EXECUTIVE SUMMARY Title: An organizational study and the study of innovations made in the Avasarala Technologies Ltd. at Bangalore.

Scope of the study: During the period of Six week summer project work in head office of Avasarala Technologies ltd. at Bangalore has given me immense knowledge and information regarding organization structure and various functions of each department in the organization. This study also helped me to understand various activities done by organization to achieve its objectives. Objective of the study : To study the organization structure To study the various function of each department. To understand the type of customers, various activities of the dealers and overall innovations made in the organization Beyond all these objectives, the study was intended to understand about the spring industry and to understand how this spring industry is different from other industries.

INDUSTRY PROFILE A conveyor system is a common piece of mechanical handling equipment that moves materials from one location to another. Conveyors are especially useful in applications involving the transportation of heavy or bulky materials. Conveyor systems allow quick and efficient transportation for a wide variety of materials, which make them very popular in the material handling and packaging industries. Many kinds of conveying systems are available, and are used according to the various needs of different industries. Conveyor systems are used widespread across a range of industries due to the numerous benefits they provide.

Conveyors are able to safely transport materials from one level to another, which when done by human labor would be strenuous and expensive. They can be installed almost anywhere, and are much safer than using a forklift or other machine to move materials. They can move loads of all shapes, sizes and weights. Also, many have advanced safety features that help prevent accidents. There are varieties of options available for running conveying systems, including the hydraulic, mechanical and fully automated systems, which are equipped to fit individual needs.

Conveyor systems are commonly used in many industries, including the automotive, agricultural, computer, electronic, food processing, aerospace, pharmaceutical, chemical, bottling and canning, print finishing and packaging. Although a wide variety of materials can be conveyed, some of the most common include food items such as beans and nuts, bottles and cans, automotive components, scrap metal, pills and powders, wood and furniture and grain and animal feed. Many factors are important in the accurate selection of a conveyor system. It is important to know how the conveyor system will be used beforehand. Some individual areas that are helpful to consider are the required conveyor operations, such as transportation, accumulation and sorting, the material sizes, weights and shapes and where the loading and pickup points need to be.

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Care and Maintenance of Conveyor Systems A conveyor system is often the lifeline to a companys ability to effectively move its product in a timely fashion. The steps that a company can take to ensure that it performs at peak capacity include regular inspections, close monitoring of motors and reducers, keeping key parts in stock, and proper training of personnel. Increasing the service life of your conveyor system involves: choosing the right conveyor type, the right system design and paying attention to regular maintenance practices. A conveyor system that is designed properly will last a long time with proper maintenance. Here are six of the biggest problems to watch for in overhead type conveyor systems including I-beam monorails, enclosed track conveyors and power and free conveyors. Poor take-up adjustment: This is a simple adjustment on most systems yet it is often it is overlooked. The chain take-up device ensures that the chain is pulled tight as it leaves the drive unit. As wear occurs and the chain lengthens, the take-up extends under the force of its springs. As they extend, the spring force becomes less and the take-up has less effect. Simply compress the take-up springs and your problem goes away. Failure to do this can result in chain surging, jamming, and extreme wear on the track and chain. Take-up adjustment is also important for any conveyor using belts as a means to power rollers, or belts themselves being the mover. With poortake up on belt-driven rollers, the belt may twist into the drive unit and cause damage, or at the least a noticeable decrease or complete loss of performance may occur. In the case of belt conveyors, a poor take-up may cause drive unit damage or may let the belt slip off of the side of the chassis. Lack of lubrication: Chain bearings require lubrication in order to reduce friction. The chain pull that the drive experiences can double if the bearings are not lubricated. This can cause the system to overload by either its mechanical or electrical overload protection. On conveyors that go through hot ovens, lubricators can be left on constantly or set to turn on every few cycles. Contamination: Paint, powder, acid or alkaline fluids, abrasives, glass bead, steel shot, etc. can all lead to rapid deterioration of track and chain. Ask any bearing company about the leading cause of bearing failure and they will
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point to contamination. Once a foreign substance lands on the raceway of a bearing or on the track, pitting of the surface will occur, and once the surface is compromised, wear will accelerate. Building shrouds around your conveyors can help prevent the ingress of contaminants. Or, pressurize the contained area using a simple fan and duct arrangement. Contamination can also apply to belts (causing slippage, or in the case of some materials premature wear), and of the motors themselves. Since the motors can generate a considerable amount of heat, keeping the surface clean is an almost-free maintenance procedure that can keep heat from getting trapped by dust and grime, which may lead to motor burnout. Product Handling: In conveyor systems that may be suited for a wide variety of products, such as those in distribution centers, it is important that each new product be deemed acceptable for conveying before being run through the materials handling equipment. Boxes that are too small, too large, too heavy, too light, or too awkwardly shaped may not convey, or may cause many problems including jams, excess wear on conveying equipment, motor overloads, belt breakage, or other damage, and may also consume extra man-hours in terms of picking up cases that slipped between rollers, or damaged product that was not meant for materials handling. If a product such as this manages to make it through most of the system, the sortation system will most likely be the affected, causing jams and failing to properly place items where they are assigned. It should also be noted that any and all cartons handled on any conveyor should be in good shape or spills, jams, downtime, and possible accidents and injuries may result. Drive Train: Notwithstanding the above, involving take-up adjustment, other parts of the drive train should be kept in proper shape. Broken O-rings on a Lineshaft, pneumatic parts in disrepair, and motor reducers should also be inspected. Loss of power to even one or a few rollers on a conveyor can mean the difference between effective and timely delivery, and repetitive nuances that can continually cost downtime. Bad Belt Tracking or Timing: In a system that uses precisely controlled belts, such as a sorter system, regular inspections should be made that all belts are traveling at the proper speeds at all times. While usually a computer controls this with Pulse Position Indicators, any belt not controlled must be monitored to ensure accuracy and reduce the likelihood of problems. Timing is also important for any equipment that is instructed to precisely meter out items, such as a merge where one box pulls from all lines at one time. If one were to be mistimed, product would collide and disrupt operation. Timing is
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also important wherever a conveyor must "keep track" of where a box is, or improper operation will result. Since a conveyor system is a critical link in a companys ability to move its products in a timely fashion, any disruption of its operation can be costly. Most downtime can be avoided by taking steps to ensure a system operates at peak performance, including regular inspections, close monitoring of motors and reducers, keeping key parts in stock, and proper training of personnel.

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COMPANY PROFILE Overview Avasarala Group was started in 1985 initially as a project consultancy organization by 8 technologists led by Mr. A.Mangaapathi Rao, chairman. During the year 1986, it started capital machine manufacturing activities with an objective of indigenously designing and fabricating special purpose machinery and automation systems initially for electronic components manufacturer. Avasarala has come a long way in fulfilling the countrys requirements of capital machinery for the automobile, home appliances, electronic and other industries including the strategic sector such as space, atomic and defense. It has been widely acclaimed as one of the professional companies in the respective domain. The machinery division started its foray into exports market by supplying lamp manufacturing machine to United Kingdom during the year 1996. Understanding the clients requirement and delivering well engineered and reliable process systems have been the motto at avasarala. The quality of production at avasarala has been par with the international standards and there is always a constant search and endeavor to improve the same. Avasarala started black and white electron gun manufacturing during the year 1990 and now enjoys the leadership position in the field. During the year 1995, manufacturing of electron guns for color picture tubes were started. Avasarala strengths in the field of in-house machinery building were

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used in all captive projects including tungsten manufacturing facility, which started during the year 1993. The group joined the selected list of companies in the world making non sag tungsten wire by 1996 by its extensive in-house R&D efforts. Apart from tungsten products the unit has added molybdenum to its range since 2001. Avasarala has entered the Greenfield area of healthcare equipment manufacturing with a strategic tie up with a leading Australian Co. ULCO medical for the manufacture of anesthesia machines, ventilators, allied products and services. The visionary founder chairman of avasarala group Mr.Mangaapathi Rao and Mr.T.T.Mani managing director & CEO head the team of highly experienced professionals.

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Location Map Marketing / Customer support Centers: Bangalore

Pune New Delhi Schaumburg, Illinois - USA Manufacturing: Bangalore Strategic Sector Factory Automation Healthcare Pondichery Outsourced Manufacturing Healthcare Mysore Speciality Metals

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Corporate Centre: Contact Person: Mani TT Managing Director & CEO Location:# 47, 36th Main Road, BTM I Stage Dollar Scheme, Bangalore 560068,INDIA Phone: +91 (80) 2668 3860+91 (80) 2668 3165 Fax : +91 (80) 2668 3935+91 (80) 2668 5734 Contact: info@avasarala.com Machinery division Bangalore: Activity Strategic Sector Nuclear Power, Space, Research & Others Factory Automation .

Contact Person: Mr. Bhat NVGKnvgkbhat@avasarala.com Location:14/2,14thK.M., Kanakapura Road, Raghuvanahalli, Bangalore -560 062, INDIA Phone:+91 (80) 2843 5666+91 (80) 2843 5376+91 (80) 2843 5521 +91 (80) 2843 5382+91 (80) 2843 5665 Fax : +91 (80) 2843 5207 Contact: marketing@avasarala.com

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OBJECTIVES: Commitment to Professional and Fair Business Practices and Customer Confidence. Care and value our Employees, encourage proactive learning and Empowerment of our Human Resources Interactive Working Environment. Continuous Improvement & Innovation in Products & Services thru a common mind set, team spirit with a partnering approach Total Quality Control. Inspired Leadership to Deliver Consistent Quality essential for Profitable and Long Term Growth A Partnering Approach to Business Relationships.

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CHRONOLOGY OF EVENTS MILESTONES IN TIME 1985 1986 1987 1987 Machinery 1990 EDL-B 1991 1994 1996 Machinery M 1997 1998 1999 Exports 2000 Tie-Up with ULCO Medical of Australia for Medical Equipment Manufacture
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Birth of Avasarala Group Started Consultancy Services Established Process machinery manufacturing unit Won ELCINA AWARD for Indigenisation of Capital Established Monochrome Electron Gun facility at BangaloreEstablished Engineering Design Center Established Monochrome Electron Gun facility at Pondicherry Added Conveyor and Material Handling Systems Won ELCINA AWARD for Indigenisation of Capital Entered into strategic alliance with Flex Link- Singapore Established Tungsten manufacturing facility at Mysore - ATLFirst export of Machinery ISO Certification Electron Gun facility Ventured in to Power Project Business Activity Established Software Unit for CAD, GIS, AM/FM Data Won DSIR (Govt. of India) National Award for Outstanding Tie-Up with Apex Data Services Inc., USA for Software

Conversion Services Achievement in R&D for the Tungsten facility

2001 2002 2003 2004 2005 2006 -

ISO Certification by SGS for Group Design Center ISO Certification for Machinery Division ISO Certification for Software & Tungsten facility Established manufacturing facility at Pondicherry for

Healthcare Equipments Established Space Products division Entered Strategic Sectors for supply of Machines and Parts Established Color Electron Gun Manufacturing at Pondicherry Handled over the first flight model heat pipe to chairman ISRO. Execution of dual transfer motion simulator for defense Multifactor high vacuum test chamber for space application Supplied radiation shielding windows for NPCIL Started Emmasse Coolant chamber system from MAPS Final exe of export order of PMPS jacks to CERN, Geneva

research centre. center.

AVASARALA GROUP The organization structure of Avasarala Group as shown below, the group has been divided into five divisions namely: Special Metals division Machinery division
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 Software division Electron Devices division Healthcare Division Avasarala Group has its corporate office located in BTM layout in Bangalore. Being the corporate office its the nerve centre for its overall operations. The corporate policies are chalked out here by the top management which has to be implemented in all its divisions. At corporate level different divisions in an organization converge. If this sketched out it takes the shape of a pyramid. The apex represents the top management where corporate decisions are taken. The tower heads or the top level executives act more of like facilitators rather than individualistic power centers. Corporate Centre forms the nodal point for all the operations of all the strategic business units. The corporate functions of MIS, Finance, HR and admin are located here which extend control over the facilities.

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Avasarala Group Structure

AVASARALA TUNGSTEN Avasarala Tungsten is engaged in the production of Tungsten and Molybdenum products such as Tungsten Powder, Tungsten Rod, Tungsten Wire and Molybdenum Wire. The main product of Avasarala Tungsten is Non-Sag (Doped) Tungsten wire and Molybdenum wire. Started in the year 1992, Avasarala Tungsten's R & D efforts have been acknowledged widely in the industry. The Department of Science & Technology, Government of India has recognized the unit's R&D department for its achievements. The Group's strengths in design and
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engineering capabilities were put to full use in building up the critical production machinery for the plant. Robust production practices are employed for the processes to result in high quality products. The right quality of Tungsten ore Concentrate is put through operations such as education, Doping, Pressing, Sintering, Rolling, Swaging and Drawing. The art of working at high temperatures have been mastered ensuring elaborate in process quality checks for the product. A well equipped laboratory for undertaking research in areas related to powder metallurgy of refractory materials and alloys. AVASARALA SOFTWARE Avasarala Engineering Technologies is the Groups design and engineering unit. The ISO9001 certified unit has its major activities in the field of CAD, Solid Modeling, Analysis, Documentation and Value added Engineering Services. The range of expertise available covers a vast segment Mechanical, Chemical, Electrical, Structural, Civil, Architectural, Structural, Computer, Hydraulic, Pneumatic, Manufacturing, Assembly Automation, Logistics, High and Ultra High Vacuum (UHV) Engineering, Instrumentation, Control PLC software, etc. Right from Concept to final physical form, the engineers at Avasarala have set a new standard. A prototype and an assembly shop back the design shop giving the design unit a unique advantage over others.

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Design Capabilities: The design capabilities of the group are available in the areas of: Design Services Conversion Services Engineering Re-Engineering Services 3-D Modeling & Analysis Bill of Materials Data Base preparation Custom Development Services & Prototyping. Re-engineering is a beaten track with extensive expertise in working on various projects to success. The different aspects of workflow stages involve the following: Study of assembly & part drawings Study of bought out parts (Parts List) Study of changes required Interaction with customer - Technical CAD Standardization Preparation of Prototype drawings, standards Preparation of Bill of Materials The deliverables could be mutually discussed upon and arrived at for each project as per customers requirement. All input materials will be returned to the client. Confidentiality is a priority and is maintained and assured.

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Mechanical Design Services Product Design 3D Solid Modeling Sheet Metal Design Conversion of 3D plant models to 2D schematics Data extraction and Bill of Materials Legacy Data conversion to desired formats Digitization of engineering drawings of all sizes, for all disciplines Engineering/Re-Engineering Services involves study of manually drafted design documents, conversion from inch to metric, preparation of drawings on CAD, Bill of materials and submission of documents on electronic media. Design changes for functional improvement Modifications in design and mounting details to accommodate changes in bought out parts Faithful representation of bought out parts facilitating accessibility and maintainability Preparation of assembly drawings from part drawings ensuring selfcheck for correctness of drawings AVASARALA ELECTRON Elbeam Devices has acquired the leadership position in manufacturing and supply of Black and White Electron Gun for Television Picture Tube and Computer Monitor Tube industry.
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The product manufactured in this plant is Monochrome Electron Guns for TV PICTURE tubes and Monitor Tubes. Elbeam in association with ISRO (Indian Space Research Organization), has developed DUAL CORE Ammonia filled Aluminium HEAT PIPES. The pipes are qualified for SPACE application. Elbeam can produce Heat pipes of length up to 3 meters & bent to any shape as per customer requirement. Excellent facilities including class-3000 clean room have been created with skilled and trained personnel. Elbeam can develop Electron guns to suit any individual requirement. AVASARALA HEALTHCARE Health care is a niche area and Avasarala has entered the arena with medical equipments and related products with a joint venture with ULCO Medical of Australia. ULCO medical of Australia are the leading players with more than 80% of the Australia n Market for Anaesthesia Equipment. The joint venture plant set up at Pondicherry manufactures the range of equipments and subsystems to the exacting standards of the industry. The products manufactured in this plant are: Anaesthesia Machines, Anaesthesia Ventilators, Transport Ventilators, Gas Management System, Nurse call System & Hospital Furniture.

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AVASARALA AUTOMATION LIMITED

Acronym: SMU Business Strategic Units: Machinery Unit Manufacture of Machinery & Parts for Strategic Sectors FAU Factory Automation Unit Manufacture of Conveyors & Automation Systems

AAL ISU Installation Services Unit PMU -Parts Manufacturing Unit

Activity:

Plant relocation, Manufacture Installation & of Engineering Commissioning Parts Services

A moving force in the Automation Industry - A sure way to increase your Productivity and Profits. Avasarala Automation plays a dominant role in the industry providing a broad spectrum of services. It has four business units, which supplement and complement each other offering an array of services. Avasarala automation is further classified as mentioned above into:
SMU - Strategic Machinery Unit: Custom built Machinery,

Precision Engineering Assemblies to strategic sectors

PMU Parts Manufacturing Unit: Precision engineered parts and

sub assemblies

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ISU Installation Services: Installation & Plant re-location Services, Turnkey implementation
FAU Factory Automation Unit: Conveyors, Unitized Mechanical

Handling Systems, Automation solutions

Avasarala Automation Unit Structure

Fig 2.3: Division

SMU - STRATEGIC MACHINERY UNIT Strategic machinery unit addresses the processes, machinery, equipments and systems to the extracting requirements of the process of customer. The key driver for this unit is the ability to conceptualize comprehensive innovative solutions by understanding the project criticalities. Quite a few equipments that have been built are the first of its kind. An exclusive team works in close liaison with the client/customer from concept to commissioning, concurrent engineering, design validation, formulating and adhering to acceptance test plan are the critical success factors. Avasarala has made a mark in this field by developing unique equipments and

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machines for manufacturing or process industries such as electronic components, glass chemicals, automotive components, and ceramics, aerospace, nuclear, defense etc. As of now mainly the SMU has major projects in nuclear field thus industry profile which was seen earlier is more about the nuclear research. Special Purpose Process machinery: Vacuum Systems TV Picture Tube Production GLS & Fluorescent Lamp production Electronics, components CRT Glass production Systems Designed and Built: Vacuum firing systems with high wattage RF heating with thyristor controls Vacuum Brazing System UHV Pumping System with guard vacuum system PMU PARTS MANUFACTURING UNIT The PMU is an independent profit centre and is lead by a team of competent professionals. The parts manufacturing unit is fully equipped to carry out the manufacture of engineered parts including the assembly/sub-assembly operations in a total area of about 4500 Sq. Meters. Modern machines including CNC machines backed by skilled work force equip the machine shop. The PMU has its own Quality Assurance and Control systems backed Chemical & Automobile

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by well-trained resources. PMU manufacturers various components for different applications from general engineering to space and aviation sectors. ISO 9000 Certified Equipped with precision measuring instruments for handling precision jobs Skilled Manpower to take up critical parts manufacture Combination of Conventional and CNC Machines for optimum production at a single facility Precision components supplied to Aerospace and other Industries Machine Shop: The machine shop is fully equipped with both conventional and CNC machines to carry out machining operations in-house, which are critical. Adequate care is taken for proper upkeep of the machines and constant training of personnel to excel in quality of the product. The fabrication shop is completely equipped with the necessary equipments and tools for producing quality products using various materials. The photo shows the fabrication of stainless steel frames for medical equipments (Anesthesia machine). The plant is capable of taking fabrication work involving stainless steel, aluminum welding apart from regular arc and gas welding. Fully equipped with TIG & MIG welding. Plasma cutting, etc., The Welders are qualified for workman ship as per international norms.

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COMPONENTS MANUFACTURED: PMU manufactures various components for different applications from general engineering to space and aviation sectors. EOU EXPORTED UNIT: Avasarala Inc. is 100% subside of Indian company (Avasarala Automation Limited). Avasarala Inc. will be serving US & North American companies for their requirement in the field of: US Operations: Factory Automation Special Purpose machines Subassemblies and parts Design & consultancy Installation & commissioning services Export of engineering components to India. Technical Marketing for Avasarala group products ISU INSTALLATION SERVICES UNIT The installation Services group takes up total turnkey responsibility for installation and re-location services. The scope of services: Installation & Commissioning of machinery, equipment and systems Process plant relocation services

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Strengths: Capability to undertake services internationally Experienced personnel Conversant with international standards System documentation Re-furbishing Services Conversant with safety aspects FAU FACTORY AUTOMATON UNIT Factory Automation Unit caters to various industry sectors in the areas of Conveyors, Automation Systems and machinery to increase Productivity. The Compact & Modular Designs make the products unique and suitable for a wide range of applications. The experienced application team will study the requirement to provide optimum solutions. With the wide range of products, years of experience and infrastructure, Avasarala can take up turn-key projects from concept to commissioning. PRODUCTS AND MARKETS: Flat Belt Conveyors The most commonly used powered conveyor to convey a wide variety of regular & irregular shaped products from light to medium loads. Application Areas: Electronic Products Assembly Food Processing
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 Packaging & Warehousing Auto component assembly Roller Conveyors: Roller conveyors are best suited for packed items of varying sizes. These conveyors can either be of Idler or Powered, Accumulating or NonAccumulating, Chain Driven, Linear or curved etc. Application Areas: Packaging Line Assembly & Testing Warehousing Flexible Roller Conveyor: These Conveyors are best suited to bridge the gap between permanent conveyors & the trailers for loading / unloading application. The high flexibility of these Conveyors enables to change the route from trailer to dock / packing area to shipping or store etc., As the whole structure are mounted on the wheels, it will be easy to expand / retract into the trailer or truck as per the requirement. Application Areas: Trailer / Truck Loading Cross Docking Shipping & Distribution Accessories:
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 Stoppers, Side Rails, Connecting brackets, Castor Wheels with brakes etc. Free Flow conveyor: These Conveyors are based on the latest concept for Line assembly and testing application. This consists of chain with plastic rollers to carry the products on suitable pallets, which can be stopped at assembly stations, where in the assembly and/or testing operation is carried out with out stopping the conveyor. This will ensure high productivity as the operator concentrates purely on the assembly work and not on material flow. Application Areas: Assembly and testing lines for: Television Audio Video Computers White goods Pick & place Systems / Robots: Avasarala has unique low cost pick & place devices customized for various applications. The designs are simple, easy to maintain and reliable. Avasarala also offers unique solutions to customers by integrating worldrenowned robots along with automation solutions. Assembly Automation: Avasarala Automation will design & build semi automatic / fully automatic assembly
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lines to suit the customers assembly requirement by using the concurrent engineering methods of manufacturing. Assembly lines generally consists of part feeding, auto screw feeding / tightening, assembly, testing , packing & palletizing on a single line with PLC (Programmable Logic Controls) system. The total systems are integrated with Pneumatic or Hydraulic controls, depending on the load on the system. By virtue of rich experience, Avasarala builds the custom-made assembly lines to suit various industrial segments, which are with high speed & accuracy. Growth Strategies: Machinery Unit Machinery division is catering to various segments such as: Automotive segment that is growing over 20% Consumer electronics, home appliances, consumer durables etc are growing at 10 to 15%. Standard products conveyors, overhead conveyors, and garment conveyors are growing at 15%. Strategic products nuclear, space research and defense, growing at 10% - 30%. Exports Unit: Looking at the huge potential in the export market, avasarala has opened an office in United States of America. In its first year of operation avasarala has a major breakthrough in U.S markets and is supplying customized machinery to one of the fortune 500 company. Incoming months avasarala intends to increase the customer base in U.S.
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Special Metals: Avasarala is engaged in the production of tungsten and molybdenum products, tungsten rod, tungsten wire and molybdenum wire. The main product of avasarala tungsten is doped tungsten or non sag tungsten wire and molybdenum wire which were started in the year 1992. Avasaralas R&D efforts have been acknowledged widely in the industry. Dept of science and technology, government of India has recognized the units R&Ds departments for its achievements. Avasarala is in process of manufacturing valued added products in tungsten and molybdenum. Strategic Products: Avasarala in association with ISRO, has developed dual core ammonia filled aluminum heat pipes to be used in satellites, the pipes are qualified for space applications. Avasarala can produce heat pipes of length up to 3 meters and bent it to any shape as per customer requirement. ISRO intends to build around 50 satellites by 2012 and avasarala will be sole supplier of heat pipes for these satellites. Avasarala is in the process of exporting the export potential of heat pipes to U.S and European markets. Electron Guns: Avasarala has acquired the numero uno spot in manufacturing and supply of black and white electron guns for the television picture tubes and computer monitor tube industry. Avasarala has also manufacturing capabilities of color electron guns for television picture tubes and computer monitor industry. Avasarala has excellent facilities including clean room with skilled and trained personnel. In Black and white electron guns, avasarala is the

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only organization that has been catering to the domestic market needs. The color electron gun requirement for the computer monitor and television is around 12 million. Avasarala is in the process of strategizing its move to increase its market share. Health Care: Health industry in India is growing at a rate of 13% and avasarala is in manufacturing high end anesthesia equipments and operation theater tables. In the process of capturing the exports markets avasarala intends to get FDA approvals and the CE certification for U.S and Europe markets. CSR Corporate Social Responsibility: Avasarala has contributed in the areas of education and old age care; it is continuously contributing to many such areas where society is given at most importance along with the companys progress. It every year takes many families in the rural background are chosen and their families are given with the financial support for their children to complete their education successfully and their performance in studies is closely monitored.

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PHYSICAL INFRASTRUCTURE Land and buildings Particulars Total Land Area Total Built Up Area Corporate Centre Manufacturing Units

In Position SFT M^2 985875 100076 189649 8902 Machinery 69190 17619 827 6428 1956 4736 2484 1188

Electron devices 21054 Special Metals 50978 Health Care 26737 Strategic Products 12788 Table: 2.1 Physical Infrastructure Details

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MARKETING DEPARTMENT SALES INFORMATION All in Rs Lakhs Particulars Amount Consolidated Sales 10198.79 Paid Up Capital 411.63 Consolidated Shareholders Equity 3496.84 Consolidated Total Assets 11736.1 Consolidated Sales Information 3.1: Literature Review Organization Design Organization An organization is a formal group of people with one or more shared goals. The word itself is derived from the Greek word organon meaning tool."Organization" is understood as planned, coordinated and purposeful action of human beings to construct or compile a common tangible or intangible product or service. Importance of Organization: Organization is the mechanism, which determines the relationships of various persons. With the help of a well-defined organization management is able to perform functions of direction, co-ordination and control. An ill-defined organization plan will not enable the management to make an effective exhibit of its managerial talents to realize business goals. Organization Structure: One of the most challenging tasks of a business may be organizing the people who perform its work. A business may begin with one person doing all the necessary tasks. As the business becomes successful and grows, however, there is generally more work, and more people are needed to perform various tasks. Through this division of work, individuals can
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become specialists at a specific job. Because there are several people often in different locations working toward a common objective, "there must be a plan showing how the work will be organized. The plan for the systematic arrangement of work is the organization structure. Organization structure is comprised of functions, relationships, responsibilities, authorities, and communications of individuals within each department. Purpose of an organization structure: 1. Legitimacy (mission) 2. Employee direction and operation (operative) 3. Decision guidelines. Elements of structure: Designates formal reporting relationships, including the number of levels in the hierarchy and the span of control f managers and supervisors
Identifies the grouping together of individuals into departments

and of departments into the organization.

Includes

the

design

of

systems

to

ensure

effective

communication, coordination, and integration of efforts across departments. Organization design: Organization design is about aligning the structure of an organization to its objectives and improving the relationships between individuals and groups. Work in this area can be prompted by top level restructuring, a need to improve specific business processes, or even a desire to change the culture of a group of people.
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Organization design work would usually include: Developing an understanding of the objectives of the change, and the environment in which it will take place Understanding current activities, i.e. the business processes, the interfaces between groups, the roles of individuals, volumes of activity and levels of resources Developing new models for processes and interfaces, and using them to define new structures, roles and relationships Planning the transition from the current state to the new - selecting people for new positions, training, succession planning, communicating the changes etc. Implementing the new models, and dealing with issues that arise winners and losers, unpopular choices, unforeseen departures etc. Organizational change can take the form of a major upheaval, or can be progressive. Most organizations make changes to roles and structures on a regular basis. Unfortunately some find that over time important responsibilities have fallen down the cracks or that the structure or staffing are no longer appropriate for what they are trying to achieve. Organization design is about making sure that the shape of your business and the roles of its people are effectively aligned to its objectives. The structure of Avasarala Automation is designed in such a way that it is seen as a transparent design of the organization where each and every hierarchy has its own level of responsibilities which are equally shared for the uplift of the organization and meet the goals which have been designed for its growth. As seen below in the design of the machinery division the
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supreme responsibility is shared by the MD Managing Director and the BOED Board of Executive Directors, the each and every responsibility of every hierarchy mentioned down below is explained further in detail here afterwards, this just being an eye-opener in the design review of the organization. Human beings suffer from physical, social and other limitations. Therefore, they have to co-operate together to achieve their personal goals. They form groups of various types, e.g., family, sports, team, army and so on. A business organization is also a group. Group activity can be productive only when there is some kind of organization. One of the most challenging tasks of a business may be organizing the people who perform its work. A business may begin with one person doing all the necessary tasks. As the business becomes successful and grows, however, there is generally more work, and more people are needed to perform various tasks. Through this division of work, individuals can become specialists at a specific job. Because there are several peopleoften in different locationsworking toward a common objective, "there must be a plan showing how the work will be organized. The plan for the systematic arrangement of work is the organization structure. Organization structure is comprised of functions, relationships, responsibilities, authorities, and communications of individuals within each department" .The typical depiction of structure is the organizational chart. The formalized organizational chart has been around since 1854, when Daniel McCallum became general superintendent of the New York and Erie Railroadone of the world's longest railroads.

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Various Approaches in the formation of Organization structure: Traditional effectiveness approaches: Goal approach: Concerned with the output side and whether the organization achieves its goals in terms of desired level of output Indicators: operative goals System Resource approach: observes the beginning of the process and evaluates whether the organization effectively obtains resources necessary for high performance Indicators: Bargaining position ability to exploit its environment The ability to interpret the real properties of the external environment Maintaining of internal day-to-day activities Ability tot respond to changes in the environment Usefulness: when other indicators are difficult to obtain or its hard to measure Internal Process approach: looks at internal activities and assesses effectiveness by indicators of internal health and efficiency. Indicators: Strong corporate culture and positive work climate Tam spirit, group loyalty, and teamwork Confidence, trust, and communications between workers and management Decision making near information sources, regardless were those sources are on the organizational chart. Sharing of relevant fact and feelings (horizontal & vertical).

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 Rewards to managers for performance, growth, and development of subordinates and for creating an effective working group. Usefulness: important because the efficient use of resources and harmonious internal functioning are ways to measure effectiveness. Stakeholder approach: Integrates diverse organizational activities by focusing on organizational Stakeholders. Indicators: The satisfaction of stakeholder Usefulness: broad view of effectiveness and examines factors in the environment as well as within the organization. Competing values approach: uses a list of underlying dimensions of effectiveness criteria that represented competing management values in organizations. Indicators: Focus (internal or external) Structure (stability versus flexibility) Traditional Structures: Traditional organizational structures focus on the functions, or departments, within an organization, closely following the organization's customs and bureaucratic procedures. These structures have clearly defined lines of authority for all levels of management. Two traditional structures are line and line-and-staff.

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Line Structure: The line structure is defined by its clear chain of command, with final approval on decisions affecting the operations of the company still coming from the top down. Because the line structure is most often used in small organizationssuch as small accounting offices and law firms, hair salons, and "mom-and-pop" storesthe president or CEO can easily provide information and direction to subordinates, thus allowing decisions to be made quickly. Line structures by nature are fairly informal and involve few departments, making the organizations highly decentralized. Employees are generally on a first-name basis with the president, who is often available throughout the day to answer questions and/or to respond to situations as they arise. It is common to see the president or CEO working alongside the subordinates. Because the president is often responsible for wearing many "hats" and being responsible for many activities, she or he cannot be an expert in all areas. In this type of organization, there is a vertical line of authority running from top to the bottom of the organization. Line organizations are of two types pure line organization and Departmental line organization. Line-And-Staff Structure: While the line structure would not be appropriate for larger companies, the line-and-staff structure is applicable because it helps to identify a set of guidelines for the people directly involved in completing the organization's work. This type of structure combines the flow of information from the line structure with the staff departments that service, advice, and support them. Line departments are involved in making decisions regarding the operation

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of the organization, while staff areas provide specialized support. The lineand-staff organizational structure "is necessary to provide specialized, functional assistance to all managers, to ensure adequate checks and balances, and to maintain accountability for end results. Based on the company's general organization, line-and-staff structures generally have a centralized chain of command. The line-and-staff managers have direct authority over their subordinates, but staff managers have no authority over line managers and their subordinates. Because there are more layers and presumably more guidelines to follow in this type of organization, the decision-making process is slower than in a line organization. The lineand-staff organizational structure is generally more formal in nature and has many departments.

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Organization structure of AVASARALA TECHNOLGY LIMITED

MD&CEO T.T.MANI EXECUTIVE DIRECTOR

CHIEF EXECUTIVE N.V.G.K.BHAT

FINANCE&ACCOUNTS MURLIDHAR

HEAD MATERIAL G.R.

H.R&ADMIN DIVASPATI BAHT

PMU JAYAPRAKASH

ELECTRICAL PARAMESH.S.T

EOU K.N.RAJU & N.UMESH

QUALITY ASSUARANCE VACANT

SMU T.S.RAMADAS

R&D VACANT

FAU GIRIDHAR GOPIAN

ISU K.RANGARAJAN

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BUSINESS DEVELOPMENT (B.D):

BUSINESS DEVELOPMENT Flow chart

MANAGING DIRECTOR

CHIEF EXECUTIVE

VICE PRESIDENT

MARKETING MANAGER

EXECUTIVE ENG/ENG APPLICATION

ASSOCIATE

EXECUTIVE ENG/ENGINEER

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Responsibilities: Chief Executive - C.E: Responsible for overall administrative and functional activities. Ensures strict compliance of rules and regulations of the company & rapport with the government body, government agencies, statutory bodies, Customers, Vendors, and Suppliers etc.

Vice President: Responsible for providing guidance to all the Business of the organization. Responsible for providing pricing guidelines and overhead distribution on accounting heads. Guides resource deployment. During the enquiry stage, to take the decisions whether to accept or reject the enquiry depending upon the feasibility of enquiry. Manager: Responsible for overall corporate presentation of avasarala capabilities and customer relations. Monitor effectiveness in costing by the respective SBUs feedback on pricing, cheeks on estimation errors and project cost overruns Brief the respective business departments on project completion data, extent of attending to the customer complaints. Generate costing procedures; take timely decision to save cost and resources.

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 Responsible for negotiations and final offers for project enquiries. Co-ordinate with customers and maintain good customer relations during the preorder stage. Approve the Work Order/Amendments/Order Acceptance. Sales follow up and arrange for the collection of outstanding payment. Ensure quality and customer satisfaction at all the times.

Provide necessary Management Information Systems (MIS) required to the directorate of online training and up gradation of the business units.

Enterprise Resource Planning Monitoring. Executive Engineer: Prepare sales budget and forecast. Responsible for enquiry generation through team efforts. To check the feasibility and adequacy of information obtained on various enquiries, proposals etc. To generate and evaluate concepts, checks for design and manufacturing feasibility with the concerned departments To make and check estimation and costing. To make technical offers and approves quotations etc To follow up regarding offer status. To co-ordinate with the customers and maintain good customer relation. To handle customer complaints. To assist departments in translating concepts to practicality, provide clarifications whenever sought. To assist in customer negotiations
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 Responsible for advertisement on business promotion. To arrange meetings of manufacturing, design and business development departments to discuss on customer complaints and generate MIS on the same. Responsible for closure of sales by collecting payment and tax forms. To visit the customers business venue if required. To prepare concepts and to prepare estimation after concept visualization. To guide technicians in preparing in preparing technical drawings. To assist in budget preparation and forecasting and prepare order acceptance. To prepare work order after getting letters of intent of purchase order and issue of work order, if needed amendment to be prepared. Practices ERP. Associate: To maintain customer data. To maintain the outward and the inward registers for documentation and routing. Responsible for proper filing of documents and maintaining filing procedure of quality records and project files. To send and download e-mails / mails related to business from customers. Responsible for submission, posting of offers, catalogues etc. Coordinating with different departments. To maintain enquiry list and MIS related data to enquiry and offers made.

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 To assist in offer preparation and correspondence to ERP Coordination.

WORK PROCESS IN B.D. As shown in the flowchart the process that is followed in B.D unit is explained in this section. The schematic flow chart would be more explanative than this written explanation, but still an effort is made to put across the same in words. We all know here that business development is something more than marketing and thus in this organization especially in the strategic machinery unit, they have identified that one needs to have something extra in him/her in order to be a part of this organisation, they have identified and named this function as business development just because of a mere reason that there is something extra what is performed rather when compared to marketing. Thus said with this we would come across to know what especially is valued addition is done in this department for it to be called as business development. After the clear understanding the roles and responsibilities of each and every member in this department we would come across to know in general what would they do in together in order to meet the departmental goals and objectives, talking about the objective of this department is only to meet the set targets, this looks to be a simple definition but is does not seem to simple when it comes to meeting the set targets. Unlike conventional business units, this unit does not have a particular set of methods to satisfy the customer needs as this involves in building custom purpose machines, products and services this requires a lot of dedication within the team as it requires a lot of innovation and thus the objective though it looks to simple achieving itself is a difficult job. First and foremost step is to generate the enquiries through visits/tender
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notifications/news paper or media, the inputs to this process for generation of enquiries comes from the customer needs, they are termed as the enquiries received from customers in form of Purchase Order (P.O), LOI, verbal information, this would be the input for the process. Enquiry Generation: B.D shall collect the information on market requirements from secondary sources, industry bulletins, industry directories, references, introduction letter, visits, advertisements and exhibitions. Once the company is generated the business development shall check feasibility and the adequacy of the project make drawings, make estimation and preparing offers. A feasibility review will be made for customized projects or special projects before submitting the offer depending on size, value, complexity and field of application. Concepts of special machines and large projects are always discussed with the design and the manufacturing heads, thus giving them ample room to decide with the feasibility of the project and the value addition to the company from the project. The main purpose is to maintain a strict adherence to the quality procedures and this was maintained by entering all the enquiries in the enquiry register. Occasionally before detailed estimation, feasibility checking the BD team visits the customers business venue to collect information about their need from the project, if necessary. If required, the business development teams also displays different types of facilities available to customer, arrange presentations, visits to the factory or shall
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 Show similar type of installation in any other premises to the

customer. The offer is sent to the customer. The customer order is finalized after techno-communication negotiations, whenever required design team shall also assist in B.D negotiations. B.D department uses a negotiation check list during the negotiations with the customer whenever required. The next step now would be that the department would receive the purchase order (P.O) or letter of intent (L.O.I) or verbal information (V.I) followed by the formal purchase order from the customer. Once the P.O is received B.D unit analyses the adequacy of the inputs, common terms and conditions. A record is generated which is the named as contract review and then later on the order acceptance is sent to the customer. There is a color particularly assigned to the preparation of the work order registration, this is done after the BD team fills up the work order register.

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Store department Store department role: 1) Storing of goods received. 2) Proper maintenance of goods in store. 3) Maintaining all G.R.N and proper paper /documents of received or issued. 4) Issuing all department the material when required. 5) The stores department is a general store for all the department in the company. 6) Transportation of materials at correct time. 7) Sending the goods received to quality assurance department to check the quality. 8) Loading and unloading of goods. 9) Preparing delivery Chelan and gate pass. 10) Getting job order done from purchase department

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Responsibility of stores department General manager (G.Ramachandran): 1) Checks the smooth flow of store department 2) Takes all the report from the assistant manager stores Assistant manager or chief material (C.Harish): 1) Responsible of stores. 2) Suggestion to his subordinates to carry out work smoothly and systematically. 3) Checking of stocks. 4) Purchase of material required. 5) Checking the quotation. 6) Assigning the work to all the assistants. 7) Checking of main store and component store. 8) Regular checks of goods received and goods issued. 9) Authority to sign G.R.N. 10) Checking with the inventory. 11) Signing of Delivery Chelan and gate pass. Associate/engineer store department: 1) Checking of incoming good with G.R.N 2) Getting the job work done by contract or sub contract 3) Paper work, checking of goods received /issued and reporting to assistant manager. 4) Storage of goods either in main store or component store in a systematic manner with the help of helpers 4) To prepare invoice 5) To get the requirements of all departments in Avasarala technology limited and placing the order to the concerned people with the approval of assistant manager. 6) Cross checks the supply with delivery Chelan and purchase order 7) Reporting all the things to assistant manager.
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8) Issuing of material inward report 9) Receipt of material received from supplier 10) Issuing of D.C and gate pass and getting the same signed by assistant manager. Helpers:
1) Loading and unloading of goods 2) To accomplish the work given by Chief , or associates\

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QUALITY ASSURANCE Objective: To improve quality inspection level in the company. Responsibility of department: Head quality: 1) Over all looking of quality assurance and maintenance 2) Responsible for Q.A all stages of manufacturing 3) Ensure quality and customer satisfaction Executive engineer: 1) Receives the drawing from the PPC department 2) Allocation of job to technician 3) Responsible for inspection at vendor premises 4) Preparing the quality monthly quality assurance 5) Approves stores G.R.N 6) Checking the testing equipment used. Technician: 1) Received material and checks the discretion and acknowledges 2) Inspection and report for rejection if necessary 3) Puts the inspection tags 4) Inspects the raw material, purchased parts, sub assembly and final assembly 5) Responsible for customer supplied product inspection Associate: 1) Maintain filling of documents 2) Maintain filling procedure of quality records 3) Posting of catalogs 4) Typing of letters etc

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QUALITY ASSURANCE PROCEDURE Planning: QA department shall receive the work order from the PMC department. After studying the work order and customer requirements, executive engineer QA shall prepare quality assurance plan and inspection plan (for critical components) and head (QA) shall approve the same. Incoming Goods Inspection: EE Stores and logistics shall verify the raw material received with reference to P.O specification. There is a specific color code for the respective incoming goods and they are stored in a particular designated area for easy inspection to happen. As per goods inspection procedure the goods are put to inspection. .The test certificates received from the vendor shall be reviewed and verified by the EE-QA when they get the certificates. If in case there is a situation where the QA has to make arrangement for the outside or external testing for certain special products then he has to raise the Material Movement Slip to stores for taking out the finished product of the plant premises. Inspection shall be carried out as per the drawing after inspection; QA shall prepare inspection report for vendor supplied items and shall put the inspection status tag on the component. The nonconforming raw material and components and components shall be identified with the colored tag which is red in color and the same will be sent back to the stores with the inspection report. Design shall inform the Quality department for inspection of prototype equipment and QA shall inspect the prototype and generate the
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test report stage and test-report final. Electrical assembly personnel shall carry out the inspection of electrical items as per incoming goods inspection procedure for electrical items. For all finishing operations like painting, electro painting, powder coating, anodizing etc, inspection status shall be recorded on GRN. The same shall be used for vendor rating. In process Inspection and Testing: QA shall inspect the in process components, sub assemblies as per part drawings (this is done only if required and the decision is taken by QA). Inspection details are recorded in the inspection report. If there is any non conformity with the in process inspection among the raw materials and if such things do exist then the same is recorded in the inspection report. QA is responsible to the vendor development department to take necessary action to rectify the non conforming components. All reworked products shall be re-inspected by EE/ Technician and the inspection results are recorded again in the inspection report. Further the work would not progress until unless the EE or the tech is satisfied with the corrective action. Final Inspection and Testing: Finished products shall be offered shall be offered by the assembly department through the in house inspection officer. Pre dispatch report shall be prepared by the Executive Engineer whenever the shipping release form is not obtained by the customer. Final inspection is carried out for all products as per inspection plan and checklist for inspection of final equipment and inspection status shall be recorded in pre-dispatch inspection

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report. If any product is found conforming, it shall be recorded and recommended for re-work. Details of the re-work done on the equipment is again subjected to inspection norms and then if the QA Engineer is satisfied with the corrective action then it would be cleared with the green tag as the equipment is up to mark as per quality requirements. Control of Non- conforming Product: Identification, documentation and segregation of Non Conforming Products: NCP shall be identified as non-conformities. If non-conformity is observed during the inward material, in process material or end product inspection the engineer from the QA shall record it in inspection report. The rejected material shall be sent to stores by QA along with the copy of the inspection report. A red tag is put for identifying the rejected material; blue tag would be for reworked items, the tag shall contain details like nature of the defect, quantity, product, stage and date. Review and disposition of NCP: A meeting shall be arranged for disposition of NCP in which decision shall be taken on acceptance with deviation of the NCP and the decision would be taken accordingly on acceptance of NCP with deviation, rework or rejection. The action taken will be reflected in the inspection report. Products which have to be sent for reworking have to be stored separately and they have to be identified with the respective color tag (blue for reworked items). After the rework is done the reworked product or prototype is checked for conformance by the engineer.
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INTRODUCTION TO FINANCIAL FUNCTIONS There are innumerous functions in finance department as it is very difficult to enter into each and every functional aspect of this department and learn it, as of now the most important functions of this department are discussed down below: Responsibility of finance department (accounts): 1) Checking of day to day accounts 2) Collecting of bank reconciliation statement 3) Weekly meetings of receivable 4) Checking the letters of credits 5) Payments such as insurance, service tax , sales tax , payment of raw materials purchased travel account ,service bills 6) Checking of purchase invoice 7) Preparing of profit and loss account and balance sheet quarterly 8) issuing of cheque 9) The cheques are signed by three directors of the company. Preparation of budget, appropriation of accounts, re-appropriations, surrender and savings. Control of expenditure and ways & means position. Audit Treasury administration Administration of Taxes i.e. Sales Tax, Entertainment Tax, Luxury Tax and Entry Tax etc. Service Conditions including Freedom Fighters Pensions.
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Responsibility: Chief executive (NVJK .Bhat):

1) Over all look on accounts department 2) Collecting weekly reports from manager accounts

Manager accounts ( Murlidhar K.J):

1) Receiving of all bills from various department of accounts 2) Checking the work of all the sub ordinates in accounts department 3) Day to day checking of reconcialtion statement 4) Getting the cheque cleared from the directors by sending it to the

corporate office with relevant documents attached

5) Getting bank statements from the concerned bank

6) Making of profit and loss accounts and balance sheet. Purchase Invoicing: Purchase invoicing is one of the primary functions which are given high importance in finance department. Purchase invoicing is a granule which is used to set up, post and print purchase invoices and purchase credit memos. It is integrated with General Ledger and Inventory. Creates the entry to the vendor account and posts to the Ledger Entries that are maintained for each vendor. Before we proceed further lets understand what we mean by a purchase invoice.

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Purchase invoice: Vendors usually send an invoice along with the goods that are supplied by them. These are called purchase invoices and their details are entered into the system with the help of this screen. The essential steps that avasarala machinery division takes are: A basic Check of invoice bills, statutory forms along with purchase order is done. After a thorough check on the above mentioned documents is done, then those details are entered into the system software for handling future financial transactions. These steps are done such that any fund transfer could take place easily and the finance department would have to check only the entries made in the software and not go through the basic check of invoice bills, statutory forms again, this gives the department to save time to cross check with all these steps: Graphic Data takes away this burden by providing a proven, secure and comprehensive Purchase Invoice Processing Solution (PIPS). Avasarala process high volumes of purchase invoices, converting paper into automated business workflows, enabling clients to derive the benefits of electronic invoicing. Organization believes that it can deliver cost reductions of up to 40% and have significant efficiency gains, while helping business avoid capital outlay and associated risks. TDS Tax Deducted at Source: Assessee pays tax in the assessment year on the income earned in previous year. Due to this rule the tax collection is delayed till the completion of the previous year. Even sometimes people conceal there income and the tax is
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not paid at all. In order to overcome these problems, government started deducted some amount of tax from the amount which is receivable by the assessed. The amount of tax so deducted is called as Tax Deducted at Source, i.e., TDS. Tax deducted at source is one of the modes of collecting Income-tax from the assesses in India. Such collection of tax is effected at the source when income arises or accrues. Hence where any specified type of income arises or accrues to any one, the Income-tax Act enjoins on the payer of such income to deduct a stipulated percentage of such income by way of Incometax and pay only the balance amount to the recipient of such income. The tax so deducted at source by the payer has to be deposited in the Government treasury to the credit of Central Govt. within the specified time. The tax so deducted from the income of the recipient is deemed to be payment of Income-tax by the recipient at the time of his assessment. Income from several sources is subjected to tax deduction at source. Presently this concept of T.D.S. is also used as an instrument in enlarging the tax base. Some of such incomes subjected to T.D.S. are salary, interest, dividend, interest on securities, winnings from lottery, horse races, commission and brokerage, rent, fees for professional and technical services, payments to non-residents etc.

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PAYMENTS, INSURANCE, CASH & BANK The organization deals with huge amount of fund transfer on a daily basis, thus it would be difficult if it does not maintain the records of such transactions which are huge in number on a daily basis, this function deals with the cheque preparation, petty cash management, bank reconciliations, handling with the internal auditors, MIS and site accounts. These have to be addressed in this part of the function. Petty cash allows you to make small purchases or reimbursements, in cash, for items such as stamps, office supplies, parking, etc. Efficient management of these small purchases, reimbursements, in cash has to take place such that there are no roadblocks for the easy functioning of daily activities. One could say that petty cash management is not a big function but it this is neglected the daily operations could come to a halt leading to decrease in the productivity. Avasarala could focus more on a proper procedure to maintain easy flow of petty cash. Some of the steps could be as follows: The board or senior management should develop a policy of how much money should be available in cash, and a maximum expenditure which can be paid with petty cash. The fund should be enough to cover petty cash expenditures for about a month. If it is too small you will have to constantly replenish the funds, and if it is too large it means you have cash on hand which could be more safely kept in your bank account. The petty cash fund should be kept in a locked box or drawer. Auditors recommend that only one person, called the custodian, have

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access to this cash, and that person be responsible for all petty cash activity. To disburse petty cash funds, the organization will need to buy or develop petty cash vouchers for documenting each transaction, and determine who in the organization can approve petty cash payments. BACK RECONCILIATION: Bank reconciliation is the process of matching and comparing figures from accounting records against those presented on a bank statement. Less any items which have no relation to the bank statement, the balance of the accounting ledger should reconcile (match) to the balance of the bank statement. It allows individuals to compare their personal bank account records to the bank's records of the individual's account balance in order to uncover any possible discrepancies. In Avasarala, bank reconciliations are prepared on a monthly basis to ensure that all transactions posted through the bank accounts agree to the same transactions posted on the accounting records. An accountant with no direct responsibilities in the areas of Accounts Payable and Payroll prepares the reconciliations for the Payroll Account. A separate accountant prepares the reconciliation for the Clearing Account. Each month the bank reconciliations are reviewed and approved by the controller. Desk documentation is maintained by the accountant responsible for each bank reconciliation process. The desk documentation includes specific procedures on performing the reconciliation.

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INSURANCE: This is another important area where it has to maintain proper records. Insurance here refers for the goods inwards and outwards. Every consignment of avasarala has an individual declaration; the company gives insurance of maximum up to 3 crores, the insurance amount depends upon the criticality of the product, machine which is being shipped after production. Goods inwards means that the goods which are already in the ware house and goods outwards refers to those goods which are leaving the company premises, there would be an insurance covered and this could range a maximum of up to three crores. RECEIVABLES: An asset designation applicable to all debts, unsettled transactions or other monetary obligations owed to a company by its debtors or customers. Receivables are recorded by a company's accountants and reported on the balance sheet, and they include all debts owed to the company, even if the debts are not currently due. Receivables are recorded as an asset by the company because it expects to receive payment for the outstanding amounts soon. Long-term receivables, which do not come due for a significant length of time, are recorded as long-term assets on the balance sheet; most short-term receivables are considered part of a company's current assets.

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ACCOUNTS RECIEVABLES: Money owed by customers (individuals or corporations) to another entity in exchange for goods or services that have been delivered or used, but not yet paid for. Receivables usually come in the form of operating lines of credit and are usually due within a relatively short time period, ranging from a few days to a year. On a public companys balance sheet, accounts receivable is often recorded as an asset because this represents a legal obligation for the customer to remit cash for its short-term debts. Money which is owed to a company by a customer for products and services provided on credit. This is treated as a current asset on a balance sheet. A specific sale is generally only treated as an account receivable after the customer is sent an invoice. INVOICE: A bill issued by one who has provided products and/or services to a customer. In asset-based lending, invoice means account receivable. BANK GURANTEE: A guarantee from a lending institution ensuring that the liabilities of a debtor will be met. In other words, if the debtor fails to settle a debt, the bank will cover it. A bank guarantee enables the customer (debtor) to acquire goods, buy equipment, or draw down loans, and thereby expand business activity. In case of Avasarala advanced received from customers had to be facilitated by the bank guarantees, also letter of credit of purchases.

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LETTER OF CREDITS (LC): A letter from a bank guaranteeing that a buyer's payment to a seller will be received on time and for the correct amount. In the event that the buyer is unable to make payment on the purchase, the bank will be required to cover the full or remaining amount of the purchase. Letters of credit are often used in international transactions to ensure that payment will be received. Due to the nature of international dealings including factors such as distance, differing laws in each country and difficulty in knowing each party personally, the use of letters of credit has become a very important aspect of international trade. The bank also acts on behalf of the buyer (holder of letter of credit) by ensuring that the supplier will not be paid until the bank receives a confirmation that the goods have been shipped. There are three types of letter of credits namely:
Standby Letter of Credit It is a stipulation that states a letter of

credit will be cancelled or called back if the payer defaults. On general basis the letter of credit is used in international transactions
Sight letter of Credit A letter of credit that is payable once it is

presented along with the necessary documents. This type of letter of credits requires a more stringent process of verification.
Irrevocable Letter of Credit A letter of credit that cannot be

cancelled, this letter guarantees that a buyers payment to seller will be received on time for correct amount. This is again used in international transactions.

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SALES TAX: A tax imposed by the government at the point of sale on retail goods and services. It is collected by the retailer and passed on to the state. It is based on a percentage of the selling prices of the goods and services and set by the state. TRAVEL ACCOUNTS: Avasarala has its operations spread wide through India and abroad, it has to meet customer requirements time and again, it has its development or contact team who would visit the customer premises either in India and abroad. A lot of transactions happen during this time and this has to be maintained in the company accounts with fair clarity on what the company spends on the executives travel and related expenses. Due to this avasarala has its finance department and completely transferred this responsibility as its one of its major function. Another important part to notice is the company is already into nuclear projects and thus it has to maintain all the site accounts for the respective onsite projects, and all the expenses related to traveling and related expenses are recorded in travel accounts. Employee travel expenses are claimed according to the grade, food expenses, accommodation and other expenses can be claimed in this account.

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FINANCIAL HIGHLIGHTS (All in Rs Crores) Financial Highlights - Year Ended March 31 2004Particulars 05 2003-04 Sales 10198.9 6274.03 PBIT 1971.81 1212.39 PAT 748.88 262.04 Total Assets 11736.1 10243.04 Net Worth 3496.85 2997.44 Capital Exp 519.78 254.47 R&D Exp 76.26 38.16 Earnings Per Share Basic 18.19 9.13 Diluted 18.19 9.13 Cost Dividends Declared 2.65* 1.16 * Including interim dividend paid by one of the transferor company Financial Highlights chart

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Finance (costing department): Flow chat missing Responsibility if costing department General Manager (Chidanand)
1) Checking of cost incurred on each project done in avasarala

technology ltd
2) Correcting the expenditure incurred on manufacturing each project 3) Suggesting of methods to costing officer to reduce the expenditure if

necessary Costing officer ( Usha G.P):

1) Costing on each project 2) Calculation of work in progress

3) Verification of estimated cost given by marketing department and PPC (production planning and control) and checking with the actual cost incurred. (variance of actual cost incurred and estimated cost)
4) Controlling of cost and projects 5) Receiving of work order in detail

Associate:
1) Maintenance of all the bills 2) Assisting costing officer to get cost of each project 3) Filling of documents

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Vendor and purchase department Vendor and purchase department flow chart missing Purchase department activities
1) Purchasing is done on the indents 2) Purchase department shall revive raw material/ commercial item

bought out item indent from PPC department 3) Purchase department sends the enquiry to vendor/supplier and obtain quotation in writing or verbally 4) Approval of appropriate authorities will be obtained 5) Indent conversion period report will be generated through ATP Vendor Department activities:
1)

Vendor development department shall get the drawings from PPC and shall discuss with PPC for technical clarification if any Vendor development dept shall discuss with part manufacturing unit for load capacity available Shall select the particular vendor for the particular project or develop new vendor as per the requirement of the job Vendor development department shall provide drawings to the vendor cost estimation negotiation and follow with the vendor shall be done

2) 3)
4)

5)

Vendor development department shall follow with the purchase department for raw material

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Responsibility Vendor and purchase department Chief material (Vendor and purchase department):
1) Over all monitory of purchase department and vendor department 2) Gives resources suggestion 3) Does resources planning 4) Approves purchase order up to 75000/-

Executive engineer / head:

1) Approves purchase order up to 20000/2) Responsible for planning of raw material import and local purchase

plans a) sends to Managing director /CEO for approval of order if worth more than 1.5 lakh b) send to CE for approval of order if worth more than 75000/- and less than 1.5 lakh c) gets approval from chief material for purchase between 20000/and less than 75000/d) purchase up to 20000/-by himself 3) Suggest and approves the engineer to different vendors/supplier Engineer/Associate/Technician:
1) Prepares the enquires and sends it to the vendor supply 2) Negotiations with vendors item of supply ,delivery and rate 3) Preparation of purchase of raw material 4) Arranges the material from vendor 5) Sends the rejected material to vendor

Process flow chart missing purchase department

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Process for VENDOOR DEPARTMENT

Receiving drawings from PPC

Release POLJO/M course shop order

Discussion with PMV for load capacity

Follow up with vendors for completion of

Taking decision to manufacture in house or externally

Receipt of GNR/SR after QA approval

Preparation of indents for raw materials to purchase wherever necessary

Finding links to financial dept

Estimation enquiry and comparative statement

Verify the estimated quotation through IE above 1000

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Vendor selection: 1) A list of vendors are maintained by purchase department

2) Selection of new vendor shall be selected by quality , delivery and

rate of the material. Evaluation of vendor: 1) Evaluation of vendor is done once in a year 2) Evaluation process shall be consider of the following aspects Delivery Quality Cost 3) Evaluation can be done previous year data 4) Head/ executive of vendor shall evaluate the vendor and CE shall approve

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Human resource department Flowchart of Human resource department

CHIEF EXECUTIVE N.V.G.K.BHAT

H.R.&ADMIN HEAD DIVASPATI BHAT

NAGRAJ.K.E Assistant manager Administration

SANTOSH Executive officer INTERNAL

KARIBASAPPA Executive officer EXTERNAL

ASSOCIATE SHASHIKANT. H.S

ASSOCIATE S.PRABHAKAR

ASSOCIATE (VACANT)

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HUMAN RESOURCE Human resource plays an important role in any type of organization whether it is profit making organization or non profit organization. It helps the organization to achieve the predetermined objective of the organization. In the other words we can say that as without blood no one can survive as same as without human resource no organization could function , thus necessity of human resources can not be avoided .It is required for all the organization to provide all the facilities to their personals so that their entire requirements are fulfilled. If all the necessities of human resources are facilitated properly they will get motivated to their works and ambitious to the achievement of organizational goal. By nurturing human resources, Avasarala has made phenomenal progress for over five decades. Always conscious of fulfilling social obligations and promoting employee welfare, avasarala has endeavored to provide a healthy working environment. Added to this is a distinguished, achievementoriented corporate culture and cordial industrial relations. The Company's Continuous Improvement Process (CIP) scheme continuously motivates employees to contribute cost-saving ideas. Manpower is the main resource for any company to work efficiently the company should have good human resources. The company management should develop a healthy relationship with the employees so that they could

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be more productive in their work. For keeping the employees happy there are several Kits like allowances, welfare measures, incentives which have been implemented in the company etc.

Even though there is a huge replacement of manpower with the latest availability of machines, manpower could not be neglected because if such a valuable resource does not act as a controller for all the machines it would not be of any use to the company. This is done to decrease the cost of production. But by removing the employees as the irregular way may lead to decrease in the goodwill of the company. So the company should maintain the suitable manpower and accordingly train them to usage of latest technologies. Broad Objective of HR Department: Attract, retain, develop and remain effective and motivated human resources with the required skills and competencies to meet organizational needs in tune with changing business profiles and technological requirements. Moving towards the concept of variable compensation by developing and implementing new schemes for performance related pay, reward and benefits, in line with comparable organizations and employee aspiration. Maintain positive industrial relation concomitant with high levels of employee participation, productivity and quality responsibilities. Support and nature an organizational culture and climate that encouraging continuous learning and enables joint optimization of organizational goals and individual potential.
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 Making the human resources function more effective and customer oriented using IT enabled systems. Bring in cost effective in all human resources related operations and become self-sustaining in long run. Responsibility: Chief executive: 1) guides and provides full support to training activity 2) approves man power requirement Manager Human resource: 1) Obtains man power requirements from department heads 2) Obtains approval from MD/CE for requirement of candidates 3) Review of training needs 4) Performance of management 5) Competence mapping Assistant manager Administration: 1) House keeping 2) Security 3) Communication 4) Travel arrangement 5) Food and party 6) Office furniture 7) Office equipment 8) Public relation 9) Guest visit requirements 10)Vehicle booking Executive officer HR: 1) Assistant or help HR in sourcing in candidates 2) Arranges training programs 3) Maintenance program 4) Preparation of appointment orders 5) Maintain ISO and training record Executive officer Admin: 1) Liaison with government offices 2) Policies department
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3) BDA 4) Panchayat and all other external related activities

Recruitment Policy: Recruitment will be based on the order of the project requirement. Reservation is a concept which does not exist in the company policy, since this being a high profile industry it focuses on recruiting required talent on merit. It believes in fair practices and accordingly it frames all its policies keeping this in mind and thus it portrays the same from the lowest cadre to the highest cadre in the organization. Training & Development: Identification of training Needs: Training needs may be new training needs or re-training. Department head identifies the training needs of their employee through appraisal system. New employees or employee who has assigned new jobs are identified and given needed training. In TTK, training needs are considered at 3 levels. Individual level Departmental level Organizational level Training is important function, which takes care by HR department. When employee is newly recruited to the organization he has to attend the training of 15 days, which make his skills, soften & sharpen. The employees who are poor or not up to the mark at the time of appraisal they also have to attend the training for performing well. The organization conducts the induction
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program of 1 week under which the skills or new technologies make aware to the employee.

Promotions and Transfers: Expert as may be specifically provided in the contract of service or in the standing orders, the management may at any time discharge an employee from service by giving notice for the period mentioned here under or by payment of wages in lieu of such notice. Similarly, the employee will be required to give the same notice in the event of his intention to leave the service of the company. Not withstanding the above position, an employee who is an executive/supervisory cadre and who tenders registration will be revived of his duties not to accept his resignation being accepted. The management reserves the right not to accept his resignation if the circumstances so warrant. Before accepting the resignation, the competent authority will obtain clearance from the unit and corporate vigilance departments where necessary. Promotions happen according to the appraisal done once a year, promotions are given to those employees whose performance has been measured on a constant basis but the keeping in mind the appraisal happens once in a year the suitable candidates are given promotions. What could add more value to the functionality of this department is do a performance appraisal on a quarterly basis and then suitably reward candidates who excel in their work.

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RECRUITMENT PROCESS: 1. Request for recruitment 2. Approval for HR Manager and GM 3. Scrutinizing of CV against job specification 4. The list of short listed candidates are for interview shall be forwarded to the interview panel 5. Interview dates are fixed 6. Filling up of applicant blank by candidates 7. First interview by HR 8. Second and third interviews by functions 9. Compensation negotiation 10.Compensation approval by HR manager and GM 11.MD/CE approval is taken 12.Offer letter is sent 13.Candidate joins the specified induction day. 14.Detailed appointment letter shall be issued after candidate report for duty RECRUITMENT STRATEGIES: These are some of the recruitment methods which are used by the organization: 1. Campus recruitment at ITI colleges throughout the year
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2. Advertising the job vacancy in the local news papers 3. Conducting periodical selection process throughout the year 4. Inviting the applications for the job vacancy through website. 5. Word of mouth trainee/ others 6. Employee referrals 7. Application received throughout the year and stored in the data bank 8. Internal Job Transfers. 9. Placement consultancy 10.Direct application from the candidate Induction program: 1) Induction training programs shall be conducted 2) Candidates [selected] are briefed about the company 3) Candidates shall be briefed about the company Quality management system and practice in organization. PERFORMANCE APPARISAL: Generally people perform better if they clearly understand what is required of them and what kind of role they play in achieving the company goals. Hence people also need to have an understanding of the big picture; the company vision and mission and business objective. The performance appraisal form include the following parts 1. Personal key objective an performance review 2. Co-operation and net working 3. Personal development plan 4. Career aspiration and mobility 5. Well being at work and balance between work and life

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PERFORMANCE APPRAISAL INSTRUCTIONS: 1. Performance appraisal process is conducted once a year, 2. The manager or engineer and employee shall convert the objectives stated in the business plan and action. 3. Plan to personal objectives for the employee for the next period. PROBATION CONFIRMATION APPRAISAL: 1. Assessment for confirmation after probation period. Being one month ahead date of probation 2. Focus on targets set for first 6 months, behavior, value YEARLY APPRAISAL: 1. Co-operation and networking 2. Self appraisal and then superior appraisal 3. Personal development plan 4. Well-being at work 5. Balance between work and life

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EMPLOYEE SAFETY AND WELFARE WELFARE FACLITIES: Uniform every year Foot ware Night shift allowance, special need for workers (Optional) Tour programs Special medical coverage that is ESI Accident benefit P F welfare fund.

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Technical information centre (Part of HR dept) Flow chart for TIC:

Manager H.R Devaspati . Bhat

Associate TIC Usha.Rani

Responsibility: Manager HR: 1) Responsible for over all activities of TIC centre. Associate TIC: 1) Responsible for storage of hard copy. 2) Responsible for customer data supply. 3) Responsible for storage of all drawings of avasarala technology Ltd.
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Procedure: Receipt: 1) TIC shall store all the standard books directories, cd and seminar papers. 2) TIC shall ensure the availability of latest issued by periodic checking at the source. 3) TIC receives all the customers supplied products. 4) If the value of standard / book is more than 10000/- it will be forwarded to purchase for procuring the same. 5) After receipt of the new standard / catalogs the list of standards list of catalogs, accession register shall be updated. Storage: 1) TIC shall store on the hard copy of drawings . 2) TIC shall store products or documents in identified area. Issues: 1) All the books, standard, periodicals shall be issued from TIC after entering the register.

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Production department This procedure covers production planning, production activities of all in house and outside orders executed in the production department. There are in and around 90 machines which includes CNC machine, Jig boring machine, grinding machine, panting machines Fabrication machines etc these machines work 365 days and for 24 hrs.

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Chief executive NVJK.Bhat

Manager Jayaprakash K T

Planning Mr Patil

Fabrication Mr.Raman

Machine shop Mr.Mahesh

CNC Mr.Vadiraj

Executive Eng Ravi

Executive Eng Ragavan

Executive Eng Hemanth

Executive Eng Venu

Technician Laxminarayan

Engineers

Technician Pretham

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Flow chart for Production department Avasarala Technolgy Ltd Responsibility of production department Manager (Jayaprakash K.T): 2) Optimum utilization of men and machine 3) Approves machines utilization report 4) Responsible for the help over all house repairs 5) Responsible for meeting the targets set by management Executive engineers [machine shop] (Mahesh): 1) Gets the drawing from planning cell 2) Execution of job as per drawings 3) Inspection and dispatch of job /part 4) Up gradation of fabrication shop 5) Controlling consumption of consumable 6) Meeting target set by manager 7) Follow up with vendor Engineer: 1) Overall manufacturing of activities of machine shop 2) Gets the drawing from the planning 3) Monitors the activities of different machine operators 4) Prepares job status card 5) Monitors the job completion time so that product is delivered on time 6) Monitors on line inspection and house keeping 7) Monitors job progress and ensure on time delivery Engineer [CNC] (Vadiraj): 1) Preparation of job status card 2) Part programmer and tool planning 3) Checks the part program prepared by technician and approves 4) Monitors the over all work in CNC machines Technician: 1) Gets drawing from planning 2) Checks the drawing 3) Monitors the activities of different machines operators 4) Job completion time 5) Moves component for line inspection

Procedure for production

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Receiving P.O./J.O. order from customer or shop order and drawings along with materials from vendor development review of P.O/J.O

Execution of jobs

Stage inspection

Entry in coming drawings register (project wise) If accepted Preparing monthly production schedule and displaying it on notice board. If rework To record rework details If rejected

Sending for further process

Record reason for rejection

Release of drawings to individual sections (fabrication, machine shop and CNC)

Rework done by production

C&PA taken by production

Release of drawings to individual machines

Offering for re-inspection

Inspection of component (final)

Sending transfer note to stores for dispatch

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Procedure of production
1) Machine shop fabrication shall get the drawings and in house shop

2) 3) 4)

5) 6)

7) 8) 9)

order from vendor development department and raw material from stores. After getting the raw material from store machine shop / fabrication shall affix raw material received stamp on the drawings Manager (production) shall allocate the job to different machines and shall send the drawings Manager shall decide about the planned completion date and shall provide same to vendor department Following process shall be carried out in machine shop / fabrication a) Machine shop Drilling, milling, boring, turning, tapping, grinding, and fitting. b) Fabrication - welding, sandering, shearing, bending, cutting, grinding, gas cutting, and painting Store inspection facility for different component shall be available in machine shop Finished products shall be identified by the following colored tags a) Green tag for accepted items b) Red tag for non conformance items c) Blue tag for rework d) white tag for operation pending Manager shall send monthly production report project wise and monthly inspection status to management. Monthly inspection status shall be prepared by Q.A dept and approval by manager Manager shall prepare indents for cutting tools measuring instruments drills and lubrication oil for CNC machines and other consumables Some times machines shop/fabrication takes up the project independently and executes them. The projects work orders launched on machine shop are mostly of equipment which has fabrication as major work , in that case machine shop follow the following steps a) Manager shall then checks for raw material and other component s required and shall raise indents to purchase b) Manager shall follow up for the raw material and component c) After getting the raw material and components QA dept shall inspect the raw material. d) After QA dept approval , head production shall customer for inspection e) Manager shall send dispatch advise or dispatch details

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Special process: 1) Special process like wielding shall be carried out by qualified personal only 2) The Manager production shall maintain the copies of qualification records 3) Display of qualify work instruction Handling, safety and house keeping: 1) Manager shall develop the instruction for handling of products, process and for safety requirements 2) The instruction shall be conveyed to all the employees through display and for training 3) Manager shall ensure that all employees the safety requirements while working 4) Ensure proper house keeping in the work place Non conforming product: 1) The product non conformance, if any shall be identified through inspection and testing it at various stage 2) Component which are having deviation shall be offered for review 3) Manager shall discuss the deviation with the concerned design and assembly dept and take decision 4) Manager shall initiate the corrective and/or prevention action based on the analysis of non- conformance reports Maintenance: 1) Maintenance activities for both preventive and break down maintenance shall be carried out 2) Production shall maintain master list of machines 3) Production shall maintain machine accuracy test chart.

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Marketing department Flow chart for marketing department.

Chief executive

Marketing manager

Area Head Marketing

Head Application

Executive Eng Marketing

Executive eng Application

Associate

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Responsibility of marketing department: Chief Executive: 1) Corporate strategy and new business development process 2) Responsible for providing guidelines on marketing strategies 3) Providing guidelines and over head distribution on Heads Marketing Manager: 1) Responsible for achieving the set targets. 2) Prepares sales budget and forecast. 3) Checks the feasibility and adequacy of information obtained by marketing department. 4) Makes and checks estimation and costing. 5) Co-ordinates with different departments 6) Co-ordinates with customer and maintains good customer relation 7) Handles customer complaints 8) Responsible for advertisement on business promotion. 9) Responsible for closure of sales by collecting payment and tax forms. 10) Co-ordinates with the accountant for issuing the bank guarantees etc to the customer. Head Application: 1) Responsible for corporate presentation of Avasarala capabilities and customer relation 2) Co-ordinates with customer and maintains good relation during pre order stage. 3) Visit customer place for standard product enquiry --------

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Area head Marketing: 1) Responsible for enquiry generation and market development in assigned area. 2) Visits customer place for enquiry generation. 3) Guides engineers for preparing technical drawings. 4) Assists in budget preparation and forecasting. Executive Engineer Application: 1) Gives corporate presentation of Avasarala capabilities and customer relation. 2) Assists the head application. 3) Visits customer executive engineer application when ever required. 4) Takes customer complains, maintains advertisement data. 5) Handles customer related issues. Associate: 1) 2) 3) 4) 5) Maintain customer data. Maintain outward and inward resistor. Maintain filling of documents. Maintain filling procedure of quality records. Does posting of catalogs etc.

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Processes for Marketing

Generating enquiries Contract review and order acceptance Checking feasibility

Follow up of advance payments Work order registration

Register enquiry

Acknowledging the enquiry

Issue of W.O to concerned as mentioned in W.O Project hand over meeting

Estimation/costing

Offer submission

Follow up for project status

Offer follow-up
YES

Communication of project status to customer Sending final inspection call to customer after receiving information from assembly

If changes required NO Techno or commercial negotiation as per negotiation checklist

Customer inspection and clearance

Dispatch Receiving PO/LOI Follow up for payment and tax forms

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7S MCKINSEYS FRAME WORK

The 7-S framework of McKinsey is a Value Based Management (VBM) model that describes how one can holistically and effectively organize a company. Together these factors determine the way in which a corporation operates. Shared Value: The interconnecting center of McKinsey's model is: Shared Values. What does the organization stands for and what it believes in. Central beliefs and attitudes.

Strategy:
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Plans for the allocation of a firms scarce resources, over time, to reach identified goals. Environment, competition, customers. Structure: The way the organization's units relate to each other: centralized, functional divisions (top-down); decentralized (the trend in larger organizations); matrix, network, holding, etc. System: The procedures, processes and routines that characterize how important work is to be done: financial systems; hiring, promotion and performance appraisal systems; information systems. Staff: Numbers and types of personnel within the organization. Style: Cultural style of the organization and how key managers behave in achieving the organizations goals. Management Styles. Skill: Distinctive capabilities of personnel or of the organization as a whole. Core Competences.

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SWOT ANALYSIS STRENGTHS: State-of-the-art technology combined with backward and forward integration. Additional infrastructure facility adds as strength to Avasarala to increase its productivity (New Somanahalli Plant). Has become a fully integrated custom machine manufacturer with end-to-end control i.e. from raw materials to finished products. Skilled manpower and low unit labor costs Only Player for supply of custom built machines and services to the nuclear industry. WEAKNESS:

State of art technology is used for the production to meet customer requirements, at the same time it has to focus on upgrading to the latest technology in all departments. (Ex: usage advanced operating systems and supporting office softwares in all computers through the organization to facilitate easy functioning of daily activities of the company)

High social cost Faces a high depreciation cost

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OPPORTUNITY: Can contribute effectively to the nuclear energy field in generation of power Can grow to new heights in this untapped market. Has the opportunity to become a global player. Tie ups with the educational research institutions could help the company to grow at the faster rate, simultaneously helping India to grow at faster pace in the global race. THREAT: Over the few years, there could be many players emerging into this field which could hamper the future growth of the company

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MISSION, VISION STATEMENTS

Mission: To deliver well engineered reliable process Systems and products that live up to true international standards.

Vision: To be a globally recognized organization providing competitive and customized solutions, quality products and services through innovative capabilities.

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Findings
The company is very weak to target all class people. They not able to give the proper service to customers.

There is problem of goods delivery . The problem in the company outlets.

The market share of this company is average

SUGGESTIONS: They need to satisfy customers. And they need to reach all class people. They have to make a standard position in market

The company is to be advertised to face the price competition by introducing new channels of distribution.

The company should improve the present channels of distribution. The company must select a good marketing segmentation. They should select the professional marketing executives in the channel of distribution of its products.

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CONCLUSION It was a great opportunity to have a chance for completing my 2nd sem MBA In-plant training at AVASARALA Technologies Ltd. AVASARALA Technologies Ltd is a leading manufacturer of quality conveyors. The strength of AVASARALA Technologies Ltd lies in a team of dynamic young engineers. The company has executed in the area of conveyors manufacturing due to its products and has been certified with ISO-9001. Due to competition in the area of conveyors manufacturing, the company has diversified in to the field of coolant filtration systems. AVASARALA Technologies Ltd commits to work constantly towards enhancing the product quality and customer satisfaction. The organization has well experienced and qualified personnel and skilled experienced workers, who work mutually for the attainment of the organizational and individual human goals. The management has also maintained a good relation with its employees and all the employees are quiet satisfied with the management. Thus there is a sound industrial relationship maintained between the employees and the employer. The organization has also maintained a good relationship with the customers. All these have positively resulted in gaining name and fame with the increasing profits and sales every year..

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BIBLIOGRAPHY TEXT BOOKS: Marketing management by Philip Kotler Millennium Edition. Research Methodology by C.R.Kothari. Production & Operation Management by K.Aswathappa

WEBSITES:

http://www.avasarala.com/ http://www.google.co.in/ http://en.wikipedia.org/wiki/Conveyor_belt http://www.electrofluxequipmentspvtltd.com/

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