management supervises the flow of goods from manufacturers to
warehouses and from these facilities to point of sale. A key function of inventory
management is to keep a detailed record of each new or returned product as it enters
or leaves a warehouse or point of sale.

Receivables: Accounts receivable management incorporates is all about ensuring that

customers pay their invoices. Good receivables management helps prevent overdue
payment or non-payment. It is therefore a quick and effective way to strengthen the
company’s financial or liquidity position. This Wiki explains the importance of
receivables management, the benefits and how to prepare a good receivables process.

Cash Management: Cash management refers to a broad area of finance involving the
collection, handling, and usage of cash. It involves assessing market liquidity, cash
flow, and investments.
 4.4 TECHNICAL DEPARTMENT
Time to time the systems and computers are been checked and if any problem is been
recognized it is tried to solve at that moment only if the problem didn’t get solved then other
special technicians are been called the solution. If any computer or system breaks down the
technical department helps in repairing and making the system again to work in process.
Here are seven –steps for an effective problem- solving process.
1. Identify the issues.
2. Understand everyone’s interest.
3. List the possible solutions (options).
4. Evaluate the options.
5. Select an option or options.
6. Document the agreement(s).
7. Agree on contingencies, monitoring, and evaluation.
 5. SWOT ANALYSIS
This SWOT analysis is done to understand what is the internal and external factors that
can have an impact on the viability of a project, product, place or person. That means what
strength, weakness, opportunity, threat do to affect the organisation as a whole.
Strength:
1. Quality of the Product.
2. Continuous Improvement.
3. Good working environment for employees.
4. Fire and Safety management.
5. Better manufacturing capabilities.

Weakness:
1. High price of products as compared to other brands available.
2. Company does not have good management strategies.

Opportunities:
1. Huge demand for infrastructural activities.
2. Increasing demand for consumer durables.

Threats:
1. Global Competition.
2. Rapid Technology Changes.
3. Competitive Pressure.
 6. LEARNING EXPERIENCE

I have performed the different tasks during my internship such as daily attendance
monitoring, Head count compilation, Co-ordinating test for candidates facilitating
interview process with concerned HOD’s, training and development, performance
appraisal.
All these activities that I have performed during my internship are the parts of the
different services offered by the organization to its customers. Thus, these activities
are the components/parts of the organizational activities which aided in providing its
services to its customers/clients.
 I learned to prepare effective presentation.
 I learned to work in team in an efficient and effective way.
 It helped me to understand the nature/behavior of the workers and other employees
about their works.
 I learned to develop the relationship with the workers.
 It helped me to understand the practical application of human
resource. It also helped to learn How to make effective decision
making.
 7. FINDINGS
The details in the report is collected with the help of the website of Satyam Polymats
Pvt.Ltd www.satyammats@gmail.com with the help of the employees of SPPL, also
with the help of practical knowledge which I got during my internship.
 I also took the help of employee’s handbook of SPPL for the collection of
information. During my internship I found the proper implementation of managerial
skill practically. During my internship of 3 months period, what I found is that the
organization has very energetic and motivated employees.
 I found good learning and sharing attitude not only in the young employees but also
in the senior and junior managers.
 I got good opportunity of learning as during the work, the senior employees take time
to teach their juniors about what is being done and why it is being done. I feel
privileged for such kind of opportunity I obtained.
 The relationship between the workers and the management is appreciable as they all
encourage each other when needed.
 SPPL provides workers different facilities which keep them motivated and energetic.
 8. SUGGESTION
There are few suggestions for Satyam Polymats Pvt.Ltd for the development and achieving
the targets of the organization. They are as follows:
o As SPPL is the manufacturing company, the main part of it is the worker of the
their organization. So, they should provide some extra benefits to user according
to their performance i.e. employees work should be appreciated.
o The complaints of the workers should be noted immediately.
o There are 3 plants i.e. 1 in Daman and 3 in Aurangabad itself, so the production
of the company is more than the actual demand for the products. Due to this
Waluj Plant is not financially stable. So, they have to produce their products
according to the customers’ demands.
o The aged employees in the company was not able to handle the computers
properly, as they have to maintain the records in excel sheet, make the
PowerPoint presentations and also make the reports in word. For these proper
guidance and appropriate training should be given to the aged employees.
o Punctuality of the workers should be maintained. There are number of employees
who are coming late so this should not be happened.
o Training department should give effective trainings to the employees, it is not
only the teaching the concepts, but also the practical of how that training is
implemented in the real life which will be beneficial to employees in their day to
day work.
o The management of the SPPL has to be properly managed.
 9. BIBLIOGRAPHY
1. Company Reports & Hand Book:

Employee Hand SPPL.

Company’s Information Broacher.
2. Books:
Dny.Jadhav; Personnel and Human Resource.
. Financial Management www.satyammats@gmail.com