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MANAGERIAL COMMUNICATION ASSIGNMENT

SUBMITTED BY KASHYAP K N I MBA C SEC RVIM

CONTENTS

SL.NO. 1. 2. 3. 4. 5. 6. 7. 8.

PARTICULARS Introduction Industry Profile Company Profile Organisation Structure Departmental Profile SWOT Analysis Conclusion Bibliography

INTRODUCTION
SCOPE OF STUDY
The main objective of our study is to know the organizational structure of the company and to study the functioning of various departments. Organisation is a structural framework for carrying out the functions of planning, decision-making, controlling, communicating, motivation etc. The formal structures of an organisation are mainly of two types1. Horizontal Structure 2. Vertical Structure The horizontal dimension depicts the differentiation of the total organisational job into different departments. Whereas, the vertical dimension refers to the hierarchy of authority relationship with the number of levels from top to bottom. Authority flows downwards along these levels, higher the number of levels, greater the authority and vice versa. It is very essential for an organisation to run on these dimensions in order to keep the company intact and working. The structures connect the authorities, responsibilities and flow of communication between the levels and hence are important to maintain departmental policies and its working and regulation.

COMPANY AT A GLANCE COMPANYS NAME ADDRESS CONSTITUTION TELEPHONE FAX E-MAIL REGISTERED OFFFICE : BHEL ELECTRONICS DIVISION BANGALORE : P. B. No. 2606, Mysore Road, BANGALORE 560026 : PUBLIC LIMITED : 080-26998219 : 080-26740137 : www.bheledn.com : BHEL House, Siri Fort, NEW DELHI 110049 YEAR OF INCORPORATION : 1976 BANKER PRODUCTION CAPACITY MANPOWER SALES TURNOVER : PUNJAB NATIONAL BANK : 104 GW/YEAR GLOBALLY : 2500+ : In year 2006 532 crores

BHARAT HEAVY ELECTRICAL LIMITED


Established in the late 50s Bharat Heavy Electricals Limited (BHEL) is a name, which is recognized across the industrial world. It is one of the largest engineering and manufacturing enterprise in India in the energy-related/infrastructure sector, today. BHEL was established more than 50 years ago, ushering in the indigenous Heavy Electrical Equipment industry in India, a dream that has been more than realized with a well-recognized track record of performance. BHEL manufactures over 180 products under 30 major product groups and caters to core sectors of the Indian Economy viz., Power Generation & Transmission, Transportation, Telecommunication, Renewable Energy, etc. The wide network of BHEL's 14 manufacturing divisions, four Power Sector regional centers, over 100 project sites, eight service centers and 18 regional offices, enables the Company to promptly serve its customers and provide them with suitable products, systems and services efficiently and at competitive prices. The high level of quality & reliability of its products is due to the emphasis on design, engineering and manufacturing to international standards by acquiring and adapting some of the best technologies from leading companies in the world, together with technologies developed in its own R&D centers. BHEL has acquired certifications to Quality Management Systems (ISO 9001), Environmental Management Systems (ISO 14001), Occupational Health & Safety Management Systems (OHSAS 18001) and information services management systems (ISMS 24001) and is also well on its journey towards Total Quality Management. BHEL has: Installed equipment for over 90,000 MW of power generation for Utilities, Captive and Industrial users. Supplied over 2,25,000 MVA transformer capacity and other equipment operating in Transmission & Distribution network up to 400 kV (AC & DC). Supplied over 25,000 Motors with Drive Control System to Power projects, Petrochemicals, Refineries, Steel, Aluminum, Fertilizer, Cement plants, etc.

BHEL's operations are organized around three business sectors, namely Power Industry including Transmission, Transportation, Telecommunication & Renewable Energy and Overseas Business. This enables BHEL to have a strong customer orientation, to be sensitive to its needs and respond quickly to the changes in the market. The greatest strength of BHEL is its highly skilled and committed 42,600 employees. Every employee is given an equal opportunity to develop himself and grow in his career. Continuous training, career planning, a positive work culture and participative style of management, all these have engendered development of a committed and motivated workforce setting new benchmarks in terms of productivity, quality and responsiveness.

NATURE OF BUSINESS CARRIED


POWER
BHEL manufactures a wide range of products and systems for Thermal, Nuclear, Gas and Hydro based utility power plants to meet customer requirements for power generation, transmission and utilization. Its capability ranges from supplying individual equipment to setting up of complete power plant on turnkey basis. BHEL built power generating sets already account for nearly two third of the overall installed capacity in India.

NUCLEAR
In the field of nuclear power, BHEL has already manufactured and supplied steam turbines and generators, end shields and heat exchanges.

GAS
BHEL is the only Indian company with the capability to manufacture large size Gas based power plant equipment, comprising Turbines for open and combined cycle operation. 6

HYDRO
BHEL engineers and manufactures custom built Hydro power Equipment, its range covering turbines of Francis, Pelton and Koplan Tyres, pump Turbines, Bulb Turbines and Minicicro hydro plants with matching generators for different head discharge combination and site conditions.

OIL AND GAS


BHEL is making significant contribution towards development of Oil and Gas industry in the country, the range of equipment cover On-shore Deep Drilling rigs, Super-deep Drilling, Hell rigs, Desert rigs and Mobile rigs etc. BHEL also undertakes service contracts of rigs in operation. Christmas tree valves and Wellhead assemblies are other vital products supplied by BHEL to Oil wells. BHEL is supplying seamless line pipes to ONGC on regular basis for Gas lift and oil distribution systems.

NON-CONVENTIONAL ENERGY
BHEL has contributed equipment and systems for harnessing the renewable sources of energy like solar and wind have been developed and installed. A number of solar water heating systems, solar photovoltaic systems and wind electric generators are at work all over India.

TRANSMISSION
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BHEL manufactures a vast range of Transmission Equipment such as Transformers, Reactors, Switch gear, control and relay panels. Insulators, capacitors, instrument transformers thruster valves and associated control equipment etc. Added to the above ,High voltage direct current technology has been pioneered in India through BHELs execution of national project. BHEL has supplied Co-generation captive power plants, Gas turbine generator sets, steam turbine generator sets, diesel generator sets, steam generators, boilers. Industrial turbo sets, electrical drives and controls, etc., to meet the demands of industries like Fertilizers, Petrochemicals, Refineries, Coal, Steel, Aluminium paper, Sugar, Rubber, Cement and Mining etc.

TRANSPORTATION
Today over 70% of the Indian railways is equipped with traction equipment built by BHEL. The product range is traction motors, traction alternators, transformers, vacuum circuit breaker, locomotive bogies, converters, inverters, chopper and associated control equipment brake.

TELE COMMUNICATION
In an era of telecommunication expansion, BHEL has been contributing its mite towards strengthening the national mission by manufacturing switching system based on C-DOT technology to meet medium to extra large requirement.

BHARAT HEAVY ELECTRICAL LIMITED PERFORMANCE


The company was established for specially catering to the power generation and distribution equipment needs of the country. BHEL today is a major single point supplier of all systems and equipment required in power sector. It has 14 manufacturing plant, 6 service centres and 4 power sector regional centres besides project sites and regional offices spread all over India and abroad. The company has been identified as NAVARATNA PSE. The company has formed two joint ventures, one with M/s Siemens of germany and the other with M/s General electric, USA in the area of servicing/renovation of thermal plants and servicing of Gas Turbines respectively. During the year 2000-2001, BHEL built sets constitute 65% of the countrys installed capacity.

FUTURE GROWTH AND PROSPECTUS


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The company with a capacity that is higher than the basic demand for power generation equipment in country, BHEL is an imposing presence in the industry. A testimony to the companys stranglehold on the power equipment business is in the fact that General Electric, Siemens, worldwide competitors have licensed their respective technologies to BHEL for the Indian market. Government plans for additional 1,00,000 MW from the national grid to meet the countrys power requirement as a positive factor for BHEL. Amongst the companies, BHEL is comfortably positioned with an order book of Rs. 13,000 crores equipment to two years turnover, BHEL exports will reach 12% of total sales compare to 2%-3% of previous two years. By 2005-06 its planning to push it by 15% of total sales.

BHARAT HEAVY ELECTRICALS LIMITED ELECTRONICS DIVISION


The Electronics Division was formed in 1976, mainly to establish a strong base in the areas of power and control equipments to supplement the companys pioneering efforts in power generation and transmission. Making a modest beginning with a turnover of Rs.3 crores in 197677, the unit is poised to record a turnover of Rs.532 crores. This growth has amply reflected on the fact that most of the power plants and process industries in the country today are equipped with products and systems made by BHEL-EDN.

INDUSTRY PROFILE
HEAVY ELECTRICAL INDUSTRY Industrial units manufacturing large plant and machinery required for power generation, transmission, distribution and utilization are covered under the category HEAVY ELECTRICAL INDUSTRY. These include turbo generators, boilers and various types of turbines, transformers, motor switch gears and other such items.

Electrical equipments such as motors, transformers, switch gears etc. are used by all sectors of the Indian economy. Some major areas where these are used are the multi crore projects for power generation including nuclear power stations, petrochemical complexes, chemical plants integrated steel plants, non ferrous metal units etc. the industry has been upgrading the existing technology and is now capable of taking up turnkey contracts also for export markets. The industry has been de licensed.

The existing installed capacity in the industry is of the order of 4500 MW of thermal, 1345 MW of hydro and about 250 MW of gas based power generation equipment per annum. There also exists capability for manufacture of equipment for nuclear power plants in the country. The share of domestic equipment is about 66% in the countrys power generation capacity. The Heavy Electrical Industry is capable of manufacturing transmission and distribution equipment up to 400 KV AC and high voltage DC.

Steps have also been taken to upgrade the technology to the higher systems voltage level of 800 KV. Large electrical motor used in the steel plants, petrochemical complexes and other such heavy industries are also being manufactured in the country. The approximate value of such equipments would be about RS. 2000 crores.

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COMPANY PROFILE BHEL-EDN VISION STATEMENT

BHEL-EDN MISSION STATEMENT

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BHEL-EDN VALUE STATEMENT

Zeal to Excel and Zest for Change. Integrity and Fairness in all Matters. Respect for Dignity and Potential of Individuals. Strict Adherence to Commitments. Ensure Speed of Response. Foster learning, Creativity and Team-Work. Loyalty and Pride in the Company.

OBJECTIVES
Promote the simulation/simulator discipline, both within and outside BHEL, by means of R&D projects, site support work, collaborative research and joint projects with reputed institutions. Undertake commercial jobs in the area of simulators. Organize seminars, training programmes, short-term courses on simulators for the benefit of BHEL engineers as well as for those from other organizations or industries. Ensure industry orientation to maximize benefits for the customer.

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DIFFERENT PRODUCTS OF BHEL-EDN

AUTOMATION AND POWER ELECTRONIC SYSTEMS


Unified Automation for power plants (Distributed control systems for steam turbines, steam generators and balance of plant systems) Gas turbine control systems Hydro power plants control systems Excitation systems Industrial automation Sub-station automation and supervisory control and data acquisition systems (SCADA) DC Drive systems AC Drive systems Power supplies Static starters Traction drive systems for locos and electrical multiple units (EMU) High voltage direct current systems (HVDC) Flexible AC transmission systems (FACTS) Custom power controllers Static VAR compensation systems (SVC) Controlled shunt reactor (CSR)

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SEMICONDUCTORS AND PHOTOVOLTAIC SYSTEMS


Power semiconductor devices Solar photovoltaic cells Solar photovoltaic modules PV systems Space grade solar panels Space quality batteries

DEFENCE ELECTRONICS
Simfire tactical gunnery simulators Infantry weapon effects simulator for tactical gunnery training Small arms training simulators for marksmanship training Integrated platform management systems Machinery control room simulator Training simulators for vehicles, platforms, radars, weapons, missiles and CBT for all defense and paramilitary forces Weapon fire control systems, avionics, radio communication products, electronic warfare systems and early warning systems Radars and associated systems

SOFTWARE SYSTEM SOLUTIONS


Performance analysis, diagnostics and optimization (PADO) Performance calculation and optimisation

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SERVICES OFFERED
Harmonic measurement and analysis System study for reactive power compensation Erection and commissioning by highly experienced team of engineers In-house expertise for efficient service, after sales, assured supply of spare parts A highly competent team to respond to customers emergency needs Total solutions to renovation and modernization requirements Concept to commissioning solutions for large size solar power plants

NON-CONVENTIONAL ENERGY SYSTEMS


Solar PV systems and power plant. Solar water heating systems. Solar lanterns. Mini/ Micro Hydro Sets. Wind Electric Generator.

R&D PRODUCTS
Fuel Cells. Surface Coatings. Automated Storage & Retrievals. Load Sensors. Transparent Conducting Oxide.

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BHEL PROUDLY OWNS


14 manufacturing units. 6 service units 1 research and development factory 100 project sites. 2 over seas sites: Malaysia and Saudi Arabia. Exports to more than 50 countries. Man power of 43000. Order in hands to be limited in next 2- 3 years are Rs 40000 crores. Export turnover in Rs 1200 crores.

BHEL THE NAVARATNA


Speaking specially on the practical learning experience in one of the NAVRATANAS Indias industrial sectors, BHEL operates with the aid of 5 major functional departments namely production, Finance, Marketing, Human resource and Project systems; apart from many other ancillary supportive departments such as the quality control, security, etc. Unlike our books that interpret and state sales and distributions as a part of marketing department alone, the entire BHEL manufacturing units consider all the channels of the sale and distribution.

FUTURE BHEL
At present at its 10th year plan, government likely to announce a capacity addition of approximately 70000 MW in BHEL units between 2007- 2012. An increase of about 85000MW between 2012 2017. A preferential open market and global tenders. Huge demand expected out of the transportation sector. Blue print of the railways has already come up for the year 2020, orders exclusively vested in the hands of BHEL. Implementation of testing facility for plants, turbines, generator operations and testing.

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ACHIEVEMENTS AND MAJOR MILESTONE EVENTS


Through the years BHEL-EDN has scaled new heights and is moving into even more challenging ventures. The major landmarks on the way have been mentioned below. 1976: Takeover of REMCO. 1977: Supply of first control equipment product. 1979: Establishment of semiconductor manufacturing facility. 1983: Entry into photovoltaics with in-house technology. 1986: Entry into telecom with first EPABX supplies. 1987: Entry into HVDC controls for Rihand-Delhi & national HVDC. 1988: Entry into microprocessor based controls. 1989: Supply of first static var systems (SVC). 1992: Entry into defense electronics business with SIMFIRE. 1994: Supply of gas turbine controls, IWESS & SATS for defense. 1995: Supply of first electronic meters. 2001: Supply of space grade solar panels for satellites. 2002: Supply of first maxDNA C&I system. 2003: First PADO system supplied ERP implementation. 2004: First unified maxDNA based C&I system commissioned, 3 MW photovoltaic productions achieved, supply of space Quality batteries for satellites.

CONCERN FOR SOCIETY


Striving for the growth of the nation, BHEL-Electronics Division has always been contributing for the upliftment of the poorer and the backward sections of the society. Three villages near to Bangalore have been adapted by BHEL and a number of social welfare programmes like solar electricity, low cost housing, educational, medical and drinking water facilities have been implemented resulting in remarkable transformation in the living conditions of the villagers.

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WORK FLOW MODEL


Product indent Purchase department Request for quotation Tender opening Design department (quotations sent for technical scrutiny) Interaction with suppliers and purchase department Comparative statements (rates quoted by various vendors) Ranking from lowest to highest quotation (L1, L2, L3...) Proposal made for purchase Finance department (for financial concurrence) Purchase order placed Acknowledgement by the vendor Receipt of goods inwards Document (goods receipt voucher) Quality control inspection If rejected, purchase stands cancelled If accepted O.K Holding cell (stores) Shop Assembly of product Physical inspection Testing Dispatch Site (customer)

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The Electronics Division (EDN) of BHEL was formed in 1976, mainly to establish a strong base in the areas of power and industrial electronics and supplement the companys pioneering efforts in power generation, transmission, industry and transportation sectors.

Making a modest beginning in 1976, the unit has registered continuous and impressive growth, which is amply reflected in the fact that a large number of power plants in the country today, are equipped with products and systems made by BHEL-EDN. As reported by the ARC Survey for the year 2005, BHEL is holding over 65 percent of the Market share of DCS Supplies to Power Industry in India (including hardware, software and services). Electronics Division has also been making pioneering efforts in Renewable Energy Sector by commissioning Large-size Grid-Interactive as well as Stand-Alone Solar Power Plants, thus lighting the lives of people living in remote parts of the country. The unit has also been making humble contribution to Indian Space Programmes by fabricating Space Grade Solar Panels and Space Quality Batteries for ISRO.

In recognition of its commitment to the quality systems and procedures, the unit has been certified for ISO 9001 since July 1993. To fulfill its role of a responsible corporate citizen, envisaging protection and systems are also environment-friendly; BHEL has framed a Corporate Environment Management Policy. Accordingly, the Electronics Division has become the first Electronics Industry in Bangalore to get ISO 14001 Environment Management System Certification and OHSAS 18001 Certification. BHEL has also joined United Nations' Global Compact and has committed to support the set of core values enshrined in its ten principles in the area of Human Rights, Labor Standards, Environment and Anti-Corruption.

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WORLD CLASS TECHNOLOGIES AND GLOBAL PRESENCE


STRATEGIC ALLIANCES
With a view to world class technologies from world leaders to Indian clients, BHEL EDN Has over the years entered into strategic alliances with many international giants and sourced technologies from them. The significant tie ups for different products include: Metso Automation (MA) General Electric ABB : Distributed Control Systems : Gas Turbine Controls : AC Drive Controls : Distributed Control Systems : Static Excitation Systems : HVDC Controls : Large Area Power Semiconductor Devices Siemens AG : DC Drive Controls : Power Semiconductor Devices : Brushless Excitation Systems : Electronic Automation for Steam Turbines ADtranz (through CLW) Alstom (Traxis) Sulzer Brothers Stock Equipment Company Combustion Engineering Intelligent Information Systems Spartnics : 3 Phase AC Loco Controls : 3 Phase AC/DC EMU Controls : HP/LP,HP,PRDS Controls : Gavimetric Feeder Controls : Flame Scanner Amplifiers : Tactical Training Simulators for Tanks : Infantry Weapon Effects Simulator Systems : Small Arms Training Simulators

BHEL-EDN has the core competence in offering comprehension solutions to the varied needs of customers across the globe. The countries where its manufactured equipments/systems have been in operation are as under: Azerbaijan, Bangladesh, Bhutan, Cyprus, Ghana, Italy, Malaysia, Malta, Mauritius, Nepal, New Zealand, Oman, Srilanka, Saudi Arabia, Sweden, Tanzania, Thailand, USA, Germany, Australia.

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BHEL's CONTRIBUTION TO VARIOUS SECTORS


POWER TRANSMISSION AND DISTRIBUTION SECTOR
In the T&D sector, BHEL both a leading equipment-manufacturer and a system-integrator. BHEL-manufactured T&D products have a proven track record in India and abroad. Substations and shunt compensation installations set up by BHEL are in operation all over the country. EHV level series compensation schemes have been installed in KSEB, MSEB, MPSEB and POWERGRID networks. Complete HVDC systems and state-of-the-art Flexible AC Transmission Systems (FACTS) can be delivered by BHEL. In the area of power distribution, BHEL provides turnkey solution for improving systems efficiency and reducing losses through RPM of sub-stations, SCADA and Metering Solutions, IT Solutions etc.

INDUSTRY SECTOR
Since its inception in 1982, the Industry Sector business has grown at an impressive rate and today; contributes significantly to BHEL's turnover. BHEL, today, supplies all major equipment for the industries: AC/DC machines, alternators, pressure vessels, gas turbine based captive, cogeneration and combined-cycle power plants, DG power plants, steam turbines and turbogenerators, complete range of steam generators for process industries, diesel engine based power plants, solar water heating systems, solar photovoltaic systems, electrostatic precipitators, fabric filters, etc.

TRANSPORTATION SECTOR
In the transportation field, BHEL product range covers: AC locomotives, AC/ DC dual-voltage locomotives, diesel-electric shunting locomotives, traction motors and transformers, traction electrics and controls for AC, DC and dual voltage EMUs, diesel-electric multiple units, diesel power car and diesel-electric locomotives, battery powered vehicles and solution for Urban Transportation System including Electric Trolley Buses, LRT & MRTs.

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BOARD OF DIRECTORS
Ashok K. Puri Chairman and Managing Director Bharat Heavy Electrical Limited BHEL House, Siri Fort, New Delhi-110 049 Naresh Chaturvedi Additional Secretary and Financial Adviser Ministry of Heavy Industries and Public Enterprise Udyog Bhavan, New Dehli-110 011 Dr. Surajit Mitra Joint Secretary Department of Heavy Industry Ministry of Heavy Industries and Public Enterprise Udyog Bhavan, New Dehli-110 011 Vineet Nayyar 5-A, Friends Colony (West) Mathura Road, New Delhi-110 065 Sanjay M. Dajlika Rajmudra Foundation 87, Atur House, Dr. Annie Besant Road,Worli Mumbai-400 018 Ashok K. Aggarawal President DS Group, A-85, Sector-2, Noida-201 301 Manish Gupta Shekhar Datta 20.Suren Tagore Road, Kolkata- 700 019 E/8, Sea Face Park, 50. Bhulabhai Desai Road Mumbai-400 026 Ramji Rai Director (E, R&D) Bharat Heavy Electrical Limited BHEL House, Siri Fort, New Delhi-110 049 S K. Jain Director (HR) Bharat Heavy Electrical Limited

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BHEL House, Siri Fort, New Delhi-110 049 A K. Mathur Director (IS&P) Bharat Heavy Electrical Limited BHEL House, Siri Fort, New Delhi-110 049 K Ravi Kumar Director (Power) Bharat Heavy Electrical Limited BHEL House, Siri Fort, New Delhi-110 049 C S. Verma Director (Finance) Bharat Heavy Electrical Limited BHEL House, Siri Fort, New Delhi-110 049

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MAJOR CLIENTS OF BHEL


POWER
State Electricity Boards National Thermal Power Corporation Ltd. National Hydro Electrical Power Corporation Ltd. Durgapur Projects Ltd. Power and Development Department (J&K)

TRANSMISSION
Power Grid Corporation of India ltd. State Electricity Utilities/Boards, IOCL National Thermal Power Corporation Ltd.

INDUSTRY
National Aluminium Co., Hindustan Aluminium Corporation Steel Authority of India Ltd. Maruti Udyog Ltd. Rashtriya Chemicals and Fertilizers Gujurat State Fertilizer corporation Chambal Fertilizer and Chemicals Tata Chemicals Ltd. Nagarjuna Fertilizers and Chemicals Ltd. Hindustan paper corporation Century pulp paper Grasim industries JK paper Mill Hindustan sugars, Mysore sugar 24

Indian oil Corporation Ltd. Bharat Petroleum Corporation Ltd. Hindustan Petroleum corporation Chennai Petroleum Corporation Ltd. Reliance Industries Indian Petro Chemicals Ltd.

TRANSPORTATION
Port Trusts Viz. Mumbai, kolkata, New mangalore, Chennai etc., steel plants, fertilizer plants, cement plants Urban Transport Authorities Delhi Metro Rail Corporation Defence, State Electricity Boards.

OIL AND GAS


Oil and Natural Gas Commission, oil India ltd. Gas Authority of India Ltd. Mazagon Dogs Ltd.

TELECOMMUNICATION
Bharat Sanchar Nigam Ltd. (BSNL)

NON-CONVENTIONAL ENERGY
State Electricity Boards Electricity Department- Lakshadweep and Andaman and Nicobar Islands.

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DEPARTMENTAL PROFILE
The departmental profile of BHEL-EDN consists of the following departments: Finance department. Production Department. Human resource Department. Quality Department. Material management Department. Productivity & technology services & safety. Planning and development Department. Marketing Department. Factory services Department. Communications and public relations Department. Vigilance Department

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FINANCE DEPARTMENT
TITLE : ADDITIONAL GENERAL MANAGER Mr.VAIDYANATHAN REPORTS TO CONTROLS : : EXECUTIVE DIRECTOR FINANCE DEPARTMENT

ROLES AND RESPONSIBILITIES


Check invoices, credit notes and statements received from suppliers & Prepare cheques to be sent to suppliers. Prepare invoices to be sent to customers. Prepare and analyse the Final Accounts (Trading and Profit & Loss Account and Balance Sheet). Calculate wages and prepare payslips for employees. Valuation of incoming materials. Developing/updating of standards cost. Preparing variance reports. Updating/analyzing product cost. Preparing/updating of price list for manufactured components. Daily Invoicing of shipments. Ensure dispatch of invoiced items with Proper documentation

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FLOW CHART

AGM

Sr. DGM

DGM

Sr. MANAGER

MANAGER

DEPUTY MANAGER

Sr. ACCOUNTS OFFICER

ACCOUNTANT

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The Finance resources are the main domains for the physical survival of any firm. The Finance Department of BHEL-EDN is mainly under operation to regulate the cash inflows and outflows of its unit and also to maintain adequate shares of its working capital for the day-to-day expenses included. The main sources of fund obtained by EDN are: Government. Prime Financial Institution as IDBI and SEBI. Public. Long- Term Borrowings. The Financial Department is also responsible to manage its working capital funds, inventory and debtors. The main part of the funds is used for the procurement of materials that reaches up 60% to 20% for the payment of wages of the employees and the rest is borne onto other expenses of the enterprise. Finance Department of BHEL- EDN is having different sections these are: Sales. Costing. Bills payable. Establishment. Books and budgets. Prices stores ledger. Auditing. SALES SECTION: In BHEL-EDN the finance department is having different sales sections, it is the responsibility of this section to collect the outstanding amount and outstanding bills and the collected amount is directly credited to the corporate account. They have the relations with their customers. COSTING: It has relationship with material management and commercial. In this commercial has to get first information.

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BILLS PAYABLE SECTION: BHEL-EDN is purchasing both indigenous and foreign materials. The company is importing goods through agency and it is also importing directly from the suppliers. The goods are bought on the manufacturing order. The purchase department has to send enquiry to receive quotation and it has to prepare the comparative statements, it will be sent to the account section. From the manufacturing order the preparation of comparative statement it takes 45 goods and a copy of stores receipt will be send to the account section the account section has to check the rate mentioned in the quotation and compare it with the invoice. Bills payable section is responsible for making payment. The BHEL-EDN will receive the advance payment between 30 to 45 days. The BHEL-EDN is making payments through letter on credit. The company i8s paying 0.55% to 3% as bank commission in case of letter of credit. ACCOUNTS POLICIES: BHEL is maintaining the Double Entry System of Book Keeping. For Final Account the company is following Straight-Line Method of depreciation and for income tax Written-Down Value Method of deprecation. ESTABLISHMENT SECTION: The BHEL-EDN receives cash from Corporate Office for Petty Expenses and Establishment Section is maintains in it. This Section also maintains the medical expenses of employees. In BHEL all the employees are covered under the group insurance scheme. This section is also maintaining the Provident Fund of employees for which both employees and employer are contributing 12% of Basic and DA. BOOKS AND BUDGETS SECTION: In BHEL-EDN the books and budgets section is maintaining all the books of Accounts of Electrical Division This Section has to prepare the Final Accounts of the division at the end. The corporate office controls this section. PRICES STORES LEDGER ( PSL): BHEL-EDN is having a separate section called Price Stores Ledger Section where in the Ledgers are maintained to know the value of the stock held in the Stores Departments, following Weighted Average Method. INCOMING RECOGNITION (REVENUE): Out of total sales or work done, 2.5% is 30

considered as earned and 97.5% is considered as the cost. BHEL is investing the amount as the

advance made to Suppliers, Advance Excise Duty and Advance Sales Tax. BHEL-EDN is not depending on Government for funds, it is generating from they own sources and they are getting funds from Private Financial Institution. AUDITING: There are two types of Audits doing in BHEL-EDN namely: Internal Audit. Statutory Audit. Internal Audit: It means checking of accounts of the company regularly. BHELEDN is having its own Internal Audit Cell which is working under Finance Department. BHEL is having Accounting Manuals according to which books are maintained. The Internal Auditors will check the accounts to the manual given by the Corporate Office. Statutory Audit: Company Statutory Audit is carried out once in a year. After the Internal Audit the Statutory Audit analyze the reports given by the Internal Auditors. The submit the reports to the Corporate Office. Since it is a Public Sector, a copy of Statutory Audit report will be given to the Controller and Audit General of India.

WORKING CAPITAL: Working Capital is the fund, which is required in day-to-day life of the company. The Corporate Office manages Working Capital. The BHEL-EDN 31

is maintaining Management Information Requirements Statement on day-to-day basis, which is sent to the Corporate Office that then will release the funds to the BHEL-EDN. The Banks at the rate of 12.5% to 15.5% fund the Working Capital to the BHEL. The Working Capital will be calculated on the basis of the information given by the BHELEDN by adding the profit of 20% to 25% on cost. The Production Cycle of BHEL is from 1 year to 3 years. The Financial Institution (like IFCI, IDBI and ICICI), that are not National Banks, are lending funds at the rate of 10%. The Company is generating funds internally for Working Capital in the form of Deprecation and Reserves.

PRODUCTION DEPARTMENT
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TOPIC

CE ENGINEERING GENERAL MANAGER Mr. VEERARAGHAVAN

REPORTS TO CONTROLS

: :

EXECUTIVE DIRECTOR ALL FUNCTION ASSOCIATED WITH DESIGNING AND MANUFACTURING CONTROL EQUIPMENTS

ROLESAND RESPONSIBILITIES
1.Provide leadership and guidance to employees within his supervision. 2.Plan, organize & staff the department in the most efficient manner to achieve set schedules. 3.Ensure compliance to statuary regulations and promote safe activities on the production floor. 4.Maintain discipline and ensure that the employees understand company rules and regulations. 5.When delegating work to employee, ensure that the person is trained for the task. 6.Carry out preventive/breakdown maintenance of all equipments/ machines in the production area. 7.Identify manufacturing processes as required and implement them. 8.Develop facilities layout and co- ordinate implementation. 9.Prepare, maintain and update records related to ISO 9001 procedures.

FLOW CHART

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AGM

Sr. DGM

DGM

Sr. MANAGER

MANAGER

DEPUTY MANAGER

Sr. PRODUCTION OFFICER

ENGINEER

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Production department in BHEL-EDN consist of PPC, fabrication, Main assembly and Testing Department. PRODUCTION PLANNING AND QUALITY CONTROL Basically involves the organization of an overall manufacturing activity involved in production product. This consist of designing of the product , determining the equipment and capacity requirements, design the sequence of the operation, time requirement and specification of production quality and quantity standards. The production planning and control department of BHEL-EDN has given high weight age since it mainly concentrates upon Tailor Made Products where by production planning varies based on the consumer to consumer specification. Therefore, there is a need for a detailed and proper planning each time a new order is placed and this indeed aids towards cutting down the manufacturing costs. The function of PPC Department is designing the product. PPC Departments function are the planning of the manufacturing process, routing, scheduling, dispatching, inspection, coordination and the control of materials, methods, machines, tooling and operating time. The objective of PPC Departments is max machine- machine utilization and related activities in order to bring about the desired manufacturing results in the terms of quality. FABRICATION AND PAINTING DEPARTMENTS After receiving dockets from the PPC Department fabrication Department manufacture the goods/products according to the design. Based on the docket specification drawing are prepared and cut to manufacture the products. Dockets are grouped on similarity to drawing, to consist of customer name, the size to be fabricated and after cutting, the bending is done and next welding finally the cut sheet are painted and kept ready for dispatch. The fabrication department consists of cutting machine, punching machine, bending, welding, painting and finishing.

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MAIN ASSEMBLY DEPARTMENT: BHEL also have main assembly Department the main function of this department is to fix materials (empty cubical assembly). Mechanical cubical assembly and mechanically fitting activities wiring of the entire component with one another done by electricians. Once the wiring is done it is taking for the testing area to check the quality by using stimulates after system testing and covering is over. The item is ready to dispatch. Main assemblys main activity is to fix or to do remaining work and make product ready to dispatch. TESTING DEPARTMENT: After main assembly the products are tested and if any defective product is found it is rejected and sent for rework. The testing department prepares RR report (Rejection/ rework) and sends it to PPC main testing department. If the whole product is defective it is rejected and informed to PPC Department. DISPATCHING DEPARTMENT: After testing the product, if it is correct then the dispatch department does all the other work to dispatch the product.

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HUMAN RESOURCE DEPARTMENT


TITLE : HUMAN RESOURCE MANAGEMENT ADDITIONAL GENERAL MANAGER G.P.C. SHEKAR HUMAN RESOURCE DEVELOPMENT SENIOR DGM DATTAPRASAD REPORTS TO CONTROLS : : EXECUTIVE DIRECTOR HUMAN RESOURCE DEPARTMENT

Human resource management is nothing but organizing, managing and planning properly the available resources and using them in a proper way. The major function of this department is to manage the people at work.

The HRM mission


"To continually 'evolve new benchmarks in human resource practices for ensuring effective contribution of people towards achieving business excellence."

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FLOW CHART

AGM

Sr. DGM

DGM

Sr. MANAGER

MANAGER

DEPUTY MANAGER

Sr. HR OFFICER

HR OFFICER

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The various functions of HRD are: Recruitment and posting. Manpower planning. Welfare and Industrial relations. Promotion and transfer. Arranging for programmes, lectures, etc. Job rotation. Rewarding employees counseling employees. Grievance redressal system. Age fixation. Maintaining the personal files of employees. Performance appraisal. Leave travel concession, encashment allowances. Facilities to employees like canteen, crche, transport allowances. Selection of apprentices. Training and development. First aid centre, medical reimbursement. Administration-managing CISF, furniture, mails and faxes. Coordinating work like facilitating students for project work.

DEVELOPMENT AND IMPROVEMENT OF HR POLICY AND PLANS Human Resource Policies, Strategies and. Plans are developed in line with BHEL Corporate Mission, Vision & Values. The people management practices are based on centralized policy at corporate level and decentralized administration at Unit level. In line with the above the Unit plays two-pronged role: Influencing at Corporate level and bring about Policy changes/ improvements. Reviewing issues regularly at the Unit level in a participative fashion.

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POLESTAR STATEMENT OF HRM "To ensure availability of competent, motivated and effectively contributing human resources and to facilitate achievement of full potential of employees at all times to realize organizational mission." POLESTAR STATEMENT OF HRD "To create an environment supportive of blossoming of full potential of employees" EMPLOYEES PARTICIPATION AND INVOLVEMENT Institutionalized Methodology of involving employees is adopted to have inputs-for developing policies, strategies and plans and adopting the changes in a continual manner at Corporate & Unit levels. HR policies are communicated through HODs and feedbacks are taken from various departments. Periodic interactions are held at Unit level. Corporate Level with Trade Unions, Supervisory Associations & Executive. Associations where the HR policies are shared and feedback obtained for improvement. Joint Committee the apex body which discuss and finalize various employee benefit related policies are represented by the trade unions from all units. Workshops are held involving Joint Committee members, Executives and Supervisors associations in seeking their views for formulating HR policies. New benchmark was set during the year, 2004 in participative management by involving plant level and Central Trade Union leaders and other employees along with the top management to frame broad strategies for the company's growth in the emerging business scenario. (July 2004 at Bangalore). Based on the IR meetings with BHEEA (Recognized Union), the Plant Council was reconstituted in EDN during August 2003.

REWARD AND RECOGNITION SCHEME Introduction of new online IMPRESS Scheme for integration of Improvement projects. Wide publicity has been given for IMPRESS, Excel Award schemes & the awards through in-house magazines, circulars & Intranet.

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WORK CULTURE Communication/ feedback session to be organized with cross-section of employees in the presence of Unit Head. Streamlining Periodical Communication at Department level. Training of employees in Team building, Communication & interpersonal skills being organized. Modular Office modernization has been taken up during the year & partly completed. New furniture has been issued to Senior Executives as per entitlement. METHEDOLOGY OF CONDUCTING EMPLOYEE PERCEPTION SURVEY Survey will be undertaken during the year by visiting different departments & explaining the questionnaire and the objectives along with HODs/ Section Heads. In pursuit towards the vision of being a world class organization and to benchmark HR Practices. BHEL has consciously participated in the Best Employers in India 2002 survey conducted nation-wide by Business Today jointly with Hewitt Associates (a global management consulting and outsourcing firm) during 2001. The survey has placed BHEL in the seventh position (first among PSU) amongst 25 best employers in India. The study report published on March 3, 2002 in Business Today lists down consistent practices adopted by all Best Employers. The survey had also suggested the areas for improvement, which were reviewed and actions taken as below: REWARDS BHEL Excel Award Scheme has been introduced to reward employees for significant achievements under various categories. ALIGNING LEARNING TO EMPLOYEE NEEDS Individual needs of employees are identified through the new eMAP, System (Performance Management System) introduced during '02-03 for all Executives and further refined during 03-04 & 04-05.

PROMOTION SYSTEM 41

The views of the Units have been taken up in the MCM during 2002 and the eligibility norms for executives have been revised enabling younger executives to have faster career growth. This is further reviewed in MCMs during 2004 & 2005 and suitably modified.

RECRUITMENT AND CAREER DEVELOPMENT The Recruitment is done as per company's well defined policies & procedures. The main objectives of the Recruitment Policy is to ensure that best of personnel are attracted and retained in BHEL, best placements are made and fulfill socioeconomic commitments of Government. The job specifications for each of the induction level in executive and non executive cadres are spelt out in personnel manual. Apart from this, the descriptive job requirements are also part of job specification in non-executive cadre. These are derived from business plans and reviewed from time to time. The induction of fresh executives is at All India level through written tests & interviews and recruitment of experienced executives is done in certain cases either at corporate level or by the unit with approval of corporate office by direct interviews depending on the designation and skill levels. The induction in executive cadre is mostly as Engineer Trainees (ET) / Management Trainees (HR/Finance) level. The training period is one year covering general management and functional areas: For acquisition of best talents, campus recruitment from IITs, IISc & NITs is-also being done every year. Non executive recruitment is done at unit level, on specific need basis/ skill requirements through open advertisements/ employment exchanges. Career Development is taken care of through a system of time cum merit-based promotions at all levels and it provides for job enrichment and-also job rotation. Detailed guidelines are in place in respect of considering employees for in-house and cadre-to-cadre career advancement. Annual performance appraisal (e-MAP from 2002-03 for Executives) is carried out for employees, which forms basis for career advancement decisions, in addition to qualification, experience and suitability. The entire system is transparent and all employees are aware of the policies/procedures related to career development. Positions Viz. GM's & AGM's. The Model provides for systematic career progression of executives and identification and grooming of successors for key positions. As a part of integrated data management system and change management, during 2004-05, initiative has been taken at EDN to implement SAP FRMS, SAP Pay roll & SAP ESS (Employee self-service). The web enabled Human Research Information System (HRIS) for maintaining the bio-data for corporate cadre Executives i.e. covering Executives in the grade of DGM & above was created during 2003-04 and data for EDN was uploaded. 42

DEVELOPMENT OF EMPLOYEES KNOWLEDGE AND SKILLS Identifying, classifying and matching people's knowledge and competencies with organization needs: The employees knowledge, experience and competencies are analyzed and used for meeting the individual and organizational needs. Suitable action plans are prepared to fulfill the skill gaps by way of -redeployment, skill up-gradation programmes, on the job exposure, working at project sites, joint engineering work with collaborators etc. Developing and Using Training & Development plans to help ensure people match the present and future capabilities needs of the organization

Based on HRM 2007, the focus of HRD is defined to 1) 2) 3) 4) Building Competence, Culture and Commitment for Excellence. Nurture a learning organization culture. Training effectiveness thro' need-based, job specific, competency driven, training. Evolving new benchmarks and matching training objectives.

METHODS OF TRAINING EVALUATION In order, to evaluate the effectiveness of training (mainly for skill based training) as a part of ISO 9001, 4 programmes are identified for 04-05 and 5 programmes for 05-06. Any one or combinations of the following methods are being adopted for the evaluation: Entry / Exit level tests. Post training feedback from Controlling Officers after 8 weeks of training. Time bound action plan by participants. On-the-job evaluation. Videography / Photography before and after the programme. 43

Types of training program EXECUTIVES Common Induction Training programme Young Managers Programme General Management Programme On the job training Job rotation Cadre change induction training program Special requirement training Multi skill training SUPERVISOR & WORKMEN Multi skill training Cadre change induction training program An exhaustive training module is used to inculcate the organization culture and Values among Engineer / Executive trainees. Similar induction training programmes are also arranged for newly promoted workers and supervisors in case of change in roles of employees (Worker to Supervisor, Supervisor to Executive, USW to Skilled etc.).

DESIGNING/PROMOTING INDIVIDUAL, TEAM Various approaches have been designed and put in place to encourage and promote learning opportunities. Mentoring scheme is practiced for Engineer trainees, they being at induction level. CASCADING OF UNIT LEVEL TARGETS TO INDIVIDUALS Performance Management System (PMS): PMS was introduced by BHEL for all executives as a replacement of conventional ACRs in the year 2001-02 to boost productivity and for greater transparency. The system was highly appreciated by Ministry of Heavy Industries, Govt. of India and adopted by it for top management positions in all PSEs under its ambit.

CASCADE OF PERFORMANCE

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This is done by translating the goals that are identified at the organizational level into business sectors, units, functional and departmental level scorecards; and onwards in the form of KRAs (Key Result Areas) to individuals who form part of these units. Performance appraisal of employees other than Executives is done through structured 'Annual Appraisal System' through ACRs. This system covers all facets of the employee performance including Initiative, Job knowledge, Communication & Creativity etc. EMPLOYEES INVOLVEMENT IN IMPROVEMENT ACTIVITIES Productivity Improvement, Suggestion Scheme, QIP (IMPRESS), Quality Circles, Self Inspection Schemes etc. are some of the modes by which employees are involved and encouraged for continuous improvement. These schemes are operated through facilitators and concerned HODs. Many in-house training programs, conferences and award schemes are provided for suggestions, productivity, quality circles, innovation etc. In order to achieve various business and improvement objectives, discussions and review meetings are held daily/ weekly/ monthly/ quarterly depending on the parameter. Whenever necessary, task forces or Cross Functional Teams (CFTs) are formed to resolve the issues

The various improvement schemes with details are as below


SL. No 1 2 IMPROVEMENT SCHEME Suggestion Scheme Production scheme 3 Quality circles FOCUS Improvement in TARGET GROUP working Supervisors, /

methods Workmen Improvement System improvement / Cost Team Executives reduction/ cycle time reduction/ Supervisors Quality improvement etc Analysis of problems related to Team the area and identifying workmen features Team Supervisors improvements Initiation Improve product Product /develop new products

Supervisors/

PIRs Reports)

(Project for

Executives/

development

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Based on the feedback from employees & deliberations by the management a new integrated scheme called 'IMPRESS" has been introduced during 04-05, which takes care of registration, evaluation and normalization of all 'improvement projects. The scheme encourages online registration of any improvement initiative taken by any individual and team. It helps to evaluate the improvement initiative and suitably reward those involved. The Performance Management System for executives classifies KRAs into capability building and operational KRAs, which encourage creativity and innovativeness. Involvement of employees in Improvement Projects and EXCEL award schemes bring out innovative practices for implementation.

BHEL EXCEL AWARD To institutionalize the culture of excellence in the company, 'Excel Award Scheme' was introduced during 2001 to recognize outstanding contribution by an employee towards growth/ profitability of the company.

HEALTH SAFETY AND ENVIRONMENTAL REQUIREMENT


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Environmental Protection Initiatives Mock drills on Fire Hazard & Emergency preparedness Implementation of ISO 14001, OHSAS 18001 Designing and pursuing Pollution Control Schemes Energy conservation projects Rain Water Harvesting

OCCUPATIONAL HEALTH AND SAFETY POLICY


Compliance with applicable Legislation and Regulations. Setting objectives and targets to eliminate / minimize / control risks due to Occupational and Safety Hazards.

Promotion of activities for conservation of resources by environmental management with focus on oil, electrical energy and chemicals.

Enhancement of environmental, safety and occupational health awareness amongst employees, customers, suppliers, contractors by pro-active communication.

Regular evaluation and pro-active measures for prevention and control of environmental pollution/accidents/occupational diseases.

Appropriate structured training of employees on Occupational Health and Safety (OH&S) aspects.

Formulation and maintenance of OH&S Management programmes for continual improvement.

Periodic review of OH&S Management System to ensure its continuing suitability, adequacy and effectiveness.

Communication of OH&S Policy to employees and interested parties. Co-operation with concerned agencies/regulatory bodies engaged in HSE activities.

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In pursuit of these Policy requirements, BHEL will continuously strive to improve work practices in the light of advances made in technology and new understandings in Occupational Health, Safety and Environment Science.

LEVELS OF PENSION PLAN AND HEALTH CARE The Group insurance Scheme, EDLI, GSLIS & GROUP Personal Accident Insurance Scheme covers all employees. A new Voluntary group insurance scheme with a sum assured of Rs.5 lakhs is being contemplated at corporate level. Final dues like PF, Gratuity & other family welfare schemes are settled on time. PHOTO MEDICAL IDENTITY CARD In consultation with the Union/Associations -and for the convenience of employees to get immediate medical attendance by the Company Approved Hospitals, Panel Specialists and Diagnostics Centers, Photo Medical Identity cards of employees and dependent members of the family were issued during July Aug.2005. DOCTORS AND DIGNOSTIC CENTRES For the benefit of retired employees, empanelment of Specialist Doctors/Diagnostics Centers on credit facility in different parts of Bangalore City is being explored and is expected to the completed by Feb-Mar 2006. SALARY DEDUCTION OF CANTEEN CHARGES The existing system of serving food items against coupons was dispensed with. In place, salary deduction system towards canteen food charges was introduced with a view to make the `system of collection of food charges Simple and effective after detailed discussions with the members of Canteen Managing Committee (CMC) and in meetings with the Union on IR issues.

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ISSUE OF CANTEEN CARDS For the purpose of identification, 'Canteen Card' is issued to those employees who have opted for availing food in canteen through their 'Declarations'.

CHANGE IN MENU Change in menu, once in a fortnight period from Regular Thali Meal to simplified Menu is being done after considering the suggestions of CIVIC Members, with the intention to break the monotony.

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QUALITY DEPARTMENT

TITLE

: ADDITIONAL GENERAL MANAGER Mr. RATNAKAR. R

REPORTS TO CONTROLS

: EXECUTIVE DIRECTOR : QUALITY CONTROL

INTRDUCTION Quality may be defined as An Integral Feature that is embodied into the product or service and that is having ability to satisfy given needs and implied needs. The quality of something is its standard as compared with other things of the same type and also meeting the required specifications as intended by the customer. Quality is excellence. ISO 9001 certification award by the Bureau Veritas quality international (BVQI), UK, for the Electronics division, is a testimony to the units total commitment achieves quality in all spheres of its operation. The unit is also fast progressing in its efforts to achieve total quality management (TQM). The concept of quality circles has been an integral part of EDNs operations. EDN use many tools to check quality. The quality circle tools are check sheet, flow chart, cause-effect diagram, pareto diagram, histogram, scatter diagram, sun chart and control chart. Major test or inspection takes place in BHEL-EDN like: Universal Testing Machines, Tensile Tester, Rockwell A,B,C Hardness tester, Dial indicator, Guage Block set, surface plate, Digital call pins,etc.

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The various functions of the quality department are: Inspection of the raw materials-inward inspection by method of sampling. Inspection in shop floor-in process inspection Inspection of final product before dispatch Rejection analysis. Preparation of weekly reports. Coordinating for ISO 9001 units, TQM.

ROLES AND RESPONSIBILITIES

1.Develop quality policies, plans and objectives related to Electronics division 2.Develop, implement and manage all activities to realize the plans, policies and objectives. 3.Develop, implement and manage a Quality system to meet ISO 9001 requirements and discharge the functions of the management representative as defined in ISO 9001. 4.Develop, implement and manage a visible Quality control system during incoming, in process and final assembly operations. 5.Develop and implement a visible and active supplier evaluation and rating system. 6.Responsible for providing support and resolving customer complaints related to the product/processes. 7.Responsible for conducting QC meeting and monitor corrective and preventive action.

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FLOW CHART

AGM

Sr. DGM

DGM

Sr. QUALITY MANAGER

QUALITY MANAGER

DEPUTY MANAGER

Sr. QUALITY OFFICER

QUALITY CONTROLLER

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QUALITY POLICY
In its quest to be world class, BHEL pursues continual improvement in the quality of its products, services and performance leading to total customer satisfaction and business growth through dedication, commitment and teamwork of all employees.

OBJECTIVES
To optimize Competitive edge of products/services by building and improving key processes. Value addition by reducing cost of quality Delivery and response Quality of supplies by improving supplier performance Capability of human resources by upgrading skill and competence Value for stake holders

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MATERIAL MANAGEMENT DEPARTMENT


TITLE : CE MATERIAL MANAGEMENT- AGM Mr. VENKATAKRISHNAN REPORTS TO CONTROLS : : EXECUTIVE DIRECTOR FUNCTIONS OF MATERIAL PROCUREMENT, STORAGE, SHIPPING, ETC. ROLES AND RESPONSIBILITIES
1.Provide leadership & guidance to employees within his supervision. 2.Plan, organize & staff the department as well as to store the materials in the most efficient manner to achieve set targets. 3.Ensure compliance to statuary regulations and promote safe activities in stores. 4.Maintain discipline and ensure that the employees understand company rules and regulations. 5.Assist and conduct training and development programs when delegating work to employee, ensure that the person is trained for the task. 6.Responsible for generations of documents for all materials received in the factory. 7.Responsible for storage of goods in the earmarked areas.

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FLOW CHART

AGM

Sr. DGM

DGM

Sr. M&M MANAGER

M&M MANAGER

DEPUTY MANAGER

Sr. M&M OFFICER

M&M OFFICER/ ENGINEER

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After the product designs are finalized, the materials are to be lined up for production activities to begin. The engineering department should give the basic material requirements and based on that the material procurement action is done and materials are made available in the shop floor for the production activities to begin. Material management basically covers three areas: Material planning activities done by checking the stocks and goods inwards and then issuing the purchase requisition. Purchase activities which means purchasing the required quantity of materials by issuing quotations. Stores activities which take place after importing the materials and storing them for further use.

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PRODUCTIVITY AND TECNOLOGICAL SERVICES AND SAFETY


TITLE REPORTS TO CONTROLS : : : ADDITIONAL GENERAL MANAGER EXECUTIVE DIRECTOR FUNCTIONS OF THE P, T, S DEPARTMENT

ROLES AND RESPONSIBILITIES


To keep in touch with the new and changing technology. To improve the projects by finding a better way to do it. To complete the specific job in the given time.

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FLOW CHART

AGM

Sr. DGM

DGM

Sr. SAFETY MANAGER

SAFETY MANAGER

DEPUTY MANAGER

Sr. P.T.S OFFICER

P.T.S OFFICER

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This department is concerned with the following activities: Suggestion scheme. IMPRESS-improvement project rewards scheme. Process engineering looks into the process used. Industrial engineering- looks into the drawings, laying of machines. Tools engineering- tool design, availability of the required tool. Manufacturing technology improvements. Safety aspects like providing safety gadgets, first aid, stretcher, etc.

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PLANNING AND DEVELOPMENT DEPARTMENT


TITLE : ADDITIONAL GENERAL MANAGER Mr. SHIVAPRASAD K.S REPORTS TO CONTROLS : : EXECUTIVE DIRECTOR FUNCTIONS REGARDING PLANNING, BUDGETING, PROVISIONS, ETC.

The planning and development department acts as an information center and also as a control room for all the activities of BHEL. It acts as a tool to communicate between electronics division and the corporate office. This department is concerned with the following activities: Budgeting-revenue and capital budgeting. Product monitoring and review. Correspondence with corporate office. Management information system. Futuristic business plan.

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FLOW CHART

AGM

Sr. DGM

DGM

Sr. P&D MANAGER

P&D MANAGER

DEPUTY MANAGER

Sr. P&D OFFICER

P&D OFFICER

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MARKETING DEPARTMENT
TITLE REPORTS TO CONTROLS : : : ADDITIONAL GENERAL MANAGER GENERAL MANAGER (CE) FUNCTION OF MARKETING THE PRODUCT

Under the marketing department various activities are taking place with permission from the headquarters. They are: Getting orders. Tendering and quotations. Preparing annual budget and projection. Market exploration.

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FLOW CHART

AGM

Sr. DGM

DGM

Sr. MARKETING MANAGER

MARKETING MANAGER

DEPUTY MANAGER

Sr. MARKETING OFFICER

MARKETING OFFICER

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The Marketing function being performed in BHEL-EDN division is:

PURCHASING
It follows the path of scientific purchasing which is to procure material at the Right Price, Right Quality, Right Time , Right Contractual Terms, Right Material, Right Place, Right Mode of Transportation, Right Quality, Right Purpose. The company follows decentralized method of purchasing.

TRANPORTATION
In BHEL, Air transportation is used for importing goods. While selling of goods to customer is done according to their specified means of transport in their orders contracts, which include Road Water and even Air Transportation. A very important aspect of transportation is cost, it depends on factors like nature of goods to be transported, distance and volume of transport etc... Transportation charges are included in the price of the product sold.

STORAGE
Storage protects goods, provides supply of goods, helps to adjust demand and supply, shifts rick and promotes orderly marketing.

PACKING
Packing in BHEL is done keeping in following point of view: To provide the product until it is used. TO provide the consumer convenience. To minimize distribution cost, handling cost, storage cost, transportation cost etc.

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LABELLING
The products of BHEL are packed inboxes that have the print of BHEL-EDN on it. That itself act as a label and brand name of its product.

PRICING
Pricing is the index of value. It is what the consumer pays or is expected to pay in exchange of the offered utility.

PROFIT MAXIMISATION
Pricing objective is derived from company objectives. BHEL keeps in mind the following objectives while pricing a product. 1. Return on investment 2. To maintain and increase the market share 3. Price stabilization 4. Competitive pricing 5. Survival and social welfare objectives

CHANNELS OF DISTRIBUTION
For selling its products, BHEL follow either 1. Direct Selling 2. Dealer Network Direct Selling The products are sold directly to the customers. The opinion about the product is received directly, which help in maintaining and improving the quality of the product if needed. As the product is sold directly the commission paid to dealers is nil. Dealer Network This involves 3 parties, company, Dealer and the final customer. Dealers are paid commission for their service.

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SALES PROCESS
The process of selling the product in BHEL-EDN is shown in the chart: Customer enquiry study, analyze and enquire Issue enquiries to executing agencies Obtain approval for tender submission Submit approved offer with draft time schedule as required Tender opening meeting and preparation of comparative statement Won the order Finalization of offer Contract signing with the customer The product is finally sold to the customer Receipt of payment

MAINTENANCE AND SERVICE DEPARTMENT


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TITLE

ADDITIONAL GENERAL MANAGER Mr. CHERIAN

REPORTS TO CONTROLS

: :

EXECUTIVE DIRECTOR FUNCTIONS OF MAINTAINING THE FACTORY AND MACHINERY

This department is concerned with the maintenance of the factory premises and the physical assets of the company such as plant and machinery etc. Their activities include: Building maintenance. Repair works. Horticulture maintenance. New works-building construction, electrical works, AC etc. Maintenance of company's township. Utility maintenance- water supply, AC. Plant and machinery maintenance-all machines in various shops. Fire fighting.

FLOW CHART
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AGM

DGM

Sr. FS MANAGER

FS MANAGER

DEPUTY MANAGER

Sr. FS&M OFFICER

FS&M OFFICER

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COMMUNICATION AND PUBLIC RELATION DEPARTMENT


TITLE : SENIOR DGM Mr. Mr. SRIKANTH REPORTS TO CONTROLS : : EXECUTIVE DIRECTOR FUNCTIONS IN RESPECT OF COMMUNICATION WITH THE EMPLOYEES AS WELL WITH THE OUTSIDER AND ALSO THE PUBLIC RELATION

This is a very integral part of the organization as all the public relation activities are taken care of by this department itself. The various activities of this department are: Taking care of the distinguished visitors to the organization. Managing the protocol. Ticketing arrangements for delegates, employees on duty tours Hospitality. Reception. Managing press conferences. Bringing in company's house journals, product catalogues.

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FLOW CHART

AGM

DGM

Sr. PR MANAGER

PR MANAGER

DEPUTY MANAGER

PR OFFICER

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VIGILANCE DEPARTMENT
It envisages a certain set of rules, guidelines which has to be abided by the employees keeping a vigil track of personal assets of the employees. Headed by Mr. H.S. NAGABHUSHAN, AGM and CVO, this is a department to watch out for.

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SWOT ANALYSIS OF BHEL-EDN


STRENGTHS
BHEL is India's leading manufacturer of power equipments. It has diversified into all vital sectors of the industry, reaching its benefits of energy It stands as monopoly in the manufacture of few products. BHEL-one among the NAVARATNA companies. Certification from International bodies like API, RWTUV, and BVQI. Stress on quality and ISO certification like 9001, 14001. Its concern on environment- OHSAS 18001 certification. to every corner of the country.

WEAKNESSES
Imbalance in distribution of workload among the employees. Reluctance of employee for multi-skills, learning and adoption of changes. Too many procedures and systems leading to delay in its working. Poor accountability on peoples contribution and performance. Time bound promotion policy and high job security leading sometimes to Union intervention in the company's policies and working. There is lack of aggressive and dynamic management.

improper working on part of employee.

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OPPORTUNITIES
BHEL has got an integral role to play for the ever increasing need of power. Support by government and government owned corporations. High scope for additional capital investment and further expansion, due to high profits Predetermined customers and good contractual relationship. Widespread network across the country and around the globe. Availability of labor at cheap costs. Orders and collaborations from overseas. Emerging market in ASIA. banking.

THREATS
LPG policies of the economy. Disinvestment policy of the government. Fast changing market condition. Advent of new technologies. High Competition by capital rich MNCs like ABB, Siemens etc. High cost price in view of overheads.

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CONCLUSION
BHEL-EDN, a Heavy Electricals industry in general, and Electronic Division of Bangalore, a manufacturing unit in particular, enjoys a very good brand image and goodwill in industrial sector and plays an important role in the ever increasing market for the power project. With additional capital investment for expansion project and its customer-oriented focus is slated to grow in future and increase further INDIAS competitive advantage in the global market. Prior to this training, I was only to the general theoretical approach of study. The corporate word and culture differs extensively from the college environment. Generally, Production, Finance, Human Resource and Marketing are considered in theoretical lecture but in BHEL, other related departments such as Quality Controls, Material Management, Commercial Departments, Vigilance Security depts., Management service depts., and their function are very important.

The BHEL-EDN follows a dual organizational structure. That is, its directors are structured vertically. But, its working is structured horizontally. Due to a combination of these two fine dimensions of organization BHEL-EDN has a very safeguarded and smooth functioning of the management. As it allows equal priority to all and has ample opportunities for organizational growth.

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BIBLIOGRAPHY

WWW.BHELEDN.COM

MANUAL GIVEN BY THE COMPANY


WWW.GOOGLEIMAGES.COM INFORMATION COLLECTED FROM THE COMPANY STAFF MEMBERS

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