Final Time Office Management

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A PROJECT REPORT ON

TIME OFFICE MANAGEMENT

Submitted to: Submitted by:


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ACKNOWLEDGEMANT

This report bears the imprints of many people. We stand greatly forward and proud

to say that we are very thankful to the personalities who helped us in compiling the

project and enhancing our knowledge. This whole effort is the only guidance and

guidance and inspiration of many people who helped us in collection of various

logically arranged and integrated facts. Our depth for assistance for making these

reports are merely numerous that can be identified here.

It is my proud privilege to express my profound sense of gratitude and indebtedness

to . ( DIRECTOR ) and other employees who lent their

precious time in accomplishment of this task and for the expert guidance, keen

interest, continuous encouragement which lead to successful completion of the

investigation and preparation of this project.

Last, but not the least I would also like to add a word of thanks to different

authorities that spared their time and gave us factual information about the project.

.


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INTRODUCTION

The project TIME OFFICE MANAGEMENT, in Oswal Woollen Mills

(OWM) is the flagship Nahar Group. Time office management mainly concerned

with providing a more efficient and effective way to handle all the tasks of. A

database server is the key to solving problems of information management. The

serve is an object-relational database management system that provides an open,

comprehensive and integrated approach to information management. Time

evaluation processing and auditing is managed by central administrators. Each

employee will be linked to a specific time administrator upon employment. It is

important to note that employees must be hired in the system before time data can

be entered, which is a change from our current process.

Time administrators enter time for employees from an approved paper time

card or audit/approve time based upon electronic submission of time data by the

employee and supervisor. Benefits-eligible employees will be reporting time

worked and paid absences as they do today. In addition, these employees will

begin reporting unpaid absences. The employees are classified as positive pay

reporters and are paid based on hours reported through the Application Time Sheet,

which is One Purdues tool to collect and record time data. Selected pilot areas will

have employees entering their own time data directly into Application Time Sheet,


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which will be approved by a supervisor. Time administrators will have the

capability audit and correct the time in these pilot areas. Upon successful

completion of the pilot, additional areas will be able to roll out the Application

Time Sheet application to their employees when practical.

The Application Time Sheet entry replaces the current white and yellow

time slips. Time can be recorded in Application System on a daily basis, however

departments using paper time cards will enter the time data after the time cards are

approved and submitted at the end of the payroll period. Monthly exempt staffs are

classified as negative pay reporters, which means they are paid based upon their

salary and not the actual hours worked.

Any exceptions to the schedule are reported for monthly exempt staff

through Application, such as vacation, sick leave, and absence without pay.

Selected project managers, designers, and construction staff in Physical Facilities

will be recording all of their hours due to the need to recharge their time to work

orders and projects. Vacation balances for monthly paid exempt staff will be

maintained electronically. Sick quota balances will not be maintained

electronically, but the use of sick hours will be recorded in Software, along with

other exceptions. The quotas maintained in the system will be reported as hours

and not days.


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INTRODUCTION

ABOUT NAHAR GROUP

At Nahar,

excellence is always an ongoing journey

never destination

The Nahar Group- one of the leading business groups of India came into existence

in 1949 with the initial efforts of three Oswal brothers, Sh. Vidya Sager Oswal, Sh.

Lachman Dass, and Sh Rattan Chand Oswal. They started a hosiery factory to

manufacture socks only. It was a dynamism vision- hard work, farsightedness, and

co-cooperativeness of Sh. Vidya Sager Oswal that small factory in the days of II

World War bagged a contract from Military.

This was the zoom-up point for the Oswal brothers. On 23 rd June, 1949 the

Oswal hosiery factory spitted into

Oswal Woolen Mills, and

Oswal Spinning and Weaving Mills Ltd.

Sh. Vidya Sager Oswal and Sh Rattan Chand Oswal manage the OWM and

Sh. Lachman Dass headed OS&WM Ltd.


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The initial capacity was 800 spindles. Sh. Vidya Sager Oswal gave a mission

to the company; it was to target three basic needs of Mankind- Food, Cloth and

Shelter, & it was a single minded pursuit of excellence relentless sprit of the

enterprise Nahar group has archived heights of success.

In 1956, the spindle capacity was increased to 2000 and in 1960, a hosiery

unit was attached to OWML and in 1965, the spinning capacity was raised to

12000 a distant memory as the Nahar Group surges ahead to establish itself as a

reputed industrial conglomerate with a wide range portfolio- cotton and woolen

yarns fabric processing, hosiery garments, knitwear sweaters, steel, soaps, sugar,

infrastructure development, information technology. In the year 1960 the hosiery

branch was also attached to OWM. By 1966 the export market was trapped and

during this process Russia was targeted.

It was in 1972 that Mr. Vidya Sagar Oswals vision again came into foreplay

when he concentrates on Backward Integration of the spinning and hosiery unit of

OWM. So a wool combing unit was set up. On the other hand of ROTI part of the

mission four solvent extraction unit two in Ludhiana and two in Madras were set

up. But unfortunately in 1978 the Darbar brand of vanaspati started incurring

losses due to the inequitable policies of govt. to favor SSIS in this sector. So these


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Vanaspati plants and refineries were closed. The dyeing plant in-housing

laboratories etc were also rerouted to make OWM a composite unit.

Today they step into the new millennium, those nascent days of 800 spindles

stand up become a distant memory as the Nahar group surged ahead to establish

itself as a reputed and respectful industry conglomerate with a wide ranging

portfolio spinning, knitting, fabrics, processing textile, hosiery, garments knitwear,

infrastructure and information technology. The group include following industrial

company.

Though in many areas Group has achieved market leadership but because of

tough competition it is pulled back to refocus, restructure and realign its corporate

blue print to establish a new and appropriate equation with the new market forces.

It encompass aspiration and consolidates brand equity for the domestic markets

regarding the first groups aggressive and market survey forays have helped, zoom

the export senses contributing to over one third of the present turnover of the

group.

Focusing the second market driven brand extensions pervading to their high

profile and top-line, Monte Carlo has met with resounding success Canterbury

another brand too is not far behind. Both are associated with the woolen Sweaters

and Jerseys.


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Today with the brand extension on their mind brand equity as a game plan,

the group board based its range to introduce Monte Carlo cotton garment for Indian

market. To widen the project portfolio the group has recently put two project

spinning unit and denim fabric. The plant will manufacture super fine quality for

inland consumption as well as for export to other country with latest art of

technology in the world.

Starting out as a tiny worsted spinning and hosiery unit in Ludhiana, it was

incorporated as Private Limited Company in December 1980 and became a Public

Limited company in 1983.The steady growth in manufacture and export of

woolen/cotton hosiery, knit wears and woollen textiles enabled the company to

earn the recognition as an EXPORT HOUSE followed by a RECOGNIZED

TRADING HOUSE by the Government of India in a short span of 8 years. Its

turbo-charged performance brought them a host of fresh laurels. they include the

NATIONAL EXPORT TROPHY by the Apparel Export Promotion Council. The

latest is the prestigious status of GOLDEN TRADING HOUSE in recognition of

its continuously outstanding performance accorded by the Government of India. In

1992, as a measure of backward integration, the company diversified into the

Spinning Industry. Today it has installed spindlage of 335000 spindles.

Simultaneously the company also established an ultra modern facility to

manufacture 12.5 Million pieces of Hosiery Garments. Today Nahar Spinnings T-


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shirts are being exported toreputed international brands such as GAP, Arrow, Old

Navy, Pierre Cardin, Philips Van Heusen, Izod, Quicksilver, Price Costco

As a measure of further value addition Nahar Spinning has put up a plant for

the manufacture of fine count mercerized yarn and fabrics catering to both, the

domestic hosiery garment market as well as export markets.

To make use of the emerging opportunities on the Global Textile Scenario

and also to have a focused business approach, the company went in for the scheme

of demerger and arrangement to restructure its businesses. The scheme had already

been approved by the Honble Punjab and Haryana High Court vide its Order dated

21st of December 2006. As per the scheme, companys Investment activities stand

demerged and transferred to Nahar Capital and Financial Services Limited. This

has drawn a visible line between two segments i.e., One Industrial (Textile)

business and Secondly Investment and Financial Activities.

Further as per the scheme Textile Business of Nahar Exports Limited

stand demerged and transferred to the company (post demerger of investment

business) in accordance with the terms of the scheme. Thus upon implementation

of the scheme the spindlage capacity of the company stand increased to 3.35 lacs

spindles.


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MANAGEMENT

Jawahar Lal Oswal

As we step in to the threshold of the new millennium, its time to look back, to

move forward. Take stock of the past, scrutinize our present before charting our

agenda for the future. Globalization and liberalization have opened up a brave

new world for us, offering new challenges along with new opportunities. At

Nahar, keeping pace with the changing environment is our forte since the world

is our market and the spirit of excellence, our enduring credo. Propelled by new

technologies and inspired by our exalted goal to explore new frontiers, our

march towards blazing new trails to span new horizons takes on a new

dimension setting the tone for a new millennium.

Jawahar Lal Oswal

[email protected]
mailto:[email protected]:[email protected]


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MANAGEMENT STRENGTH

Mr. Kamal Oswal

Vision is the key. Without vision there can be no mission, no agenda to road

map the future. Vision provides the vital differential between the ordinary &

extra ordinary, defining the cutting edge that powers organizations way above

& beyond competition. No progressive group can ignore this vital input.

Mr. Kamal Oswal

Chairman Nahar Spinning Mills Ltd.

[email protected]


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GLOBAL THINKING

Mr. Dinesh Oswal

Globalization offers exciting challenges that can be converted into rewarding opportunities

only if you are sharply attuned to he ground realities pertaining to business and industry. At

the end of the day, words remain words. Explanations remain promises. Only performance

speaks.

Mr. Dinesh Oswal ,

Managing Director

[email protected]


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Mr. Sandeep Jain

Mr. Sandeep Jam of OWM has ever since shown ample ingenuity in the expansion

of the companys yarn exports. His consistent managerial proficiency and business acumen

has ensured steady and impressive growth of the companys sales.

Notwithstanding the recent wavering trend in the yarn market, Mr. Jain has set his

focus on retaining the lead in the knitwear market with its popular brands, Monte Carlo and

Canterbury, measuring impressively on international standards. That Jam has directed

OWM on the growth path is evident from the ISO 9002 certification that has been

conferred to it as an acknowledgment for its commendable performance in recent years

Executive Director, OWM

[email protected]


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VIEWS OF THE MANAGEMENT

Vision is the key. Without vision there can be no mission, no agenda to road map

the future. Vision provides the vital differential between the ordinary and the extra

ordinary, defining the cutting edge that powers organizations way above and

beyond competition. No progressive group can ignore this vital input Mr.

KAMAL OSWAL.

Globalization offers exciting challenges that can be converted into rewarding

opportunities only if you are sharply attuned to the ground realities pertaining to

business and industry. At the end of the day, words remain words. Explanations

remain explanations. Promises remain promises. Only performance speaks. Mr.

DINESH OSWAL.


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PHILOSOPHY OF NAHAR GROUP

At Nahar, each company continues to practice good Corporate Governance. The

Group firmly believes that good Corporate Governance is the key success in

business. The Groups Corporate philosophy envisages creation and maximization

of Shareholders/Stake holders wealth while observing the highest levels of

Transparency and Accountability.

PEOPLE POWER

Beyond Balance Sheet, market forces & new generation technology lays our singly

highest asset Our People At Nahar, we have always believed 'people' are the

driving forces that propel an organization towardsprogress and success and in

subsequently strivingtowards creating an envious that offers them the freedom to

give of the best. This had provided the bedrock of our boning leading to an

amazing NO STRIKE/ACCIDENT SITUATION & NEAR ZERO STAFF

TURNOVER demonstrating in full measure the spirit that unites the Nahar Joint

Family, comprising 15000 happy, dedicated and loyal members, surging ahead in

their collective pursuit of excellence.


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YARN PRODUCTS

Nahar Group surges ahead to establish itself as a reputed Industrial Conglomerate

with a wide-ranging portfolio of yarns that offers every thing. A desiring customer

can look for:

100% Cotton Yarns

100% Cotton Dyed yarns

100% Polyester Yarn

Industrial Yarns

Open-end yarns

Open-end slub yarns

Blended yarn

100% Acrylic Yarns

Industrial Yarns

Specialized Yarns

Eli Twist Yarns

Supima Yarn

Coolmax Yarn

Slub Yarn

Multicount yarn

Core Spun Yarn

Tensile Yarn Carded Yarn

Combed Yarn

Compact Spun Yarn


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YARNS MANUFACTURING

'Nahar' literary meaning 'LION' is the second largest spinning company in India

with 370,000 spindles. Nahar Group has 11 yarn-manufacturing units at different

locations for the purpose of manufacturing wide range of yarns. The blend of state

of art technology backed by dedicated and skilled work force churn out the best of

products from our manufacturing units which cater to needs of our wide range of

high profile customers with diverse applications.

Our emphasis is on 100% bale management. We always use good quality

raw material for further processing. Contamination control process starts at the

mixing stage, first of all hand sorting of cotton & then vision shield at blow room

stage to wipe out contaminations. Final control is at Autoconer stage where we

have Siro cleaners & UPC 200 contamination clearers.

A regular system of testing of yarn at the bobbin stage and final testing at the

packaged cone stage is followed for daily production in each count and quality. We

follow stringent Quality Control Measures, each and every employee and worker at

Nahar is dedicated to bring out the optimum quality through his performance. All

our production facilities have been awarded ISO 9002 Certification for quality

systems.Environment is great concern to us. We have implemented Environment

Management System in our units & have been awarded IS/ISO 14001 for the same.


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CLIENTLE

INTERNATIONAL BRANDS

Banana Republic

Dillards

Diesel

Timberland

Marks & Spencer

Aigle

Columbia Sportswear

Oshkosh

Tom Tailor

Tommy Hilfiger

Espirit

Perry Ellis

CWF Next

Calvin Klein

Victorias Secret

Nautica

Ann Taylor

Liz Claiborne


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DOMESTIC BRANDS

Color Plus

Black Berrys

Parx

Provouge

Levis

Indigo Nation

Allen Solly

Louis Phillip

Killer

Van Heusen

Pantaloon

Peter England

Indian Terrian

Shapes

Free Look

Numero Uno


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GROWTH CHART- FEATURES

1. Total number of units 9.

2. Group turnover is Rs. 2500 crore in 2007.

3. Export Market:U.S.A., United Kingdom, Germany, Russia, Japan,

Australia, New Zealand, Holland, Thailand, Hong Kong, Singapore, Taiwan,

South Africa, Canada, Egypt, Israel and Bangladesh.

4. No strike/accident situation and near zero staff turnover.

5. Important brand names are MONTE CARLO and CANTERBURRY

OWM were the proud recipient of the Best exhibited Products award from

the international wool Secretariat for these two glamours brands.

6. Product portfolio: Spinning, knitting, fabrics processing, hosiery garments,

knitwear, sugar, infrastructure development and information technology

7. COTTON COUNTY is there emerging ready to wear Brand.

8. Beyond their professional portfolio lies the human group that has always

been deeply enriched in social upliftment at every level like

Jawahar Lal Oswal public charitable Trust

Mohan Dai Oswal Memorial Hospital


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BRANDS
http://www.montecarlocollections.com/http://www.cottoncounty.in/


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GROWTH CHART- ACHIEVEMENTS

The group has also achieved excellence in exports which has also been

recognized by the export council as well as the govt. of India by bestowing several

export rewards and trophies such as:

Nahar Group has been honored with prestigious National Export Award for

outstanding export performance and also, the Texprocil Trophy by the Textiles

Export Promotion council for outstanding export performance in yarn.

ISO 9002 CERTIFICATION TEXPROCIL


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1. First gold trophy in global exports in 1989.

2. First silver trophy in hosiery exports in1990

3. Export award consecutively for five years (1989 to 1994) for exports of

woolen hosiery garments.

4. International award for excellence performance in exports in 1993.

5. Silver trophy for 2nd highest export performance in 1998 -1999.

6. ISO 9002 received in 2001.

7. NAHAR EXPORTS LIMITED, is the recipient of Best Exporter for the

year 2002-03

8. Also NIEL, GARMENT UNIT is the recipient of State Level Safety Award.

9. Exports to high Quality conscious countries like USA, UK, Germany,

Russia, Japan, Australia, New Zealand, Holland, and many more.

10. They have successful launched a world-renowned famous brand MONTE

CARLO & CANTERBURY in the sector of T-Shirts, Thermals and Cotton

collection.

Due to its excellent export performance the company continues to enjoy the

status of GOLDEN TRADING HOUSE. The export performance has also

enabled the company to win two trophies for non quota category and the second

one SILVER TROPHY for highest export of cotton yarn in non quota category.


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NAHAR GROUP OF COMPANIES:

OSWAL WOOLEN MILLS LTD

NAHAR SPINNING MILLS LTD.

NAHAR EXPORTS

NAHAR FIBRES LTD.

OSWAL COTTON MILLS LTD.

NAHAR INTERNATIONAL LTD.

NAHAR IND ENTERPRISES LTD

NAHAR IND INFRASTRUCTURE LTD

NAHAR SUGAR AND ALLIED IND LTD


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OSWAL WOOLLEN MILLS

From 1949 when small hosiery factory was incorporated into a Public

Limited Company, to the present day, constant upward growth has symbolized the

charter of a company called Oswal Woolen Mills Limited.

From starting out with 800 spindles to 17200 spindles today, from simple

hosiery items to high value added items like designer knitwear, from a turnover

of Rs. 165 laces in 1965 to Rs. 181 crores in the year ended 31.3.2000 and Rs. 500

crores currently all these are no mean achievements, and what made them

possible in so short a time is nothing but a miracle that combined brilliant market

insight with diversification.

Very soon, it became the first Indian exporter of woolen garments to Russia

and shortly after in 1972, the company set up its OWM Wool combing Unit the

first of several backward integration measures. Soon began the in house

processing for the Woolen Division.

With increasing capacity & demand for its products, Oswal Woolen Mills

Limited soon became a name to reckon with, both in the domestic & international

markets. Research & Development also received focused attention & today the

Company boasts of North Indias most sophisticated laboratory, approved by the


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international wool Secretariat (IWS)& is even authorized to act as a Quality

Checking center for other manufacturers.

The Companys infrastructural base includes six factories with a workforce of

10,000 people. OWM has recently become the first domestic company in the

country to receive the prestigious ISO- 9001-2000 certification in the designing,

knitwear, manufacturing and supplying category.

Today OWM is the flagship company of the glorious Nahar Empire and a

proud owner of widely loved Super Brand in Knitwear, Monte Carlo and

Recognized Super Brand Canterbury. The product range include diverse types of

Woollen, Acrylic and

Synthetic Blended Yarns, Lambs Wool Yarn, Woollen Viscose & Acrylic

Tops, Textile Fabric, Woollen Knitwear, Hosiery & Cotton Garments.

Recently an ultra modern Lambs wool & Angora Spinning plant has been set

up, of which more than 50% manufacturer is for captive consumption. The balance

meets the requirements of other hosiery knitwear exporters in India. Further a

modernization cum balancing program has been introduced to upgrade its capacity

for manufacturing garments & fabrics for various Government & Defense

departments.


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In woollen hosiery segment, company start the operations with import of

raw greasy wool mostly from Australia and our products include various types of

specialty yarns, such as, worsted woollen yarn, lamb wool yarn, acrylic yarn,

various types of wool based blended yarn, fancy yarn, hand knitting yarn and

knitted and hosiery garments etc. company subsequently added cotton garments to

our existing product portfolio during Fiscal 2002, which we outsource as per our

requirements and sell under our own brand name. Since March 2006, OWM have

started manufacture of indigo dyed specialty denim fabric, which has added to our

existing vast range of product portfolios. Currently, we are employing over 4,500

persons and our present manufacturing. Facilities include 26,248 spindles to

manufacture worsted woollen yarn besides machines for weaving, knitting, dyeing

and finishing. Presently, our manufacturing facilities are producing approximately

2.5 million lbs of wool tops per annum, 750,000 pieces of readymade knitted

garments per annum and 10 million meters of denim fabric per annum.

We are the registered owners of well-known trade name Monte Carlo for

selling our woollen hosiery and cotton garments. Monte Carlo has been

recognized as a Super brand for woollen hosiery garments since Fiscal 2003 by

International Society for Super brands. Our distribution channel comprises of a

mix of Monte Carlo Exclusive Brand Outlets, network of national chain stores

and multi brand outlets. Today, Oswal Woolen Mills Limited is a company that


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owes its strength in the market & financial solidity to the foresight of its Chairman,

Jawahar Lal Oswal, the professional inputs of the Board of Directors and able them

of Managers. A closely knit team that keep close to them a formula of tremendous

success.

MANAGEMENT STRUCTURE

LIST OF BOARD OF DIRECTORS

Mr. Jawahar Lal Oswal Chairman-Cum-Managing Director

Mr. Amarjeet Singh Director

Mr. Dinesh Oswal Director

Mr. Kamal Oswal Director

Mr. Sandeep Jain Executive Director

Mr. Dinesh Gogna Executive Director

Dr. (Mrs.) H.K. Bal Additional Director

Mr. O.P. Sahni Additional Director

Mr. K.S. Maini Additional Director

Dr. Suresh Kumar Singla Additional Director

A team of highly qualified, experienced, and professional managers from

various fields assists the Board of Director; Mr. J.L.Oswal is the Chairman-Cum-

Managing Director of the company. He is the B.Com Hons, belongs to illustrious


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Oswal family, and has inherited high business sense from his ancestors. Other

directors also are well-experienced persons with high business sense.

Unfortunately, despite of their global ethos, the group is still not convinced

about the needs to professional .The management of its companies, strategic

planning, strategic central and treasury management is still in the hands of the

family. Although the group is building a professional team to take them in to next

century, much of the transformation is seen only at Fier-2 of the management.


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INTRODUCTION ABOUT MONTE CARLO

MAJOR POINTS

Branding done in 1984.

International society for super brands has

recognized MONTE CARLO as a super brand

for woollen hosiery items.

The best-exhibited product from international wool secretariat.

Ranked as no.1 woollen brand in the country by a survey conducted by

images-ORG-MARG.

Exclusive brand outlets - 65

Multi brand outlets - 650

Given that large swathes of north India are caught in the grip of chilly winters

every year, its surprising that the market for woollen wears in India is still a

largely unorganized one. Even today, woollen wear is either hand-knitted by

womenfolk, or is purchased off the road mostly cheap, unbranded stuff. Its in

this context that the success of Oswal Woollen Mills 25-year-old woollen wear

brand, Monte Carlo, needs to judged. There was no organised retail, and awareness

levels were low. Monte Carlos agents and retailers had to work very hard to make

people aware about the benefits of branded, quality knitwear.


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If Monte Carlo took on the task of creating a brand in a commodity market , it

is currently reaping the rewards as well the brand has been growing at 30%

year-on-year , and clocked a turnover of Rs 125 crore last year. More importantly,

Monte Carlo is perhaps the only woollen wear brand that Indian consumers can

recall top-of-mind , aided in no small measure by the brands advertising, which,

over the years, has featured tinsel town sirens like Yana Gupta and Bipasha Basu.

Though, Monte Carlos TV commercials featured Bipasha and Yana before they

went on to become top draws in Bollywood. Monte Carlo doesnt use brand

ambassadors, as that would project a one-person image. It always preferred models

to celebrities. Apart from above the-line advertising Monte Carlo allocates 7%-

10 % of its sales to advertising each year the brand also holds fashion shows in

Delhi every year, where the new range of winter wear is showcased to retailers and

prospective business partners. These shows get covered extensively in the media,

which also drives buzz and brand awareness.

Its not just advertising thats done the trick, of course. In fact, the rise of

modern retail has helped Monte Carlo tremendously. Its made people more

conscious about fashion, and as it target customers who are fashion- and brand-

conscious, modern trade has improved our market share.

For that matter, Management is betting heavily on showrooms. MBOs have

a number of brands competing in a limited space; in own showrooms management


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can do things the way it wants. The company wants to expand through new stores,

though everything hinges on good locations and the credentials, commitment and

creditworthiness of the partner. Interestingly enough, most of the expansion is

happening in B-class cities, and not the metros. Monte Carlo feel the potential of

small towns is higher. Monte Carlo is targeting only around 1,000 people in these

towns who have the capacity to spend Rs 10,000 per year on its brand. Design and

innovation is another aspect through which Monte Carlo has been able to build

critical mass. Till about a year ago, the company used the talents of an Italian

designer for its winter wear range. It was important to have a designer because the

market is now extremely fashion-conscious and customers today are very

particular about what they pick. Today, with the quality of design talent in the

country having improved, Monte Carlo has chosen to consult with Indian

designers.

The brand also has a 10,000-strong privilege club member base that it taps

for insights. Monte Carlos customers give feedback on colour, design, fabric and

fashion trends. Their insights help us fill gaps in our product. For instance, Monte

Carlo launched Alpha, its range for women, and Canterbury the premium

woollen line based on such feedback, which helps augment the findings of the

periodic surveys that Monte Carlo conducts to gauge consumer trends and

preferences.


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While woollens will continue to be at the core of Monte Carlos offering,

last year the company forayed into a new segment located at a point diametrically

opposite to winter wear - summer wear and accessories. Monte Carlo is bullish

about this venture and expects summer wear to contribute as much as 50% to

revenues by next year.

The brands entry into summer wear is logical, given the seasonality of

woollen wear sales. Monte Carlo wants to open more exclusive showrooms for the

brand, but with only winter wear footfalls would have been restricted. With

summer wear, Monte Carlo showrooms now have the prospect of round-the-year

sales, terming the entry into summer wear as a major turning point for the brand.

Summer wear has helped us expand Monte Carlos business. Monte Carlo has

invested Rs 25 crore in summer wear during the launch stage.

For Oswal Woollen Mills, overseas markets are also a good catchments as

far as Monte Carlo is concerned. The brand has already opened stores in Nepal and

Dubai, and has plans to reach Australia and Europe soon. There is a huge potential

for Monte Carlo to become a big export brand.

Immediate priorities include increasing the number of exclusive showrooms

to 100 by the end of this year, and bettering Monte Carlos offering in the ladies

range and in T-shirts . All this, will help Monte Carlo achieve a targeted revenue of

Rs 250 crore in the next two years. Its a pursuit that demands the dogged


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perseverance of the woman in Monte Carlo ads as she combs the French Riviera

looking for the elusive Monte Carlo man.

PRODUCT PORTFOLIO

MENS FASHION

Shirts and Trousers

T-shirts

Pullover

Jackets

Formal Coats

Track Suits

Thermals

Mufflers

Caps

Lowers

Shorts

WOMENS FASHION

T-shirts


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Cardigans

Jackets

Formal Coats

Tracksuits

Thermals

Mufflers

Caps

Lower

Shorts

CHILDREN

Sweaters

Jackets

Thermals

Denims

ACCESSORIES

Neckties

Belts


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Wallets

Socks

STRENGTHS OF THE COMPANY

(Farsightedness of the chairman MR. Jawahar Lal Oswal)

Extensive Experience of our Promoters

Good brand equity

Many persons are working here for more than 50 yrs. This shows

commitment of employees towards their org.

Strong dealer network, mutual relations with them.

Good training programs by OWM for their employees.

Member of wool mark and ISO 9002

Automated machines of latest technology

Exclusive designs, good texture and fabrics.

Premium range of pullovers manufactured by them which no other co.

produces.

Research and Development department

Laboratories for testing the quality of the product

Exports rising every year

Imported yarn from ITALY for premium range


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The Landed Properties in Gurgaon and Chennai

Quality Standards

Cost control

WEAKNESS OF THE COMPANY

Lack of professionalism

Long hierarchy

Structure of departments is not fully professional

OWM is dependent upon foreign producers for greasy wool.

Depend on the third party for sale and the distribution of the product.

Expanding the Monte Carlo product range to make it an All Season

Brand. Any inability in repositioning the brand may adversely affect our

business.

Operating in a highly competitive and fragmented industry.

Operations are subject to a variety of environmental laws and regulations

including those covering hazardous materials.


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Time office management is a computerized process that occurs nightly.

Warning messages will be generated after this process. These warning messages

should be reviewed and the appropriate action taken. For example, a warning

message may indicate that the employee has reported more than 10 holidays in the

fiscal year. These messages indicate that a correction will need to be made to the

employee's time card. More information is available under the Application

System section.

Reporting will be managed decent rally by supervisors, time administrators,

and/or business managers. Regional staff will be responsible for ensuring that time

administrators enter time data by the appropriate deadlines, just as business

managers will at the Nahar group.

Cost distribution changes, although not technically a part of time data entry,

must also be completed by published payroll deadlines. Audit and error reports

should be generated by supervisors or time administrators after time evaluation.

Shared service teams will provide oversight to ensure all errors identified in the

time office management process are corrected.


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TIME OFFICE GUIDELINE & POLICY

Hours of Operation/Work Schedules

The office is normally open from 8:30 am until 5:00 pm Central time. Certain

employees may be assigned to different work schedules and/or shifts outside of

normal office hours. If an employee must be outside of the office for non-business

related reasons during their normal work schedule, they should inform their

manager.

TELECOMMUTING

The Company is committed to creating a work environment where the needs of our

customers, employees, and the Company are balanced. Therefore, the Company

tries to be flexible in its approach to work styles and location. Telecommuting

arrangements may be made on an as needed basis or set up on a regular

schedule. In either case, employees are encouraged to spend time working in the

office whenever possible. This allows employees to be accessible to customers

and creates a sense of consistency and collaboration among work teams. When

employees desire to work at home, the Company asks that they do so in a manner

which is in keeping with a work style of accessibility, communication, and

productivity. All telecommuting arrangements are subject to approval by the


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employees manager. In general, the following principles should be used in

telecommuting:

Employees should make arrangements with their manager at least one week

in advance of telecommuting.

Employees should check in with the office regularly.

Employees should inform their manager of their whereabouts so they may be

reached easily.

Working at home means working, not taking time off.

Employees should not routinely work at home on days prior to or following

vacations or holidays if at all avoidable.

Under regular circumstances, telecommuting should not comprise more than

one day in a given week, or more than 3 days a month.

ATTENDANCE POLICY

Regular attendance is essential to the Companys efficient operation and is a

necessary condition of employment. When employees are absent, schedules and

customer commitments fall behind, and other employees must assume added

workloads.


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Employees are expected to report to work as scheduled and on time. If it is

impossible to report for work as scheduled, employees must call their manager

before their starting time. If your manager is unavailable, a voice message should

be left. If the absence is to continue beyond the first day, the employee must notify

their manager on a daily basis unless otherwise arranged. Calling in is the

responsibility of every employee who is absent. Absence for three consecutive

work days without notifying the manager is considered a voluntary termination.

LEAVE OF ABSENCE

Employees are eligible to apply for an unpaid leave of absence if they have been a

regular employee of the Company for at least one year and scheduled to work 20

hours or more a week. The employees manager will make a decision on the leave

request. The request for leave will be reviewed based on the reason for the request,

previous attendance record, previous leave requests and the impact the absence

will have on the Company.

Authorized leaves for illness or disability begin after employees have exhausted

accrued sick leave, vacation and personal holiday time. A personal leave of


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absence, if granted, begins after vacation and personal holiday time have been

used.

Human Resources can provide employees with which benefits, in addition to

retained seniority, can be continued during the leave. If an employee wishes to

continue benefits, it must arranged for directly with Human Resources.

If the request for leave of absence for personal reasons, the employees manager,

with the advice of Human Resources, will decide whether the current position will

be held open, or if a position will be made available upon the employees return

from leave.

FAMILY MEDICAL LEAVE

All employees who have been employed at least twelve months, and who worked

at least 1,250 hours during the twelve months prior to the leave request are eligible

for an unpaid family and/or medical leave of absence under the Family and

Medical Leave Act of 1993 for a period up to twelve weeks during a calendar year

under the following circumstances:


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For the birth of a son or daughter of the employee and to care for such

newborn son or daughter, if completed within twelve months of the childs

birth;

The placement of a son or daughter with the employee for adoption or foster

care if completed within twelve months of the placement;

To care for the spouse, or a son, daughter, or parent of the employee, if

spouse, son, daughter, or parent has a serious health condition; or

Where a serious health condition makes the employee unable to perform the

functions of his or her job.

Employees ordinarily must provide 30 days' advance notice when the leave is

"foreseeable." The Company may require medical certification to support a request

for leave because of a serious health condition, and may require second or third

opinions (at the employer's expense) and a fitness for duty report to return to work.

Taking of leave may be delayed if requirements are not met.

For the duration of FMLA leave, the Company will maintain the employee's health

coverage under the group health plan. Upon return from FMLA leave, most

employees will be restored to their original or equivalent positions with equivalent

pay, benefits, and other employment terms. The use of FMLA leave cannot result


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in the loss of any employment benefit that accrued prior to the start of an

employee's leave.

For complete details employees should contact their manager or Human Resources.

PAY AND COMPENSATION

Employees are paid on the 1st and 15th of each month. New employees are required

to complete an Employee's Withholding Allowance Certificate (W-4). Employees

must present their Social Security card to Employment when completing the

required forms. Optional forms employees may wish to file are paycheck direct

deposit authorization card, union or association dues card, and other deductible

employee paid benefits.

OVERTIME

Non-exempt employees are eligible to receive overtime pay if they work more than

40 hours in a given week. Holiday, vacation, and sick time are not included in

hours used to determine overtime eligibility. Overtime pay equals 1.5 times and

employees regular hourly rate. All overtime must be approved the manager in

advance.


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VACATION

All full-time employees are eligible for vacation pay. New full-time employees

will receive a pro-rata number of vacation days based on one day for each month

worked in the hired calendar year, not to exceed 10 days.

In the first full calendar year and through the calendar year in which the

employees 3 year anniversary of employment occurs, employees will

receive 10 vacation days each year.

In the calendar year of the employees 4 year anniversary of employment,

employees will receive 15 vacation days each year.

In the calendar year of the employees 10 year anniversary of employment,

employees will receive 20 vacation days each year.

Up to 5 unused vacation days may be carried over into the next year. All

other unused vacation time will be paid out in the final paycheck for that

year.

Employees should notify their manager at least one month in advance of

taking vacation time. All vacation requests are subject to manager approval.

In addition, employees should directly communicate vacation dates to co-

workers to ensure customer needs are met.

Part-time employees who work on a regular schedule all year are eligible for

vacation benefits on a pro-rata basis based on the schedule above.


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HOLIDAYS

The Company will observe the following holidays:

New Years

Festivals Day

Republic Day

Independence Day

Labor Day

Dashera

Deewali

In the event that one of these holidays falls on a weekend, the Company will

observe the holiday on the Friday preceding or Monday following the actual

holiday, depending on the circumstances.

PERSONAL DAYS

Employees are eligible for 4 paid personal days per calendar year. New employees

will accrue 1 personal day for every 3 months worked in the hired calendar year.


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Personal days may be used at the employees discretion for religious

holidays and personal matters. Personal days not used by the end of the year will

be paid out to the employee in the final paycheck for that year.

SICK DAYS

Sick days are provided for illness of the employee, their spouse or children.

Employees should use their personal days or vacation days non-illness related time

off. All full-time employees will receive sick days according to the following

schedule:

Employees will be eligible for paid sick days after 6 months of employment.

After 6 months of employment, employees will be eligible for one sick day

for every two months worked from date of hire, with a maximum of 5 days

in their first year of employment.

Every succeeding calendar year, employees will be eligible for 5 sick days.

Sick days may be accumulated and carried over from year to year to a

maximum of 10 days. All other unused sick days by the end of the year is

forfeited.


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FUNERAL LEAVE

Employees will be paid for up to five days to attend the funeral of a close relative,

such as a spouse, children, parents, grandparents, siblings and corresponding in-

laws. If additional time off is required, employees should talk to their manager.

Time off without pay may be provided so that employees can attend the funeral of

individuals other than those listed. Employees may take unused vacation or

personal time but, sick days can not be used.

JURY DUTY

Employees will be paid their full salary during an absence mandated by jury duty.

If an employee receives any compensation for this duty, they should present it to

their manager as a temporary payroll adjustment, unless prohibited by law.

Employees must present a copy of the Jury Summons to their manager.

HEALTH BENEFITS

Full-time employees, their spouses and eligible dependent children are eligible for

health benefits on the first day of the month following 30 days of continuous

employment. For health benefits, full-time employees are defined as regular

employees (excludes interns and contract employees) who work exceeds 30 hours


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per week. Employees should consult the separate materials prepared directly by

the Companys health care insurance company for details of the plan.

FLEXIBLE SPENDING ACCOUNTS

Full-time employees are eligible to enroll in the flexible spending account during

open enrollment each year or after a qualifying life event. This benefits allows you

to pay certain expenses with pre-tax pay. Employees should be aware that after

they have elected the amount to put into an account, any funds unused at the end of

the year are forfeited. There are two types of flexible spending accounts.

HEALTH CARE SPENDING ACCOUNT

This account allows employees to pay for most non-covered medical, dental, and

vision expenses, deductibles and co-pays up to a limit of 2,500 per year. The

minimum contribution is 120.00 per year.

DEPENDENT CARE SPENDING ACCOUNT

This account allows employees to pay qualified dependent care expenses such as

child or elder day care up to maximum limit of 5,000 annual, subject to IRS rules

and restrictions. The minimum contribution is 120.00 per calendar year.


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EQUAL EMPLOYMENT POLICY

It is the policy of the Company to provide equal opportunity for all qualified

persons and not discriminate against any employee or applicant for employment

because of race, color, religion, sex, age, national origin, veteran status, disability,

or any other protected status.

This policy applies to recruitment and placement, promotion, training, transfer,

retention, rate of pay and all other details and conditions of employment.

Employment and promotion decisions will be based on merit and the principle of

furthering equal opportunity. The requirements we impose in filling a position will

be those that validly relate to the job performance required.

All other personnel actions including compensation, benefits, transfers, layoffs,

recalls from lay-offs, training, education, tuition assistance and recreation

programs will be administered without regard to race, color, religion, sex, age,

national origin, disability, veteran status, or any other protected status, in

accordance with appropriate law.


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TERMINATION

Employees who voluntarily resign from the Company are asked to provide at least

two week advance notice of their resignation. This notice should be in writing and

should briefly state the reason for leaving and the anticipated last day of work. If a

terminating employee is eligible for any incentive compensation, bonus, and/or

awards, they must be actively employed on the date the compensation, bonus or

awards are presented or paid, in order to receive the compensation, bonus or

award.

DRUG AND ALCOHOL POLICY

The Company realizes that the misuse of drugs and alcohol impairs employee

health and productivity. Drug and alcohol problems result in unsafe working

conditions for all employees and customers. The Company is committed to

maintaining a productive, safe, and healthy work environment, free of

unauthorized drug and alcohol use.

Any employee involved in the unlawful use, sale, manufacturing, dispensing or

possession of controlled substances, illicit drugs and alcohol on Company premises

or work sites, or working under the influence of such substances, will be subject to

disciplinary action up to and including dismissal and referral for prosecution.


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In addition, the Company has developed and maintains a comprehensive Drug and

Alcohol Policy, which employees may obtain from Human Resources.

SAFETY POLICY

The Company is sincerely interested in the safety and well-being of our employees.

The Company will make every effort to keep the office equipment in excellent

condition and make sure that all safety devices are working properly.

If, in spite of our efforts to ensure safe working conditions, an employee has an

accident or becomes ill on the job, it should be reported to the manager

immediately. They will see that prompt medical attention is provided.

WORKPLACE SECURITY POLICY

The Company is committed to maintain a safe and secure workplace. In order to

maintain a secure work environment, the company strictly prohibits employees and

visitors from bringing any firearm on Company property. In addition, all visitors

are asked to check in with the receptionist. Failure to comply with this policy will

result in disciplinary action up to and including termination.


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DRESS CODE POLICY

The Company maintains a business casual working environment. All employees

should use discretion in wearing attire that is appropriate for the office and

customer interaction.

SMOKING POLICY

The Company maintain a non-smoking policy within the office. Employees should

smoke only in those areas of the building which are smoking designated.

TELEPHONE AND COMPUTER USE POLICY

The Company understands that when employees work during the week it is

occasionally necessary to conduct personal business during office hours.

However, employees should limit their personal use of the telephone and computer

during office hours. Talk to your manager if you have any questions as to how

much is too much time. Because telephone and e-mail systems are provided by the

Company at its expense for business use, all messages sent by or received on those

systems are company documents.

The Company reserves the right to access and to disclose the messages that you

send or receive on the voice mail or e-mail systems. Employees should also be

aware that deleted messages from the computer screen may not actually be


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deleted from the e-mail system. Employees who abuse this policy are subject to

disciplinary procedures up to and including discharge.

BUSINESS EXPENSE REIMBURSEMENT

The company will reimburse employees for expense which are directly business

related to include: travel expenses, office supplies, and mileage incurred while

traveling on business. Employees must submit receipts for all expenses.

Employees should consult with their manager prior to business trips to confirm

eligible expenses.

TUITION REIMBURSEMENT

Full-time employees are eligible to apply for the tuition assistance program after

one year of employment. After approval from the Company, employees are

eligible for reimbursement upon successful completion of approved course(s) at an

accredited institution. The Company will reimburse the employee 100% of the

tuition, registration, book, and lab fees.

The Oswal Woollen Mills (OWM) is the flagship Nahar group is maintain

the system The Application Time Sheet entry records their time worked and

absences just like any other report of employee. Another conceptual change

involves cost distribution for all employees. A priority structure exists to charge


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the salaries and wages to general ledger accounts. The first stop for cost

distribution is the master cost center data identified on Info type 0001. By default,

the master cost center equals the distribution can be changed for both weekly and

monthly staff, similar to the mainframe application today. Salaries and wages will

be charged based on the cost distribution overrides in Application System.


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TIME OFFICE MANAGEMENT WORK SCHEDULES

Time office management is a computerized process that occurs nightly.

Warning messages will be generated after this process. These warning messages

should be reviewed and the appropriate action taken. For example, a warning

message may indicate that the employee has reported more than 10 holidays in the

fiscal year. These messages indicate that a correction will need to be made to the

employee's time card. More information is available under the Application

System section.

Reporting will be managed decent rally by supervisors, time administrators,

and/or business managers. Regional staff will be responsible for ensuring that time

administrators enter time data by the appropriate deadlines, just as business

managers will at the Nahar group.

Cost distribution changes, although not technically a part of time data entry,

must also be completed by published payroll deadlines. Audit and error reports

should be generated by supervisors or time administrators after time evaluation.

Shared service teams will provide oversight to ensure all errors identified in the

time office management process are corrected.


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Work schedules in the system parallels the current process in several ways in that

all employees have work schedules; but, it differs because of the degree of

formality required in the system.

Work schedules enable the standard prorating of payments for personnel

actions (new hires, promotions, transfers, terminations, etc), which decreases the

need for manual calculations. Permanent schedule changes have to be recorded in

One Purdue to ensure proper payment.

A smart naming convention for each work schedule was attempted using

hours worked as part of the logical name. The digits 1-9 represent hours worked

and then the letter A=10, B=11. C=12, etc. Most of the schedules created during

configuration were for part-time exempt monthly paid staff. For example, a 50%

FTE employee working Monday, Tuesday and Wednesday of 2, 8 and 10 hours

respectively is on a scheduled different Info.named. However, most weekly paid

staff will be on a standard 7 day 12 hour shift schedule to accommodate maximum

flexibility and functionality without creating the need for infinite schedules.

Remember that weekly nonexempt staffs are positive recorders and get paid for the

hours actually worked and reported. Similarly, most monthly paid staff will be on a

5 day (Monday through Friday) 8 hour shift. The weekly standard is named W-

STAND; and, the monthly standard is EX-STAND.


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TARGETS

Gate pass system

Workers attendance system

Distribution of wage & salary to be improved

To constitute a canteen committee

To constitute a safety committee meeting.

TIMINGS

Workers work in 3 shifts: --

8am to 4pm

4pm to l2am.

l2am to 8am

FOR STAFF

The general Shift is 9 am to 6 pm

At Oswal, They have always believed are the driving forces that propels an

organization towards progress and success and in subsequently striving towards

creating an envious that offers them the freedom to give of their best. The success

of their business is substantially dependent on retaining the services of their key


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management personnel and attracting talented professionals. The loss of the

services of any of these persons may adversely affect their business and results of

operations. Their performance as a manufacturing company is largely dependent

on the efforts and abilities of the laborers engaged by them.

HUMAN RESOURCES

As of year 2007 they had around 3,262 employees comprising of

administrative/managerial staff, 371 skilled workers and 2480 unskilled workers.

They have a strong ongoing commitment to the health and safety of their

employees and achieving sustainable development in harmony in environments in

which they operate. A significant portion of their staff has been working with them

for over 20 years.

HEALTH, SAFETY AND ENVIRONMENT

Their environmental management policy requires compliance with all local, state

and central laws and regulations concerning environmental protection and related

matters. Environmental legislation in India includes the Environmental Protection

Act, 1986, the Water (Prevention and Control of Pollution) Act, 1974, the Air

(Prevention and Control of Pollution) Act, 1981. They are in compliance with all

applicable health, safety and environment regulations in the jurisdictions where

they conduct their operations.


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PERSONNEL & INDUSTRIAL RELATION DEPARTMENT

PERSONAL & IR

ED

GENERAL MANAGER

Executive (P & IR) Executive (HRD)

Officers Officers

Officers Officers

Officers Officers

Objectives:

1. Maintain Company Records.

2. To create the confidence and respect between employer

and employee.

3. To increase employees efficiency.

4. Training to the workers and employees.


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given to the employees, problems faced during manufacturing of craft paper,

proportional consumption, accommodation given to the workers, the company for

double shifts, sales charts, production charts etc. for the growth of the company.

THE SELECTION OF THE PACKAGE

The list of the processes was prepared with the help of the various office staff in

the company. The list included both the employees and the data of the company.

From the list of employees and the records of data some employees and data were

selected with the help of random number. This is done because of obvious reason

convenience and time saving and to get proper information for the project.

RESEARCH VEHICLE

Research vehicle employed for the collection of data was structured by personal

interview.

Secondly, this method would have taken more care.

Thirdly, to overcome the language problem there was quiet a possibility may give

misleading information due to difference in the meaning of the questions

concerned by the respondent.

The interviews were conducted over a period of near one month. The safe

assumption behind the selection of employees for interviews was that he/she is a


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person who is in direct contact with the office work and also in the actual decision

matter, so he would be the best source of information for our purpose.

ENTITY RELATION DIAGRAM

FOR


(MANAGEMENT AND GROWTH MANAGEMENT )

EMPLOYEES COMPANY

COMPANYDATA


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THE PROJECT MODEL

ALLOWANCE

S AND TAX

EMPLOYEE

DETAILSEMPLOYEES

PAYSLIPS

RETIRE

ADDITION OF

AN EMPLOYEE

DELETION OF

AN EMPLOYEE

HOLIDAYS

PROPORTIONAL

CONSUMPTION

DURING FORMATION

OF PAPER

PROBLEMS FACED WHILE

MANUFACTURING CRAFT

PAPER

FREE ACCOMODATION

GIVEN TO WORKERS

DEMAND OF

COMPANY FOR

DOUBLE SHIFTS

COMPUTERISATION

OF PAYROLL

MANAGEMENT


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DATA FLOW DIAGRAMS (DFD)

Data flow diagrams are employed to describe both requirements and design

structures. It depicts data flowing through:

Network of processes and each of which operates on a data item to produce

some transformation in the form or substance of the data.

Storage elements which can be viewed as simply time delayed data

processes.

The arrow in a data flow diagram represent the flow of data from one note to

another.

ZERO-LEVEL DFD

Data flow diagrams are hierarchically structured . The top level diagram is referred

to as level zero design. The purpose of zero level DFD is to define thoroughly the

external interfaces and identify system boundaries. The system of interest is

usually contained in a single function or process bubble.


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ONE-LEVEL DFD

In one level DFD all the processes are expanded by level one . All the inputs and

outputs are the same as it is in zero level. But the process bubbles are increased by

dividing the processing into further levels. Output of this is input for the final

destination i.e. generating reports. The data passed to the external environments

Students and Fees and funds is also input to the final destination.

USER MANUAL

PRE INSTALLED SOFTWARES

Win 95 or above Operating System, Visual Basic 6.0, Oracle 8.0

INSTALLATION

Run Time office management software bat file available on CD / Floppy. This file

will copy all forms and report file to a merit directory. The structure of Oracle

tables are created.


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CREATE SYSTEM DSN NAMED PAY FROM START

Setting Control Panel ODBC 32 bit data source, Microsoft ODBC driver for

Oracle that will use authentications Login : Scott & Password : Tiger .

USING THE SOFTWARE

Run VB by choosing Start Program Files Visual Studio 6.0 VB6

Run project Office Management, a menu will be displayed on the screen

Choose logon from the menu to proceed

After the logon is successful, other menu options will be enabled.

SECURITY FEATURES

To access this software logon is to be done. The demo Login and Password

are Time Office Management respectively.

To access the Oracle database the standard Login and Password are used as

Scott and Tiger.


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ID NAME AGE

SALUTATION MARITAL STATUS

EM0PLOYEE

PHONE NO QUALIFICATION ADDRESS FNAME

SALARYGIVEN

ID CCA HRA PF1

GETS

EMPLOYEED SALARY

PERIOD

EMP ID NAME

DEPARTMENT LIC

EMPLOYEED SPOUSE NAME BASIC

DATE

OF JOIN NET

CITY ST ATE DATE OF LEAVE GROSS

PF2

GIVEN

ALLOWANCES

GIVESATTENDACE


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ID CCA CODE(O/1)

CCA %

ALLOWANCES

ATTENDANCE ID CCA AMOUNT

STATUS NAME DATE HRA % HRA CODE(O/1) HRA AMOUNT

ACCOMODATION PROP. CONS. PROBLEMS

SALES PRODUCTION

DATA OF COMPANY DOUBLE SHIFT

WASTAGE

GRAPHS

PREPARED

SALESPROBLEMS FACED WHILE

YEAR SALES MANUFACTURING OF CRAFT

CHART PAPER

YEAR PRODUCTION

CHART GSM BOILER COBE VALUE

ACCO. GIVEN PRODUCTION BURSTING FACTOR POWER CONTROL

WEIGHT & MEASURE

EMPLOYEES PERCENT


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PROPORTIONAL CONSUMPTIONDURING FORMATION OF PAPER

PROFIT FUEL TAXES

LABOUR WASTAGE

CHEMICALS ELECTRICITY

WEAR & TEAR


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subtotaled. Blue certification sheets will no longer be required. As shown below,

all employees will have a time administrator linked to their master data upon

employment.

Instead of transferring the data from time cards to time slips and submitting

to central payroll, the time cards will be entered directly into the Application Time

Sheet using The Application Time-II transaction. Application Time Sheet profile

selections which control the cost accounting and fields available for data entry are

discussed later in this document. Similar data entry deadlines will exist for the

payroll.

Info type 0001 which shows the time administrator


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the table will be required after go-live implementation, if changes to position duties

or creation of new positions with time administrator functions occur. Recall that

each employee will have a time administrator identified as part of master data upon

employment.

The time administrator will also be able to test the Family Medical Leave

Act (FMLA) eligibility of an employee; however, the results of this test will need

central or shared service team overrides until a year's worth of time data is

recorded into the system. The time administrators must also facilitate the FMLA

paperwork flow that must be submitted to the central of shared service teams.

SUPERVISOR ROLE

This role has the following responsibilities with the pilot electronic

submission of time: enters employee's time, reviews employee's time, corrects

timesheets, prepares Work-in-Process time entry, approves time sheets, releases

time, runs quota balances report, runs time statement, runs time balances report,

runs quota overview, runs time evaluation messages report.

FMLA LEAVE ADMINISTRATOR

The role has the following responsibilities: create, change, display delete FMLA

workbench transactions. The FMLA Leave Administrator also uses the FMLA


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Workbench to assign recorded absences to the appropriate FMLA leave. The

FMLA Leave Administrator role will also coordinate with the Time Administrator

and a Benefits Processor for appropriate time recording and benefit handling.

THE IMPORTANT OBJECTIVES ARE AS UNDER:

To fix the number of the persons to be employed .

To check out whether payroll level is proper in the company.

To know about payroll management of the company.

To determine future need of employees in the company.

To find the proportional consumption during the formation of paper in the

company.

To find problems faced during manufacturing of craft of paper.

To find how much free accommodation is given to the workers.

To find the demand of company for shifts.

MAIN OUTPUT GENERATED

Employees information, graphs for the growth of the company and the problems

faced by the company, pay slips etc.

Medium Printer Frequency As and when required


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FUTURE SCOPE OF THE PROJECT

The project right now accepts requests of the employees and these requests are

directly feed into the computer. The process of accepting employee forms can be

automated & its scope increased if the information is accepted from other

departments also.

INTERNET FEATURES: The most significant new functionality is the ability to

create both server and client-side internet applications. Visual basic finally comes

to the internet.

NEW AND UPDATED CONTROLS: Microsoft continues its legacy of creating

and enhancing controls for supporting rapid application development.

COMPONENT CREATION: Visual Basic continues to emerge as a world class

development tool for creating and working with components

LANGUAGE FEATURES: True to the long tradition of visual basic there have

been many languages enhancements that make working with strings, numbers and

objects.


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EVENT DRIVEN PROGRAMMING

One of Visual Basics most important and compelling features is a design approach

known as the event-driven programming model. Visual Basics user interface

programming is all about responding to events and user actions. Based on the event

response, appropriate code can be chosen to respond to the event. In this scenario,

the users action initiates an event in the application. This is called event driven

programming.

In the formal sense, an event is an action recognized by a form or control in the

application, event driven applications execute VB code in response to an event.

Each form and control in Visual Basic has a predefined set of events. If one of

these events occurs and there is code in the associated event procedure. Visual

Basic invokes that code.


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VISUAL BASIC AS FRONT END IN THE PROJECT

Forms in the projects

Form is the large window in the center of Visual Basic environment. The form is

the main part of interface. We can develop any no. of forms for use in a project.

The commonly used methods to manage forms are load, unload, hide and show.

Controls used in Visual Basic forms :

LABELS : labels are used to display information, which users should not change.

Probably the most common use of labels is to identify a text box or other controls.

TEXT BOX : text box has been used to display text or to accept user input in the

box. It has the properties like text to be displayed, visible, locked.

COMMAND BUTTON : the command button provides an easiest way to allow

the user interact with an application by clicking on it. They are also called push

buttons. It can be used to save, delete, add and search records in the application.

CHECK BOXES ; a check box used in the form is displayed as a small box with

check mark in it. The user can toggle check mark on or off by clicking check box.


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This language is supported by one of the leading software providers, thus the

support for this language will be available in the long run and new features will

be available in the form of upgrades.

Visual Basic is more than just a computer language. It is a project building

environment. Within this one environment, we can begin and build our project, run

and test our project, eliminate errors in the project, and save the project for future

use. With other computer languages, we need a separate text editor our program,

something called a compiler to create the program and then a different area to test

your program, visual Basic integrates each step of the project building process into

one environment. Lets look at the parts of the visual basic environment.

Be obtained by selectively combining field from different stored records the logical

and physical views of a file could also be different like in terms of key fields for

sequencing the records in the file. With such a separation of the logical and

physical data, the database can be modified and developed without effecting

existing applications. The database architecture achieves the separation.


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THE HIERARCHICAL MODEL

This is a system in which the user views the database as consisting of trees of

segments. A segment can be a record or an aggregate of items. A DDMS belonging

to hierarchical data model uses structures to represent relationship among records.

A hierarchical database cosmists of collection of records which are connected each

other through links. Each record is a collection of fields, each of which contains

one data value. A link is an association between precisely two records. The major

advantage of the approach is that it reflects the hierarchical structuring of data that

does exist in real world. It gives a one to many relationships.

THE NETWORK MODEL

This is a system in which the user views the data as no. of individual records

occurrences in which a given node may have any no. of immediate superior or

subordinate nodes. A superior node is a node in which corporate some given nodes.

A network structure is equated to a GRAPH structure. It differs from a hierarchical

structure in the sense that it is not limited to a maximum of one superior. With a

network structure it is possible to represent MANY TO MANY relationship.


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PROJECT UNDERTAKEN

The most valuable assets of any working place are its employees.

It keeps record of personal details of employees, leaves allowed, PF & LIC of all

employees. It maintains record of employees details like employee ID, join data,

age, address, basic salary etc. and also about demand of the employees, problems

faced during formation of craft paper, proportional consumption during formation

of paper, demand of company for double shifts, medical facilities provided by the

company to employees etc. Additional information regarding educational

qualifications, work experience is also recorded.

ATTENDANCE RECORDING SYSTEM

This system captures attendance related details of the employees. The daily

attendance of employees is recorded. Leaves are also recorded and working days

and payment days are specified for every month. The payment days are used to

compute per day salary for the purpose of salary deductions.

PAYROLL AND SALARY PROCESSING

Payroll finally calculates the salary of the employees efficiently and accurately.

Payroll takes care of the pay scales definition, salary processing, and attendance.


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CONCLUSION

After this whole study on the modules of Time Office Management at Nahar

Group. it is clear that the training is very nice. Nahar Group has sufficient funds to

meet its current delegations every time. It has sufficient profits and efficient

management also. Both of these help to uses of time office management and all

other processes more effectively. Employees for all departments are recruited in

large number that is in excess. Employees are also recruited for future after looking

at the demand of increase in salary by employees and guessing the uncertainties.

Safety measures are also given due importance.

Conclusion can be made clear from the following points:

This software solves the problem of the company to great extent and eases

out the pressure on clerical staff during the working period.

Further this software can also be easily ported on to a network environment

as VB and Oracle both support networking platforms. This networking

feature can be applied when the workload is large.

Liquidity ratios are effected due to preparing of salary.

Staff is recruited in excess to get the advantage of doing excessive work.

All the funds are handled very efficiently


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ENTITY-RELATIONSHIP (E-R) MODEL

E-R mode grew out of the exercise of using commercially available DBMS to

model application database. The entity relationship model uses three features to

describe data. E-R is the generalization of these models. The entity relationship

model uses three features to describe data.

These are:

Entities which specify distinct real-world items in an application.

Relationship which connect entities and represent meaningful dependencies

between them.

Attributes which satisfy properties of entities and relationships.

RELATIONSHIP BETWEEN ENTITY SETS

The relationship between entity sets may be many-o-many (M:N), one-to

many(I:M) many-to-one (M:10 or one-to-one (1: 1). The 1:1 relationship between

two entity sets indicates that for each entity in the second in either set there is at

most one entity in the set that is associated with it. In M:N relationship between

two entity sets there is no restriction as to the number of entities in one set

associated with an entity in the other set.


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Final Time Office Management

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