Mr. Ankit bhardwaj

Sr. HR Executive (Triveni Turbines) |




Kumar Abhishek
Jyoti
Prashant Kumar
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§Head-quartered in Bangalore
§Factory area- 11 acres, equipped with contemporary machining and assembly facilities.
State of art R&D facilities.
§Consistently maintaining over 70% market share in last decade
§Continue to grow significantly.
§First turbine company to be ISO 9001 and ISO 14001 certified.
§Complete Business process runs on SAP R/3
§Well established high quality vendor network
§Emerged as successful exporter of small steam turbines.
§Very large base of 2000 working turbines.
§Employee strengths:
§Sanctioned strength- around 450,
§Officers: 169
§Maintaining 65% ± 70 % of over all Market share of up to 30 MW capacity in the last 10
Years
§More than 2000 turbines ( Maximum in it¶s range) in the field
§Have commissioned over 100 ( more than any competitors) TG sets in co generation field .
§Good acceptance in oversees market in products and service
§Leadership through Customer Care and focus, Average uptime around 99 % for turbines.
  

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Inventory Turnover
2.23 2.99 4.57 3.38 4.57
Ratio
Debtors Turnover Ratio 15.44 14.36 19.61 10.31 8.36
Investments Turnover
2.43 3.25 5.22 3.38 4.57
Ratio
Fixed Assets Turnover
4.36 2.74 2.03 1.02 1.17
Ratio
Total Assets Turnover
1.55 1.31 1.14 0.82 1.10
Ratio
Asset Turnover Ratio 2.51 1.69 1.27 1.02 1.17
Net Operating Profit Per
116.04 46.51 74.00 61.51 73.98
Share (Rs)
Return On Capital
25.23 20.96 10.54 13.10 21.51
Employed(%)
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§Over 35 years of Design and
Operation Experience(The largest and
most experienced )
§More than 2500 turbines in
operation & has around 75% market
share.
§Time Tested & Proven Machines
§Rugged design to withstand
Tropical conditions & variable Grid
§Rich experience in Industrial CHP
applications.
§The research and development Use
of modern technology
§Prompt and Efficient After sales
support



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§Financing costs are a substantial
expenditure.
§Increase in prices of metals,
which constitute primary raw
materials for our engineering
products, may adversely affect
financial conditions.
§There is no weakness as of now ,
there are areas of improvements
always ,what we keep doing.
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§Prospects for growth and capacity
additions in user industry directly
impacts prospects for turbines .
§Prospects in international market.
§Funds availability and duty structure
too, have a bearing on turbines
business.
§Prospects for sugar, paper
chemicals, petrochemicals, fertiliser
industry affect demand for smaller
(< 10 MW) turbines
§Power plants, steel and paper
industry prospects affect demand for
larger (> 10 MW) turbines.
§Co-generation trends drive demand
for larger capacity turbines.
§undertake acquisitions or investments
or strategic relationships or divestments
in the future which may pose
management and integration challenges.
§The global and domestic turbine user
industries may slow down or saturate.
§Technological obsolescence of our
product range can lead to an erosion of
our customer base and declining market
share.
§Increasing competitive pressures in
turbine business - through reduced
import duties, larger number of
suppliers (mainly foreign) and substitute
products - (drives replacing lower rating
mechanical turbines.
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Threat of
new
entrants
(low)

Bargaining Bargaining
Competitive
power of power of
buyers Rivalry suppliers
( High)
(Low) (Moderate)

Threat of
substitutes
(Low)
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§Exchange rate fluctuations

§Service tax , education cess,
§A slowdown in economic growth
§Export duties
in India
§International policies
§A significant change in the
§Taxes and other levies imposed
Government of India¶s economic
by the Government of India or
liberalization and deregulation
other state governments
policies.

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§Natural calamities have a §Continuous changes in the design

negative impact on the Indian
economy and cause it¶s business to
suffer.
legal proceedings &
§Terrorist attack, civil unrest and
other acts of violence or war
involving India and other countries.
of the turbines to meet the growing
demand of power generation.


petitions related to it¶s business &
operations.
 

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A . Yes , updated last year.
Ô 2˜ 
    

 
  


  
 

  

A. yes, very relevant.
Ô 3˜
  
  
     
 
    
 
A.

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  GM


of each department alternately
  meets
 
 
with the GM of the concerned



department.
 
Ô 4˜ 

  
  
 
    


     
A. The core competency of triveni industries is that it is ³pioneer in turbines
manufacturing´. However, different departments are experts at their corresponding jobs.
Ex.
R & D ± Engineering formulae and calculation ,Customer care :- Trouble
shooting ,Mechanical & electrical ± Design etc.
Ô5.
 
       

 
 
:- Through continuous innovation and accepting all new trends of turbine industry.
Ô 6. 

   

   
  
 

 
 
:- Through T&D, employee satisfaction.
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For a time being no, but time to time decisions are taken
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a) EVA approach b) 
  
c) ROCE d) Income approach e)Others
Ô.

     

  

  
     
 
 
 
:- Yes, when the concept of twisted blades had come into picture , to consistently be the
market leader the company had to adopt the technology and for this had to change their
entire setup which took around one year.
Ô. 


           
  
 :- Business level ( differentiation, and cost leadership)
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a) Introduction ' "
c) Maturity d) Decline
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a) Market penetration b
 

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c)!
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:- Market expansion in IRAÔ, Diversification in Maharastra , the product was tapered
blade turbines of 20 MW,Product development is also consistently done.
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a) Export 

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"-. c) franchisee
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by 1st October we will adopt certain International strategies once this JV comes into force.
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To develop the business , meeting the vision and mission statement , concentrating on
cherishing the decentralized innovation.
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:- Yes, when the economy was seeing the financial downturn , more than 60% orders
were pending. And the clients were saying to hold turbines for 6 months which was
affecting our profitability. Then MR shawhney decided to do an agreement to them and
asked them to produce bank guarantee then turbines were delivered. And on his own will he
gifted one turbine to Mr Nawaz sharif who has sugar industries .
Ô.

     
   
:- Yes , Two new executive directors as well as promoters have joined in , Mr Tarun
Shawhney & Mr Nikhil Shawhney.
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- Yes, we are funding to schools and giving funds to a few NGOs .
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There were three areas where Triveni wanted to improve. In the recent past, the company
has shifted its focus from being a product-oriented company to a services company.

1. The first was customer support (CS). Critical information such as the case
history of spares at customer premises were maintained manually and the systems were
paper-based. Because of the data being unavailable we ended up overstocking spares.

2. Project systems ( for tackling projects), Each item/spare is tracked with the
associated project. Triveni manufactures some of the items/spares and partially
outsources/procures from a third party. A purchase order is issued against each item/spare
directly bought out. Triveni had to deal with large number of items at a time (on an average,
80 to 90 items); there was no means of tracking these projects.

3. Cost of project was the third area : . It was necessary to determine how much
Triveni was investing in a given project. It was easy for us to calculate the cost of the spares
but because of longer shelf life of spares (25-30 years), it was difficult for us to calculate
the travel expenses incurred while getting to the customer premises, spares supplied during
warranty conditions and the like.
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Following measures were taken :-

1. Establishment of extensive customer care unit. In case of any complaint,has to

be resolved within 24 hrs.Use services to establish product life-cycle
relationships with customers

2. SAP R3 implemented. ( Functional level strategy)

3. Cost cutting strategies

-Cost leadership strategy
-Less inventory
-Early dispatches
-Negotiation with vendors when metal rates change.
-Online customer support and quality check.

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-Expand the manufacturing infrastructure

-Increase the range of products offered

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Triveni Turbines ltd.(TTL) will allot Triveni shareholder¶s one share for every
share held. The board approved the 


of the turbine business of Triveni
groups to TTL with effect from 1st October, 2010.

This demerger will result in-

-clear management focus.
-flexibility to get strategic partner.
The company is looking for partnership which will add value to business and is
looking at Europe, US, and Parts South-East Asia for expansion.

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-Focus on export of steam turbines
-Joint Venture with GE (49% stake of GE and 51% stake of Triveni)
- technogy transfer for design & manufacturing
- global presence
-great example of the decentralized 'reverse innovation'
Triveni Engineering capacity will be at Bangalore and turbines would be sold
with the brand name GE in the global market. looking at a global market of $1-2 billion.
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1. A rational blend of determined intentions, focused efforts, intelligent direction

and skillful execution offers it a strong platform to deliver world-class products and
solutions to its customers.
2. The Competetive Strategies which have provided Triveni Industries an edge
over its competetitors are :
-Triveni technology is of paramount importance,
-quality is a logical sequel.
-stringent quality measures from design to manufacture and testing to dispatch.
-3-stage quality check:
-Raw materials stage
-Component Manufacturing stage
-Final Assembly Full speed test stage
3. Continuous improvement in all its processes and products through TÔM tools
and Six Sigma Methodologies.
4. Provides higher quality of international standards such as IEC etc.
5. A market leader in the turbine industry is its readiness to change and bring
about innovations through effective strategy implementation.
6. The value chain system of this particular company is properly organized and
guide towards effective linkage of its different components.
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