RAJARSHI SHAHU INSTITUTE OF MANAGEMENT

Aurangabad

In-Plant Training Report

OF

ABB INDIA LTD., Nashik

Submitted bySantosh D. Amilkanthwar

M.B.A. 2nd Year (FINANCE)

Guided By :-Prof. Adnan

B.G.P.S.RAJARSHI SHAHU INTITUTE OFRAJARSHI SHAHU INTITUTE OF

MANAGEMENTMANAGEMENT

DECLERATIONDECLERATION

I hereby declare that this project report submitted by me in my

partial fulfillment of Master of Business Administration is a

genuine work of mine.

It has not been submitted either fully or partly to this or any other

institute prior, in any other connection.

Santosh D. AmilkanthwarM.B.A. (3rd SEM) (Finance)

INDEX1. OBJECT

1.1. Object of In plant Training

2. PROFILE OF THE COMPANY

2.1. Group Structure

2.2. ABB in general

2.3. ABB India history

2.4. ABB Nashik

2.5. Company Mission and Goal

2.6. Awards and Certification

2.7. Company Policies

2.8. Major Achievement

2.9. Customer of ABB

2.10. Manufacturing Activities

3. TRADE UNION

3.1. Trade Union

4. DEPARTMENTS

4.1. Indoor Switchgear

4.2. Outdoor Switchgear

4.3. Quality Assurance

4.4. Purchasing Department

4.5. Manufacturing

4.6. Human Resource

4.7. Marketing

4.8. Finance

4.9. Retrofit

4.10. RMU (ring main unit)

5. CONCLUSION

6. BIBLIOGRAPHY

1. OBJECT

1.1. Object of the In plants training

In the modern day there is an essential of In plant training for

the partial fulfillment of the Master of business administration. It is

give the knowledge practical knowledge of the work environment to

the Management student. Therefore study of this project is an

important. Following are the main objectives of the In plant training.

To observe the work in the organization.

To see the important structure of the organization.

To observe process of each department.

2. Profile of the Company

ABB LTD (ranks 47th in Business world's 2004 listing of top

Indian companies by average market capitalization)

2.1. Group structure

ABB Ltd, Zurich, Switzerland is the ultimate parent company of

the ABB Group, which is comprised of around 500 subsidiaries

(operating and holding companies) worldwide. Besides ABB Ltd, the

only other listed company in the ABB Group is ABB Ltd, India, which

is listed on the exchanges in India at Mumbai (BSE and NSE),

Ahemdabad, New Delhi and Kolkata.

ABB is a global leader in power and automation technology that

enable utility and industry consumers to improve their performance

while lowering environmental impact. ABB’s vision is to be The

Value Creator. Working closely with customers, understanding their

business needs and local market conditions. ABB ensures it’s

Customer’s success through it’s innovation products, system, services

and complete solution; combining world – class technologies, proven

expertise and strong local insight. The ABB Ltd. is a wide spread

manufacturing company in all over the world. The company has

around 1,55,000 employees in more than 100 countries.

2.2. ABB in general

The ABB group of companies operates in around 100 countries.

Working closely with customers, understanding their business needs

and local market conditions, ABB is committed to ensuring their

success through innovative products, systems, services and solutions,

combining world class cutting edge technologies and proven domain

expertise with strong local insight.

ABB’s organizational structure is divided into two major

groups:

Power Technologies

High voltage products

Medium voltage products

Transformers

Utility Automation systems

Power systems

Automation Technologies

Process Automation

Automation Products

Manufacturing Automation

2.3. ABB India: History

The Company was incorporated on 24th December 1949 as

Hindustan Electric Company Limited. In 1965, the company’s name

was changed to Hindustan Brown Boveri Limited (HBB). Pursuant to

the scheme of amalgamation of Asea limited with HBB with effect

from 1st January 1989, the name was further changed to Asea Brown

Boveri Limited with

effect from 13th October 1989.

Flakt India Limited was amalgamated with ABB with effect

from 5th October 1995

During 1994-95, a joint venture company -‘ABB Daimler-Benz

Transportation AG’

(Adtranz) was established by ABB Zurich and Daimler-Benz

AG, Germany, in Germany. A subsidiary of Adtranz was incorporated

in India viz.ABB Daimler-Benz Transportation Limited which took

over the Transportation business of the company effective 1st January

1996.

ABB’s power generation business was globally transferred into

the new 50-50 JV with Alstom in 1999.in India the power generation

business has been remerged and transferred to ABB Alstom Power

India Ltd with effect from 1st April 1999. In consideration of the

transfer of the power business, each shareholder of ABB has been

allotted one share in ABB Alstom Power India Ltd. For every share

held in the company.

The organization has around 4000 employees, 5 manufacturing

plants, 22 marketing and service centers in all over India.

ABB In India

2.4. ABB Nasik

Situated on a 12 acres plot in the Satpur Industrial Estate

and only 8 kms from the city center is the Nasik plant of ABB.

The layout is basically organized into 1 factory blocks i.e. The

Medium Voltage Switchgear Division ( TMS ). The administrative

building is at the front.

The year of establishment of ABB in Nasik was 1979 and

it was the same year in which the production started. The plant

at Nasik is engaged in manufacturing MV switchgear equipment

with SF ( Sulfhur Hexa Flouride ) technology. The range is from

tractors ( High Tension ) and minimum Oil Circuit Breaker

( MOCB ). A capacity target of manufacturing 3000 panels has

been set for the coming year. The turnover of the ABB Nasik

in 1998 was Rs. 52 crocres and a target of Rs. 100 crocres to

be achieved has been set.

The company also has good location covered by beautiful

garden and working environment is suitable. The company is

fast growing with good team spirit and co-operation nature of

employee.

ABB Nasik has received the ISO 9001 Certification.

Details of ABB Nashik

Name Of the Organization : ABB India Ltd.

Address : ABB India Ltd Plot No. 79, Street No. 17,M.I.D.C., Satpur, Nasik- 422005

Phone No. : (0253) 351095, 351096, 351097, 351098

Nature of Production : MV Switchgear

Area of Marketing : Electricity Boards, Heavy Industries, Power Plants

Departments & their Heads

ABB India Ltd. (Nashik Plant)

Head of the department Departments

Mr. Vinod Chopra. Location Business Head.

Mr. Manish Jaiswal Indoor Switchgear

Mr. Bankar Outdoor Switchgear

Mr. Dukkaipan Technology Centre

Mr. Amit Sharma Ring Main Unit

Mr. Deshpande Supply Chain Management

Mr. Ajay Kapadia Finance

Mr. Jacob Verghese Human Resource Department

2.5. Company Mission and Goal

Mission :- ABB is a global leader in power and automation

technology that enable utility and industry consumers to improve their

performance while lowering environmental impact. ABB’s vision is to

be The Value Creator.

ABB always try to achieve and maintain leadership with a focus on

Technology Reliability and Safety in an environment of Honesty,

Transparency and Fairness and contribute towards betterment of

society.

Goal :- ABB always achieve a sustained Zero Complaint in

the product. Company always try to secure health and safety

of all employees and customers.

2.6. Awards and Certification

ISO CERTIFICATES

ISO 9001:- Certified in 1994

Re – Certified in 2001

ISO 14001: - Certified In 1998

Re – Certified in 2002

ABB is well acknowledged in India

Business Standard Star MNC of the year

Institute of Marketing Management Marketing King Award 2005

Helen Keller Award By National Centre for the Promotion of Employment for

Disabled People (NCPEDP) for supporting the differently-abled with livelihood

CNBCTop Nifty stock performer 2005

Dun & Bradstreet – American Express Corporate AwardsTop Company in the Power Sector

Dalal Street JournalAmong India’s Top 5 fastest growing large companies

2.7 Company Policies

QUALITY POLICY OF ABB NASIK:

The hallmark of Medium Voltage Switchgear Division shall

be quality. All our commitments, action and products must be

recognised as an expression of quality.

The most important quality criterion is the satisfaction of

company customers. ABB must aim at maintaining their full

confidence in us as a supplier. Company undertaking and

products must fulfill agreed terms. Every delivery should create

a recommendation for further business.

ENVIRONMENTAL POLICY OF ABB NASIK:

The present and further operations of BA-TMS will comply

with current environment standards and legislation’s. ABB will

strive to prevent pollution and develop manufacturing processes,

production and services with reduced harmful environmental

impacts, which are safe to use and can be re-cycled or disposed

off in an environmentally acceptable manner. Company will

focus on energy conservation, waste reduction and education

train and motivate employees to carry out their tasks in an

environmentally responsible manner. Company will periodically

conduct environmental Curtis and foster openness and dialogue

with internal and external parties on environmental matters.

2.8 Major Achievement

In 1988, the reverse transfer of indigenous SF6 Circuit

Breaker technology to its collaborators in Europe reflected the

strength of its R&D.

Again in 1988, the commissioning of the country’s first

and largest in Asia, back to back HVDC converter station for

NTPC at Vindhyachal followed by the second at Rihand.

In 1990 ABB commissioned the first combined cycle power

plant at Anta for NTPC in record time.

The execution of the combined cycle power plant for

NTPC at Jhanor – Gandhar is almost nearing completion.

In response to the heavy haulage demands of the Indian

Railway, ABB offered the techno economic solution to suit the

existing infra-structure.

2.9 Customer of ABB

Some of the major customer accounts are :

State Electricity Boards

NTPC, NHPC, PGCIL

Sugar Plants

Chemical & Petrochemical Plants

Refineries

Steel Plants

Paper Mills

Cement Plants

The railways.

2.10 Manufacturing Activities

ABB Manufacturing Activities Are As Follows :

LOCATION MANUFACTURING ACTIVITIES

Banglore : Industrial Automation, Capacitors,

Industrial Drives, Network Control,

& Protection Systems, Metallurgy

( Rolling Mills Electric, Press Power

Metallurgy ), Low Voltage

Switchgear, MCCB

Baroda : Metallurgy ( Furnaces ) EHV

Switchgear ( CB’s, CT’s, CVT’s

Isolators & Bus Ducts )

Projects Engineering Substation

HV Onload Tapchangers LV

Apparatus, CB’s for locomotives

Standard Relay For Distribution

Superchangers, Turbine Generators

Industrial Steam Power Plants

Calcutta : Industrial Fans, Coils, Industrial

Drying & Paint Finishing Systems

Electrostatic Precipitators, Bag

Filters, Electric Motors, Alternators,

Industrial Pollution Control Systems

Faridabad : Electric Motors Alternators Arno

Converters For Railways

Chennai : Industrial Fans

Nasik : MV Switchgear

Mumbai : Powerline Communication

3. Trade Union

No. of Workers : 142

Type of Union : External

Name of Union : Association of engineering workers,

Mumbai

Address : ABB India Ltd,

Satpur MIDC,

Nashik.

Established : 1979

Union Leader : Nana Suryawanshi

4 . Departments of ABB Nasik: 

 1. INDOOR SWITCHGEAR

2. OUTDOOR SWITCHGEAR

3. PURCHASING DEPARTMENT

4. QUALITY ASSURANCE

5. MANUFACTURING

6. HR

7. FINANCE

8. RETROFIT

9. RMU (Ring main unit)

Purchasing:-

Basic purpose of purchasing is to ensure that the products and

services purchased comply with specified requirement. It includes:-

1. Evaluation and selection and approval of vendors.

2. Norms for selection and approval of vendors.

a) Vendor assessment evaluation and approval.

b) Past performance of vendors.

c) Recommendation.

d) QA system certified vendors.

e) Catalogue products.

f) Proprietary or monopoly items.

g) Temporary vendors.

VENDOR EVALUATION:

Vendor evaluation is carried out to ascertain the capacity and

capability of the vendor to supply products of right quality at the right

time and at the right cost. Evaluation is carried out for both existing

vendor as well as new vendors. Evaluation is carried out with the help

of other functions like Quality, design, manufacturing and finance.

The main criteria for evaluation and approval are as mentioned below:

a) Method of handling customers order delivery requirement.

b) Process control.

c) Calibration method.

d) Method of identifying WIP accepted and rejected goods.

e) Layout of house keeping.

Approval of vendor through evaluation is dependent on the

criticality of the product. The approval is given considering these

factors by purchasing manager.

DISQUALIFICATION OF VENDOR:

If the vendor rating is found below 40, his performance is to

be reviewed with concerned function. This decision, whether the

vendor is to be disqualified or not, is taken during this review and

records are maintained. The factors responsible for disqualifying a

vendor are:

a) Functional criticality of the article

b) Availability of alternate source

c) Time required for development of new source.

REINSTATEMENT:

A disqualified vendor is allowed to appeal for reinstatement

provided he has made change for improvement and demonstrate the

evidence. In such a case an evaluation is made with higher degree of

precaution before reinstatement. A vendor is discontinued if the type

of article or service is no longer used in product of DMS.

Purchasing data:

Purchase order indicates the following details:

1. Drawing no. Description and rev no. of article ordered.

2. Commercial terms.

3. Packaging instruction if any

4. Quantity ordered and schedule.

5. Rate per unit of measurement.

6. Any other information if required.

7. Test certificate if required.

8. Shelf life requirements if applicable.

9. Verification and product release requirement.

Orders may be released with incomplete technical data in

order to book the capacity of the vendor.

In such cases a note is put on P.O that the information is

insufficient and further information required.

In case of urgencies when prices are not available P.O is

regularized indicating nominal prices. Exact prices are sought from

vendor for regularizing the P.O.

Material classification:

The types of material for procurement classified as:

1. Standard items: - components, raw materials, hardware and

sub assembly that go into the product

2. Order bound items - classified as:-

components, hardware and sub assemblies

electrical apparatus

3. Imported items - items are imported in any of the following

cases:-

No indigenous source

Items imported against project import or deemed export

New product

Own need

Maintenance/ spare requirement from original suppliers.

4. Auxiliary items : - production aid articles like standard

tooling, drills reamers.

Verification of purchased products

Customer’s inspection at vendor’s premises:-

Based on information received from order handling function

wherever specified in contract, inspection at vendors end is arranged.

The same is mentioned in P.O. A joint inspection report between the

customer and vendor is prepared. After receipt of the articles quality

control function ensures conformance to specified requirement.

4.1. INDOOR Switchgear:-

4.2 . OUTDOOR Switchgear :-

Design and development:-

a) Organization structure.

b) Jobs performed in design and development dept.

Development of nonstandard product drawing according to

the customer requirement

Indigenization of the product.

Testing of the product in different laboratories like CPRI,

ERDA.

Development of drawing according to customer complaint

technical support to marketing department.

1.1 TYPES OF PRODUCTS

INDOOR CIRCUIT BREAKER:

1) SF6 CB AND CUBICLE:

2) VACCUM CIRCUIT BREAKER AND CUBICLE:

VD4E12.0625 VHA 12D

VD412.1225 UNISAFE

OUTDOOR CIRCUIT BREAKER

VACCUM CIRCUIT BREAKER WITH MAGNETIC

ACTUATOR VM FEATURES:

1. HPA 12/1240 stands for that the breaker type is HPA rated for

12kv, 1250amps with short time current rating of 40ka for 1sec/3sec.

2. The breakers are of mainly two types – cassette type in which

the breaker can only be taken out for service over the channel

provided over the breaker door.

3. Cassette floor type in which the breaker along with PT can be

taken out for servicing.

4. In the indoor circuit breaker we can use both SF6as well as

vacuum while in the outdoor circuit breaker we only use vacuum.

5. The cubicles are designed according to bus bar rating and

whether it is single bus bar type or double bus bar type. The single bus

is used for small current rating and double bus bar is used for higher

current rating.

6. All the breakers and the cubicles are designed taking into

consideration of different IS and

IEC specification.

7. In the entire breaker the operating mechanism is spring

charging mechanism but recently we are gradually shifting to

magnetic actuator mechanism. The advantage of using this are:-

- Few individual parts.

- Simple mechanical sequence.

- Extremely high reliability.

- High quality standards.

- Extremely long life.

- Maintenance free.

4.4. Manufacturing:-

Manufacturing involves entire operation for execution of the

projects after the placement of order by marketing department. It

involves all the operations for manufacture of the cubicle and breaker.

Different sections of manufacturing which are responsible for the

complete execution of the job are:-

1. Machine shop

2. Fabrication shop

3. Plating

4. Painting

5. Breaker assembly

6. Testing

PLATING:

The plating shop is responsible for surface treatment and silver

plating of copper and aluminum components, tinning of copper bus

bars and jumpers and tumbling operation.

The plating shop has the following inputs-

1) LF order from planning department.

2) LT order from planning department.

3) Machined jobs from m/c shop.

4) Chemicals

5) Other articles from stores for silver plating.

PROCESS:

1) The jobs are loaded in plating shop as per schedule given by

planning.

2) There are four processes in plating shop-

a) Silver plating on copper jobs.

b) Silver plating on aluminum jobs.

c) Tinning of busbars and jumpers as per drawing.

d) Deburring.

1) Depending upon the quantity of articles to plate, jobs are

taken in batch.

2) After pretreatment job loaded for plating.

3) Plating

4) Job is inspected visually and plating thickness checked by

eouloscope.

5) If any corrections required, settings changed and jobs are re

plated.

PAINTING : Responsible for surface treatment and painting of

jobs required for cubicle or breaker.

TYPES

1) Power painting.

2) Powder coating for insulation purpose.

3) Spray painting on powder coated components.

For painting of jobs three major operations are done

1) Pretreatment

2) Masking

3) Painting.

ZINC PHOSPHATING BATH :

Fill 2/3rd tank with water add 120-200 it of DOAFOS solution

add water up to operation level 1-2 gms of accelerator powder

dissolved in water added to phosphate solution .

Operation: immerse the components after pickling for 15-20 min

in phosphate bath at a temperature 55-65 deg C to cover the metal

surface with uniform coating.

PASSIVATION BATH:

Fill tank with water add .025 to .037 ml/lt. of solution mix

thoroughly and heat the solution to 55-60 deg C. dip phosphate

component in solution for 2-3 min.

POWDER COATING:

Before powder coating the material is checked for dust particles,

powdery patches, rust, oil patches. Components are loaded o conveyer.

Powder coating operation is carried out inside the booth. Precaution

AIS - Assembly of switchgear

Assembly-line productionproducts are made in a work-

centersComponents and sub-

assembly units are delivered through integrated logistic system

Final assembly is organized by “nest” system through assembly teams

before coating is powder flow of the gun, earthing, voltage. Each side

4-5 coating is applied to get the required thickness of 40-60 microns.

For external component virgin powder is used and inside component

recycled powder. Powder coated jobs cured at 180 to 200 deg C for

15-20mins.

AIS - Assembly of low-voltage compartment

4.5 Marketing:-

MARKETING NETWORK

ABB in India follows a Regional marketing concept to

provide a strong market place presence, be closer to the

customer response. The marketing activities are grouped region

wise offices in over four locations across the country as listed

here :

REGION SOUTH :

Banglore, Hyderabad, ishakapatnam, Chennai, Coimbatore,

Neyveli, Cochin

REGION NORTH :

New Delhi, Chandigarh, Jaipur, Lucknow, Ludhiana

REGION EAST :

Calcutta, Bhubaneshwar, Bhilai, Jamshedpur

REGION WEST :

Mumbai, Baroda, Pune, Indore, Jabalpur

The marketing department, formerly known as COU

(commercial operating unit), hands out the front end services to the

organization. As part of the newly dynamic organization structure, the

department has a major role to play in preparing all the tenders and

offers from the department itself.

Enquiry : An enquiry is one that is sent from the customer

directly to the respective marketing departments expressing their

interest in considering our products for their requirement. An enquiry

is quite different from a tender in the sense that it’s more of an

informal correspondence.

Tender: A tender is one that invites offers from different bidders

and is published in all the major newspapers. There are many

intricacies involved in the preparation of a tender in fulfilling the

clause of being a bidder with ample experience to submission of

documents proving the bidder’s credibility and interest in the tender

concerned.

Functions of the department: the department serves different

function ranging from making the tenders to carrying out market

surveys to chalk out the right product mix. As mentioned earlier the

department forms an integral part of the new organization. The

marketing set up here is product based. The products are manufactured

at the Nasik plant are mostly tailor made which means that it caters to

the specific requirement of the customer in consideration. The first

thing that is done after receiving the tender is sending them an

acknowledgement of the same. Then the tender is made according to

the documents required for the tender. In the case of an enquiry the

procedure followed is the same except for the different accreditations

and the legal documents to be provided in the case of a tender. The

tenders and the enquiry that the department prepares are given a

reference number that is very useful for the future transactions with

the customer.

In the fast changing market scenario one has to have a good

understanding or what the customer really wants from us. The medium

voltage business is very competitive with as many as 28 big and small

players around. So it becomes imperative for company to adapt to the

market conditions and make itself more aggressive in the market. Thus

the market surveys. Also the department has to keep track of the

tenders that we have quoted for and make the monthly forecast which

helps in gauging the market sentiments and our revising on our targets

Order handling Department

The order handling department is a multifunctional department

that takes pride in handling the order right from the time when the

order indent comes to the time till the customer’s doubts are clarified.

Functions of the department: the order handling department

forms an integral part of the project management group. The work

profile requires a person to be on there feet at all the time as the scope

of the work is much broader than that which is put on paper. Right

from the word ‘Go’ the order handling engineer is to look after a

particular job till the customer is satisfied with everything that

concerns him. The marketing department after getting the order sends

a document known as the ‘order indent’ to the order handling

department. The order handling engineer has to be in constant touch

with other departments like design, manufacturing, quality, etc. name

the job and the order handling engineer will have some idea about

that.

When the order indent comes into the hands of the engineer he

has to prepare the schematics including the mechanical and the

electrical writing diagrams and then send them to the customer for

approval. There is some standard software available for the drawings

like PROMIS and PROMPTOOL which aid the engineer in converting

the items in the bill of material into a scheme acceptable to the

customer. In between if there is any discrepancy in the requirement

then the same is taken up with the design department. Then the

drawings get made ad sent. After the drawings are approved by the

customer the same is forwarded to the manufacturing shop wherein the

wiring is done according to the scheme prepared by the engineer. Then

after the manufacturing process starts according to which the engineer

has to give a tentative date to the customer for inspection. This calls

for good planning skills. When the customer comes for inspection the

engineer has to look after him and see to it that he is satisfied with the

quality of inspection the engineer has to look after him and see to it

that he is satisfied with the quality of the product being offered to

him. He has to be in touch with the quality department too to ensure

that the quality is maintained at all levels. After this when the job is

finished and is ready for dispatch the engineer has to arrange for the

dispatch clearance and make sure that the material is dispatched in a

proper condition. Even after the job is completed the engineer has to

keep track of the customer complaints and suitably address to the

customer satisfaction.

There is some application engineering going on in the

department too which takes care of the cost cutting measures at the

same time maintaining the quality of the product.

Also the engineer has to enter the status of the work he is doing

in a system known as SAP, which is a single platform wherein all the

plant process are integrated. It serves the function of maintaining the

accountability of a particular job with a person concerned.

Thus in all the order handling department in an entity in itself.

4.6. QUALITY ASSURANCE :

The most important quality criterion is the satisfaction of customers.

Quality : The quality system of medium voltage switchgear endeavors

to satisfy the agreed upon requirements of the customer and meet

technological complexities in production process and services.

The system establishes

1. Relationship to quality system standard ISO 9001.

2. The general requirement of the quality system documentation

within the unit.

3. Responsibility for documenting and updating quality system

documents.

4. Responsibility for distribution of any changes made in quality

system document.

Quality system documents are structured into four levels:

1. Quality manual: defines quality policy of the unit and

responsibilities for quality.

2. QAP: takes into account the objective, scope, actual procedures and

refer to standard SWP.

3. SWP\SWI: operational procedure describing the sequence of

operations to be carried out to achieve the desired

quality standards associated with each task or operation.

4. Forms, labels and tags, hence in recording and communicating the

data with ease and in standard manner.

The department is also responsible to ensure that goods coming in

from outside parties or vendors are up to the mark.

INCOMING MATERIAL

a) MRA (material receive advice) prepared by the receiving fellows

consist specification of the different materials.

b) Inspection: inspects according to the plan, based on the drawing no.

the inspection fellow selects the material and goes for sampling. This

is of two types single and random sampling. Single sampling is carried

out based on the sampling plan having two levels, inspection level

(which varies) and AQL (accepted quality level-which is fixed)

In random sampling the incoming material is chosen randomly and

inspected whether it satisfy both the inspection level and AQL.

Criteria for the sampling plan depends upon

1) Criticality of the material (larger the criticality higher the no. of

inspections are to be done)

2) Processes involved depend upon what testing to be done:

e.g. if thickness of 0.1mm is to be measured then the no of samples

to be inspected should be high.

3) Experience of the component (if any material is rejected always we

have to go for more inspection.

4) Inspection cost (Higher the inspection cost less is the no of samples

inspected).

During regular supply:-

1. Inspection personnel regularly visit vendors for inspection,

monitoring process and training the vendor people.

2. Process audits are carried out as per schedule.

3. Weld quality is checked for major welding vendors once a year.

4. Painted plated samples from major suppliers are checked for salt

spray test once in a year.

5. Corrective actions for major defects are initiated jointly with

consent buyers and vendors.

6. Regular feedback about defect is sent through e mail to one of our

critical vendor.

7. Separate action plans for overall quality.

Green channel:

It is direct channel of developed items to manufacturing /assembly

line for use where inspection is skipped.

Green channel supplier:-

Ensure customer satisfaction by manufacturing and supplying zero

defect quality items and desire level of service continuously. Also

does continual improvement and ensures proper process control to

reduce and control variation in the process.

Green channel items:-

No need for verification by user before use and perform its intended

function for desired period of time.

Green channel suppliers ensure customer satisfaction by

manufacturing and supplying zero defect quality items and desire level

of service continuously. Also does continual improvement and ensures

proper process control to reduce and control to reduce and control

variation in the process.

Green channel items:-

No need for verification by user before use and perform its intended

function for desired period of time.

Green channel suppliers are required to make profitable business and

sustainable growth not possible without ultimate customer

satisfaction.

Criteria for green channel vendors

1. QCI for the last one year is 100%

2. No line complaint by the user in the last one year.

3. No rejection at vendors place also in last one year

4. Process control is adequate.

CAPA(Corrective action preventive action ) : in every 3rd and 5th of

every month members from every department meet together to analyze

what defects have been incurred in the previous month and how

preventive actions are taken whether they are corrected or not .

4.7. Human Resource:

FUNCTIONS & RESPONSIBILITIES OF HR DEPARTMENT

The management of human resources is basically concerned with

the creation of harmonious working relationships among its

participants & bringing about their utmost individual development.

Various functions, which are performed by a human resource manager,

have basic objective to bring together expertise in the most scientific

way. Following are the basic functions & responsibilities of HR

Department:-

1. Manpower Planning : -It is also known as Human Resource

Planning. It is one of the important duties of HR Department. It

involves identifying staffing needs by analysing the available human

resources & determining what additions or replacements are required

to maintain a staff of the desired size & quality.

2. Recruitment & Selection : -Recruitment process makes it

possible for the management to acquire right number & types of

people to ensure for carrying on the operations of the organisations in

continuity. Recruitment is the process of searching for prospective

employees & stimulating to apply for jobs in the organisation.

Selection is the process of choosing the most suitable candidates from

those who apply for the job. It is a process of offering jobs to desired

candidates.

3. Training & Development : -New employees requires

training to perform their jobs with maximum efficiency &

competence. It is very essential to raise the skill levels, increase the

versatility & adaptability of the job occupants by giving them

necessary & appropriate. It is the responsibility of the HR department

to arrange training & development programmes.

4. Performance Appraisal : -The success of an organisation

basically depends upon the quality & performance of its human

resources i.e. employees working on it. After an employee is selected

& trained to do a job & after he has worked on the job for some time,

it is necessary that his performance should be evaluated by HR

department. Performance Appraisal is necessary to identify training

needs, to decide whether to promote any employee, decisions on his

transfer etc.

5. Managing the enterprise : - HR Department has to play

important role in managing the enterprise. HR Manager is required to

frame the human resource policies in consultation with the top

management& also implement these policies.

6. Administrative functions & statutory compliance : -As per

the law the company is required to submit various returns. The HR

Department is responsible for filing returns like P.F, ESIC returns etc.

as per Apprentice Act, Contract Liaison Act & Employment Exchange

Act.

7. Time Office Management : -This involves recording of

attendance of employees in & out time, monitoring absenteeism,

sanctioning leave which is performed by the system known as SAP.

The system also generates the monthly salary of the employees

automatically.

8. Liaison with Government & Non-Government agencies : -

The HR & administration department maintains liaison with various

Government & semi Government agencies such as MIDC, Police,

Telephone exchange, colleges etc. & also with labour commissioner,

commissioner of ESI, Director of industrial health & safety.

9. Maintaining good, peaceful & cordial industrial relations

in the organisation is very essential for the smooth & successful

working. HR Executive has to play very important role in this respect.

It includes entertaining day to day complaints of employees, effective

grievance procedure, negotiating & drafting good wage policy.

10. Employee Welfare : -Employee Welfare means the efforts

of management to make the life of its employees worth living. For that

purpose, there must be proper employee welfare schemes or measures.

They may cover various facilities & services to employees for

improving their standard of living. Such welfare schemes include

canteen facilities, recreation facilities, medical insurance, holidays

with pay etc. Appropriate & timely welfare facilities properly

motivate the employees & make them committed & involved in their

work.

11. Human Resource Information : -Necessary information about

the employees is required to be maintained. A Human Resource Information

System is a systematic procedure of collecting, storing, maintaining,

retrieving & validating certain necessary data needed by an organisation

about it human resources, personnel activities & organization unit

characteristics. So far as Human Resource Department is concerned, such

information about employees include special achievements, training

programmes attended, performance appraisal reports etc. can be utilised to

identify employees for consideration for special projects, promotions,

transfers etc.

4.8. Finance:

Financial management at ABB includes planning, organizing,

directing, and controlling financial activities in the organization. In

ABB all financial activities are headed by the corporate centre of the

company in Bangalore.

All dealings in companies of an organization done trough US

GAAP. All activities of cash transactions are done trough SAP

(Systems Application Programs).

In ABB the financial managers have the responsibilities of

looking after the routine financing and accounting activities given to

them in the task of planning, funds allocation and control so that the

financial point of view is sufficiently emphasized in the process of

corporate management.

Receivables or debtors are the important part of the current.

Assets are created when the company made supplies of finished

products to the customers and do not receive the cash immediately

then bills receivables is created. In company when bills are made

firstly it is verified by the auditors of the company and then after is

approved submitted to the corporate for further formalities.

The ABB Financial Planning Tool has been implemented to map

the effects of planning and to create transparency for all our

stakeholders.

The consolidated financial plan is used to plan and simulate

businesses, to determine capital structures, liquidity forecasts, tax

payments, dividends and to evaluate businesses, analyze ratios and

trends, to benchmark and to forecast and simulate covenants.

ABB Ltd., Zurich, Switzerland is the ultimate parent company of

the ABB group, which is comprised of around 500 subsidiaries

worldwide. Besides ABB LTD, the only listed company in the ABB

group is ABB Ltd, India, which is listed on the exchanges in India at

Mumbai, Ahmedabad, New Delhi and Kolkata.

4.9. Retrofit :

Retrofit department offers cost effective solution to customers

for upgrading technology and injecting life in existing switchgear

installations of various makes by:

Retrofitting by one to one replacement of breaker.

Retrofitting by module.

More than 1500 nos. breakers are retrofitted and are working

satisfactory in India and abroad.

Retrofitting of circuit breakers of various companies like NGEF,

Voltas, Jyoti which have closed down and are unable to support the

product in the market.

The retrofit division at Nasik’s MV plant plans to achieve 20%

of BAU’s revenue from services, spares and retrofit.

It also plans to appoint channel partners in region for spares to

increase market reach, generate more enquiries & faster response to

customers needs.

The retrofit division also plans to standardize retrofit solutions,

which in turn will:

1. Reduce lead-time for procurement and production.

2. Better field performance to ensure repeat orders.

SWOT ANALYSIS

ABB LTD.

STRANGTHS and WEEKNESSES

STRANGTHS

The company has strong Research and

Development dept. for product and new

technology.

The company has many Bank facilities like long

credit time and other facilities.

The company has qualified and experience

Human Resource for selection and recruitment.

WEEKNESSES

The company has obsolete technology.

The company has low production in off session.

The company has less man power according to

the work.

1. OPPORTUNITIES &

THEREAT

OPPORTUNITIES

Large and growing market the available to the

company is very large continuously growing.

The company has maintained growth from last

many years.

As the population increase the demand of

product will increase.

THEREAT

There are many competitors in the market.

The Indian market is the main market of the

company but it is very unstable.

There are so many other factors like environment, political and regional.

CONCLUSION

In a giant company like ABB which is fastest growing in the field of automotives & power generation, work is carried out in a very systematic, sophisticated & technical manner. In the ABB is distinctly ahead today, the market share in automotives & power generation is about 34%. So it’s good sign that Indian technology is growing with quality.

Today world is full of competition, which has become more prominent and distinct in this period of globalization and each aspect of the company needs attention to survive, retain and grow in the market.

SUGGESITION

1) ABB LTD. should develop managerial skill

particularly to identify the weaker section to reach

the benefits the social and economic objects.

2) ABB LTD. must play prominent role in

financing which may result in rising level of income

and employment.

3) The present official staff of ABB LTD. can be

given a suitable management training that modern

management concept and management technologies

can be vitalized in the day to day business of ABB

LTD for the further improvement.