Post on 04-Apr-2018
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CHAPTER 1
INTRODUCTION
1.1 BACKGROUND OF THE STUDY:
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1.1.1 General Introduction:
I have done my organization study program in Garuda Power Private
Limited as a part of the MBA curriculum with the objective of gaining
knowledge about the working of the company and systems that are
followed in the practical world. It gives the details about the various
departments of Garuda Power, Kolkata.
1.1.2 Need for the study:
As a part of the MBA curriculum, the student executive is required to
undertake an organization study program before the commencement of
the 2nd year of the course. The functions of the organization are dealt
with, only theoretically in the 1st year of the course. This internship
provides a practical exposure and helps in adapting to the practical work
situation.
1.1.3 Objectives of the study:
To analyze how the various functional departments work.
Have a balance between the theoretical and practical world of the
organization.
Perform SWOT analysis and understand the core competencies ofthe organization.
1.1.4 Scope of the study:
This project is prepared based on the information and guidance provided
by the organization and will give detailed information about each of their
departments and their position in the market.
To know how the organizations are working actually
To get the real professional world feel
As because we are studying MBA it will be very useful to us in
future when we will work in an organization.
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1.2 INDUSTRY PROFILE:
The diesel generator set market in India is a well organized and highly
competitive market. The diesel generator set market in India can be
broadly classified as small diesel generators (15-75 kVA), medium dieselgenerators (75.1 375 kVA) and large diesel generators (375.1 2000
kVA).The market witnessed steady growth rates in the last decade on
account of chronic power shortages and rapid growth across several
segments such as industries, infrastructure, telecommunication and
information technology (IT) and IT enabled services. The total market is
now estimated to grow steadily at a CAGR of about 10.1 percent in
revenue terms between 2009-2015.
1.2.1 ResearchOverview
This Frost & Sullivan research service titled Indian Diesel Generator Set
Market provides a comprehensive overview of the current market
environment for diesel generator sets in India as well as highlights and
explains the impact of market developments on future growth. The study
offers insights on industry challenges, market drivers, and market
restraints and determines their impact on the future market demand for
diesel generator sets. In this research, Frost & Sullivan's expert analysts
thoroughly examine the following market segments: 15 75 kVA, 75.1
375 kVA, 375.1 750 kVA, and 750.1 2,000 kVA.1.2.2 MarketOverview
Opportunities unfold as the Indian Diesel Generator Market Bounces
back to a high growth trajectory.
The Indian diesel generator set market is a well organized and highly
competitive space. The market can be broadly divided into three
segments namely the small diesel generators, medium diesel generators,
and large diesel generators. Chronic power shortages and prolific growth
in industries, infrastructure, telecommunication, information technologyand Information technology enabled services triggered market growth.
The total generator set market is now estimated to grow steadily. High
growth in the industrial sector and peak power deficit at about 15 percent
is expected to boost diesel generator set sales in India. With the
successful auction of 3G spectrum in May 2010, major telecom firms
such as Bharti, Reliance, and Aircel have made huge investment in
acquiring frequencies across major urban regions such as Mumbai and
Delhi, notes the analyst of this research service. New telecom towers
are expected to be added to accommodate the needs of 3G servicedeployment, creating a fresh wave of demand for diesel generator sets in
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the range of 15 30 kVA. The telecom sector was the key growth driver
for the small diesel generator set market in the recent past. The 15 75
kVA diesel generator set market witnessed a slight slowdown in the last
years on account of saturation in certain telecom circles which
necessitated several tower infrastructure firms to place their toweraddition plans on hold. However, with the advent of 3G services in 2010,
the small diesel generator market is expected revive and project high
growth rates.
Although market prospects look upbeat, there are some challenges
clouding the landscape. Import of low cost diesel generators and price
competition from the unorganized diesel generator suppliers are some of
the key restraints that are expected to curtail growth. Low-cost imports
from China have impacted the pricing trends of domestic manufacturers,causing erosion of profit margins, especially in the 15 75 kVA range.
The threat is likely to continue as several new entrants in this market are
expected to import diesel generators. With the hike in the global price of
crude oil, diesel prices are expected to rise significantly, thereby causing
huge losses to end users and necessitate shutdown of diesel based
generation. This will negatively impact the demand for new diesel
generators in the future.
The emission norms in India are being continuously updated to match
those in the European Union, says the analyst. As the new norms are
likely to be established in 2013, and major suppliers of the diesel
generator sets in India will have to upgrade the design of the engines to
conform to the new emission standards. This will entail substantial
investments and several technology transfer agreements with global
engine suppliers. Going forward, the degree of competition in 15-75 kVA
and 75.1-375 kVA is expected to increase significantly with several new
participants, both domestic and international suppliers, venturing into
these market segments. For participants in this space, product positioning
and service strategies that offer additional value added services will helpenhance business prospects.
1.2.3 Market Sectors
Expert Frost & Sullivan analysts thoroughly examine the following
market sectors in this research:
By Output Range
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- 15-75 kVA
- 75.1-375 kVA
- 375.1-750 kVA
- 750.1-2,000 kVA.
By End Use Vertical
- Telecom
- Large- and small-scale industries
- Hospitality
- Real estate
- Commercial and residential
- Hospitals and healthcare- Retail and restaurants
- Others
1.3 GARUDA POWER COMPANY PROFILE
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Name : Garuda Power Private Limited
Logo :
Incorporation date : 19.02.2009
Business started : 01.04.2009
Business : Limited Company
Industry : Power generation Industry
Brief Description : Garuda Power provides solutions for all
power need. They also provide on time delivery products, warranty claim
support, round-the-clock service and quick repairs.
Certification : ISO 9001:2000 compliant Company.
Core Business : Authorized dealer of Cummins
Chairman : B.S.Jayant
City of Origin :Kolkata, West Bengal, India
Asset Base : Rs 20+ crore
Employees : 450
Website : www.garudapower.com
Kolkata Business Unit
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Joka Indusrial Plaza, Diamond Harbour Road,
P.O. Joka, South 24th Parganas,Kol-700104
Ph No: 033-24380165
Asansol Business Unit
204/2, Ceramic Road, Ushagram, Asansol-713303Ph. No : 0341-2274169,2274023
Fax No: 091-0341-2275193
Siliguri Business Unit Alakananda,16 K.B. Chaudhary Sarani, Milanpally,
Siliguri-734405,Dist-Darjeeling Ph No: 9434041736
1.4 VISION & MISSION OF GARUDA POWER
VISION
To emerge as the most trusted, admired and sought-after world classinstitution and to be the most preferred destination for every customerand a place of pride for its employees.
MISSION
To provide product & services which consistently meet and exceedCustomers expectations at optimal cost, in time, and be leaders in
Electrical and mechanical service solutions.
The organization looks forward to the future with excitement and acommitment to bring greater benefits to customers.
1.5 OBJECTIVES OF GARUDA POWER
To pursue excellence in everything we do through co-creation with our
Customers. Our Goals shall converge to meet the following objectives
1.Provide the best value to our Customers for all our products and
Services.
2.Generate adequate Profits to ensure fair returns to all ourstakeholders, and investments for sustainable growth.
3. Promote ownership and excellence amongst our associates.
4. Promote a healthy environment.
1.6 GOALS OF GARUDA POWER
1. To achieve excellence in product delivery and services to meet
customer needs.
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2. To improve the quality of life of all stakeholders.
.
CHAPTER-2
ORGANISATIONAL
STRUCTURE
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2.1 CORPORATE ORGANISATION STRUCTURE
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Chairman
Vice Chairman
Managing Director
Director
Kolkata
Division 2
Director
Kolkata
Division 1
Director
Korba
Division
Director
Rouekela
Division
Director
Asansol Division
Head
Finance,
legal
Head
HRHead
Service
Head
CSE
Head
Parts
Head
Sales
Finance, legal
Managers
HR
Managers
Service
Managers
Sales
Managers
Parts
Managers
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2.2 DEPARTMENTAL ORGANIZATION STRUCTURE:
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Service department
Sales department
Human resource
department
Finance, legal
department
Garuda Power
Private Limited
Parts department
Finance,
legal
Executives
HR
Executives
Parts
Executives
Sales
Executives
CSE
Executives
Service
Executives
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2.3 AUTHORITY AND RESPONSIBILITY
2.3.1 Authority:
Authority is seen as the legitimate right of a person to exercise influence
or the legitimate right to make decisions, to carry out actions, and to
direct others. For example, managers expect to have the authority to
assign work, hire employees.
As part of Garuda Power, it has a formal authority system that depicts the
authority relationships between people and their work. Different types of
authority are found in this structure: line, staff, and functional authority.
Line authority is represented by the chain of command; an individual
positioned above another in the hierarchy has the right to make decisions,issue directives, and expect compliance from lower-level employees.
Staff authority is advisory authority; it takes the form of counsel, advice,
and recommendation. People with staff authority derive their power from
their expert knowledge and the legitimacy established in their
relationships with line managers. Functional authority allows managers to
direct specific processes, practices, or policies affecting people in other
departments; functional authority cuts across the hierarchical structure.
For example, the human resources department may create policies and
procedures related to promoting and hiring employees throughout theentire organization.
2.3.2 Delegation:
In order for managers to achieve goals in an efficient manner, part of their
work may be assigned to others. When work is delegated, tasks and
authority are transferred from one position to another within the
organization. The key to effective delegation of tasks is the transference
of decision-making authority and responsibility from one level of the
organization to the level to which the tasks have been delegated. In orderto effectively delegate work, some guidelines should be followed:
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Determine what each worker can most effectively accomplish; decide
whether the worker should just identify a problem or also propose a
solution; consider whether the person can handle the challenge of the
task; be clear in the objectives of the task;
Authority should be delegated in terms of expected results. Generally,
the more specific the goal, the easier it is to determine how much
authority someone needs. Delegation is an excellent professional
development tool so long as it expands a worker's expertise and growth.
Delegation can also compensate for a manager's weakness. A successful
team is developed by building on the strengths of its members.
2.3.3 Responsibility:
Responsibility is the obligation to accomplish the goals related to the
position and the organization. Managers, at no matter what level of theorganization, typically have the same basic responsibilities when it comes
to managing the work force: Direct employees toward objectives, oversee
the work effort of employees, deal with immediate problems, and report
on the progress of work to their superiors. Managers' primary
responsibilities are to examine tasks, problems, or opportunities in
relationship to the company's short-and long-range goals. They must be
quick to identify areas of potential problems, continually search for
solutions, and be alert to new opportunities and ways to take advantage of
the best ones. How effectively goals and objectives are accomplisheddepends on how well the company goals are broken down into jobs and
assignments and how well these are identified and communicated
throughout the organization.
The HOD delegates a part of his responsibilities to the managers,
who are responsible for the execution of orders and also
performance of the same.
The Senior Executives and Junior Executives function under
Manager according to the particular job description. These junior
executives have to carry out smaller tasks assigned to them by their
superior and report the same to the senior executives.
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CHAPTER 3
FUNCTIONALAREAS
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The organization has mainly four departments.
I. Service department
II. Sales department
III. Human resource departmentIV. Parts department
V. Finance, legal department
3.1 SERVICE DEPARTMENT
3.1.1 Recon & job work repairs
Recon engines, components & generator sets on exchange & sale.
Estimate based repairs & overhauling of engines & components.
Fuel pump & injector calibration.
Repairs of alternators & electrical accessories.
Swing/float engines support.
3.1.2 Repower & Replacement
Customized engine power packs for various applications.
Equipment support alliances.Information & technical support.
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3.1.3 Quick service
24 hour Field services :
Minor Repair (24 hour) & Major Repair(72 hour).
Free Service :
A/B/C/D schedule checks - For new & Recon engines.
Warranty Support:Max time to restore breakdown within 22 hours.
Max time to restore minor problem within 15 hours.
3.1.4 After sale services
Garuda power mainly provides three types of after sale services.
1. Warrenty service
2. Contract service
3. Courtesy or free service
Warranty service
In warranty service there are four mandatory services. These services are
called A check B check C check and D check.
A check has to be done within 50 hours of commissioning.
B check has to be done within 300 hours of working life or 6 months of
commissioning.
C check has to be done within 1500 hours of working life or 1 year ofcommissioning.
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D check has to be done within 1500 hours of working life or 2 years of
commissioning.
Warranty services also include
1. 30 months from date of dispatch2 24 months from date in service
3 5000 hrs of operation
If any problem occur after the mandatory warranty services then these
services are being provided.
Contract based services
Garuda Power Private Limited provides after sale contract based services.
The customer can contract with the company annually or monthly. Thecompany will provide service according to the contract the customer
enters. These services are paid services.
Annual maintenance contract
AMC is performed through Garuda power in three different packages to
allow the customer to choose the right on depending on the customers
service need. These requirements of various customers are have been
perfected over years of experience in the field. The customer may choose
any package from the following option.Silver AMC
Gold AMC
Platinum AMC
Silver AMC
The silver AMC is the base Annual Maintenance Contract designed
provide value to those customers who are looking to outsource their
preventive maintenance to professionals. The customer will enjoy the
benefit like 24*7 supports. Service preference; break down calls on costfree basis, training of ground stuff, technical updates. Besides these
benefits comprehensive service checks will be carried out at specified
intervals.
Gold AMC
The gold AMC additionally offers visits by experts for the engines under
contract repairs of selected critical systems and minor health checks over
the silver AMC benefits.
Platinum AMC
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The Platinum AMC offers real one stop solution to all Generator
Service needs which include special repairs ,comprehensive health
checks, special audits apart from special assistance in case of break down.
These services are in addition to the Gold AMC.
Courtesy or free service
The company sometimes gives courtesy or free service to the major
clients. It works as marketing of the company.
3.1.5 Benefits of AMC
One stop solution
Unique option to avail maintenance for generator set , panels.
Break down calls
Free break down calls to cover all emergency needs.
Expert visit
Trained and experienced engineers visit for sincere consultation or
support.
Emergency back up
Assistance in rental power to meet temporary power needs.
Emergency service
On call 24*7 supports.
Free health check
Complete check at specified intervals.
Professional maintenance
Maintained and serviced by Cummins trained and certified engineers.
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3.1.6 Roles and responsibilities
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SPC
- Non-Technical / Technical
Call receive
Call registration
Service Event UpdationTaking customer Feedback
Service event Closing
Service
Advisor
Technical Person
Act like floor Manager
Service event planning after
discussion with Customer and
Service engineer
Service engineer allocation to
the service event
Service event monitoring
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3.1.7 Service Delivery Strategy
3.1.8 Service Marketing
Garuda Power does not do marketing for Cummins products. So it does
not have any marketing department. But by its good service delivery
system and customer relationships, it created market for Cumminss
products in West Bengal.
There are mainly three types of customer.
1. Promotes
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Service
Manage
r
-Technical Person
Responsible for dealer total
service supportMeeting customers
Service gap analysis & action
planning
NPS improvement activity
Coach for Service engineer,
service advisor& SPC.
Commitment to Customers within one Hour of Service Call about Service
Engineer Assignment.
Engineer deputation & on-Service job within 24 Hrs MAX.
Closure of SRN within 48 Hrs of call.
Visibility to every Service Event.
Proactive updates on Service events to Customers.
Trigger escalations within the system before Customer escalates.
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2. Passives3. Detractors
The Net Promoter Score (NPS) is a measure of customer loyalty.
NPS is a simple way to create a clear measure of a company'sperformance in its customers' eyes.
Loyal customer are classified as promoters, while non-loyal
customers are classified as detractors.
NPS also creates a link between the quality of a company's
customer relationships and its profitable growth.
NPS suggests one question to assess loyalty:
Question: How likely are you to recommend Cummins to a friend or
colleague?
10 9 8 7 6 5 4 3 2 1 0
Promoters Passives Detractors
Example of customer rating of Garuda Power over a year.
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Promoters
Promoters may pay
price premiums,
devote greatershare of wallet,
and create advocacy.
Passives
Passives may switch
for convenience ora more competitive offer.
Detractors
May create negative
word-of-mouth andswitch to competition.
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R a t i n g 0 1 2 3 4 5 6 7 8 9 1 0 T o t a
C u s t o m e r s3 2 2 4 3 2 1 2 0 3 5 6 8 2 7 8 1 2 6 6
I n % 1 % 1 % 1 % 2 % 1 % 8 % 8 % 1 3 % 2 6 % 1 0 % 3 0 %
L i k e l y t o r e c o m m e n d
2 2 % D e t r a c t o r s 3 9 % P a 4 0 % P r o
Promoters can be created by balancing relationship and operational
excellence.
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R
E
L
A
T
I
O
N
S
H
I
P
Promoter
Loyal customers who
repurchase and are
willing to pay more
Collaborate for
win
Overcome
inconveniences
Recognize value
Passive
Customers purchase
based on trust despite
offering
Purchase on
personal
relationships
Sensitive to
competition
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Relationship + Operational Excellence = Promoter
3.1.9 Approach to Service Delivery Process
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O P E R A T I O N A L E X C E L L E N C E
Detractor
Customers view
products and services
as commodity
Price sensitive
Deal dependent
Passive
Customers purchase
based on offering
despite trust
Purchase on
function
Sensitive to
competition
Issue SRN on Call by SPC
Transfer SRN to FSEM
system for NON
Warranty Engine
1.Engine
2.Breakdown Calls
3.Update of status Call
Transfer SRN to MTTR
system for Warranty
Engine
1.PM Calls
2. Breakdown Calls
3.Update of status Call
Customer
Communication
by
Phone/SMS
Customer
communication
by
Phone/SMS
Customer
Calls to SPC
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Closing the loop
Closing the Loop is the process that drives internal improvement
beginning with customer feedback and ending with communication back
to the customer.
Survey
Follow-up call Improvements
Communication back to customer
The Closed Loop process applies to all three categories of customers.
Detractor Customers are the only alerts that must receive a follow-up call:
ForALL detractor customers who score 0 to 6
ForPassive customers who score 7 or 8
ForPromoter customers who score 9 or 10 (recommended)
3.1.10 Customer Service Experience
Everything speaks.........communicates
All these aspects i.e. Appearance, Behavior and Communication
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AppearanceBehaviour
Communication
Issue resolution & Closing of
SRN.
Service Escalation Process
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ensure Customers Loyalty ( 9-10).
Communication: (Pre event/ During event/ Post event)
All these aspects i.e. Appearance, Behavior and Communication
ensures Customers Loyalty ( 9-10).
Garuda Power supports customers through
Parts & Consumables for all Cummins engines.
Genuine parts & Consumables.
Filters & exhaust products.
Turbocharger spares.
Lube oil & lubricants.
Alternator spares.
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Service
delivery
process
Escalation
process
Commonservice
delivery
system
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3.1.11 Customer service (Dos and Donts)
Dos
If customer is calling other than SPC, take details and educate
customer to call SPC next time.
Service Engineers should carry required tools as per the problem
stated by the customer.
Always visit with prior appointment with the customer.
If getting late in reaching customer site, inform SA for the same.
Always discuss with the customer before leaving the site
SA should put the discussion detail with customer in the system.
SA should promise the realistic time for SE visit.
Keep a track of service event pending for parts availability
Donts
Never over commit to customers.
Never miss guide the customer.
Never go to customer site without preparation.
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Parts ordering
system linked
with serviceevent
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Never argue with customer.
Never visit customer site without discussing with SA.
Never miss to inform SPC for Customer calls.
Never leave the customer site without discussion with the
customer.
Never attend any personal phone call while doing the job.
3.2 SALES DEPARTMENT
Sales are under the control of the general manager, to whom the sales
manager reports. The sales manager is, of course, in direct charge of all
activities of the sales department. It is not unusual for one of the chief
executives of a company to be in general charge of sale
3.2.1 Personnel of sales department
The personnel of the sales department in Garuda Power consist of a
general sales manager, an assistant sales manager, branch sales manager,
and sales correspondents. The various titles are explanatory of the
positions.
An efficient sales manager should possess, among other characteristics :the art of personal , contacts, the ability to make quick and easy
adjustments to other personalities ; executive ability, especially in
handling men and in office management ; a reasonable amount of selling
experience; a knowledge of human nature and ability to size up men; and
the ability to organize, instruct and direct others in various sales
activities. It is seldom that a sales manager possesses all these qualities in
a marked degree, but a reasonable combination of them is often found.
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3.2.2 Functions of sales management
The chief functions of sales management are:
Determining sales quotas, providing bonuses and prizes,
conducting sales contests and special sales campaigns.
Preparing, or directing the preparation of, sales manuals, or
salesmen's handbooks, giving detailed information about the
company, the products, and the sales principles and methods
involved in selling.
Cooperating with the Service department in the matter of service
and reporting their reaction on dealers and consumers.
Conducting, or arranging for, special market surveys and analyses
of territories with a view to discovering new markets for the goods
or new methods of developing old markets.
3.2.3 The sales promotion department
Sales taken over and carried on in greater detail by a separate division of
sales, called the sales-promotion department. Supervision is in the hands
of an executive or department head usually designated as the sales-
promotion manager.
Sometimes he reports to the sales manager, probably more often to theadvertising manager, and frequently he is coordinate with them, reporting
directly to the president, general manager or vice-president in charge of
sales. There is such a strong tendency in this direction that we discuss
here in some detail sales promotion as a separate activity, despite the fact
that to do so involves some repetition.
3.2.4 Functions of sales promotion
The functions of sales promotion considered as a separate department of a
business are:
Prospecting territories by investigating and preparing reports upon
selected cities, counties, states, or regions, giving the physical
layout, transportation facilities, financial resources, population and
general market possibilities.
Prospecting individual buyers or logical customers by investigating
and classifying them according to needs, occupations, fitness,
financial standing, purchasing power, buying habits and locations.
Making specific market surveys and analyses, securing detailedand authoritative information regarding the quantities of products
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sold in given area, the satisfaction given and sales problems
involved, selling methods, and the probable capacity of that market
to absorb more products. Statistical reports, charts and graphs of
these surveys are prepared and used as a basis for organizing or
reorganizing sales forces, adjusting territories, fixing sales quotas,and finding and developing new markets for the products.
3.3HUMAN RESOURCE DEPARTMENT
3.3.1Talent acquisition
It is a process of getting the right person for the right job at the right time,
which is done through the following steps:
a)Man power planning
Man power planning or personal planning in an organization is evaluating
the current man power in the organization and then determining the
number of employees further required for the different positions, and then
plans as to how the organization should go about acquiring the required
number of employees for the various positions. At Garuda Power the
manpower planning is done based on the future plans and prospective
growth of the organization.
b)Recruitment
It is the process of discovering and selecting the sources of manpower,
and then attracting them to the organization. Recruitment can be done in
house or outsourced. The organization classifies its employees as off rolls
and on rolls.
The process of attracting people to apply is called recruitment.
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The need for recruitment arises out of the following situation.
1. Vacancies due to transfer, promotion, retirement,
termination, permanent disability, or death.
2. Creation of vacancies due to expansion, diversification,growth or job reclassification.
Recruitment methods of Garuda Power
Employment Agencies
The organization mainly recruit from private employment agencies. The
Garuda power private limited recruit from ABC Consultants which
provides a list of suitable candidates whenever they need. The
organization mainly take help from private employment agencies when
they need a bunch of candidates. In final selection process the
representatives also sit on the interview panel .But final decision are
taken by the representatives of Garuda Power.
News paper advertisements
The organization mainly recruits from news paper advertisements. In
news paper advertisements the organization specify their requirements
about the candidate. The date and time and place of walk in interview are
also be specified in the ads. The interested candidates come in the
organization with their cv at date specified date and time. Then the
candidates face group interview. Then if all the interview board members
think that the candidate is suitable for the organization then the candidate
is being selected .The candidates certificates , mark sheets ,address proof
are being verified.
Casual applications
Garuda Power receives self solicited applications seeking suitable
opportunities. Garuda power maintain a file of such applications andwhenever a position opens they may call from the applicants. But this
happens in rare case. Mainly Garuda Power rely on ABC Consultants.
Word of Mouth
This can be done by individual existing employee of Garuda Power
Private Limited. This is economical. So Garuda Power sometimes recruit
by this process.
c)Selection
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It is the process of selecting the right person for the right job. At Garuda
Power, the process followed is as follows.
Selection Process
Receiving of Application Forms
Screening the Applications
Calling the short listed candidates for interviews
Functional interview with the manager
Short listed candidates go through an HR interview
Candidates who pass through the HR round are selected for the respective post
d)Placement
Once the candidate is selected he/she is placed for the respective position
and the offer letter is sent to him/her through mail.
3.3.2 Induction , Orientation and training
Once the employee is placed for the respective post and he/she has
receive the offer letter the joining date has to be confirmed based on
which the induction is planned.
Induction
As per the date scheduled, employees called for the induction. On Rolls:
For the On Rolls, induction happens in office. If the employees executiveor senior executive induction would consists of welcoming the new
employee on board, then the HR manager would give the employee a
presentation on the company, background and history, a brief insight into
the various departments of the company, the work culture and the policies
at the work place after which the feedback would be taken for the HR
induction.
After the completion of the HR induction the employee would beinducted on the various departments in detain by the respective people
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from the various departments. This will also contain an in depth insight
into the department with which the employee would be working. The
induction would be scheduled across a period of one week in the
department for which the employee would be working across 3-5 days
based on requirement. The employee is then asked to fill a feedback form.This brings the employee to the end of the induction program.
After the induction is completed he/she takes on the duty and starts
working as a full fledged employee of Garuda Power. During the course
of induction the joining formalities are completed which includes,
Giving the joining kit consisting of the joining forms, employee
hand book CD, a scribbling pad and a pencil.
Filling of the joining forms by the employee which includes thefollowing forms.
1. Employee application form
2. Joining report
3. Application for medical claim, ID card, Nomination and declaration
form,
4. Bank account opening form.Orientation
Once the induction is completed orientation happens which is nothing buton the job training.
Training
Objective of training
The basic objective of training is to establish a match between employee
and his job. This training is designed to improve knowledge, skill and
attitude and thus, equip the individual to be more effective in his present
job or prepare him for a future assignment.
Training can not entirely substitute experience, but it has certain definite
advantage over it.
Training unlike experience can shorten the training the time
required to reach maximum efficiency.
Cost of training is much less than the cost of gaining experience,
particularly if one is dealing with expensive equipment.
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The results of experience can sometimes be accidental, particularly
when experience depends solely on trial and error.
The element of predictability is far less when compared to the
outcome of a well convinced and conducted training program.
Training thus provides certain advantages which are not available by
learning through experience.
As far as identifying training needs by the company Garuda Power
Private Limited considers the following factors.
1. Level and rapidity of technological and administrative changes.
2. Level of individual and group performance.
3. Changing organizational structure.Selected candidates of the Garuda Power Pvt Limited are compulsorily
trained by Cummins in Pune for one month. In the service period also the
employee can be asked to go to Pune and get training. As because Garuda
power is a service based company the employees are required to be
thoroughly upgraded about the new technological changes the Cummins
made.
3.3.3 Performance appraisal
Performance appraisal is the method of judging the relative ability of an
individual employee in performing his task. The appraisal can help
identify a better worker from a poor one.
Performance appraisal is one of the most important roles of a manager or
a supervisor to motivate, encourage, build, train, reinforce and modify
behavior of his subordinates.
Objective of performance appraisal from management point of view
1. To determine salary increments.
2. To identify training and development efforts.
3.To facilitate organizational planning in the areas of planning
placement according to suitability, promotion, transfer, demotion or
termination etc.
4. Evaluate subordinates correctly.
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5. To maintain discipline and help in creating a desirable culture and
tradition in the organization.
Objective of performance appraisal from employees point of view
1. Help the employees to overcome he is weakness and improve hisstrengths and thus enable him to improve his performance.
2. Provide inputs to system of rewards (comprising salary increments,
appreciation, additional responsibility, promotion etc.)and salary
administration.
Methods of performance appraisal in Garuda Power
Score card
This method of appraising performance is easy to construct, understand
and use. In score card method quantity of work, quality of work, job
knowledge, dependability, attitude of an employee are being measured. In
this method the element of subjectivity is very high. Though numbers are
involved they may generate an illusion of accuracy. This method
facilitate supervisor to evaluate employees as well as employees to
improve their performance in better way. Garuda Power gives promotion
to their employees on basis of this score card. This performance is
reviewed once in a year.
Review process has the following ratings.
DESCRIPTION RATING
Exceeds expectation- has exceeded more than the required
objectives and target sets.
5
Above expectation- has exceeded some of the required
objectives and target sets.
4
Meets expectation- has met the required objectives andtarget sets.
3
Does not meet expectation- has met some of the required
objectives and target sets.
2
Below expectation- has not met many of the required
objectives and target sets.
1
3.3.4 Promotion
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Promotion is the upward reassignment of an individual in an
organizations hierarchy, accompanied by increased responsibilities,
enhanced status and with increased income. One of the major reasons
leading to promotion is the growth of business.
Reason for promotion
1. One of the major reasons leading to promotion is a growth of
business. Under these circumstances, it becomes necessary for an
organization to create new jobs and promote some of the existing
employees to position of greater responsibility.
2. A promotion also constitutes recognition of a job well done. The
effective performance of a job is a reflection of the employees
commitment to work, and the promotion becomes a reward for his
service to the organization. It serves to enhance job satisfaction,loyalty to the organization and to create a sense of belonging of an
employee.
3. Most employees are not interested in working in a dead end job.
Not getting an opportunity to move upward in the hierarchy can
prove to be a major demotivating force to employees, leading to a
decision to dissociate from the organization. Under these
circumstances, promotion becomes a strategic move to retain an
employee, particularly if he/she is a good performer.
Analysis for promotion
Performing present duties well enough to justify a promotion.
Experienced and qualified to do at least a part of the new job.
Willing to hand over current responsibilities to a new person.
Enthusiastic about taking on a new role.
Familiar with the new positions responsibilities and priorities.
Proficient in the interpersonal skills necessary to work with others
in a new role.
Adequately trained or willing to accept the new role.
Prepare to bow out gracefully if the promotion does not work out
as planned.
3.3.5 Compensation
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Compensation package consist of two kinds of payments during
employment and after employment
During Employment package
It basically consists of four components
1. The basic salary
2. Cash allowances
3. Bonus
4. Perquisites
The basic salary
Basic salary is worked out on the basis of job evaluation and is adjusted
either because of reclassification or changes in the cost of living. Basic
salary is a range with top and base clearly. An increment is simply a
constant addition in the basic salary as a reward for work done according
to expectation.
Allowance
Some allowances Garuda Power is providing are
Dearness allowance
House rent
Travel allowance Daily allowance (in case of outstation travel)
Bonus
This payment is gesture of goodwill over and above the regular wages. It
amounts 8.33 percent of basic salary of one month.
Perquisites
Perquisites are those benefits that do not usually come in the form of cash
but are provided to maintain certain needs and status of the employee andthe image of the organization.
The perquisites of Garuda Power includes
Car loan
House loan
Paid holidays
Reimbursement of the cost of childrens education
Some other compensations for Garuda Power employees are
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Accidental Insurance
Health benefit(Medical claim)
Compensation after employment
Once the employee has left the organization either voluntarily or onsuperannuation, he can continue to draw certain kinds of benefits
from it.
These are in the form of
Pension
Gratuity
Limited medical facilities
These compensation packages are agreed upon the time of employment.
3.3.6 Facilities
Garuda powers employees are facilitates with
Transport facilities
Canteen
Telephone bills
Garuda Power and Airtel India are connected with yearly contract. The
Airtel sim cards are provided to the employees of Garuda power. But the
free phone calls are restricted with hours limit.
3.3.7 Employee Relation
This is nothing but grievances of the employees are related to the work
rules and regulation, policy and procedure, health and safety regulations,
past practices, changing the cultural norms unilaterally, individual
victimization, salary bonus etc .Here the attitude on the part of
management in their effort to understand the problems of the employees
and resolve the issues amicably have better probability to maintain a
culture of high performance. Effective grievance handling is an essential
part of cultivating good employee relations and running a fair, successful
and productive work place. Positive employee relations are two-way
street. Both sides must give a little and try to work together. At,Garuda
Power the HR department handles the employee grievances through an
open door policy. If there are any complaints, they should report it to the
HR Department, who will further look into the matter and try solving it to
the best of their ability. If the complaint is beyond the control of HR
department, the matter will move up to the respective higher authorities
for review.
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3.4 PARTS DEPARTMENT
It is a department which looks after need and supply of parts(spare). It
keeps an account of list of requirements for example diesel generators,
engine parts, spare parts and other supporting equipments.
The spare parts department is a key segment and profit centre of the
dealership operation. There are certain prime reasons which attributes to
such identification:
The dealership has 100% equity in paid for spare parts.
Investment in parts inventory represents about one third of the
dealership's working capital.
25 to 30% of the dealership's gross profit comes from parts and
accessories sales.
Spare parts segment plays a very important part in the customer's
acceptance of the dealership as a place to buy not only spare parts but the
product itself.
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Periodic review and evaluation (weekly, monthly, quarterly, year end) of
spare parts department can provide significant information for the
management in strengthening the spare parts department's performance.
The following action suggested may be helpful in this regard, as they can
provide the management with factual decision supporting information.
Observe the counter salesman in action.
Sample check inventory records.
Review sales and profit levels vs. objectives.
Review monthly turnover rate.
Review ordering procedure.
Review expenses.
Review parts catalogue and price lists.
Review annual physical inventory results.
It may be worthwhile mentioning here about part inventory procedures
and evaluation of spare parts manager if the total operation is being
managed by him.
After all parts & accessories are counted, the quality, location and
description should be compared and recorded on each inventory control
sheet.
3.4.1 Serving the Service Department
The service department is the parts department's best single customer. It
is important that dealership management establishes a policy, which
supports close coordination between these two important profit-centre
departments.
This coordination should include the opportunity for the parts manager to
review requests for parts with the mechanic or service manager. This will
help ensure greater understanding and permit suggesting additional parts
to be included in the repair job.
This practice will help increase sales and profits for both departments.
This policy should clearly establish that close observance of the
following guidelines is basic to serving the shop:
1. Provide fast service to the mechanic or the service manager. Avoid
keeping them waiting. Time lost in waiting for parts costs the dealership
in terms of loss of the customer and reduced shop productivity.
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2. Anticipate the mechanics' major needs for routine jobs. Whenever
practical, encourage mechanics to prepare repair orders "in advance" so
that they can be reviewed and the parts are identified and available for
immediate pick-up when needed.
3. Work closely with the service manager in arranging for and capitalizing
on parts and service promotions.
3.4.2 Serving the Sales Department
The parts manager in the dealership will have numerous opportunities
to provide support to the sales department. For this reason, it is
important that management policy fosters close co-operation between
the parts manager and sales personnel. Areas where such cooperationwill payoff, include:
Providing prospects with literature on products they are interested in.
Talking with prospects about parts availability.
Supplying parts and accessories for sale on new and used products.
Selling items when sales personnel are not available.
Advising sales personnel on equipment for which parts are hard to get
so that they can consider this in appraising trade-ins.
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3.4.3 Housekeeping
A well-kept and orderly parts department can attract a strong customer
interest. Management policy should direct the parts manager to maintain
the appearance of the department through daily clean-up of the parts ondisplay and sales area.
Further, the housekeeping policy should encourage suggestions from the
parts manager for improvements in department appearance, fixtures,
displays, and in storage of heavy, odd shaped and flexible items.
Regular inspection of the Parts Department by dealership management
will help ensure continued good housekeeping.
3.4.4 Control Obsolescence
Parts that become obsolete represent dealership rupees that are not
working. Obsolescence is bound to creep into spare parts inventory to
some extent. Dealership management can improve the parts turnover rate
and minimize obsolescence by adopting policies like:
Careful ordering.
Regular use of the monthly stock ordering program Getting an advance deposit from customers against special order of
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parts.
By considering the parts not sold at retail for the last two years as 100%
obsolete and having a dialogue with principal to accept the non-moving
parts.
Special sales effort to liquidate the surplus parts by offering specialdiscount at counter or to trade.
3.4.5 Engines
Cummins power generation equipments
Cummins power generators
Cummins diesel units
Cummins natural gas units
Cummins industrial diesel units
Diesel engine spare parts
3.4.6 Spare Parts
Diesels Plus carry a wide range of spare parts in stock for our range of
engines, equipment and generating sets supplied.
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Alternators:
Mecc Alte
Stamford
Leroy Somer
Control System:
Deep Sea
Deif
Mitsubishi
Filter Systems:
Donaldson
Mann & Hummel
Electrical:
Bosch
Iskra
Fuel Injection:
Bosc
3.4.7 Proposed Maintenance & Inspection Program
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All employee based on
requirement
Licensing
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Hazard, Accident reporting and investigation- Why?
Prevent future incidents (leading to accidents).
Identify and eliminate hazards.
Expose deficiencies in process and/or equipment. Maintain worker morale.
43
Safety
programs
Inspection
Rigging
Safe
Operation
Maintenanc
e
Initial Inspection
Daily Inspection
Periodic Inspection
Third party Inspection
Safety practices
Vertical lifting
Safe operating distance
Rigging process approval
Periodic checking system
System to establish end
of life
Preventive & Corrective
Maintenance
End of Life period
Breakdown & cost analysis
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The rule requires to investigate serious accidents.
Garuda Power will lose money when regular work stops.
At Risk
An employee is working on site at a risk.
3.5 FINANCE AND LEGAL DEPARTMENT
3.5.A Finance Activities
They are responsible for payment to Cummins, verification of stock
status, evaluation of financial data, auditing, tracking profit and loss of
outlets, coordinating with sales tax authorities, providing finance for
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Purchasing assistance
Accounts receivable and accounts payable
3.5.A.3 Financial Reporting
The Financial reporting section of the department workflow is aimed at
generating and providing financial reports to company's departments and
outside institutions to ensure legal compliance with state requirements.
The Financial reporting section also reconciles the accounts of the
company and reports current status of all operations and translations
made during reporting period. The company owners and The Board of
Directors use analytical reports to ensure that the deals with current
contractors of the company are properly calculated and handled.
3.5.A.4 Internal Audit
They conduct regular physical audit and check for any business
malpractices and misuse of property. Its objectives are to examine,
evaluate, and make reports on the adequacy of the internal controls for
proper functioning of the departments. They are granted full and
complete access to all corporate and franchisee manuals and
computerized records, physical properties and personnel relevant to an
audit or review without any prior notice or information.
They visit outlets and check if everything is in place and the outlets arebeing run as per the set standards. If gaps are noticed, then the Head of
the Department are intimated through mail as to what is wrong.
3.5.B Legal Activities
Law department is responsible for providing legal services and advice to
the company, its divisions and employees. The department office faces a
great number of different legal matters. These matters include: business
development, contract management, real estate transactions, customer
claims against the company for product damages and defects, litigation,employment law, sales and leases matters, debt collection, bankruptcy,
case prosecution, and much more. All these activities create the workflow
of Legal department. If to look at the workflow in whole, the following
main functions of the legal department can seen:
Providing legal advice and guidance.
Prosecution of cases in courts and litigation management.
Documentation preparation and drafting.
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3.5.B.1 Providing legal advice and guidance
This is a core function of Legal department. During the company's
everyday life, there are a lot of legal issues which require qualified
advice from Lawyers and Legal Advisors. This is about giving advice
for resolving such issues as sales, purchasing, customer support,
partnership, licensing, and other. The implementation of the function is
based on the following activities the department concerns:
Giving advice to the company, its divisions and employees on
matters of law and legal protection.
Keeping company activities in strict compliance with newlegislation.
Representing company in all meetings, conferences and public
events.
3.5.B.2 Prosecution of cases in courts and litigation management
Legal department represents and defends the company interests and its
employees in courts and government bodies. The department initiates
litigation in case of court examinations, and the legal staff members areresponsible for creating and enforcing ordinances and gathering existing
claims in favour of the company. This function is fulfilled by the
following activities:
Preparation of protocols, claims and counter-claims to courts
Representation of company in courts
Protection of company's rights and interests in judicial sittings
3.5.B.3 Documentation preparation and drafting
This function concerns legal part of document management. Law
department is responsible for drafting documents in forms which do not
contradict or infringe existing legislation, both local and international (if
company conducts oversees activities). The fulfillment of this function
is based upon the following activities:
Creation of legal documentation requirements.
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Drafting and approving document layouts.
Complying documentation with existing agreements and
legislation.
.
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SWOT ANALYSIS
4.1 STRENGTH AND WEAKNESS:
Strengths
1) Fast and quick service.
2) Majority of the employees are young and dynamic.
3) Garuda has a good relationship with the customers.
4) Garuda Power is the only the authorized dealers of Cumminssproducts in total east India. It has huge market there.
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Weakness
1) It has to depend on Cumminss products. Cummins will set the
product prize. Customer delight will be more on Cummins than
Garuda Power.
2) Targets very small number of persons.
3) Prices are high for the service they provide.
4) Transporting big engines is very costly.
5) Lack of proper marketing about their service
4.2 OPPORTUNITIES AND THREATS
Opportunities
1) As there are few players, Garuda Power has wide market availability.
3) Open option of venturing into other potential cities.
4) As of now there is no big competitor for Garuda Power in West
Bengal.
5) Number of factories is increasing rapidly. So the demand for the
engines also increased.
Threats
1) Many players have entered in service based dealership for other
power companies.
2) Cumminss future dealership policy may act as a threat in future .
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CHAPTER 5
OBSERVATIONS,
SUGGESTIONS
&
CONCLUSION
5.1 MAJOR FINDINGS
During the internship period, different functions of the different
departments to the organization were learnt. It was found that the Service,
Human resource and finance departments play an important role. Through
interaction with the employees, their functions at various levels of the
organization were found.
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The various departments have the responsibility to ensure that their team
has achieved the set targets and motivate them in excelling in their skills.
5.2 SUGGESTIONS
The management of the company can perform its functions moreefficiently to utilize the resources to achieve the goals of the
organization.
The Human Resource department can come up with innovative
motivational policy to encourage employees.
A lot of paper is used for documentation and other purposes. This
can be reduced and compensated by electronic documentation.
5.3 CONCLUSION
This internship is the first major industrial exposure wherein we got an
overall view of the company. We found out about the management
hierarchy, basic departments and the layout which enhanced our
managerial knowledge.
Garuda Power provided me with a platform to understand how exactly
service units work and how to maintain customer relations.
The companys excellent service delivery system have made them
successful in their area. There has been a rapid growth of the
organization.
5.4 BIBLIOGRAPHY
www.garudapower.com
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