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Marathwada Shikshan Prasarak Mandal’s
Deogiri Institute of Engineering and Management Studies, Aurangabad
A
Summer Training Project Report
On
“ADITYA BIRLA MINACS ”
Submitted by
Mr. Jadhav amol gulabrao.
Roll no.Hr-20
MBA III semester
Batch 2011-2013
In partial fulfilment of the completion of the course of
MASTER OF BUSINESS ADMINISTRATION
Of
Dr.Babasaheb Ambedkar Marathwada University, Aurangabad
1
Marathwada Shikshan Prasarak Mandal’s
Deogiri Institute of Engineering and Management Studies, Aurangabad
A
Summer Training Project Report
On
“ADITYA BIRLA MINACS ”Submitted by
Mr. Jadhav amol gulabrao.
Roll no.Hr-20
MBA III semester
Batch 2011-2013
In partial fulfilment of the completion of the course of
MASTER OF BUSINESS ADMINISTRATION
Of
Dr.Babasaheb Ambedkar Marathwada University, Aurangabad
Prof. Rushina khan Prof. Vaishali Raodev Dr.UlhasShiurkar
Project guide HOD Director
2
Acknowledgement
I, Jadhav amol gulabrao thanks to my project guide abdul kadir of aditya birla minacs. His expertise was invaluable during each step of the project from narrowing the scope of the research to theoretical development and analysis.
I also thank Prof. Rushina khan (Guide), Prof. Vaishali Raodeo (H.O.D) and Dr. Ulhas Shiurkar (Director), Deogiri Institute of Engineering and Management Studies, Aurangabad for encouraging and guiding me through the training project.
Mr. Jadhav amol gulabrao
Roll no. F-30
MBA III semester
Batch 2011-2013
3
Certificate
This is to certify that, Jadhav amol gulabrao, is a student of Deogiri Institute of Management Studies, Aurangabad Batch 2011-2013 have duly completed the Summer training Project (CP- 304) Titled “B. G. Rubber products pvt Ltd” and had submitted satisfactory report to Dr. Babasaheb Am.0bedkar Marathwada University, Aurangabad in partial fulfilment of Master of Business Administration course 2011-2013.
We wish him all the best for future Endeavour.
Prof. Rushina khan Prof. Vaishali Raodev Dr.Ulhas Shiurkar
Project guide HOD Director
4
Declaration
I hereby declare that I have formed, completed and
written the Summer Training Project entitled “aditya
birla minacs”. It has not been previously submitted for
the basis of the award of any degree or other similar title
for any other university.
Place: Aurangabad Name of the student
Date: Mr. Jadhav amol gulabrao
5
Contents at a glance
Sr. No. Particulars Page
No.
1 Executive summary
2 Objective & Scope of the project
3 Introduction Company profile
4 vision mission of the company
5 Products
6 Achievement & award
6 Data analysis
7 Study of various department
8 S.w.o.t analysis
9 Conclusion
Bibliography
7
Excutive summary
In-plant training is a project for management student to do the overall study of
any particular organization and analyzing its all the function, activities and all things
which are supporting for running that organization. The meaning of In-plant is very clear
in that particular name “IN-PLANT" means within a plant.
Training in any public, private or limited company for 45 days. Any student
while studying of MBA he or she learns all theoretical knowledge about the organization,
but in practically what exactly happen in that organization, it is also important. In-plant
gives the practical knowledge to student and with the help of that knowledge student gets
the exact idea about corporate culture and life.
During the in-plant training, student should visit that particular organization;
collect all the essential information of each and every department and analyzing the
information in to systematic format. In organization each and every department policy,
role and responsibilities are different. Employee must work properly then that
organization can run successfully.
In this Training students are getting the knowledge about the entire department
how the co-ordination of it with each other. so, this In-plant training is very important for
each and every management student.
I choose, my in-plant training, because of -one of the leading company in
industry .I learn lot of things in my training, which are help to me in my future. In my in-
plant training I had study overall departments of -which departments are mentioned detail
in this report.
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SCOPE OF STUDY:
1. To get insight with the company working style.
2. Interaction with the management people to learn about latest prevailing in
corporate sector.
3. To get acquainted with the work culture in an industry.
4. Obtaining in depth knowledge about the functioning of each and every department
of ABM
5. To learn about corporate and management ethics.
6. To learn about all the department relationship and their co-ordination of work.
7. To acquire different managerial skills required for getting the work done from
others.
8. It is platform for performance of one’s role in actual organization.
LIMITATION OF STUDY
There is certain limitation in this in-plant training, because all the things are not
disclosed by organization.
1. It is not possible to obtain some confidential data from the organization.
2. We can’t learn each and every factor of departments in organization.
3. Company did not provide details information about the financial department.
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ADITYA BIRLA GROUP
INTRODUCTION
The Aditya Birla Group is an Indian multinational conglomerate corporation
headquartered in Mumbai, India. It operates in 33 countries with more than 133,000
employees worldwide. The group has diversified business interests and is dominant
player in all the sectors in which it operates such as viscose staple fibre, metals, cement,
viscose filament yarn, branded apparel, carbon black, chemicals, fertilisers, insulators,
financial services, telecom, BPO and IT services.
The Aditya Birla group is a US$ 40 billion conglomerate which gets 60 % of its revenues
from outside India. The Aditya Birla Group has been adjudged the best employer in India
and among the top 20 in Asia by the Hewitt-Economic Times and Wall Street Journal
Study 2007. The origins of the group lie in the conglomerate once held by one of India's
foremost industrialists Mr. Ghanshyam Das Birla.
Organization
Aditya Birla is organized into various subsidiaries that operate across different sectors.
Among these are viscose staple fibre, non-ferrous metals, cement, viscose filament yarn,
branded apparel, carbon black, chemicals, Retail (under the 'More' brand of
supermarkets), fertilizers, chemicals, insulators, financial
services, telecom, BPO and IT services. The Group consists of five main companies,
which operate in various industry sectors through subsidiaries, joint ventures, etc. These
are Hindalco, Grasim, Aditya Birla Nuvo, Idea cellular and UltraTech Cement.
Operating countries
The Group operates in 33 countries – Australia, Austria, Bahrain, Bangladesh, Brazil,
Canada, China, Egypt, France, Germany, Hungary, India, Indonesia, Italy, Japan, Korea,
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Laos, Luxembourg, Malaysia, Myanmar, Philippines, Poland, Singapore, Spain, Sri
Lanka, Sweden, Switzerland, Tanzania, Thailand, UAE, UK, USA and Vietnam.
Non-ferrous metals
The Group's non-ferrous metals are under Hindalco. It is a dominant player in aluminum
and copper. Its manufacturing locations are primarily in India, and it owns mines in
Australia. On 11 February 2007, the company entered into an agreement to acquire the
Canadian company Novelis for U$6 billion, making the combined entity the world's
largest rolled-aluminium producer. On 15 May 2007, the acquisition was completed with
Novelis shareholders receiving $44.93 per outstanding share of common stock. The
Group plans to close a part of its aluminum foil making mill in UK and shift that to its
plant near Nagpur.
Cement
The Group's cement business was earlier under both Grasim Industries and UltraTech
Cement. The two entities are now merged into UltraTech cement to form India's largest
cement company. UltraTech cement was originally the cement business of L&T which
was acquired by Aditya Birla Group in 2004. On 7 June 2012, Group's chairman
Mr Kumar Mangalam Birla said that the company plans to invest Rs 2000 crore in a 4
million tonne cement plant at Malkhed (in Gulbarga district) Karnataka.
Carbon black
After purchasing Columbian Chemicals Co (Press Release), the Group is now the largest
manufacturer of Carbon Black worldwide. It operates facilities in Egypt, Thailand, India,
China, Korea, Brazil, Canada, Hungary, Italy, Spain, Germany, and the United States.
11
Textile business
The Aditya Birla Group is the world's largest player in the Viscose Staple Fiber
industry. It operates out of India, Laos, Thailand, Malaysia and China. It owns the Birla
Cellulose brand. Apart from viscose staple fiber, the group also owns acrylic
fiber businesses in Egypt and Thailand, viscose filament yarn businesses and spinning
mills at several locations all over India and South East Asia. The group has pulp and
plantation interests in Canada and has recently invested in plantations in Laos. The
Aditya Birla group is also a major player in the branded garments market in India.
Telecom Services
Idea Cellular is now owned by Aditya Birla Group. Idea Cellular started off as a joint
venture with the group, AT&T and the Tata Group. However the stakes of the remaining
partners was eventually acquired by the group. After an Initial Public Offering on the
Indian Stock Markets, Idea Cellular now accounts for a third of the group's market
capitalization. The company is headquartered in Mumbai and has pan-India operations.
12
History of Aditya Birla Minacs
Aditya Birla Minacs is the business process outsourcing (BPO) company.
What is Business process outsourcing (BPO)?
The Business Process Outsourcing or BPO Industry is by far the fastest growing
outsourcing industry for a wide variety of reasons. First of all, Business Process
Outsourcing is the contracting of third party organizations (outsourcing) to perform
specific business processes or functions. You can get into the details of what makes a
business process or function "outsourcable", but we'll get into that later. The BPO
Industry is divided into two sectors: back office outsourcing (non customer related
functions) and front office outsourcing (customer related functions). For example, a
function like Payroll or Human Resources is considered a back office function, and
telemarketing or customer support would b considered a front office function.
HISTORY
Aditya Birla Minacs was formed in 2007 with the coming together of Trans Works,
one of India’s first business process outsourcing (BPO) players, with Minacs, a
pioneering North American CRM services company. The unified Aditya Birla Minacs
entity was a result of the Aditya Birla Group acquiring a controlling stake in Minacs
Worldwide Inc., Canada in 2006 through its TransWorks subsidiary. Minacs was
founded in 1981 in Oshawa (near Toronto), Canada and Trans Works in 1999 in
Mumbai, India.
Having started out as a contact center business supporting the American and Canadian
automotive industries, Minacs subsequently grew its client portfolio to encompass
leading banking, telecom, and technology clients. It also expanded its services
portfolio from contact center to Customer Relationship Management (CRM), and
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added integrated marketing services by acquiring the US-based Phoenix Group in
2001.
Minacs was the first North American contact center / BPO company to achieve the
ISO:9001 quality certification in 1996. Similarly, TransWorks too helped develop the
Customer Operations Performance Center Incorporated (COPC Inc.) standard that
benchmarks BPO performance, going on to become one of the first companies in the
world to be COP C certified in 2002.
Aditya Birla Minacs integrated with PSI Data Systems, which was renamed as Aditya
Birla Minacs IT Services in 2009, to strengthen its portfolio with technology-enabled
BPO services, and a full range of IT outsourcing services. The Aditya Birla Group had
earlier acquired PSI in 2001.
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Vision mission of the company
V ision
To become one of the most admired life insurance company of India.Strong
Corporate Governance Model.
MISSION
Become one of the top quartile life insurance companies in India. Be a national player. Be the brand of first choice. Be the employer of choice. Become principal of choice for agents.
15
ORGANISATIONAL STRUCTURE:
Structure of Support function:
STRUCTURE OF OPERATIONAL FUNCTION:
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SITE HEAD
SR.MANAGER
EXECUTIVE
SR.EXECUTIVE
ASSISTANT MANAGER
MANAGER
VP
AVP
SITE HEAD
17
SR.MANAGER
AGENT
MENTOR
MANAGER
ASSISTANT MANAGER
ASSOSIATE VOICE
TEAM LEADER
Human resource BPO
The human resources (HR) department is critical for employee well-being in any
business, no matter how small. Just as companies have realised the importance of
customers and are taking proactive steps to ensure their satisfaction, they have also
recognised the key role played by its employees in winning the battle of the marketplace.
A motivated and innovative employee can work wonders for a company. Hence getting
and retaining a motivated workforce has found its way on to the CEO’s agenda. Also, the
slowing economy has forced the workforce to be productive; once employees become
productive, companies want to retain them at any cost.
This has meant a shift in the focus of HR departments from routine activities to playing a
more proactive role of constantly motivating and retaining employees. Usually, HR
departments are inundated with work related to employees; some of these activities are
routine, repairing little imagination and creativity. That is, most of the time the HR
department does activities ‘of’ the employees and not ‘for’ the employees. Some such
mundane HR responsibilities include payroll, benefits, hiring, firing, and keeping up-to-
date with state and central tax laws. Companies the worlds over is spending resources and
time on such critical activities (motivating and retaining the existing workforce) and
hence prefer to outsource routine activities.
HR outsourcing is defined as “a process of outsourcing involving particular tasks like
recruitment, making payroll, employee benefits administration, fixed assets
administration, employee logistics management, training and development to a third party
having expertise in these respective fields”.
18
THE FUNCTIONS OF HRM
1. Recruiting
2. Training & Development
3. Payroll
4. Employee Engagement
5. Induction
6. IT
7. Administration
8. Quality
RECRUITMENT
Recruitment Process Outsourcing is a form of business process outsourcing (BPO)
where an employer outsources or transfers all or part of its recruitment activities to an
external service provider.
The Recruitment Process Outsourcing Association defines RPO as follows: "when a
provider acts as a company's internal recruitment function for a portion or all of its jobs.
19
RPO providers manage the entire recruiting/hiring process from job profiling through the
on boarding of the new hire, including staff, technology, method and reporting. A
properly managed RPO will improve a company's time to hire, increase the quality of the
candidate pool, provide verifiable metrics, reduce cost and improve governmental
compliance."
The RPO Alliance, a group of the Human Resources Outsourcing Association (HROA),
approved this definition in February 2009: "Recruitment Process Outsourcing (RPO) is a
form of business process outsourcing (BPO) where an employer transfers all or part of its
recruitment processes to an external service provider. An RPO provider can provide its
own or may assume the company's staff, technology, methodologies and reporting. In all
cases, RPO differs greatly from providers such as staffing companies and
contingent/retained search providers in that it assumes ownership of the design and
management of the recruitment process and the responsibility of results."
Occasional recruitment support, for example temporary, contingency and executive
search services, is more analogous to out-tasking, co-sourcing or just sourcing. In this
model, the service provider is just a source for certain types of recruitment activity. The
distinction between RPO and other types of staffing is that in RPO, the service provider
assumes control of the process.
Recruitment process
1. Identify vacancy
2. Prepare job description and person specification
3. Advertising the vacancy
4. Managing the response
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5. Short-listing
6. Arrange interviews
7. Conducting interview and decision making
The recruitment process is immediately followed by the selection process i.e. the
final interviews and the decision making, conveying the decision and the
appointment formalities.
TRAINING AND DEVELOPMENT
Training and development is a subsystem of an organization. It ensures that
randomness is reduced and learning or behavioral change takes place in structured
format.
TRADITIONAL AND MODERN APPROACH OF TRAINING AND
DEVLOPMENT
Traditional approach – Most of the organizations before never used to believe in
training. They were holding the traditional view that managers are born and not
made. There were also some views that training is a very costly affair and not worth.
Organizations used to believe more in executive pinching. But now the scenario
seems to be changing.
The modern approach of training and development is that Indian Organizations have
realized the importance of corporate training. Training is now considered as more of
retention tool than a cost.
The training system in Indian Industry has been changed to create a smarter
workforce and yield the best results.
TRAINING AND DEVELOPMENT OBJECTIVES
The principal objective of training and development division is to make sure the
21
availability of a skilled and willing workforce to an organization. In addition to that,
there are four other objectives: Individual, Organizational, Functional, and Societal.
1) Individual Objectives – help employees in achieving their personal goals, which
in turn, enhances the individual contribution to an organization.
2) Organizational Objectives – assist the organization with its primary objective by
bringing individual effectiveness.
3) Functional Objectives – maintain the department’s contribution at a level suitable
to the organization’s needs.
4) Societal Objectives – ensure that an organization is ethically and socially
responsible to the needs and challenges of the society.
PAYROLL
In a company, payroll is the sum of all financial records of salaries, wages, bonuses
and deductions. In accounting, payroll refers to the amount paid to employees for
services they provided during a certain period of time. Payroll plays a major role in a
company for several reasons. From an accounting point of view, payroll is crucial
because payroll and payroll taxes considerably affect the net income of most
companies and they are subject to laws and regulations (e.g. in the U.S. payroll is
subject to federal and state regulations).
From ethics in business viewpoint payroll is a critical department as employees are
responsive to payroll errors and irregularities: good employee morale requires payroll
to be paid timely and accurately. The primary mission of the payroll department is to
ensure that all employees are paid accurately and timely with the correct
withholdings and deductions, and to ensure the withholdings and deductions are
remitted in a timely manner.
This includes salary payments, tax withholdings, and deductions from a paycheck.
22
The term 'payroll' encompasses every employee of a company who receives a regular
wage or other compensation. Some employees may be paid a steady salary while
others are paid for hours worked or the number of items produced. All of these
different payment methods are calculated by a payroll specialist and the appropriate
paychecks are issued.
Companies often use objective measuring tools such as timecards or timesheets
completed by supervisors to determine the total amount of payroll due each pay
period.
Employee Engagement
It is a must to take steps for employee engagement. This helps in keeping the
employees motivated and does help in reduction in attrition levels. The process calls
for a detailed strategy. A very significant part of the process of employee engagement
is rewarding good performances. An environment should be created for making
employees give their best.
The approach that is to be followed for employee engagement calls for taking
employee feedback on how satisfied they are with their jobs. The factors should then
23
be addressed to ensure that all problems are attended to.
It is important for a team manager to speak to the team about the work in general.
Also, it is important to review the performance of each individual in the team. The
assessment process should not be critical. It calls for feedback for improvement. The
training process after the assessment should aim at removing the flaws in the
performance.
It is important for a manager to be closely involved with the team. This would come
about only when the person knows the team members well. The manager needs to
take the initiatives for this. A team leader needs to hear out his members. Listening
helps in exchange of ideas. This way the team members feel that they are contributing
to the achievement of goals. This is beyond their primary role. This encourages
employees into thinking about the team as a whole.
Engaging employees in activities that allow people to unwind and relax helps them in
sharing moments of joy that lead to a bonding in the team. Call centers need to stem
attrition. Employee engagement is a must for the same. The steps as mentioned are
being taken by call centers in Rajasthan. This is helping in keeping the employees
motivated and is thus bringing efficiency to the processes.
INDUCTION PROCESS
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"The importance of induction training cannot be underestimated, as it marks the
beginning of the relationship between an employer and an employee. It is of fundamental
importance in setting standards and patterns of behaviour for the future..."
Hero BPO has a unique approach to induction training, as we believe that it fully supports
individual learning capabilities, and assists in building team spirit and rapport with the
associates and operational management while they are at the induction phase. The
induction program at Hero BPO is a comprehensive module. During the program, we
take the audience through a journey covering:
Introduction to call centers
Hero Group
Hero BPO – Company profile
Roles & responsibilities of an associate
Understanding the company through functional interdependence
Policies governing the employees’ stay with the Company
Expectation management
Sharpen the saw
Training in BPO
Training at Hero BPO is a pivotal and critical function. The management clearly
appreciates the importance of investing in training to reap short- and long-term benefits.
The goal is to equip new hires with skills and competencies necessary to carry out their
duties. Our relationship with our people starts on the first day of joining and strengthens
over the time spent with Hero BPO. All our associates necessarily undergo a rigorous
training including Process Training before being assigned to different programs. A lot of
emphasis is put on self-evaluation, self-monitoring and trainee participation in order to
motivate and enthuse the trainees. Our training plan is designed to meet the following
requirements:
25
To develop competency in process-specific activities.
Enhancing the associates’ vocal clarity when speaking English in a professional
context.
To equip participants with communication and inter-personal skills so that they
may communicate effectively with both clients and colleagues.
Depending upon the type and complexity of the program, Hero BPO has different
training processes in place for new hires. Once the new hires are inducted into the
system, they go through various training programs as categorized below:
Generic Skills Training: Training in Customer Service, Voice & Accent, Sales and Soft
Skills are conducted to fine-tune their embedded skills & develop new ones.
Process Training – Client-Specific Training: This training is very critical for quality &
compliance. It talks about client expectations & process knowledge that need to be used
in the project assigned to them.
Refresher Training Programs – Generic and Process: In case a trainee does not clear any
of the above-mentioned training programs, we have a methodology for bringing them up
the learning curve through counselling & coaching.
IT
From being a business support function, IT has become a business enabler. Businesses
flourish or stagnate based on the right choices, time to deployment and services
availability. Outsourcing IT infrastructure is evolving into an agility-creating strategy for
CIOs.
At Minacs, we understand this. We offer a suite of solutions that enable you to focus on
your core business while we manage your IT infrastructure.
26
Solutions
End user computing
Data center and network management
Enterprise security
Systems availability
IT modernization.
ADMINISTRAION
In the highly competitive environment, the companies that are outsourcing resource
intensive administrative functions stand to gain substantially in the present business
scenario. Since success is dependent on smooth functioning of administration tasks, more
and more companies are resorting to outsourcing them, saving valuable time spent on
administrative activities and also major financial allocations.
At ABM, they have a trained staff with wide experience in a range of administration
processes, to ensure that the implementation is accurate, speedy and cost effective. We
are the right choice when it comes to successfully deliver administrative business ranging
from agency administration to HR administration to new business with a focus on
reducing the escalating costs associated with general administration.
In order to improve the range of choices for employees and significantly reduce turn-
27
around- time for the client's administration department, we provide innovative BPO
administrative solutions in accordance with the corprate goals of companies.
Inform Administration
Master Updating - Title, Address etc.
Payment Processing
Loan Adjustments
Day end Balancing
Withdrawals
Statement Generation
Correspondence
Adjustment and Transfers
HR Administration
Record Keeping
Capturing Life Event Changes
Time Sheet Consolidation & Input
Leave Data Capture
Regulatory Reporting
Hiring Administration
Administration of Training Records
Capture & Maintenance of Performance Appraisal Data
Employee Self Service
Manage E-Mail Response to Employee Queries
E-Mail based Services for Master Data Changes like Enrolment, W2 Changes,
Employee Master Changes
Voice Response to Employee Queries
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Benefits Administration
Enrolment & Eligibility Administration
Claims Processing
Premium Reconciliation
Retirement Benefits Administration
Employee Master Capture/Maintenance
Record Keeping
Regulatory Reporting
QUALITY
What is quality?
Quality is vital when it comes to the outsourcing of business processes. However, the
quality I am referring to is the service that the company is planning to outsource;
therefore there are strategies that need to be covered prior to the outsourcing process.
Companies tend to introduce standards in their business to ensure that the quality is the
best it can possibly be. For example, a number of businesses have a benchmark that they
aim to reach to identify where they are heading in terms of products, as well as when they
need to make any improvements. In addition it helps to establish a relationship with other
companies and departments that will best help the process to go through with ease.
Indian Service Providers offer Unmatched Quality in Outsourced Services.
In a recently conducted survey on outsourcing, 82% of US and European companies
voted for India as the most preferred outsourcing destination over China, the Philippines
and Malaysia, mainly because of the high quality of services that India offers. Though
other outsourcing destinations also offer low cost services and fast turnaround time, it is
29
only talent-rich India that has a track record of providing excellent IT, ITES and BPO
solutions over the past 25 years.
Quality Dept in ABM: Methods:
Methods and Tools for Achieving Quality in ABM:
There is some irony in the fact that India has long been at the forefront of the quality
movement in business process outsourcing (BPO) and outsourcing in general. After all
and at least on the surface, India appears to be one of the most chaotic and volatile
societies on earth and Indians themselves are known for being confrontational, energetic
and willing to break rules – nearly all the time.
1. The Drive for Quality in BPO and Outsourcing
This drive for and focus on quality in India was first triggered by the need to have ISO
certification in order to export to Europe. However, the real momentum began when
Motorola’s software center in Bangalore became the second site in the word (the first
being NASA) to achieve Capability Maturity Model (CMM) Level 5 status in 1994. This
opened the floodgates in the drive for quality in the software industry and within a
decade, there were 80 software centers around the world with such a certification and 60
of these were located in India.
2. Globally Recognized Quality Methods or Tools
Hence and while many BPO and outsourcing organizations have developed their own
management philosophies, methods and quality tools, there are certain globally
recognized quality standards, certifications or philosophies that Indian outsourcers and
BPOs have not only strived to achieve but have also been at the forefront of achieving.
These include ISO 9000, Total Quality Management (TQM), Six Sigma, the Capability
Maturity Model Integration (CMMI), the eSourcing Capability Model for Service
Providers (eSCM) and the People Capability Maturity Model (People-CMM).
30
3. Criticism of Quality Models or Tools
With so many different types of quality standards, certifications and philosophies to
choose from, all have attracted their share of criticisms. Much of the criticism has been
directed towards Six Sigma for its “lack of originality” while others have criticized the
cottage industry of consulting firms that have sprung up to offer training and certification
and often what amounts to short-cuts or quick fixes. Moreover, while TQM relies on
employee involvement, Six Sigma relies on training experts who work to solve the
organization’s problems and train others.
Finance & Accounting
CFOs are tasked with deriving greater results from fewer resources. At the same time,
they must ensure compliance with increasingly strict regulations.
ABM can help optimize Finance and Accounting (F and A) processes and minimize the
back office delays that can lead to missed opportunities
Delivering World-Class Finance and Accounting
31
ABM's F&A services cover a wide range of industries, including financial services,
manufacturing, utilities, distribution and retail. We work with over 30 companies on
more than 20 different accounting systems, in more than 35 different languages.
Company has also developed world-class methodologies for transitioning and
transforming Finance and Accounting operations into value-adding business functions.
These include our single benchmarked product, the Global Process Model (GPM) *. This
end-to-end process map comprises a group of processes that represents global and
industry best practices. GPM is designed to be implemented as a global standard, but it
can be adapted to regional regulatory requirements.
Transform the Compliance and Audit Capabilities
As the companies strategic partner, it helps transform their global processing model and
enhance your F&A operations.
They provide F&A services as end-to-end processes or process-specific services.
They have also developed a suite of management assurance services to address the
critical area of compliance. Their offer includes:
End-to-End Processes
Order-to-Cash
Procure-to-Pay
Record-to-Report
Process-Specific Services
Accounts Payable
32
Accounts Receivable
General Accounting
Treasury
Planning and Performance Management
Travel and Expenses
Service Desk
Management Assurance Services
SOX compliance support
Entity level assessment
SAS 70 equivalent reporting
IT & general controls assessment
In addition, outsourcing your F&A operations toABM Business Process Outsourcing
(BPO) ABM enables your finance executives and managers to concentrate on the
strategic thinking and innovative programs that drive your business.
Combining Freedom and Flexibility
ABM combines several processes in its approach to optimizing your F&A operations,
including unique value-adding processes such as Concurrent Audit, Profit Recovery and
Ethical Fraud Detection. We have also developed a 3-dimensional measurement matrix
that analyzes the efficiency, effectiveness and value of your primary F&A processes.
They draw on business analysis and intelligence tools to pinpoint areas for improvement
across your data and workflow and deliver true business insight.
They give you the insight and freedom to make strategic decisions, based on reliable and
accurate information. This, combined with our optimized back-office processing,
33
transforms your F&A operations into a value-adding business function and puts you on
the path to world-class F&A.
Business process outsourcing (BPO) or ITES is a subset of outsourcing that involves
the contracting of the operations and responsibilities of specific business functions (or
processes) to a third-party service provider. Originally, this was associated with
manufacturing firms, such as Coca Cola that outsourced large segments of its supply
chain.
BPO is typically categorized into back office outsourcing - which includes internal
business functions such as human resources or finance and accounting, and front office
outsourcing - which includes customer-related services such as contact centre services.
BPO that is contracted outside a company's country is called offshore outsourcing. BPO
that is contracted to a company's neighboring (or nearby) country is called nearshore
outsourcing.
Often the business processes are information technology-based, and are referred to as
ITES-BPO, where ITES stands for Information Technology Enabled Service. Knowledge
process outsourcing (KPO) and legal process outsourcing (LPO) are some of the sub-
segments of business process outsourcing industry.
Benefits and limitations
An advantage of BPO is the way in which it helps to increase a company’s flexibility.
However, several sources have different ways in which they perceive organizational
flexibility. Therefore business process outsourcing enhances the flexibility of an
organization in different ways.
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Most services provided by BPO vendors are offered on a fee-for-service basis. This can
help a company to become more flexible by transforming fixed into variable costs. A
variable cost structure helps a company responding to changes in required capacity and
does not require a company to invest in assets, thereby making the company more
flexible. Outsourcing may provide a firm with increased flexibility in its resource
management and may reduce response times to major environmental changes.
A third way in which BPO increases organizational flexibility is by increasing the speed
of business processes. Supply chain management with the effective use of supply chain
partners and business process outsourcing increases the speed of several business
processes, such as the throughput in the case of a manufacturing company.
Finally, flexibility is seen as a stage in the organizational life cycle: A company can
maintain growth goals while avoiding standard business bottlenecks. BPO therefore
allows firms to retain their entrepreneurial speed and agility, which they would otherwise
sacrifice in order to become efficient as they expanded. It avoids a premature internal
transition from its informal entrepreneurial phase to a more bureaucratic mode of
operation.
A further issue is that in many cases there is little that differentiates the BPO providers
other than size. They often provide similar services, have similar geographic footprints,
leverage similar technology stacks, and have similar Quality Improvement approaches.
Threats:
Risk is the major drawback with Business Process Outsourcing. Outsourcing of an
Information System, for example, can cause security risks both from a communication
and from a privacy perspective. For example, security of North American or European
company data is more difficult to maintain when accessed or controlled in the Sub-
Continent. From a knowledge perspective, a changing attitude in employees,
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underestimation of running costs and the major risk of losing independence, outsourcing
leads to a different relationship between an organization and its contractor.
Risks and threats of outsourcing must therefore be managed, to achieve any benefits. In
order to manage outsourcing in a structured way, maximizing positive outcome,
minimizing risks and avoiding any threats, a Business continuity management (BCM)
model is set up. BCM consists of a set of steps, to successfully identify, manage and
control the business processes that are, or can be outsourced.
Another framework, more focused on the identification process of potential
outsourceable Information Systems, identified as AHP, is explained.
L. Willcocks, M.Lacity and G. Fitzgerald identify several contracting problems
companies face, ranging from unclear contract formatting, to a lack of understanding of
technical IT- processes.
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Award & achivment of the company
2011
:: Mrs. Rajashree Birla was presented the All India Management Association (AIMA) Managing India Award 2011 for 'Corporate Citizen of the Year'. The award was presented by Mr. P. Chidambaram, India’s Union Minister for Home Affairs.
:: The Government of India has bestowed the Padma Bhushan Award on Mrs. Rajashree Birla for her exemplary contribution in the area of ‘Social Work’.The Padma Bhushan is among the highest civilian awards in India and was conferred on Mrs Birla at a special ceremony on 01 April 2011.
2010:: Indian Rayon, Veraval (a division of Aditya Birla Nuvo) is awarded The Rajiv
Gandhi Environment Award for Clean Technologies by The Ministry of Environment and Forests, Government of India.
:: Mrs. Rajashree Birla, Chairperson, Aditya Birla Centre for Community Initiatives and Rural Development receives 'Hello Hall of Fame' award for 'Exemplary Philanthropist of the year' from Worldwide Media Goup's 'Hello' celebrity journal.
:: Ultratech's 'Concern for Health' project awarded the Asian Corporate Social Responsibility Award by the Asian Institute of Management Centre for Corporate Social Responsibility.
:: Mrs. Rajashree Birla, Chairperson, Aditya Birla Centre for Community Initiatives and Rural Development, awarded the Global Golden Peacock Life Time Achievement Award for Community Development for the year 2010 for "Outstanding Contribution Towards Community Development and Social Welfare".
:: Hindalco and Birla White declared winners in the Golden Peacock Awards for Corporate Social Responsibility 2010 by an eminent international jury, headed by Justice P.M. Bhagwati, the erstwhile Chief Justice of India.
:: The Aditya Birla Centre for Community Initiatives and Rural Development teams up with Columbia University's research centre, the Columbia Global Centers' Earth Institute in Mumbai, to become its principal partner. The Earth Institute's goal is to help achieve sustainable development primarily by expanding people's understanding of the earth as one integrated system.
:: Hindalco wins Amity International Business School’s, ‘Amity Corporate Excellence
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Award for Corporate Social Responsibility’
2009:: Grasim's pulp and fibre division wins the highly prestigious Asian CSR Award. The
Asian CSR Awards, Asia's Premier CSR Awards program, is a project of the Asian Institute of Management, Manila.
:: Rajiv Gandhi Award for Eminence in Social Field, 2009 conferred on Mrs. Rajashree Birla by Mr. Jyotiraditya Scindia (Union Minister of State, Commerce & Industry) on 19 August 2009. The award recognises Mrs. Birla's pathbreaking work among the poor, more so in India's villages, carried out through the Aditya Birla Centre for Community Initiatives and Rural Development.
:: Vikram Cement and Aditya Cement wins the Federation of Indian Mineral and Industries' "Social Awareness Award for the year 2008-09".
:: Reader's Digest Pegasus Star Award conferred on Hindalco in recognition of work that truly exemplifies the highest values of society and corporate leadership for social responsibility and sustainable development initiatives. Mrs. Rajashree Birla, who spearheads all the Group's social projects, received this much coveted award on behalf of Hindalco from Mr. Arun Jaitley, MP, Rajya Sabha, on 21 January 2009 in Delhi.
2008:: The President of India, Mrs. Pratibha Patil confers the much coveted Rotary
International Polio Eradication Champion Award on Mrs. Rajashree Birla in an elegant function at the Rashtrapati Bhavan (Delhi), attended by the Chairman, select Rotarians and WHO officials.
2007:: The Aditya Birla Group honoured with the India Today Group's Readers Digest Gold
award in recognition of the work that truly exemplifies the highest values of society as well as those of Reader's Digest. The award was received by Mrs. Rajashree Birla, Chairperson, Aditya Birla Center for Community Initiatives and Rural Development, at the Pegasus Corporate Social Responsibility Awards 2007 function.
:: Hindalco awarded the CII - Sorabji Green Business Centre "National Award for Excellence in Water Management 2007".
2006:: Hindalco awarded the Greentech Safety Silver Award for its outstanding safety
performance during 2005-06.
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Aditya Birla Group - Strategic SWOT Analysis Review
Summary
Aditya Birla Group (Aditya Birla) is an Indian based multinational conglomerate company. It engages in offering services to various sectors such as non-ferrous metals, cement, viscose staple fibre, viscose filament yarn, branded apparel, carbon black, chemicals, agribusiness, mining, ferro chem, wind power and insulators. In addition, the group offers services to sectors including telecommunications, financial services, IT, BPO, retail and trading solutions. Aditya Birla consists of four main companies, which operate in various industry sectors through its subsidiaries and joint ventures, namely, Hindalco Industries Limited, Aditya Birla Nuvo Limited, Idea Cellular Limited and UltraTech Cement Limited. It has operations in 27 countries worldwide. Aditya Birla Group is headquartered in Mumbai, India.
Aditya Birla Group Key Recent Developments…
Apr 08, 2011: Tecpro Systems Receives Orders For Waste Heat Recovery-Based Power PlantsFeb 04, 2010: Aditya Birla looking to increase its market in the cement industry
GlobalData’s Aditya Birla Group - Strategic SWOT Analysis Review provides a comprehensive insight into the company’s history, corporate strategy, business structure and operations. The report contains a detailed SWOT analysis, information on the company’s key employees, key competitors and major products and services.
This up-to-the-minute company report will help you to formulate strategies to drive your business by enabling you to understand your partners, customers and competitors better.
Scope
- Business description – A detailed description of the company’s operations and business divisions.- Corporate strategy – Global Data’s summarization of the company’s business strategy.- SWOT analysis – A detailed analysis of the company’s strengths, weakness, opportunities and threats.- Company history – Progression of key events associated with the company.- Major products and services – A list of major products, services and brands of the company.
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- Key competitors – A list of key competitors to the company.- Key employees – A list of the key executives of the company.- Executive biographies – A brief summary of the executives’ employment history.- Key operational heads – A list of personnel heading key departments/functions.- Important locations and subsidiaries – A list of key locations and subsidiaries of the company, including contact details.
Note: Some sections may be missing if data is unavailable for the company.
Reasons to Buy
- Gain key insights into the company for academic or business research purposes. Key elements such as SWOT analysis and corporate strategy are incorporated in the profile to assist your academic or business research needs.- Identify potential customers and suppliers with this report’s analysis of the company’s business structure, operations, major products and services and business strategy.- Understand and respond to your competitors’ business structure and strategies with Global Data’s detailed SWOT analysis. In this, the company’s core strengths, weaknesses, opportunities and threats are analyzed, providing you with an up to date objective view of the company.- Examine potential investment and acquisition targets with this report’s detailed insight into the company’s strategic, business and operational performance.
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CONCLUSION
This in-plant training was my beautiful experience in my educational life. It helps to
develop my personality and soft skills also I learn rules, regulations and norms of
industries which will helpful for my carrier. I want to give special thanks for Managing
Director of Organization for given me support in training. Last but not least thanks all
staff and worker for co-operate me.
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BIBLIOGRAPHY
www.google.com
www.wikipedia.com
www.minacs.adityabirla.com
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