Project Final c

7/29/2019 Project Final c

1/53

CHAPTER 1

INTRODUCTION

1.1 BACKGROUND OF THE STUDY:

1


2/53

1.1.1 General Introduction:

I have done my organization study program in Garuda Power Private

Limited as a part of the MBA curriculum with the objective of gaining

knowledge about the working of the company and systems that are

followed in the practical world. It gives the details about the various

departments of Garuda Power, Kolkata.

1.1.2 Need for the study:

As a part of the MBA curriculum, the student executive is required to

undertake an organization study program before the commencement of

the 2nd year of the course. The functions of the organization are dealt

with, only theoretically in the 1st year of the course. This internship

provides a practical exposure and helps in adapting to the practical work

situation.

1.1.3 Objectives of the study:

To analyze how the various functional departments work.

Have a balance between the theoretical and practical world of the

organization.

Perform SWOT analysis and understand the core competencies ofthe organization.

1.1.4 Scope of the study:

This project is prepared based on the information and guidance provided

by the organization and will give detailed information about each of their

departments and their position in the market.

To know how the organizations are working actually

To get the real professional world feel

As because we are studying MBA it will be very useful to us in

future when we will work in an organization.

2


3/53

1.2 INDUSTRY PROFILE:

The diesel generator set market in India is a well organized and highly

competitive market. The diesel generator set market in India can be

broadly classified as small diesel generators (15-75 kVA), medium dieselgenerators (75.1 375 kVA) and large diesel generators (375.1 2000

kVA).The market witnessed steady growth rates in the last decade on

account of chronic power shortages and rapid growth across several

segments such as industries, infrastructure, telecommunication and

information technology (IT) and IT enabled services. The total market is

now estimated to grow steadily at a CAGR of about 10.1 percent in

revenue terms between 2009-2015.

1.2.1 ResearchOverview

This Frost & Sullivan research service titled Indian Diesel Generator Set

Market provides a comprehensive overview of the current market

environment for diesel generator sets in India as well as highlights and

explains the impact of market developments on future growth. The study

offers insights on industry challenges, market drivers, and market

restraints and determines their impact on the future market demand for

diesel generator sets. In this research, Frost & Sullivan's expert analysts

thoroughly examine the following market segments: 15 75 kVA, 75.1

375 kVA, 375.1 750 kVA, and 750.1 2,000 kVA.1.2.2 MarketOverview

Opportunities unfold as the Indian Diesel Generator Market Bounces

back to a high growth trajectory.

The Indian diesel generator set market is a well organized and highly

competitive space. The market can be broadly divided into three

segments namely the small diesel generators, medium diesel generators,

and large diesel generators. Chronic power shortages and prolific growth

in industries, infrastructure, telecommunication, information technologyand Information technology enabled services triggered market growth.

The total generator set market is now estimated to grow steadily. High

growth in the industrial sector and peak power deficit at about 15 percent

is expected to boost diesel generator set sales in India. With the

successful auction of 3G spectrum in May 2010, major telecom firms

such as Bharti, Reliance, and Aircel have made huge investment in

acquiring frequencies across major urban regions such as Mumbai and

Delhi, notes the analyst of this research service. New telecom towers

are expected to be added to accommodate the needs of 3G servicedeployment, creating a fresh wave of demand for diesel generator sets in

3


4/53

the range of 15 30 kVA. The telecom sector was the key growth driver

for the small diesel generator set market in the recent past. The 15 75

kVA diesel generator set market witnessed a slight slowdown in the last

years on account of saturation in certain telecom circles which

necessitated several tower infrastructure firms to place their toweraddition plans on hold. However, with the advent of 3G services in 2010,

the small diesel generator market is expected revive and project high

growth rates.

Although market prospects look upbeat, there are some challenges

clouding the landscape. Import of low cost diesel generators and price

competition from the unorganized diesel generator suppliers are some of

the key restraints that are expected to curtail growth. Low-cost imports

from China have impacted the pricing trends of domestic manufacturers,causing erosion of profit margins, especially in the 15 75 kVA range.

The threat is likely to continue as several new entrants in this market are

expected to import diesel generators. With the hike in the global price of

crude oil, diesel prices are expected to rise significantly, thereby causing

huge losses to end users and necessitate shutdown of diesel based

generation. This will negatively impact the demand for new diesel

generators in the future.

The emission norms in India are being continuously updated to match

those in the European Union, says the analyst. As the new norms are

likely to be established in 2013, and major suppliers of the diesel

generator sets in India will have to upgrade the design of the engines to

conform to the new emission standards. This will entail substantial

investments and several technology transfer agreements with global

engine suppliers. Going forward, the degree of competition in 15-75 kVA

and 75.1-375 kVA is expected to increase significantly with several new

participants, both domestic and international suppliers, venturing into

these market segments. For participants in this space, product positioning

and service strategies that offer additional value added services will helpenhance business prospects.

1.2.3 Market Sectors

Expert Frost & Sullivan analysts thoroughly examine the following

market sectors in this research:

By Output Range

4


5/53

- 15-75 kVA

- 75.1-375 kVA

- 375.1-750 kVA

- 750.1-2,000 kVA.

By End Use Vertical

- Telecom

- Large- and small-scale industries

- Hospitality

- Real estate

- Commercial and residential

- Hospitals and healthcare- Retail and restaurants

- Others

1.3 GARUDA POWER COMPANY PROFILE

5


6/53

Name : Garuda Power Private Limited

Logo :

Incorporation date : 19.02.2009

Business started : 01.04.2009

Business : Limited Company

Industry : Power generation Industry

Brief Description : Garuda Power provides solutions for all

power need. They also provide on time delivery products, warranty claim

support, round-the-clock service and quick repairs.

Certification : ISO 9001:2000 compliant Company.

Core Business : Authorized dealer of Cummins

Chairman : B.S.Jayant

City of Origin :Kolkata, West Bengal, India

Asset Base : Rs 20+ crore

Employees : 450

Website : www.garudapower.com

Kolkata Business Unit

6


7/53

Joka Indusrial Plaza, Diamond Harbour Road,

P.O. Joka, South 24th Parganas,Kol-700104

Ph No: 033-24380165

Asansol Business Unit

204/2, Ceramic Road, Ushagram, Asansol-713303Ph. No : 0341-2274169,2274023

Fax No: 091-0341-2275193

Siliguri Business Unit Alakananda,16 K.B. Chaudhary Sarani, Milanpally,

Siliguri-734405,Dist-Darjeeling Ph No: 9434041736

1.4 VISION & MISSION OF GARUDA POWER

VISION

To emerge as the most trusted, admired and sought-after world classinstitution and to be the most preferred destination for every customerand a place of pride for its employees.

MISSION

To provide product & services which consistently meet and exceedCustomers expectations at optimal cost, in time, and be leaders in

Electrical and mechanical service solutions.

The organization looks forward to the future with excitement and acommitment to bring greater benefits to customers.

1.5 OBJECTIVES OF GARUDA POWER

To pursue excellence in everything we do through co-creation with our

Customers. Our Goals shall converge to meet the following objectives

1.Provide the best value to our Customers for all our products and

Services.

2.Generate adequate Profits to ensure fair returns to all ourstakeholders, and investments for sustainable growth.

3. Promote ownership and excellence amongst our associates.

4. Promote a healthy environment.

1.6 GOALS OF GARUDA POWER

1. To achieve excellence in product delivery and services to meet

customer needs.

7


8/53

2. To improve the quality of life of all stakeholders.

.

CHAPTER-2

ORGANISATIONAL

STRUCTURE

8


9/53

2.1 CORPORATE ORGANISATION STRUCTURE

9

Chairman

Vice Chairman

Managing Director

Director

Kolkata

Division 2

Director

Kolkata

Division 1

Director

Korba

Division

Director

Rouekela

Division

Director

Asansol Division

Head

Finance,

legal

Head

HRHead

Service

Head

CSE

Head

Parts

Head

Sales

Finance, legal

Managers

HR

Managers

Service

Managers

Sales

Managers

Parts

Managers


10/53

2.2 DEPARTMENTAL ORGANIZATION STRUCTURE:

10

Service department

Sales department

Human resource

department

Finance, legal

department

Garuda Power

Private Limited

Parts department

Finance,

legal

Executives

HR

Executives

Parts

Executives

Sales

Executives

CSE

Executives

Service

Executives


11/53

2.3 AUTHORITY AND RESPONSIBILITY

2.3.1 Authority:

Authority is seen as the legitimate right of a person to exercise influence

or the legitimate right to make decisions, to carry out actions, and to

direct others. For example, managers expect to have the authority to

assign work, hire employees.

As part of Garuda Power, it has a formal authority system that depicts the

authority relationships between people and their work. Different types of

authority are found in this structure: line, staff, and functional authority.

Line authority is represented by the chain of command; an individual

positioned above another in the hierarchy has the right to make decisions,issue directives, and expect compliance from lower-level employees.

Staff authority is advisory authority; it takes the form of counsel, advice,

and recommendation. People with staff authority derive their power from

their expert knowledge and the legitimacy established in their

relationships with line managers. Functional authority allows managers to

direct specific processes, practices, or policies affecting people in other

departments; functional authority cuts across the hierarchical structure.

For example, the human resources department may create policies and

procedures related to promoting and hiring employees throughout theentire organization.

2.3.2 Delegation:

In order for managers to achieve goals in an efficient manner, part of their

work may be assigned to others. When work is delegated, tasks and

authority are transferred from one position to another within the

organization. The key to effective delegation of tasks is the transference

of decision-making authority and responsibility from one level of the

organization to the level to which the tasks have been delegated. In orderto effectively delegate work, some guidelines should be followed:

11


12/53

Determine what each worker can most effectively accomplish; decide

whether the worker should just identify a problem or also propose a

solution; consider whether the person can handle the challenge of the

task; be clear in the objectives of the task;

Authority should be delegated in terms of expected results. Generally,

the more specific the goal, the easier it is to determine how much

authority someone needs. Delegation is an excellent professional

development tool so long as it expands a worker's expertise and growth.

Delegation can also compensate for a manager's weakness. A successful

team is developed by building on the strengths of its members.

2.3.3 Responsibility:

Responsibility is the obligation to accomplish the goals related to the

position and the organization. Managers, at no matter what level of theorganization, typically have the same basic responsibilities when it comes

to managing the work force: Direct employees toward objectives, oversee

the work effort of employees, deal with immediate problems, and report

on the progress of work to their superiors. Managers' primary

responsibilities are to examine tasks, problems, or opportunities in

relationship to the company's short-and long-range goals. They must be

quick to identify areas of potential problems, continually search for

solutions, and be alert to new opportunities and ways to take advantage of

the best ones. How effectively goals and objectives are accomplisheddepends on how well the company goals are broken down into jobs and

assignments and how well these are identified and communicated

throughout the organization.

The HOD delegates a part of his responsibilities to the managers,

who are responsible for the execution of orders and also

performance of the same.

The Senior Executives and Junior Executives function under

Manager according to the particular job description. These junior

executives have to carry out smaller tasks assigned to them by their

superior and report the same to the senior executives.

12


13/53

CHAPTER 3

FUNCTIONALAREAS

13


14/53

The organization has mainly four departments.

I. Service department

II. Sales department

III. Human resource departmentIV. Parts department

V. Finance, legal department

3.1 SERVICE DEPARTMENT

3.1.1 Recon & job work repairs

Recon engines, components & generator sets on exchange & sale.

Estimate based repairs & overhauling of engines & components.

Fuel pump & injector calibration.

Repairs of alternators & electrical accessories.

Swing/float engines support.

3.1.2 Repower & Replacement

Customized engine power packs for various applications.

Equipment support alliances.Information & technical support.

14


15/53

3.1.3 Quick service

24 hour Field services :

Minor Repair (24 hour) & Major Repair(72 hour).

Free Service :

A/B/C/D schedule checks - For new & Recon engines.

Warranty Support:Max time to restore breakdown within 22 hours.

Max time to restore minor problem within 15 hours.

3.1.4 After sale services

Garuda power mainly provides three types of after sale services.

1. Warrenty service

2. Contract service

3. Courtesy or free service

Warranty service

In warranty service there are four mandatory services. These services are

called A check B check C check and D check.

A check has to be done within 50 hours of commissioning.

B check has to be done within 300 hours of working life or 6 months of

commissioning.

C check has to be done within 1500 hours of working life or 1 year ofcommissioning.

15


16/53

D check has to be done within 1500 hours of working life or 2 years of

commissioning.

Warranty services also include

1. 30 months from date of dispatch2 24 months from date in service

3 5000 hrs of operation

If any problem occur after the mandatory warranty services then these

services are being provided.

Contract based services

Garuda Power Private Limited provides after sale contract based services.

The customer can contract with the company annually or monthly. Thecompany will provide service according to the contract the customer

enters. These services are paid services.

Annual maintenance contract

AMC is performed through Garuda power in three different packages to

allow the customer to choose the right on depending on the customers

service need. These requirements of various customers are have been

perfected over years of experience in the field. The customer may choose

any package from the following option.Silver AMC

Gold AMC

Platinum AMC

Silver AMC

The silver AMC is the base Annual Maintenance Contract designed

provide value to those customers who are looking to outsource their

preventive maintenance to professionals. The customer will enjoy the

benefit like 24*7 supports. Service preference; break down calls on costfree basis, training of ground stuff, technical updates. Besides these

benefits comprehensive service checks will be carried out at specified

intervals.

Gold AMC

The gold AMC additionally offers visits by experts for the engines under

contract repairs of selected critical systems and minor health checks over

the silver AMC benefits.

Platinum AMC

16


17/53

The Platinum AMC offers real one stop solution to all Generator

Service needs which include special repairs ,comprehensive health

checks, special audits apart from special assistance in case of break down.

These services are in addition to the Gold AMC.

Courtesy or free service

The company sometimes gives courtesy or free service to the major

clients. It works as marketing of the company.

3.1.5 Benefits of AMC

One stop solution

Unique option to avail maintenance for generator set , panels.

Break down calls

Free break down calls to cover all emergency needs.

Expert visit

Trained and experienced engineers visit for sincere consultation or

support.

Emergency back up

Assistance in rental power to meet temporary power needs.

Emergency service

On call 24*7 supports.

Free health check

Complete check at specified intervals.

Professional maintenance

Maintained and serviced by Cummins trained and certified engineers.

17


18/53

3.1.6 Roles and responsibilities

18

SPC

- Non-Technical / Technical

Call receive

Call registration

Service Event UpdationTaking customer Feedback

Service event Closing

Service

Advisor

Technical Person

Act like floor Manager

Service event planning after

discussion with Customer and

Service engineer

Service engineer allocation to

the service event

Service event monitoring


19/53

3.1.7 Service Delivery Strategy

3.1.8 Service Marketing

Garuda Power does not do marketing for Cummins products. So it does

not have any marketing department. But by its good service delivery

system and customer relationships, it created market for Cumminss

products in West Bengal.

There are mainly three types of customer.

1. Promotes

19

Service

Manage

r

-Technical Person

Responsible for dealer total

service supportMeeting customers

Service gap analysis & action

planning

NPS improvement activity

Coach for Service engineer,

service advisor& SPC.

Commitment to Customers within one Hour of Service Call about Service

Engineer Assignment.

Engineer deputation & on-Service job within 24 Hrs MAX.

Closure of SRN within 48 Hrs of call.

Visibility to every Service Event.

Proactive updates on Service events to Customers.

Trigger escalations within the system before Customer escalates.


20/53

2. Passives3. Detractors

The Net Promoter Score (NPS) is a measure of customer loyalty.

NPS is a simple way to create a clear measure of a company'sperformance in its customers' eyes.

Loyal customer are classified as promoters, while non-loyal

customers are classified as detractors.

NPS also creates a link between the quality of a company's

customer relationships and its profitable growth.

NPS suggests one question to assess loyalty:

Question: How likely are you to recommend Cummins to a friend or

colleague?

10 9 8 7 6 5 4 3 2 1 0

Promoters Passives Detractors

Example of customer rating of Garuda Power over a year.

20

Promoters

Promoters may pay

price premiums,

devote greatershare of wallet,

and create advocacy.

Passives

Passives may switch

for convenience ora more competitive offer.

Detractors

May create negative

word-of-mouth andswitch to competition.


21/53

R a t i n g 0 1 2 3 4 5 6 7 8 9 1 0 T o t a

C u s t o m e r s3 2 2 4 3 2 1 2 0 3 5 6 8 2 7 8 1 2 6 6

I n % 1 % 1 % 1 % 2 % 1 % 8 % 8 % 1 3 % 2 6 % 1 0 % 3 0 %

L i k e l y t o r e c o m m e n d

2 2 % D e t r a c t o r s 3 9 % P a 4 0 % P r o

Promoters can be created by balancing relationship and operational

excellence.

21

R

E

L

A

T

I

O

N

S

H

I

P

Promoter

Loyal customers who

repurchase and are

willing to pay more

Collaborate for

win

Overcome

inconveniences

Recognize value

Passive

Customers purchase

based on trust despite

offering

Purchase on

personal

relationships

Sensitive to

competition


22/53

Relationship + Operational Excellence = Promoter

3.1.9 Approach to Service Delivery Process

22

O P E R A T I O N A L E X C E L L E N C E

Detractor

Customers view

products and services

as commodity

Price sensitive

Deal dependent

Passive

Customers purchase

based on offering

despite trust

Purchase on

function

Sensitive to

competition

Issue SRN on Call by SPC

Transfer SRN to FSEM

system for NON

Warranty Engine

1.Engine

2.Breakdown Calls

3.Update of status Call

Transfer SRN to MTTR

system for Warranty

Engine

1.PM Calls

2. Breakdown Calls

3.Update of status Call

Customer

Communication

by

Phone/SMS

/Email

Customer

communication

by

Phone/SMS

/Email

Customer

Calls to SPC


23/53

Closing the loop

Closing the Loop is the process that drives internal improvement

beginning with customer feedback and ending with communication back

to the customer.

Survey

Follow-up call Improvements

Communication back to customer

The Closed Loop process applies to all three categories of customers.

Detractor Customers are the only alerts that must receive a follow-up call:

ForALL detractor customers who score 0 to 6

ForPassive customers who score 7 or 8

ForPromoter customers who score 9 or 10 (recommended)

3.1.10 Customer Service Experience

Everything speaks.........communicates

All these aspects i.e. Appearance, Behavior and Communication

23

AppearanceBehaviour

Communication

Issue resolution & Closing of

SRN.

Service Escalation Process


24/53

ensure Customers Loyalty ( 9-10).

Communication: (Pre event/ During event/ Post event)

All these aspects i.e. Appearance, Behavior and Communication

ensures Customers Loyalty ( 9-10).

Garuda Power supports customers through

Parts & Consumables for all Cummins engines.

Genuine parts & Consumables.

Filters & exhaust products.

Turbocharger spares.

Lube oil & lubricants.

Alternator spares.

24

Service

delivery

process

Escalation

process

Commonservice

delivery

system


25/53

3.1.11 Customer service (Dos and Donts)

Dos

If customer is calling other than SPC, take details and educate

customer to call SPC next time.

Service Engineers should carry required tools as per the problem

stated by the customer.

Always visit with prior appointment with the customer.

If getting late in reaching customer site, inform SA for the same.

Always discuss with the customer before leaving the site

SA should put the discussion detail with customer in the system.

SA should promise the realistic time for SE visit.

Keep a track of service event pending for parts availability

Donts

Never over commit to customers.

Never miss guide the customer.

Never go to customer site without preparation.

25

Parts ordering

system linked

with serviceevent


26/53

Never argue with customer.

Never visit customer site without discussing with SA.

Never miss to inform SPC for Customer calls.

Never leave the customer site without discussion with the

customer.

Never attend any personal phone call while doing the job.

3.2 SALES DEPARTMENT

Sales are under the control of the general manager, to whom the sales

manager reports. The sales manager is, of course, in direct charge of all

activities of the sales department. It is not unusual for one of the chief

executives of a company to be in general charge of sale

3.2.1 Personnel of sales department

The personnel of the sales department in Garuda Power consist of a

general sales manager, an assistant sales manager, branch sales manager,

and sales correspondents. The various titles are explanatory of the

positions.

An efficient sales manager should possess, among other characteristics :the art of personal , contacts, the ability to make quick and easy

adjustments to other personalities ; executive ability, especially in

handling men and in office management ; a reasonable amount of selling

experience; a knowledge of human nature and ability to size up men; and

the ability to organize, instruct and direct others in various sales

activities. It is seldom that a sales manager possesses all these qualities in

a marked degree, but a reasonable combination of them is often found.

26


27/53

3.2.2 Functions of sales management

The chief functions of sales management are:

Determining sales quotas, providing bonuses and prizes,

conducting sales contests and special sales campaigns.

Preparing, or directing the preparation of, sales manuals, or

salesmen's handbooks, giving detailed information about the

company, the products, and the sales principles and methods

involved in selling.

Cooperating with the Service department in the matter of service

and reporting their reaction on dealers and consumers.

Conducting, or arranging for, special market surveys and analyses

of territories with a view to discovering new markets for the goods

or new methods of developing old markets.

3.2.3 The sales promotion department

Sales taken over and carried on in greater detail by a separate division of

sales, called the sales-promotion department. Supervision is in the hands

of an executive or department head usually designated as the sales-

promotion manager.

Sometimes he reports to the sales manager, probably more often to theadvertising manager, and frequently he is coordinate with them, reporting

directly to the president, general manager or vice-president in charge of

sales. There is such a strong tendency in this direction that we discuss

here in some detail sales promotion as a separate activity, despite the fact

that to do so involves some repetition.

3.2.4 Functions of sales promotion

The functions of sales promotion considered as a separate department of a

business are:

Prospecting territories by investigating and preparing reports upon

selected cities, counties, states, or regions, giving the physical

layout, transportation facilities, financial resources, population and

general market possibilities.

Prospecting individual buyers or logical customers by investigating

and classifying them according to needs, occupations, fitness,

financial standing, purchasing power, buying habits and locations.

Making specific market surveys and analyses, securing detailedand authoritative information regarding the quantities of products

27


28/53

sold in given area, the satisfaction given and sales problems

involved, selling methods, and the probable capacity of that market

to absorb more products. Statistical reports, charts and graphs of

these surveys are prepared and used as a basis for organizing or

reorganizing sales forces, adjusting territories, fixing sales quotas,and finding and developing new markets for the products.

3.3HUMAN RESOURCE DEPARTMENT

3.3.1Talent acquisition

It is a process of getting the right person for the right job at the right time,

which is done through the following steps:

a)Man power planning

Man power planning or personal planning in an organization is evaluating

the current man power in the organization and then determining the

number of employees further required for the different positions, and then

plans as to how the organization should go about acquiring the required

number of employees for the various positions. At Garuda Power the

manpower planning is done based on the future plans and prospective

growth of the organization.

b)Recruitment

It is the process of discovering and selecting the sources of manpower,

and then attracting them to the organization. Recruitment can be done in

house or outsourced. The organization classifies its employees as off rolls

and on rolls.

The process of attracting people to apply is called recruitment.

28


29/53

The need for recruitment arises out of the following situation.

1. Vacancies due to transfer, promotion, retirement,

termination, permanent disability, or death.

2. Creation of vacancies due to expansion, diversification,growth or job reclassification.

Recruitment methods of Garuda Power

Employment Agencies

The organization mainly recruit from private employment agencies. The

Garuda power private limited recruit from ABC Consultants which

provides a list of suitable candidates whenever they need. The

organization mainly take help from private employment agencies when

they need a bunch of candidates. In final selection process the

representatives also sit on the interview panel .But final decision are

taken by the representatives of Garuda Power.

News paper advertisements

The organization mainly recruits from news paper advertisements. In

news paper advertisements the organization specify their requirements

about the candidate. The date and time and place of walk in interview are

also be specified in the ads. The interested candidates come in the

organization with their cv at date specified date and time. Then the

candidates face group interview. Then if all the interview board members

think that the candidate is suitable for the organization then the candidate

is being selected .The candidates certificates , mark sheets ,address proof

are being verified.

Casual applications

Garuda Power receives self solicited applications seeking suitable

opportunities. Garuda power maintain a file of such applications andwhenever a position opens they may call from the applicants. But this

happens in rare case. Mainly Garuda Power rely on ABC Consultants.

Word of Mouth

This can be done by individual existing employee of Garuda Power

Private Limited. This is economical. So Garuda Power sometimes recruit

by this process.

c)Selection

29


30/53

It is the process of selecting the right person for the right job. At Garuda

Power, the process followed is as follows.

Selection Process

Receiving of Application Forms

Screening the Applications

Calling the short listed candidates for interviews

Functional interview with the manager

Short listed candidates go through an HR interview

Candidates who pass through the HR round are selected for the respective post

d)Placement

Once the candidate is selected he/she is placed for the respective position

and the offer letter is sent to him/her through mail.

3.3.2 Induction , Orientation and training

Once the employee is placed for the respective post and he/she has

receive the offer letter the joining date has to be confirmed based on

which the induction is planned.

Induction

As per the date scheduled, employees called for the induction. On Rolls:

For the On Rolls, induction happens in office. If the employees executiveor senior executive induction would consists of welcoming the new

employee on board, then the HR manager would give the employee a

presentation on the company, background and history, a brief insight into

the various departments of the company, the work culture and the policies

at the work place after which the feedback would be taken for the HR

induction.

After the completion of the HR induction the employee would beinducted on the various departments in detain by the respective people

30


31/53

from the various departments. This will also contain an in depth insight

into the department with which the employee would be working. The

induction would be scheduled across a period of one week in the

department for which the employee would be working across 3-5 days

based on requirement. The employee is then asked to fill a feedback form.This brings the employee to the end of the induction program.

After the induction is completed he/she takes on the duty and starts

working as a full fledged employee of Garuda Power. During the course

of induction the joining formalities are completed which includes,

Giving the joining kit consisting of the joining forms, employee

hand book CD, a scribbling pad and a pencil.

Filling of the joining forms by the employee which includes thefollowing forms.

1. Employee application form

2. Joining report

3. Application for medical claim, ID card, Nomination and declaration

form,

4. Bank account opening form.Orientation

Once the induction is completed orientation happens which is nothing buton the job training.

Training

Objective of training

The basic objective of training is to establish a match between employee

and his job. This training is designed to improve knowledge, skill and

attitude and thus, equip the individual to be more effective in his present

job or prepare him for a future assignment.

Training can not entirely substitute experience, but it has certain definite

advantage over it.

Training unlike experience can shorten the training the time

required to reach maximum efficiency.

Cost of training is much less than the cost of gaining experience,

particularly if one is dealing with expensive equipment.

31


32/53

The results of experience can sometimes be accidental, particularly

when experience depends solely on trial and error.

The element of predictability is far less when compared to the

outcome of a well convinced and conducted training program.

Training thus provides certain advantages which are not available by

learning through experience.

As far as identifying training needs by the company Garuda Power

Private Limited considers the following factors.

1. Level and rapidity of technological and administrative changes.

2. Level of individual and group performance.

3. Changing organizational structure.Selected candidates of the Garuda Power Pvt Limited are compulsorily

trained by Cummins in Pune for one month. In the service period also the

employee can be asked to go to Pune and get training. As because Garuda

power is a service based company the employees are required to be

thoroughly upgraded about the new technological changes the Cummins

made.

3.3.3 Performance appraisal

Performance appraisal is the method of judging the relative ability of an

individual employee in performing his task. The appraisal can help

identify a better worker from a poor one.

Performance appraisal is one of the most important roles of a manager or

a supervisor to motivate, encourage, build, train, reinforce and modify

behavior of his subordinates.

Objective of performance appraisal from management point of view

1. To determine salary increments.

2. To identify training and development efforts.

3.To facilitate organizational planning in the areas of planning

placement according to suitability, promotion, transfer, demotion or

termination etc.

4. Evaluate subordinates correctly.

32


33/53

5. To maintain discipline and help in creating a desirable culture and

tradition in the organization.

Objective of performance appraisal from employees point of view

1. Help the employees to overcome he is weakness and improve hisstrengths and thus enable him to improve his performance.

2. Provide inputs to system of rewards (comprising salary increments,

appreciation, additional responsibility, promotion etc.)and salary

administration.

Methods of performance appraisal in Garuda Power

Score card

This method of appraising performance is easy to construct, understand

and use. In score card method quantity of work, quality of work, job

knowledge, dependability, attitude of an employee are being measured. In

this method the element of subjectivity is very high. Though numbers are

involved they may generate an illusion of accuracy. This method

facilitate supervisor to evaluate employees as well as employees to

improve their performance in better way. Garuda Power gives promotion

to their employees on basis of this score card. This performance is

reviewed once in a year.

Review process has the following ratings.

DESCRIPTION RATING

Exceeds expectation- has exceeded more than the required

objectives and target sets.

5

Above expectation- has exceeded some of the required


4

Meets expectation- has met the required objectives andtarget sets.

3

Does not meet expectation- has met some of the required


2

Below expectation- has not met many of the required


1

3.3.4 Promotion

33


34/53

Promotion is the upward reassignment of an individual in an

organizations hierarchy, accompanied by increased responsibilities,

enhanced status and with increased income. One of the major reasons

leading to promotion is the growth of business.

Reason for promotion

1. One of the major reasons leading to promotion is a growth of

business. Under these circumstances, it becomes necessary for an

organization to create new jobs and promote some of the existing

employees to position of greater responsibility.

2. A promotion also constitutes recognition of a job well done. The

effective performance of a job is a reflection of the employees

commitment to work, and the promotion becomes a reward for his

service to the organization. It serves to enhance job satisfaction,loyalty to the organization and to create a sense of belonging of an

employee.

3. Most employees are not interested in working in a dead end job.

Not getting an opportunity to move upward in the hierarchy can

prove to be a major demotivating force to employees, leading to a

decision to dissociate from the organization. Under these

circumstances, promotion becomes a strategic move to retain an

employee, particularly if he/she is a good performer.

Analysis for promotion

Performing present duties well enough to justify a promotion.

Experienced and qualified to do at least a part of the new job.

Willing to hand over current responsibilities to a new person.

Enthusiastic about taking on a new role.

Familiar with the new positions responsibilities and priorities.

Proficient in the interpersonal skills necessary to work with others

in a new role.

Adequately trained or willing to accept the new role.

Prepare to bow out gracefully if the promotion does not work out

as planned.

3.3.5 Compensation

34


35/53

Compensation package consist of two kinds of payments during

employment and after employment

During Employment package

It basically consists of four components

1. The basic salary

2. Cash allowances

3. Bonus

4. Perquisites

The basic salary

Basic salary is worked out on the basis of job evaluation and is adjusted

either because of reclassification or changes in the cost of living. Basic

salary is a range with top and base clearly. An increment is simply a

constant addition in the basic salary as a reward for work done according

to expectation.

Allowance

Some allowances Garuda Power is providing are

Dearness allowance

House rent

Travel allowance Daily allowance (in case of outstation travel)

Bonus

This payment is gesture of goodwill over and above the regular wages. It

amounts 8.33 percent of basic salary of one month.

Perquisites

Perquisites are those benefits that do not usually come in the form of cash

but are provided to maintain certain needs and status of the employee andthe image of the organization.

The perquisites of Garuda Power includes

Car loan

House loan

Paid holidays

Reimbursement of the cost of childrens education

Some other compensations for Garuda Power employees are

35


36/53

Accidental Insurance

Health benefit(Medical claim)

Compensation after employment

Once the employee has left the organization either voluntarily or onsuperannuation, he can continue to draw certain kinds of benefits

from it.

These are in the form of

Pension

Gratuity

Limited medical facilities

These compensation packages are agreed upon the time of employment.

3.3.6 Facilities

Garuda powers employees are facilitates with

Transport facilities

Canteen

Telephone bills

Garuda Power and Airtel India are connected with yearly contract. The

Airtel sim cards are provided to the employees of Garuda power. But the

free phone calls are restricted with hours limit.

3.3.7 Employee Relation

This is nothing but grievances of the employees are related to the work

rules and regulation, policy and procedure, health and safety regulations,

past practices, changing the cultural norms unilaterally, individual

victimization, salary bonus etc .Here the attitude on the part of

management in their effort to understand the problems of the employees

and resolve the issues amicably have better probability to maintain a

culture of high performance. Effective grievance handling is an essential

part of cultivating good employee relations and running a fair, successful

and productive work place. Positive employee relations are two-way

street. Both sides must give a little and try to work together. At,Garuda

Power the HR department handles the employee grievances through an

open door policy. If there are any complaints, they should report it to the

HR Department, who will further look into the matter and try solving it to

the best of their ability. If the complaint is beyond the control of HR

department, the matter will move up to the respective higher authorities

for review.

36


37/53

3.4 PARTS DEPARTMENT

It is a department which looks after need and supply of parts(spare). It

keeps an account of list of requirements for example diesel generators,

engine parts, spare parts and other supporting equipments.

The spare parts department is a key segment and profit centre of the

dealership operation. There are certain prime reasons which attributes to

such identification:

The dealership has 100% equity in paid for spare parts.

Investment in parts inventory represents about one third of the

dealership's working capital.

25 to 30% of the dealership's gross profit comes from parts and

accessories sales.

Spare parts segment plays a very important part in the customer's

acceptance of the dealership as a place to buy not only spare parts but the

product itself.

37


38/53

Periodic review and evaluation (weekly, monthly, quarterly, year end) of

spare parts department can provide significant information for the

management in strengthening the spare parts department's performance.

The following action suggested may be helpful in this regard, as they can

provide the management with factual decision supporting information.

Observe the counter salesman in action.

Sample check inventory records.

Review sales and profit levels vs. objectives.

Review monthly turnover rate.

Review ordering procedure.

Review expenses.

Review parts catalogue and price lists.

Review annual physical inventory results.

It may be worthwhile mentioning here about part inventory procedures

and evaluation of spare parts manager if the total operation is being

managed by him.

After all parts & accessories are counted, the quality, location and

description should be compared and recorded on each inventory control

sheet.

3.4.1 Serving the Service Department

The service department is the parts department's best single customer. It

is important that dealership management establishes a policy, which

supports close coordination between these two important profit-centre

departments.

This coordination should include the opportunity for the parts manager to

review requests for parts with the mechanic or service manager. This will

help ensure greater understanding and permit suggesting additional parts

to be included in the repair job.

This practice will help increase sales and profits for both departments.

This policy should clearly establish that close observance of the

following guidelines is basic to serving the shop:

1. Provide fast service to the mechanic or the service manager. Avoid

keeping them waiting. Time lost in waiting for parts costs the dealership

in terms of loss of the customer and reduced shop productivity.

38


39/53

2. Anticipate the mechanics' major needs for routine jobs. Whenever

practical, encourage mechanics to prepare repair orders "in advance" so

that they can be reviewed and the parts are identified and available for

immediate pick-up when needed.

3. Work closely with the service manager in arranging for and capitalizing

on parts and service promotions.

3.4.2 Serving the Sales Department

The parts manager in the dealership will have numerous opportunities

to provide support to the sales department. For this reason, it is

important that management policy fosters close co-operation between

the parts manager and sales personnel. Areas where such cooperationwill payoff, include:

Providing prospects with literature on products they are interested in.

Talking with prospects about parts availability.

Supplying parts and accessories for sale on new and used products.

Selling items when sales personnel are not available.

Advising sales personnel on equipment for which parts are hard to get

so that they can consider this in appraising trade-ins.

39


40/53

3.4.3 Housekeeping

A well-kept and orderly parts department can attract a strong customer

interest. Management policy should direct the parts manager to maintain

the appearance of the department through daily clean-up of the parts ondisplay and sales area.

Further, the housekeeping policy should encourage suggestions from the

parts manager for improvements in department appearance, fixtures,

displays, and in storage of heavy, odd shaped and flexible items.

Regular inspection of the Parts Department by dealership management

will help ensure continued good housekeeping.

3.4.4 Control Obsolescence

Parts that become obsolete represent dealership rupees that are not

working. Obsolescence is bound to creep into spare parts inventory to

some extent. Dealership management can improve the parts turnover rate

and minimize obsolescence by adopting policies like:

Careful ordering.

Regular use of the monthly stock ordering program Getting an advance deposit from customers against special order of

40


41/53

parts.

By considering the parts not sold at retail for the last two years as 100%

obsolete and having a dialogue with principal to accept the non-moving

parts.

Special sales effort to liquidate the surplus parts by offering specialdiscount at counter or to trade.

3.4.5 Engines

Cummins power generation equipments

Cummins power generators

Cummins diesel units

Cummins natural gas units

Cummins industrial diesel units

Diesel engine spare parts

3.4.6 Spare Parts

Diesels Plus carry a wide range of spare parts in stock for our range of

engines, equipment and generating sets supplied.

41


42/53

Alternators:

Mecc Alte

Stamford

Leroy Somer

Control System:

Deep Sea

Deif

Mitsubishi

Filter Systems:

Donaldson

Mann & Hummel

Electrical:

Bosch

Iskra

Fuel Injection:

Bosc

3.4.7 Proposed Maintenance & Inspection Program

42 Training

All employee based on

requirement

Licensing


43/53

Hazard, Accident reporting and investigation- Why?

Prevent future incidents (leading to accidents).

Identify and eliminate hazards.

Expose deficiencies in process and/or equipment. Maintain worker morale.

43

Safety

programs

Inspection

Rigging

Safe

Operation

Maintenanc

e

Initial Inspection

Daily Inspection

Periodic Inspection

Third party Inspection

Safety practices

Vertical lifting

Safe operating distance

Rigging process approval

Periodic checking system

System to establish end

of life

Preventive & Corrective

Maintenance

End of Life period

Breakdown & cost analysis


44/53

The rule requires to investigate serious accidents.

Garuda Power will lose money when regular work stops.

At Risk

An employee is working on site at a risk.

3.5 FINANCE AND LEGAL DEPARTMENT

3.5.A Finance Activities

They are responsible for payment to Cummins, verification of stock

status, evaluation of financial data, auditing, tracking profit and loss of

outlets, coordinating with sales tax authorities, providing finance for

44


45/53


46/53

Purchasing assistance

Accounts receivable and accounts payable

3.5.A.3 Financial Reporting

The Financial reporting section of the department workflow is aimed at

generating and providing financial reports to company's departments and

outside institutions to ensure legal compliance with state requirements.

The Financial reporting section also reconciles the accounts of the

company and reports current status of all operations and translations

made during reporting period. The company owners and The Board of

Directors use analytical reports to ensure that the deals with current

contractors of the company are properly calculated and handled.

3.5.A.4 Internal Audit

They conduct regular physical audit and check for any business

malpractices and misuse of property. Its objectives are to examine,

evaluate, and make reports on the adequacy of the internal controls for

proper functioning of the departments. They are granted full and

complete access to all corporate and franchisee manuals and

computerized records, physical properties and personnel relevant to an

audit or review without any prior notice or information.

They visit outlets and check if everything is in place and the outlets arebeing run as per the set standards. If gaps are noticed, then the Head of

the Department are intimated through mail as to what is wrong.

3.5.B Legal Activities

Law department is responsible for providing legal services and advice to

the company, its divisions and employees. The department office faces a

great number of different legal matters. These matters include: business

development, contract management, real estate transactions, customer

claims against the company for product damages and defects, litigation,employment law, sales and leases matters, debt collection, bankruptcy,

case prosecution, and much more. All these activities create the workflow

of Legal department. If to look at the workflow in whole, the following

main functions of the legal department can seen:

Providing legal advice and guidance.

Prosecution of cases in courts and litigation management.

Documentation preparation and drafting.

46


47/53

3.5.B.1 Providing legal advice and guidance

This is a core function of Legal department. During the company's

everyday life, there are a lot of legal issues which require qualified

advice from Lawyers and Legal Advisors. This is about giving advice

for resolving such issues as sales, purchasing, customer support,

partnership, licensing, and other. The implementation of the function is

based on the following activities the department concerns:

Giving advice to the company, its divisions and employees on

matters of law and legal protection.

Keeping company activities in strict compliance with newlegislation.

Representing company in all meetings, conferences and public

events.

3.5.B.2 Prosecution of cases in courts and litigation management

Legal department represents and defends the company interests and its

employees in courts and government bodies. The department initiates

litigation in case of court examinations, and the legal staff members areresponsible for creating and enforcing ordinances and gathering existing

claims in favour of the company. This function is fulfilled by the

following activities:

Preparation of protocols, claims and counter-claims to courts

Representation of company in courts

Protection of company's rights and interests in judicial sittings

3.5.B.3 Documentation preparation and drafting

This function concerns legal part of document management. Law

department is responsible for drafting documents in forms which do not

contradict or infringe existing legislation, both local and international (if

company conducts oversees activities). The fulfillment of this function

is based upon the following activities:

Creation of legal documentation requirements.

47


48/53

Drafting and approving document layouts.

Complying documentation with existing agreements and

legislation.

.

CHAPTER 448


49/53

SWOT ANALYSIS

4.1 STRENGTH AND WEAKNESS:

Strengths

1) Fast and quick service.

2) Majority of the employees are young and dynamic.

3) Garuda has a good relationship with the customers.

4) Garuda Power is the only the authorized dealers of Cumminssproducts in total east India. It has huge market there.

49


50/53

Weakness

1) It has to depend on Cumminss products. Cummins will set the

product prize. Customer delight will be more on Cummins than

Garuda Power.

2) Targets very small number of persons.

3) Prices are high for the service they provide.

4) Transporting big engines is very costly.

5) Lack of proper marketing about their service

4.2 OPPORTUNITIES AND THREATS

Opportunities

1) As there are few players, Garuda Power has wide market availability.

3) Open option of venturing into other potential cities.

4) As of now there is no big competitor for Garuda Power in West

Bengal.

5) Number of factories is increasing rapidly. So the demand for the

engines also increased.

Threats

1) Many players have entered in service based dealership for other

power companies.

2) Cumminss future dealership policy may act as a threat in future .

50


51/53

CHAPTER 5

OBSERVATIONS,

SUGGESTIONS

&

CONCLUSION

5.1 MAJOR FINDINGS

During the internship period, different functions of the different

departments to the organization were learnt. It was found that the Service,

Human resource and finance departments play an important role. Through

interaction with the employees, their functions at various levels of the

organization were found.

51


52/53

The various departments have the responsibility to ensure that their team

has achieved the set targets and motivate them in excelling in their skills.

5.2 SUGGESTIONS

The management of the company can perform its functions moreefficiently to utilize the resources to achieve the goals of the

organization.

The Human Resource department can come up with innovative

motivational policy to encourage employees.

A lot of paper is used for documentation and other purposes. This

can be reduced and compensated by electronic documentation.

5.3 CONCLUSION

This internship is the first major industrial exposure wherein we got an

overall view of the company. We found out about the management

hierarchy, basic departments and the layout which enhanced our

managerial knowledge.

Garuda Power provided me with a platform to understand how exactly

service units work and how to maintain customer relations.

The companys excellent service delivery system have made them

successful in their area. There has been a rapid growth of the

organization.

5.4 BIBLIOGRAPHY

www.garudapower.com

52


53/53

Date post:	04-Apr-2018
Category:	Documents
Upload:	ravi-prakash
View:	216 times
Download:	0 times

Project Final c

Documents