G.B.

TECHNICAL UNIVERSITY, LUCKNOW IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION YEAR 2009-11

DEPARTMENT OF MANAGEMENT TEERTHANKER MAHAVEER INSTITUTE OF MANAGEMENT & TECHNOLOGY DELHI ROAD, MORADABAD PROJECT GUIDE: EXTERNAL: INTERNAL: Mr. PROJECT INCHARGE: Dr. Sonia Gupta
Anand Joshi , Mr. B.S. Sehrawat

SUBMITTED BY: GULZAR HUSAIN 0914870019 MBA III SEMESTER

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STUDENT DECLARATION
This project has been under taken as a partial fulfillment of the requirements for the award of the degree of MASTER OF BUSINESS ADMINISTRATION from Uttar Pradesh Technical University, Lucknow. I declare that this project is my original work and the analysis and finding are for academic purpose only. This project has not been presented in any seminar or submitted elsewhere for the award of degree or diploma. (GULZAR HUSAIN)

ACKNOWLEDGEMENT
It is our pleasant duty of acknowledge our feelings of gratitude to those who had been an instrument in some way or others, in bringing out what is presented in this study. I feel an immense pleasure and sense of gratitude regarding the help and cooperation which I received from Dr. Sonia Gupta and my respected faculty Mr. Anand Joshi , Faculty of Teerthanker Mahaveer Institute of Management & Technology Moradabad and all the faculties of management and number of personnel of Acme Telepower Ltd. Rudrapur (Sidcul) during the course of collection of data. I am highly grateful and express our sincere gratitude to Mr. Nayar (Asstt. H.R. Manager) and Mr. B.S. Sehrawat (Head of H.R. Acme) for giving me an opportunity to work under their guidance and who have been kind enough throughout my training and without whom it would not have been possible to complete our project in the present form. Finally, I am thankful to our family and friends, who directly or indirectly extended their valuable support to this endeavor.

PREFACE
This project is being submitted in the partial fulfillment of the requirement of the Master Degree of Business Administration of Teerthanker Mahaveer Institute of Management & Technology Moradabad. It is the outcome of the work I have undergone at Acme Tele Power Ltd. (SIDCUL) Today "it is acknowledged and widely accepted facts" that beside money, material and machine success of any organization greatly depend upon the quality of "Accounts & finance." Accounts and Finance plays an important role for prolonged development: y To record the financial statement of the company. y Get in tuned with the competition. My Topic is concern with Freight analysis on Acme Telepower Ltd. Rudrapur (Sidcul) This project provided me an opportunity to understand companies accounts and finance of the organization.

EXECUTIVE SUMMARY

This project is being submitted in the partial fulfillment of the requirement of the Master Degree of Business Administration of Teerthanker Mahaveer Institute of Management &Technology Moradabad. It is the outcome of the work I have undergone at Acme Tele Power LTD. Rudrapur (SIDCUL). Today "it is acknowledged and widely accepted facts" that Finance and Accounts is an important part of the organization. My Topic is concern with analysis of freight on Acme Tele Power LTD. Rudrapur (SIDCUL). And did survey on transport companies they are operating through, vehicles they are generally using, the distribution point of those companies, what are the problems they are facing at present while working with the present transport companies and what are their needs further and scope of cold chain. This project provided me an opportunity to understand Companys Accounting and Finance as well as inward and outward charges of freight procedures of the company.

TABLE OF CONTENT Sr. No.

1. INTODUCTION 2. SCOPE OF THE PROJECT 3. RESEARCH OBJECTIVE 4. COMPANY PROFILE 5. RESEARCH METHODOLOGY 6. DATA ANALYSIS AND INTERPRETATION 7. 8. 9. FINDINGS SUGGESTIONS CONCLUSION

10. LINITATIONS
WEBLIOGRAPHY 11. 12. ANNEXURE

ACME Tele Power Ltd. (ATPL).

ACME Tele Power Ltd. was incorporated in 2003. The company was established with a mission to provide innovative and creative solutions to hitherto unaddressed infrastructure- and power-related problems faced by telecom operators in the country. The idea was to provide solutions that are cost-effective, environmentfriendly, reliable and delivered a quick ROI. Based on the commitment to R&D and innovation, ACME Tele Power converted its vision and mission into tangible business reality by launching a spate of unique and original products that clearly addressed the pain points of the telecom operators. Our success in this endeavor is borne out by the fact that some of the largest telecom companies in the world like Nokia and Airtel are users of our passive infrastructure solutions It Provides comprehensive passive infrastructure solutions to wireless telecom players both in India as well as overseas. Focusing on innovation and R&D, ATPL has developed a range of innovative products that help provide costeffective, energy-efficient, integrated, passive infrastructure solutions, to telecom companies. ACME believes its principal differentiator is its ability to provide end-to-end solutions as compared to partial solutions provided by most other competitors. It launched the "Green Shelter", which is a complete package to fit various environment and temperature parameters at telecom sites, avoiding the running of backup systems like diesel generators.

SCOPE OF THE PROJECT

The study is related to learn the process of Freight analysis of the Acme Tele Power LTD. Rudrapur (SIDCUL). Freight is major cost head of the Acme Tele power Ltd. This is the effort to reduce this head to the best possible extent in order to reduce its cost of the product. The organization pays two types of freight which includes freight inward and freight outward. Freight inward is the amount that is paid by the company for acquiring goods like raw material, adverting goods of for bringing finished goods in the company. Like wise the beverages in its product portfolio.

RESEARCH OBJECTIVE
y The objective of the study is to find out the various methodologies and procedures adopted by the company and to identify its needs and various facts of flows of accounting system of the organization. y To identify the various type of the freight in the Acme Tele power Ltd. Rudrapur y To identify the Primary and Secondary Freight against EMS Site Deliveries of the raw materials of the company y To identify the unloading and re-loading charge of the Acme Tele power Ltd. y To study the freight and logistics of the company as well as learning about the Freight charges of various transportation & bill passing process.

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COMPANY PROFILE

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BI

ASIC NFORMATION

Co mpany Name: ACME TELE POWER LTD Business Type: Manufacturer Product/Service: Cold storage units, DC Air Condit ioners, Telecom Shelter A. C. Number of Employees: 501 1000 People

Trade & Market North America South America Western Europe Eastern Europe Main Markets: Eastern Asia Southeast Asia Mid East Africa Oceania

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The Company was incorporated as ACME Tele Power Private Limited on January 14, 2003 under the Companies Act with the Registrar of Companies, NCT at New Delhi. It was converted into a public limited company on August 29, 2005 and consequently the name was changed to ACME Tele Power Limited. ACME Telepowers operates through its world class, main manufacturing facility at Pantnagar, Uttarakhand as well as another plant at Parwanoo in Himachal Pradesh. The Pantnagar plant spreads over 28 acres. It incorporates modern equipment and a high level of automation equipment and a plant includes a fully automated PUF panel manufacturing line (PUMA) from Italy, automated lines for air conditioners, power interface units, line conditioning units, battery chargers etc. Their manufacturing facilities have a combined daily output capacity of 250 PIU, 210 Shelters, 276 PCMs and 140 ACs. The plant provides a green factory environment to compliment its green product. They employ n- pentane as a foaming agent instead of ozone depleting chlorofluorocarbons in our operations to provide a green environment friendly ambience. The ACME groups corporate office and two manufacturing facilities are certified as ISO 9001:2001 complaints. The ACME group today is a leader in the field of innovative solutions for the wireless telecom industries, cold chain management system, alternate energy and waste water treatment. It prides itself as a trailblazer in the development of green technologies i.e. solution that fulfill societal needs by being energy efficient, cost effective and capable of delivering a quick return on investment without impacting the environment adversely.

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The ACME group had its inception in 2003 with ACME Tele Power Ltd through the vision of its founder, Mr. Manoj Kumar Upadhyay, who dreamt of providing radically new technology solutions rather than making incremental changes to existing technologies through a fierce commitment to research and development and a passion to preserve the environment by energy conservation. ACMEs principle differentiator is its ability to provide end to end solution as compared to partial solutions provided by the competition. It has pioneered the green shelter concept which is a complete package to fit various environment and temperature parameter at telecom sites. These unique shelters come with and optimal cooling, powers and thermal management system, avoiding the running system like diesel generators. The system produces operational cost by as much as 40% as compared to conventional shelters and contributes towards reducing green house gas emission. Every year, ACME products save around 2 million units of power and over 100 ML of diesel oil. The ACME group is nearly reliant on its R&D initiatives at its research activities are carried out in modem 2500 sq foot facilities at Manesar, Haryana employing nearly 100 qualified engineers. The company also benefits from research carried outs in its establishments in Canada & US. An acknowledged leader in telecom passive infrastructure, telecom powers solutions and telecom enclosure system, ACMEs solution and products portfolio have a wide range of usage beyond the telecommunication industries. The group has undertaken initiatives to produce revolutionary cutting edge energy efficient solutions in others sectored as well. Its patented technology in thermal management provides cold storage solutions for fruits, vegetables, vaccines, blood plasma etc which were hitherto department on DG set power to maintain temperature during power failure. At ACME, innovation is the very life-blood of our existence be it in our technology initiatives, products or solutions. Over the years, our innovations have 15

led to the development of energy-efficient, environment-friendly and cost-effective products and solutions for various sectors including Telecom Infrastructure, Power Generation, Alternate Energy, Cold Chain management and Environment. The ACME Group prides itself as a trail-blazer in the development of `green technology. We have pioneered the Green Shelter concept, which is a complete package to fit the various environment and temperature parameters for passive infrastructure in the telecom industry. We have also developed a slew of innovative products and solutions like nano-cooled shelters and other telecom shelters, fuel cells, water treatment plants, ultra-modern refrigeration and cold storage products, power interface units and thermal management systems.

The
Company today enjoys an international presence in several countries around the world, through its own establishments, channel partners, and associates.

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Overview

ACME today is a leader in the field of innovative solutions for the wireless telecommunications industry, alternate energy and waste water treatment. It prides itself as a trailblazer in the development of green technologies, i.e. solutions that fulfill societal needs by being energy efficient, cost effective and capable of delivering a quick return on investment, without impacting the environment adversely. ACME had its inception in 2003 with ACME Tele Power Limited through the vision of its founder, Mr. Manoj Kumar Upadhyay, who dreamt of providing radically new technology solutions, rather than making incremental changes to existing technologies through a fierce commitment to Research & Development and a passion to preserve the environment by energy conservation. ACMEs principal differentiator is its ability to provide end-to-end solutions as compared to partial solutions provided by the competition. It has pioneered the Green Shelter concept, which is a complete package to fit various environment and temperature parameters at telecom sites. This unique shelter comes with an optimal cooling, power and thermal management system, avoiding the running of backup systems like diesel generators. The system reduces operational costs by as much as 40 percent as compared to conventional shelters and contributes towards reducing green house gas emissions. Every year, ACME products save around 2 million units of power and over 100 ML of diesel oil. ACME is heavily reliant on its R&D initiatives and its research activities in Gurgaon 17

facility , employing nearly 100 qualified engineers. The company also benefits from research carried out in its establishments in Canada and the United States. ACMEs offices, factories and research facilities, are certified as ISO 9000:2000 compliant and it is in the process of obtaining ISO 14001 certification for its environment initiatives. An acknowledged leader in telecom passive infrastructure, telecom power solutions and telecom enclosure systems, ACMEs solutions and product portfolio have a wide range of usage beyond the telecommunications industry. The company has undertaken initiatives to provide revolutionary cutting edge, energy efficient solutions in other sectors as well. An acknowledged leader in telecom passive infrastructure, telecom power solutions and telecom enclosure systems, ACMEs solutions and product portfolio have a wide range of usage beyond the telecommunications industry. The Group has undertaken initiatives to provide revolutionary cutting edge, energy efficient solutions in other sectors as well. Its patented technology in thermal management provides cold chain and storage solutions for fruits, vegetables, vaccines, blood plasma, etc. which were hitherto dependant on DG set power to maintain temperatures during power failures. Based on extensive research at its facilities in Canada, ACME has recently broken new ground by undertaking a project to set up the first commercial fuel cell manufacturing plant which will have widespread applications in residential, commercial and telecom sectors. This clean energy venture, which is capable of delivering 100MW of power annually, will create new dimensions in distributed energy and substantially assist in reducing green house gases which contribute to Global Warming. ACME has also developed unique waste-water treatment facilities by developing technologies that transform sewage into usable water. The system is based on using non-toxic and non-hazardous chemicals drastically cutting down energy consumption through patented processes. 18

Quality policy of ACME:

We in ACME are committed towards achieving customer satisfaction through Excellence in both product and service quality. This shall be delivered through:_ _ _ _ Zero defect products. Multiskilling through training. Vender upgradation towards D.O.L. Process Innovation and Improvement through Kaizen.

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VISION
Launch products / technologies that are Innovative and NOT simply incremental improvements to existing products / technologies Focus on solving problems that can: _ Save Energy _ Enhance the Environment _ Benefit Society Design products that have a return on investment for customers in 15 to 24 months. Spawn synergistic businesses from our telecom core that have the potential to transform their respective industries

MISSION
Our mission is to provide innovative solutions to customers using energy-efficient, environmentally-friendly and cost-effective methods. ATPLs turnkey solutions rely on advanced technology and flawless service to address the unique needs of the wireless telecom industry.

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THE INNOVATORS
Core Team that makes ACME Tick
At the core of any great company lies a team of visionaries and innovators who consistently and constantly strive towards achieving aims and goals that are extraordinary. Here is a brief introduction to the technocrats and management team that have made what ACME is today and defining what it will be in the future.

Manoj Kumar Upadhyay

Founder & Managing Director Engineer

Atul Sa bbarwal Chief Operating Officer, US Operatio ns

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BOARD OF DIRECTORS
Management Team
Manoj Kumar Upadhyay, Founder and Managing Director
Mr. Upadhyay, Promoter and Managing Director of ACME Tele Power Limited, has over 14 years of experience in the power and telecom sectors. Earlier, as research engineer and, later, as technical head with the telecom power company, Benning Gmbh, Germany, Mr. Upadhyay successfully led the modification and adaptation of several critical power systems to suit Indian requirements. He started Adhunik Power Systems Private Limited in 1999, to develop lightning surge protection systems for telecom sites. In 2003, he founded ACME Tele Power Limited to provide innovative, energy efficient, environment friendly products for passive telecom infrastructure. He is the inventor of five patented product innovations and processes in this area. Mr. Upadhyay is also member of the Expert Committee on Science & Technology and Innovation of the Associated Chambers of Commerce and ). Industry of India (ASSOCHAM

Sandeep Sethi, Chief Executive Officer

Mr. Sethi heads the global business of ACME Tele Power Ltd., He brings with him a rich and diversified experience of almost 20 years with MNCs in industrial/commercial B2B industries, having worked in the US, Singapore, China and India. Before joining ACME, Mr. Sethi was President of United 22

Technologies for Carrier Commercial Refrigeration's Asian operations. Prior to that, he was with Johnson Controls, where he held various roles of increasing responsibilities. In his last role at Johnson Controls, he served as Vice President for the Services and Energy Management operations across Asia. He has a B.S. & M.S. in Mechanical Engineering and an MBA . from the US

R. Sampath, Chief Financial Officer

R. Sampath is the CFO responsible for financial plans for the company. He is a Commerce Graduate and a Chartered Accountant. He brings with him more than 28 years of work experience with organizations like Carrier, Moser Baer, Samtel.

Amajit Gupta, EVP S&M Product & Solutions

Mr. Gupta is the Executive Vice President Sales and Marketing and is responsible for sales and marketing operations for India , SAARC and Asia . This includes all ATPL solutions, products and services sold in the region including, customer account management and solutions teams in ATPL. He is an Electronics Engineer. He brings with him more than 21 years of rich & diverse experience in global telecom companies & IT which covers running large P&Ls, deploying large size telecom projects, incubating new market, making deals and building large professional global teams. Sales, business development, emerging market and technology are his specialties. During his professional journey he has worked in premier global MNCs

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like Tata Unisys, Motorola- South Asia Cellul Communications.

Dinesh Bahal, Executive Vice President

Mr. Bahal heads International sales & marketing for ACME Tele Power Ltd. He brings over 25 years of experience in high technology industries. Before ACME, he worked for Sun Microsystems Inc. as Vice President of partners and industries for sun's emerging markets organisation, where he was responsible for defining and implementing Sun's strategy for growth via partners in emerging markets. Mr Bahal is a science graduate and an MBA from the XLRI, Jamshedpur.

Atul Sabharwal, Chief Operating Officer, US Operations

Mr. Sabharwal has been a part of prestigious global entities such as the Boston Consulting Group, PricewaterhouseCoopers, IBM and Time Warner. He has 15 years of corporate experience. Under his guidance, ACME Tele Power has been expanding its global presence and also tying up profitable

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ventures. Mr. Sabharwal is an MBA from the renowned Wharton School, University of Pennsylvania, USA and the Australian Graduate School of Management.

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OPERATIONS
Spheres of Innovation
The corporate office of the ACME Group of companies is based in Gurgaon, in the state of Haryana in Northern India with a nationwide network of 4 regional offices and 14 other sales and service offices, which serve all major hubs and telecom circles. ACME also has international offices in the USA, Canada, Sweden, Singapore and Indonesia. In addition, we have a presence in over 20 countries through designated channel partners and distributors. In terms of marketing, sales, installation and after sales support, the ACME Group has the requisite and highly skilled manpower in all 23 telecom circles in the country which essentially means that it is totally geared up to provide endto-end solutions and support for any of our innovative technological solutions in any part of India. And given its international associations and our experience of operating in such a vast nation, we are well-equipped to handle the same in the 20 more countries across the world. The ACME Groups corporate office and 3 manufacturing facilities are certified as ISO 9001:2000 compliant.

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INFRASTRUCTURE
Innovations Playground
Acmes 3 manufacturing facilities spread over 500,000 square feet of space, are equipped with state-of-the-art infrastructure for manufacturing and product testing. The manufacturing base recently setup in Uttaranchal (India) is the largest automatic production unit of its kind in Asia. ACME has its main manufacturing plant in Pantnagar and other facilities in Parwanoo and Manesar. Highlights of its plants include: _ A fully-automated state-of-the-art Panel Manufacturing line from PUMA, Italy _ Shelter Panel processing unit from Tekna, Italy _ Conveyor-based lines for manufacturing: _ Air Conditioners _ Power Interface Units _ Line Conditioning Units _ Battery Chargers and other sub-assemblies

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CUSTOMERS

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COMPETITORS: DELTA
- Delta group holds the no. 1 switching power. The company shipped its first switching power supply in 1980 & by 2002, Delta had become the worlds largest provider of Merchant Switching Power supplier with market shares of over 50% in Server Power Market & 35% in the notebook market.

PRODUCT CATEGORY
_ _ _ _ _ _ _ Switching Power Supplier DC/DC converters UPS Telecom Power AC/DC Adaptors Energy saving ballasts Custom power supplies

The 97.5% efficiency of Deltas Photovoltaic Inverters, for example is the highest achieved class in its class so far.

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ORGANIZATIONAL FLOW CHART OF ACME ACME OF ACME

MARKETING PROJECTION

HO PLANNING

CLEARANCE

PROJECT PLAN

PUNCH S.O.

PRIORITY

P.P.C.

LOGISTICS

PRODUCTION

LINE UP

FINISHED GOODS INVENTORY MANAGEMENT

SERVICE PROVIDER RESOURCES

EXECUTION SHIPPING

DOCUMENTATION INVOICE VARIFICATION and DISPATCH

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ORGANIZATIONAL STRUCTURE OF LOGISTICS IN ACME

PLANT HEAD

HEAD LOGISTICS

SENIOR MANAGER LOGISTICS

FINISHED GODDS & EXPORT

LOGISTICS OPERATIONS

INVOICE PROCESS

CRM

F.G. RECEPIT

SIFT A

BILLING

DAILY TRACKING

SIFT B F.G. ISSUE

EXPORT PACKING

MIS

WAYBILL St. F.G. WAREHOUSING SUPPORT SERVICES REPORT

SIFT C

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ACMEs MANAGERIAL ORGANIZATIONAL STRUCTURE

Board Of Directors

Managing Director Manoj Kumar Upadhya

Head New Business & Corporate Affairs

Director Finance & CEO Corporate Strategy Sanjay Dhawn Sunil Sethy Kapil Kathpalia

CFO S. Aggarwal H.R.

Head Mfg.

Communication Head Key Solution Head Sales & TSP India R & D Special Project Barun Banerji Accounts Development Service Delivery Head Operations Parwanoo S.M. Arif Indonesia

Tech. & Procurement

Energy RM South

Head Operations Bharti & Management

Rudrapur

Legal Aircel G.N. Pareek I.T. Romy Chopra

Head Innovation RM West Services & Opex

PCB Manesar

B. M. Head Mfg. Vodafone RM North Central Procurement

Technology

Bangladesh RM East

Quality Expat

New Projects

Africa

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PRODUCT PROFILE

ACME Tele Power Ltd. was incorporated in 2003. The company was established with a mission to provide innovative and creative solutions to hitherto unaddressed infrastructure- and power-related problems faced by telecom operators in the country. The idea was to provide solutions that are cost-effective, environment-friendly, and reliable and delivered a quick ROI. Based on the commitment to R&D and innovation, ACME Tele Power converted its vision and mission into tangible business reality by launching a spate of unique and original products that clearly addressed the pain points of the telecom operators. Our success in this endeavor is borne out by the fact that some of the largest telecom companies in the world like Nokia and Airtel are users of our passive infrastructure solutions.

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Products
As on date, ACME Tele Power boasts of a rich and variegated portfolio of costeffective and innovative products based on the modern technologies. These included There are a many type of the product to pruduce the Acme Telpower Ltd.

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_ Green Shelter _ Power Interface Unit _ Line Conditioner Unit _ Thermal Management System with PCM _ AC with Free Cooling _ Heat Exchanger _ Battery Life Enha ncer _ Alkaline Fuel Cells _ Battery Cooler _ NACC Compressor less Air Conditioner

Each of the organizations products considerably reduce the dependence on diesel generators for cooling requirements during power outages, and provide stable power supply

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Green Shelter 1

ACMEs Green Shelter houses the BTS and electronic equipment. It comes fitted with PIU, PCM and efficient AC systems, providing 4 to12 hrs of thermal backup, which reduces energy costs per site. The Green Shelters Fiber Reinforced Plastic (FRP) outer skin provides greater insulation, is longer lasting and offers better thermal resistance to solar gain than conventional shelters.

Benefits of Shelter
y Average power savings: 3,120 unit/ year/site y 70% of solar radiation is reflected back to the environment using Nano-coated PUF panels y Provides safe operating environment (temperature and dust particle) y Air and water tight to achieve IP55 level protection y Quick installation time helps in faster roll out of shelters

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Thermal Management System with PCM

Acmes Thermal Management System (TMS) serves as an alternative thermal energy back-up for telecom sites, during power failures using integrated electronic equipments and Phase Change Material (PCM) TMS reduces the need to run high-cost diesel generators for air conditioning during power failures. The TMS system can be successfully deployed in a variety of industrial applications like the cold storage management and transit refrigeration for pharmaceutical, food & beverage, vegetable & fruits industries etc.,

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Power Interface Unit(PIU)

Acmes Power Interface Unit (PIU) provides complete AC power management for telecom sites including voltage, phase selection and surge protection. The product employs static, electronic parts which require lower maintenance compared with traditional mechanisms. It integrates all essential components of a site into a single compact rack to support total automation. ACME Tele Power holds a patent for this product until 2024. Lightning and Surge Protector Telecommunications shelters and towers are susceptible to various environmental and power-related hazards such as lightning and voltage surges. The phenomenon of lightning is a random, chaotic and dangerous act of nature. It is an unpredictable event, whose effects can be direct or indirect. During lightning, pulses of amplitude ~200 KA with wave shape of 10/350 microns are generated. ACME Tele Power Ltd. provides lightning and surge protection to telecommunication equipment. It offers a dynamic, external lightning protection device, which is radio quiet and its operation only occurs during lightning. ACME also provides internal lightning and surge protection systems.

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AC with free cooling

ACME Tele Power manufactures an energy-efficient air conditioning solution optimized for the Telecom Industry. The Free Cooling AC is based on a filter less technology and as the name suggests, it cools the shelter even without running the AC when the ambient temperature falls below 25C. This is achieved by constantly releasing the trapped heat inside the shelter and rationalizing temperature imbalances, by sensing the difference between inside & outside environment.

Controller Features
y Can control up to two AC and one free cooling unit y Temperature control y Humidity sensor

Structural Features
y Wall mounted unit y Front discharge y Easy installation, maintenance and service

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Battery life Enhancer

ACME has brought for the telecom sector, the technology which not only saves energy but also increases the life span and maximizes the performance of the batteries. It also keeps the enclosure clean and hygienic. The Battery Life Enhancer works on a simple principle of assigning separate climate zones in a single electronic enclosure. A separate battery compartment for power racks and free-standing battery compartments for the batteries are combined in developing a constant temperature. The batteries' cooling and heating units are powered by 48VDC. They are heated at a constant temperature of 22 to 25C which enhances the life as well as the performance of the batteries. The patent combines micro climate in the battery compartment and macro climate in the electronic enclosure to operate in a constant temperature. It also combines a special shelter solution and a normal shelter in the shade. This is very advantageous for free cooling throughout the world.

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Line conditioner unit (LCU)

ATPL also supplies other products to complement the telecom enclosure applications. These include _ Line Conditioner Units (LCUs) _ Battery Coolers (which is part of our Green Shelter 2 solution for the domestic market and export pipeline) _ Line Conditioner Units (LCUs) are a sub-component of the Power Interface Unit (PIU) and are deployed in the non-telecom space in Industrial applications where a 1% voltage regulation is required

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Heat Exchanger

Acmes HEAT EXCHANGER, appropriately called Cool Zone, is an electromechanical air handling system. It uses ambient energy for thermal management of telecom shelters & electronic enclosures or any other enclosed unit. It helps maintain the temperature inside the telecom shelter with the help of ambient air-cooling. The heat exchanger comprises of two circulating fans and two radiator fans, operating on DC Voltage. It is designed to save power consumed by air conditioners for reducing the heat generated from electronic equipment inside the telecom shelter. Operating cost is very low as it consumes a fraction of the energy required to run a similar capacity air conditioner.

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Alkaline Fuel Cells

ACMEs Alkaline Fuel Cells are a reliable, high quality source of power, offering ease of mobility, modularity and scalability for the telecom industry. Running on pure hydrogen, they are a zero emission power source. The technology developed by ACME is based on research and development work car ried out at facilities near Toronto, Canada, of Group associate MKU Canada Inc. ACME Tele Power Limited has entered into a Technology Transfer Agreement as of September 25, 2007 for manufactur ing of these fuel cells. ACMEs Fuel Cells are a reliable and high quality source of power offering the ease of modularity and scalability. Widespread applications not only in telecom but also in residential, commercial and other industrial sectors.

Product Features
Pollution free, nearly no Green House Gas Emissions Low weight and noise level Compact and modular solution Quick start, even in subzero temperatures 43

Battery Cooler

ACME Batter y Cooler maximizes the lifespan of expensive telecom batteries and results in a quick ROI. Acmes Battery Cooler achieves the savings by maintaining the site battery enclosure temperature within the specified limit. This helps to incr ease the durability and maximize the performance of the batteries enclosed. ACME Battery Cooler is designed for the cooling of battery cabinets with IP54 protection level and is suitable for operating in industrial environments. Its use eliminates problems caused by high temperatures, dirt and humidity which are present in the environment as well as those generated by the batteries and other products. ACME Battery Cooler is designed for the cooling of battery cabinets with IP54 protection level and is suitable for operating in industrial environments. Its use eliminates problems caused bit high temperature, dirt and humidity. Product

Product Features
Ultra compact Aesthetically Pleasing Design Available in AC and DC 44

NACC Compressor Less Air Conditioner

The ACME Group, which is focused towards providing innovative, energy efficient products, has introduced the NACC, Compressor less, CFC free AC, for the first time in India. The new AC uses an aqueous medium as cooling fluid instead of harmful chemical refrigerants. It is compressor less, thus facilitating minimum power consumption and is emission free, making it a unique, environment friendly, energy saver. The new AC which is being manufactured in several variants and sizes will find use in both commercial and domestic applications and can be customized for optimum usage. Using the unique Non Adiabatic Compressorless Cycle technology, ACME has developed a highly advanced and energy efficient cooling solution. It is eco friendly and uses an aqueous medium as cooling fluid instead of harmful chemical refrigerants which deplete ozone layer.

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RESEARCH METHODOLOGY
To conduct a research scientific method must be followed. The universe of study at Acme Telepowers Ltd. Rudrapur (Sidcul) is basically very large in which it is difficult to collect information from all the employees. So, the sampling method has been followed for this study. The analysis is based on primary and secondary data collected for this purpose.

TYPES OF RESEARCH
Qualitative Research: - Qualitative research allows you to explore perceptions, attitudes and motivations and to understand how they are formed. It provides depth of information which can be used in its own right or to determine what attributes will subsequently be measured in quantitative studies. . However, it relies heavily on the skills of the moderator, is inevitably subjective and samples are small. Techniques include group discussions/workshop sessions, paired interviews, individual in-depth interviews and mystery shopping (where the researcher plays the role of a potential student, etc in order to replicate the overall experience).

Quantitative Research: - Quantitative research is descriptive and provides hard

data on the numbers of people exhibiting certain behaviours, attitudes, etc. It provides information in breadth and allows you to sample large numbers of the population. It is, however, structured and does not yield the reasons behind behaviour or why people hold certain attitudes. Techniques commonly used in HE/FE include postal surveys (particularly appropriate in the case of student populations where name and address information is available), telephone surveys (appropriate for surveys of employers), on-line or web-based surveys (very costeffective for reaching audiences where e-mail penetration is high, such as students and university/college staff) and mystery shopping (in this case to test quantifiable aspects of the service). 47

RESEARCH PROBLEMS
The data collection phase of this project for framing effective work life balance strategies for Acme Telepowers Ltd. Rudrapur (Sidcul) employees was difficult and prone to error. Some employees were not available for feedback session. Some of them refused to cooperate due to lack of time and loads of work. Also, some employees had biased or dishonest answers.

SOURCE OF DATA:
The data collected for the project work are from two sources that is primary and secondary sources.

y PRIMARY SOURCES
For this research I have followed the structure personnel interviews after deciding to carry out a survey research by selecting sample from the population of the Acme Telepowers Ltd. Rudrapur (Sidcul). The opinion of employees was collected using appropriate questionnaire. This observation was brought about with the help of attention and perception.

SECONDARY SOURCES y
The secondary data were collected from the internet and the manual published as Annual Report etc. of the company

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RESEARCH DESIGN
A research design is the arrangement of condition for collection and analysis of data that aims to combine relevance to the research purpose with economy in procedure. It constitutes the transparency for the collection, measurement and analysis of data.

Conclusive Research
It is designed to choose among various possible course of action i.e. to make decision. The research done for conclusion is based on the results drawn out of the questionnaire, and then figuring out the actual situation through several pie-charts.

Research instrument
In this project, the structured instrument is used which is a planned, formal list of questionnaire where the questions were asked directly from the employees.

a. Literature review This may be an attempt to summarise o r comment on what is already known about a particular topic. By co llecting d ifferent so urces together, synthesising and analysing critically, it essentially creates new knowledge or perspectives. There are a number o f different forms a literature review might take. b. Case study This will involve co llecting empirical data, generally fro m only o ne or a small number of cases. It usually provides rich detail about those cases, of a predominantly qualitative nature. There are a number of different approaches to case study work (e.g., ethnographic, hermeneutic, ethogenic, etc) and the principles and methods followed should be made clear.

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c. Survey Where an empirical study involves collecting information from a larger number o f cases, perhaps using questionnaires, it is usually described as a survey. Alternatively, a survey might make use of already available data, collected for another purpose. A survey may be cross-sectional (data collected at one time) or longitudinal (collected over a period). Because of the larger number of cases, a survey will generally invo lve some quantitative analysis.

SAMPLE TECHNIQUE
Sampling is a technique which helps us in providing a solution of a given problem is a lesser amount of time at a lesser cost by studying a subpart (small section) of the population and without using much of the efficiency. In this project, non-probability convenience sampling is adopted.

SAMPLE SIZE
The sample size for this project taken into consideration is 80. Research type : Conclusive Research Sampling : Non-probability Sample size : 80 Area of the study : Rudrapur Period of the study : 45 Days 50

HYPOTHESIS
A hypothesis consists either of a suggested explanation for an observable phenomenon or of a reasoned proposal predicting a possible causal correlation among multiple phenomena. The term derives from the Greek, hypotithenai meaning "to put under" or "to suppose." The scientific method requires that one can test a scientific hypothesis. Scientists generally base such hypotheses on previous observations or on extensions of scientific theories. Even though the words "hypothesis" and "theory" are often used synonymously in common and informal usage, a scientific hypothesis is not the same as a scientific theory.

NULL HYPOTHESIS
The Null Hypothesis of this project report is that there is a positive result of making market survey in order to make effective use of LG Automated Washing Machines.

ALTERNATE HYPOTHESIS
The Alternate Hypothesis of this project report is that there is a positive relationship between customers and LG Company.

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DATA ANALYSIS AND INTERPRETATION

FREIGHT INTRODUCTION
Freight is a major cost head of the company. Every company puts an extra efforto reduce this head to the best possible extent in order to reduce its cost of the product. The Company pays two types of freight which includes freight inward and freight outward Freight inward is the amount that is paid by the company for acquiring goods like raw material, advertising goods or for bringing finished goods in the company. Like wise the company purchases sugar, Carbon Di Oxide for manufacturing various types of beverages in its product portfolio. Freight Outward is the sum that is paid by the company for delivering goods by the transporters at the distributors outlet. The freight rates are previously determined by the company with the help of a contract/ agreement which is made to acquire services on a yearly basis. The rates for various stations are negotiated and after the process of negotiation the agreement is made or renewed for providing services. The agreement includes various terms and conditions which is applicable from when the truck is hired for a station till the time it does not reaches the destination. Like one of the condition is of detention which means that the truck should be unloaded by the distributor within 24 hours of reaching the distributors outlet if the truck is detained for more than 24 hours then the company has to pay extra charges to the transporter so as to remunerate the labour employed by the transporter.

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The amount paid in lieu of detention depends upon the load size the truck is taking to the distributors outlet. Likewise if the load size of 300 350 cases (crates) the amount of detention is Rs.300 for the first three days and Rs. 400 there onwards. If the load size is of 351 600 cases then Rs. 450 for the first three days and Rs. 500 there onwards Freight Outward Processing Relief provides duty relief on imports from third countries of goods which have been produced from previously exported Community goods. It enables businesses to take advantage of cheaper labour costs outside the EC, while encouraging the use of EC produced raw materials to manufacture the finished products. Goods may be also temporarily exported to undergo processes not available within the Community. The procedure also enables faulty goods to be returned to a third country for repair, or for replacement with equivalent goods under the Standard Exchange System (SES). When you import goods from outside the Community you normally have to pay duty on the full customs value of the goods. When Community goods are exported outside the customs territory of the EC they lose their Community status, and if they are later re-imported they are treated in the same way as non-Community goods, and are liable to duty on the full customs value. When you use the OPR procedure it will enable you to claim relief from duty on the Community goods which have been exported for process, as long as you can show that the exported goods were used to produce, or are incorporated into, the products you are importing. Before you can claim duty relief under OPR, however, you must be authorised to use the arrangements. If you have IPR goods in the Community

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Freight Analysis
Understanding freight activity is important for matching infrastructure supply to Demand and for assessing potential investment and operational strategies. As Previously mentioned, truck is the predominate freight mode in the Northwest RPO region. Freight generated within the region is primarily associated with manufacturing. Primary products include mobile/modular homes, petroleum products, machined Metal products, send and gravel and hardwood and lumber. Distribution of these A production facility is generally evenly spread throughout the region. Inbound Freight is also generated by these industries. However, it should be noted that Warehouse and distribution centers ranked fourth overall in terms of commodities This in this region translates into retail. Several studies conducted over the past five years have surveyed business, Economic development agencies and transportation providers concerning Needed system improvements. Recommendations were understandably geared Toward specific industry needs and included easing horizontal and vertical Curves, shoulder improvements, replacement of weight posted bridges and Adding truck climbing lanes. In addition to expressing concerns about the Highway network, mention was made about other modes as shown by the Following quote from Analysis of the Transportation Needs of the Wood Products Industry in Distressed Appalachian Regions. Responding hardwood manufacturers reported 93% of their products by volume Were shipped by truck in 2004 to domestic markets. Seven percent of their Product was shipped by rail in the domestic market. Responding hardwood Manufacturers did not transport any products by barge or ship to domestic Markets. Due to steadily increasing trucking charges, only partially caused by Fuel cost spikes; respondents identified impediments to rail and inland waterway Alternatives yet stressed their competitive need for more reliable and cost efficient access to their domestic and international markets. 55

Efficient goods movement is key to economic vitality. The purpose of this study is to analyze both inbound and outbound freight movements by commodity and The nations highway system, and our enormous truck fleet, moved 71 percent of the total tonnage and 80 percent of the total value of U. S. shipments in 1998. Although trucks made the base majority of local deliveries, they also carried large volumes of freight between regional and national markets. Water and rail also moved significant shares of total tonnage, but they accounted for much smaller shares when measured on a value basis. As expected, air freight moves less than 1 percent of total tonnage but carried 12 percent of the total value of shipments in 1998. Domestic freight volumes will grow by more than 65 percent, increasing from 13.5 billion tons in 1998 to 22.5 billion tons in 2020. The forecast shows that the air and truck modes will experience the fastest growth. Domestic air cargo Tonnage is projected to nearly triple over this period, although its share of total Tonnage is expected to remain small. Trucks are expected to move over 75 Percent more tons in 2020, capturing a somewhat larger share of total tonnage. While volumes moved by the rail and domestic water modes are also Projected to increase over the forecast period, they will not grow as dramatically Primarily because of anticipated slower growth in demand for many of they key Commodities carried by these modes. International trade accounted for 12 percent of total U.S. freight tonnage in 1998 And is forecast to grow faster than domestic trade. International trade is Projected to increase by 2.8 percent annually between 1998 and 2020, nearly Doubling in volume. This growth in international trade is likely to present Challenges to U.S. ports and border gateways.

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Funds for transportation system improvements are constrained, therefore, the Results of this study are crucial to effective decision making on investments to maintain capacity of the five county transportation system. Freight in this region is shipped via truck, rail and air. Truck is the primary mode; therefore, it is paramount that the highway network is well maintained Regional Freight Movement Truck, rail and air freight service is available in the Northwest RPO. Similar to Pennsylvania and the United States, the majority of freight is moved by truck in Terms of tonnage and value. Figure 3 indicates freight flow by truck. Factors That influence modal choice includes commodity, distance and rates. Although most freight is shipped by truck, some of the areas businesses could not survive without rail. In a Northwest Commission rail study done in 2002 some Companies stressed that there was no alternative method of transportation of Their goods. Air freight accounts for less than 1% of freight movement. However, like rail some businesses would not be able to operate without access to this mode.

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FREIGHT CHARGING & BILL PASSING PROCESS

FREIGHT CHARGING TO CUSTOMERS
Freight Charging by ACME to Customers only against Supply under Normal Sales Order (SO) as per Deployed Vehicle Size & accord to Locations for all types of Customer (Domestic & Export).Freight against Supply under Miscellaneous Sales Order (which is for Dispatches due to Damages & Shortages during Primary Dispatch) has been not charged to Customers for any Location.

A.

1 Scope of Logistics

Logistics Deptt. Mentioned the Freight to be charged to Customer accord to Vehicle Size & Location in Pack Slip and on Transporters LR too (only when recovery of Freight does not belongs to Dispatched Qty)

.2 Freight Charged by Excise

Excise Deptt. Charged the Freight on Sale Invoice accord to Freight mentioned on Pack Slip & LR forwarded by Logistics but where Freight should be recover accord to Shelters Qty. (Freight per Shelter) or as per Destination where the Site has been installed, Freight has been charged as per Freight mentioned on Sales Order or as per clearance from Marketing.

FREIGHT BILLS PASSING PROCESS B B.1 Bills Submit by Service Pro viders to Logistics
Bills submit by Service Providers within 15 days from Delivery of Consignment along with necessary Documents (LR/ Invoice Copy/ Packing List/ Way Bill/ Vehicles RC copy) should also attached Documentary Evidence of Other Charges (Detention/ Unloading/ WH Charges ) with an Excess set of Xerox copy for future reference. 58

B.2 Bills Checking Process at Logistics

Logistics checked the Bills and verify the gentility of Expenses Claimed by Service Providers as per Customer remarks as Proof of Delivery (POD) and also as per Agreement done with Transporters & SOP made for Bills Passing applicable for Service Providers. Post Checking, Passed and Deducted amount of each bill has been entered into UDS Screen by Logistics within each head of Expense & put their remarks for Amount being deducted there.

B.3

Bills Forwarded to Finance

Bills have been forwarded to Finance after proper checking of each Expense with a copy of Submission duly signed by Executive and approved by HeadLogistics on Summary Sheet of Bills mentioned in it and return a copy of same as receiving of Bills by Finance for further process.

B.4 Bills Checking Process at Finance

Bills passing process has been done by Finance on FIFO method accord to Agreement done with Service providers and as per SOP applicable for Freight Bills passing made by Logistics , Legal & Finance jointly.In case of any Dispute/Error in Bills forwarded by Logistics. Finance informed to Logistics within 3 days of Bills receiving and said bill has been honored after justification of Amount passed by Logistics.

B.5 Bills Updation in Excel Sheet

Passed bill amount & Supplier Expense Invoice No entered by Finance in Excel Sheet against each ACME Invoice No under different GLs of Expenses.

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B.6 Bills Updation i n User Defined Serv ice (UDS)

Passed bills against ACME Invoice of FY 2009-10 has been entered in UDS Screen in RAMCO to capturing the duplicity of Bills submission & to get the more accuracy in Freight Liability / Provision to be taken.

B.7 Payment Advising

Payment of Service Providers is advised by Finance on every Monday for Current Week with details of paid bills and adjustment of Debit / Credit Notes.

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Check List for Verification & Authentication

Transporters LR, ACME Invoice, Pack Slip, PDI Report & Way Bill

Transporters LRs
ALL LRs should have freight written on all copies & that too match with invoice freight. They should have Address of Cner & Cnee, Invoice Value, Way Bill No., No. of packages loaded & mentioned on invoice to tally with LRs

INVOICE:
Pre Authentication from ACMEs authorized representative. ACME T IN No. & ECC detail. Consignor & Consignee Address with CST & LST No. OR TIN No. Shipping Address with CST & LST No. OR TIN No. Duty/Cress whether applied to assessable value Second Authentication ACMEs authorized representative. Four Sets of Invoices (Buyer Copy, DFT Copy, Accounts Copy & Excise Copy)

Other Documents (Pack List & PDI Report)

Pack List should have Logistics executive authentication. PDI Report must be signed by PDI executive. No of packages in the pack slip must be matched with Invoice & LR.

Way Bill (Road Permit)

If Way Bill (Road Permit) applicable, the way bill detail of form number & Serial No. Must be mentioned on LRs as well as in Dispatch Register. Road Permits must be attached with documents where applicable duly affixed with ACME Seal. Way Bill should be duly filled by transporters & cross checked by ACME officials. Handover all the documents to transporters and obtain signature on office copy. Ensure vehicles out within half an hour of getting documents 61

Entering Billing in Computer

This procedure is used by the accounts receivable clerk to complete daily billings to customers.

The Procedures : Step-1: Shipping Paperwork - Find the shipping paperwork in the shippers
box in the mail room. The paperwork should include a handwritten shipping log, as well as white and green copies of the bills of lading. Separate these documents into different piles.

Step-2: Verify Bills of Lading [o r Air Way Bill for air shipment] - Verify that
there is a bill of lading for every order listed on the shipping log, and also that all bills of lading are listed on the log. Then put the bills of lading in order, first by customer number and then by order number (if there is more than one order per customer). Next, check the carrier column of the shipping log. Most orders will have Customer Pickup listed next to them. Any accompanying freight sheet is filled out by the shipping department. These are usually turned in ahead of time and kept in a file. Pull out the appropriate sheets, because they are needed for invoicing.

Step-3: Review Freight Sheets Review the freight sheets. If the bill of lading

reads Packing List on the top, the order has already been picked by the shipping department. If it reads Customer Order Pick list and the shipment quantities are handwritten in the blanks, the order still must be picked. To pick an order, go to SHIP in the software, enter the issue type, and then enter the customer number. If the quantity showing on the screen for an item matches the quantity handwritten in the bill of lading, press ENTER to pick that item. If the quantities differ, type the handwritten quantity into the order and press ENTER. Pick all of the items on the order, and then proceed to the next order.

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Step-4: List All Picked Orders - The resulting list should include all the orders
in the stack, plus any orders shipped out today. In this step, go through the list and choose only those orders that were shipped the previous day and for which there are bills of lading. It may be difficult to determine the order numbers for some shipments, because there may be more than one sequence number for the same customer order number. You may need to look at all of the orders with a particular order number to find the correct one. To pick one, make sure the item numbers and quantities match the bill of lading.

Step-5: Check Pricing - Check the pricing for each order and verify that there is a
charge for pallets and shipping. Enter the customer order number and sequence number to check prices. Each customer has a price sheet in the price book that lists current prices for all of the items it orders. The price sheet will also tell you whether or not to charge that customer for pallets. This is also where the freight sheet is used. Check the freight code on the order and make sure that it matches what the shipping department has written on the freight sheet. If the code is prepaid, do not charge the customer for freight. If it is prepay and add, you must add the amount on the freight sheet to the invoice. If the order was sent collect, there will be no freight sheet, because the customer is arranging and paying for its own freight. The next process is recurring invoices issuance Read on.

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Issue Recurring Invoices

This procedure is used by the billing staff to issue recurring invoices near monthend, for goods or services provided during the following month.

The Procedure :
Step-1: Print Billing Report (1). Two weeks prior to month-end, print two copies of the Recurring Invoices report for the following month. (2). Forward a copy to the sales manager and pricing clerk, with a request for them to note any corrections directly on the report and then return it to the accounts receivable clerk. Step-2: Verify Pricing (1). Verify the accuracy of all product or service prices listed on the report. Note changes directly on the report. (2). Return the report to the accounts receivable clerk. Step-3: Verify Contact Information (1). Verify the accuracy of all contact information listed on the report. Note changes directly on the report. (2). Note changes to recurring goods or services on the report. If a customer has canceled further activity, cross out the customer. (3). Return the report to the accounts receivable clerk. Step-4: Correct and Issue Invoices - To complete this step, the account receivable clerk would need to perform the following task: (1). Upon receipt of the corrected reports, enter all changes noted by the pricing clerk and sales staff in the computer system.

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(2). Reprint the Recurring Invoices report and verify that all corrections have been made. (3). Reset the date of the accounting software to the first day of the following month. (4). Use Procedure BIL-05 to create invoices based on the Recurring Invoices report. (5). When completed, reset the date of the accounting software back to the current date. (6). Issue the resulting invoices to customers at once.

Printing a nd Issuing Invoice

This procedure is used by the accounts receivable clerk to print and issue invoices to customers as well as to file Procedures: Step-1: Create Electronic Invoice. There are four essential task to be performed to complete this step: (1). If no Adobe Acrobat software yet, install the latest version. (2). Go to the Create Invoice screen in the accounting software. Enter all information for the new invoice. When complete, print a test invoice. Verify that the following information on the invoice is correct: Accounting department contact information Contact information for a credit card payment The payment due date The early payment discount date (3). Print the invoice to the Adobe PDF printer that will appear in the list of available printers. Use the invoice number as the file name. (4). Send the invoice to a customer by linking it to an e-mail message as a file attachment. 65

Step-2: Create Paper Invoice There are eight tasks to do in this step: (1). Go to the Create Invoice screen in the accounting software. Enter all information for the new invoice. When complete, print a test invoice. (2). Go to the Billing Batch screen and select all unprinted invoices. (3). Turn on the printer and verify that the continuous-feed invoice stock is correctly positioned in it. (4). Print a sample invoice to ensure that the line settings are correct. (5). Verify that the continuous-feed invoice stock has not been burst. (6). Print the complete batch of invoices. (7). Scan the invoices to ensure that they were correctly printed. Have a second person independently review all large-dollar invoices to ensure that the correct quantities, prices, extensions, and sales taxes were used. (8). If there are no errors, check off the flag in the accounting software asking if the print run was successful. Step-3: Prepare and Send Invoices It needs four task to be done to complete this step: (1). Burst all invoices, with the white copies going to the CUSTOMER bin, the goldenrod copies to the ALPHABET ICAL FILE bin, and the pink copies to the NUMERICAL FILE bin. (2). Stuff envelopes with the white invoice copies. (3). Stamp Address Correction Requested on every envelope. (4). Affix postage to the envelopes and put them in the interoffice mail, marked for outside delivery. Step-4: File Invoice Copies - Do these two task to complete this step and close the procedure: (1). Attach the pink invoice copies to the billing of lading and packing slip copies, and file by customer. (2). File the goldenrod copies in numerical order. 66

Receiving and Depositing Cash This procedure is used by the mailroom and cash clerk to receive cash from a variety of sources and deposit it into the company bank account.

The Procedures:
Step-1: Receive Checks and Cash Through Mail (1). Enter todays date on a new copy of the Mailroom Remittance Sheet (2). Enter on the Sheet for each check received the check number, customer name, the city and state from which the payment was sent, and the amount paid. If cash is received, enter this amount in the Source if not check column. Enter the grand total of all checks and cash received at the bottom of the Sheet. Sign and date the Sheet. (3). Insert all checks and cash received, along with the completed Sheet and a remittance copy, in a locking interoffice mail pouch and have it couriered to the Cash Clerk. (4). When the courier returns with an initialed copy of the Sheet, showing evidence of receipt by the Cash Clerk, file it by date in a locking cabinet in the mailroom.

Step-2: Total and Record Cash (1). Open the interoffice mail pouch from the mailroom containing the daily checks and cash receipts. Initial the enclosed copy of the Mailroom Remittance Sheet and return it by courier to the mailroom. (2). Summarize all cash and checks received on an adding machine tape. (3). Enter all checks received on a deposit slip, as well as cash receipts in a lump sum. Verify that the deposit slip total and the adding machine tape total are the same. If not, recount the cash and checks.

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FINDINGS
_ In my report study I have to find out what is the existing accounting system in the company (ACME Tele Power Ltd), so I found out that company use accrual base accounting. _ The training aids used were helpful in improving the overall effectiveness of the training programmers. _ The objectives of the training programmes were broadly known to the respondents them. As well as the training is provide of the basic knowledge about the finance. _ I have knowledge about the finance department of acme. _ I m learning the process of the freight outward of the company and freight charging & bill passing learning of the step by step bill passing bill working after that make a grid merging of the transporter bill & after that entry in ram co software of the company that is called invoice of the bill so then making of the (uds) Updation in User Defined Service.

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Conclusion
Gone are the days when training was a 2 hour process on the first day of the job. Training has transformed from an add-on function to a core function of companies. It has become more of a science with systematic rules and formats guiding the companies on how to go about training and development. And that is the way it should be. Provides comprehensive passive infrastructure solutions to wireless telecom players both in India as well as overseas. Focusing on innovation and R&D, ATPL has developed a range of innovative products that help provide cost-effective, energyefficient, integrated, passive infrastructure solutions, to telecom companies. It should be borne in mind that the tool applied in the study to analysis the efficiency and effectiveness in financial management are most appropriate ones. The future would demand more from the employees as well as the companies in terms of productivity. New technology, multi-tasking, group culture, etc. will be more emphasized upon. This means training and development is going to be even more important, complex and rigorous. Companies already foresee this and are already in preparations to make their staff better equipped. On this we conclude our report with the following words Education ends with school but learning ends with life. Freight transportation is integral to increased economic development and improved quality of life. A thorough understanding of freight movement is key to enhancing these aspects of our region and in identifying ways to improve transportation system efficiency. Since the majority of freight is shipped by truck investment in highway and bridge projects should follow that modal choice. Rail and air are critical to some industries and have to be maintained albeit at a lower level of investment. In general, past and present TIP projects have benefited those corridors which have the highest freight volumes. The results of this study will assist the Northwest RPOs Transportation Advisory Committee in prioritizing projects on future TIPs and the Long Range Plan. 71

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SUGGESTIONS
Now I would like to give the suggestions speed up passing of bills, so that the company can pass more and more bills in the minimum time. First and foremost thing which consume more and more time for passing of bills in the whole process is the checking the raw material by quality department. So my suggestion is for quality department is to check the more and more raw material in the minimum time. So physical checking of raw material should be fast by the quality department. I m study of these company. Analysis that terms & condition working conditions of the employees that are ranking order is semantic forms treated as workers. So study about the department & plant . Take my advice, Dont get the bell curve in performance appraisals. It is one of the biggest blunders of the century and needs to stop now I assume you really are not aware of statistics when asked that question. The bell curve will do more harm than good in your hand. So leave it and try the 5 point system.

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LIMITATIONS
1. While making the project in Acme Telepower Ltd.. the main limitation that I faced was the secrecy adopted by the company in providing the information. 2. Time was the limitation while carrying the project. I had to complete the project in 45 days thus the project could have been better if more time was provided to me. 3. The respondents were too busy to provide me proper time that was required by me. 4. The trainees of one department were not allowed to go and interact with other department. 5. Because of time constraint sample size was the scope of the project in limited to the employee of the company only. 6. Because of the constraint sample size was restricted on 80.

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WEBLIOGRAPHY

1) WWW.ACMEtelepower.com 2) www.google.com 3} www.atpl.ac.in 4} hr@ ACME.in

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Annexure
Dear respondents, please give your valuable time and views to fill this questionnaire. We will be heartily thankful to you. Q.1) what is finance in your opinion? Q.2) what is the role of finance department in manufacturing industry? Q.3) Is it an important part of the organization? a) YES b) NO c) Cant Say

Q.4) Are you satisfied with the performance of finance department? a) YES b) NO c) Cant Say

Q.5).Rate the finance department of your company on the basis of their performance . a) Excellent b) V. Good c)Average d) Good e) Below Average f) Poor 79

Q.6) Rate the activities of finance department on 1- 10 scale. (10- Excellent, 1Poor)? a) Freight b) c. forms c) Reconciliation d) inventory e) Payment f) SOBI Q.7) Is the finance department able to meet the daily targets? a) Yes b) No c) Cant say Q8) Rate the financed officials according to their performance. a) Excellent b) V. Good c) Good d) Average e) Below Average f) Poor . Q.9) Is the department supportable to the organization? a) Yes b) No c) Cant say Q.10) what is the contribution of finance in the total growth of the organization? a) 25% b) 40% c) 60% d) above 75 Q.11) A good co- ordination among there officers in finance department a) YES b) NO c) Cant Say Q.12) Proper guidelines provided to the trainee a) YES b) NO c) Cant Say

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Q.13) Your organization considers training of finance as a part of organizational strategy. Do you agree with this statement? a) Strongly agree b) somewhat agree c) Agree d) Disagree Q.14) What mode of training method is normally used in your organization? a) Job rotation b) Conference / Discussion c) External training d) Programmed instruction e) All Q.15) Give your valuable suggestions to improve the performance of finance department?

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