You are on page 1of 31

CHAPTER 1

INTRODUCTION
1.1 ABOUT THE INDUSTRY
Automotive spare parts and components are a lesser known industry yet a big one. In past few
years the industry has grown enormously, even more than the automotive industry itself not
only in the Indian but the global scenario.
The Indian auto component industry is one of India's sunrise industries with tremendous growth
prospects. From a low-key supplier providing components to the domestic market alone, the
industry has emerged as one of the key auto components centers in Asia and is today seen as a
significant player in the global automotive supply chain. India is now a supplier of a range of
high-value and critical automobile components to global auto makers such as General Motors,
Toyota, Ford and Volkswagen, amongst others.
As per a report by the Automotive Component Manufacturers Association of India (ACMA),
the turnover of the auto component industry is being estimated at around US$ 19.2 billion in
2009-10. The report states that 31 per cent of the auto component industry is dominated by
engine parts, 19 per cent by drive transmission and steering parts, and 12 per cent each by
suspension & braking parts and body & chassis, while equipment and electrical parts capture
10 and 9 per cent, respectively.
The potential Compounded Annual Growth Rate (CAGR) of the auto component industry is
estimated to be around 19.2 per cent in the period 2009-10. Exports from the auto component
industry are estimated to be worth US$ 3.2 billion in 2009-10, according to the ACMA report.
Europe accounted for 40.4 per cent of India's auto components exports in 2009-10, followed
by Asia with 23.8 per cent and North America with 22.6 per cent. The industry has witnessed
a shift in the composition of exports over the years, with the original equipment manufacturer
(OEM/TIER 1) segment accounting for 80 per cent of exports in 2009-10.
The share of the aftermarket segment in auto component exports stood at 20 per cent in the
same year. Investments in the auto component industry are estimated at US$ 7.4 billion in
2009-10, according to ACMA.

CHAPTER 2
2.1 INDUSTRY AT GLOBAL
EMIS operates in and reports on countries where high reward goes hand-in-hand with high
risk. We bring you time-sensitive, hard-to-get, relevant news, research and analytical data, peer
comparisons and more for over 120 emerging markets. Our information platform provides a
unique blend of analysis, data and news on companies, industries and countries. We license
content from the cream of the world's macroeconomic experts, the most renowned industry
research firms and the most authoritative news providers. We combine this with our own
company and M&A research to offer a multi-faceted view of each emerging market. Formed
over 20 years ago, we employ nearly 300 people in 13 countries around the world, providing
intelligence to nearly 2,000 clients. We are part of Euro Money Institutional Investor plc.

2.2 INDUSTRY AT GLOBAL PRESENCE

2.2.1 WHAT WE DO?


EMIS operates in and reports on countries where high reward goes hand-in-hand with high
risk. We bring you time-sensitive, hard-to-get, relevant news, research and analytical data, peer
comparisons and more for over 125 emerging markets. Unlike other intelligence providers.
Most of our staff are actually based in emerging markets. This helps to give you an insiders
perspective on these countries, using the relationships we have forged with local providers of
news, analysis and data.

CHAPTER 3
3.1 INDUSTRY AT INDIA
Myoung Shin India Automotive Private Limited is a Private incorporated on 19 September 2006. It is
classified as Non-govt. company and is registered at Registrar of Companies, Chennai. Its authorized
share capital is Rs. 5,500,000,300 and its paid-up capital is Rs. 4,650,214,400.It is involved in
Maintenance and repair of motor vehicles [including washing and polishing] etc.
Myoung Shin India Automotive Private Limited's Annual General Meeting (AGM) was last held on 29
September 2015 and as per records from Ministry of Corporate Affairs (MCA), its balance sheet was last
filed on 31 March 2015.
Directors of Myoung Shin India Automotive Private Limited are Kim Beomjun, Jun Sangwon, Sung
Nakhaeng, Jong Hee Yun, Shin Yongsoo and Woo Cheol Choi.
Current status of Myoung Shin India Automotive Private Limited is - Active.

COMPANY DETAILS
CIN

U50200TN2006PTC061139

Company Name

MYOUNG SHIN INDIA AUTOMOTIVE


PRIVATE LIMITED

Company Status

Active

RoC

RoC-Chennai

Registration Number

61139

Company Category

Company limited by Shares

Company Sub Category

Non-govt company

Class of Company

Private

Date of Incorporation

19 September 2006

Age of Company

10 years, 1 month, 2 days

Share Capital & Number of Employees

NA

Authorized Capital

5,500,000,300

Paid up capital

4,650,214,400

Number of Employees

100 - 1,000

Listing and Annual Compliance Details

NA

Listing status

ACTIVE

Date of Last Annual General Meeting

29 September 2015

Date of Latest Balance Sheet

31 March 2015

The group of this company is maintaining and handling more than 30000 services in India at
different fields i.e.., Argo-products, Bells, Compressors, IT Industry, Medical etc... and also
the companys auto component production split was structured as,

CHAPTER 4
4.1 INDUSTRY AT TAMIL NADU
Myoung Shin India Automotive Private Limited manufactures car parts. Its products include
body frame structure and parts, including switchgears; and automobile bone structures; and
metal mold products for the press formation of the body parts. The company was incorporated
in 2006 and is based in Chennai, India. As per the transaction announced on April 2, 2014,
Myoung Shin India Automotive Private Limited operates as a subsidiary of MS Autotech Co.,
Ltd.
EMIS: A History
EMIS (formerly known as ISI Emerging Markets) was founded in 1994 by Harvard Business
School graduate Gary Mueller. Inspired by the lack of information available to him while
researching first as a Fulbright Fellow and later as a KPMG analyst in Eastern Europe, Gary
started the company with the purpose of providing easy access to critical business information
and research on emerging markets. EMIS was acquired by Euromoney Institutional Investor
PLC in 1999. Today, EMIS is a company that employs nearly three hundred people in 13
countries around the world, catering to nearly 2,000 clients.
We have a clear focus on the huge opportunities that emerging markets present and on helping
our customers to unlock that potential. We are committed to providing the best source of
intelligence on emerging market companies, industries and countries to help our customers
gain a better understanding of these markets and to make smarter decisions.
We take great pains to ensure that our intelligence is curated from the most trusted sources and
is constantly monitored and evaluated to deliver results that our customers can rely on.
We gather and produce over 3 million pieces of intelligence every day to ensure our customers
have everything they need to do business.

OUR SOURCES
We convene the best global and local sources of information. We license content from the
cream of the world's macroeconomic experts, the most renowned industry research firms and
the most authoritative news providers.
We combine that external expertise with our own proprietary company research where we
invest heavily to ensure that accurate information is available for over 1.4 million companies.
We never rest on our laurels. We are constantly seeking out new sources to make sure that any
intelligence gaps are filled.

CHAPTER 5
5.1 HISTORY OF THE COMPANY
Myoung Shin India Automotive Private Limited manufactures car parts. Its products include
body frame structure and parts, including switchgears; and automobile bone structures; and
metal mold products for the press formation of the body parts. The company was incorporated
in 2006 and is based in Chennai, India. As per the transaction announced on April 2, 2014,
Myoung Shin India Automotive Private Limited operates as a subsidiary of MS Autotech Co.,
Ltd.

MSI: What We Stand for?


We have a clear focus on the huge opportunities that emerging markets present and on
helping our customers to unlock that potential. We are committed to providing the best
source of intelligence on emerging market companies, industries and countries to help our
customers gain a better understanding of these markets and to make smarter decisions.
MSI: Our Intelligence
We take great pains to ensure that our intelligence is curated from the most trusted sources
and is constantly monitored and evaluated to deliver results that our customers can rely on.
We gather and produce over 3 million pieces of intelligence every day to ensure our
customers have everything they need to do business.
The Auto Component industry in India, with a strong positive multiplier effect, is one of key
drivers of Indias economic growth. The well-developed Indian auto component industry
manufactures a wide variety of products.

5.2 GROUP ARCHITECTURE

5.3 DESIGN & DEVELOPMENT CAPABILITIES


In-house tooling design
Software used Auto CAD, CATIA, 3D Solid works, COPRA, Ansys, Hyper
Process establishment
Customised to client specification at design stage

5.4 TOP INFORMATION PROVIDERS FOR THE COMPANY

CHAPTER 6
6.1 DIRECTORS DETAIL
1. KIM BEOMJUN
DIN

Director Name

Designation

Appointment Date

01952966

KIM BEOMJUN

Director

19 September 2006

PREVIOUS COMPANIES ASSOCIATED WITH


Company
CY MYUTEC AUTOMOTIVE
INDIA PRIVATE LIMITED

Designation

Appointment Date

Cessation Date

Director

20 February 2008

26 October 2011

2. JUN SANGWON
DIN

Director Name

Designation

Appointment Date

03532770

JUN SANGWON

Director

04 December 2006

OTHER COMPANIES ASSOCIATED WITH


Company
MGI AUTOMOTIVE
PRIVATELIMITED

Designation

Appointment Date

Director

03 August 2011

3. SUNG NAKHAENG
DIN
02900987

Director Name
SUNG NAKHAENG

Designation

Appointment Date

Director

12 January 2015

PREVIOUS COMPANIES ASSOCIATED WITH


Company
D.A.S INDIA
PRIVATE
LIMITED

Designation
Director

Appointment Date

Cessation Date

09 February 2007

01 June 2013

10

4. JONG HEE YUN


DIN

Director Name

Designation

Appointment Date

06499091

JONG HEE YUN

Director

01 November 2013

PREVIOUS COMPANIES ASSOCIATED WITH


Company
MS GLOBAL INDIA
AUTOMOTIVE
PRIVATE LIMITED

Designation

Appointment Date

Cessation Date

Managing Director

15 January 2013

09 October 2015

Director Name

Designation

Appointment Date

SHIN YONGSOO

Managing Director

01 September 2015

5. SHIN YONGSOO
DIN
07317950

OTHER COMPANIES ASSOCIATED WITH


Company
MS GLOBAL INDIA
AUTOMOTIVE
PRIVATE LIMITED

Designation

Appointment Date

Director

01 September 2015

6. WOO CHEOL CHOI


DIN
07317957

Director Name
WOO CHEOL CHOI

Designation

Appointment Date

Director

01 September 2015

OTHER COMPANIES ASSOCIATED WITH


Company
MS GLOBAL INDIA
AUTOMOTIVE
PRIVATE LIMITED

Designation

Appointment Date

Director

01 September 2015

11

6.1.2 CHARGES and ESTABLISHMENT DETAILS


6.1.2.1 Charges/Borrowing Details
Charge
ID

Creation
Date

Modification
Date

Closure
Date

Assets Under
Charge

Amount

Charge Holder

10194810

2009-1230

Immovable
property or any
interest therein

134,773,883

Daimler India
Commercial
Vehicles Private
Limited

10232473

2010-0616

2012-12-17

820,000,000

SHINHAN
BANK

10307239

2007-1115

2015-02-24

129,100,000

SHINHAN
BANK

10556271

2015-0122

300,000,000

HDFC BANK
LIMITED

Book debts;
Floating charge;
Movable property
(not being pledge)

6.1.2.2 Establishment details


Establishment
Name

City

Pin code

Address

MYOUNG SHIN
INDIA
AUTOMOTIVE
I LTD

AMBATTUR

602105

NO.496/2, MANNUR
VILLAGEVALARPURAM
POSRIPERUMBUDUR686TN

12

6.2 MANAGEMENT SPRIT

INTIGRITY

PASSION

we value the professional, personal


integrity to achieve our goals by
our honesty with our stakeholders
and we earn trust by every time,
every minute and every day

We play to win. We have health desire


to stretch to achieve personal goals and
accelerate business growth. We strive
constantly to improve and be energetic
in everything we do

THE FIVE LIGHTS


The values, principles and beliefs that have
always guided us and continue to show the
way forward

RESPONSIBILITY

QUALITY

We are responsible to our corporate


citizens. We can believe help can
make a difference to our environment
and change lives for the better we
will do this in a manner that befits our
size and also reflects on our humanity

We take ownership of our work.


We unfailingly meet high
standards of quality in both what
we do and in the way, we do it we
take pride in excellence

RESPECT
We respect the dignity of each individual. We
are open and transparent with each other. We
inspire and enable people to achieve high
standard and high goals. We provide everyone
with equal opportunities to progress and grow.

13

6.3 CORPORATE SOCIAL RESPONSIBILITY POLICY (CSRP)


Preamble
The EMIS, international Group is known for its tradition of philanthropy and community
service. The Groups philosophy is to reach out to the community by establishing serviceoriented philanthropic institutions in the field of education and healthcare as the core focus
areas.
Myoung Shin India Automotive Private Limited has been upholding the Groups tradition by
earmarking a part of its income for carrying out its social responsibilities. We believe that social
responsibility is not just a corporate obligation that has to be carried out but it is ones dharma.
Therefore, our philanthropic endeavours are a reflection of our spiritual conscience and this
provides us a way to discharge our responsibilities to the various sections of the society.
We have been carrying out Corporate Social Responsibility (CSR) activities for a long time
through AMM Foundation, an autonomous charitable trust, in the field of Education and
Healthcare, while also pursuing CSR activities for the benefit of the local community in the
States in which we operate.
Corporate Social Responsibility Purpose Statement
The Company shall seek to impact the lives of the underprivileged by supporting and engaging
in activities that aim to improve their wellbeing. We are dedicated to the cause of empowering
people, educating them and in improving their quality of life. While we will undertake
programme based on the identified needs of the community, education and healthcare shall
remain our priority. Across the different programme areas identified by the company, it would
be our endeavour to reach the underprivileged and the marginalised sections of the society to
make a meaningful impact on their lives.
We are committed to identifying and supporting programmes aimed at:
1. Empowerment of the underprivileged sections of the society through education, access
to and awareness about financial services and the like;
2. Provision of access to basic necessities like healthcare, drinking water & sanitation and
the like;
3. Work towards eradicating hunger and poverty, through livelihood generation and skill
development;
14

4. Supporting environmental and ecological balance through afforestation, soil


conservation, rain water harvesting, conservation of flora & fauna, and similar
programmes;
5. Promotion of sports through training of sportspersons;
6. Undertake rural development projects;
7. Any other programme that falls under our CSR Policy and is aimed at the empowerment
of underprivileged sections of the society.
8. Accordingly, the programme areas may include the following:
9. Providing basic health care facilities to economically backward societies across
geographical areas,
10. Improving access to education,
11. Provision of Skill Development/Vocational Training,
12. Rural Development,
13. Environmental sustainability,
14. Promoting Sports, arts & culture,
15. Sustainable livelihood
Scope
This policy will apply to all projects/programmes undertaken as part the Companys Corporate
Social Responsibility and will be developed, reviewed and updated periodically with reference
to relevant changes in corporate governance, international standards and sustainable and
innovative practices. The policy will maintain compliance and alignment with the activities
listed in Schedule VII and Section 135 of the Companies Act 2013 and the Rules framed there
under.
Governance
The approval of the CSR policy and oversight is the responsibility of the Companys Board of
Directors. The responsibility of the CSR Committee is to formulate the policy and to administer
the policy through implementing partner(s) or via self-implementation. The CSR Committee
shall provide guidelines for projects/partner selection to the respective HR or CSR teams,
wherever applicable. The CSR Committee is to ensure that projects/programmes are compliant
with regulations and are monitored and reported effectively.

15

As the Companys CSR activities evolve, the policy may be revised by the CSR Committee
and approved by the Board of Directors.
CSR Spend
The CSR Committee shall recommend the amount of expenditure to be incurred on the CSR
activities to be undertaken by the Company as specified in Schedule VII of the Companies Act
2013, as amended from time to time. In case of any surplus arising out of CSR projects, the
same shall not form part of business profits of the Company.
Implementation
The Company shall undertake CSR project/programmes identified by the CSR Committee and
approved by the Board of Directors in line with the CSR Policy. The Company shall implement
its CSR programmes/projects:
Through an implementation partner that can be a public charitable trust or a society registered
under applicable Acts or a Company registered under Section 8 of the Companies Act, 2013
On its own, through the relevant HR or CSR department
Through its own foundation (if applicable) specifically created for implementing its CSR
initiatives.
The Company may enter into partnerships or alliances with NGOs, Trusts, or other Corporate
Foundations etc. to effectively implement its CSR programmes/projects.
The Company can also implement programme in collaboration with other companies, if
permissible and feasible.
The Company shall formulate criteria and procedure for selection, screening and due diligence
of its implementing partners.

16

Monitoring and Reporting


The CSR Committee will oversee the implementation and monitoring of all CSR projects/
programmes and periodic reports shall be provided for review to the Board.
The Company will institute a well-defined, transparent monitoring and review mechanism to
ensure that each CSR project/programme has:
Clear objectives developed out of the societal needs that may be determined through need
assessment studies and research (secondary or primary);
Clear targets, time lines and measurable indicators, wherever possible;
A progress monitoring and reporting framework that is aligned with the requirements of
Section 135 of the Companies Act, 2013 and the CSR Rules.

17

CHAPTER 7
7.1 MYOUNG SHIN INDIA PRODUCTS
Established in 2006, MSI is a pioneer and leader in precision value added sheet metal
components. MSI manufactures car door frames, window and guide channels, impact beams,
hydro-formed parts, frames for various types of motor casings etc.,

18

It has manufacturing locations at Chennai (VALARPURAM). The plants are strategically


positioned closer to the OEM customers to enable timely deliveries. Also, these plants are
certified with quality, environmental, safety systems such as ISO/TS, OHSAS with relevance
to the business requirements.

19

7.2 TECHNOLOGY CENTRE


7.2.1 OVERVIEW OF CORPORATE TECHNOLOGY CENTRE
MSIs pursuit of Engineering Excellence has always been backed by robust R&D initiatives.
The trigger for many of these initiatives has been proactive interactions with customers. Over
the decades, many new products and processes have evolved from this. Synergising the
initiatives across various divisions, three subdivisions namely, Product and Process
Engineering, Testing and Research were established with Scientists, Engineers and
Technicians.
Corporate technology centre works on business-driven R&D projects with specific focus in
"metal forming", "thermal processing" technologies and the engineering design oriented
towards products and process simulation and analysis.
The global trend is shifting from product manufacturing and testing of parts for validation, to
computerized design, simulation, prototyping and performance testing.
The state-of-the-art computing facilities in the centre enable the organization to do virtual
simulation and prototyping of new products. Also, these facilities are oriented towards process
simulation to facilitate improved process control in manufacturing. The outcome of
engineering design analysis is validated through use of experimental techniques. These include
strain gauging and fringe pattern analysis.
Virtual prototyping also assists in the design of robust manufacturing processes and in rapid
tool development. MSI continuously works with reputed Computer-Aided Engineering (CAE)
MSI is a pioneer today in innovating & engineering products for the future with proven
expertise in:

3D CAD modelling Products and Assembly

Numerical Modelling Product and Process using FEA

Process Optimisation Design of Experiments (DoE)

Prototyping - Products & Processes

Testing Mechanical, Endurance, Corrosion and High Strain Rate testing

20

CHAPTER 8
8.1 DISTRIBUTION SETUP
The MSIs investment over this plant, which will largely cater to the Chinese market besides
partially exporting to the US.
MSIs exports and imports are to/from the following countries
BRAZIL
COLOMBIA
NEW YORK
LONDON
POLAND
BULGARIA
INDIA
MALASIYA
CHINA
JAPAN
PHILIPPINES
HONGKONG
SINGAPORE

21

CHAPTER 9
9.1 MAN POWER
MSI is a place where talent can bloom, where the work ethic breeds excellence, where winning
is a way of life. You have the opportunity to be a part of this exciting work place. If you dare
to dream, if you think you are ready to take up the challenges and move in pursuit of excellence,
then we are here to make your dream come true.
Market leaders in served segments including Auto Components, Transmission systems the
Group has forged strong alliances with leading international companies.
Each and every employee will be appointed and selected by the group on their individual talents
and professionalism. Also, the selected candidates are trained under professionals of certain
departments.

22

CHAPTER 10
10.1 FACILITIES OF THE INDUSTRY
The landmass of manufacturing unit in MSI is of 300 acres and sorting and other sectors is 100
acres.

10.2 EMPLOYEE FACILITIES IN ORGANIZATION


First aid appliances
Canteen
Shelter
Restroom
Lunchroom
Welfare officers
Lighting
Drinking water
Latrines and Urinals
Ventilation and Temperature
Safeguards
Leaves on uncertainty
Privileges on various pass
Workers mansions
Special pass
Educational institutions
Society halls
Marriage halls
Culture development programmes
Welfare funds
TI welfares for employees
Training institutions

23

CHAPTER 11
11.1 PROCESS DESCRIPTION: - Coil Joiner

Almost all metal stampers have downtime at the end of a steel coil. The amount of time a line
is nonproductive between coils can vary. It's not uncommon for downtime to exceed 20
minutes. On heavy-gauge lines, where a coil's linear footage is low, the amount of downtime
can be excessive.
Pax Machine Works, Celina, Ohio, produces products that are drawn, deep-drawn, blanked,
pierced, coined, extruded, and embossed. Its finished parts are sold to OEMs and aftermarket
parts suppliers. The stamper runs high-strength steels from 0.090 to 0.140-inch-thick with
widths of 7 to 11 in., although the line's coil-end joiner can handle material from 2 to 20 in.
wide and 0.030 to 0.156 in. thick.

24

11.2 INFRASTRUCTURE DEVELOPMENT THRUST

25

CHAPTER 12
12.1 ORGANIZATION HIERARCHY

MANAGING
DIRECTOR

GM PRODUCTION

GM P&A

GM MARKETING

GM FINANCE

MAINTENANCE
MANAGER

MANAGER

AGM

AGM

DEPUTY
MANAGER

DEPUTY
MANAGER

MANAGER
WELFARE

MANAGER

ASST
PERSONNEL
OFFICER

PROCESS

EMPLOYEES

EMPLOYEES

EMPLOYEES

EMPLOYEES

SENIOR
ACCOUNTANT

ASST TO SENIOR
ACCOUNTANT

MARKETING OF
FIRM
(DOMESTIC)

ASST
GRADE

PURCHASING
OF FIRM

TYPIST

EMPLOYEES

26

PEON

ACCOUNTANT
GRADE 1

ACCOUNTANT
GRADE 2

EMPLOYEES

CHAPTER 14
14.1 SUMMER TRAINING ACTIVITIES
Details of training from 10/06/2016 to 14/07/2016
14.1.1 DEPARTMENT: - PLANNING & ANALYSIS [10/06/2016 to 24/06/2016]
1. Materials Function:
Raw materials, finished parts and bought out components should be made available in required
quantities and at required time to ensure the correct start and end for each operation resulting
in uninterrupted production. The function includes the specification of materials (quality &
quantity) delivery dates, variety reduction (standardization) procurement and make or buy
decisions.
2. Machines and Equipment:
This function is related with the detailed analysis of available production facilities, equipment
down time, maintenance policy procedure and schedules. Concerned with economy of jigs and
fixtures, equipment availability. Thus, the duties include the analysis of facilities and making
their availability with minimum down time because of breakdowns.
3. Methods:
This function is concerned with the analysis of alternatives and selection of the best method
with due consideration to constraints imposed. Developing specifications for processes is an
important aspect of PPC and determination of sequence of Operations.
4. Process Planning (Routing):
It is concerned with selection of path or route which the raw should follow to get transformed
in to finished product. The duties include:
(a) Fixation of path of travel giving due consideration to layout.
(b) Breaking don of operations to define each operation in detail.
(c) Deciding the set-up time and process time for each operation.

27

5. Estimating:
Once the overall method and sequence of operations is fixed and process sheet for each
operation is available, then the operations times are estimated. This function is carried out using
extensive analysis of operations along with methods and routing and standard times for
operation are established using work measurement techniques.
6. Loading and Scheduling:
Scheduling is concerned with preparation of machine loads and fixation of Starting and
completion dates for each of the operations. Machines have to be loaded according to their
capability of performing the given task and according to their capacity.
Thus, the duties include:
(a) Loading the machines as per their capability and capacity.
(b) Determining the start and completion times for each operation.
(c) To Co-ordinate with sales department regarding delivery schedules.
7. Dispatching:
This is the execution phase of planning. It is the process of setting production activities in
motion through release of orders and instructions. It authorizes the start of Production activities
by releasing materials, components, tools, fixtures and instruction sheets to the operator.
The activities involved are:
(a) To assign definite work to definite machines, work centers and men.
(b) To issue required materials from stores.
(c) To issue jigs, fixtures and make them available at correct point of use.
(d) Release necessary work orders, time tickets etc. to authorize timely start of operations.
(e) To record start and finish time of each job on each machine or by each man.

28

8. Expediting:
This is the control tool that keeps a close observation on the progress of the work. It is a logical
step after dispatching which is called follow-up or Progress. It co-ordinates extensively to
execute the production plan. Progressing function can be divided in to three parts, i.e. follow
up of materials, follow up of work in process and follow up of assembly.
The duties include:
1. Identification of bottlenecks and delays and interruptions because of which the production
schedule may be disrupted.
2. To devise action plans (remedies) for correct the errors.
3 To see that production rate is in line with schedule.
9. Inspection:
It is a measure control tool. Though the aspects of quality control are the separate function, this
is of very much important to PPC both for the execution of the current plans and in scope for
future planning. This forms the basis for knowing the limitations with respects to methods,
processes etc. which is very much useful for evaluation phase.
10. Evaluation:
This stage though neglected is a crucial to the improvement of productive efficiency. A
thorough analysis of all the factors influencing the production planning and control helps to
identify the weak spots and the corrective action with respect to preplanning and planning will
be effected by a feedback. The success of this step depends on the communication, Data and
information gathering and analysis.

29

14.1.2 DEPARTMENT: - PRODUCTION [25/06/2016 to 14/07/2016]


Production is the functional area responsible for turning inputs into finished outputs through a
series of production processes. The Production Manager is responsible for making sure that
raw materials are provided and made into finished goods effectively. He or she must make sure
that work is carried out smoothly, and must supervise procedures for making work more
efficient and more enjoyable.
Five production sub-functions
In a manufacturing company the production function may be split into five sub-functions:
1. The production department will set standards and targets for each section of the production
process. The quantity and quality of products coming off a production line will be closely
monitored. In businesses focusing on lean production, quality will be monitored by all
employees at every stage of production, rather than at the end as is the case for businesses using
a quality control approach.
2. The purchasing department will be responsible for providing the materials, components and
equipment required to keep the production process running smoothly. A vital aspect of this role
is ensuring stocks arrive on time and to the right quality.
3. The stores department will be responsible for stocking all the necessary tools, spares, raw
materials and equipment required to service the manufacturing process. Where sourcing is
unreliable, buffer stocks will need to be kept and the use of computerized stock control systems
helps keep stocks at a minimal but necessary level for production to continue unhindered.
4. The design and technical support department will be responsible for researching new
products or modifications to existing ones, estimating costs for producing in different quantities
and by using different methods. It will also be responsible for the design and testing of new
product processes and product types, together with the development of prototypes through to
the final product. The technical support department may also be responsible for work study and
suggestions as to how working practices can be improved.
5. The works department will be concerned with the manufacture of products. This will include
the maintenance of the production line and other necessary repairs. The works department may
also have responsibility for quality control and inspection.

30

CHAPTER 15
15.1 MANAGERIAL SKILL DEVELOPED
The manager must be skilled technical skills involved and technical knowledge and
proficiency the manager uses the process, technology and
Tools of specific area.

The manager has known monitor the characters often each employee in the organization
and how to manage all the activities and also the manager motivates the employees at
any time in the working hours.

The manager skill involves the ability to interact effective with employees conceptual
skills involves the formulation of ideas, the manager understands abstract relationship
develop ideas and solve problems creativity.

The managers level in the organization possessing technical human and conceptual
skills. There are different types of skills in the organisation i.e.,
Business writing, corporate presentation, public speaking, sales marketing, leadership

The manager should know the strength and weakness of each and every employee.

The manager should concentrate more on the employees welfare activities and
maintain trade unions.

31