YNATION INDICO PVT LTD

ABOUT INTERNSHIP TRAINING

INTRODUCTION:

An internship is an opportunity offered by an employer to potential employees, called interns,

to work at a firm for a fixed, limited period of time. Interns are usually undergraduates or
students, and most internships last for any length of time between one week and 12 months.

Internships also called "placements", "work placements" or "industrial placements" may be

part-time or full-time. They are usually part-time if offered during a university semester and
full-time if offered during the summer, winter or Easter holidays, when they typically last 4-
12 weeks. Placements are usually full-time, and take place irrespective of term time or
holiday time.

The modern concept of internships essentially springs from the medieval apprenticeship, in
which skilled laborers (often craftsmen) would teach a young person their trade and, in
exchange, that person would agree to work for the teacher for a certain length of time.

The main difference between an apprenticeship and an internship is that internships are more
exploratory. You're not bound to work for your employer after the internship is over
(although many interns do receive job offers). If you start early enough to do a few
internships throughout college, you can use the first ones to get a feel for what career you'd
like to pursue and the later ones to build your experience.

Internships can be paid or unpaid though, if they are unpaid, theyre usually subject to
stringent labor guidelines. In the INDIA. Federal law mandates that unpaid interns must not
benefit the company economically or be used to displace the work done by paid employees.
Some states have their own regulations regarding interns. For example, in California, unpaid
interns must receive college credit for their work.

Most American internships are work experience internships essentially on-the-job training
in a field that the student or young worker wants to learn more about. But there are also
research internships, more common in scientific fields, in which a higher-level student
 examines a particular topic on behalf of a business before producing a written study or
presentation.

Though employment isnt guaranteed at the end of an internship, many employers use
internships as a way to train and evaluate future employees. In fact, a 2009 NACE survey of
INDIA. employers with interns found that 67% of those interns were given job offers after
their terms were complete.

The Preparation for Internship

If you've decided getting an internship is the way to go, then it's time to get smart about your
options.
Preparing for an internship search involves everything from crafting a targeted resume (or
resumes) and building a portfolio to exploring what type of internship experience will fit
seamlessly with your schedule and goals. It also might involve a good deal of relationship
building to make sure you're not just another name in somebody's inbox.
Our interactive tools, coaching videos and resume samples can help you figure out which
industries to target and how to market yourself to stand out from the crowd

The Internship Experience

Internships offer students a period of practical experience in the industry relating to their
field of study. This experience is valuable to students as a means of allowing them to
experience how their studies are applied in the "real world", and as work experience that can
be highly attractive to potential employers on a candidate's CV.

Who are Interns?

Interns are usually university students, or university graduates who have not yet found
employment. Interns are less frequently college students (under 18) or older "career
changers".

What do Interns do?

 An intern is someone who works in a temporary position for an employer that operates in an
industry they are interested in working in. Unlike conventional employment, internships have
an emphasis on training, rather than employment itself.

Why do an Internship?

An internship provides a great opportunity for prospective employees to gain experience in a

particular field or industry, determine if they have an interest in a particular career, create a
network of contacts, or gain university module credits. Interns may also have the possibility
of putting themselves forward for forthcoming opportunities for paid work, during their
internship.

When it comes to getting that job, you can never be too informed. This useful free eBook
covers job search trends, unusual interview questions, what hiring managers are thinking, and
more. JobTestPrep also has comprehensive information on all types of interviews.

Why Companies offer Internships

Companies offer students internships for a variety of both short and long-term reasons:

Short-term
In the short-term, internships provide employers with cheap (and sometimes even free)
labor, for what is usually low-level office based tasks, such as photocopying, filing or
report drafting.
 Long-term
Long-term, employers can use internships as an effective way of advertising their
graduate jobs and/or schemes to students. Graduate job surveys suggest that almost half
of all graduate employers hire at least 20% of their ex-interns for graduate jobs and
training schemes. It is highly likely that graduates will return to the organization that
hired them as an intern for full-time employment after leaving university.

The prospect of hiring ex-interns after graduating is also very appealing to employers
because these graduates already understand the company and the job they will be doing.
Ex-interns require little or no training.

Salaries on Internships

An internship may be paid, unpaid or partially paid.

Paid Internships
Paid internships are most common at engineering, legal firms, accounting and finance,
technology, medical, science, and advertising sectors. Internships in the media (radio,
television, print) and non-profit organizations are often unpaid.

Unpaid Internships
Many employers in the highly sought-after professions, such as TV and politics, demand
that graduate-level job candidates undergo a period of unpaid "work experience" before
being able to get paid work. In most cases this "work experience" is actually simply
unpaid work and is contrary to the minimum wage regulations if unpaid. Such is the
demand for this kind of work that very few complaints are made about this, and so the
practice continues, albeit illegally.

Research Internship
 A research internship (also sometimes known as a dissertation internship) is usually
undertaken by students that are in their last year of academic study. For a research internship
a student will undertake research for a particular company. The company may have
something that they feel they need to improve, or the student may be able to choose a topic
within the company themselves. The results of the research study will need to be
accumulated in to a formal report and presented to the company and to the university
institution the student is studying at.

OBJECTIVE OF INTERNSHIP TRAINING

 Interns will develop intermediate to advanced knowledge and skill in the provision of
individual therapy.

COMPETENCIES EXPECTED:

Interns will demonstrate clinical intervention and relationship skills

Interns will demonstrate skills in gathering pertinent and relevant data to inform clinical
decision-making
Interns will apply concepts of normal/abnormal behavior to case formulation and
diagnosis in the context of human development and diversity
Interns will integrate scholarly literature into their clinical work
Interns will formulate and conceptualize cases based on theoretical orientation
Interns will demonstrate ability to formulate appropriate treatment goals in collaboration
with the client and modify these goals when needed
Interns will demonstrate the ability to apply useful and effective evidence-based
interventions
Interns will demonstrate sensitivity and skills in working with diverse clients
Interns will evaluate the progress of their provision of therapy and use this information to
improve their own effectiveness

Interns will develop knowledge and skills in the provision of group therapy.

COMPETENCIES EXPECTED:

Interns will demonstrate skill in group screening

Interns will demonstrate intermediate group counseling skills
Interns will demonstrate knowledge of group theory and practice
Interns will demonstrate and apply knowledge of evidence-based group interventions
Interns will facilitate group termination skills
Interns will develop an effective working relationship with co-facilitator
 Interns will demonstrate sensitivity and skills in working with a diverse group of clients
Interns will develop proficiency in triage screening and crisis intervention.

COMPETENCIES EXPECTED:

Interns will gather and document relevant data during telephone or in-person sessions
Interns will demonstrate ability to conduct a thorough and effective risk assessment
Interns will demonstrate the ability to effectively tolerate clients intense feelings,
attitudes, or wishes
Interns will demonstrate sensitivity and skill in working with diverse clients
Interns will make good judgment regarding case disposition
Interns will use appropriate and effective interventions during crisis situations
Interns will provide appropriate follow-up and case management as needed
Interns will seek supervision/consultation appropriately

Interns will develop requisite skills in psychometric assessment.

COMPETENCIES EXPECTED:

Interns will demonstrate skill in accurately selecting, administering, scoring, and

interpreting self-report and personality assessment instruments
Interns will seek consultation regarding selecting, scoring, interpreting, and report writing
Interns will demonstrate knowledge of the empirical basis of assessment measures
Interns will demonstrate ability to utilize assessment data to inform their treatment goals
and interventions
Interns will demonstrate consideration of cultural factors in selection and interpretation of
assessment materials
Interns will demonstrate skill in integrating the clinical intake, behavioral observations,
and assessment data into a comprehensive report
Interns will demonstrate skill in writing psychological reports and communicating
findings in written and oral form to client.
 Interns will develop knowledge and skills to effectively perform outreach and
consultation at a university setting.

COMPETENCIES EXPECTED:

Interns will demonstrate initiative and responsibility in responding to requests from the
university community
Interns will plan and present content that is appropriate and relevant to the target
audience
Interns will demonstrate adequate preparation for presentations
Interns will utilize current research in presentations when appropriate
Interns will demonstrate satisfactory presentation skills that engage the audience
Interns will evaluate the effectiveness of outreach programs with appropriate outcome
measures
Interns will demonstrate knowledge of consultants role
Interns will consult in a professional, helpful, and sensitive manner with other university
professionals and departments
Interns will demonstrate consideration and understanding of cultural factors when
developing and delivering outreach programs.

INTRODUCTION TO THE ORGANIZATION

INTRODUCTION:

ynation Machineries Pvt. Ltd., a young venture started by four budding qualified and
experienced entrepreneurs, offers advance marking, coding, identification, tracing, testing,
fabrication, industrial automation and software solution. Under our standard products, we
have wide range of Laser Marking, In addition we have highly competent team of young and
experienced Electronics Engineers, Software Engineers, Mechanical Engineers, capable to
develop customized and exigent Automation and Software Project for Industrial Process
Automation and Business Process Automation.
 ynation is an idea to craft professional organization committed to deliver high level of
satisfaction to customers, employees, suppliers, shareholders & channel partners. Its our
endeavor to attain sustainable & soaring growth being shared by all stakeholders of the
company.
ynation is consortium of few exceptionally intelligent entrepreneurial companies with diverse
skill set in electronics & embedded design, software development, optics & laser system and
management & marketing. Its our endeavor to combine talent of all these group companies
and to create impeccable strength to deliver high-class products and services to our
customers.
We are team of 30 persons having average experience of 10 years in Sales, Service,
Manufacturing and Development of Industrial Laser and allied Automation and Software.

INFRASTRUCTURE:

Our company has a technically advanced infrastructure unit with modern technology. The
unit is well equipped with latest machinery, computerized design unit, sales and marketing
unit and many more. We have highly knowledgeable and diligent team of experts who assists
us in offering high quality products in a stipulated time frame. Furthermore, we make sure
that these machines are time to time upgraded, oiled and cleaned in order to have longer
functional life.

ORDINARY BUSINESS:

1. To receive, consider and adopt the Audited Balance Sheet of the Company as at 31st March,
2015 and Profit and Loss Account for the year ended on that date together with the Reports of
Directors and Auditors thereon.

2. To appoint a Director in place of Shri M. L. Pareek (DIN : 01795975), who retires by rotation
and being eligible, offers himself for re-appointment.
3. To ratify the appointment of Auditors of the Company to hold office from the conclusion of
this Annual General Meeting till the conclusion of the 13th Annual General Meeting and to fix
their remuneration and to pass the following resolution as an ordinary resolution:

"RESOLVED THAT pursuant to the provisions of Section 139 and other applicable
provisions, if any, of the Companies Act, 2013 and the rules made there under and pursuant
to the recommendation of the Audit Committee of the Board of Directors ("the Board"), the
consent of the Company be and is hereby accorded for the ratification of appointment of M/s
Chaturvedi & Partners, Chartered Accountants (FRN : 307068E) as Statutory Auditors of the
Company from the conclusion of this Annual General Meeting (AGM) till the conclusion of
the 13th AGM of the Company to be held in the year 2017 (subject to ratification of their
appointment at every AGM) and that the Board of Directors be and are hereby authorized to
fix such remuneration as may be determined by the Audit Committee in consultation with the
Auditors plus applicable service tax and reimbursement of travelling and out of pocket
expenses incurred by them for the purpose of audit.

SPECIAL BUSINESS:

"RESOLVED THAT in partial modification of the resolution passed at the

Annual General Meeting of shareholders of the Company held on 24th September, 2014 and
pursuant to the provisions of Sections 196, 197 and all other applicable provisions of the
Companies Act, 2013 read with Schedule V and the Companies (Appointment and Remuneration
of Managerial Personnel) Rules, 2014, or any statutory modification or re-enactment thereof and
subject to such consent(s), approval and permissions may be necessary in this regard and subject
to such conditionals may be imposed by any authority while granting such consent(s), approval
and permission and as agreed to by the Board of Directors (hereinafter referred to as the "Board",
which term shall unless repugnant to the context or meaning thereof, be deemed to include any
Committee thereof or any person authorized by the Board in this behalf), the approval of the
members be and is hereby accorded to the Board of Directors of the Company to ratify and
confirm the waiver of the recovery of excess remuneration paid, over and above the limits
prescribed under the provisions of the Act, if any, to Shri V.P. Agarwal, Chairman of the
Company with effect from 1st April, 2014 on the following terms and conditions.
REWARDS:

Owing to the rich expertise of this domain, we have a certificate of excellence. We have hired
a team of professionals who perform their business activities in a best possible manner. They
are the backbone of the company and due to their efforts, we are able to achieve this reward.
Owing to this reward, we have excelled in our respective business domain and garnered rich
clientele base. We believe that the certificate of excellence is our way of setting up a
milestone for our competitors. This certificate of excellence speaks about our commitment to
excellence.

PRODUCTION AND SERVICE:

1. Non Woven Bag Printing Machine

Being a prominent name in the present market, we offer a range of Non Woven Bag
Printing Machine. For many years, we have been serving the industry because of quality
machines for printing purposes. We use non woven bag, premium range of plastic and
paper printing machine to make a wide range of the best products. Various kinds of
machines are available in different designs that can easily be accessible to our customers.
This is designed using premium grade materials procured from reliable vendors.
 Single Color Non Woven Bag Printing Machine is the latest model that is used in various
industries for its wide applications. This is considered as a freshly produced lateral feeding
the commercial press. The machine is used to do printing of non woven bag with single
color. Using this machine, the production of printing gets enhanced. It is manufactured
using high grade materials that are procured from reliable vendors available in the market.
Our customers can avail this machine meeting their specifications. The machine is first of
its kind comprising line numbering and perforation facility that ensures high quality
printing and performance.

2. LASER CUTTING & ENGRAVING MACHINE

The latest laser technology of Laser Cutting & Engraving Machine allows clear
processing of cutting, engraving and marking. It not only suited to post-processing of
large format imposition printed work, but also required in doing short run printing jobs.
This machine work as a red light positioning device and show high speed curve cutting.
 WHAT WE OFFER:

I Lamp Pumped Nd: YAG Laser Marking

II Diode Pumped Nd: YAG Laser Marking
III Fiber Laser Marking

I. Lamp Pumped Nd:YAG Laser Marking

Lamp Pumped Nd: YAG laser marking is conventional and proven for the most industrial
laser and marking application worldwide. Till date Lamp Pumped YAG laser enjoys large
numbers of installation all over the world. In this type of system, lamp is used to pump
crystal rod. This machine is rugged and good for harsh shop floor condition. Lamp pumped
laser is also ideal for application that demands high power like deep marking or engraving.
Lamp pumped laser system draws more power and generate most heat, but relatively
inexpensive in terms of initial investment. Lamp pumped system require consumables like
lamp and water filter etc. Lamps may have to be changed approximately every 600-800 hrs if
operated continuously at high operating levels or 1000-1200 hrs for less demanding
operation. Lamp cost is generally in the range of USD 200/ INR 8,000. Annual maintenance
cost may range from USD 2000-3000 or INR 1-1.5 lacks.

Feature
Proven & oldest laser technology for marking
Lower initial investment per unit of laser power (watt) generated.
Preferred choice for deep marking or engraving
Fairly robust and rugged
Easy availability of spares and service in the market
 II. Diode Pumped Nd:YAG Laser Marking

In Diode Pumped Machine, Laser Diode replaces Lamp as pumping source. Diode Pumped
system generate less heat and efficient than lamp pumped machine. It also draws
significantly lower power than lamp pumped machine. Diode Pumped System also requires
relatively less maintenance due to less heat generation. Typical Diode life is measured in
thousands of hours instead of few hundred hours like lamp pumped machine. Life of diode
ranged from 5000 hrs to 10000 hrs. However it cost about USD 5,000/ INR 3,00,000. Due to
longer life of diode, machine downtime also remains low. Laser diodes are electrically less
robust than discharge lamps. Laser Diode may quickly be destroyed by excessive drive
currents, or by electrostatic discharges. In conjunction with properly designed electronics,
however, this should not happen. Problems can also arise from optical feedback.

Feature
Overall high power efficiency
Diode replacement time is fairly longer than lamp
Demands less cooling
Smaller in size
Moderate initial investment
Operating cost significantly lower than lamp pumped laser
Better beam quality leads to better marking quality.

III. Fiber Laser Marking

Fiber laser is latest and radical technology came in use for industrial marking application
during last decade. In last few years it has emerged as fastest growing and the most
promising technology of laser universe. Fiber laser is fiber optic cable, which acts as both
laser source (gain medium) and delivery system for laser beam. Fiber optic cable has core
doped with material called Ytterbium, which is pumped by series of diodes to emit laser with
wavelength between 1050 nm and 1070 nm. Fiber laser has very large surface area and hence
offers better cooling and electrical efficiency. Since laser is generated and delivered through
fiber optic cable, it helps in avoiding complex optical design like other lasers. As a result
Fiber offers small, compact, robust, energy-efficient, air-cooled, solid-state laser that
develops high peak-to-peak output laser energies and near perfect beam profiles for direct
part marking on a wide variety of materials.
 For end user fiber offers virtually no consumables, least operating cost and maintenance cost.
Yet high initial investment due to proprietary technology owned by only a few companies in
the world make it expensive for some first time users especially in developing countries.

Feature
Highest power efficiency
Long life of pumping diodes and laser source
Least operating cost - No consumables and least power consumption.
Least maintenance cost - very few replacement parts, No optics alignment, excellent
heat dissipation.
Fiber delivery; hence easy to integrate with automation or existing production line
Exceptional beam quality result into sharp and minuscule marking
Air cooling
Compact in size.

INTRODUCTION TO INDUSTRIES

Introduction:

Laser cutting is a technology that uses a laser to cut materials, and is typically used for
industrial manufacturing applications, but is also starting to be used by schools, small
businesses, and hobbyists. Laser cutting works by directing the output of a high-power laser
most commonly through optics. The laser optics and CNC (computer numerical control) are
used to direct the material or the laser beam generated. A typical commercial laser for cutting
materials would involve a motion control system to follow a CNC or G-code of the pattern to
be cut onto the material. The focused laser beam is directed at the material, which then either
melts, burns, vaporizes away, or is blown away by a jet of gas, [1] leaving an edge with a high-
 quality surface finish. Industrial laser cutters are used to cut flat-sheet material as well as
structural and piping materials

Laser marking is permanent, faster, accurate and now a well-known marking and
engraving solution for the metal and non metals. Marking lasers work with short peak
power laser pulses. Pulse power, duration, and frequency determine the available energy,
which influences the interaction between the laser beam and the material. Mirrors
(Galva) guide the laser beam at high speeds across the work piece. Each laser pulse
produces a pixel.

Why Laser Marking?

Permanent & indelible marking process.
Non-contact type doesnt produce stress or change physical properties of materials.
Clean and Safe process Chemical-proof, water-proof, oil, grease & fuel-proof.
Internationally Accepted as Quality Marking Standard.
No pre or post processing Can be done on finished products.
Automated can be integrated with existing production or packaging line. Controlled
by Computer.
Flexible mark texts, alphanumeric, logos, bar codes, graphics, images, 2D data
 matrix code etc.
Hardness doesnt affect quality of marking.
Least set up time no tooling and jigs required.
Least or virtually no consumables.
Enhances the aesthetical & monetary value of products.
Counterfeit & Forgery prevention, product tracking & identification and so on.

Laser Marking Usage

Marking Alphanumeric, Serial Numbers, Part Numbers
Marking of Logos, Schematics, Complex Graphics, Images and Pictures
Bar-coding, 2D Data Matrix Codes, Lot Codes, Date Codes
UID Marking (Unique Identification)
Deep Engraving
Paint Removal from Plastic and Metal Surfaces
Hologram Marking

Technology reduces errors and material loss

Diamonds are one of the most precious and loved materials of all. Every natural diamond
was formed long before dinosaurs roamed on Earth, with the youngest diamond believed
to be about 900 million years old and the oldest about 3.2 billion. Symbolizing power,
strength, and beauty, this materialthe hardest in the worldwas primarily obtained as a
rough stone from India. Modern diamond mining as we know it started in the 19th century
in South Africa. At present, around 80% of rough diamonds are obtained from mines
located in Botswana, South Africa, Russia, Angola, Namibia, Australia, and the
Democratic Republic of Congo.
Rough diamonds are sorted on the basis of their natural characteristics, like shape, size,
color, cut-ability, and quality, before being used as industrial diamonds or as gem
diamonds. They pass through a series of processes, including planning and marking,
cleaving or sawing, bruiting or girding, and polishing. The planning part was formerly
done manually by skilled workers who would examine the rough diamond for inclusions
and other impurities or defects. Depending on this, they planned to get the best part out of
 it in terms of weight and clarity, and placed marks on it with a pen to guide the following
process. Another manual process was kerbing of the marked rough stone, wherein the
sharp edge of a diamond was used to cut the stone. With the invention of some advanced
tools, sawing or cleaving was done by diamond powder-coated blades. Bruiting is the
process in which two diamonds are set on opposite axels and their vigorous rotation gives
a rough shape to pre-planned stone. The final stage involves making different facets and
polishing the diamond.

Diamond processing technology shift

Although the roots of changing the styles and equipment used in diamond processing
techniques were sowed in the early 17th century, the older techniques were practiced until
the dawn of the 21st century, when a new era of laser technology was waiting to reform
and reshape the future of the diamond industry worldwide. In the 20th century, Albert
Einstein established the theoretical foundations for the laser in 1917 and Theodore H.
Maiman operated the first functioning laser in 1960, leading to a wide range of industries
all over the world to use laser light in their applications.
Currently, diamond processing is done in approximately 30 countries, but it is mainly
concentrated in India, Antwerp, Belgium; Johannesburg, South Africa; New York, NY; and
Tel Aviv, Israel. China and Thailand are increasingly active centers, too. India processes
approximately 55% by value of the world's diamonds, from which almost 8590% of gem
diamonds are processed in Surat situated on the western coast of India.

Today, Surat is renowned for numerous large and small factories equipped with
 sophisticated high-tech machines that use advanced technology on par withor even
better thanother cutting centers worldwide. Indian diamond manufacturers are always
eager and enthusiastic to absorb the newest technology into their factories, are continually
on the lookout to upgrade their manufacturing processes, and train their workers ahead of
the rest of its competitors. Adaptation to new changes is driving the success and
development of the diamond cutting and polishing sector there. As of today, around
10,000 diamond processing and trading units are spread across the state of Gujarat, and
Surat alone houses more than 5000 units.
Even though India especially Surat claims to be the largest producer of polished
diamonds, the advanced machinery used for this industry was primarily imported from
other countries. These machines proved to be too costly and too complicated to operate by
Indian manufacturers and artisans, the majority of whom were not literate. Taking into
consideration the pros and cons of imported diamond cutting machines, Sahajanand
Technologies Pvt. Ltd. set up its own R&D team to manufacture low-cost and user-
friendly diamond cutting machines in Surat. Previous machines that were available for
approximately $142,000 were now being made available at a low costaround $38,000.
With the introduction of laser technology, conventional machines were replaced by
advanced laser cutting machines. Manual planning and marking, and the conventional
machines previously used for diamonds processing, were replaced with software-based,
laser-equipped units. The latest-generation, laser-equipped Magnus Ace diamond planning
machine from Sahajan and Technologies proved to be more precise and effective; once a
rough diamond is placed in this machine, it creates a 3D image of it and then carries out
the first step of planning.

How laser diamond cutting works

First, the rough diamond is measured and an AI-assisted planning process then guides the
user for optimal yield from the diamond. Then, it obtains a clear picture regarding the weight,
shape, and clarity of the proposed polished diamond. Specialized software gives the operator
options to select the shape of the diamond, depending on elimination of inclusions, and
displays its market value onscreen. In the next step, the numbers of sides and percentage of
sawing and banding are selected, enabling optimal safety and finalizing minimum weight
 loss. The operator clicks a button and the perfect laser sawing gets started. After completion
of the above process, the next step is to cut the rough diamond according to the plan. Laser
cutting machines from Sahajanand Technologies are among the most preferred machines for
this job, as these are compatible with former planning machines. These laser cutting
machines take care of the sawing, shaping, blocking, and 4-in-1 process and cut pre-planned
rough diamonds. The final result is always appreciable compared to what one gets from the
conventional method of diamond planning and cutting.
The notable features of laser-equipped diamond planning and cutting machines are:
1. They are highly precise, accurate, and repeatable;
2. They are great time-savers as a single planning machine, and up to five machines can
be used in line to increase productivity;
3. They reduce the requirement of scarcely available skilled manpower due to user-
friendliness and easy operation;
4. They reduce human errors to almost zero;
5. They reduce overall material loss during cutting to 1% or less compared to 8% with
conventional methods; and
6. They are highly robust and require very low maintenance cost.

SHEARING PROCESS:

Shearing is a cutting force applied perpendicular to material causing the material to yield and
break. Shearing is a process for cutting sheet metal to size out of a larger stock such as roll
stock. Shears are used as the preliminary step in preparing stock for stampingprocesses, or
smaller blanks forcing presses. Material thickness ranges from0.125 mm to 6.35 mm (0.005
to 0.250 in). The dimensional tolerance ranges from 0.125 mm to 1.5 mm (0.005 to
0.060 in).The shearing process produces a shear edge burr, which can be minimized to less
than 10% of the material thickness. The burr is a function of clearance between the punch
and the die (which is nominally designed to be the material thickness), and the sharpness of
the punch and the die.
 The illustration shown provides a two-dimensional look at a typical metal shearing process.
Note how the upper shear blade fractures the metal work piece held in place by the work
holding devices. The sheared piece drops away. Typically, the upper shear blade is mounted
at an angle to the lower blade that is normally mounted horizontally. The shearing process
performs only fundamental straight-line cutting but any geometrical shape with straight line
cut can usually be produced on a shear. Metal shearing can be performed on sheet, strip, bar,
plate, and even angle stock. Bar and angle materials can only be cut to length. However,
many shapes can be produced by shearing sheet and plate.

THE SHEARING PROCESS CHARACTERISTICS INCLUDE:

Its ability to make straight-line cuts on flat sheet stock.

Metal placement between upper and lower shear blades.
Its trademark production of burred and slightly deformed metal edges.
Its ability to cut relatively small lengths of material at any time since the shearing blades
can be mounted at an angle to reduce the necessary shearing force required.

PUNCHING PROCESS:

Punching is a metal fabricating process that removes a scrap slug from the metal work piece
each time a punch enters the punching die. This process leaves a hole in the metal work
piece.
CNC Punching and Blanking:

Punching is the process of forming metal components using a punch. The punch is usually
the upper member of the complete die assembly and is mounted on the slide or in a die set for
alignment (except in the inverted die).The punching process forces a steel punch, made of
hardened steel, into and through a work piece. The punch diameter determines the size of the
hole created in the work piece. The illustration that follows provides a two-dimensional look
at typical punching process. Note how the work piece remains and the punched part falls out
as scrap as the punch enters the die. The scrap drops through the die and is normally
collected for recycling.

LASER PUNCHING:

Laser cutting machines can accurately produce complex exterior contours. The laser beam is
typically 0.2 mm (0.008 in) diameter at the cutting surface with a power of 1000 to 2000
watts. Laser cutting can be complementary to the CNC/Turret process. The CNC/Turret
process can produce internal features such as holes readily whereas the laser cutting process
can produce external complex features easily. Laser cutting takes direct input in the form of
electronic data from a CAD drawing to produce flat form parts of great complexity. With 3-
axis control, the laser cutting process can profile parts after they have been formed on the
CNC/Turret process. Lasers work best on materials such as carbon steel or stainless steels.
Metals such as aluminum and copper alloys are more difficult to cut due to their ability to
reflect the light as well as absorb and conduct heat.
 This requires lasers that are more powerful. Lasers cut by melting the material in the beam
path. Materials that are heat treatable will get case hardened at the cut edges. This may be
beneficial if the hardened edges are functionally desirable in the finished parts. However, if
further machining operations such as threading are required, then hardening is a problem.

BLANKING

Blanking is a metal fabricating process, during which a metal work piece is removed from
the primary metal strip or sheet when it is punched. The material that is removed is the new
metal work piece or blank. The blanking process forces a metal punch into a die that shears
the part from the larger primary metal strip or sheet. A die cut edge normally has four
attributes.

These include:

burnish
burr
fracture
roll-over
 The illustration that follows provides a two-dimensional look at a typical blanking process.
Note how the primary metal work piece remains and the punched part falls out as scrap as the
punch enters the die. The scrap drops through the die and is normally collected for recycling.

HISTORY OF THE INDUSTRY

INTRODUCTION

Laser cutting is a technology that uses a laser to cut materials, and is typically used for
industrial manufacturing applications, but is also starting to be used by schools, small
businesses, and hobbyists. Laser cutting works by directing the output of a high-power laser
most commonly through optics. The laser optics and CNC (computer numerical control) are
used to direct the material or the laser beam generated. A typical commercial laser for cutting
materials would involve a motion control system to follow a CNC or G-code of the pattern to
be cut onto the material. The focused laser beam is directed at the material, which then either
melts, burns, vaporizes away, or is blown away by a jet of gas, leaving an edge with a high-
quality surface finish. Industrial laser cutters are used to cut flat-sheet material as well as
structural and piping materials.

Early Days
 In 1965, the first production laser cutting machine was used to drill holes in diamond dies.
This machine was made by the Western Electric Engineering Research Center. In 1967, the
British pioneered laser-assisted oxygen jet cutting for metals. In the early 1970s, this
technology was put into production to cut titanium for aerospace applications. At the same
time CO2 lasers were adapted to cut non-metals, such as textiles, because, at the time,
CO2 lasers were not powerful enough to overcome the thermal conductivity of metals.

PROCESS

Generation of the laser beam involves stimulating a lasing material by electrical discharges or
lamps within a closed container. As the lasing material is stimulated, the beam is reflected
internally by means of a partial mirror, until it achieves sufficient energy to escape as a
stream of monochromatic coherent light. Mirrors or fiber optics are typically used to direct
the coherent light to a lens, which focuses the light at the work zone. The narrowest part of
the focused beam is generally less than 0.0125 inches (0.32 mm). in diameter. Depending
upon material thickness, kerf widths as small as 0.004 inches (0.10 mm) are possible. In
order to be able to start cutting from somewhere other than the edge, a pierce is done before
every cut. Piercing usually involves a high-power pulsed laser beam which slowly makes a
hole in the material, taking around 515 seconds for 0.5-inch-thick (13 mm) stainless steel,
for example.
 The parallel rays of coherent light from the laser source often fall in the range between 0.06
0.08 inches (1.52.0 mm) in diameter. This beam is normally focused and intensified by a
lens or a mirror to a very small spot of about 0.001 inches (0.025 mm) to create a very
intense laser beam. In order to achieve the smoothest possible finish during contour cutting,
the direction of beam polarization must be rotated as it goes around the periphery of a
contoured work piece. For sheet metal cutting, the focal length is usually 1.53 inches (38
76 mm).

Advantages of laser cutting over mechanical cutting include easier work holding and reduced
contamination of work piece (since there is no cutting edge which can become contaminated
by the material or contaminate the material). Precision may be better, since the laser beam
does not wear during the process. There is also a reduced chance of warping the material that
is being cut, as laser systems have a small heat-affected zone. Some materials are also very
difficult or impossible to cut by more traditional means.

Laser cutting for metals has the advantages over plasma cutting of being more precise and
using less energy when cutting sheet metal; however, most industrial lasers cannot cut
through the greater metal thickness that plasma can. Newer lasers machines operating at
higher power (6000 watts, as contrasted with early laser cutting machines' 1500 watt ratings)
are approaching plasma machines in their ability to cut through thick materials, but the
capital cost of such machines is much higher than that of plasma cutting machines capable of
cutting thick materials like steel plate.
TYPE:

There are three main types of lasers used in laser cutting. The CO2 laser is suited for cutting,
boring, and engraving. The neodymium (Nd) and neodymium yttrium-aluminium-garnet
(Nd-YAG) lasers are identical in style and differ only in application. Nd is used for boring
and where high energy but low repetition are required. The Nd-YAG laser is used where very
high power is needed and for boring and engraving. Both CO2 and Nd/ Nd-YAG lasers can be
used for welding. Common variants of CO2 lasers include fast axial flow, slow axial flow,
transverse flow, and slab.

CO2 lasers are commonly "pumped" by passing a current through the gas mix (DC-excited)
or using radio frequency energy (RF-excited). The RF method is newer and has become more
popular. Since DC designs require electrodes inside the cavity, they can encounter electrode
erosion and plating of electrode material on glassware and optics. Since RF resonators have
external electrodes they are not prone to those problems. CO2 lasers are used for industrial
cutting of many materials including mild steel, aluminum, stainless steel, titanium, Task
board, paper, wax, plastics, wood, and fabrics. YAG lasers are primarily used for cutting and
scribing metals and ceramics.

A DIFFUSION COOLED RESONATOR

In addition to the power source, the type of gas flow can affect performance as well. In a fast
axial flow resonator, the mixture of carbon dioxide, helium and nitrogen is circulated at high
velocity by a turbine or blower. Transverse flow lasers circulate the gas mix at a lower
velocity, requiring a simpler blower. Slab or diffusion cooled resonators have a static gas
 field that requires no pressurization or glassware, leading to savings on replacement turbines
and glassware.

4000 WATT CO2 LASER CUTTER

The laser generator and external optics (including the focus lens) require cooling. Depending
on system size and configuration, waste heat may be transferred by a coolant or directly to
air. Water is a commonly used coolant, usually circulated through a chiller or heat transfer
system.

A laser micro jet is a water-jet guided laser in which a pulsed laser beam is coupled into a
low-pressure water jet. This is used to perform laser cutting functions while using the water
jet to guide the laser beam, much like an optical fiber, through total internal reflection. The
advantages of this are that the water also removes debris and cools the material. Additional
advantages over traditional "dry" laser cutting are high dicing speeds, parallel kerf, and
unidirectional cutting.

Fiber lasers are a type of solid state laser that is rapidly growing within the metal cutting
industry. Unlike CO2, Fiber technology utilizes a solid gain medium, as opposed to a gas or
liquid. The seed laser produces the laser beam and is then amplified within a glass fiber.
With a wavelength of only 1.064 micrometers fiber lasers produce an extremely small spot
 size (up to 100 times smaller compared to the CO 2) making it ideal for cutting reflective
metal material. This is one of the main advantages of Fiber compared to CO2.

METHOD

There are many different methods in cutting using lasers, with different types used to cut
different material. Some of the methods are vaporization, melt and blow, melt blow and burn,
thermal stress cracking, scribing, cold cutting and burning stabilized laser cutting.

1. Vaporization cutting
In vaporization cutting the focused beam heats the surface of the material to boiling point
and generates a keyhole. The keyhole leads to a sudden increase in absorptive quickly
deepening the hole. As the hole deepens and the material boils, vapor generated erodes the
molten walls blowing eject out and further enlarging the hole. Non melting material such
as wood, carbon and thermoses plastics are usually cut by this method.
2. Melt and blow
Melt and blow or fusion cutting uses high-pressure gas to blow molten material from the
cutting area, greatly decreasing the power requirement. First the material is heated to
melting point then a gas jet blows the molten material out of the kerf avoiding the need to
raise the temperature of the material any further. Materials cut with this process are
usually metals.
3. Thermal stress cracking
Brittle materials are particularly sensitive to thermal fracture, a feature exploited in
thermal stress cracking. A beam is focused on the surface causing localized heating and
thermal expansion. This results in a crack that can then be guided by moving the beam.
The crack can be moved in order of m/s. It is usually used in cutting of glass.
4. Stealth dicing of silicon wafers
The separation of microelectronic chips as prepared in semiconductor device
fabrication from silicon wafers may be performed by the so-called stealth dicing process,
which operates with a pulsed Nd:YAG laser, the wavelength of which (1064 nm) is well
adopted to the electronic band gap of silicon (1.11 eV or 1117 nm).
Further information: Wafer dicing
5. Reactive cutting
Also called "burning stabilized laser gas cutting", "flame cutting". Reactive cutting is like
oxygen torch cutting but with a laser beam as the ignition source. Mostly used for cutting
carbon steel in thicknesses over 1 mm. This process can be used to cut very thick steel
with relatively little laser power.

MACHINE CONFIGURATIONS

There are generally three different configurations of industrial laser cutting machines:
moving material, hybrid, and flying optics systems. These refer to the way that the laser
beam is moved over the material to be cut or processed. For all of these, the axes of motion
are typically designated X and Y axis. If the cutting head may be controlled, it is designated
as the Z-axis.

Moving material lasers have a stationary cutting head and move the material under it. This
method provides a constant distance from the laser generator to the work piece and a single
point from which to remove cutting effluent. It requires fewer optics, but requires moving the
 work piece. This style machine tends to have the fewest beam delivery optics, but also tends
to be the slowest.

Hybrid lasers provide a table which moves in one axis (usually the X-axis) and move the
head along the shorter (Y) axis. This results in a more constant beam delivery path length
than a flying optic machine and may permit a simpler beam delivery system. This can result
in reduced power loss in the delivery system and more capacity per watt than flying optics
machines.

Flying optics lasers feature a stationary table and a cutting head (with laser beam) that moves
over the work piece in both of the horizontal dimensions. Flying optics cutters keep the work
piece stationary during processing and often do not require material clamping. The moving
mass is constant, so dynamics are not affected by varying size of the work piece. Flying
optics machines are the fastest type, which is advantageous when cutting thinner work
pieces.

Flying optic machines must use some method to take into account the changing beam length
from near field (close to resonator) cutting to far field (far away from resonator) cutting.
Common methods for controlling this include collimation, adaptive optics or the use of a
constant beam length axis.
 Five and six-axis machines also permit cutting formed work pieces. In addition, there are
various methods of orienting the laser beam to a shaped work piece, maintaining a proper
focus distance and nozzle standoff, etc.

COMPANY PROFILE

COMPANY PROFILE

INTRODUCTION
 ynation Machineries Pvt. Ltd., a young venture started by four budding qualified and experienced
entrepreneurs, offers advance marking, coding, identification, tracing, testing, fabrication, industrial
automation and software solution. Under our standard products, we have wide range of Laser
Marking In addition we have highly competent team of young and experienced Electronics
Engineers, Software Engineers, Mechanical Engineers, capable to develop customized and exigent
Automation and Software Project for Industrial Process Automation and Business Process
Automation.
Ynation is an idea to craft professional organization committed to deliver high level of satisfaction to
customers, employees, suppliers, shareholders & channel partners. Its our endeavor to attain
sustainable & soaring growth being shared by all stakeholders of the company.

Ynation is consortium of few exceptionally intelligent entrepreneurial companies with diverse skill
set in electronics & embedded design, software development, optics & laser system and
management & marketing. Its our endeavor to combine talent of all these group companies and to
create impeccable strength to deliver high-class products and services to our customers.
We are team of 30 persons having average experience of 10 years in Sales, Service, Manufacturing
and Development of Industrial Laser and allied Automation and Software.

ABOUT AS

We are honored to welcome our customers at Ynation Indico Pvt. Ltd. With the latest printing
technology and quality of machines, we offer high quality products. We take the pleasure to
introduce ourselves as a leading manufacturer of Web Offset Presses. Not only is the
broadcast range available, but also numerous technical highlights that will add new
dimensions in the industry.
Relying on the ultra modern machineries and hi-tech plant, we are capable to meet the
demands of growing printing and publishing industry. Our highly skilled professional team
plays an important role in building the plant and laid a stone in its development. The
manufacture process guarantees consistent quality and smooth finish printing image. We
mainly deal with newspaper, book and semi commercial printer for printing purposes. Either
it is boring or cylinder grinding; all parts are processed using large investment technology
that complies with industry standards.
With the top production speed per hour, we manage to reduce the wastage and make-ready
time. Our range of printing machines is ideal for many functions like newspaper, financial
printing, book printing, circular printing and semi-commercial printing. Its our commitment
 to become best partner of graphic art industry and look forward to deal with different printer
problems. At every stage of production, we define the future of graphic arts. Moreover, we
support every words of our customers with great importance and offer them competent
advice, service, care and proximity.

TESTIMONIALS

We have installed all page color lines with speedster (36000 CPH), 24 pages and
balloon. These machines fully meet our expectations and thanks to Ynation IndicoPvt.
Ltd. Using them, our production have increased much and increase the quality level. Mr.
Alok Govind, Manager
We are the clients of Ynation Indico Pvt. Ltd for many years due to their quality
delivery. Their services are excellent and the machineries get upgraded with modern
technologies. Mr. Albert Rao, Owner of the popular publishing house
Recently, we have ordered 4 high tower printing machine that has proven to be the best
for printing. We are totally satisfied with the consistent performance of the machine. The
whole infrastructure of Prakash is upto the mark that produce good and accurate
machines. M. Khanna, Publisher

FUNCTIONAL DEPARTMENT

1. Production Department
2. HR Department
3. Finance Department
4. Marketing Department
5. Sales Department
 6. Purchasing Department

PRODUCTION DEPARTMENT

INTRODUCTION

Over the past decade, laser cutting has developed into state-of-the-art technology. It is
estimated that more than 40,000 cutting systems are used for the high-power cutting of
metals and non-metals worldwide. When including low-power applications, such as plastics
cutting and paper cutting, the numbers are even higher.
Impressive examples of modern laser cutting applications are:

Cutting of hydro-formed parts and tubes

High-speed cutting of thin-sheet metal
Cutting of thick section-material
Developing lasers with higher output powers without sacrificing beam quality has been one
important goal in the past. Other efforts focused on improving the drive technology of the
motion system and enhancing material handling around the cutting table. Predictions are that
laser cutting based on improved cutting speeds, little tool wear and unlimited fl edibility will
further replace competing technologies. There are market surveys suggesting that the number
of fl atbed laser cutter installations will double over the next ten years. In addition, laser
manufacturers will address new markets such as cutting tubes and pipes.
The gases used to generate the laser beam and expel the molten metal out of the cut kerf are
important consumables during laser operations. They can prolong the lifetime of the optical
component, increase the cutting speed and improve the cutting quality. All the above
contribute to more profit table laser operation. It is therefore the objective of this brochure to
familiarize potential users of laser cutting systems with the technology and to provide
guidelines for proper use of the cutting gases. Many of the results presented in this brochure
were obtained in projects carried out in the application lab of the Lined Group or in projects
that were initiated and sponsored by the Lined Group.

INTRODUCTION ABOUT CUTTING

Fabric cutting is the most important part of garment industry. Cutting different parts of
garment apparel very carefully according to shape of pattern is called fabric cutting.
Consistent fabric cutting is very important for perfect garments making.

Requirement of cutting

Precision of cut- To ensure the cutting of fabric quietly according to the line drown of the
marker plan.
Clean edge- By avoiding the fraing out of yarn from the fabric edge. Cutting edge must be
smooth clean. Knife must be sharp for smooth or clean edge.
 Consistency in cutting- All the sizing safe of the cutting parts should be same of knife
should be operated of the right angle of the fabric lay.

Methods of fabric cutting

There are mainly three methods of cutting are as follows:

1. Fully manual:

Hand operated scissor

2. Manually operated power knife

Straight knife
Band knife
Round knife
Die cutting
Notcher
Drill

3. Computerized methods of fabric cutting:

Computer controlled knife cutting

Cutting by Laser beam
Cutting by Water jet
Cutting by Plasma torch

HAND OPERATED SCISSOR

Hand shears are normally used when cutting only single or double plies. The lower blade of
the shears passes under the plies, but the subsequent distortion of the fabric is only temporary
and accurate cutting to the line can be achieved with practice.

Advantage of hand scissor

Almost every type of cloth are cut by scissor.

Scissors are mainly used for cutting single ply fabric.

Disadvantage of hand scissor

It takes huge time for fabric cutting

 It is impossible to cut the fabric lay of any height

Straight knife cutting

The most useful cutting machine in garments industry is the straight knife cutting machine.

Machine parts and their functions:

a) Blade: Cuts the fabric laterally into a spread.

b) Sharpening device: Produces degree of keenness in the cutting edge.

c) Blade drive: Cutting blade is reciprocated vertically in the blade housing by the blade drive.It
is driven by the motors drive.

d) Blade housing: It is anchored in the base plate. It supports the motor, operating handle and
sharpeners

e) Blade guard: It is a safety device attached indirectly to the blade housing.

THE LASER CUTTING PROCESS

Types of cutting processes

An almost parallel laser beam, which is usually invisible, is generated in the laser source and
directed to the cutting head by mirrors, where it is concentrated (focused) by a lens to a small
spot. Depending on the process, the spot is placed on the surface of the work piece or on the
material to be cut. The intense light beam quickly heats up the work piece and melts the
material. The assist gas (also called: cutting gas) is applied to protect and cool the focusing
lens and to remove the molten metal from the cut kerf at the same time.
There are two cutting processes, depending on the type of assist gas used:

1. When cutting with oxygen, the material is burned and vaporized after being heated up to
ignition temperature by the laser beam. The reaction between the oxygen and the metal
actually creates additional energy in the form of heat, which supports the cutting process.
These exothermic reactions are the reason why oxygen enables penetration of thick and
reflective materials when it is used as a cutting gas.
2. When cutting with non-reactive (inert) gases such as nitrogen or argon, the material is
melted solely by the laser power and blown out of the cut kerf by the kinetic energy of the
gas jet. As non-reactive gases do not react with the molten metal, and no additional heat is
generated, the laser power required is usually much higher than in oxygen cutting of the
same thickness. Cutting with nonreactive gases is often referred to as clean cutting or high-
pressure cutting.
Vaporization cutting is another cutting process. In vaporization cutting, the solid material is
converted into vapor without passing through a liquid phase. Gases can be used to support
the process, remove vapor and shield the cutting optics.
In cold cutting, the energy of the laser beam breaks the chemical bonds of the material to
be cut, thereby producing powdery residues. Laser beam energy and chemical bond energy
must match, and cutting gas is often not needed.

PARAMETERS IN LASER CUTTING:

Continuous wave (cw) or pulsed laser operations

The highest cutting speeds can be obtained at high power levels in cw-mode operation.
Continuous wave (cw) means that the laser power output is constant, without interruption
over time.
At high speeds, the laser power is used almost entirely to melt or vaporize the material on the
cut front and there is relatively little heat conduction into the base material. However, some
of the heat is conducted into the base metal when the cutting direction is reversed or when
cutting around a sharp corner. This reduces the feed rate and causes the work piece to heat
up, to the effect that cutting quality deteriorates.

When cutting fi ligree structures or piercing holes into thicker materials, it can be especially
difficult to achieve acceptable cutting qualities with a high-power cw laser. Pulsed processing
can produce better cuts under such circumstances. High peak power in the short pulses
ensures efficient heating with an effective removal of hot material from the kerf while low
average power keeps the work piece cool.
The cutting speeds obtainable in pulsed cutting are much lower than with continuous wave
(cw) laser beams. Average power normally has to be reduced to some hundred watts in order
to achieve a signifi cant increase in cutting quality by pulsing. This often results in cutting
speeds that are only 10% of those obtainable in the cw mode. When cutting metallic
materials, the peak power generally must be within a range of 1 to 10 kilowatts, and each
pulse must be long enough to melt a layer of the cutting front, which is typically 13
milliseconds.

Laser power and intensity

 Lasers are usually described in terms of power, e.g. 1,000 watts or 6kW. Laser power is the
total energy emitted in the form of laser light per second. The intensity of a laser beam is
equal to its power divided by the area over which the power is concentrated.
For example, focusing a 1kW laser beam over a diameter of 0.1mm (0.004 in) will result in a
power density of approx. 125kW per mm2 .
The high intensity causes the material to heat up rapidly so that little time is available for
heat to dissipate into the surrounding material. This produces high cutting rates and an
excellent quality of cut.

A lasers intensity also determines the thickness that can be cut. The thicker the material to be
cut, the higher the intensity needed. Higher intensities can be reached by increasing laser
power or by using a focusing lens with a shorter focal length. However, focusing the beam on
to a smaller spot also reduces the depth of focus and is therefore unsuitable for cutting thick
materials.
High intensity can be achieved both in pulsed and continuous beams. Accordingly, either the
peak pulse power in pulsed cutting or the average power in continuous cutting determines the
penetration. Cutting speed, though, is determined by the average power level. The higher the
average power, the higher the cutting speed. The intensity of CO2 and fibre lasers can be
very high, allowing continuous vaporization cutting of thin materials. Metals of thickness 1-
1.5mm are cut at speeds in excess of 10m/min. Cutting gas is used to remove metal vapour
and protect the focusing optics. As the reaction time is very short, the kind of gas is not
important and so compressed air is sufficient.
Fiber lasers provide excellent focus ability even over long distances. This is used in cutting-
on-the-fl y where scanner optics are used to quickly move laser beam across the material to
be cut. Cutting gas is not used as it cannot be applied over long distances and the material is
evaporating spontaneously.

FOCAL LENGTH OF THE LENS

 The focal length of the lens defy nest the shape of the focused laser beam. The minimum spot
size (df ) is a function of wavelength (l), beam mode (K), the diameter of the unfocused beam
(D) at the lens and the focal length of the lens (f) according to.
The depth of focus Zf , which defines the level of tolerance for variation of the distance from
the lens to the work piece as well as the thickness that can be cut, depends on the same
parameters. In general, a small spot size goes along with a short depth of focus.

This means that a lens with a short focal length produces a small spot size and a short depth
of focus, generally resulting in high speed and good cutting quality of thin sheet metal.
However, careful control of the distance between the lens and the work piece (lens working
distance) is necessary. When thicker materials are cut, the depth of focus must be adapted to
the materials thickness by selecting a longer focal length. As the longer focal length also
results in greater focal spot power, it must be increased in order to maintain intensity and
cutting speed.

LASER BEAM MODE

A laser beams mode refers to the distribution of energy through its cross section. The mode
affects the cutting process, because:
1. It affects the size of the focused spot and the intensity of the focused beam
2. It affects intensity distribution in the beam and focus and, as a result, cut quality.
A good mode is therefore essential in laser cutting. The best mode is Gaussian intensity
distribution, which is required for optimum focusing properties. The Gaussian mode is often
termed TEM00 (Transverse Electromagnetic Mode of the zero order).

WAVELENGTH OF THE LASER BEAM

The absorption in the material being cut is dependent upon the wavelength of the laser beam.
The absorption rate of CO2 laser radiation in cold steel, for example, is approx.11%, to the
effect that 89% of the radiation is reflected. The absorption rate of Nd: YAG radiation, on the
 other hand, is approximately 30%. The high initial reflectivity of many metals can be
overcome by both Nd: YAG and CO2 lasers, provided the intensity of the focused beam is
sufficiently high. The absorption rate increases remarkably as the temperature of the material
rises. To give another example, glass cannot be cut with laser light of visible or near infrared
(Nd: YAG laser) wavelength, as it is transmitted through the glass without any energy
absorption.
While some highly reflective materials might absorb some wavelengths better than others, a
specific type of laser is generally more suitable for a specific application than others.
Suitability usually depends on other laser parameters, such as peak power, pulse length and
focus ability rather than wavelength characteristics. Therefore, if for example, Nd:YAG
lasers are claimed to cut with better quality or more precision than CO2 lasers, this is true
only when comparing pulsed Nd:YAG lasers with cw CO2 lasers.

FOCAL POSITION RELATIVE TO THE WORK PIECE

The small spot size obtained by focusing the laser beam provides high intensities for material
treatment. Above and below the focus the intensity in the beam drops. The depth of focus
expresses how quickly the beam becomes wider and the intensity drops. A shorter focal
length results in a smaller spot size and a smaller depth of focus.
Generally, the focal point must be positioned accurately with reference to the surface of the
work piece, and the position must be kept constant during processing.
 The beam waist or focus (the point where the beam diameter is smallest) should either be
located on the surface of the work piece (when using oxygen as a cutting gas, Fig. 6) or up to
75% of the material thickness of the work piece. The sensitivity of focusing is less in high-
power lasers than in lower-power ones. The sensitivity to focal positioning is also greater in
some materials than in others.
However, focal position is a parameter that must be controlled in order to ensure optimum
cutting performance. Also:
1. Variations in material and thickness may require alterations of focus
2. Variations in the laser beam shape or the mode and changes in the temperature of the
cooling water and contamination on the lens may change the focal position

GAS TYPE AND GAS PRESSURE

The cutting gas used is crucial to the cutting result. Oxygen generally yields good cutting
performance in carbon steels and low alloyed steels. However, oxygen reacts with the base
metal, and the cut edge is covered with an oxide layer. These are the reasons why high-alloy
steels are being cut with nitrogen more and more often whenever sufficient laser power is
available.
Nitrogen is also being used increasingly for parts that are subsequently powder coated. Any
oxides on the cut edge decrease the bond between the coating and the material and may
therefore result in corrosion problems1.
 The change from oxygen to nitrogen as a cutting gas requires additional changes in the set-up
of the machine. The following rules of thumb apply to cutting pressure.
Recent developments in the laser industry have led to cutting lasers with output powers of up
to 8kW. As a result, more and more businesses are changing over to nitrogen for cutting
stainless steels and other high-alloy materials. As there are no exothermic reactions
supporting the laser process, cutting gas pressure increases with increasing material
thickness.
As the focusing lens is an integral part of the gas chamber, its strength limits gas pressure,
which may not exceed 12 bar (175 psi) in older machines, depending on lens material and
dimensions. Modern cutting machines, however, are equipped with thicker cutting lenses
allowing considerably higher cutting gas pressures of 20 bar and higher, which are required
for cutting thick section stainless steel.

HR DEPARTMENT

INTRODUCTION

Human Resource is a term used to describe the individuals who comprise the workforce of an
organization, although it is also applied in labor economics to, for example, business sectors
or even whole nations. Human resources is also the name of the function within an
organization charged with the overall responsibility for implementing strategies and policies
relating to the management of individuals (i.e. the human resources). This function title is
often abbreviated to the initials 'HR'. In simple terms, an organization's human resource
 management strategy should maximize return on investment in the organization's human
capital and minimize financial risk.

Human Resources seeks to achieve this by aligning the supply of skilled and qualified
individuals and the capabilities of the current workforce, with the organization's ongoing and
future business plans and requirements to maximize return on investment and secure future
survival and success. In ensuring such objectives are achieved, the human resource function
purpose in this context is to implement the organization's human resource requirements
effectively but also pragmatically, taking account of legal, ethical and as far as is practical ina
manner that retains the support and respect of the workforce

HR DEPARTMENT CHART

HR Department in Ynation Indico Industry

 Ynation Indico Human Resource Processes are rooted in business priorities, market
realities and long term oriented. Inherent in them are the qualities like innovation,
continuous learning and improvement in the work processes, talent identification and
nurturing. Ynation Indico through its concerted efforts aim sat becoming the most
preferred employer in the Industry and create one of the best places to work in the
manufacturing sector.

Our HR processes stem from the faith in Human Potential and its Creative Power. Our
work cultures that enable its Human Resources enjoy professional freedom. Our Learning
Center is a forum where unique learning events take place as a part of the process of
institutionalization of continuous learning. The compensation package of the Ynation
Indico matches with the Industry Standards with qualities of flexibility, valuing talent and
encouraging career growth.

KEY FUNCTIONS

Human Resources may set strategies and develop policies, standards, systems, andprocesses
that implement these strategies in a whole range of areas. The following aretypical of a wide
range of organizations:

Recruitment, selection, and on-boarding (resourcing)

Organizational design and development

Business transformation and change management

Performance, conduct and behaviour management

Industrial and employee relations

Human resources (workforce) analysis and workforce personnel data

management

Compensation, rewards, and benefits management

Training and development (learning management)

 Implementation of such policies, processes or standards may be directly managed by the
HRfunction itself, or the function may indirectly supervise the implementation of such
activities by managers, other business functions or via third-party external partner
organizations.

TRAINING AND DEVELOPMENT

Learning is a continual process in Ynation Indico. As your career progresses, there are
opportunities to enhance your professional and personal skills. A formal process,
known as Targeted Development, helps you and your supervisor in planning your
development to meet both business and personal goals. Ynation Indico recognizes the
effectiveness of experiential learning and values "on-the-job training as a primary
means of development. The company's collaboration with manyLeading universities,
research institutions, companies, and industry & professional organizations also often
present unique developmental experiences. Formal training is another important
avenue for gaining new skills. Each business within the company has ongoing training
programs that are designed specifically to maximize the performance of its employees
in meeting business objectives.

The Ynation Indico on the expertise of external training providers and the company's
own functional experts to offer a wide range of courses in areas such as Leadership &
Management, Sales &Marketing, Finance, Manufacturing, Human Resources,
Information Technology, Personal Skills, and Safety & Health. Other development
opportunities include training sessions and seminars presented by industry or
professional organizations. Ynation Indico also offers a program that provides
financial assistance to employees pursuing courses at academic institutions.
HR PRACTICES AT YNATION INDICO

Here are a few of the ways Ynation Indico works with its employees to help them achieve their
full potential, although not all of these initiatives are available in every country in which Ynation
Indico operates.

The Ynation Indico Experience

Career development starts on the first day. This includes career and personal development
planning and "The Ynation Indico Experience", an interactive, global induction program they
provide in the India

Performance and Development Planning

Their global Performance and Development Planning process (PDP) is there to help employees
at all stages of their career. PDP is a powerful tool for matching personal success to the success
of the business. Throughout the year, both the employees and their manager will work together
on this process to set you challenging objectives and identify career development needs.

Career Innovation Zone

Career Innovation Zone is an online resource that employees can access freely at anytime from
work or home. It offers a wealth of interactive tools and tips to help them work out the potential
career directions and choices that would be right for them.

My Learning

Employees will also have access to my Learning, its online course catalogue. My Learning
allows employees to work with their manager to create a custom is learning plan and to take
advantage of the wide variety of instructor-led and eLearning courses, including a number of
customized Leadership Development offerings.
 Coaching and feedback

Ynation Indico foster a culture of ongoing coaching and feedback for all employees. A variety of
formal and informal resources are available to help employees, including a 360-degree feedback
process and external coaching. Employees will also be encouraged to take part in either a formal
or informal mentoring relationship.

On-the-job development

On-the-job development is part of the way Ynation Indico works. Opportunities for "stretch
assignments, secondments, and access to their cross business job posting database are a few of
the resources available to employees.

Recommendations of Employee

Safe, Healthy and Happy Workplace

Creating a safe, healthy and happy workplace will ensure that your employees feel homely and
stay with your organization for a very long time. Capture their pulse through employee surveys.

Open Book Management Style

Sharing information about contracts, sales, new clients, management objectives, company
policies, employee personal data etc. ensures that the employees are as enthusiastic about the
business as the management. Through this open book process you can gradually create a culture
of participative management and ignite the creative endeavor of your work force.. It involves
making people an interested party to your strategic decisions, thus aligning them to your business
objectives. Be as open as you can. It helps in building trust & motivates employees. Employee
self service portal, Manager on-line etc. are the tools available today to the management to
practice this style.

Performance linked Bonuses

Paying out bonuses or having any kind of variable compensation plan can be both anincentive
and disillusionment, based on how it is administered and communicated. Bonus must be
designed in such a way that people understand that there is no payout unless the company hits a
certain level of profitability. Additional criteria could be the team's success and the individual's
performance. Never pay out bonus without measuring performance, unless it is a statutory
obligation.

360 Degree Performance Management Feedback System

This system, which solicits feedback from seniors (including the boss), peers and subordinates,
has been increasingly embraced as the best of all available methods for collecting performance
feedback. Gone are the days of working hard to impress only one person, now the opinions of all
matter, especially if you are in a leadership role (at any level). Every person in the team is
responsible for giving relevant, positive and constructive feedback. Such systems also help in
identifying leaders for higher level positions in the organization. Senior managers could use this
feedback for self development.

Special Benefits provided for Employees

Medical facilities: Free medical facilities for employees and their family, which continues
even after retirement.

Housing facilities: Subsidized electricity, water and housing facilities to all employees.

Higher studies: Monetary incentives to employees acquiring higher qualifications in a related

field along with study leave, scholarships etc. when necessary.

Holiday Homes: Ynation Indico has five holiday homes for benefit of employees during
vacation.

Ynation Indico Officers Beach Club: All officers of Ynation Indico are eligible to be
members of the Beach Club that offers holidays in elite hospitality chains.

Family Benefit Scheme: In the tragic case of a fatality in the Works, a monthly pension equal
to the amount of the last drawn salary of the deceased is given to the legal heir until the time
the deceased would have attained the age of 60.

DEVELOPING PEOPLE

Valuing its people as a great asset, Ynation Indico is committed to their development,
both in order to benefit the individual and to benefit the Company through increased
 knowledge and skills. In order to leverage maximum potential of human resource to
achieve business objectives the Company recognizes that enrichment of people will help
retain a motivated workforce in a competitive environment.

I. Skills Development - Non-officers

Skill training is a process that begins at the time of an employee joining the company
and continues throughout his or her career. Employees work in clusters of multi-skilled
workers and move across and within clusters on improving their skills levels. The
Technical Training Institute imparts vocational and basic skills training; the
departments impart on-the-job training. In order to promote self-directed learning, the
Company has introduced e-learning whereby employees can access electronic courses
from their departmental e-Learning centers.

II. Skills Development Officers

Ynation Indico Management Development Centre conducts a number of managerial

and functional competency based programmers for officers and supervisors. The
objectives of these programmers are:

1. To build individual capability by enhancing managerial and functional competencies which

are critical to operations, service and support functions.

2. To build a leadership pipeline in the organization to prepare the people to meet the challenges
of growth, globalization and change.
 FINANCE DEPARTMENT

INTRODUCTION

Department of Finance has the mission to provide updated contents relevant to teaching in
several courses of the institution, as well as foster knowledge production and diffusion in the
fields of their specialization, with high sense of ethics, quality and pertinence. Finance
department has forty highly specialized professors, with PhD and Master's from first line
institutions in Brazil and abroad, with vast corporate and academic experience. The faculty,
according to its profile and interest, are to teach research, publish, tutor students, participate
in collegiate organizations, work in study centers and perform administrative tasks.

The subjects under this department are lectured to over one hundred groups in undergraduate,
specialization, Master's and Doctorate. Many subjects are lectured in English to cater to
foreign students.

The main topics are distributed into Corporate Finance, Financial Markets, Controlling and
Banking, each covering the following topics:

Corporate Finance:

Financial Administration; International Finance; Capital Investment Analysis; Company

Appraisal, Value Generation for Stockholders; Real Options; Cost and Capital Structure;
Financial Strategy; Private Equity and Venture Capital; Simulations Models in Finance,

Financial Markets:
 Capital and Financial Markets; Hedge and Financial Markets; Futures, Term Markets and
Swaps; Financial Engineering; Portfolio Management; Financial Assets Evaluation and
Analysis; Investment Fund Management.

Finance Department Chart:

Controllership:

Financial Accounting, Managerial Control, Cost Accounting, Tax Aspects, Audit, Financial
Analysis, Financial Planning, Funding Systems

Banking:

Financial Management in Banks. In order to always be up-to-date and relevant, CFC

encourages, supports and counts on its direct and indirect collaborators to fulfill its mission.

ACCOUNTING POLICIES
ACCOUNTS AND AUDIT COMMITTEE:

The primary objective of the Committee is to monitor and effectively supervise the
Company's financial reporting process with a view to provide accurate, timely and proper
disclosures and ensure the integrity and quality. Heads complete finance function of IZON
TECHNOLOGY Includes Profit & Loss, Balance Sheet, Salary Administration, Employee
Welfare, Mediclaim, Provident Fund Management, Employee Insurance Management, Cash
Flow & Profit Centre Analysis etc.

ACCOUNTS AND EXECUTIVES

Coordinates the above RAO function

Includes Accounting, Voucher Management & Operations Support.

FINANCIAL CONTROL

ORDERING SUPPLIERS AND CONSUMERS

All staff need to be aware that expenditure is committed when an order is placed on behalf of
AN ORGANISATION, not when the cheque is requested. Therefore, it is important that all
orders are placed properly, and are within agreed budgets and delegated powers.

PAYMENT AUTHORISATION AND PURCHASE LEDGER

 All invoices must be authorised for payment by the budget holder, although the actual
checking of details may be delegated. The authorising department is responsible for checking
invoices for accuracy in terms of figures and conformity with the order placed, that the
services or goods have been received, and following up any problems. Finance must be
informed if there are queries delaying authorisation or if payment is to be withheld for any
reason.

CHEQUE WRITING AND SIGNING

Signatories will only be drawn from senior staff and Trustees, and any new signatory must be
approved by the Trustees before the bank is notified. All cheques for 100 or over require
two signatories. Cheque signatories should check that the expenditure has been authorised by
the appropriate person before signing the cheque. Salary payments require the signature of
the Director, Company Secretary, Financial Controller or a member of the Board of Trustees,
plus one other.

HANDLING OF CASH

All cash collected from Finance will be signed for, and receipts will be issued for all cash
returned. Specific extra cash floats (for tills at events etc.) should be arranged with the
Financial Controller. The person signing for the float is responsible for ensuring cash and
receipts are returned as soon as possible after the event etc. No further floats may be issued to
that person, or another person in the same department for a similar purpose, unless the
previous float has been accounted for. Mixing money or receipts from different petty cash
sources creates large accounting problems. In a real emergency, where another cash float has
to be used for something, a clear record must be kept, and brought to Finance Section's
attention. Any cash income will be banked via Finance, and not used for petty cash
expenditure. Such cash will be passed to Finance:

1. Weekly for cash received in-house

2. Monthly for payphone
3. Immediately after the end of an out-of-house event.
4. Cash will be kept in locked metal cabinets wherever possible. Appropriate
arrangements will be made for till security.
PROVIDENT FUND (PF)

According to the PF Act, 1952, the PF contribution is deductible from gross salary. Both the
employee and employee paying 12% of his wages (i.e. basic pay and D.A) to provident fund.
This PF contribution is forwarded to PF Department.

EMPLOYEE STATE INSURANCE (ESI)

The ESI is a contribution scheme, with the employer paying 4.75% of wages and the
employee contribution 1.75 % of his wages to the fund. The ESI facility avail the employees who
has a salary up to Rs.6500/- per month. The employees contribution is 1.75% of gross salary-
washing allowance Salaries, payroll and freelancers

An organization is required to operate the PAYE system, and make annual returns to the
Inland Revenue. All people working directly for an organisation, whether permanent or
temporary, must provide a P45, or sign a P46 or student exemption certificate, or give reasons
why they can't. All payments will be made by cheque or direct bank credit.

INCOME

The majority of income received by AN ORGANISATION is from sales of services and

goods produced. With the exception of bookshop sales, invoices will be issued for every sale
as soon as practical

BOOKS OF ACCOUNTS AND RECORDS

Proper accounting records will be kept. The accounts systems are based around computer
facilities, using Sage and Excel, but manual/paper records will also be used if appropriate. At
a minimum, the following records will be kept appropriate control accounts (i.e. bank
control, petty cash control, and VAT control), salary control account, monthly trial balances.

BUDGET SETTING

12 monthly income and expenditure budgets will be prepared in time for final approval by
the Board of Trustees in December, before the start of the financial year under consideration.
FINANCIAL AUDIT AND CONTROLLING

All budget holders will receive appropriate, regular reports of income and expenditure
against budget.

The Management Team will receive:

1. Weekly snapshots of cash in hand, total creditors and total debtors.

2. Weekly graph of cash in hand.
3. Monthly reports of income and expenditure versus budget - within two weeks of
month end. Weekly snapshots of cash in hand, total creditors and total debtors.
4. Weekly graph of cash in hand.

Monthly reports of income and expenditure versus budget - within two weeks of month end.

ROLE OF TREASURER

The Treasurer works in close co-operation with, and provides support and advice to, the
Financial Controller. Specific responsibility.

ROLE OF MANAGEMENT

The Management team consists of Heads of This That and the Other, Financial Controller,
plus the Director. Each has responsibility for their individual department's financial
performance and ensuring that the department complies with Financial Procedures. They will
receive weekly snapshots and monthly management accounts, keeping adequate records to be
in control between monthly reports. The Team will review finances thoroughly at its monthly
meetings.

ROLE OF BOARD OF TRUSTEES

The committee is responsible for approving the budget for the year, approving signatories to
the bank accounts, appointments of staff where not delegated to the Director. Receiving
reports from the Management Team on areas of concern. Approving exceptional items of
expenditure. Monitoring the financial position based on monthly reports, with advice from
the Director. Approving the annual accounts, auditors report and appointment.
ROLE OF FINANCIAL CONTROLLER

The Financial Controller is the lead person for processing all changes and exceptional items,
and will assist the Treasurer in any financial matter connected with the organization.
The Financial Controller will ensure that adequate security precautions are taken to safeguard
financial and other assets.

IZONs transformation-led Finance & Accounting Outsourcing Services (FAO) are sketched
to support our clients by establishing compliance and controls, balancing expense vs. growth,
reducing the cash cycle and maximizing return on investment (ROI). With 90+ clients in the
FAO space, IZON has vast experience in handling end to end transaction oriented, judgment
and strategy intensive processes across the FAO value chain.

IZON covers the entire range of Procure-to-Pay and other Transactional process functions
like Wing to wing procurement services - Supply Chain Planning, Demand Management, PO
Processing, Full buyer desk, spend analytics, Trade & Duty Compliance(imports and
exports), Supplier contract management, Master Production, Scheduling Configuration
Analytics, Invoice management, Payment Management, e-Sourcing, RFX development, Price
& Field analytics, Invoice Tax Handling, Logistics etc. IZON is recognized as an expert in
delivering catalogue based P2P solutions based on SAP SRM.

In the Order-to-Cash domain, IZON serves global clients across multiple industries. IZON
has strategic partnerships with leading platform vendors to provide bolt-on solutions for
billing, order-management/revenue analysis, collections and cash applications.

In the Record-to-Report domain, IZON provides month close, general ledger,

reconciliations, audit support, intercompany accounting, treasury accounting processes, fixed
assets, fund accounting, and more. In addition, IZON has strategic partnerships with leading
 platform vendors to provide bolt-on solutions for reconciliation and month end/quarterly
close functions.

MARKETING DEPARTMENT

INTRODUCTION

Concept of Marketing:

Marketing can be described as any activity that is carried on with the specific
purpose of conveying information about the use, quality and value of a product or service in
order to promote or sell the product or service. Marketing is the way to announce the availability
of a commodity, service, idea or a brand to the world in such a way that people are interested in it
and wish to acquire it and use it. It serves the purpose of plugging the gap between the publics
requirement and the products that are available.

Aims of marketing department

Marketing involves a range of processes concerned with finding out what consumers want, and
then providing it for them. This involves four key elements, which are referred to as the 4P's. A
useful starting point therefore is to carry out market research to find out about customer
requirements in relation to the 4Ps.

The marketing department of any enterprise is responsible for promoting the products, ideas and
mission of the enterprise, finding new customers, and reminding existing customers that you are
in business. It organizes all the activities that are concerned with marketing and promotion. It
may consist of a single person or a group of people working in a hierarchal system who are
responsible for bringing the product of the business to the attention of its targeted customers.
Since this department is the key to your revenue and business activity, it requires people who
have the skills for dealing with people and understanding what they require.
There is no hard and fast rule to the organization of a marketing department, which depends
entirely upon the needs of the business, its size and the amount of money that it wants to spend
on marketing. But a typical marketing department in a large business operation is organized as
follows:

1. Marketing Manager: Marketing Manager works under the vice president marketing and
assists him with the implementation of all marketing strategies including creating messages
or advertisements for marketing, choosing the medium of displaying the messages, which
might include print media, television, banners and hoarding, website and social media
marketing, etc. A marketing manager is also responsible for managing the other employees of
the department. There may be one or several marketing managers depending upon the size
and requirements of the business.

2. Chief Marketing Officer: This is the person who is at the top of the pyramid and is in
charge of the marketing department. The responsibilities of CMO lie in the decision making
within the process of the development of the major marketing strategies, as well as running
the marketing department. CMO is also answerable to the Board of Directors or the
Management about the results of the marketing strategies.

3. Marketing Director: The person in this role is responsible for all the marketing strategies
that are created and implemented. With his tasks he assists the CMO of the company.

4. Vice President Marketing: He is answerable to the Marketing Director. His responsibility is

the implementation of the marketing strategies of the organization. He works with the
marketing manager in determining the strategies, messages, and media to be employed for
marketing.

5. Marketing Analyst or Researchers: These individuals are responsible for research and
analysis that drives the marketing department and guides its marketing strategies by finding
out about the target customers and the competition of the business. Marketing Analysts
 employ marketing tools such as surveys or studies to discover information that may be useful
for marketing. They report to the marketing manager.

6. Public Relations: Public Relation Officer is in charge of managing the reputation and
goodwill of the company. His job is to create understanding of the clients and try to influence
their thinking and behavior. PRO uses media management and communication to build up the
companys profile. The PRO works under the Marketing Manager and reports to him.

7. Social Media Expert/Creative services: With the internet becoming a major player in
marketing, a company benefits from the services of Social Media Experts (SME) and creative
services. While the SMEs concentrate on marketing the business and its service on the
internet so that more people become aware of it, the creative services take care of designing
and presentation part of the business, these include websites, web pages, brochures, booklets,
flyers, advertisements, mailers and e-mailers, and all other promotional material that is
required by the marketing department. The creative services and social media marketing
report to the marketing manager and work under him.

8. Marketing Coordinator: Coordinates all the various sections of the marketing department
and manages the advertising and marketing campaigns. Marketing Coordinator is responsible
for tracking sales data, maintaining the promotional material inventory, planning events,
preparing reports, etc. They work with the Marketing Manager and assist him.

9. Marketing Assistant: Assists and reports to the marketing manager to run the day to day
business of a marketing department. Carries out administrative work required for the smooth
running of the department.

MARKETING MANAGERS:

Marketing managers are often responsible for influencing the level, timing, and
composition of customer demand. The role of a marketing manager can vary significantly based
on a company's size, corporate culture, and industry context. For example, in a
large consumer products company, the marketing manager may act as the overall general
manager of his or her assigned product. To create an effective, cost-efficient marketing
management strategy, firms must possess a detailed, objective understanding of their own
business and the market in which they operate. In analyzing these issues, the discipline of
marketing management often overlaps with the related discipline of strategic planning.

Activities of Marketing Managers:

 1. Focus on the Customer.

2. Monitor the Competition.

3. Own the Brand.

4. Find & Direct Outside Vendors.

5. Create New Ideas.

6. Communicate Internally.

7. Manage a Budget

8. Set the Strategy, Plan the Attack, and Execute

1) Focus on the Customer

Marketers should spend time listening to their customers (and prospective customers) in order to
understand their needs and wants regarding a particular product or service. Soliciting thoughts
and input from internal stakeholders such as Sales and Customer Service is also appropriate, as
these departments are typically closest to the customer.

2) Monitor the Competition.

Learning about, and understanding the competitive landscape is also an important function of the
Marketing Department. Marketers should be the go to people within an organization to answer
the following types of questions: Who is the competition (both direct and indirect)? What do they
communicate? Which customers do they serve? Why do customers choose the competitor versus
you?
3) Own the Brand.

The perceptions and feelings formed about an organization, its products / services, and its
performance is what is known as its brand. The Marketing Department is responsible for
creating meaningful messages through words, ideas, images, and names that deliver upon the
promises / benefits an organization wishes to make with its customers. Furthermore, the
Marketing Department is responsible for ensuring that messages and images are delivered
consistently, by every member of the organization.

4) Find & Direct Outside Vendors.

Internal Marketing Departments do not create magic alone. Therefore, Marketing needs to source
and oversee a group of outside resources (a.k.a. partners) such as copywriters, graphic
designers, web designers, database specialists, and printers so that a company can get the most
bang from its marketing efforts.

5) Create New Ideas.

Whether its customer acquisition campaigns, keep-in-touch programs, new product promotions,
retention efforts, or something in between, the Marketing Department should ultimately be
responsible for developing new ideas that generate revenue for the company. This does not mean
that the Marketers have to come up with every idea on their own; however, they need to identify,
cultivate, and work with others (see point 4) to execute programs that will create revenue.

6) Communicate Internally.

It is important that the Marketing Department communicates with all departments inside an
organization. Since any employee (regardless of position) can support (or damage) a brand, value
proposition or even specific program initiatives, the Marketing Department needs to take
responsibility for disseminating information throughout the organization (this includes internal
education and training when appropriate).
7) Manage a Budget.

Establishing and communicating messages to the marketplace costs money. Therefore,

Marketing Departments should be responsible for estimating the anticipated expenditures
associated with marketing activities. Once set, Marketers should be held responsible for meeting
all budget projections.

8) Set the Strategy, Plan the Attack, and Execute.

One of the key activities for a Marketing Department is to integrate an organizations goals,
strengths, and channels of distribution, competitive environment, target markets, pricing, core
messages, and products into one cohesive document known as the Marketing Strategy. As part of
the strategy, the Marketing Department should also develop the list of tactical ideas such as
direct mail, print advertising, and search engine optimization that will enable the organization to
communicate its message to customers and prospects. With a strategy and tactical ideas in hand,
the Marketing Department is now ready to take on the responsibility of executing the programs
and initiatives to drive sales and revenue for the organization.

Market research:

The marketing department will usually combine both forms of research. The marketing
department will seek to make sure that the company has a marketing focus in everything
that it does. It will work very closely with production to make sure that new and existing
product development is tied in closely with the needs and expectations of customers.

Modern market focused organizations will seek to find out what their customers want.
For example, financial service organizations will want to find out about what sort of
accounts customers want to open and the standard of service they expect to get. Retailers
like Argos and Home base will seek to find out about customer preferences for store
layouts and the range of goods on offer. Airlines will find out about the levels of comfort
 that customers desire and the special treatment that they prefer to receive.

There are two main types of market research:

a. Quantitative: Research involves collecting a lot of information by using

techniques such as questionnaires and other forms of survey.
b. Qualitative: Research involves working with smaller samples of consumers,
often asking them to discuss products and services while researchers take notes
about what they have to say.

MARKETING PROCESS AND FUNCTION:

Market Research:
Marketing research is the systematic investigation of the facts relevant to various
aspects in marketing. It helps in identifying the needs of the customers. It involves study of the
markets and customers, their tastes and preferences, and what they are willing to buy, when they
are likely to buy, etc.
Marketing planning:

Marketing plans are prepared to achieve marketing objectives of an organization.

Product Planning and Development:

PPD is concerned with identifying customers needs, developing new products and
improving existing products in order to meet desires of customers.
Buying and Assembling:
Buying is the purchase of raw materials for use in manufacture of finished goods for
resale. Assembling is the collection of specific type of products from different buyers under a
common roof.

Standardization and Grading:

Standardization refers to the process of setting certain norms or standards for a
product with regard to shape, size, color, quantity, quality, weight, etc. It helps in ensuring that
products confirm to standards. Grading refers to the process of classification of products into
different categories on the basis of quality, size, etc. Grading is generally done for agricultural
products, such as fruits and vegetables. Graded products are of uniform quality and become easy
to market.

Branding:
A brand is a name, sign, symbol, or design assigned to a product so as to
differentiate it from products of competitors.

Packaging:

Packaging is the act of designing and producing the package for a product. A package
is a wrapper or container in which a product is kept.

Customer Support Services:

In today's competitive environment, customer support services play an important

role in marketing. Services such as after sale services, maintenance services, and handling
customer complaints provide satisfaction to customers and also helps in building product loyalty.

Promotion:
 Promotion refers to communication used to inform, persuade, and influence the
prospective customers to buy a product.

Physical Distribution:
Is concerned with making the goods and services available at the right place. It includes 2
important decisions:
Channels of Distribution are middleman or intermediaries like wholesaler, agents, and
retailers that facilitate the movement of goods and services and their title between the
point of production and the point of consumption, by performing various marketing
activities.
Physical movement of goods from producers to consumers through means of transport,
storage and warehousing, and inventory control.

IMPORTANCE OF A MARKETING DEPARTMENT

The Marketing Department is the key to good marketing and sales. It promotes and establishes a
business in its niche, based on the products or services the business is offering. It identifies the
areas in which the product fits and where the business should focus its marketing strategy and,
therefore, spend its budget for the maximum coverage and results. The marketing
department helps a business to do the following:

Build relationship with the audience: Creates awareness of the business and its
products as well as provide inputs that create interest for the audience. It brings in new
customers and creates new business opportunities for the enterprise.

Involve the customer: It engages existing customers, tries to understand them and hear
what they have to say. It monitors the competition, creates new ideas, identifies outlets,
plans the strategy to involve customers and retain them.

Generate income: Finally, the aim of the marketing department is to generate revenue.
All its activities are aimed at broadening the customer base and finding opportunities that
would create more revenue for the enterprise.
 SALE DEPARTMENT

INTRODUCTION

Selling and sales management is a new discipline. Its importance is growing since companies
are becoming more and more marketing oriented. A personal sale is the final act of the
marketing process by the act of selling the product. The problem of modern business is not
how to produce but how to sell the product. It means that there is no successful personal sale
without adequate sales management. Effective sales management has a key role in the
success of a company, because more and more products need to be brought closer to the
 customer in the selling process. In this paper I will focus on one aspect of sellng and sales
management, sales organization and functionality. The purpose of my research was to find
out if the sales organization and functionality in Bosnia and Herzegovina companies was in
accordance with the scientific method. Despite the fact that the sources on selling and sales
management are mostly focused on B2C (business to customer) market, my research was
focused on B2B (business to business) market companies in order to find out if the
theoretical aspects on sale and sales management on B2C market are applicable on B2B
market.
Selling and sales management is a new discipline and its importance is growing since
companies are becoming more and more marketing oriented. The problem of modern
business is not how to produce but how to sell the product. It means that there is no
successful personal sale without effective sales management because more and more
products need to be brought closer to the customer in the selling process. In this paper I will
focus on one aspect of selling and sales management, sales organization and functionality.
There are two methods of sales organization and functionality, empirical method and
scientific method. The purpose of my research was to find out if the sales organization and
functionality in Bosnia and Herzegovina companies was in accordance with the scientific
method or empirical method. Despite the fact that the sources on selling and sales
management are mostly focused on B2C (business to customer) market, my research was
focused on B2B (business to business) market companies in order to find out if the
theoretical aspects on sale and sales management on B2C market are applicable on B2B
market. The objects of my research are five leading companies on Bosnian and Herzegovina
industrial market.

DEFINITION:

Originally, the term sales management referred to the direction of sales force personnel.
But, it has gained a significant position in the todays world. Now, the sales management
meant management of all marketing activities, including advertising, sales promotion,
marketing research, physical distribution, pricing, and product merchandising. The American
marketers association (AMAs) definition, takes into consideration a number of these
viewpoints. Its definitions runs like: the planning, direction, and control of the personnel,
 selling activities of a business unit including recruiting, selecting, training, assigning, rating,
supervising, paying, motivating, as all these tasks apply to the personnel sales-force.
Further, it may be quoted: it is a socio-scientific process, involving group-effort in the
pursuit of common goals or objectives, which are predetermined. Co-ordination is its key,
though, no doubt, it is a system of authority, but the emphasis is on harmony and not conflict.
Sales-management differs from other fields of management, mainly in different aspects: the
selling operation of a business firm does not exist in isolation. Thus, simultaneous with the
changes taking place in the business, as well as marketing-orientation, anew concept of sales
management has evolved. The business, is now society-oriented, on human-welfare aspects.
So, sales-management has to work in a broader and newer environment, in co-existence with
the traditional lines. The present emphasis is now on total development of human resources.

SALES DEPARTMENT AND FUNCTION ON THE INDUSTRIAL MARKET

Selling is an act of product and service realization which enables return of investments,
making profit, benefit as well as maintaining and improving of an operating business As a
category it has two dimensions: as economical category and as law category The economical
category is more important, and in that context, selling is a goods for money trade process, a
business function in company as well as sales department in company. In this paper I will
treat selling as function in company and as sales department. In marketing oriented
companies sales function is a part of marketing function as it is illustrated in Figure 1. As a
part of marketing function, selling has three tasks:
Direct communication with customer in order to meet their wishes and needs.
Realization of product and service, which means finding potential customer to sell the
product to.
Earning money in order to cover the costs and make profit.
 As a part of general management, sales management has a task to organize and realize sales
successfully. In the marketing concept, sales management has the same functions as general
management but those functions are focused on sales function. Sales organization, as part of sales
management, must be set up in a manner to enable efficient realization of the sales plan. There are
two methods of sales organization.
Empirical method
Scientific method.
The empirical method is based on using your own or other peoples experience in sales
organization. This method is not complete but it is often used.
The scientific method is based on using science achievements in sales organization. There
are several scientific methods of sales organization but all are based on analytical method. It
assumes starting from complete organization which will be divided in business functions.
One of the functions is the sales function, which is divided in sub functions and vacancies.

There are several sales organization models:

Organization by product
Organization by territory
Organization by market
Developed model
Team organization
Combined model
 Organization by product is the model where sales function is divided in accordance with
the type of products or by product line. It means that in one group there are products which
are the same or similar. This model is presented.
Organization by territory is based on dividing sales function by territory where company
sells its products as it is presented

Organization by market is based on sales organization by market segments. Market segments can be
manufacturers, wholesalers, retailers, big consumers, small shops etc. as it is presented.

Team organization assumes organizing sales team for individual customer or customer group. This
model, also known in organization theory as matrix model is presented.

Developed model of sales organization is a model where there is no sale function as department but the
sales function is organized (developed) through several departments. One example of this model is
presented.

METHODOLOGY
 This paper is based on case study method and objects of my research were five industrial
companies from Bosnia and Herzegovina: Energoinvest dd Sarajevo, Energoinvest TDS,
Energoinvest SUE, Energoinvest RAOP and TEO Blauj. Beside case study method I used
comparative method to compare theoretical sales organization model with models used in these
companies. The purpose of this paper was to show in practice hat selling on B2B market is a
complex project and that sales organization and functionality is in accordance with science
method.

RESEARCH RESULTS

Energoinvest dd Sarajevo

Energoinvest dd Sarajevo is one of the most successful and wellrespected engineering

companies with dominant export orientation with scope of activities in the fields of design
and realization of complex objects in the country and abroad. The production is based on
manufacturing by order. The organization structure of the company is presented in Figure 9.
Engineering sectors are profit centers in the company which means that sales function is
concentrated in these sectors. Bureau for Marketing gives commercial support to these
sectors through Commercial Affairs Services in the way of identification potential jobs in the
country and abroad. Engineering sectors are organized in the same way and divided into four
departments: Bidding department, Project implementation department, Design department,
Project implementation commercial support department. Sales function is developed in all
these departments and organized on base of team/matrix model as it is.

BENEFITS OF SELLING ACTIVITIES

There are different benefits of selling activities, which are as follows:

1. Benefits to the society:

Economic growth and maximum employment are the basics for national development.
The achievement of both these goals means jobs and incomes for a nations labour-
force. The number of people, who need jobs, continues to expand, and also some jobs
 are being eliminated, because of the introduction of computers and abolition of obsolete
technology. If jobs are to be made available for all those, who want and expect them,
the economy must continuously expand its production of goods and services, which can
only be done by adopting sound government-policies and efficient use of people.
Equally important here is the fact, that an economy needs individuals, to sell what is
produced. Through their persistent efforts to create and stimulate demand, salespeople
could be said to be the life and blood of a productive economic-system. The large
number of workers, in factories, and offices, would not be needed, if someone were not
selling their products.
2. Benefits to consumers:
Professional people may not know every fact of a product, but they, at least know its
major uses, limitations and benefits; so they can easily serve their customers, quite
effectively. For exan1ple, an insurance agent can analyse the hazards and risks that
confront a 5 clients business or home-situation, examine existing coverage and offer
helpful advice, in order to eliminate the gaps or overlaps in coverage, in addition to
saving the clients money. The sales-engineers are qualified to analyse technical-
problems, which may be confronting a particular organisation and they can give the
right recommendations for developing efficient operations. Like-wise, the medical
representatives may help the busy doctor, by keeping him abreast of new drugs in the
market. The list of sales-people who can offer assistance to customers is practically
without end.
3. Benefits to business firms; their sales-persons and customers:
Salespersons are owned by their companies, while customers are the end-users of the
companys product(s) and/or services, all these people, in the chain of marketing, stand
to benefit by sales-activities. A business firm can be profitable only if its revenues
exceed its costs. The prime responsibility of the salespersons is to sell the goods,
produced by the organization, at a profit. The creative sales-person, tries to penetrate
his territory, and adopts suitable means and techniques of profitable-selling of goods
and/or services. Business firms, derive various other benefits from, non-selling
activities of sales-persons. The salesperson, in the field, is an ideal person, to keep the
company abreast, or ahead of competition. He, thus, becomes an important source of
field-intelligence by providing important (and sometimes very crucial) information,
 about the nature of 6 competitive-activities, and also about the changing needs of
customers. The sales-force has the additional responsibility of serving the needs of
customers that buy the films product(s). Most firms cannot survive, only on the basis
of one-time sales; repeat-sales are necessary. This is possible only if the customers are
served in a professional manner. A customer-oriented sales-person has to perform such
activities as: providing customers with product-information and demonstration(s);
training customers-employees, in product-use; providing customers with sales-advice;
and assisting customers in maintaining inventories.

ELEMENTS OF SALES MANAGEMENT

There are the four basic elements of sales management, discussed below:

1. Planning:
A business cannot be taken as a chance. Every salespeople or person concerned have to
see for the future, in a planned way like what must be done? And who will do it? The plan
must be based on extensive market research, and the facts must be verified at every stage.
The plan should also be evaluated, after investigating the total-market, for a particular type
of product. Flexibility must be provided by establishing a specialists production line, to
allow for variation in production. The plan should also be subject to continued review. The
details of the plan should be discussed, with all the departmental heads, concerned, and
their sub-ordinates, who bear responsibility for fulfilling their parts of the plan.
2. Co-ordination:
Co-ordination is all pervasive and permeates every function of the management-process.
For example, ill planning, departmental-plans are integrated into a master. Plan, ensuring
adequate co-ordination. Similarly, organising starts by co-ordination wholly, partially
 inter-departmental and inter-personnel matters. Co-ordination also helps in maximum
utilization of human-effort by the exercise of effective leadership, guidance, motivation,
supervision, communication etc. The control-system also needs coordination. Co-
ordination does not have any special techniques. Nevertheless, there are sound principles,
on which to develop skills. It has a special need to help the staff, to see the total picture
and co-ordinate their activities, with the rest of the team. The sales manager has to
encourage direct personal-contact, within the organization, particularly where there is
lateral-leadership. Harmony, and not discord, should be the guiding mantra. In addition,
one has to ensure free flow of information that is selective to the objectives of the
business. No personal problems, arising from business operations are to be ignored, but
solved through a free exchange of ideas. This is especially true in the case of the sales-
force of any organization.

3. Controlling:
The sales manager has to check regularly, that the sales activities are moving in the right
direction or not. He guides, leads, and motivates the subordinates, so as to 8 achieve the
goals planned for the business. He has to take steps to ensure that the activities of the
people conform to the plans and objectives of the organization. The controlling system
should be such that one can study the past, note the pitfalls and take corrective measures,
so that similar problems may not occur in the future. The controller has to ensure that the
set targets, budgets and schedules are attained or followed in letter and spirit. There must
be procedures to bring to light the failure to attain a target. The control-system has to
(i) prepare sales and market forecasts;
(ii) determine the level of sales-budget;
(iii) determine the sales-quotas for each salesman;

(iv) Determine, review and select distribution-channels;

(iv) organize an efficient sales force;

(v) Establish a system of sales-reporting;
(vi) Establish a system of statistical sales-credit;
(vii) Establish stock control system(s);
 (viii) Review of performance of the sales force; and
(ix) Establish periodical testing programmers.
In a big organization, each salesman is assigned a territory (not so big that it cannot be
adequately covered). Each salesman has a target, set for specific period. From the weekly
and monthly sales-reports, the control system is established, that will prepare records
whether a particular salesman is working efficiently or not.
4. Motivating:
Motivation is essentially a human resource concept. It aims to weld together distinctive
personalities into an efficient team. For this, knowledge of human psychology is needed,
as a means of understanding behavior patterns. This is especially important in the case of
the sales-force. Only motivated sales-persons can achieve companys goals.

PURCHASING DEPARTMENT

INTRODUCTION

The purchasing function is usually performed most economically and efficiently by a

specialized, centralized purchasing department, directed by a skilled purchasing manager.
However, the purchasing function does not have to be performed in such a manner. In theory,
it can be performed, and in practice, it sometimes is performed by any number of different
company officers or departments.
The functions of purchasing department are varied and wide which are based upon different
approaches. The purchasing activities may be divided into those that are always assigned to
the purchasing department and those that are sometimes assigned to some other department.
The followings are some of the important functions which are necessary to be performed.
1. Receiving indents
2. Assessment of demand or description of need
3. Selection of sources of supply
4. Receiving of quotation
5. Placing order
6. Making delivery at the proper time by following up the orders.
7. Verification of invoices
8. Inspection of incoming materials
9. Meeting transport requirements of incoming and outgoing materials
10. Maintaining purchasing records and files
11. Reporting to top management
12. Developing coordination among other departments
13. Creating goodwill of the organization in the eyes of the suppliers.
1. RECEIVING INDENTS:
The first and foremost function of purchasing is receiving demand/requisition of
material from different departments of the organization, such as from production, stores,
maintenance, administrative, drawing office, planning, tool room, packing, painting,
heat treatment etc.
After receiving the indent from users departments it examines in details and takes action
according to the need and urgency of any item. This is called Sometimes, needs can be
met by transfer of a stock of one department to another department. In other cases, the
reserve stock or the stocks kept in bank can be utilized i.e., pledged stock with bank.
2. ASSESSMENT OF DEMAND OR DESCRIPTION OF NEED:
After recognizing the need with appropriate description, i.e., qualitative as well as
quantitative, is necessary for the sound and successful purchasing. An improperly
described demand can cost heavily money-wise as well as time-wise.
The real problem arises when the order is placed for want of preciseness in the
description of goods needed, the items are received and these are not acceptable to the
user department and it also becomes difficult to convince the suppliers to return the
goods in case of faulty supplies. Therefore, purchasing department must have adequate
knowledge of items being purchased to be able to secure full description.
The purchasing department should not have such alternative purchases of commodities,
which are not available easily, on their own responsibility or at a lower cost unless and
until it gets the consent from the user department.
In a nutshell, it is recommended that the description of items for purchase on the part of
indenter, purchaser and seller should be quite clear and without ambiguity to promote
harmony in an organization.
3. SELECTION OF SOURCES OF SUPPLY:
Most important function of a purchasing department or officer is the selection of the
sources for the requisitioned items of stores. There are different sources of supply which
have no similarity between them.
For majority of items, selection of one of the vendors should be made. While selecting
the item, the purchase officer has to see whether the item to be purchased is on a regular
basis i.e., it is being purchased time and again or it is a seldom purchase on non-
recurring basis.
Whenever the items are to be bought from single manufacturer, such as branded or
patented item, there is no difficulty in the selection of the sources of supply; the order
can be placed with the party according to terms and conditions of their sale.
Selection of source of supply requires the services of shrewd purchasing officer who can
keep pace with policies of the organisation and market from where the materials have to
be purchased.
4. RECEIVING OF QUOTATION:
As soon as the purchase requisition is received in the purchase division, sources of supply
will be located; a decision is then taken in respect of the method of tendering/limitation
of quotations from prospective suppliers.
Prices are also ascertained by preparing a comparative statement with the help of either of
the following documents supplied either by the supplier or taken from the previous
records of advertisements, like:
(a) Catalogues, price lists etc.
(b) Telephonic quotations.
(c) Previous purchase records.
(d) Quotation letter or tender i.e., letter of inquiry.
(e) Sample and related price cards.
(f) Negotiation between suppliers and the purchase department like catalogue, price lists etc.
It is in the interest of purchasing department to keep this information up to date. Even for
the items which are being purchased on a regular basis, the purchasing section should
invite tenders and know full well the market price. It will ensure that prices being paid to
the existing vendor are competitive.
5. PLACING ORDER:
 Placing a purchase order is the next function of purchasing officer. Since purchase order
is a legal binding between the two parties, it should always be accurate, clear and
acceptable to both. The purchase order should contain the following particulars:

(a) Description and specifications of the material.

(b) Quantity order.

(c) Transport and packing charges and shipping instructions.

(d) Name and address of the supplier.

(e) Date, time and place of delivery.

(f) Price, discount and terms of payment.

(g) Signature of the purchase manager.

(h) The name and address of the buyer.

6. Making delivery at the proper time by following up the orders:

Since one of the objectives of successful purchasing is delivery of goods at right time so
as to ensure delivery when and where needed? In normal practice, the responsibility of
the purchasing department is up to the time the material is received in the stores and is
approved by the inspection department.
Every purchasing department has the responsibility for follow-up of the orders it places
on different suppliers. All items do not require extensive follow-up. For some less
important and low value items follow-up would be costly and wastage of money and time
only.

7. VERIFICATION OF INVOICES:
 In normal course, it is also the responsibility of purchase department to check the
invoices and accordingly advise the accounts department for clearing the payment to the
parties concerned. Contradictory statements have been given as to who should be
assigned this function. Some are of the view that invoices should be checked by the
purchase department placed by it whereas other suggests that it should go to the
accounting department. In support of this, the experts add that it is part of the
responsibility of purchase department that orders are accurately executed and properly
filled as per terms and conditions of the contract.
If there is any error in the bills, the purchase department can get the correction done or
adjustment effected. If the invoices are checked by the stores or accounts departments,
there may be some delay in attending to the errors.
8. INSPECTION OF INCOMING MATERIALS:
The purchasing department should have a close contact with inspection department. On
receipt of the materials from different suppliers, they are to be inspected as per
specifications indicated in the purchase order to verify their quality and quantity.
Uninspected materials are a burden on the economy of the organization. If inspection is
delayed, the payments of the suppliers also are likely to be delayed, resulting in bad
relations between suppliers and purchasers.
9. MEETING TRANSPORT REQUIREMENTS OF INCOMING AND OUTGOING
MATERIALS:
The purchasing officer must make goods/materials available at the right time they are
required, at the place they are needed, and at the lowest possible cost. It is a big
responsibility, and even a slight error amounts to delay in consignment required at a
particular time.
In this regard, the purchase department should have a thorough knowledge of the means
of transportation. It should make a correct choice of carriers or routes because otherwise
it may entail delay and additional transportation costs.

10. Maintaining purchasing records and files:

Purchasing involves a lot of paper work. Daily a number of letters, bills, quotations,
notes, challis, railway receipts, parcel, way bills, bills of ladings, goods received notes,
 lorry receipt, goods receipt (transport delivery notes), inspection notes have to be dealt
with. It involves a lot of clerical work. This department has to refer to previous
correspondence on purchase orders, notes, catalogues, blue prints, price lists etc. very
frequently which makes it imperative to maintain records in appropriate manner. These
records are essential for making the day to day purchase.
11. REPORTING TO TOP MANAGEMENT:
It is also an important function of the purchasing department to prepare weekly, monthly,
quarterly, bi-annually and yearly reports regarding expenditures of this department and
send the same to top management along with details of purchases made and suggestions
or improvements, if any.
12. DEVELOPING COORDINATION AMONG DEPARTMENTS:
A purchasing department has to fulfill the needs of other departments in the organization.
It is the function of purchasing department to work in close coordination and cooperation
with other departments of the company.
To a considerable extent, the attitude and reactions of other departments towards
purchasing department extends to these other departments. Mutual trust and cooperation
is essential between the purchasing department and other departments to secure high
degree of efficiency.
13. CREATING GOODWILL OF THE ORGANIZATION IN THE EYES OF THE
SUPPLIERS:
Good vendor relationship has to be maintained and developed to reflect enterprises
image and goodwill. Maintaining such relations requires mutual trust and confidence
which grows out of dealings between the two parties over a period of time. Worth of a
purchasing department can be measured by the amount of goodwill it has with its vendors

PROCURING MATERIALS

One role of the purchasing department is to procure all necessary materials needed for
production or daily operation of the company or government organization. For a
manufacturing company, this might include raw materials such as iron, steel, aluminum or
 plastics, but it also might include tools, machinery, delivery trucks or even the office
supplies needed for the secretaries and sales team. In a retail environment, the purchasing
department makes sure there is always sufficient product on the shelves or in the
warehouses to keep the customers happy and keep the store well-stocked. With a small
business, it is especially important to keep inventory ordering at a reasonable level;
investing large amounts of capital in excess stock could result in storage problems and in a
shortage of capital for other expenditures such as advertising or research and development.
Purchasing also oversees all of the vendors that supply a company with the items it needs
to operate properly.

EVALUATING PRICE

A purchasing department also is charged with continuously evaluating whether it is

receiving these materials at the best possible price in order to maximize profitability. This
can be challenging for a small business that may purchase in lesser quantities than a larger
vendor and which thus may not receive the same type of bulk discounts. A purchasing
department in a small business needs to shop around to find the best vendors at the most
reasonable prices for the company's particular size orders. Purchasing department staff may
communicate with alternate vendors, negotiate better pricing for bulk orders or investigate
the possibility of procuring cheaper materials from alternative sources as part of their daily
activities.

PAPERWORK AND ACCOUNTING

Purchasing departments handle all of the paperwork involved with purchasing and delivery
of supplies and materials. Purchasing ensures timely delivery of materials from vendors,
generates and tracks purchase orders and works alongside the receiving department and the
accounts payable department to ensure that promised deliveries were received in full and are
being paid for on time. In a small business, this means working closely with the accounting
 department to ensure that there is sufficient capital to buy the items purchased and that cash
is flowing smoothly and all payments are made on time.

POLICY COMPLIANCE
The purchasing department also must ensure that it is complying with all company policies.
For example, in a small business, individual staff members may communicate with the
purchasing department about purchasing needs for things such as office supplies or
computers. Before making a purchase, the purchasing department must ensure that it heeds
the proper protocols for purchase and budget approval and must ensure that any items are
purchased in accordance with the overall purchasing policy of the organization.

Objectives and functions of industrial purchasing department are as follows:

1. Market Information:

In view of the fast changes in market conditions, the purchase department must keep up-to-

date information regarding the price movements, technological factors, delivery schedule,

reliability of supplies and the various terms at which goods can be supplied.

The purchase department can take advantage of the best possible opportunities only if it has

an efficient system of marketing information. This is particularly true in case of industries

like vanaspati industry, where the major cost is the cost of oils.

Since the prices of oils are subject to violent fluctuations, timely and efficient purchasing has

a great impact on profitability. Apart from information regarding the market, the purchase

department should also have forecasts anticipating market changes, especially in the context

of the changing economic scene, and projections of agricultural and industrial production.

2. Purchasing Procedure:

The procedure can be effectively carried with the help of properly managed purchase

department in an organization.

A systematic purchase procedure is explained as under:

(a) Determination of Purchase Budget.

(b) Receiving Purchase Requisition slips.

(c) Tapping the sources of supply.

(d) Placing the order.

(e) Receipt of Materials.

(f) Checking the Invoices.

3. Determination and description of quality:

There are a number of problems in deciding about best buy and often the purchase manager

needs considerable technical knowledge before he can purchase goods of the best quality.

4. Control of quality and quantity:

On receipt of goods, the purchase department has to ensure that goods are of the same quality

and quantity as were ordered. This may be done through inspection and laboratory tests.

5. Selecting adequate sources of supply:

The purchase manager on the basis of his previous experience, marketing information and

market survey has to maintain a list of the suppliers who could supply him materials of the

requisite quality, quantity and at the right time.

6. Forward buying and speculation:

The purchase managers of many companies are required to operate in the forward markets. In

view of the large scale fluctuations in the prices, they have to keep in touch with the market

trends.
 The historical behavior of prices is required to be analyzed in great depth so that they can

protect the company from large scale losses on account of price fluctuations.

SWOT ANALYSIS

STRENGTHS

Skilled specialists and institutes in Ynation

 High quality of Ynationa products and processes

Cutting edge technology origins in India and USA (i.e. pico + femto sec laser, multi kW

laser)

Close link between optic, laser and production engineering technologies

Industrial laser technologies are present and accepted in the public

Very good price/performance ratio for Ynationan products

WEAKNESSES

Cost competitiveness for Ynationa products

Language and cultural barriers to Asia

Research efforts are unbalanced in Ynation

Non-uniform standards for safety requirements worldwide

Ynationan State Aid Rules (not valid for competitors outside Ynation)

OPPORTUNITIES

High number of laser research institutes in Ynation

 Good cross-link between research institutes

Good national funding structures

Integration of application know-how into the products (as an USP)

Leverage new east Ynationan production (automotive, electronics)

THREATS

Know-how transfer from Ynation to Asia (e.g. through Asian students in Ynation)

Suppliers locations differ from users locations (Micro applications in particular)

Growing share of Asian components in Lasers (Crystals, Semiconductors, etc.)

Duty and tax barriers especially on spare parts (outside India)

VISION AND MISSION

Mission:
Its our mission to provide advance industrial and automation solution integrated with
professional services at affordable rates to our customers by combining advantages of
least overheads of smaller companies & best management practices of leading
organization.

Vision:
Agiles vision is to become most successful and respected engineering and enterprise
solution Company in India. Being respected means respected by our customers,
employees, suppliers, shareholders, associates and society. Being Successful means
achieve sustainable growth to prosper all our stakeholders.

Goal:
Its our goal to achieve sales of INR 50 Crore by Financial Year 2015.

SCOPE OF THE STUDY

 CONCLUSION

In conclusion, there ware many thing that I have experience and learned during the three

month of my Industrial Training at Ynation Indico. The whole training period was very

interesting, instructive and challenging. Through this training I was able to gain new insights

and more comprehensive understanding about the real industry

 OBJECTIVES OF THE STUDY

OBJECTIVES OF THE STUDY

The objectives of the study are as follows:

 To analyze the working capital management of the company.

To determine the gross and net operating cycle of the unit.

To know the future need of working capital in the running organization.

To render recommendations for the effective management of working capital.

SCOPE OF THE STUDY

The study is conducted at YNATION INDICO for 6 weeks duration. The study of W. C.

management is purely based on secondary data and all the information is available within

the company itself in the form of records. To get proper understanding of this concept, I

have done the study of the balance sheets, profit and loss A/Cs, cash accounts, trial balance,

and cost sheets. I have also conducted the interviews with employees of accounts and

finance department and stores department. So, scope of the study is limited up to the

availability of official records and information provided by the employees. The study is

supposed to be related to the period of last five years.

LIMITATIONS OF THE STUDY

As central purchase office, purchase raw material and central marketing yarn make sales.
Information that is so more detailed cannot be received about these.
 Cash from debtors a collected by the corporate office through commission agents. So efforts
for collection of debtors cannot be clearly known from YNATION INDICO.

Investment of funds are also made by corporate office, so it becomes difficult to know that
how much investment is made in different ways for continuous availability of funds.

REFERENCE
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Stainless Steel 1996, Dsseldorf, VDEM (1996), Pages 282283

2. John Powell: CO2 Laser Cutting, Springer Verlag (1993)

3. M. Faerber and W. Schmidt: Laser cutting gases, DVS-Berichte Band 185, DVS-Verlag

(1997), Pages 7274

4. T. Kristensen and F.O. Olsen: Cutting of Aluminium Alloys, Proc. of the 4th NOLAMP Conf.,

Sonderborg (1993), Pages 121129 Laser basics, laser gases and gas supply systems, laser

welding