CONTENTS

CHAPTER
1. 2.

TITLE

PAGE NO.

INTRODUCTION RESEARCH AND METHODOLOGY

OBJECTIVES SCOPE OF THE STUDY LIMITATIONS

1-2 3-4
5 6 7

3.

PROFILE
HISTORY INDUSTRIAL PROFILE COMPANY PROFILE PRINCIPLES OF CONDUCTS AND ACTIONS PRODUCT PROFILE PROCESS CHART

8 - 24
8- 9 10 11 - 14 15 - 18 19 - 23 24

4.

DEPARTMENTAL ANALYSIS
HUMAN RESOURCE DEPARTMENT FINANCE DEPARTMENT PURCHASE DEPARTMENT MARKETING DEPARTMENT EHS DEPARTMENT

25 - 44
26 - 33 34 - 38 39 40 41 - 44 45 - 48

5. 6. 7.

SWOT ANALYSIS DATA ANALYSIS AND INTERPRETATION CONCLUSION

FINDINGS SUGGESTIONS CONCLUSION

49 - 66 67 -70
68 69 70

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CHAPTER ONE INTRODUCTION

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INTRODUCTION
The Training Program is for a period of 21 days. This has taken up to the study the organization and how the theories in management are applied in the practical business functions. A study is conducted on in functional areas of the entire department in SAINTGOBAIN (SEPR), KANJIKODE, PALAKKAD. SAINT-GOBAIN SEFPRO is one of the largest manufacturers of REFRACTORIES for glass furnaces.

SEPR REFRACTORIES INDIA LIMITED is a Wholly Owned Subsidiary of SAINTGOBAIN SEFPRO who is one of the worlds largest manufacturers of fused cast REFRACTORIES for glass furnaces. SEPR India came into being in 2002 by acquiring the fused cast business from Carborundum Universal (CUMI), PRODUCTS. The Companys manufacturing facility is located at Palakkad in Kerala. The plant is installed in a total land area of 22 acres. The company has completed the major Expansion plan in Jun09. With this the company has an annual production capacity of 10000 MT of Fused Cast Refractories. Continuous Quality Improvement and close customer interaction have enabled us to consolidate our position in the Glass industry. We strictly adhere to quality control measures in every stage of production process. We are certified for ISO 9001, ISO 14001 and OHSAS 18001.

Society Europeans products refractories India ltd is a part of more than 300 years old industrial group SAINT GOBAIN based on in France and has business in more than 1000 locations and in 54 countries. Today the production of refractories is one of the big industrial in the world. The product SEPR REFRACTORIES INDIA LTD. is fused cast refractories known as fused cast alumina the in industrial market.

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CHAPTER TWO RESEARCH METHODOLOGY

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RESEARCH METHOLOGY
The search for knowledge through objectives systematically planned way of doing things to achieve the desired results in conducting research. Research includes different tools and techniques which depend on the nature of study and type of information they require. The relevant data for the study here collected from the following sources:

Primary Data Primary data were collected from respective department heads and workers in the organization.

Secondary Data The secondary data were obtained from memorandum of association of the company, company records, books and websites related to the textiles industry.

Tools and technique In this report study, schedule method interview and observation were the methods used to collect data.

Period of study A significant period is necessary for analytical study for its clarity standardization of data. A period of 15 to 21 day is used to make a study of a firm.

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OBJECTIVES

The main objectives behind doing this project report are: To familiarize the organizational setup. To study overall functioning of the organization. To study various departments in saint gobain. To gain the practical exposure to the actual work situation. To study about the policies adopted in the organization.

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SCOPE OF THE STUDY

Saint-Gobain SEFPRO is one of the largest manufacturers of REFRACTORIES for glass furnaces. Its production processes are highly systems-driven and have appreciateable quality of products and very special EHS department.

One of the main motives is to understand about the EHS department and its function. An intensive study of the functioning and management of departments overall understanding of the international management system based on OHSAS 18001 and ISO 14001 and 5S practices are in placed.

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LIMITATIONS OF STUDY

Personal Bias. Inadequacy of time. Employers were mostly engaged in their daily routine. Therefore the data may

be distorted.

Answers of certain questions were not obtained correctly due to inadequate

knowledge from the par of respondents.

Researcher was not able to go through the technical aspects of the topic due to

the limited time.

Most respondent lack know-how regarding the topic of the study. Lack of time has been a major problem of the study.

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CHAPTER THREE PROFILES

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HISTORY OF SAINT GOBAIN

It all started the operations during 1665 in France, with setting up of manufacturing of Royal Mirror Glass Works by Jean Baptiste Colbert, King Luis XIVs comptroller of finance at SAINT GOBAIN ,a small village in France. Since then it has been a long journey, from producing glass for historic hall of mirrors at the palace of Versailles to what SAINT- GOBAIN is today.

Over the years the group has witnessed an immense evolution it forayed into diverse business, broadened its international presence and continued to build on and leverage its inherent strength powered by technological excellence and innovation, SAINT GOBAIN is currently amongst the world leaders in each of the sectors it operates in.

SAINT GOBAIN is vast organization spread over 52 countries more than 1000 consolidated companies with human resource of 180000 persons. SAINT GOBAIN group as apart of plan devised by Luis XIVs and Colbertto restore the French economy, entrusted to private entrepreneurs, the company broke the factory tradition by organizing glass production on an industrial basis. Ag established a near monopoly Europe and ousted Venice which was then the leader in this sector.

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During the 18th century, the royal glass manufacturing kept glass prices constant or permitted only slight increases. It was able to do this because with each new privilege (as in 1758) royal authority. Imposed a decrease or compression in prices. The casting process also helped sharply reduce the cost of average and large sized glass. A stable France in 1724and and a growing glass market did the rest between 1725 and 1788 sales rose 400%by the war of the Austrian succession and the seven years war Frances total trade volume also increased at similar pace, rising between 400% to 500% according to different estimates.

In 1970, SAINT GOBAIN merger with Pont- a moussion , the world leader in cast Iron piping gave birth to a procedure of materials and capital goods geared to global dimensions of its market more recently since, 1997 the group has focused on the business sector in which it holds strong position and the assets necessary for growth, also the acquisition of polite in 1996 has completed its expertise in distribution.

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INDUSTRY PROFILE
A Refractory material is one that retains its strength at high temperature. REFRACTORIES are non metallic materials having those chemical and physical properties that made then applicable for structures or as components of systems that are exposed to environments above 1000oFrefractrory materials aroused in linings spot for furnaces, kilns, incinerators and reactors. They are also used to make crucibles. In older days the bonded REFRACTORIES are used in the furnaces, but they were not able to resist corrosive action of melted glasses. They aroused a need to develop an alternative refractory to resist the temperature and corrosion. As a result REFRACTORIES that resist corrosive and erosive action of hot glasses, liquid and solid at high temperature were discovered. They are highly demanding in glass industries. Refractory materials must be chemically and physically stable at high temperature depending on the operating environment, they need to be resistant thermal shock, be chemically inert and have specific ranges of thermal conductivity and of the coefficient of thermal expansion. The oxides of alumina silicon and mg are the most important materials used in the manufacturing of REFRACTORIES. Another oxides usually found in REFRACTORIES is the oxides of calcium (lime). Fireclays are also widely used in the manufacture of REFRACTORIES. REFRACTORIES must be chosen according to the condition they will face. Some applications required special refractory materials. Zirconium is used when the material must withstand extremely high temperatures. Silicon, carbide and, carbon are two other REFRACTORIES materials used some severe temperature condition, but they cannot be used in contact with o2 as they will oxidize and burn. In India REFRACTORIES from SAINT GOBAIN attain monopoly, but internationally it has gone competitors like raffle.

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COMPANY PROFILE SAINT GOBAIN SEPR REFRATCORIES

SAINT GOBAIN SEPRO is amongst the worlds largest of fused cast refract SEPR REFRACTORIES INDIA LTD. Tories for glass furnaces. SEPR REFRACTORIES INDIA, part of SAINT GOBAIN SEPRO, came into being in April 2002, when it acquired the fused cast REFRACTORIES business of carborundum universal and GNO. The companys manufacturing facility is located at Palakkad in Kerala. Now with the initiatives to adopt WCM (World Class Manufacturing) SEPR INDAIs production processes are highly systemsdriven and have received several; certifications for quality, REFRACTORIES INDIA LTD. Placed at Kanjikode, Palakkad and An intensive study of the functioning and management of departments overall understanding of the international management system based on OHSAS 18001 and ISO 14001 and 5S practices are in placed. The hierarchy management and their various departments of SEPR REFRACTORIES.

The SAINT GOBAIN GROUP came to India in 1996, with the acquisition of a majority holding in grid well Norton, the groups first subsidiary in India. In the same year, it established the general delegation for India, Sri Lanka and Bangladesh. Since then, the group has made substantial investments in India. Were it now operates through eight companies in three sectors. Each of these companies offering a variety of engineered and construction materials stand tall as leaders in their respective fields.

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SAINT GOBAIN SEPRO is amongst the worlds largest manufacturers of fused cast REFRACTORIES for glass furnaces. SEPR REFRACTORIES INDIA LTD. Part of SAINT GOBAIN SEPRO, was created in April 2002, products manufactured at SEPR INDIA include wear resistant fused cast materials, sintered REFRACTORIES and monolithic. A fused cast refractory is lugh density material obtained by melting a mixture of purest oxides and casting them into adds to create the required shaped fused cast and locks are preferred by the glass industry mainly because hey offer good glass corrosion resistance at high temperatures with no glass defects.

SEPR REFRACTORIES INDIA LIMITED is a Wholly Owned Subsidiary of Saint-Gobain SEFPRO who is one of the worlds largest manufacturers of fused cast REFRACTORIES for Glass Furnaces. SEPR India came into being in 2002 by acquiring the fused cast business from Carborundum Universal (CUMI), PRODUCTS

A fused cast refractory is a highdensity material obtained by melting a mixture of the purest oxides and casting them into moulds to create the required shapes. Fused cast refractory blocks are preferred by the glass industry mainly because they offer good glass corrosion resistance at high temperatures with no glass defects.

Apart from fused cast REFRACTORIES, we also manufacture Wear Resistant fused cast materials, sintered REFRACTORIES and monolithic. In view of our ability to manufacture products with internationally acclaimed standards, we today are preferred suppliers to leading Glass manufacturers and designers like SGG, Fives Stein, SORG, HORN, TECO, NEG etc. We are proud to have a satisfied clientele which spreads over South East Asia, Russia, Europe, America, and Africa etc.

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PLANT
The Companys manufacturing facility is located at Palakkad in Kerala. The plant is installed in a total land area of 22 acres the company has completed the major Expansion plan in Jun09. With this the company has an annual production capacity of 10000 MT of Fused Cast REFRACTORIES. The company achieved a cumulative aggregate growth rate of 30% in Annual Sales, while the production capacities increased by 3 times since the year of inception, i.e. 2002.

QUALITY ASSURANCE
Continuous Quality Improvement and close customer interaction have enabled us to consolidate our position in the Glass industry. We strictly adhere to quality control measures in every stage of production process. We are certified for ISO 9001, ISO 14001 and OHSAS 18001. The company has highly talented, committed professionals & skilled labour force for putting in best practices of manufacturing and to be close customers to meet their needs,

FEATURES OF THE COMPANY

Unit has a plant area of 22 acres and is built in 13000sqm for Manufacturing. Presently have a furnace capacity of 3000M in plant 1 and 4000M in plant 2. Production capacity is around 10000 tons/ year. Customized individual services. Maintains a close association with its customers such as glass manufactures,

Glass Consultants and Glass Furnace Designers.

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PRINCIPLES OF CONDUCT AND ACTION

Over the years, the Saint-Gobain Group has evolved a number of shared principles, which have guided the activities of the Group across the world. These shared principles have been given written expression to strengthen their application within the Group, in view of their global scope and relevance. The application of those principles is a requirement for belonging to the Saint-Gobain Group. The Saint-Gobain Groups General Principles of Conduct and Action can be summarised as follows:

PRINCIPLES OF CONDUCT
PROFESSIONAL COMMITMENT

Means mobilizing to the best of ones ability the knowledge and know-how of the individual and also calls for training to keep both up to date. It requires personal commitment and a willingness to take on the tasks assigned and to acquire knowledge necessary to do the job. It implies the effective contribution of each person in caring particularly for the environment and for worker health and safety.

RESPECT FOR OTHERS

Is an absolute prerequisite for the professional and personal development of each person? It applies throughout the Group worldwide. It implies an acceptance of pluralism and other cultures and of people of all origins. It is expressed in a readiness to listen to others, to inform, to explain, and to engage in dialogue

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INTEGRITY
Requires a rigorous adherence to probity in all professional activities, It means that no individual may compromise the interests of the Group entrusted to that individual in favour of his or her own private interests whether in dealing within the Group or in dealing on behalf of the Group with third parties, whatever local practices might be. Detailed rules of conduct may be adopted for certain categories of Group personnel where the nature of their responsibilities so requires.

LOYALTY
Requires honesty and fairness in dealing with superiors, colleagues, subordinates and third parties dealing with the group, In particular, it is incompatible with the pursuit of self-interest where the latter conflicts with the goals of the individual company or the Group as a whole. It implies the adherence to the guidelines and internal rules of individual companies and of the Group.

SOLIDARITY
Is based on a sense of individual responsibility at work, which prevails over selfcentered thinking? It encourages team work and bringing out the best in each person, in order to achieve the objectives of the company and the Group. It means rejecting management or operational methods geared more to the self-satisfaction of given individuals rather than the interests of the individual company or the Group as a whole

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PRINCIPLES OF ACTION
RESPECT FOR THE LAW

All Group companies must apply in all areas all laws and regulations of the countries where they do business. Particular attention is drawn to the areas described below. All Group companies must prohibit all actions which might breach applicable norms of competition law. They must refrain from any form of financing political parties or activities, even if allowed under local law. They must also reject all forms of active or passive corruption whether in domestic or international transactions. Furthermore, Group companies must not exploit loopholes or inadequacies in any such laws or regulations where this would mean non-compliance with the norms of the Saint-Gobain Group in the areas described below.

CARING FOR THE ENVIRONMENT

Group companies are to actively promote the protection of the environment. All company sites, wherever they are located, must be managed in a way that allows the setting of clear environmental targets and the regular monitoring of environmental performances and measuring the same against these targets. They must strive to raise the main relevant environmental performance standards of their own sites to the level of particularly effective performance standards found in the Group for comparable sites even if that means going beyond the requirements of local legislation.

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WORKER HEALTH AND SAFETY

Group companies are to take particular care to adopt all measures necessary to ensure the best possible protection against health and safety risks in the workplace. They must adopt risk reduction policies and follow-up on the due application of the same, checking actual results against the applicable standards. Such policies apply both to their own employees and to employees of sub-contractors, when the latter are working on a Group site. They must strive to raise the main relevant health and safety performance standards of their own sites to the levels of particularly effective performance standards found in the Group for comparable sites even if that means going beyond the requirements of local legislation.

EMPLOYEE RIGHTS
Group companies must scrupulously ensure that employees rights are respected. They must promote an active dialogue with their employees. In addition, and without limitation, they must respect the following rules, even if not provided for by applicable local law. They must refrain from any form of recourse to forced labour, compulsory labour, or child labour whether directly or indirectly or through sub-contractors when the latter are working on a Group site; and they must refrain from any form of discrimination with respect to their employees, whether in the recruitment process, at hiring, or during or at the end of the employment relationship.

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PRODUCT PROFILE
SAINT GOBAIN specialize in products ranging from refractory bricks, tiles and blocks to mortar, cements, ramming and gunnable monolithic and trowelling mixes to low mass kiln furniture systems. Saint-Gobain SEFPRO is fully dedicated to REFRACTORIES for glass industry.

Innovation - it is talked about a lot but few do it like we do.Their research policy is unique and our research centres mobilize powerful and innovative forces.

Powerful, because SAINT GOBAIN have the largest research centre in the world specializing in REFRACTORIES and their interactions with different types of glass. Innovative, because they have 140 engineers and technicians who use the most progressive, multidisciplinary technologies

Their Industrial Power takes on a very real meaning for your projects because we truly work alongside you.

With 9 plants spread across the world we are able to offer you total reactivity. Their units combine the power of a global industrial group and its large available resources with both the proximity and made to measure expertise of their local teams.

Saint-Gobain H P R produces a wide range of REFRACTORIES including oxides and non-oxide materials that are available as bricks, blocks, monolithic, mortars, cements, and kiln furniture.

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PRODUCT LINES
Complete Product Line, for high performance glass furnaces.

FUSED CAST ALUMINA

Both and alumina are available, for glass contact and superstructures in the most demanding applications.

FUSED CAST ZIRCONIA

With ER 1195, Scimos Z, UZ and CZ, SEFPRO offers the most complete range of high zirconia fused cast for special glasses.

CEMENTS & MORTARS

A complete range for furnace sealing and hot repairs.

SINTERED ALUMINA
Including BPAL and HPAL, ideal solutions for feeder channels.

SINTERED CHROMIUM OXIDE

The Zirchrom range, specially designed for insulation fiber furnaces.

SINTERED HIGH CHROMIUM OXIDE

A complete range of isostatic pressed materials for glass contact in reinforcement fiber.

SINTERED TIN OXIDE

T1186 and T1187 LC, markets reference materials for electrodes in specialty glasses.
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FUSED CAST AZS

The main family of fused cast materials, available in Zirconia contents ranging from 32% to 41%, and with innovative new materials like ER 2001 SLX, a very low exudation 17% Zirconia material.

CASTABLES
Designed to cast monolithic safety layers for bottom pavings under the glass contact materials.

RAMMING MIXES
Convenient alternative solutions to the castables for safety layers.

SINTERED AZS
For applications in furnace, forehearth and expendables.

SINTERED FUSED SILICA

PROSIL, a unique fused silica material with outstanding thermal shock resistance.

SINTERED MULLITE
A wide range of materials for all applications, including BP. Mullet, the best available material on the market for creep resistance.

SINTERED ZIRCONIUM SILICATE Both is ostatic pressed and vibro cast materials.

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PRODUCT AND PROPERTIES

Bulk density (kg/m3)

Corrosion resistance, exudation and seeding

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MANUFACTURING FLOW CHART

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CHAPTER 5 DEPARTMENTAL ANALYSIS

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HUMAN RESOURCE DEPARTMENT

SEPR REFRACTORIES INDIA LTD is having a very good human resource department. It consists of a human resource manager and a supervisor. This department stands as the heart and soul behind the successes of the gigantic organization. This department deals with all personnel activities of the organization.

The total strength of the organization is 296. Among them are 95 staffs 129 operatives 20 supervisors 21 management staff 31 trainees

WORKERS OF SEPR REFRACTORIES INDIA LTD ARE WORKING IN 3 SHIFTS

SHIFT A

12am

8 am

SHIFT B

8 am

4 pm

SHIFT C

4 pm

12 am

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FUNCTIONS OF HUMAN RESOURCE DEPARTMENT

Although in one sense everyone in an organization is concerned of with the personnel function. In case of larger organization a special department is segregated to help line management to secure the optimum use of personnel with the help of personnel department performing an advisory or staff functions. The personnel department thus helps management in securing, using and developing appropriate manpower to achieve the organization objective.

An important objective of every organization is survival which implies the acceptance of the growth objective also during a period of time an organization loss of its employees through deaths, retirement, and other causes. These leaves to be replace. Besides as an organization grows it requires more employees.

Personnel management means the optimum utilization of the human resource. The personnel department must be in position to supply the other department with capable people as and when needed.

The personnel functions are selection, promotion, training, labor welfare activities, and recruitments and so on.

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SELECTION The objective of the selection is to analyses the qualification of applicants for determining their suitability. This process includes weeding out undesirable through analysis of questionnaires, interviews, to investigate their references and evaluating them and making final selection.

TRAINING It is the subset of the broader human resource department function. Human resource department is based management function that aims at developing the human resource through appropriate instruments that are integrate with right processes for achieving organizational process

PROMOTION It is a transfer of an employee to a job that gives more money or those enjoy some better status. In this factory the workers and employees are promoted on the basis of experience, seniority, skill and education etc.

RECRUITMENT The purpose of recruitment is to seek and attract qualified applicants to fill vacancies. This process includes job analysis preparing man specification sources of potential employees. Attracting potential of employee.

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OTHER FUNCTIONS OF HUMAN RESOURCE DEPARTMENT

ATTENDANCE MAINTENANCE The wages and salary paid to the employees is calculated on the basis of attendance. So it should be maintained accurately by the human resource department.

LEAVE This is the department responsible for the allowing leave to employees. The employees are permitted with sick leave, cash leave.

MAINTAINING DISCIPLINE In order the ensure the discipline inside the organization there is a certain standing belatedly agreed by the employees and the organization and also by the district labour officer usually all information regarding the maintenance of the organization should be given at the time of induction period.

PROVIDENCE FUND The employee as well as the employer contributes the amount equal to 12% of the salary. Among the employers the contribution 8.33% will go to the pension fund of the employees.

WELL FARE ACTIVITIES The workers of sepr refractories india ltd. Are provided with canteens, first aid kits , restrooms and recreational facilities and while working the workers are provided with goggles.

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RECRUITMENT PROCESS
In an organization, the recruitment process involves a systematic procedure from sourcing the candidates to decision making. The human resource department receives a requisition from any other department of the company, generally to recruit towards competitive strength and strategic advantage of the organization. The main objective of the recruitment process is to obtain the number and quality of the employees that can be selected in order to help the organization achieve its goal and objectives. The main steps involved in recruitment process can be illustrated as follows;

STEPS IN RECRUITMENT PROCESS

Human resource planning Recruiting needed personnel Selection Placement

Developing sources of potential employees

Search for Potential

Evaluating Recruitment

Internal Sources

Personnel Research

Transfer, Promotion

External Sources

Employee referrals

Evaluating For Selection

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TRAINING PROCESS FRESH RECRUITS

Phase 1 Trainee

Phase 1 Evaluation

EXTRA ORDINARY PERFORMANCE

Phase 2 Trainee EXTRA ORDINARY DEPT. Phase 2 Evaluation

Phase 3 Trainee

Disontinuions Trainings

Phase 3 Evaluation

T R A I N I N G C O M P L E T I O N

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SKILL BUILDING AT SEPR

REVIEW & FEED BACK

Introduction / Week NTTF

24 WEEKS IN PARENT DEPT.

24 WEEKS IN OTHER DEPT.

1 WEEK BEHAVIOUR EHS, WLC & COMPUTER

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SKILL BUILDING AT SEPR

WLM

Quality Circle

HR INITIATIVES
CFTS Defining mission and vision ESS Training Employment involvement Recognition & encouragement Skill matrix Communication Open house, pep talks, and in house journals Suggestions Scheme Appraisal system

JDs for all positions

Out Sourced Development

Kaizens

IT Enablement

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FINANCE DEPARTMENT

Finance is the lifeblood of a business. Any organization cannot run without finance. Finance department controls the financial aspect for running the day to day operation of the business. The finance department maintains accounts to know the result of the business activities. All the transactions are entitled in respective journal and are posted to ledger accounts. The accounts make up-to-date. All the data in the accounts are computerized and maintained by the finance department.

STRUCTURE OF FINANCE DEPARTMENT

HEAD FINANCE

ASST. MANAGER

SUPERVISORY SYSTEM

EXICUTIVE ACOUNTS

SUPERVISOR

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FUNCTION OF FINANCE DEPARTMENT

Maintaining the records in orderly and chronological manner Submits the records to the authority Checking and passing of bills for payment Making correct payment of wages to employees Checking the freight receipt Submission of records to the auditor

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It is an abstract form of cash and bank book. From this ledger, an abstract is taken for every month which is known as trail balance, profit and loss account and balance sheet is prepared.

Working capital management

A managerial accounting strategy focusing on maintaining efficient levels of both components of working capital, current assets and current liabilities, in respect to each other. Working capital management ensures a company has sufficient cash flow in order to meet its short-term debt obligations and operating expenses.

Implementing an effective working capital management system is an excellent way for many companies to improve their earnings. The two main aspects of working capital management are ratio analysis and management of individual components of working capital. A few key performance ratios of a working capital management system are the working capital ratio, inventory turnover and the collection ratio. Ratio analysis will lead management to identify areas of focus such as inventory management, cash management, accounts receivable and payable management.

Management will use a combination of policies and techniques for the management of working capital. These policies aim at managing the current assets (generally cash and cash equivalents, inventories and debtors) and the short term financing, such that cash flows and returns are acceptable.

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Cash management. Identify the cash balance which allows for the business to

meet day to day expenses, but reduces cash holding costs.

Inventory management. Identify the level of inventory which allows for

uninterrupted production but reduces the investment in raw materials - and minimizes reordering costs - and hence increases cash flow. Besides this, the lead times in production should be lowered to reduce Work in Progress (WIP) and similarly, the Finished Goods should be kept on as low level as possible to avoid over production - see Supply chain management; Just In Time (JIT); Economic order quantity (EOQ); Economic quantity

Debtors management. Identify the appropriate credit policy, i.e. credit terms

which will attract customers, such that any impact on cash flows and the cash conversion cycle will be offset by increased revenue and hence Return on Capital (or vice versa); see Discounts and allowances.

Short term financing. Identify the appropriate source of financing, given the

cash conversion cycle: the inventory is ideally financed by credit granted by the supplier; however, it may be necessary to utilize a bank loan or overdraft, or to "convert debtors to cash" through "factoring".

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WORKING CAPITAL POLICY OF A FIRM

The two important issues in formatting working capital policies are;

1. The ratio of current assets to sale. 2. Ratio of short term financing to long term financing.

If the firm pursues a conservative policy, it would carry a high level of current assets to sale, this in a lower level of expected profitability. These policy relics on short term bank financing but more on long term sources of finance, which lower risk, but increase cost of financing.

An aggressive current policy on the others hand carrier a low level of current assets in relation to sales. The policy results in higher degree of expected profitability. It relies on short term finance and less on long term degree of expected profitability. It relies on short term finance and less on long term sources of finance which increase risk but decrease cost of financing. The conservative policy is also characterized by a higher ratio of current assets to fixed asset total assets, while lower ratio indicates an aggressive policy.

An optimal position of working capital is characterized by a balance between profitability and liquidity or risk and return and this depends up on the nature of finance manager.

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PURCHASE DEPARTMENT
This department is responsible for the purchase of the company. They are doing both planning for material purchase and actual purchase of material. The company follows the manufacturing requirement system, in which the requirement of input material at different point of time is calculated based on production plan. Planning department is vested with making the entire production plan since the company is following the policy of making orders as it has to know the probable orders for future. For this purpose market survey is conducted. Market forecast will give an idea about the likely orders in next year. Based on forecasting results, the planning department assesses the probable material requirement for the orders. Purchase information related to the type and grade of the product. The purchase order is specified by the departments commercial for adequacy of specified requirements prior to placing order. MATERIAL PURCHASING PROCESS

IDENTIFYING THE REQUIREMENTS

IDENTIFYING THE SUPPLIER

EVALUATING THE VENDOR

PLACING THE ORDER

VERIFICATION OF THE QUALITY OF THE PURCHASED PRODUCTS

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MARKETING DEPARTMENT
SEPR Refractories India Ltd. Is marketing fused cast refractories is all over the world. 60% of the sales are domestic and 40% are exported to the Middle East Asian countries, European countries and some African countries. The products SEPR India are well accepted in the international market due to consisting quality and strict adherences to delivery schedules and competitive pricing. In Palakkad plant general manager in charge of marketing and he records world sales directed in France.

FUNCTION OF FINANCE DEPARTMENT

Customer Requirement When a customer plans and order, the company understands there requirement and dispatches the goods in requirement time.

Enquiry In receipt of the purchase order the company sent the price list, time of delivery etc to the customers.

Price Negotiation In order to make the customers satisfied, negations are made in price and accordance with products sold. After making dispatches goods as per the order placed by the customers this department takes immediate steps for collection of payments. The major customer in domestic market is HRG HINDUSTAN.

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ENVIORNMENTAL HEALTH AND SAFTEY DEPARTMENT

The department frames environmental policy for the company. The objective of the department is to devolop and implements eco-friendly activity. They achieve this objective through environmental management system. Company has ISO certification for quality management, system environment system and certification underOHSAS 18001Service for over occupation health and safety management system. Main objective of EHS department Zero work related accidents Zero occupation decreases Zero non-valorized waste

ENVIRONMENTAL ASPECTS
Identification of environmental aspects is an on going process that determines the past and positive impacts of the activity product and service on the environmental. A procedure has been established to identify the environmental activity. Products and services can be controlled over which an influence is expected. Procedure for evaluation is also being established to determine those aspects, which have or can have significant impact on the environment.

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EHS CYCLE

EHS POLICY

MANAGEMENT REVIEW

PLANNING

CHECKING CORRECTIVE ACTION

IMPLEMENTATION & OPERATION

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2008 - 2011

EHS Activities and initiatives Free medical & eye checkups. Medical scheme operated by a committee representing employees and

management for all those not covered by ESI. Training of all employees at all levels in EHS program.

Monitoring the following

1. Air mission. 2. Water consumption. 3. Hazardous waste generation, storage and disposal. 4. Work area voice level intensity. 5. ETP iblet effluent and treated water. 6. Environment and health incidents.

For employees: EHS Rules and Regulations All areas inside the premises of the plant are declared as No-Smoking Zone. Consuming alcoholic beverages or drugs is forbidden in the work place. All employees have the right to demand for safe working environment. All employees should obey the safety rules and regulations laid down by the company. Wearing of the personal protection equipments where ever prescribed is binding on all the employees in these areas.

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Access to restricted areas is only for the authorized persons. Environment, health and safety. Saintgobain it development on respect for all the people and their environment.

All the objects and action plans of SEPR is based on the 8 core principles.

Health and safety Environment protection and risk prevention Reliability Industrial efficiency Quality and process control Customer focus and service People development

EHS initiatives and objectives:

Saint- Gobain believes that sustainable growth and development of business can be possible only if we maintain an equitable relationship between economical objective and social& environmental responsibilities. Saint- Gobain is totally committed towards achieving all these objectives, in fact the group has joined the global compact (an international initiative involving several hundred companies, NGOs Civil Society Organizations, UN Agencies) in July-2003 to hold on the principles in the field of human rights, labours, environment and fight against corruption.

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CHAPTER SWOT ANALYSIS

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PROJECT REPORT

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WEAKNESS
Lack of product line diversification. High cost and price level. The employees are very aged. The sales promotion programmes are limited. Customers are not aware about the sales promotion programmes. No presence in possible market segments such as corporate, exports etc. This

would help to gain more returns.

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PROJECT REPORT

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OPPORTUNITIES
Large infrastructure facility. Monopoly in market Good market share. Company goodwill. Strong marketing network all over the world. Increasing demand. Trade fair participation to explore new markets. Scope for technology up gradation to develop innovative products.

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PROJECT REPORT

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THREATS
Rise in the price of raw materials. High labour cost. Government regulations. Small mistakes cause high loss. Increased cost of production.

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CHAPTER 6 ANALYSIS AND INTERPRETATION

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ANALYSIS AND INTERPRETATION

Data collected in order to study on the implementation and effectiveness of TQM has been analyzed and interpretated by the researcher follows.

TABLE 1

AGE OF THE EMPLOYEES

Age in year Below 30 31 40 41 50 Above 50 total

No. of employees 1 17 37 5 60

Percentage 2% 28% 62% 8% 100%

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PROJECT REPORT

2008 - 2011

Below 30

31 40 2% 8%

41 50

Above 50

28%

62%

According to this given graph 2% of the employees are below the age of 30 years, 28% are between the age of 31 40 years 62% of them are between 41 50 years of the age and 8% are above age of 50.

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TABLE 2

EXPERIANCE OF THE EMPLOYEES

Experience in year

No. of employees

Percentage

Below 5 6 10 11 15 16 - 20 Above 20 Total

5 4 18 15 18 60

8% 7% 30% 25% 30% 100%

The table 2 shows that 8% of the employees are having less than 5 years of experience 30% of employees are having 11 15 years of experience and 25% are having 16 20 years of experience. While another 30% of employees have more than 21 years of services at saint gobain.

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PROJECT REPORT

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Below 5

6 10

11 15

16 - 20

12% 36% 9%

43%

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2008 - 2011

TABLE 3 EDUCATIONAL STATUS OF THE EMPLOYEES

Educational status Below SSLC SSLC SSLC with ITI Pre-degree

No. of employees 25 17 18 Nill

Percentage 42% 28% 30% 0

Total

60

100%

Below SSLC

SSLC

SSLC with ITI 0%

Pre-degree

30% 42%

28%

The above given graph shows that 42% of the employees are qualified below SSLC, 28% of them have passed SSLC and 30% are qualified with SSLC and ITI.

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TABLE 4 FUNCTIONAL AREA OF EMPLOYEES

Dept: Production services total

No. of employees 54 6 60

% 90% 10% 100%

The collected data shows that majority of the employees, ie 90% of them are belonging to the production department and rest of 10% belongs to service department.

services 10%

Production 90%

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PROJECT REPORT

2008 - 2011

Table 5 NO. OF TRAINING PROGRAMS ATTENDED BY THE EMPLOYEES

No. of training programs attended None 13 46 Above 7 Total 4 30 24 2 60

No. of employees 7% 50% 40% 3% 100

Analysis of collected data revels that 7% of employees have not attended any training programs 50% have attended 1 3 training programs, 40% have attended 4 6 programs and 3% of the employees have attended more than 7 training programs.

No. of employees
Above 7 3% None 7%

46 40%

13 50%

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TABLE 6 AWARENESS ABOUT THE 5S CONCEPT

Criteria for awareness To great To some Not at all

No. of employees 32 28 0

% 53% 47% 0

Total

60

100

The collected data shows that majority of the employees 53% of the employees are aware to great extent about the introduction of 5s concepts and 47% of the employees are aware to some extent about the 5s concept introduced in their company.

No. of employees
To great To some 0% Not at all

47%

53%

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2008 - 2011

TABLE 7 5S CONCEPT AND TRAINING

Criteria for evaluation Very much sufficient Sufficient No of sufficient 22 37 1

No. of employees

% 36% 62% 2%

total

60

100

Majorities opinion is that training given on 5s concept are sufficient, about 36% of employees expressed that the training given to them is very much sufficient and 2% of them feel that it is not sufficient.

Very much sufficient

Sufficient 2%

No of sufficient

36%

62%

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PROJECT REPORT

2008 - 2011

TABLE 8 Voluntary practice of 5s at work area practice of 5s at work area Strictly To some extent Practicing Not at all Total No. of employees 16 26 18 0 60 % 27% 43% 30% 0 100

It shows that 27% of the workers are strictly practicing 5s concept, 43% of them are practicing to some extent and 30% among them are just practicing the concept at their work place and machineries.

No. of employees 26

16

18

Strictly

To some extent

Practicing

Not at all

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PROJECT REPORT

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TABLE 9 Awareness about the suggestions scheme awareness about the suggestions scheme Very much To good extent To some extent Not at all Total No. of employees 30 15 25 0 60 % 50% 25% 25% 0 100

50% among the employees were very much awareness about the suggestions scheme in here. 25% of each employees were feel that they know to a good extent and to a some extent awareness about the suggestions scheme.

No. of employees
35 30 25 20 15 10 5 0 Very much To good extent To some extent Not at all No. of employees

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PROJECT REPORT

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TABLE 10 Awareness about the monthly information sharing meeting

Response Very much satisfied To a good extent To a some extent Not at all Total

No. of employees 8 11 37 4 60

% 13% 18% 62% 7% 100

Majority of the employees feel that the response to their Suggestions is only satisfied to some extent about 13% of them feel very much satisfactions to response from he management. And 7% of them feel not satisfaction on managements response.

Very much satisfied

To a good extent

To a some extent

Not at all

7%

13%

18%

62%

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PROJECT REPORT

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TABLE 11 Awareness about policy deployment

Awareness Very much To good extent To some extent Not at all Total

No. of employees 0 2 18 40 60

% 0 3% 30% 60% 100

The collected data shows that majority of the employees 53% of the employees are revealed that they are not at all aware of policy deployment practiced among their superiors. 30%are aware of the same to some extent. And 3% of them are aware in good extent.

No. of employees
Very much To good extent 3% 0% To some extent 30%

Not at all 67%

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TABLE 12 Awareness about internal and external customers Awareness Very much To good extent To some extent Not at all Total No. of employees 18 10 29 3 60 % 30% 17% 48% 5% 100

Here about 30% of the respondents are aware very much about the internal and external customers. 17% of the employees know to a good extent, 48% are aware to some extent about the internal and external customers and about 5% of employees not at all about the same.

Not at all 5%

Very much 30%

To some extent 48%

To good extent 17%

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TABLE 13 Awareness about the monthly information sharing meeting

No. of employees Very much To good extent To some extent Not at all Total 4 3 42 11 60

% 7% 5% 70% 18% 100

This shows that 7% on the employees are very much aware of the monthly information sharing meeting of the organization with trade unions and 5% of employees know it to a good extent. Notably 70% of employees know about such meeting to some extent only and 18% of the employees are not aware about of such meetings.

Very much

To good extent

To some extent

Not at all

18% 7%

5%

70%

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PROJECT REPORT

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TABLE 14 Effectiveness of open house meeting

response Very useful Useful Not at all Total

No. of employees 2 47 11 60

% 3% 79% 18% 100

It proves that 79% of the employees say it is very useful to them but 18% of the employees says its not at all affected them and rest of them say it is useful to them.

Very useful 18%

Useful

Not at all 4%

78%

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PROJECT REPORT

2008 - 2011

TABLE 15 Extent of practicing ISO 9000 STANDARDS

Extent of practicing Strictly To some degree Following Not at all Total

No. of employees 19 25 15 1 60

% 31% 42% 25% 2% 100

Strictly

To some degree 2%

Following

Not at all

25%

32%

41%

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CHAPTER SEVEN CONCLUSION

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FINDINGS
Majority of employees were feel that sharing knowledge is helpful for improving the relationship between employees The practice being followed in the environment health and safety programs are conducted The company is using lid of furnace for reducing electricity cost and saves 20%of kw/tones of batch. Make an order system help the company to minimize inventory carrying cost to beter utilization of working capital. Wastage of finished products reprocessed and utilized in manufacturing process, through that way the company can save 30% of the raw material. The company follows an eco friendly system which recycles the waste water, waste plywood. etc The labours idle time eliminated thought job rotation.

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SUGGESTIONS
location. available. Proper dare must be given for reducing the cost of production. Company must take care for identify the sources of raw materials easily Wastage of plywood may be reutilized design work. For ensuring objectivity, structure rewards should be kept. To check whether just-in-time (JIT) is possible the material available nearby

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CONCLUSION
The objective of the study is familiar with an organizational environment and to get an idea about the function of different department. SWOT analysis was also carried out this study helped to understand the working of different department of the company. The company provides support to large, medium, end small industries of the glass. If the company is able to withstand the present competition and insure profile in the future it is doing now the company can improve their position in the international market. It has succeeded in utilizing the plant capacity to the maximum through optimum utilization of human resources.

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QUESTIONNAIRE A study on TQM with special reference to SEPR Refractory India Ltd Palakkad. Name Contact no. Position Sign

1. Age Less than 30 41 50 31 40 51 and above

2. Qualification Below SSLC SSLC SSLC with ITI Pre-degree

3. Service period Up to 5 years 11 to 20 6 to 10 21 and above

4. Department Service Administration Production Others

5. Training programs attended within 2 years None 4-5 1-3 7 and more

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6. Did training helpful to improve your skills? Very much To some extent To good extent Not at all

7. Are you Aware about the monthly information sharing meeting in your company? Very much To some extent To good extent Not at all

8. What is the opinion about department level communication? Effective Effective and adequate average Not at all

9. Effectiveness of open house meeting in your company? Very much satisfied To a good extent To a some extent Not at all

10. Are you following ISO standard in your company? Very much To a some extent To a good extent Not at all

11. Awareness about the 5s concept in your company? Very much To a good extent To some extent Not at all

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12. Do you think Voluntary practice of 5s at work area is sufficient? Very much sufficient Not sufficient Sufficient

13. Awareness about the suggestions scheme in your company? Very much To some extent To good extent Not at all

14. Are you satisfied with the suggestions scheme and management response in your company? Very much satisfied To a good extent To a some extent Not at all

15. your awareness about internal and external customers Very much To a good extent To a some extent Not at all

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