DR.

RAFIQ ZAKARIA COMPUS MAULANA AZAD EDUCATIONAL TRUSTS

MILLENNIUM INSTITUTE OF MANAGEMENT

RAUZA BAGH, AURANGABAD.

In-Plant Training Report In

Varroc Engineering Pvt. Ltd

SUBMITTED BY SHAIKH AJJAS RAJJAK
Roll No. 95

Ghousia Mam
Guided by

Dr.SHAIKH SALEEM
Hon. Director

In partial fulfillment for the award of the degree of MASTER OF BUSINESS ADMINISTRATION

Dr. Babasaheb Ambedkar Marathwada University,

Aurangabad.

for the academic year 2011-2012

DR . RAFIQ ZAKARIA COMPUS MAULANA AZAD EDUCATIONAL TRUSTS

MILLENNIUM INSTITUTE OF MANAGEMENT

RAUZA BAGH, AURANGABAD.

CERTIFICATE

This is to certify that Shaikh Abdul Hadi, student of M.B.A. (IIIrd SEM) has successfully completed his In-Plant Training in Durovalves India Pvt. Ltd. And has submitted a satisfactory report as per the requirement of Dr. BABASAHEB AMBEDKAR MARATHWADA UNIVERSITY in the partial fulfillment of the Master of Business Administration (M.B.A.) for the academic year 2011-2012.

Ghousia Mam
Guided by

Dr. SHAIKH SALEEM

Hon. Director

DECLARATION
I here by declare that this report submitted by me in the partial fulfillment of MASTER OF BUSINESSS ADMINISTRATION is genuine work of me. It has not been submitted either fully or partially to this or any other institute prior in other connection.

SUBMITTED BY

Shaikh Ajjas Rajjak

ACKNOWLEDGEMENT

First and foremost, I am very thankful to the lord almighty for having best owned upon his grace, without which I would not have got the strength to complete my mini-project. I take this opportunity to express my deep sense of gratitude to Dr. SHAIKH SALEEM, Director of our college for their good wishes for this mini-project. I express my immense gratitude to our Principal Mr. IMRAN KHAN, for his support and encouragement for the completion of my project. The valuable and unflinching requital support in this endeavor Mrs. Ghousia Mam, Faculty of Millennium Institute of Management, my internal guide whose assistance was immeasurable to the completion of this project. Last, but not least, I would like to thank for timely assistance and suggestion of numerous other staff of Varroc Engineering pvt. Ltd., friends and parents.

Shaikh Ejaz Rajjak

Index

Exclusive Summery History of the Company Varroc in Aurangabad Company Profile Board of Directors Mission and Vision Objectives of In-Plant Training Products of the Company Vendors of Varroc Polymer Major Customers Competitors Study of Various Departments SWOT Analysis Suggestions Conclusions Bibliography

EXECUTIVE SUMMARY

Tree cannot touch the skies, but certainly can have branches. Varroc Group too believes in this axiom, and has strong footholds in Polymer, Electrical, and Metallic Divisions and exists in all important auras of Automobile sector.

Now, Varroc Group has ventured into the field of automotive components & sub assemblies of 2, 3, and 4 wheelers in domestic and overseas market with an objective to become the preferred quality supplier across the globe. To survive and achieve success, any ventures need to understand the dynamics of competition in their industries and develop skills and capabilities that give them a competitive advantage. This is especially true among automotive industries. Customer do not buy only products as such, they buy satisfaction, hence organization must be clear about the satisfaction the customer is seeking and check out whether supplier is also meeting the standard as per concern of quality, delivery & service provided so that proper improvement is achieved throughout the supply chain. This report is based on above mentioned problems i.e. quality standards of existing suppliers. This report is broken down into four main parts, first its deals with the introduction and the scope of the research, second explains the profile of the Varroc Group followed by process or methodology adopted under the research methodology and the review of literature and finally concluding by analyzing the collected data. The work environment of Varroc group was absolutely encouraging and full of support. During my training, on one hand I learned much about Varroc, their work culture, on other hand I got the knowledge of supply chain management.

OBJECTIVES OF IN PLANT TRAINING

For any MBA student, a learning combination of theory and practice is an invaluable asset, as it helps in understanding the core principles of business by way of first hand experiences. This in-plant training is a stepping stone which will groom me for my future in the corporate world.

Following are the objectives of In-plant training: To get an Industrial exposure. To be aware of the happening in a particular industry.
To learn functioning and operations of different departments in an

organization. To get knowledge about the working culture of the organization.

To achieve knowledge about different sectors in market for making

choice as to which go for.

To have knowledge about the huge management practices and get

the practical knowledge of what we have studied.

SCOPE OF RESEARCH

After completing this project, the researcher will get knowledge about todays challenging supply chain management. Since this project is a part of researchers course curriculum so it is essential for researcher for completing Masters of Business Administration degree which will help researcher in building his career. It will also increase researchers confidence level so that he will be able to adjust himself in such kind of esteemed organization. This research study will help the company to know about the existing supplier quality rating. This study will also help the company to determine the strategy about supplier quality up gradation.

LIMITATIONS

Stipulated time period is the main limitation of the study project. It was very difficult to get the suitable data as supplier is scattered.

INTRODUCTION ABOUT VARROC GROUP

The Varroc Group manufactures and markets a highly diversified portfolio of automotive components and sub-assemblies for two wheelers, three wheelers, and four wheelers, for sale in the domestic market as well as overseas. The Group is structured into two separate entities: Varroc Polymers, and Varroc Engineering, as names suggest, manufacture polymer based and engineering based components (electrical, electronic and mechanical) respectively. Varrocs rate of growth has consistently outpaced the industry growth rate as a whole. This consistent high growth has been fueled by their focus on operating efficiency and product quality. "The Varroc Group has built-up a significant presence in quality automotive components and sub-assemblies for 2, 3, and 4 wheelers in the domestic as well as the overseas markets."

About Metallic Division:

The metallic division is the primary growth thrust area for the Group as a whole, products currently manufactured include engine values, hot, warm and cold forged parts, and catalytic converters. The Division operates through six plants in India & Europe.

As in the case of all cutting edge manufacturing the core strength of the Division lies not in the manufacturing ability but in its product Development and Engineering expertise. This enables us to save cot and time from the receipt of enquiry to the commencement of production. This provides a significant differentiator compared to the other manufactures. For example, our forging simulation software eliminates the need for costly shop trails of new dies and also enables us to provide an optimum weight of the forged part. It is thus possible to quote more competitive prices without sacrificing profitability wherever fully finished parts are supplied, the optimized forging weight facilitates reduced cycle times on sub sequent operations again resulting in cost saving.

The Engineering, Centre for the Division Comprised a team of over twenty dedicated professionals who constantly work on improvement of there existing products. Our new manufacturing Engineering facility

enables them to optimize there layouts to achieve the most efficient manufacturing configuration.

The Engineering Centre for supporting European operations is a group of 10 dedicated engineers who create two to three 3-D models par day thus reducing product development time drastically. - Mr. Ram Parthasarathy Group Sr. Vice President, Metallic Division.

History of Varroc Engineering:

Beginning with a venture in Aluminum Die Casting in 1985, the Jain Group made a successful foray into the automobile industry by manufacturing engineering products. However, with plastics making its presence felt in different aspects of life, the Jains foresaw a vast potential to expand its business in the booming automobile and consumer durable industries. This far-sight enabled them to sow the seeds of successful foray into polymer engineering. Consequently, Varroc Engineering was setup in the year 1990. It is operating through two divisions: Metallic and Electrical.

VISION
We are committed to serve the society by adding value to the customers, employees, the shareholders and the community at large in terms of:
-

Providing customer satisfaction offering reliable, products and services at competitive prices.

- Providing an environment, conductive to the development, growth and satisfaction of employees while fulfilling their reasonable aspirations. - Providing adequate returns to the shareholders while returning business growth. - Contributing to the well being of the society and conducting ourselves as a responsible corporate citizen known for integrity and ethics.

MISSION

Varroc aim to become global player in the business of component suppliers to automobile and non automobile industry across India and select foreign markets, like USA, Europe, China and Asian regions growing at 25% CAGR with 10% of the value of products being exported by the year 2013.

COMPANY PROFILE

1. Name 2. Address

Varroc Engineering Pvt. Ltd. Varroc Engineering Pvt. Ltd. VEPL V L 6/2, MIDC Industrial Area, Waluj, Aurangabad 431136. Maharashtra, India.

3. Year of Establishment 4. Core Values 5. Website

1990 Sincerity, Humility, Integrity, Passion, Self-discipline www.varrocengg.com www.varrocgroup.com

6. Land 7. Canteen facility 8. Standards

45000 sq. m No ISO 9001-2000 Certified ISO/TS 16949:2001 ISO 14001 Certification

9. Bankers 10. Weekly off 11. Accounts 12. Products 13. No. of Employees 14. Staff

Citi Bank, HDFC, ICICI, SBI Friday SAP system Automobile Parts More than 1000 Well trained technical and non-technical

CORE VALUES OF ORGANIZATION

We are committed to making Varroc a leader in the industry & ensuring that varroc is always the first & most trusted choice for its customers.

SINCERITY:
To go the distance In carrying out roles & responsibilities transparently In expression of thoughts & feelings In concern for the team & the company

HUMILITY:
To walk with everyone By showing respect for others By sharing success & achievements By being open & positive

INTEGRITY:
To do what is right To inculcate a culture of healthy competition To have no tolerance for unethical practices To adhere to commitments

PASSION:
To achieve against all odds To proactively participate in the organization To bring about innovation in all work To remain motivated against all odds

SELF DISCIPLINE:
To make it happen To take ownership for your actions To be consistent & dependable at all times To learn & improve everyday

Managing Director Group Senior Vice President Business Development Chief Financial Officer Group Senior Vice President Polymer Division Group Senior Vice President Human Resource Group Associate Vice resident Corporate Materials Associate Vice president Pantnagar Operation Group Associate Vice President Electrical Division Associate Vice President Metallic Division Associate Vice President Operations Chief Systems Auditor

Mr. Tarang Jain

: :

Mr. Ashok Chandak Mr. B. Padmanabhan

Mr. S.N. Patil

Mr. Anjani Koomar

Mr. M. P. Sharma

Mr. Harsh Kohli

Mr. Naveen Singh

Mr. Prakash Khose

: :

Mr. Vineet Tyagi Mr. Arvind Khanna

COMPANY POLICIES:

PLANT TPM STRUCTURE

Managing Director (Mr. Trarang Jain)

TPM Chairman

JH S. Pardesi KK Jami Rao

President (VEPL) Mr. Sanjeev Kumar Business Head (Mr.Prakash Khose)

TPM Corporate Group Head

PM S.C. Jain Q.M S.Chanagond SHE B.B.Rajput

TPM Corp. Sec(Div)

Plant Head (Mr. A.N. Pawar)

Machine Shop Head (S.R. Kulkarni)

Cold Forging Head (S Londave)

Hot Forging Head (B.B.Rajput)

Heat Treatment Head (B.R.Randave)

Quality Head (S. chanagond)

Maintence Head (R.K. Gupta)

Leader

Leader

Leader

Leader

Leader

Leader

Leader

Leader

Relationship between Vision & TPM Policy:

Sr No.

Company Focus

1.

Customer

Companies Vision TPM Policy Customer Customer delight through zero Satisfaction defects, on time delivery and prompt services. Safe & healthy working env., leading to higher morale. Improve product reliability & work culture.

2. 3.

Total Employee Employee Involvement Development Satisfaction Technology Development

4.

Society

produce reliability Contribute towards Total internal & external betterment of society customer satisfaction.

8 Pilars of TPM

J I S H U H O Z E N

K O B E T S U K A I Z E N

P L A N N E D M A I N T E N A N C E

H I N S H I T S U K A I Z E N

E D U C A T I O N & T R A I N I N G

S A F E T Y S A N I T A T I O N

A D M I N I S T R A T I O N

D E V E L O P M E N T M G T.

1) JISHU HOZEN Operate himself maintaining the machine 2) KOBETSU KAIZEN Elimination of losses 3) Planned Maintenance Achieving Zero Breakdown 4) HINSHITSU KAIZEN Zero Defects

Plant Level Target 2011-2012

Area Production Machine shop Forging Heat treatment Parameters Overall equipment efficiency Production per hour Output / Man Overall equipment efficiency production per day Measure of quality rate Early failure Line rejection Line rejection pp Inhouse rejection Inhouse rejection pp Total Consumption cost Consumable cost Electricity, gas & fuel cost Contract labour cost Freight Delivery schedule Adherence (OEM) D. S. A. (SPD) UOM % Nos Nos % Kg PPM PPM PPM Nos PPM Nos % of sales % of sales % of sales % of sales % of sales % % 10-11 82 3880 2553 64 7063 617 191 58 5 12000 65 2.70 3.60 8.30 2.70 2.10 98 94 Target 11-12 90 4268 2478 75 7769 <1000 0 0 0 0 0 2.50 .350 7.27 2.13 2.06 100 100

Quality Overall

Cost Plant Level

Delivery

Overall Safety Overall Morale Overall

SFG inventory FG inventory No of minor accident No of major accident No of near miss cases No of Kaizens per man per month Training Man days / month / year

Days Days Nos Nos Nos Nos Days

15 1 0 0 2 1.5 ---

10 2 0 0 0 2 12

Area Production Machine shop Forging Heat treatment Quality Overall

Parameters Overall equipment efficiency Production per hour Output / Man Overall equipment efficiency production per day Measure of quality rate Early failure Line rejection Line rejection pp Inhouse rejection Inhouse rejection pp Total Consumption cost Consumable cost Electricity, gas & fuel cost Contract labour cost freight Delivery schedule Adherence (OEM) D. S. A. (SPD) SFG inventory FG inventory No of minor accident No of major accident No of near miss cases No of Kaizens per man per month Training Man days / month / year

UOM % Nos Nos % Kg PPM PPM PPM Nos PPM Nos % of sales % of sales % of sales % of sales % of sales % % Days Days Nos Nos Nos Nos Days

10-11

Target 11-12

82 3880 2553 64 7063 617 191 58 5 1200 0 65 2.70 3.60 8.30 2.70 2.10 98 94 15 1 0 0 2 1.5 ---

90 4268 2478 75 7769 <1000 0 0 0 0 0 2.50 .350 7.27 2.13 2.06 100 100 10 2 0 0 0 2 12

Cost Plant Level Delivery Overall Safety Overall Morale Overall

Product Profile of Varroc Group

Varroc have a state-of-the art, environment friendly Poly Urethane Foam molding facility for the manufacture of foam pads and seat assembly for two, three and four wheelers. Varroc have robot control line at Aurangabad Plant. Installed Production Capacity is 5000 T. Per Annum. Client include such prestigious names as Bajaj Auto, Tata motors, Ashok Leyland, Yamaha in the domestic market and Audi, Fiat, GM, and Daimler Chrysler in the international market. Varroc manufactures and supply seat assembly to automotive customers, power train manufacturers across the globe. Varroc Group has adopted the TPM system to ensure continuous improvement and sustenance of the quality of the products. All divisions manufacture precision high quality parts for the automobile industry. METALLIC DIVISION: Engine Valves Crank pins for motorcycle Hot, cold & warm forged machined components Catalytic converters for 2, 3 and 4 wheelers

Engine Valves

Engine valve is like a control system, to admit the air-fuel mixture in the engine cylinder, and to allow the exhaust gases to go out at correct timing.

There are 2 types of engine valves 1. Inlet valve 2. Exhaust valve Both valves having three parts Head Stem Groove

CRANK PINS FOR MOTORCYCLE:

Motorcycle Engine Crank Pin that is used in agriculture, industrial and other sectors. The Motorcycle Engine Crank Pin offered by us is supplied to the clients after it is tested on different parameters. of Motorcycle Also, we are one of the credible Manufacturers Engine Crank Pin. Sometimes the crank pin function is not a round pin or bolt at all. It may instead be a small pedal. Such is the case on some automotive clutch, brake, or accelerator pedals, where the bottom of the drivers foot rolls across the face of the pedal as it is depressed. Crank pins in automotive engines may be from 1.5 to 3 inches in diameter, (38 to 76 mm) and bear loads of a ton or more (990 kg) when the piston is pushed down by the combustion cycle. They are ground to be absolutely smooth to present a long-wearing surface to the piston connecting rod and bearing attached to them. Crank pin applications in small instruments may require only 1 ounce (28.3 grams) or less of force, and may have jeweled bearings to increase their precision and longevity. A crank pin may be a pin, bolt, or screw, or it may be machined into the crank as one piece. On the classic steam locomotives that ruled the tracks of the early to mid-1900s, the crank pins were part of the large main drive wheels. Long steel rods connected the steam cylinders on each side of the locomotive to one of these wheels. The remainder of the drive wheel crank pins were connected by a single long beam that kept the wheels on each side turning in unison. Crank pins on the engines of ocean going steam powered liners can be up to several feet in diameter (approximately .5 meters) and help turn 20 foot (6 meter) diameter propellers.

MOTORCYCLE ENGINE CAMSHAFT Motorcycle Engine Camshaft that are easily available at pocket friendly prices. The Motorcycle Engine Camshaft that we bring forth is manufactured by the knowledgeable engineers of the company and therefore is free from all kinds of defects that can affect its performance.

HOT, COLD & WARM FORGED: Cold forging involves either

impression die forging or true closed die forging with lubricant and circular dies at or near room temperature. Carbon and standard alloy steel forgings are most commonly coldforged. Parts are generally symmetrical and rarely exceed 25 lb. The primary advantage is the material savings achieved through precision shapes that require little finishing. Completely contained impressions and extrusion-type metal flow yield draftless, close-tolerance components. Production rates are very high with exceptional die life. While cold forging usually improves mechanical properties, the improvement is not useful in many common forging applications and economic advantages remain the primary interest. Tool design and manufacture are critical.

CATALYTIC CONVERTERS

Mechanical cranks convert linear motion into rotary motion or vice versa. In general, cranks consist of a main shaft which rotates, a crank pin which revolves like a planet around it, and a crank throw to solidly connect them. Handles or knobs on hand-driven cranks may either comprise the crank pins or spin freely on the crank pins. Crank pins are most often parallel to their main shafts. For cranks that can turn through a full 360 degrees, their crank pins must be offset to the side of the main shaft. Cranks can be found at work in every area of life wherever manual motion is converted to rotary motion. Fishing reels, manual winches, meat grinders, and garden hose reels all use cranks to allow people to easily create continuous rotary motion. Bicycle pedals function as crank pins between the riders foot and the pedal crank that drives the chain. There are two types of cranks. The first type is the continuously rotating crank, such as in engine crankshafts or on bicycles, where the crank can continuously turn more than 360 degrees without having to reverse. The second is the partial circle crank, where the entire rotary motion of the main shaft may be 90 degrees or less, as with steering linkages or ventilation damper adjustments.

Employee Engagement
HR Management:

According to recent Gallup Poll, the most critical job of CEO is to attract and retains. Thus unfortunately you cannot retain people by money alone, you have to engage them physically, mentally and even spiritually. HR interventions have to be culture sensitive as well as he world moves from Classical Economy to Knowledge Economy. HR perforce has to take the centre-stage, while Machine, Money and Material provided the competitive advantage earlier, suddenly it is the collective wisdom and knowledge of employees which is giving the sustainable edge in the marketplace. Companies not only survive, but grow on this base. The first major problem with earlier model was that all the above mentioned physical assets were inert in nature. The only like asset is man and you requrie their interventions to make inert assets useful for the organization. The old dicutm that it is not the machine who makes the real differnce really true afterall. The second problem was that all these assets could easily be duplicated or even bettered by any competitor within a short spam of time. Organizations now realized, after much suffering unfortunately, that their HR assets or systems are the only resource difficult to imitate and hence provides the sustainable competetive advantage. Thus, increasingly HR has to take the lead in making an internal work environment where employees could grow professionally as well as personally. They at Varroc therefore are leap forgging from personel and adminstration. CPA & Industrial

Relations (IR) to strategic HRM (SHRM). A well planned strategy to introduce a High Performance Work System (HPWS) (see following figure) is currently being implemented at Varroc.

System Design Work Flow design, HRM Policies / Practices / Support Technology and Systems

Linkage to Strategy

Linking to Principles of High

Involvemen t

Outcomes For a) Organizational b) Employees

Building a HPWS

HPWS is no nuclear science but, a specific combination of HR Practices, work structures and processes that maximize employee

knowledge, skill, commitment and flexibility. It has 4 critical strategies or Catalysts (see in following figure).

To PMS Dirctly linked Recognition & Reward

Knowledge Up gradation System

High Performance Work System

Information Sharing & Learning Culture

Equality across Company

4 Catalysts for HPWS

Recognition & Rewards are directly linked to PMS:

Employees are helped to have better clarity via the Key Results Area (KRA) workshops. They are empowered to make their own targets and ensure that these targets are well-aligned with the corporate strategies. Their well-designed Performance Management System (PMS) then ensure that employees are assessed as well as rewarded for meeting and exceeding these challenging KRAs. The rewards are for individual efforts as well as team performance. Their trust is to make every employee a success story.

Information Sharing & Learning culture:

As they are geographically spread all over India and abroad, it becomes very important for us to develop a sense of cohesion. They attain it through our newsletter, Varroc Pulse and may other formal and informal communication channels. The top leadership meets as a group every quarter and all critical information is shared. Employees continuously get all the latest news about the Group so that they can take effective decisions in their respective domains.

Knowledge Up-gradation System:

A Knowledge Management (KM) portal under construction so that all the best practices and initiative are achieved for future use. The idea is to build on the previous successes and raise the knowledge bar, instead of re-inventing the wheel, they ensure that the new ideas and initiatives are institutionalized and become a way of life at Varroc. The target is to capture the explicit as well as implicit knowledge of our great human assets. Innovation and Entrepreneurship are two trust areas at Varroc.

Equity across Company:

Everyone is equal theirs despite differences in designations, compensations etc. They wear the same uniform right from MD down to the lowest levels. During training programs everyone is treated equally in dealing the Business / Function Heads. Work atmosphere is informal and all the senior manager believe in Open-door Policy. Everyone has the freedom to show dissent, but certainly in a positive and a constructive manner.

HR Transition:
Cost Centre to Investment Centre
Thus behind the implementation of HPWS is the idea of empowering the employees so that they can work on their own to contribute to the Corporate goal. The role of HR in this entire exercise is to facilitate the nurturance of talent. To each and every subcomponents of HR Architecture, right from Manpower Planning to Recruitment and Selection e.g. R&S etc and re-engineered it with the sole aim of helping our employees to excel. Take one of our major thrust areas e.g. R&S. They have designed a unique Curriculum Vitae Assessment System (CVAS) which looks at a prospective employee from person job-fit as well as person-organization fit. Perspective so as to indentify he best talent on whom they can best long term. CVAS assesses a candidate on 5 major factor (Work, Experience, Education, Communication stability and person-organization fit) which are further sub divided into 12 different sub factors in a structured and scientific way so as to shortlist the best. Our experience shows this to be almost 90% accurate thus far. They also understand that there are no universal qualities for a prospective employee as no two jobs are exactly identical. However, we expect a candidate skills vis-a-vis the job in question, but also to have the 8 managerial competencies which they have identified over and above that

the candidate to incorporate and practice the Varroc Core Value System namely Passion, Humility, Integrity, Self-discipline and sincerity These candidates than undergo an Assessment Centre (AC) which typically looks at the candidate through a variety of selection methods by multiple assessors o avoid the usual subjective content of selection process. During AC itself they also start indentifying the skills and competency gap which are later addressed through Training & Development (T & D). Once the candidate is selected HR helps the candidates to be placed in the most optimal way through a well designed induction process. Idea is that each individual should know his key stakeholders. KRAs as well as key deliver able even before he starts working. He than goes through at-least two PMS process during his probation period so that shortcomings, if any can be quickly ironed out. Thus, HR concentrates on making a success story each time a person joins. Since HR has to make the difficult shift from a Cost Centre to an Investment Centre it is imperative to make HR people the true leaders to face the new paradigms of business and management. Accordingly HR Leadership Conclaves, are held every quarter where HR people are taught to become change leaders. Both theoretical and practical inputs are provided at such conclaves so that

HR employees have to cutting edge. Knowledge and technology at their disposal.

Perfection
Training to be a true Varroc employee:
Training & Development initiatives are available at each stage and cover the following modules:

- Technical Training:. Strong internal teams of trainers offer a variety of training programmers in technical areas regularly.

- Quality Process Training: Varroc has strong focus on quality processes and methodologies. Training on various facets of IPM and Quality Tools keep one abreast of the latest development in his/her area.

- Management Effectiveness and Leadership Programmer:

A series of programmers on enhancing the managerial capabilities and leadership abilities ensures that our employees are properly geared up to focused on Customer wow rather than mere Customer Satisfaction

- Paradigm shifts from IQ to EQ to Spiritual Quotient (SQ):

There is also a humble effort to help the employees establish the work life balance and improve not only their IQ an EQ, but also their SQ. They look at their people holistically and believe in the old Indian concepts of moving from body and mind of soul. Hence, regular batches of employees are send to attend yoga (SSY) where they are taught different yoga sans (for harnessing physical quotient), Parnayam (for refining the emotional quotient) and dhyana i.e meditation (for blossoming he spiritual quotient). IQ is almost an incidental bonus. Karmayoga or work is worship is strongly emphasized for all around development of the individual. They strongly believe that a good deader has to be a good human being first. This initiative has generated tremendous enthusiasm within the organization.

Training Methods: SSY ashram On the job learning Computer training sessions in programs Lecture training methods.

SUGGESTIONS & RECOMMENDATIONS

Every company should try to match their Cash with the sale. In case of surplus cash, it should be invested either in securities or should be used to repay borrowings. The company should try to prepare a proper ageing schedule of debtors. This will help them to reduce the bad debts speed up collection efforts. The company should try to follow a matching policy for financing current Assets (i.e.) using both long term and short-term sources of finances. Every bank or company should maintain their liquidity position. The company should try to recover cash from Sundry Debtors. The company or bank should try to pay borrowing money taken from outsiders.

CONCLUSION

The Cash Management Analysis done on the financial position of the company has provided a clear view on the activities of the company. The use of the Cash Flow Statement and other accounting and financial management helped in this study to find out the financial soundness of the company. This project is very useful for the judgment of the financial status of the company from the management point of view. This evaluation proved a great deal to the management to make a decision on the regulation of the funds to increase the sales and bring profit to the company.

BIBILIOGRAPHY

BOOKS:

Finance Management Prasanna Chandra

WEBSITES:

www.moneycontrol.com www.financeindia.com www.icicibank.com