INTRODUCTION

Training is a specialized function and is one of the fundamental

operative function. Training is the art of increasing the skill and knowledge of
candidate to perform a job in an effective way. Training is a short term
educational process an utilizing a systematic and organized procedure by which
employee learns technical knowledge and skill of a definite purpose

 To help people to identify with organizational goals.

 To help create a better corporate image.

 To learn from the trainee.

 To provide information for further needs in all area of the

organization.

Institutional training gives good knowledge for every student. It gives a

practical knowledge about the company and products. Institutional training

tells the clear view of the process of company and also helps to learn about the

industrial discipline.

The Institutional training was done at Sun Pressing Private Limited. It is

located at K.Pudur. There are 501 to 1000 workers in this company. The
information and knowledge gain to through this training is valuable. The

company has various departments like Purchase, Quality, Marketing,

Finance, Human Resource.

OBJECTIVES OF THE TRAINING
To get practical knowledge about the company.

 To understand the organization structure and day to day company

activities.

 To enable students interface and get exposure to the dynamic of

applying theoretical knowledge to real industrial operations.

 To study in functioning of different departments in an organization

like Purchase, Quality Control, Marketing, Finance, Human
resource, MIS.

 To give suggestions for improving benefit of company.

INDUSTRIAL PROFILE

Development started as early as the 17th century with the invention of the
first steam-powered vehicle,[1] which led to the creation of the first steam-
powered automobile capable of human transportation, built by Nicolas-Joseph
Cugnot in 1769.[2][3] Inventors began to branch out at the start of the 19th
century, creating the de Rivas engine, one of the first internal combustion
engines,[4] and an early electric motor.[5] Samuel Brown later tested the first
industrially applied internal combustion engine in 1826.[6]
Development was hindered in the mid-19th century by a backlash against large
vehicles, yet progress continued on some internal combustion engines. The
engine evolved as engineers created two- and four-cycle combustion engines
and began using gasoline as fuel. Production vehicles began appearing in 1887,
when Carl Benz developed a petrol or gasoline-powered automobile and made
several identical copies.[7] Recent automobile production is marked by the Ford
Model T, created by the Ford Motor Company in 1908, which became the first
automobile to be mass-produced on a moving
automotive industry, all those companies and activities involved in the
manufacture of motor vehicles, including most components, such as engines
and bodies, but excluding tires, batteries, and fuel. The industry’s principal
products are passenger automobiles and light trucks, including pickups, vans,
and sport utility vehicles. Commercial vehicles (i.e., delivery trucks and large
transport trucks, often called semis), though important to the industry, are
secondary. The design of modern automotive vehicles is discussed in the
articles automobile, truck, bus, and motorcycle; automotive engines are
described in gasoline engine and diesel engine. The development of the
automobile is covered in transportation, history of: The rise of the automobile.

The history of the automobile industry, though brief compared with that of
many other industries, has exceptional interest because of its effects on history
from the 20th century. Although the automobile originated in Europe in the late
19th century, the United States completely dominated the world industry for
the first half of the 20th century through the invention of mass
production techniques. In the second half of the century the situation altered
sharply as western European countries and Japan became major producers and
exporters.
History

Although steam-powered road vehicles were produced earlier, the origins of

the automotive industry are rooted in the development of the gasoline engine in
the 1860s and ’70s, principally in France and Germany. By the beginning of
the 20th century, German and French manufacturers had been joined
by British, Italian, and American makers.

00:0203:45

Developments before World War I

Most early automobile companies were small shops, hundreds of which each
produced a few handmade cars, and nearly all of which abandoned the business
soon after going into it. The handful that survived into the era of large-scale
production had certain characteristics in common. First, they fell into one of
three well-defined categories: they were makers of bicycles, such as Opel in
Germany and Morris in Great Britain; builders of horse-drawn vehicles, such as
Durant and Studebaker in the United States; or, most frequently, machinery
manufacturers. The kinds of machinery included stationary gas engines
(Daimler of Germany, Lanchester of Britain, Olds of the United States), marine
engines (Vauxhall of Britain), machine tools (Leland of the United States),
sheep-shearing machinery (Wolseley of Britain), washing machines (Peerless
of the United States), sewing machines (White of the United States), and
woodworking and milling machinery (Panhard and Levassor of France). One
American company, Pierce, made birdcages, and another, Buick, made
plumbing fixtures, including the first enameled cast-iron bathtub. Two notable
exceptions to the general pattern were Rolls-Royce in Britain and Ford in the
United States, both of which were founded as carmakers by partners who
combined engineering talent and business skill.

In the United States almost all of the producers were assemblers who put
together components and parts that were manufactured by separate firms. The
assembly technique also lent itself to an advantageous method of financing. It
was possible to begin building motor vehicles with a minimal investment of
capital by buying parts on credit and selling the finished cars for cash; the cash
sale from manufacturer to dealer has been integral in the marketing of motor
vehicles in the United States ever since. European automotive firms of this
period tended to be more self-sufficient.

The pioneer automobile manufacturer not only had to solve the technical and
financial problems of getting into production but also had to make a basic
decision about what to produce. After the first success of the gasoline engine,
there was widespread experimentation with steam and electricity. For a brief
period the electric automobile actually enjoyed the greatest acceptance because
it was quiet and easy to operate, but the limitations imposed by battery capacity
proved competitively fatal. Especially popular with women, electric cars
remained in limited production well into the 1920s. One of the longest-
surviving makers, Detroit Electric Car Company, operated on a regular basis
through 1929.

The Automobile industry in India is one of the pioneers manufacturing

industries in Indian economy. Industries in this segment have become quality
conscious, so as to produce materials conforming to international standards.
524 companies are ISO 9001 certified, followed by 342 acquiring TS16949
certification, 154 are ISO 14001 certified, 81 are having QS 9000
certification, while 47 companies are OHSAS 18001 certificate.

The fortunes of the automotive components segment are linked to the

performance of the auto industry. The auto ancillary industry gives support to
sectors such as metals that includes steel, aluminium, copper and also to many
other machine tools, plastics, rubbers, polymers, glass, surface transport. As per
Indian Suppliers’ report, The automotive sector in India contributes to 5% of
the nation’s GDP and 17% of the indirect taxes as a result of which the
government last year charted a 10-year blueprint for the sector’s growth. This
envisages the automotive sector “output reaching a level of $145 billion
accounting for more than 10% of the GDP” by 2015.Indian auto industry has
evolved around three major clusters: Mumbai-Pune-Nasik-Aurangabad (west);
Chennai-Bangalore-Hosur (south); and Delhi-Gurgaon-Faridabad
(north).Export-oriented companies have formed base in the west/ south regions,
due to proximity to port.
Over the years Indian auto component companies have increased their
footprint in global markets and the exports have grown at ~17% p.a. in the last
six years to reach USD 4.4 billion in FY11. Significant number of auto
component manufacturers are focusing on global best practices like 5-S,
Kaizen, TQM, TPM, 6 Sigma etc. and in the process more companies are
getting recognized with quality certifications.

The auto components industry production can be divided on the basis of

its usage patterns across user segments. The broad classification would be auto
components produced for OEM, exports and after-markets. Further, within the
OEM demand, there is segregation based on vehicle segment types.
COMPANY PROFILE
Sun Pressing Private Limited is established during the year 2000. It is a Private
Sector and family promoted concern comes under companies Act 1956. Board
Of Directors are family members and Chairman of the company is Mr. D.
Danush kodi having in the field of steel business for the past 30 years and he is
expertise in the field of furniture and other allied industry concerns and his son
is Mr. D. Dhinesh Kumar is the Executive Director of the company and he is
looking after that day to day affairs of the company.

Nature of Business Manufacturer

Additional Business Supplier

Company CEO Dhinesh Dhanushkodi

Total Number of
501 to 1000 People
Employees

Year of Establishment 1971

Legal Status of Firm Limited Company (Ltd./Pvt.Ltd.)

Annual Turnover Rs. 50 - 100 Crore

Statutory Profile

GST No. 33AAFCS1727A1ZY

CIN No. U28910TN2000PTC046168

Memberships / Affiliations
An ISO 9001-2000 Certified Company.
 Logo

Slogan

a passion for precision

Services
Sun pressing Automotive services benefit the global automotive and
transport industries. Expertise helps clients with supply chain management, design,
materials research, regulatory compliance, performance , materials process ability,
quality control, failure analysis and more.

Clients include the entire automotive industry, such as raw materials suppliers,
engineering, OEM, Tier and components suppliers, manufacturing, final production
and assembly companies, and vehicle end-of-life service provides we improves the
performance, quality efficiency and safety of engines, electronics, power trains,
plastics and other major components and products used in the automotive industry.

Various services
Tool design

Fabrication

Press shop

Quality control
Final inspection

Clients

History of the organization

Sun Pressing Private Limited is established during the year 2000. It is a
Private Sector and family promoted concern comes under companies Act 1956. Board
Of Directors are family members and Chairman of the company is Mr. D. Danush
kodi having in the field of steel business for the past 30 years and he is expertise in
the field of furniture and other allied industry concerns and his son is Mr. D. Dhinesh
Kumar is the Executive Director of the company and he is looking after that day to
day affairs of the company.

Overview of the organization

Infrastructure:

Their infrastructure plays a pivotal role in the success of the company. They
have magnificent manufacturing unit and are committed to maintaining the highest
standards of quality. They possess one of the best infrastructures in the industry,
comprising experienced Man Power and huge space of work area and godowns and
own transportation system to serve to our customers with prompt delivery and strong
production unit. They have set up a state of the art plant and machinery, along with in-
house expertise, which gives us a competitive edge.

License & Rules Procedure:

In order to run the company it has to follow the following rules &regulation as
follows:

A. Register of Company:

The Company is to be registered by producing the Memorandum of

Association and Articles of Associations and give the information about Authorised
Capital. Board of Directors what are the powers of the Board and this has to be
incorporated in the Register of company after satisfaction of Register of Company the
company will be coming under the companies Act of 1956.

B. License:

Factory Act license, Pollution control License, Sales tax License are made
every year renewal has to be made regularly.

C. Factory Act:

The company must get the permission from the labour commissioner
regarding workers strength in the organization power from EB, and the factory layout
by product the evidence and to employ the labour license fees to be paid and
organization has to follow the environment condition of the labour by providing
canteen facilities ambulance and dining hall in case the labour strength is abnormal
and to follow the holiday procedure or otherwise management has to face a lot of
problems in the court of law under factories Act 1950.

D. ESI:

Coming under the Act 1948 read General Regulation Act 1950. If the industry
employee more than 9 person it will be covered by the Act and it has to be registered
and Employees will be protected if any accident injury Employee Contribution of
1.75% of the salary, Employer Contribution of 4.75% will be remitted on the behalf
of employee by the employer to ESI medical treatment for the family of the employee
will met by ESI.
F. Provident Fund:

The Act 1950 which is also applicable for the coverage of the employees the
contributions for the employee is 12% and it will be deducted from employees salary
management.

G. Employees:
There are three types of employee
a) Skilled
b) Semiskilled
c) Unskilled
To arrive the products men, material & machine and power were need. In case
of power failure power generators are used to compensate the power failure.

Under this company 300 employees are directly employed.

H. Contributions:

From the company every month and it is mandatory to pay these contributions
for welfare of the employees such ESI & PF. The above subject which was discussed
were the hurdles for the management and it was one side of the coin to face hardship
to run the industry and now the other side of coin is the product which they have been
manufacturing.
 Organizational chart

MANAGING DIRECTOR

EXECUTIVE DIRECTOR

MR MANAGER MANAGER MANAGER MANAGER MANAGER MANAGER

OPERATION QUALITY MAINTENANCE TOOL ROOM DESIGN STORES

DOCUMENTATION ENGINEER ENGINEER QA SUPERVISOR ENGINEER ENGINEER STORE

INCHARGE PRODUCTION TOOL ROOM DESIGN KEEPER

SUPERVISOR SUPERVISOR TECHNICIAN STORE ASSISTANT

PRESS INSPECTOR
OPERATOR
TOOL MAKER OPERATOR

HELPER VIEWER
HELPER

MANAGER MANAGER CUSTOMER

PURCHASE ADMINISTRATION FOLLOW UP

PURCHASE ASSISTANT SUPERVISOR

ASSISTANT INTERNAL
FOLLOW UP
PRODUCT PROFILE
The product were manufacturing for the customers are automobile components, oil
shell and pallets (packing of the material used to load in the container) and the
product is designed by the customer’s specifications and made of iron and steel sheets
called as C.R. and HR sheets, iron rods.

Manufacturer of pressed machined, fabrication components and sub assemblies for

automobiles and other engineering application as per customer specification.

The Automotive Components available with them are engineered in different

sizes, shapes and tolerances and are known for size accuracy, dimensional stability as
well as strength. Manufactured with acute precision our range includes chassis, panels
and covers that provide perfect fitting in diverse automotive applications.

They manufacture a comprehensive array of mounting that is used in diesel

generator, compressor, screen, blower, centrifuges, crusher, food processing,
hydraulic machineries, pumps, rotatory dryers and radar. These are manufactured
using premium grades of iron and steel section, sheet and plates that are sourced from
the certified vendors. They can also customize our range of mountings as per the
specifications provided by our clients.   The salient features of our range of mountings
include:

Our Oil Seals & O Rings Exhibit following salient attributes:

 Highly efficient

 Heat resistance

 Flexible

 Durable
LIST OF CUSTOMERS:

1) Sundaram industries ltd

2) Hi-tech aria ltd
3) Fenner India Ltd
4) TAFE Ltd
5) Ashok Leyland ltd
6) TVS Delphi ltd
7) Wheels India Ltd
8) Twinstar Metal Components ltd
9) Industrials Del Recombio India Pvt Ltd
10) Seguridad Industrial
11) Caucho Metals

Products
Human resource Department
Introduction

Human Resource Development (HRD) is the frame work for helping

employees develop their personal and organizational skills, knowledge, and
abilities. Human Resource Development includes such opportunities as
employee training, employee career development, performance and
development, coaching, mentoring, succession planning, key employee
identification, tuition assistance, and organization development.
47
The focus of all aspects of Human Resource Development is on developing
the most superior workforce so that the organization and individual employees
can accomplish their work goals in service to customers.
Human Resources Process

Human resources are 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'.

Recruitment and Selection

In Sun Pressing there are two sources of recruitment:

 Internal sources
 External sources
Internal sources:

In replacement the existing employee will be replaced by another

employee in the same company for better performance than given by
existing employee.
 In movement the employees will be moved for the job in the
company at different places of the company branches.

External sources:

In external sources HR department will give out a form to other

departments regarding their needs for the employees in each department.
The head of the department have to fill up the forms according to the
need of the organization.

The HR department will collect the forms and then according to the
qualification needed they advertise through various media like
newspaper, internet etc. The candidates who have the qualification
specified for the particular job can apply for it. For further references the
candidate need can be clarified through the telecom numbers given to
them.

The application which is reached to the company will be valued

then according to their satisfaction they will call upon the candidates for
the interview. Day and the timing will be mentioned to the candidates
regarding to the interview.

Interview will be held to the candidate with the HR department

head and the particular department head who are in need of employees.
Interview will be held and when both of the head are satisfied then the
candidate will be appointed.

Candidates at the beginning stage will be given training regarding

their work. After a period of 20 to 30 days of training they will start
working in the organization as other employees.
Training

For Executives:

 Training needs identification

 Pre training discussions
 Training feed back forms
 Post training discussions
 Training Evaluations
For Operators:

 Skill level identification.

 Skill Mapping
 Training & Multi-skilling
 Job Rotation
Other Practices:

 Position description for all levels

 Car Allowance, Furniture Allowance, Magazine Allowance etc for
Senior Managers
 Intranet – to become paperless office.
 Flexi working timing for Officers, Engineers and above category of
employees.

Workforce personnel data management

HR department will keep all the details regarding each employee

such as their name, employee code number, their qualification, salary
given to them, their attendance record etc. working in the organization.
So that they can review the records of the employee when they are in
need.

Performance Appraisal:

At Sun pressing, we fundamentally believe in fostering and

promoting a performance base culture. To this end, we have a
Performance Appraisal System that tracks each “staff level and above”
employee's performance on a quarterly and yearly basis. The performance
appraisal system allows the company to focus on achieving targets and
company objectives through individual performance. It creates a forum
for dialogue between managers and their direct reports to recognize foster
and applaud performance and additionally provide an employee with
constructive feedback on the areas that they need to strengthen.  

Performance and meeting targets is not just about getting the job
done, but also about how to get the job done. To this end, Sun Pressing
focuses on a set of qualities within the company which have been defined
and reflected in the Performance Appraisal System as:

 Excellence

 Leadership

 Goal Obsession

 Integrity

Appraisal:

 Targets are fixed in the Starting of the Financial years for result
 Targets are reviewed once in six months
 Evaluation is also done for behaviour part.
POLICIES FOLLOWED:

LEAVE POLICY

To inform all employees of the Company, regarding. The current

rules on the types of leave and their eligibility. Administration and
Accounting of leave. Guidelines for Applicants, Granting Authorities and
Admin Authorities. The leave rules are subject to change from time to
time, in accordance with the Company’s business objectives.

Leave Types:

 Annual Leave

 Sick Leave

 Compensatory Off

 Emergency Leave

 Maternity Leave

 National & Festival Holidays.

Annual Leave:

 for personal exigencies

 If worked 240 days  24 days leave

  If not worked  days leave

 During annual leave holidays and week off days will not be
counted.

 Accumulated annual leave will be encased at end of financial year

 Prior sanctioning from HOD.

Sick Leave:

 To provide rest

 12 days leave (except “the employee state insurance act”)

 Certificate from registered medical practitioner

 Minimum period 1 day and maximum 60 days

 Availed by application from employee and approval from HOD

 If uninformed  absent

 If physically able pass the message to HR dept through

email/telegram/fax/telephone on same day.

Compensatory Leave:

 To provide leave for extra work (OT, holidays)

 Bands IC3 to M1C  eligible.

  M2A and above  not eligible.

 5 extra hrs  1/2 day compensatory off

 8 hours  1 day off

 Accumulation if any is given at the end of financial year

 HRD dept is responsible.

Emergency Leave:

 To neutralize the loss due to unfortunate situation after using his

eligible leave

 If accumulated leave less than 5 days then 5 days can be given

 Can apply through online

 If employee is able can inform through fax/email/phone to HR dept

if not pass through someone else

 If fail to inform than considered as absent.

Maternity Leave:

 12 weeks(Maternity Benefit Act ,1961)

National & Festival Holidays:

 All employees are eligible

Attendance Policy
 To provide a framework of employees work timings, process to be
followed for Regularizing the attendance and flexible working
methodology for employees who are in the category of
Officers / Engineers and above
Eligibility: Officers/engineers and above.

Non Eligibility:

 Cashier/maintenance engineer/telephone operator/reliability

inspector
 trainees /Functional head/reporting manager/immediate reporting
head and HR dept

Gift Policy

Employees are likely to be offered gifts or mementos on various

occasions. The Organization generally discourages employees from
receiving any kind of gifts from Suppliers or customers in the normal
course of business. This policy is meant to explain the guidelines that
should be used to deal with such situations.

Employee Referral Policy

To establish an internal talent acquisition channel by involving our

employees in developing a stronger human capital base for the
organization. Besides acting as a cost saving measure this will also
enhance the employees’ sense of participation in organizational
processes.

Work Station Policy

 To elucidate on the workstation facilities offered to employees in
different bands across functions operating from different towns and cities
of operation in India. A workstation is provided to employees only to
facilitate their work.

Yearly Medic-claim Policy

To provide regular medical check ups as a proactive measure; for

the good health of our Employees

Mobile Phone Policy

To enable employees conduct business efficiently and be

accessible. To implement a communication policy that is cost effective
and that ensures expedient sending and receiving of information.

Personal Accident Insurance Policy

This policy aims to provide monetary benefits to employees of

permanent and temporary disablement due to any accident either inside or
outside the factory.

Entry& Exit barriers

Entry barriers Our Organisation should not recruit a fresher and

we are expecting minimum 2 years of experience.

Exit barriers employee want to quit the job means they have to
give a notice to the organization before 3 months otherwise they need to
pay money.

Statutory and Non- Statutory Welfare

Statutory Welfare Schemes

The statutory welfare schemes include the following provisions:

1. Drinking Water: At all the working places safe hygienic drinking

water should be provided.
2. Facilities for sitting: In every organization, especially factories,
suitable seating arrangements are to be provided.
3. First aid appliances: First aid appliances are to be provided and
should be readily assessable so that in case of any minor accident
initial medication can be provided to the needed employee.
4. Latrines and Urinals: A sufficient number of latrines and urinals
are to be provided in the office and factory premises and are also to
be maintained in a neat and clean condition.
5. Canteen facilities: Cafeteria or canteens are to be provided by the
employer so as to provide hygienic and nutritious food to the
employees.
6. Spittoons: In every work place, such as ware houses, store places,
in the dock area and office premises spittoons are to be provided in
convenient places and same are to be maintained in a hygienic
condition.
7. Lighting: Proper and sufficient lights are to be provided for
employees so that they can work safely during the night shifts
8. Washing places: Adequate washing places such as bathrooms,
wash basins with tap and tap on the stand pipe are provided in the
port area in the vicinity of the work places.
9. Changing rooms: Adequate changing rooms are to be provided for
workers to change their cloth in the factory area and office
premises. Adequate lockers are also provided to the workers to
keep their clothes and belongings.
 10.Rest rooms: Adequate numbers of restrooms are provided to the
workers with provisions of water supply, wash basins, toilets,
bathrooms, etc.

Non Statutory Schemes

Many non statutory welfare schemes may include the following schemes:

1. Personal Health Care (Regular Medical Check-Ups): Some of

the companies provide the facility for extensive health check-up
2. Flexi-time: The main objective of the flex time policy is to provide
opportunity to employees to work with flexible working schedules.
Flexible work schedules are initiated by employees and approved
by management to meet business commitments while supporting
employee personal life needs
3. Maternity & Adoption Leave: Employees can avail maternity or
adoption leaves. Paternity leave policies have also been introduced
by various companies.
4. Medic-claim Insurance Scheme: This insurance scheme provides
adequate insurance coverage of employees for expenses related to
hospitalization due to illness, disease or injury.
5. Employee Referral Scheme: Employee referral scheme is
implemented to encourage employees to refer friends and relatives
for employment in the organization.

Benefits

In Sun Pressing the various other benefits are

1. Canteen Facilities – The Whole organisation is provided

with lunch and tea for the whole day. The food served is healthy
which cost just 40% of the total cost.
 2. Uniform – The entire employee have the same color uniform
which cost about Rs.200.
3. Extra performance pay is given to each employee.
General HR Practices Followed in Sun Pressing:

 Birthday – Greeting Signed by MD, Bouquet by HR Head, and the

name would be displayed on notice board.
 Uniform – Two sets per annum with shoes
 Regular Medical Check ups
Compensations Provided:

 Salary best in industry comparable with multinational companies

 Internally Calculated DA
 Salary Based on cost
 Cost of Social Esteem.
 Cost of Retirement
 Subsidized Canteen Facility
 Breakfast, Lunch, Dinner & Tea
 60% Subsidy

Human resource department structure

HR Department Structure:
H
R
I
D
M
G
A
E T
C
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D
H
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R
D
O
&
L R

Purchase department

Introduction
 Purchasing refers to a business or organization attempting to
acquire goods or services to accomplish the goals of the enterprise.
Though there are several organizations that attempt to set standards in the
purchasing process, processes can vary greatly between organizations.
Typically the word “purchasing” is not used interchangeably with the
word “procurement”, since procurement typically includes Expediting,
Supplier Quality, and Traffic and Logistics (T&L) in addition to
Purchasing.
Purchase Department Structure

A
N
Y
D
E
.
R
S
M
M
G
D
G
A
E
N
-
R
E
T
A
M
E
T
A
M
S
L
A
S
L
A

Various Steps in Purchasing Department

PURCHASE REQUEST

↕
 SELECTION OF COMPANIES FOR

ESTIMATE SUBMISSION

↕
ESTIMATE REQUEST

↕
SUBMISSION ESTIMATE

↕
NEGOTIATION

↕
CONTRACT CONCLUSION

↕
DELIVERY AND INSPECTION

↕
PAYMENT

Purchase Request

The Specification and number/quantity and delivery of equipment

devices and materials are determined by the department(s) that will be
using the product(s) or materials. The Purchase request submitted by
the/these department(s)

Selection of Companies for Estimate Submission

Suppliers are selected from the files of “Companies with

Previously Established Business Relationships”, “Companies from Which
Estimates Can Be Requested” and “Products and Suppliers”.

Selection is made by comprehensively evaluating such factors as

the quality and performance of the equipment, devices(s) or materials to
be purchased, compatibility with existing facilities, degree of reliability,
product requirements including safety, delivery time, the scale of the
order, after-sale service and the company’s previous business record.
However, only one company may be specified for estimate submission in
such special cases as those concerned with industrial property rights,
those requiring maximum levels of safety that only one specific supplier
can ensure, cases where only one specific supplier can assure
compatibility with existing facilities, or in case of urgency.

Estimate Request

As a rule, when requesting an estimate from a company that it

has selected, Sun Pressing will set out a specification from listing Sun
Pressing requirements in respects of quality, performance standard, size,
inspection and methods of inspection. The selected companies will be
asked to submit cost estimate and specification to Sun Pressing prior to a
specified date.

Submission Estimate

Specification sheets submitted by potential suppliers at their own

expense are checked by the Purchasing Department and the department(s)
that will be using the product(s), in order to determine whether the
required standards are met by the product(s). All products must pass this
examination. During this process, Sun Pressing may request additions or
changes to the specifications.

Negotiation

After valid cost estimates and specifications have been

comprehensively evaluated in respect of price, technical requirements,
etc. Sun Pressing will commence negotiation with the company with the
most attractive proposal to discuss the amount of the contract and other
terms and conditions. The selection of such a company shall be made by
Sun Pressing at its sole discretion. Contract terms and conditions will be
decided upon mutual agreement.

Contract Conclusion

The business will be established upon conclusion of a contract, in

the form of a written document if necessary. The obligations and
liabilities of Sun Pressing arise only when such contract is concluded.

Delivery and Inspection

Delivery dates specified in the contract must be strictly observed.

Precise details of the delivery schedule will be agreed between the
supplier and the relevant department(s) of Sun Pressing. Delivered
equipment, device(s) or materials must pass inspections conducted by the
relevant department(s) of Sun Pressing. When deemed significant, an
interim inspection may be conducted during the manufacturing process.

Payment
 Payment will be made according to the payment terms specified in
the contract.

Management Information system

 Information system is very important in every organization. It directly
support both the operation and management of the business function of
Accounting finance, Human Resource management, Marketing,
production, operation management.

3.5.1 Role of MIS department

.
i. .The system ensures that an appropriate data is collected from the
various sources, processed, and sent further to all the needy
destinations.
ii. The system is expected to fulfill information needs of an
individual, a group of individuals, the management functionaries;
the managers and the top management.
iii. The MIS satisfies the diverse needs through a variety of systems
such as Query Systems, Analysis Systems, Modeling Systems
and Decision Support Systems
iv. The MIS helps in Strategic Planning, Management Control
Operational Control and Transaction Processing.
v. The MIS helps the  management personnel by providing
the operational data for planning, scheduling and control, and helps
them further in decision making at the operations level to correct
an out of control situation.
vi. The MIS helps the middle management in short term planning,
target setting and controlling the business functions. It is supported
by the use of the management tools of planning and control.
vii. The MIS helps the top management in goal setting, strategic
planning and evolving the business plans and their implementation.
viii. The MIS plays the role of information generation, communication
problems and helps in the process of decision making. The MIS,
 therefore, plays a vital role in the management, administration and
operations of an organization.

3.5.2 Objectives

Information is collected from all the departments.

3.5.3 Importance

i. Management Information Systems (MIS) not only include

software systems, but the entire set of business processes and
resources that are used to pull together information from
functional or tactical systems.
ii. Data is then presented in a user-friendly and timely manner so
that mid and upper-level managers can use it to take the right
actions.
iii. The entire system is designed so that the company will meet its
strategic and tactical goals

3.5.4 Functions in sun pressing private limited

The following functions are

i. The computer section can prepare income and expenditure

account in the system
.
ii. The salary bills and other bills can be prepared by this
department

iii. MIS collects the statistical data

iv. National growth broad prepares weekly and monthly report and
it submit to all departments
v. Monthly improvement report is prepared to send the meeting

Quality Control department

Quality policy
Sun pressing private limited, are committed to customer
satisfaction by manufacturing pressed, machined fabricated components
and sub-assemblies for automobile and other engineering applications as
per customer specified needs with consistent quality ,on-time delivery
and continually improving the effectiveness in line with the ISO 9001-
2000 quality management system requirements.

And meanwhile company together its actions towards

achieving ISO-TS 16949 QMS certification. Sun pressing private limited
will achieve the above policy through function -wise objectives with
measurable targets

Our organization, Sun pressing private limited, shall

establish, document, implement, and maintain a quality management
system and continually improve its effectiveness in accordance with the
requirements of this International Standard.

i. Identify the processes needed for the quality management

system and their application throughout the organization,
ii. Determine the sequence and interaction of these processes,
iii. Determine criteria and methods needed to ensure that both
the operation and control of these processes are effective,
iv. Ensure the availability of resources and information
necessary to support the operation and monitoring of these
processes,
v. Monitor, measure, and analyze these processes, and
implement actions necessary to achieve planned results and
continual improvement of these processes.
3.2.2 Role of quality department:
i. Quality department in sun pressing is to promote and build quality
within all department of the organization. This is in a broad sense.
ii. Quality department must help in building systems in place so that
they work and communicate effectively about product requirement,
performance, and testing and be able to identify non conformity
and work with other departments to put in place a effective
corrective action and follow-up on its application
iii. Training the manufacturing group can be another role must be
complimentary with manufacturing and must not become a
policing task.

3.2.3 Functions of quality department in sun pressing:

a. Identify Organizational Goals

The process of quality management starts by defining how employee’s

jobs are tied to organizations goals. Employees need to know the
organization’s mission, vision, values, how they relate to the company
and their role in it. All new employees should receive a thorough
orientation with regards to the company vision, mission, values and goals.
Knowing their individual goals and how it relates to the organization
goals is the first step in the process of quality management

b. Identify Critical Success Factors

The factors that make an organization’s quality management

system successful should be identified. These factors can be a well-
designed production process, great product, technical support, customer
support, financial security, or employee satisfaction. Make a list of the
primary factors that influence the process of quality management and
continuously and consistently manage those factors.

c. Identify Internal and External Customers

Identify the key groups of customers that make your quality management
system work. Knowing these customers and their needs can help to
develop programs and services for these people. Often customers are
vendors, suppliers, employees, volunteers or direct customers.

d. Customer Feedback

Customer feedback is essential in the process of quality management.

Consistent customer feedback enables organizations to detect and solve
quality problems before it become a serious issue. Customer feedback
could be obtained through regular customer surveys, by phone, email,
focus groups or in person. Calling customers after they buy a product or
use a service is an easy feedback mechanism to determine customer
satisfaction. Another method to consider is in-person surveys directly
after the work or product is delivered. An important method of
monitoring customer satisfaction (dissatisfaction) is to review customer
complaints and returned products. Whatever method organization use, the
objective is continuous feedback to ensure a successful process of quality
management.

e. Implement Continuous Improvements

Quality management is synonymous with continuous improvement. The

results or information gleamed from an organization’s survey or other
customer feedback tools must now be used to make the necessary
changes to the quality management process. This could entail more
leadership development, customer service training, higher levels of
staffing, corrections to the production process, changes to the product or
service you manufacture or deliver, etc.

The essential factor is to study the feedback received and uses it to

continuously improve the organizations processes in delivering the
products and services it sells to its customers.

f. Select Quality Management Software

Select quality management software that not only helps to implement a

quality management process, but also helps to maintain and improve the
process.

g. Measure Results

Measure the results. Though there may be many reasons for

implementing a process of quality management, one of the main reasons
is to ensure your organization executes on its goals. When an
organization does not reach its goals, it is difficult to show a positive ROI
and the existence of the organization is brought into question. Right from
the first moment make sure that there are measurable goals and everyone
involved knows what needs to be achieved. When they are not achieved
make sure everyone is clear on what required corrective action is
necessary to ensure the goals are achieved.

3.2.4 Quality control

All the moulds are thoroughly tested with the simulating
operating conditions before delivery for production. Tested by the latest
equipment and recorded with all the relative data, the moulds are proved
that all the construction and mechanism can by well operated.
 All the documents of moulds such as the mould drawing, CD,
mould testing reports together with the final injected shots are products
together with the spares as whole complete package, which makes sure all
reference dates are collected and delivered to the customers as production
guidance.

Quality Control is process by which entities review the quality of

all factors involved in production. This approach places an emphasis on
three aspects:

i. Elements such as controls, job management, defined and

well managed processes, performance, and integrity
criteria, and identification of records.

ii. Competence, such as knowledge, skills, experience, and

qualifications.

iii. Soft elements, such as personnel integrity, confidence,

organizational culture, motivation, team spirit, and quality
relationships.

The quality of the outputs is at risk if any of these three aspects

is deficient in any way.
 All the mounds are thoroughly tested with the simulating
operating conditions before delivery for production .Tested by the latest
equipment and recorded with all relative data, the mounds are proved that
all the construction and mechanism can by well operated

Total Quality Control

Total Quality Control is the most important inspection

control of all in cases where, despite statistical quality control techniques
or quality improvements implemented, sales decrease. If the original
specification does not reflect the correct quality requirements, quality
cannot be inspected or manufactured into the product. For instance, the
parameters for a pressure vessel should include not only the material and
dimensions, but also operating, environmental, safety, reliability and
maintainability requirements.

Quality control in project management

In project management, quality control requires the

project manager and the project team to inspect the accomplished work to
ensure that it’s aligned with the project scope.

3.2.5 Total productive maintenance in sun pressing

This vision will be met by

i. Total customer satisfaction through highest quality at

lowest cost and speed in delivery.
 ii. Establishing a maintenance system for the entire life of
the equipment.

iii. Maximizing the overall plant effectiveness.

iv. Total employee involvement.

v. Continuous improvement towards Zero Defects, Zero

Wastage, Zero Breakdown.

vi. Creating a clean and sage working environment.

In process quality control

The quality control systems adopted in procurement,

production, marketing and delivery form the backbone of Sun Pressing
Automobile Components success story today. For required quality
standards in manufacturing and core making, melting, pouring, metal
analysis, welding, machining, painting, casting inspection and delivery.

Casting quality

Dimensional inspection is carried out as per inspection plan

using sophisticated testing equipment.