1.

INDUSTRIAL PROFILE

The origin of the tiles industry dates back to the year 1958 A.D. with the introduction of glazed ceramics
tiles by some industries like H & R Johnson India Ltd. And So Many Pilkington Ltd. made a taped wave in the tiles
market with the unique introduction of matte semi matt finished tiles. As industry flourished, many new competitors
entered the market with the improved technologies and better products. Now the ceramics tile industry ceramics tile
industry sizes to approximately 30 million dollars

The Indian tiles industry is a very competitive with lot of competition for the organized sector from the
unorganized market as well as cheap imports from China. The organized segment is dominated by six players,
which include Kajaria Ceramics, Bell Ceramics, Hindustan Sanitaryware and private companies with strong brands
like Nitco, Somany Pilkington and HR Johnson. The unorganized sector and cheap imports are very price
competitive, but on the quality front organized sector is far superior.

Prior to the liberalization in the Indian economy, the tile industry predominantly had two products in the
form of Mosaic and ceramic tiles. Post liberalization, in 1993-94, a new technology tile, vitrified tiles was introduced
in the Indian markets. Initially, there were only three manufacturers of vitrified tiles in India, one of whom was
MCL. M/s Restile Ceramics in Hyderabad and Spartek Ceramics at Tirupati with low capacities were the other two
manufacturers of vitrified tiles. During the year 1999-2000, some other manufacturers like H & R Johnson and Bell
Granite started manufacturing vitrified tiles leading to some increase in competition. Later in the year 2001-02, all
manufacturers of vitrified tiles including MCL increased their capacity of production. These expansions were in light
of increasing demand from the housing sector. But since 2002-03, China which, has been a low cost manufacturer
and has larger capacities leading to economies of scale, started dumping their products into India. However, the
quality was far inferior when compared to the tiles manufactured in India. But the volumes of the domestic players
still took a hit and to counter that, GoI levied an anti-dumping duty of US$8.26 per sq mtr on imports from China.
The duty would last until 2008.

INDUSTRY STRUCTURE AND DEVELOPMENT

Floor tile industry has over a period of time undergone substantial change in many respect viz,
technology, product mix, body matrix, product endurance, aesthetic presentation and so on. Vitrified which
is a product of innovative diversification of the floor tile industry was value added product with various
built in advantages . the vitrified tiles which was high value item in floor tile segment steadily started
increasing its market share in the floor tile market. Further technological innovation made in the vitrified
tiles more cost effective and with the result the vitrified tiles are affordable to middle class segment of
the society. At the same time the ceramic floor tiles are found to regain market by taking away a major
share from Mosaic tile industry. Since the tile industry is dependent on progress of construction industry,
the ups and down of the construction industry will have its direct impact on the tile industry.

CERAMICS TILES INDUSTRY IN INDIA:

 Ceramics Tiles are furnishing materials apart from being utility or hygiene products despite an
overall slowdown of the economy this sector continues to grow at a healthy 12% per annum.
  Investment in the last 5 years have aggregated over Rs 2000 crores and production during 2008-09
stood at approx, 200 million sq mts
 Growth of the unorganised sector accounted for 44% of total production, which bears testimony of
the attractive returns from this industry
 Revenue earning industry-excise mops up over Rs 150 crores annually from the organised sector
itself.
 Ranks in top 7 in terms of production in the world. Market share of India has risen from a little
over 1.7% to 2.7 and in terms of ceramics tile productions

With proper planning and better quality control our export contribution can significantly increase

The main product segments are the wall tile, vitrified tile and porcelain tile segments. The market shares
are 35%, 53% and 12% respectively for wall, floor and vitrified/porcelain tiles. The tiles are available in a
wide variety of designs,textures and surface effects. They cater to tastes as varied from rustics to
contemporary marble designs in super glossy mirror finishes.

CURRENT STATUS OF THE INDUSTRY

The ceramics tiles in India has followed similar trends internationally, which have been
characterized by excess capacities and falling margins. Countries like Malaysia, Thailand,
Indonesia, Srilanka & Vietnam are setting up their own plants. China as emerged as a major
competitor. The producer from Spain & Italy have the advantage of lower transportation cost while
exporting to U.S.A and Germany. In India per capital consumption is as low as 0.15 sq. mt.
Compared to china (2sq.mt), Europe (5sq.mt), brazil (2.5sq,mt). Rising disposable incomes of the
growing middle class and 40 million units of housing shortage hold out a great potential.
A major change that took over the ceramics tiles industry was introduction of vetrified and
porcelain tiles. These category of products accounts for the 13% of all organised sales in this
industry.
These new products and conventional wall and floor tiles have together made organised
industry grow to a formidable Rs 2250 crores industries. This coupled with a spate of expansions
by many players makes the industry looks very promising in future
The Indian industry has developed an export market although at the lower end. In volume it
constitutes less than half percentage of global market. But this really could change as Indian
exports are rising at the rate of 15% per annum. Italy(40.8%) And Spain(26.4%) presently
dominate the top-end of global export market.
The tendency of every human being is to make a home beautiful dwelling for himself that
suits his capacity and needs. To make a home beautiful many factor are to be taken into account.
Out of them flooring place vital role. It has been started in the early days with the use of wood,
textile etc for flooring homes later the use of natural stones available in the abundance became
prominent.
The natural stones were made to go a simple process adopting some simple technique before
they were actually used. The processed stones were broadly termed as “Tiles” in the evolutionary
days. The tile industry could be found only in developed nations but as demand increased it began
catching up in developing countries, basically due to favourable factors like the availability of raw
materials, simplicity of techniques etc.
The briny human being began a hunt for better technique in the processing of tiles and to
provide a variety for one to choose. This hunt resulted in the evolution of ceramic tiles. The glazed
 tiles were the first types of ceramic tiles to be introduced, which have seen tremendous
improvement in the later days.
The word “Ceramic” originates from the Greek word “Karamic” which means a pottery in
India. The pottery manufacture started as early as 3000 B.C the second world war introduces the
ceramic industry in India. During the war period, certain metals for metallic utensils were banned
and hence the production of ceramic products was to meet the demand of war hospitals.
A ceramic tile is nothing but a mixture of clay and other minerals, which have been shaped
and fired under high temperature to form a hard body called bisque. Every region of the world
produces unique types of clay of with its own combination of harness, colour, texture etc. The raw
materials provide strength stability to the bisque and clay provides the density. The inherent
advantage of clay is that it is mouldable when wet but hardens when baked or fired. Glass may be
fused to the bisque using intense heat. This process is called as glazing. Glazing lends a wide
spectrum of colours and designs to the tiles.

1.1 GROWTH AND DEVELOPMENT:

The Indian tile industry is a Rs 30 billion industry. It has been growing at 12% is likely to grow
at 15% backed by development in infrastructure industry and uplift to housing sector on account of
easy loans and incentives given to construction companies. The organized sector of the domestic
industry accounts for about Rs 20 bn.
Floor tiles constitute to about 4% of the total ceramic market. Vitrified tiles constitute to
nearly 11% of total ceramic tile market. The market out look for the product is very bright. The
growth in the vitrified tile segment is estimated to be over 25% annually. There is estimated to be
large market potential flooring product of choice and is being seen as a potential substitute for
marble and granite as the vitrified tile has the elegance of marble and the strength of granite.

 CERAMIC TILE INDUSTRY STATISTIC

1 World production 6400 Million Sq. mt
2 India's Share 200 Million
3 World RANKING (in production) 7
4 Per capital consumption 0.15 sq
5 Global Industry Growth Rate: 6%
7 Growth Rate (India Domestic Market) 12%
  Organized Industry turnover (India) INR 22.50 Billion
  Glazed Wall Tile share 40%
  Glazed Floor Tile share 46%
  Unglazed Vitrified Tile 8%
  Glazed Porcelain Tile Share 6%
  Unorganized Industry Turnover  
   Glazed Wall Tile share 57%
  Glazed Floor Tile share 35%
  Unglazed Vitrified Tile share 6%
  Glazed Porcelain Tile Share 2%
8 Investment in last 5 years:  
9 Organized sector  
  Share of Production 56%
  No. of units 15
  Revenue (excise duty): INR 2.3 Billion per annum
approx
10 Unorganized Sector:  
  Share of Production 44%
  No. of units 200 (approx) (70% based
in Gujarat region)
  Revenue (excise duty): INR 0.7 Billion per annum
or less
  Job Potential 50,000 direct
    5,00,000

COMPANY PROFILE

BACKGROUND AND INCEPTION OF THE COMPANY:

Murudeshwar Ceramics Limited is the flag ship company of the Rama Nagappa Shetty group
of Bangalore with other associate member companies. Murudeshwar ceramic limited was
incorporated in the year 1983 in Karnataka. It was floated as joint venture between R.N.Shetty
group of Bangalore and the (KSIIDC) Karnataka State Investors Industrial and Development
Corporation to manufacture 12500 tonnes of glazed ceramic tiles using single firing process at
Krishnapur village, near Hubli-Dharvad district in Karnataka. The company had sourced the
technical know-how for the project from the “SACMIMOLA” of Italy, who had also supplied the
plant and machinery for the project. Having completed the project, it was able to commence its
production from April 1988 onwards.
The project costing Rs 13.45 crores was funded by equity of Rs 4.50 crores and long term
loans of Rs 8.95 crores. Presently the R.N.Shetty group holds 41% equity state, 19% is held by the
 financial institution. KSIIDC holds around 13% state and public shareholders hold the balance
27%.
With a view to retain its traditionally dominant markets, Mumbai, Madras, Bengal, and
Ahamadbad, the company aggressively has 160 dealers all over India. Moreover, set up marketing
offices to effectively counter market competition and establish its product firmly in the domestic
market Murudeshwara also proposes to set up new marketing offices in Pune, visage, and
Ahmadabad, to bring its products more closure to its end users.
The company, today ranks as one of the few feeding ceramic tile units in terms of its size of
installed capacity. And enjoys a high reputation for the quality of its products which are sold under
the brand name of “NAVEEN” available in a wide range of about 70 shares and colours which
have been well accepted in the domestic market in spite of tough competition from the establish
players like Kajaria, Johnson and Spartan etc. Murudeshwara ceramics ltd has also gone in for
diversification in the same line by starting a manufacturing unit of high value added up market
products like natural and up market mirror finished synthetic granite tiles.
Looking consistent demand for its products company increased its production capacity from
25000 to 40000 TPA. This will lead to greater economics in scale of operation and innovative
product range. MCL is one of the largest exporters of tiles to the USA, Republic of South Africa,
Russia, Middle East, Srilanka and other countries. MCL has a large network of independent
distributers ensuring prompt delivery of independent distributers ensuring prompt delivery of
products.

NATURE OF BUSINESS:

 The company is the largest producer of vitrified porcelain tiles and ceramics tiles in India.
 MCL has been accredited with the ISO certification from TUV-
Zertifizierungsfemeinschaft e. v, (Germany) in recognition of its commitment to quality.
 MCL is the first tile company that manufacture the 80x80cm- SIZED vitrified floor tiles,
the largest size available in the market.
 The entire plant and its machinery are imported from SACMI, Italy, with their technical
know-how.
 With an exciting capacity of 105000 TPA (Hubli) and 100000 TPA (Karikal) and an
ongoing expansion and technical up gradation. MCL remains committed to providing the
last value for money to the last value for money to the construction industry.
 The company offers a wider range from ceramic floor tiles, vitrified porcelain tiles and
natural granites under the brand name “NAVEEN”
 MCL is committed to produce quality products that remain unsurpassed in the market
today.

VISION, MISSION, QUALITY POLICY:

Vision:
“To win our customers, stake holders and employees by transferring quality in to a
performance oriented business which will all secure market leadership and profitable
growth through effective fulfilment of customer needs”.
 Mission:
“To provide world class customer services on demand using state-of-the-are
technology for our valued customers at affordable price. Changing regulation, covering
markets, competing technologies and ever-demanding customer needs”.

Quality Policy
The quality policy of MCL is “To manufacture, import, export, buy, sell & deal in
tiles of all kinds & description & particularly glazed tiles, flooring, tiles and other ceramic
products, cement tiles, other by-products, artificial stores & synthetic marbles stores and
achieve total customer satisfaction”
“MCL is quality oriented company and will continually strive to provide products as per
the national and international customer requirements by maintaining quality at all stage and
with the active participative of all stage and with the active participative of all the
employees”

PRODUCT PROFILE

This chapter contains product profile of Murudeshwar Ceramics Limited, with

reference to value chain. The company’s product has been analysed through primary
activities and supportive activities of value chain.
Features of the product:
 Perfect compaction
 Diamond look
 High standard
 Fine uniform finish

Murudeshwar Ceramics Limited manufactures three varieties of tiles

 Ceramic Tiles ( which is temporarily stopped by the company)

 Naveen Diamontile
 Naveen Granite

A. Ceramic Tiles:
Ceramic tiles are broadly classified into wall and floor tiles with sub classification of glazed
finished tiles and unglazed finished tiles. The major raw material used while manufacturing tiles is clay.
Pressing higher grader of clay after blending them with flint feldspar and tale. The tiles are further
classified into 4 grades during inspection namely A, B, B-1 & C.

B. Naveen Diamontile:
Naveen Diamontile, are a range of fully vitrified porcelain tiles. It is the hardest among all tiles and
has the lowest moisture content. These tiles and has the lowest moisture content. These tiles are pressed
under 4800 tones to perfect compaction, which makes them extraordinary strong and long lasting.
C. Naveen Granite
These are natural stones, which obtained from mines located at Bangalore and Agumbe etc in the
form of big blocks, which are cut in to slabs. These are then polished to obtain a smooth surface. The
Granite factory of the company is located in Bangalore.
 The different sizes available are:-
Ceramic tiles:- 20*20cm, 30*30cm, 60*60cm
Vitrified Tiles:- 20*20cm,40*40cm,60*60cm
Granite:- Random slabs in the ratio of 2:1

As completion intensifies, design will offer one of the most important tools for differentiating and positioning a
company’s product.

\AREA OF OPERATION

MCL is one of the major players in domestic as well as in international market. It has a broad customer base
throughout the world. With a view to retain its traditionally dominant markets, like Mumbai, Madras, Bengal, and
Ahmadabad the company aggressively has 160 dealers all over India. Moreover, set up marketing offices in Pune,
visage and Ahmadabad to bring its product more closure to its users. MCL is one of the largest exporters of tiles to
the USA, South Africa, Middle East, Sri Lanka, Mauritius and other countries. MCL has a large network of
independent distributers ensuring prompt delivery of products.

OWNERSHIP PATTERN:

The company is having authorised capital of Rs 24,00,00,000 (2,40,00,000 equity shares of RS 10/-each).The
company’s paid up equity share capital is RS 1,75268180 (17526818 equity shares of Rs 10 each)

 Presently the R.N. Shetty group holds 41% equity stake.

 Financial institution hold 19%
 KSIIDC holds around 13% state
 Public shareholders hold the balance 27%

COMPETITORS

There are more than 10 leading manufacturer of vitrified tiles in India apart from Murudeshwar Ceramics
Limited. Other players of vitrified tiles are Bell Granito Ceramics, Oracle Granito, Regent Granito, Western India
Limited, So Many Ceramics Limited, and Kajariya Ceramic Ltd.

H & R JOHNSON (INDIA)

This company is the largest manufacture of ceramic tiles in the country. it has a technical-cum-financial
collaboration with Johnson international U.K. The foreign collaboratio holds 40% stock in the Indian outfit. H & r
Johnson has total production capacity of 2.19 Lakhs tpa . it has presence in both tile segments like wall and floor
tiles the company has market share of about 11% and 31% in wall tiles.

KAJARIA CERAMICS

The company is among the major players in the segments having a market share of close to 15% the company has
presence in floor and wall tile segment. in wall tiles the company has share of about 18% and 15% in the floor tile.
The use of modern technology and natural gas as fuel translated into huge profit margins for the company.

SOMANY PILKINGTON LTD

It is the major force to reckon within the industry. it has collaboration with pilkington's tiles of the U.K . The
company has presence in both tile segments. The company has capacity of 1.05 lakh tones per annum. Company
enjoys a share of about 20% in the wall tile segment and 10% in floor tiles. Recently due to modernization program
the company has reported a turnover of Rs. 61.05 Crore up by 17% and net profit of Rs.3.46 Crore.

BELL CERAMICS LTD

It has maintained a high profile in the market this year with the construction of new facility and the expansion of an
existing one.

SPARTEK CERAMIC LTD

This company entered the market in 1985 with its material and semi material finished tiles being manufactured
using single filing process. it has largest dealer network in India. the company has also taken interest in Nicer India.

INFRASTRUCTURE FACILITIES

Storage and prevention of materials

The raw materials and packing cartons are stored nearer to consumption points. The indigenous and imported
spare parts are kept at appropriate locations of store in rack. L.P.G and lubricants are stored in separate
container/bullet/tanks kept at appropriate location

Warehousing:

MCL has its own warehouse as it manufacturing plants around the country. Copy of the loading is used in the
generation of the invoice cum delivery channel.

Out bound logistics:

The products are packed in accordance with the size of the products and then it will send to warehouses. The
warehouse facility is systematic and the product will be dispatched from warehouses as per dispatch information
from logistics.

Information system:

MCL has got good level of information system in making strategic and routine decisions. All the departments of
the company are well set with integrated information system, with integrated information system, with help of the
computer and they are networked from goods inward to payment with online reports. The entire staff members in
MCL, Hubli has a computer system on their table and reporting and MIS function are done with the help of computer
system.

Support activities

The support activities include procurement, technology development, human resource management and general
administration that are handled in certain specialised department.

Technology development
 In MCL, there is a separate department for research and development. In addition MCL has provided a modern
canteen facility in which the food is served at concessive rates. It has a neat work atmosphere and provided clean
toilets and hygienic environment.

WORK FLOW MODEL:

Production process of vitrified tiles:

Raw Materials

Ball MILL

Slip House

Spray House

Spray Drier

Storing Silos

Hydraulic Press

Vertical Drier

B&T

Killing

                 

Unpolished Calibrated Polished Calibrated

 Sorting Sorting

Packing Packing
   
             
Dispach

Raw Materials: Ukraine Clay, Quartz, Soda feldspar, Potash feldspar, sodium silicate, zircon sand, local clay,
Kerala clay, colour pigments.

Ball Mill: Required proportion of raw materials mixed with water in Ball Mill about 16 hours where raw materials
mixed with each other and becomes homogenous. Capacity of Ball Mill is 16 tons.

Slip House: Liquid form mixture stored here, unwanted materials removed, sent to spray dryers.

Spray Drier: Liquid form mixture will converted to granular powder, by drying moistures at 600 degree centigrade
6% moisture will remains in mixture.

Storing Silos: Granular powder will stored at storing Silos for continues supply to press. Capacity of storing silo
tank is 90 tons.

Hydraulic Press: Granular powder will be reached here through conveyer belt and pressed here to form glazer tiles
of desired shape and size.

Vertical drier: Desired size green tiles sent to vertical drier to get rid of remaining moisture. There are 27 rows and
each row carries 4 tiles at 140 degree centigrade temperature to reduce the moisture at < 1%.

B & T: After vertical drier, tile moves on conveyer belt and during the movement, water spray and printing takes
place. Here saleable Sault is used for printing. Hot water helps in absorbing colour to depth.

Kilning: After printing the tiles, here tiles are fired and burnt at 1220 * C in 138 mtr. Kiln imported from SACMI,
Italy. The firing yields a tile that confirms to all the stringent parameters of international standards. There are 6 zones
in the Kiln namely, Pre Kiln, Re- heating, Firing, rapid boiling, natural cooling and final cooling.

After cooling the tiles are packed in temporary packing and sent for polishing.
Polishing: polishing will done in 3 stages by 46 head polishing machine. Cuttings, Chamfering, Polishing are done
here to form mirror polished tiles finally. After polishing tiles are sent for final inspection. In first stage tiles are
polished roughly and in second stage, are semi polished and finally mirror polishing will do to form the shine finish
tiles.

Rough cut polishing is done with clock wise and anti clock wise rotating rings.

After rough cutting, tiles undergo second stage polish, where the tiles are polished with the help of abrasives.
Calibration, Cutting and Chamfering are done in this section.

Final Inspection: Here tiles under goes final inspection like sorting as grades wise, checking the quality, and packing
will done for dispatch.

In production of marble series, there are 2 technologies, namely power mixing and granulation technology.

In powder mixing technology, powder mixed throughout the body. This is old technology and all most all companies
have only this technology.

Granulation technology is latest technology in which of the screening water spray will be done on the tile, from
which design goes to 3- 4 mm depth of the tile.

FUTURE PROSPECTS OF THE COMPANY:

The market outlook for the product is very bright. The growth in the vitrified tile segment is estimated to be
over 25 per cent annually. There is estimated to be large market potential considering the superior properties of the
product. It is gaining momentum as the flooring product of choice and is being seen as a potential substitute for
marble and granite as the vitrified tile has the elegance of marble and the strength of Granite

In India, a mere 10% of all flooring is covered by Ceramic while Mosaic accounts for nearly 85%.There are huge
opportunity in the hands of Ceramic manufacturers to provide an aggressive awareness campaign to develop a
replacement market. Shifting of 5% to 10% from Mosaic to Ceramic will create a lot of demand for Ceramic tile in
India creating a huge gap between demand and supply. For this purposes, the Industries should focus on the cost
reduction to make it available to the customer at the reasonable rates. In addition to the above, the Government
Policies to boost housing sectors is also creating an additional demand for Ceramic tiles. Considering the fact that
India has the lowest consumption of tiles per capital, there is ample scope for growth.

The demand for both ceramic tiles as well as vitrified tiles is going to increase as a result of the several impetuses
given by the Government for Housing like repealing of ULCRA, cheaper interest rates for Housing Finance etc. The
ceramic tiles and vitrified tiles are replacing the traditional mosaic tiles and the replacement would increase in the
industry with the surge in the demand for vitrified tiles. This trend is similar to the one happening abroad.

Ceramic tiles as a product segment have grown to a sizable chunk today at 3.8 million tons production per annum.
However, the potential seems to be great, particularly as the housing sector, retails sector, IT & BPO sectors have
been witnessing an unprecedented boom in recent years. The tiles sector has been clocking a robust growth of 12-15r
% consistently over the last few years. Today, India figures in the top 7 countries in the world manufacturing ceramic
tiles. The key drivers for the ceramic tiles in India are the booms in housing sector coupled by government policies
fuelling strong growth in housing sector. The retail boom in the Indian economy has also influenced the demand for
demand for higher end products. Overall the bullish growth estimates, in the Indian ceramic tile industry.
The main product segments are the Wall tile, floor tile, Vitrified tile and Porcelain tile segment. The market shares
are 35%, 53% AND 12% respectively for Wall, Floor & Vitrified/Porcelain tiles. The tiles are available in a wide
variety of designs, textures and surface effects. They cater to tastes as varied from rustics to contemporary marble
designs in super glossy mirror finishes. Both traditional methods of manufacturing and the latest single fast firing
methods are deployed in manufacturing. Some of the latest trends in manufacturing methods can be seen in India.

The investment in the last five years are approx. Rs 2000 crores. The industry also enjoys the unique distinction
of being highly indigenous with an abundance of raw materials, technical skills, and infrastructural facilities despite
being fairly capital intensive. A total of 550000 people are employed, 50000 directly and 500000 indirectly. The
potential is huge considering the per capital consumption of ceramic tiles in India. Currently it is at 0.15 sq. m per
person in comparison to over 2 for like countries like China, Brazil and Malaysia.

Structure

Strategy Systems

Shared Values

Skills Style

Staff

Fig. 3.1 McKinsey’S 7-s Frame Work

The 7-S Framework was developed by the consultants at the Mckinsey Company, a very well known management
consistency firm in USA, towards the end of 1970’s to diagnose the cause of organizational problems & to formulate
programs for improvement developed the 7-S frame work. Mckinsey consultants call strategy & structure as
hardware of the organisation and other 5’S are the software of the organisation

STRATEGY:

Refers to a set of decisions & actions aimed at gaining a sustainable competitive advantage. Organs must
have a consistent set of narrow intentions to move them towards producer intention & also organ’s most critical
responsibility is to establish the parameter that shape the values; motives & actions of others throughout the
organisation.

Objectives:

 To provide good quality of product with an appropriate price

 To carry on the business of manufacturers, importers, exporters and dealers in porcelain or glass insulators
of all types and designs, insulting materials, sanitary-ware, crockery and stoneware of all kinds and
description made out of ceramics on other substances
 To enter into any agreement and contacts, with India or foreign individuals, companies or other
organization for technical, financial or any other assistance for carrying out all or any of the objects of the
company.

STRUCTURE:

MCL has organized itself in a form functional organization structure the company is headed by the
chairman and then managing director of the company. The chairman has the control over the entire company.

At factory level, there are six departments they are:

1. Production Department
2. Human Resource Development Department
3. Purchasing Department
4. Stores Department
5. Maintenance Department
6. Marketing Department
7. Finance Department
Each department headed by general manager who are very much expertise in their field and every
manager has assistant manager to make their work easier functional manager will report to their respective
department head
 FINANCE DEPARTMENT

Chairman

Managing Director

Vice President (Finance)

Manager (Accountants)

Asst.Accounts Manager

Officer Staff

Responsibilities:

This department looks after the finance and prepares the respective account. It is routine process for this
department to prepare accounts. The sources of finance of MCL consist of share capital, reserves, secured loans
and unsecured loans.

The requirement are the met by the secured loans and unsecured loans., secured loans consists of
debentures , foreign currency rupee loans , short term loans and assets credit cash , credit development loans etc.
SYSTEM:

Refers to flow of activities involved in the daily operation of a business including its core processes & its
support system
Core Processes
Processes are system of interconnected activities involved in accomplishing in organizational work
process execution refers to a firm capacity & its ability to produce the elements of differentiation; low cost &
quick response that customer value or in other words it is firm’s ability to produce the elements of competitive
advantages
Support System:
Support system are established procedures by which organizations allocate resource monitor their
use.
There are two broad categories of support system. They are
1. Resourcing system
2. Control System

Both the resourcing system and control system serves the needs of internal customers those in the
organisations core process who intern are externally focused, serving customers outside the organisation.

Resourcing system:

Organizations resourcing system can be categorized into 3 systems. They are,

a. Information resourcing
b. Human resourcing
c. Capital resourcing
a. Information Resourcing:
As a critical level of strategy implementation & organizational change, inform resourcing plays duel
role. One is to connect various parts of organs facilitating co-ordination & integration. The second is to
provide better measures.
In MCL, various parts of organization are connected by integrated information system, which is one of
the solution for all the information related problems of MCL.
Operational level activities are computerized & all the manufacturing facilities of MCL is completely
computerized, networked from goods inward to payment with online data would be input at respective
depts.., which would be consolidated centrally as management inform.
b. Human Resourcing
Human resourcing is considered to be a most important part of management in these days. Identifying
work force accordingly, selecting right person for right job, motivating them to adapt to the fast
changing environment are the functions of human resourcing.
MCL consider that the work force as a primary & important asset and takes interest in development of
right skill, knowledge, attitude, value & ethics.
c. Capital Resourcing:-
The traditional meaning of capital resources is capital budgeting, that may allocate resources, the
budget process also provides a set of standards for judging computing preferences. In MCL budget are
prepared on annual basis and they are prepared in respect of sales, production, materials, expenditure &
revenues. Apart from these.
 Budgeted cash flow
  Budgeted profit and loss a/c
 Budgeted Balance sheet, are prepared.

STYLE:

It refers to how managers collectively spend their & attention and how they use symbolic behaviour. In MCL,
managers are the most basic ingredients of success of the company. The managers are making continuous planning
& organisation assignment, both internally and externally in order to meet changing markets customer & competitive
forces.

The managers are capable of making continues improvement in ever decreasing cycle in the design, engineering
& operation of critical & supporting process. The managers are striving hard to build continually improve the inter
connected matrixes and link all internal and external aspects of the organisation. The special characteristics that can
be found with the managers of MCL are

 Influencing Behaviour and Reciprocal Relationship

 Common goals and good decision making

Another noteworthy aspect of MCL is its visionary senior management & efficient middle management
along with educated, enthusiastic & motivated work force for all the success it had achieved in short span since
its inception.

The styles that the managers at MCL have developed are-

 Effective Leadership
 Designing Foundation
 Building organ
 Improving value

STAFF

Staff refers to how company develop employees & shape basic values at MCL the work force is more often
viewed as a crucial source of HRM.

Therefore, in order to meet the engineering idea based values MCL has sound recruitment process, which is
based on scientific method, & it has got system of training program to develop the employees. In MCL, training is
given for both worker & office staff. The company is having good staffs that are very able to take any situation. The
reason for this is:

 Recruitment and selection

 Promotion

SKILLS:

Skills refer to organisation dominant capabilities and competencies. Usually organisation performs internal
analysis to identify strength to build strong organization.

COMPETENCIES:

It refers to ability to perform that means combination resources and capabilities to use them. It is a critical bundle
of skills that organisation can draw on to distinguish itself from competitions. MCL will strengthen its competencies
by producing good quality of tiles and in different attractive colours and designs.
Capabilities

Capabilities are the skills that the firm needs to take full advantage of its assets, without such capabilities
assets are little value. The different sets of capabilities are

 Lowering cost
 Improving quality

Export

MCL earns valuable foreign exchange for the country by exporting its products. Its products ceramic and granite
tiles to the Middle East, South Asian countries such as Singapore, Thailand etc, and Maldives, Srilanka, Australia
etc, the granite tiles are mainly exported to Australia. The export market for the vitrified tiles is still being developed.
At present they are mainly sold in Singapore.

The company does not carry out any market survey abroad. It obtains the orders from its agents situated abroad &
through the export councils; MCL is a member of several such export councils. One example is the Indo-Arab
council. Though the trade fairs are organised by the export councils for the benefit of its members MCL attends all
the fairs held within the country & thus gets international publicity for its products.

Apart from a growing export presence, MCL is also a player in import field. This is because some raw material
such as pigments and various kinds of machineries is not available in India & has to be imported. The imports are
mainly from Italy, Spain, Korea, Thailand & Singapore.

SHARED VALUE

Shared value refers to company held belief, mindsets & assumptions that shape how an organization and its
corporate culture.

The culture developed by MCL is as follows

“We are proud to be a team that embrace change, values diversity and learn from experience, we strive for creative
and innovative idea, which add value for our customer and employees”

Values:

A value is “an enduring performance for a mode of conduct or an end task”. The values that MCL process are

“Customer”- first shell be assure of every action.

“Mutual respect”- trusts in our working relationship.

“Diversity”- of people, culture & ideas

“Innovation”- encouragement to challenged statuesque

“Continuous improvement”- in all that we do

“Team work”- development of people.

“Performance”- with recognition for result is a learning organization”. So with the above values of MCL has set its
culture with its strong-shared value base.

Conclusion:
 7-S frameworks are a powerful expository tool, the successful implementation & a strategy requires the right
alignment & various activities & process with-in the organisation. It may state that changing the culture of the
organization, which is pivotal to the Mckinsey model, is a difficult task. Even after prolonged efforts spanning a
period of 5-7 years, the organization may achieve only practical success. Nevertheless, the organization must
endeavour to recreate its culture if it regarded as an important determinant of its success as it envisaged in the 7-S
model.

SWOT ANALYSIS:

Strengths:

 Through the competition is experienced but still the number of players in the industry is less and hence
companies product in market.
 Company is already enjoying around 20% total market in India. With the increase in the industry the
subsequently the share of the company will automatically increase.
 The company is taking advantages of having two vitrified tiles manufacturing units, one at Hubli and at
Karaikal. This is helping the company to have comprehensive production plan and distribute production of
tiles.
 These two units will help in formulating the different sizes and pattern to different units suiting to the market
condition and demand patterns. This will reduce waiting period and saving time and would be otherwise lost
changeovers
 Each unit of the company has got a large production capacity of 1.5 lakhs Sq. Ft. that will help to reduce the
unit cost of the production, thereby products become cheaper in the market.
 The increase of corporate customer like Infosys, Wipro, Canara bank, Ing Vysya other software
technological units were become regular customers of the company because of unique service providing by
the companies.
 The company has opened its own showroom in all over the nation which is directly to end user in a
competitive price.
 The company has strong direct marketing distribution channel to cater all kind of users like contractors,
builders, government distributers and other private organisation for a cheaper price company has
sophisticated transportation network.
 Location:- major strength of MCL is it is located close to the source of raw materials and market.
 Availability of human resource at low cost
 Early entrance to the vitrified category.
 Strong base of Research and development department which is capable of developing new designs and
product range and also observing foreign technology.
 Satisfying consumer needs and demands for designs, shades and colors
 Excellent brand image
 More than 90 varieties of designs are available to the customers.

Weakness:

 Companies totally neglecting the readyless dealers network, which is one of very important distributing
media of the company’s product whereby, availability to product to the end user at large are greatly
hampered.
 The company’s advertising and promotion activities are very minimum there by the brand and product
awareness is coming down day by day which are the great threat to the company.
 The labour problem, which is quite often emerging of the great hindrance to the company.
  High price.
 Less national presence.
 Lack of wider reach in Northern as well as eastern region of the country.
 Less importance for advertisement.

Opportunities

 Expansion of construction industry in India is the main supporting industry to boost the sale of flooring
materials.
 The concept of vitrified and ceramics tiles have well accepted in recent time and it has become the main
flooring area in the country as the development of construction.
 The affordability of middle class sector to buy vitrified tiles is expected to yield better results for the tile
industry in the days ahead.
 The sophisticated technology prevailing in the industry has paved the ways and means for cost reduction
which will lead users to sustain high level of competition that result in vitrified tiles becoming affordable to
middle class.
 The company is one of the largest producers of vitrified tiles. The multiple advantage of vitrified tiles lies in
its strengths, endurance, elegance, variety in shades and designs. These qualities have made vitrified tiles to
increase its popularity and the customer’s are increasing at a tremendous rate.
 Vitrified tiles are accepted in the market. MCL can capture the market because of brand image.
 Presence of high entry barriers from the government. Thus the company can make strong position in market.

Treats

 Certain foreign companies are strongly entering in to Indian markets and selling the products and at
much cheaper rate. These foreign tiles create instability in the market because of low cost.
 The main ingredients of ceramics and vitrified tiles in LPG and LDO are increasing at the alarming
rate which directly influencing costing pattern of the company.
 The growing popularity and affordability of vitrified tiles has resulted in large number of small and
medium size new companies mushrooming in various parts of the country.
 On account of low capital investment for small units, unhealthy competitions in the market are
prevailing. Additionally, foreign tiles, which cost tiles, adversely affect the balance in the pricing.
 The cost of power and fuel works out to 27% of the total cost of production. The further enhancement
of power tariff cost of petroleum products will reduce the margins.
 Cheaper imported vitrified tiles flooding into Indian markets have affected tiles day by day has also
become great threat the company processed to the future.
 Danger from strong competitors who are having national presence and spend a lot of money on
promotional activities.
 The growing popularity for vitrified tiles may result the new entrants which may cause unhealthy
competitor.
 Alternate flooring like especially Italian Marble, Granites etc.
 Major business groups entered into market.

ANNUAL REPORT
 The company adopts generally accepted accounting policies expecting those which have been specifically stated
herein. The financial statements have been drawn up according to the accounting standards prescribed under
section 211 (3c) of the companies act, 1956.

Sales are net of returns and inclusive of excise duty. Sales are accounted for on dispatch basis. Other Income is
accounted on accrual basis.

All expenses are accounted on accrual basis. Fixed assets are stated at the historical cost. Depreciation is provided
on straight line basis.

Finished goods are valued at lower of cost or market value. Investments are valued at cost and income thereon is
accounted for when received.

Gratuity has been paid through an approved gratuity fund managed by the LIC India. Deferred income tax is
provided using the liability method on all timing differences at the balance sheet date between tax bases of assts
and liabilities and their carrying amounts of financial reporting purposes at the tax laws substantively enacted at
the balance sheet date.

BALANCE SHEET AS AT 31-03-2009 2009 2008

SOURCES OF FUNDS:    
Shareholders Funds:    
(a) Share Capital    
1) Equity Shares 1750.97 1750.97
2) Preference Shares 0.00 0.00
(b) Reserves & Surplus 24969.27 25073.92
(c) Deferred Tax 856.88 829.40
Shareholder’s funds 27577.12 27654.29
LOAN FUNDS    
Secured Loans 18099.88 19198.87
Unsecured Loans 977.00 1603.75
  19076.88 20802.62
Total Liabilities 46654.00 48456.91
     
APPLICATION OF FUNDS:    
Fixed Assets    
Gross Block 50882.88 49963.17
Less: Depreciation 18995.90 16628.04
  31886.98 33335.13
Add: Capital Work In Progress including advances 982.93 476.50
Net fixed assets 32869.91 33811.63
Investments 300.54 300.54
Current Assets, Loans & Advances    
(a) Inventories 10452.67 10034.27
(b) Sundry Debtors 4472.01 6082.46
© Cash and Bank balance 423.99 499.32
(d) Loans and Advances 1270.96 1776.55
(e) Interest Accrued on Deposits 25.79 38.21
Total current assets 16645.42 18430.81
Current liabilities and Provisions    
(a) Current Liabilities 3011.99 3446.06
(b) Provisions 158.32 656.89
Total current liabilities 3170.31 4102.95
Net Current Assets 13475.11 14327.86

Miscellaneous Expenditure to the extent not written off or adjusted 8.44 16.88
TOTAL 46654.00 48456.91
     
     
     
PROFIT & LOSS ACCOUNT FOR THE YEAR ENDED 31-03-2009    
BALANCE SHEET AS AT 31-03-2009 2009 2008
INCOME    
Operational Income 19041.49 25068.64
Other Income 36.35 41.71
Increased in Stock -237.47 -183.57
Total Income 18840.37 24926.78
EXPENDITURE    
Raw Materials Consumed 4042.06 5263.86
Exise Duty Paid 1031.51 1391.15
Power and Fuel 3323.60 4110.62
Production Consumables 715.48 918.65
Salaries, Wages & Amenities 1318.19 1373.42
Repairs & Maintenance 614.77 966.58
Administration, Selling and Other Expenses 2773.18 3276.31
Interest 2547.60 2143.47
Depreciation 2402.13 2340.62
Total Expenditure 18768.52 21784.68
PROFIT BEFORE TAX 71.85 3142.10
Less, Provision for Taxation 7.41 391.74
Less, Provision for Deferred Tax 27.48 75.80
Less, Provision for Fringe Benefit Tax 11.62 11.89
Less, Income Tax paid for earlier year 7.26 0.00
     
PROFIT AFTER TAX 18.08 2662.67
Balance of Profit brought forward 552.29 635.31
     
PROFIT AVAILABLE FOR APPOPRIATION 570.37 3297.98
APPROPRIATION :    
Dividend on Preference Shares 0.00 0.00
Dividend on Equity Shares 105.01 210.12
Corporate Dividend Tax 17.35 35.70
  122.36 245.82
Transfer to Capital Redemption Reserve 0.00 0.00
Transfer to General Reserve 0.00 2500.00
Surplus Carried to Balance Sheet 448.01 552.16
     

RATIO ANALYSIS

The most commonly accepted method of financial

statement analysis is ratio analysis. It is a technique
for the calculation of a number of accounting ratios
from financial statements.

Classification of Ratios

1. Profitability Ratio

2. Liquidity ratio

3. Leverage ratio

4. Turnover/Activity ratio

1. PROFITABILITY RATIOS:

Every business enterprise operates with an

objective to earn profit. Profit is necessary for the
survival and growth of the firm. Profitability ratios
measure the profit earning capacity of an enterprise.
Profitability ratio indicates net profit available for
declaration of dividend and for building up reserves
for future.

a) Net Profit Ratio

The ratio shows the earning left for shareholders as a

percentage of Net sales. The net profit ratio for the
2009 is 32.5%, while that of the previous year was 188.35%. There is an decrease in NP ratio and therefore an
decrease in the profitability of the firm.

b) Return on Equity

This is calculated to see the profitability of owner’s investment. This indicates how all the firm uses the
resources of owners. The working of a satisfactory return is the most desirable objective of a business. The return
on equity in 2009 is 32.5% and in the year 2008 is 188.35. The ROE has decreased due to the low return as
compared to previous year.

2. LIQUIDITY RATIO:

Liquidity means ability of the concern to meet its current obligations as and when they fail due for a
payment over a period. The desirable ratio is 2:1. 1 represents poor liquidity position and 2 depicts high liquidity
position. This assesses the capacity of the company to repay its short-term liability. Various liquidity ratios are

1) Current Ratio:

This expresses relationship between current assets and current liabilities. The standard ratio considered is
2:1. The computed current ratio of the firm for year 2009 is 5.25:1 and 2008 is 4.5:1. This is both higher than the
standard, there is a increase in the ratio by 0.75 in the year 2009. The financial health of the company is very good.

2) Quick Ratio:

Quick ratio expresses the relationship between quick assets and current liabilities. The standard for the
ratio is 1:1. Quick ratio shows the liquidity position of the company. The quick ratio for the year 2009 is 1.95:1 while
in 2008 is 2.05:1. It is more than the standard but in 2009 there is slight decrease in compared to 2008 thus the
liquidity position of the company is decreasing.

3) Cash Ratio:

Since cash is the most liquid asset, a financial analyst may examine cash and its equivalent to current
liabilities to measure the liquidity of the firm. For the current year the ratio is 0.133:1 while in the previous year it is
0.12:1. The liquidity of the firm has incresed by 10% from the previous year. The standard is 1:2. The computed is
very much lower than the standard; the amount of cash is very low.

3. LEVERAGE RATIOS:

Leverage ratio depicts the financial strength of a firm. It can be known by solvency ratio or Leverage ratio. It
reflects the firm’s ability to meet its long term obligation.

The various leverage ratios are:

1) Debt Equity Ratio:

This relates debt to equity or owners funds. This ratio indicates the degree of freedom of protection
enjoyed by the long term lenders. Lower the rate, higher will be the degree of protection i.e. owners debt should
be greater than external debt. This is considered favourable. The standard ratio is 2:1. The firm has a debt equity
ratio of 10.89:1 in the year 2009 and 11.37:1 in the year 2008. Company is using more debt than standard. It is not
ideal one.

2) Solvency Ratio:

This ratio indicates the relationship between the total liabilities to outsiders to total assets of a firm.
Generally lower the rates, more satisfactory or stable is the long-term solvency position of the firm. The ratio at
2009 is 0.41:1 while the previous year is 0.43:1, this shows that long-term solvency position of the firm is quite
stable and it is slightly decreased from that of previous year.

5) Fixed Asset to Net worth Ratio:

This ratio establishes the relationship between fixed assets and shareholders funds. The standard ratio is
2:3 or 66.67%. The current ratio is 1.19:1 and for the previous year is 1,24:1. This is much higher than the standard,
but it implies that the owner’s fund is sufficient to finance the fixed assets and it need not depend on outsiders to
Finance the fixed assets.

6) Current Assets to Net worth Ratio:

This establishes the relationship between current assets and equity funds. There is no standard for this, but
a high ratio is preferred. The ratio for the current year is 0.35:1 while that of previous year is 0.38:1. It has
decreased as compared to that of previous year.

7) Current Liabilities to Net worth Ratio:

It establishes the relationship between current liabilities and equity funds/owners funds. The standard is
considered as 1:3. The current year ratio is 0.1:1 and previous year is 0.15:1, it is much lower than the standard and
it has decreased as compared to previous year, this is satisfactory.

8) Interest Coverage Ratio

This ratio shows the solvency position of the firm. The interest coverage ratio for the year 2009 is 1.02:1
while that of year 2008 is 1.91:1. The solvency position of the firm is decreasing compared to the pervious year.
This ratio measures the debt service capacity of a firm. It shows how many times interest charges are covered by
the EBIT out of which they will be paid.

4 ACTIVITY RATIOS:
 This is employed to evaluate the efficiency with which the firm manages and utilizes its assets and working
capital.

The various activity ratios are:

1. Debtors Turnover Ratio:

This shows how many times Sundry debtor’s turnover during the year. It proves the efficiency of credit
management. The ratio for current is 4.21 times while that of previous year was 4.1times. The liquidity of the firm
has improved compared to the previous year.
2. Fixed Asset Turnover ratio:

It shows the relationship between net sales and net fixed assets. It depicts the optimum utilization of fixed
assets. The standard ratio for this is 5 times. The fixed asset turnover ratio for the current year is 0.59 times while
that of previous year is 0.75 times. It is very low compared to standard.

3. Working Capital turnover Ratio:

This indicates the ability to meet its net sales current assets and current liabilities get converted into cash
during the operating cycle of the firm. The ratio for current year is 1.4 times while that of pervious year is 1.74
times. The ability to convert into has decreased from the pervious year.

4. Current Asset Turnover Ratio:

This shows the relationship between net sales and current assets. It shows the relation to the quantum of
working capital. The current year ratio is 1.13 times, while that of pervious year is 1.35 The liquidity of the firm has
decreased as compared to the pervious year.

5. Total asset Turnover Ratio:

This ratio established the relationship between net sales and total assets. The ratio for current year is 0.40
ansssssd the pervious year is also 0.51. There is no improvement in the utilization of assets in the present year.

6. Sale to Net worth Ratio:

This is relative relationship between the net sales and owner’s fund. The current year ratio is 0.7, which
that of pervious year is 0.93. There is decrease in the utilization of equality capital compared to that of pervious
year.

Ratio Analysis are shown in table 5.3

 Table 5.3 Ratio Analysis

Ratio 2008-2009 2007-2008 Standard

Profitability Ratio

1. Net profit Ratio 3.03% 13.23% -

2. Return on Equity 32.5% 188.35% -

Leverage Ratios

3. Debt equity Ratio 10.89:1 11.88:1 1:2

4. Proprietary Ratio :1 :1 2:1

5. Solvency Ratio 0.408:1 0.428:1 Lower ratio

Preferred

6. Fixed Asset to Net worth Ratio 0.87:1 0.91:1 2:3

7. Current Assets to Net worth ratio 0.622:1 0.68:1 High ratio

preferred

8. Current liabilities to net worth Ratio 0.12:1 0.15:1 1:3

9. Interest coverage ratio 1.02:1 1.91:1 -

Activity Ratio

10. Debtors Turnover 4.21 times 4.09 times -

11. Fixed Asset Turnover 0.59times 0.75times 5 times

12. Working capital Turnover ratio 1.4 times 1.74 times -

13. Current Asset Turnover 1.13times 1.35times -

14. Total Asset Turnover 0.40 times 0.51times -

15. Sales to Net worth 0.7 times 0.93 times -

Liquidity ratio

16.Current ratio 5.25:1 4.5:1 2:1

17.Quick ratio 1.95:1 2.05:1 1:1

18,Cash ratio 0.13:1 0.12:1 1:2

 20.Net working capital ratio :1

VI. LEARNING EXPERIENCE

The primary objective of the organization study is to make the student to know practical applicability with
respect to the theoretical concepts in business decisions.

To understand the behaviour, of the organization and to know about the various policies of the
organization, its performance and its future strategies.

MCL is a seed processing company. Since its inception it is in to producing and marketing of seeds. The
Founder of the company R.N Shetty was awarded Kaigarika Ratna award for his contribution to industry. The main
objective of the company is to provide good quality of product with an appropriate price. The strategies of the
company in toady’s competitive world are cut cost and win the battle.

The various policies adopted MCL are quality policy, safety policy, Environmental policy and training policy.
The quality policy ensures to maintain market leadership through ensures to maintain market leadership through
continuous quality improvements.

MCL has emerged as the largest ceramic manufacturer in India. There is strong competition in this area
faced by MCL; competitors include H & R Johnson, Kajaria Ceramic Ltd, Spartek Ceramic Ltd etc. The structure of
MCL is elaborate with 7 different departments namely, production, Human Resource Development Department,
Purchasing, Stores, Maintenance, Marketing, Financing Department.The company has very good cordial industrial
relation. Training is an ongoing and continuous activity of MRF. The types of training include off the job training and
on the job training. In MRF the style of decision making is participative in nature. The major strategic decisions are
made only by the chairman and the directors. Since the head office is in Hubli, all operations are being monitored
by them. Each unit has the general manager who would decide on the day-to-day operation of the plants and other
department.

The strategies adopted by MCL are diversification, pricing strategy. In MCL the pricing strategy is based on
the market value of the competitors and the cost of raw materials also. The environmental engineering department
carries out the waste elimination. The obligation of MCL to the society’s welfare is given utmost importance. In
every plant the strategy followed is same. The various systems present in MCL are Information resourcing, human
resource system capital resourcing system & Control System. The company has an elaborate control system for
ensuring internal that all assets are safeguarded and transactions are authorized inspected properly. The audit
department, constantly monitor all internal control system. The information system passes vital information to all
the ten department and helps to maintain effective coordination among the departments. This helps in the
effective working of each department. The total staff in MCL includes technical supervisory managerial and clerical
staff. Every department has a manager who controls the activities of that particular department. The primary
shared value in the organization is quality that is of topmost concern in the whole structure. Through swot
analysis, the opportunities, strength, threat, weaknesses of MCL come to light. The main strengths of the company
is less competitors availability of raw materials and nearness to the raw materials; this reduces the transportation
cost and thereby helps in profit maximizing. The greatest asset of the company is the presence of highly skilled
creative workforce. The main weaknesses seen in MCL are labour problem, upheaval in the price of raw materials,
less advertisement. The opportunities that are open to MCL include expansion of construction industry in India etc.
The threats that MRF faces are strong competition from international companies and droping down in the selling
price of vitrified day by day.

This inplant training was of great help, not only did it expose me to the corporate scenario and culture, but
also enabled to widen my horizon to a very large extend. It helped me to think as a professional in all aspects and
also helped me link management theory along with practice.

The theoretical aspects what was learnt in the course were all practically seen
and many such aspects were witnessed. This helped to understand the concepts
more clearly and was more towards implementation side.
The guide explained all the functions of different department. The workers also
helped a lot in collecting necessary information required for my project work. In
the duration of 20-25 days of study, I learnt things from the company. It was
really a nice experience to get the industrial training
The inplant training for duration 4 weeks has given me much needed industry
exposure that we all urge for, apart from learning the working process in the
organization, some valuable points are worth nothing of.
To manage an organisation as large as MCL which the management is
performing efficiently. The coordination and cooperation of new trends in their
functioning as indicators of their improvement in standards.