Company Profile

SAI BALAJI SPONG IRON PVT LTD BELLARY
Company profile
Balaji sponge iron pvt ltd is a sponge iron manufacturing company with an annul production capacity of 20000 metric tons . BSLPL is situated at 25 km from city (Bellary) near Hirdehal village D Hirehal (A P) . it has their own land which would avail all the benefits from their own private land for setting up the industrial unit. The strategic location of the plant in Hirdehal village D Hirehal near Bellary which is condition by the availability of raw materials in sufficient quantity with in reasonable economic distance. Sponge iron Indian ltd provides the technology for production. The company has captive sponge iron plant with captive of 20000 metric tons producing . a plant has the rotary with preheating technology. The company has an internal safety policy which ensure safe and healthy working conduction paramount importance is being given to employees of BSPL. Where the working environment is more challenging compared to other processing industries. The employees are given safety appliance like goggles, hand gloves, safety shoes, helmets, mask etc., and the company has the facility of medicare with qualified medical practitioner.
Vision
To setup an eco friendly steel plant of international standards and offer best quality sponge iron to the global market and stand ahead among the sponge iron manufactures.
MISSION
BAPUJI ACADEMY OF MANAGEMENT AND RESEARCH,DAVANGERE
Page 1

To be innovative resourceful and profitable company To meet customer requirements of quality service and price consistently. To make doing business with us easy and delight to our customers. To provide a congenial and entrepreneurial work environment in which employees can respond to the needs of business and earn fair rewards
Objectives of the company To utilizes effectively the natural resource of the state and produce wealth for general prosperity of society. To establish long term relationship with customer. Planning to have a thermal power plant in the company premises. To use professional management methods. To achieve the company goals. As much as possible lowest energy consumption rate. Producing continuously the A grade quality of sponge iron. To achieve a productivity of 220 M T per day is planned for 2 killn of the next coming days To adopt Eco-friendly technologies & maintain environmental healthy.
Page 2
Organization structure
MANAGING DIRECTOR
PLANT MANAGER
FINANCE MANAGER
ACCOUNTS DEPARTMENT
PURCHASE & MARKETING DEPARTMENT
OPERATION DEPARTMENT
DEPT IN CHARGE
DEPT IN CHARGE
DEPT IN CHARGE
MECHANICAL DEPT
ELECTRONIC DEPT
QUALITY CONTROL DEPT
TECHNICIAN
TECHNICIAN
LAB TECHNICIAN
Page 3
Product profile of the organization

Sponge iron
Sponge iron is the product created when iron ore is reduced to metallic iron, usually with some kind of carbon at temperatures below the melting point of iron. This result in a sponge mass, sometimes called a bloom, consisting of a mix of incandescent wrought iron and slag. Use of sponge iron Sponge iron is not useful in itself but must be processed further to create wrought iron. The sponge is removed from the furnace called a bloomer and repeatedly beaten with heavy hammers and folded over to remove the slag, oxidize any carbon or carbide and weld the iron together. This treatment usually creates wrought iron with about three percent slag and a fraction of other impurities further treatment may add controlled amount of carbon allowing various kinds of heat treatment (e.g. steeling). today, sponge iron is created by iron ore without melting it. This makes for an energy-efficient feedstock steel manufactures which used to rely upon scrap metal.
BAPUJI ACADEMY OF MANAGEMENT AND RESEARCH,DAVANGERE Page 4
Historical Development of Sponge Iron Making Sponge iron provided the main source of iron for many centuries before the blast furnace was developed. In historic times, sponge iron was produced in shallow hearths, which used charcoal as reluctant fuel. The product of these early smelting process was a sponge mass of coalesced granules of nearly pure iron intermixed with considerable slag. Usable articles of wrought iron were produced by hammering the sponge mass, while still hot, to expel most of the slag and compact the mass. By repeated heating and hammering, the iron was further freed of slag and forged into the desired shape. All of the methods through which low carbon wrought iron can be produced directly from the ore are referred to as direct reduction processes. After the development of the blast furnace, which produced high carbon pig iron, direct processes were nearly abandoned. However, direct reduction process is still used because of the ease with which iron ores are reduced making the processes appear enticingly simple, and primarily because the reduction takes place at relatively low temperature compared to Blast Furnace. Process that produce iron by reduction of iron ore, below the melting point of the iron produced, are called direct reduction processes, and the products referred to as Direct Reduced Iron (DRI), commonly called sponge iron. In modern times, sponge iron has found increasing use in the manufacture of wrought iron and as substitute of scrap during steel making. Sponge iron is chemically more active than steel or iron millings, turnings or wire strips. Sponge iron is produced as granular material or as sintered mass, depending upon the methods of treatment applied to hot material. In the granular form, it is commonly known as powdered iron and used in the manufacture of many useful articles by the techniques of powder metallurgy. Today the major portion of DRI is melted along with Hot Metal / Pig Iron/scrap in the Electric Arc Furnace (EAF) and Induction Furnace(IF) for steel making and producing steel castings (rounds/ slabs/ billets/ blooms). The attempts to develop large-scale DRI plants have embraced practically every known type of apparatus suitable for the purpose, including pot furnaces, shaft furnaces, reverberatory furnaces, regenerative furnace, rotary hearth furnace / rotary kilns,

electric furnaces, fluidized bed furnaces and plasma reactors. Many different kinds of reducing agents, such as natural gas, coal, coke, graphite, charcoal, distillation residues, fuel oil, tar, producer gas, coal gas, and hydrogen have been tried. However, no effort has been made to evaluate or compare the different processes on either on economical or technical basis because in many cases, factors associated with location, capital cost and availability of ore and fluxes, availability of trained manpower, and proximity of markets, may be overriding. Over the past several decades, experiments were made to develop a low cost and simple to operate substitute of blast furnace. Many of these developments were targeted to use non-coking coal or natural gas as reluctant. The processes that produce molten product (similar to blast-furnace hot metal) directly from ore are generally classified as direct smelting processes. In some of the more ambitious projects, the objective is to produce liquid steel directly from ore and these processes are generally classified as direct steel making process. These broad categories are clearly distinguished by the characteristics of their respective products, although all of these products may be further treated to produce special grades of steel in the same refining or steel making process. The direct smelting process and direct steel making process is outside the scope of this project.
MAJOR COMPETITOR FOR SAI BALAJI SPONGE IRON PVT LTD 1) 2) 3) 4) Rav`s steels pvt ltd Benaka sponge pvt ltd Venkateshwar steel pvt ltd Janki sponge iron pvt ltd
Future plans of the organization To produce quality sponge iron product as per domestic and international market and to achieve minimum cost of production & maximize the profit. We have latest technologies to establish leadership in field of sponge iron and
Page 6

contribution to national wealth and ultimately to become the leaders in steel city (Bellary).
Functional departments
All the organization irrespective of their size and span of control have many jobs which are classified on the basis of their function which are known as division or department. A board of director governs the company the chief executive officer of the company is the managing director who shall exercise his power subject to the overall control and supervision of the company. The managing director is the operation head of the company supported by plant manager and departmental heads discharging different functions among various departments. The function department at BSPL are so designed to facilitate the production process and to reduce the cost of organization. The major function departments are: Finance department Accounts department Purchase & marketing department Human resource department Inventory department Production department The vital department which facilitate the production process are: Process department Electrical department Laboratory department Mechanical department
Page 7
Production department
Page 8
Production Department
Process Department Assent Trainee
Electrical Department Assent Trainee
Laboratory Department Assent Trainee
Mechanical Department Assent Trainee
Figure production department
IRON ORE COAL DOLOMITE
SPONGE IRON PRODUCTION FLOW CHART

ROTARY KLIN
ROTARY COOLER
VIBRATING SCREEN
SPONGE IRON LUMPS

( 4 TO 16 MM)
MAGNETIC SEPERATOR
CHAR
SPONGE IRON FINES
(4 TO 12MM
MAGNETIC SEPERATOR
(0 TO 4MM)
DOLCHAR
(0 TO 4MM)
Page 9
In the manufacturing concern production department plays an major role and rest of all the department support the production process. The production department is the largest department of the steel industry. Production department requires three kinds of raw materil: Iron ore Dolomite (lime stone) Coal Machineries play a major role in the production process the major machineries used are Pre-heating Main kin Cooler ESP (electrical statutory precipitator device) The major raw material i.e. the iron ore is procured from local landlords the substitute raw materials like dolomite & coal is ordered from Orissa a mixture of south African and Indian coal is used in the proportion of 2:1 the south African coal is procured from local agencies. The raw material samples are brought and the lab in charge inspects it in the laboratory if the materials meet the standard then the order is placed.
Page 10
Page 11
Organization structure of production department
General manager Manager Senior shift incharge Shift incharge Shift employ Trainee
the major source to run the machines in the plant is electricity, which is supplied by GESCOM at commercial rates a substitute of diesel generators is also installed in case of emergency.
Page 12
Raw material plant section:

This section is further into different circuit depending upon the storage of the raw material. They are as follows: Coal circuit Iron ore circuit Dolomite circuit The iron ore circuit is the most important circuit in the whole plant which involves the major processing of raw material the various sub machines used in this circuit are: Ground hopper. Vibro feeder. Cone crusher. Double deck screen Bunker
Page 13

IRON ORE CIRCUIT
G.H V.H C.C D.D.S 1.0 B 300 T 1.0 B 300 T Over size
G.H - Ground hopper V.F Vibro Feeder C.C Cone crusher D.D.s-Double deck screen I.O.B- Bunker
PROCESS DEPARTMENT
The process department at BSIPL is the mother board of the organization it controls every of the plant. The process department is managed by the general manager and engineer they maintain all the circuits by programming logic control. Every part and section of the plant can be controlled through this programming logic control. The programming logic control system used to maintain the quantity for feeding the iron ore, cooler is maintained through this department. The programming logic control was customized and designed for this plant by ABB (asea brown boveri). Initially the PLC was maintained by kishore Technical solution a pvt solution providing firm. The KTS trained the employees and later on the engineers at BSIPL started maintaining it.
Quality control department

The aim of BSIPL is to achieve customer satisfaction through collective commitment on their employ in manufacturing quality sponge iron. BSIPL believes that commitment of their employ is the primary for their quality goals therefore BSIPL emphasizes on training motivating and involve employees at every level to achieve their aim. The quality control department has a sophisticated lab where in all quality control checks are performed. Every hour the quality checks has been done to maintain quality and at every stage of the process finally the quality is checked and the finished goods is dispatched in order to maintain satisfaction.

Scope The scope of quality control covers the following: Inward goods inspection: Several factors are considered in inspecting the raw materials Iron ore: Moisture content Magnetic power Blue dust Contamination FET Tumbler Coal : Moisture content Sulphur content Dolomite: Moisture content In process inspection Finished product inspection and testing Inspection and dispatch
Page 16
Organization stricter of quality control
Senior manager (quality control) H.O.D Senior incharge Employee Assistant
MARKETING DEPARTMENT
Marketing is indeed an ancient art: It has been practiced in one from other since the days of adam and eve. It emerged as management discipline it gained so much importance and status that today almost every management thinkers and practitioner through out the world view it as the most important of all management function in a business. Market oriented strategic planning is the managerial process of developing and maintain a visible fit between the organization objective skills and resources and its changing market opportunities. The aim of strategic planning it to shape the companies business and products so that yield target profits and growth. This plan is formulated by taking into consideration the orders received. There are few major customer who order through PO

The orders are received by giving. Personal visit to induction furnace The standard set for the marketing department is to achieve the sales target of 20000 MT per year one the main plan is formulated by top level management. In keeping touch with the main and each monthly plan the marketing manager formulate the plan dairy for the purpose of dispatching of goods accordingly to the order recvived. The standards formulated accounts to achieve the sales target of 1300 to 1500 MT per month. The purpose (or) objectives of marketing planning is: To enjoy profit To achieve the pre set standards and To satisfy customer as it is buyer market. Especially in the case of BSIPL, which directly gets order from customers Marketing Market is a place where a goods & service are exchanged the term market means to aggregate of all demands for all particulars products of service. It also refers to the aggregate of all consumers existing and potential for the products. Marketing channels The major demands for sponge iron is from induction furnace units are hundreds of induction furnace units spread all over the country, which makes variety of steel. The present study reveals that there are five major marketing centers in the country.
Hyderabad Coimbatore Bangalore Kochi Mumbai

Page 18
Balaji sponge iron pvt ltd Industry marketing channels 0-level, Balaji sponge iron pvt ltd receive orders directly from industrial customers In Karnataka 0-level marketing 1-level Some times receives order from commission agents 1-level some times receives order from commission agents marketing comes out of state in A.P (Andhra Pradesh ) T.N ( Tamil Nadu ). Supply from Quarry to Production plant without any brokerage or any agent In Karnataka it`s rule made by govt of Karnataka.
Industrial marketing channel
0 level Manufacture
1-level Manufacture
Commission agents
Industries
Page 19

WARE HOUSING Every company has to store finished goods until are sold because production and consumption cycle rarely match. As a matter of fact ware housing management has two distinct equally important parts. The physical job of creating and scanning the network of storage point The managerial task of controlling the inventory level Advantages of maintaining ware house To meet the demand. To see the smooth running of production It ensures timely delivery It helps in balancing supply and in stabilizing the prices.
The product produced is dispatched to different places according to the orders received and the remaining product is stored in the ware house for further dispatch. In main ware house of BSIPL at the production centre the ware housing system once designed and put into operation is partly fixed and partly adjustable equally. Purchase department To carry on the production process in the organization some of the input are required which are purchased through the purchase department. The function of the purchase department starts with getting the requisitions from the respective departments with the consultation from the warehouse and financial incharge. The major raw materials required for the process include iron ore, coal and dolomite apart from these are various stationeries required for different department which are taken care by the purchase department.. The purchases are made by calling out tenders, and then the selection is made on the basis of its feasibility to our organization. Inventory department

Inventory department is concerned with procurement of the raw materials. Raw materials work in progress (semi finished goods) and finished good clubbed together is know as inventory. Inventory department plays a vital role in every organization because lower inventory disturbs the production activity and higher inventory leads to dead investment resulting in reduced profits, thus the inventory department manger should strike a balance between these two, by using techniques like. EOQ (Economic order quantity) MRP (materials requirement planning) etc.. In BSIPL a combination of both EOQ & MRP is used. The raw materials are ordered for every 15 days considering the following: A reorder quantity is 3000 tones A reorder level is 2500 tones A safety stock of 1500tones is maintained.
FINANCE DEPRTMENT The Finance function deals with the procurement of money at the time when it is needed and its effective utilization in the enterprise. Money is the lifeblood of the enterprise, as it is required to purchase machines and materials to pay wages and salaries to employees and allow credit facilities to customers. An important requirement for the success of any business organization is the provision of sufficient amount of funds or capital. It cannot work unless it has got sufficient amount at its disposal to purchase machine and materials, build premises, and meet day-to-day expenses and for several other purpose. The event of capital-incentive techniques has increased the importance of finance. The ambition plans of many industries remain mere dreams unless adequate finance is available to convent them into reality. Therefore it has become an important function of management to provide for adequate finance for the function of the enterprise.
For companies which carry on production and distribution on large-scale provision of adequate finance is a very challenging task.
STRUCTURE OF FINANCE DEPARTMENT
General Manager ( Finance)
Manager Fin A/C
Accountant
OBJECTIVES OF FINANCE DEPARTMENT

Since financing is one of the function area of any business enterprise. The objectives of financial management must be in the over all objectives of the enterprise. The objectives of the finance department should be so devised that they contribute directly towards the achievement of the overall organizational objectives. Ensuring regular and efficient supply of capital to the business. Ensuring a fair rate of return on capital to the suppliers
Page 22

Ensuring better utilization of capital by following the principles of liquidity profitability and safety. Coordinating the activities of the finance department with those of the other department of the enterprise.
Manager finance : He is responsible for overall financial planning and for raising capital, he has following important function to perform the major activities such as financial forecasting, fund management, auditing and capital budgeting.
Policies ;
1. Accounts are prepared on historical cost and on going concern basis the company has adopted in preparation of financial statement. 2. Fixed assets are stated at costless deprecation. Expenditure during construction period is debited to the capital work in progress and the same will be allocated. 3. Valuation of inventories like raw materials stores and spares are valued at weighted average method. Finished goods including traded goods are stated at cost net realizable value., 4. Deprecation of fixed assets is calculated in straight-line method at the rates and in the manner specified in schedule XIV to the companies act 1956 and the relevant accounting standards issued by the ICAI
Practices/procedures
Companies contribute to PF ( provident fund )and super annual funds as per the rules of P.F. Act not excluding 12% of the basic salary. Gratuity will be limited to half a month`s salary for each completed year service. Perquisites shall be evaluated as per IT rule wherever applicable and in absence of any such rule perquisites shall be evaluated at actual cost.
Page 23

The company has given interest free loan and advances in the nature of loans to employee`s recovery. Raw materials stores & spares are physically verified every quarterly. MODES OF RISING OF FINANCE BY BSIPL: 75% of total funds for BSIPL was contributed by promoters themselves the remaining 25% funds was raised through Andra bank.
VALUE ANALYSIS Sponge Iron 100 TPD plant output 93 tons/day (Rs. In lakhs)
Raw Material I. Ore + Coal + Dolomite 3.32 3.75 0.75 7.82 Working Expenses Manpower + Power + Interest + Admn. Exp. 0.015 0.10 0.48 0.20 CO P 8.7 5 Output Fines 25% + Lumps 75 % 2.76 7.70
High profit high risk Profit Raw material constitute 90% of the Sales cost COP = 1.7 Captive power plant will minimise energy cost Raw material cost can be reduced by 30% if linkages are established.
Sales 10.46
SAI BALAJI SPONGE IRON PVT LTD BELLARY

TRADING & PROFIT & LOSS ACCOUNT FOR THE YEAR ENDING 1.03.11

Dr Cr
PARTICULARS To Opening Stock To Raw Material Consumption To spares Lubricants Repairs Wages Bonus Fringe charges etc To Gross Profit cld .
Amount ( In Lakhs) 113.15
PARTICULARS By Sales of Sponge Iron By Closing Stock
Amount ( In Lakhs) 4590 20
3154.53
453.49 888.83
4610 Financial Charges ( Bank Charges, Letter of credit, Commission By Gross Profit bid
4610 888.83
Page 25

Charges) Office Maintenances 23.94 Other Receipts Int Received ITom Bank 42.72 Professional Charges Plant and Machinery Maintenances Rates and Taxes Traveling and Miscellaneous Expenses Administrative and Operating Expenses Vehicle Maintenances & Salaries Net Profit(transferred to partner's capital) 926.03 926.03 70.75 437.55 187.01 19.30 33.78 8.34 102.64 ( FD ) & other Receipt 37.20
SAI BALAJI SPONGE IRON INDUSTRY BELLARY


BALANCE SHEET AS ON 31.03.2011
LABITES
Amount (In Lakhs)
Assets
Amount (In Lakhs)
PARTERS CAPITAL
FIXED ASSETS IN MOVABLE
A/c Ahmed : 2005.51 Asif : 25.52 Tauseef 194.52 2457.15
PROPERTY Factory land at Halkundi Land at T. Budihal Assets as per Dep Schedule 1958.03
Loands Ing Vysya Bank Term Loans : 1853.29 SBI : 199.59 VEHICAL LOANS M/s Sundaram Finance, Bellary CURRENT LAIBITIES Sundry Creditors Advances against Supply of Materials 948.9 0 948.9 0 CURRENT ASSETS DEPOSITE Bank Deposits CURRENT ASSETS DEPOSITE Bank Deposits 551.60 OTHER CURRENT ASSETS CENVAT Receivable Service Tax Receivable 630.12 863.03 863.03 2052.88 CAPITAL WORK IN PROGREES 1054.55
Page 27

Sundry debtors Income Tax EXPENSES PAYABLE 49.47 Closing Stock Cash in Hand Cash @ Bank 1420 5.20 61.40 6103.43
H.R DEPARTMENT H.R department believe that human resource are a great asset and that human resource are a great asset and the people have the potential to exceed openness mutual understanding and trust in the company people are treated with dignity and respect. The company follows a simple HR structure every department has an incharge who also plays a role of an HR personal and repots to plant manager. We shall develop effective human resource police and system that leads to healthy interpersonal relation and positive in the organization. Our approach shall be proactive we shall aim for win solution in every major decision making what ever presidential people are involved. Our approach shall extend uncompromising quantity service all the people in the organization within the frame work of the approved police of the company.
Page 28
SAI BALAJI SPONG IRON PVT LTD BELLARY STRUCTURE OF H.R DEPARTMENT
MANAGING DIRECTOR
PLANT MANAGER
FINANCE MANAGER
ACCOUNTS DEPARTMENT
PURCHASE & MARKETING DEPARTMENT
OPERATION DEPARTMENT
DEPT INCHARGE (HR PERSONAL)
DEPT INCHARGE ( HR PERSONAL)
MECHANICAL DEPT
ELECTRONIC DEPT
QUALITY CONTROL DEPT

Page 29
ELEMENTS OF MANPOWER PLANNING AT BSIPL

Systematic and continuous analysis of manpower resources. Forecasting of manpower requirement. BSIPL`S Rules regulation and policies Working Hours : The general working hours start at 9 a.m and ends at 6 p.m lunch break is between 1 p.m to 02 p.m BSIPL is also having shift based working hours, shift `A start from 6 a.m to 2 p.m . shift B start from 2.p.m to 10 p.m and shift C start from 10 p.m to 6 p.m. all the associates must repot to duty on or before half an hour of shift hour.
SHIFT SHEDULE
Shift Working hours Break
General Shift A Shift B Shift C
9 a.m to 6 p.m
1 p.m to 2 p.m
6 a.m to 2 p.m
10 a.m to 11 a.m
2 p.m to 10 p.m
6 p.m to 7 p.m
10 p.m to 6 a.m
12 a.m to 1 p.m
Page 30

Table 1 : shift schedule
ATTENDANCE:
Regular attendance should be compulsory for each and every worker working in the organization.
I D:
The new associate after reporting to the duty should contact the plant manger and should collect identity card.
One should wear ones identity card until he leaves the factory.
In case of loss of the ID card, one should report to the plant manager immediately.
PAYMENT AND SALARY:
The company makes its all payment through cash only. Total salary will be calculated on the basis of total working days.
Total working days= actual working days employees absents
Page 31
HOIDAYS:
The company makes has declared 10 national and festival holidays. A list of holidays is displayed in the notice board.
TRANING PROGAMS:
The company gives training to the works on the basis of working condition the training provided at BSIPL is in-plant training is divided in to two types.
TYPES OF TRANING Freshers Training
DURATION
4 Months to 6Months
Experienced training
15 Days
STATUTORY BENFITS:
The company provides all statutory benefits like, ESI: ( employee state insurance ) The ESI benefit is provide to all eligible associates. The employee`s contribution to ESI is 8.5% the gross salary and the management contribution is 6.75% of the same.
PROVIDENT FUNDS:
Every associate of Balaji spong iron pvt ltd is the eligible for employees provident funds benefits. Employee contribution to PF is 12% of the basic salary and for the DA the management contribution is 12% which is equivalent to employeees contribtion.
ACCIDENT INSURANCE
Any accident occurring during and in course of discharge of ones official duty is insured one is eligible to claim compensation for the same.
GRATUITY:
Any employee completing continuous five years of services in an organization is eligible to get gratuity.
AMBULANCE:
The company has the ambulance facility for transportation during emergency. Social benefits and welfare measures provided by balaji sponge iron pvt ltd Counseling Medical cheek up Suggestion scheme policy
Page 33
HELATHY AND SAFETY MESAURES

The company gives healthy & safety the highest priority. There is a health and safety committee to monitor the same. The first Aid and the fire fighting training is given to the associates. Safety devices likes needle guard, eye guard, goggle, mask, rubber mat and hand gloves are provided to the workers. Emergency exits are provided in all department with arrow marks to guide to the safty.
POLICIES:
Security policy Attendance and compensatory off Dress code policy Performance management policy
Balaji sponge iron pvt ltd Human resource policies adhere to the Karnataka government policy of giving basic DA with additional facilities likes PF, statutory compliances ,Bonus, Loans, Medical, facilities like PF, statutory compliances, Bonus , Loans, Medical facilities and Educational facilities for the children of the workers, general awareness programs and healthy camps like eye camps, dental camps vaccination camps etc.
NO OF WORKERS WORKING IN THE ORGANIZATION

Category No of workers
Permanent based workers
300
Page 34
MCKENSY`S 7S FRAME WORK WITH SPECIAL REFERENCE TO ORGANITION UNDER STUDY.
The famous U.S consultant Me Kinsey's and the company developed holistic approach towards the end of 1970 for diagnosing the cause of the organizational problems and formulate the project for the improvement of the physical and fiscal health of the company. The 7-S model is a tool for managerial analysis and action that provides a structure with which the whole of the organization can be considered so that the organizational problems can be diagnosed and a strategy may be developed and

implemented. The 7-S model is a framework for analyzing the organization and their effectiveness as a whole. The 7-S diagram illustrates the multiply, interconnectedness of the elements that design an organizations ability to change. The theory helps to change the managerial thinking about how the companies can be improved. Framework of Mckinsey's 7 - S model
1. Shared value: The interconnecting centre of Mckinsey's model is shared values. What does the organization stands for and what it believes in; central beliefs and attitudes. 2. Strategy: Plans for the allocation of firm's scarce resources, over time, to reach identified goals; Environment, competition, customers. 3. Structure: The way the organization's units relate to each other. Centralized, functional division (top down); decentralized; matrix, network, holding, etc, 4. System: The procedures and processes that characterize how important work is to be done. 5. Staff: Numbers and types of personnel within the organization. Promoters of the company and the qualities of the key staff. 6. Style: cultural style of the organization and how key managers behave in achieving the organization's goals. 7. Skill: distinctive capabilities of personnel or of the organizations as a whole.
Page 36

Mckensy`S 7s Frame Work Covered On This In Plant Training
Michael Porter's five forces analysis
Porter's five forces analysis is a framework for industry analysis and business strategy development formed by Michael E. Porter of Harvard Business School in 1979. It draws upon industrial organization (IO) economics to derive five forces that determine the competitive intensity and therefore attractiveness of a market. Attractiveness in this context refers to the overall industry profitability. An "unattractive" industry is one in which the combination of these five forces acts to drive down overall profitability. A very unattractive industry would be one approaching "pure competition", in which available profits for all firms are driven to normal profit. Three of Porter's five forces refer to competition from external sources. The remainder are internal threats.

Porter referred to these forces as the micro environment, to contrast it with the more general term macro environment. They consist of those forces close to a company that affect its ability to serve its customers and make a profit. A change in any of the forces normally requires a business unit to re-assess the marketplace given the overall change in industry information. The overall industry attractiveness does not imply that every firm in the industry will return the same profitability. Firms are able to apply their core competencies, business model or network to achieve a profit above the industry average. A clear example of this is the airline industry. As an industry, profitability is low and yet individual companies, by applying unique business models, have been able to make a return in excess of the industry average. Porter's five forces include - three forces from 'horizontal' competition: threat of substitute products, the threat of established rivals, and the threat of new entrants; and two forces from 'vertical' competition: the bargaining power of suppliers and the bargaining power of customers. This five forces analysis, is just one part of the complete Porter strategic models. The other elements are the value chain and the generic strategies.[citation needed] Porter developed his Five Forces analysis in reaction to the then-popular SWOT analysis, which he found unrigorous and ad hoc.[1] Porter's five forces is based on the Structure-Conduct-Performance paradigm in industrial organizational economics. It has been applied to a diverse range of problems, from helping businesses become more profitable to helping governments stabilize industries.[2]
Threat of new competition

Profitable markets that yield high returns will attract new firms. This results in many new entrants, which eventually will decrease profitability for all firms in the industry. Unless the entry of new firms can be blocked by incumbents, the abnormal profit rate will tend towards zero (perfect competition).
The existence of barriers to entry (patents, rights, etc.) The most attractive segment is one in which entry barriers are high and exit barriers are low. Few new firms can enter and non-performing firms can exit easily. Economies of product differences Brand equity Switching costs or sunk costs Capital requirements Access to distribution Customer loyalty to established brands
Page 38

Absolute cost Industry profitability; the more profitable the industry the more attractive it will be to new competitors.
Threat of substitute products or services

The existence of products outside of the realm of the common product boundaries increases the propensity of customers to switch to alternatives. Note that this should not be confused with competitors' similar products but entirely different ones instead. For example, tap water might be considered a substitute for Coke, whereas Pepsi is a competitor's similar product. Increased marketing for drinking tap water might "shrink the pie" for both Coke and Pepsi, whereas increased Pepsi advertising would likely "grow the pie" (increase consumption of all soft drinks), albeit while giving Pepsi a larger slice at Coke's expense.

Buyer propensity to substitute Relative price performance of substitute Buyer switching costs Perceived level of product differentiation Number of substitute products available in the market Ease of substitution. Information-based products are more prone to substitution, as online product can easily replace material product. Substandard product Quality depreciation
Bargaining power of customers (buyers)

The bargaining power of customers is also described as the market of outputs: the ability of customers to put the firm under pressure, which also affects the customer's sensitivity to price changes.

Buyer concentration to firm concentration ratio Degree of dependency upon existing channels of distribution Bargaining leverage, particularly in industries with high fixed costs Buyer switching costs relative to firm switching costs Buyer information availability Availability of existing substitute products Buyer price sensitivity
Page 39

Differential advantage (uniqueness) of industry products RFM Analysis
Bargaining power of suppliers

The bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labor, and services (such as expertise) to the firm can be a source of power over the firm, when there are few substitutes. Suppliers may refuse to work with the firm, or, e.g., charge excessively high prices for unique resources. Supplier switching costs relative to firm switching costs Degree of differentiation of inputs Impact of inputs on cost or differentiation Presence of substitute inputs Strength of distribution channel Supplier concentration to firm concentration ratio Employee solidarity (e.g. labor unions) Supplier competition - ability to forward vertically integrate and cut out the BUYER Ex.: If you are making biscuits and there is only one person who sells flour, you have no alternative but to buy it from him.
competitive rivalry
For most industries, the intensity of competitive rivalry is the major determinant of the competitiveness of the industry.

Sustainable competitive advantage through innovation Competition between online and offline companies Level of advertising expense Powerful competitive strategy. Flexibility through customization, volume and variety
Page 40
SWOT ANALYSIS
Page 41
STRENGTH BSIPL Units located at the heart of raw material zone , Power surplus and water resource district of Bellary. Since plant has a per heating technology which makes coal consumption less and makes cost of production low. Comparatively young workforce and lean manpower. Cordial and amicable labor relationship. Ability of the entrepreneurs to mobilize funds for expansion and diversification. Rourkela is well connected by rail and road. Demand for the product is on the increase.
WEAKNESS Non availability of quality raw material at market price. Infrastructural bottlenecks like Weak power transmission and distribution system, unavailability of rakes for loading etc. limits expansion and setting up of new firms Unethical business practices in purchase, sale. Entrepreneurs lack technical knowledge. High turnover of workforce at Supervisory level.
Page 42

OPPORTUNITES Good scope for forward integration Opportunity exists for technology improvement to increase the yield. Opportunities exist for reducing power consumption by installing power plant from waste heat. Opportunities exist for value added products for export like sintered products, high purity iron etc. Major automobile units have come up in south India like TOYOTA ,VOLVO etc. Steel industry such as Jindal , kalyani and Mukund have come up in Bellary region from which demand for steel will increase. Coal based directly reduced sponge iron is full demand among all induction furnace MNGOT manufactures throughout India.
THREATS Business operates on speculative market. The prices of sponge iron are ever fluctuating. The growth of the steel consumption is dependent upon growth of the economy in general. Slow down will adversely affect the units. Lack of Rail, Road, Power and water infrastructure and insufficient raw material linkages will force the units to migrate.
Page 43
FINDINGS
BSIPL is in unique position in its product, quality and service and has been considered as the Indian`s leading sophisticated products of alloy and special steel and other items. The workers welfare are well taken care of by management. Industrial relation in BSIPL is peaceful. In BSIPL the co-ordination of all department are good . The training and development programs for the required are well taken care off. The work environment of the employees is influenced by noise and air pollution. The products produced are industry based and customer specific.
SUGGESTION
It provides commission to the traders for future increase of sales.

BSIPL should try to ensure all reasons of India, as its new market place. Diversification is necessary , it can manufactures steels and so many other things. Customer meeting should be conducted once in every three month to solve the problems of customer and as well as get the suggestion from them Effective management of cash received and inventory should be done to result in satisfactory management of working capital. To have one more 50 EPO killen and produce more metric tons of sponge iron.
CONCLUSION:
An employ is every organization works of betterment of the organization and so are employees at BSIPL to make them work effectively a committed factory and implementation of all labor welfare measures is essential
BSIPL is providing all facilities to its employees. Even through the company is providing such good benefits some of the employees are not aware what the benefits the company is providing or in some cases of the employees are not upgrading them self with latest zeal and enthusiasm about the available surrounding. As per the study it is found that the organization is excellently participating the set of the labor welfare measures but still found that there are adequate prioritized needs and requirement of the worker which needs to be giving a look. The company something cannot undertake viable measures in compliance with the demands or the needs of the employees in Sai Balaji sponge iron pvt ltd. To conclude the study undertake has helped that Sai Balaji sponge iron pvt ltd is providing all essential labor welfare measures on the either hand employ or satisfied with most of the welfare measures provided, but still has come grievances.
LEARNING EXPERINCE :
Doing internship at Sai Balaji sponge iron pvt ltd was a rewarding experience. The in plant training period undergo by me is for the period of four

weeks, where I have learnt so many things about the organization. I reported Mr.T.SREEMANNARAYNA Managing director of the Sai Balaji sponge iron pvt ltd who gave instruction on how to behave in factory premises and instructed me to follow the rules and regulation of the organization. The most significant lesson, which I have learnt from the organization, is that employees are the most valuable assets of the organization and it is very important to keep them satisfied within the overall limits, set by various guidelines and also by maintaining set standards of discipline.
Being in the organization for four weeks In plant training, I came to know the following : Managerial knowledge such as planning, organizing, directing, controlling and decision making. Production process Knowledge of rules, regulation, polices, procedures, etc of the company, which will guide in the work flow. By this organization I came to know how to motive counsel and lead the subordinates. Human resource skill, which indicates ability to deal with subordinates in a human approach to their problem, develop personal support and team spirit. I also came to know about the important of all department and function through studying about the administrative department. So I come to know about the various administrative procedure and how this department administrating the organization.
Page 47
Bibliography
1. Books K. Ashwathappa, 2005, Human Resource management, Fourth Edition, The Mc Grew-hill companies. K. Ashawathappa,2004,production and operation management.Eighth edition, Himalaya publications.
2. Web site www.economywatch .com www.steel industry .com
Page 48

Company Profile

Enviado por

Dados do documento

Descrição original:

Direitos autorais

Formatos disponíveis

Compartilhar este documento

Compartilhar ou incorporar documento

Opções de compartilhamento

Você considera este documento útil?

Este conteúdo é inapropriado?

Direitos autorais:

Formatos disponíveis

Company Profile

Enviado por

Direitos autorais:

Formatos disponíveis

SAI BALAJI SPONG IRON PVT LTD BELLARY

BAPUJI ACADEMY OF MANAGEMENT AND RESEARCH,DAVANGERE

SAI BALAJI SPONG IRON PVT LTD BELLARY

BAPUJI ACADEMY OF MANAGEMENT AND RESEARCH,DAVANGERE

SAI BALAJI SPONG IRON PVT LTD BELLARY

PURCHASE & MARKETING DEPARTMENT

QUALITY CONTROL DEPT

BAPUJI ACADEMY OF MANAGEMENT AND RESEARCH,DAVANGERE

SAI BALAJI SPONG IRON PVT LTD BELLARY

Product profile of the organization

SAI BALAJI SPONG IRON PVT LTD BELLARY

SAI BALAJI SPONG IRON PVT LTD BELLARY

BAPUJI ACADEMY OF MANAGEMENT AND RESEARCH,DAVANGERE

SAI BALAJI SPONG IRON PVT LTD BELLARY

BAPUJI ACADEMY OF MANAGEMENT AND RESEARCH,DAVANGERE

SAI BALAJI SPONG IRON PVT LTD BELLARY

BAPUJI ACADEMY OF MANAGEMENT AND RESEARCH,DAVANGERE

SAI BALAJI SPONG IRON PVT LTD BELLARY

Process Department Assent Trainee

Electrical Department Assent Trainee

Laboratory Department Assent Trainee

Mechanical Department Assent Trainee

Figure production department

IRON ORE COAL DOLOMITE

SPONGE IRON PRODUCTION FLOW CHART

SPONGE IRON LUMPS

BAPUJI ACADEMY OF MANAGEMENT AND RESEARCH,DAVANGERE

SAI BALAJI SPONG IRON PVT LTD BELLARY

BAPUJI ACADEMY OF MANAGEMENT AND RESEARCH,DAVANGERE

SAI BALAJI SPONG IRON PVT LTD BELLARY

BAPUJI ACADEMY OF MANAGEMENT AND RESEARCH,DAVANGERE

SAI BALAJI SPONG IRON PVT LTD BELLARY

Organization structure of production department

BAPUJI ACADEMY OF MANAGEMENT AND RESEARCH,DAVANGERE

SAI BALAJI SPONG IRON PVT LTD BELLARY

Raw material plant section:

BAPUJI ACADEMY OF MANAGEMENT AND RESEARCH,DAVANGERE

SAI BALAJI SPONG IRON PVT LTD BELLARY

SAI BALAJI SPONG IRON PVT LTD BELLARY

Quality control department

SAI BALAJI SPONG IRON PVT LTD BELLARY

BAPUJI ACADEMY OF MANAGEMENT AND RESEARCH,DAVANGERE

SAI BALAJI SPONG IRON PVT LTD BELLARY

Organization stricter of quality control

Senior manager (quality control) H.O.D Senior incharge Employee Assistant

SAI BALAJI SPONG IRON PVT LTD BELLARY

Hyderabad Coimbatore Bangalore Kochi Mumbai

BAPUJI ACADEMY OF MANAGEMENT AND RESEARCH,DAVANGERE

SAI BALAJI SPONG IRON PVT LTD BELLARY

Industrial marketing channel

BAPUJI ACADEMY OF MANAGEMENT AND RESEARCH,DAVANGERE

SAI BALAJI SPONG IRON PVT LTD BELLARY

SAI BALAJI SPONG IRON PVT LTD BELLARY

SAI BALAJI SPONG IRON PVT LTD BELLARY

STRUCTURE OF FINANCE DEPARTMENT

General Manager ( Finance)

Manager Fin A/C

OBJECTIVES OF FINANCE DEPARTMENT

BAPUJI ACADEMY OF MANAGEMENT AND RESEARCH,DAVANGERE

SAI BALAJI SPONG IRON PVT LTD BELLARY

BAPUJI ACADEMY OF MANAGEMENT AND RESEARCH,DAVANGERE

SAI BALAJI SPONG IRON PVT LTD BELLARY

SAI BALAJI SPONGE IRON PVT LTD BELLARY