Chapter I

CHAPTER l
1.1 INTRODUCTION

1.2 INTRODUCTION:

Forging is a manufacturing process involving the shaping of a metal through

hammering, pressing, or rolling. These compressive forces are delivered with a hammer or die.
Forging is often categorized according to the temperature at which it is performed—cold,
warm, or hot forging.

A wide range of metals can be forged. Typical metals used in forging include carbon
steel, alloy steel, and stainless steel. Very soft metals such as aluminum, brass, and
copper can also be forged. The forging process can produce parts with superb mechanical
properties with minimum waste. The basic concept is that the original metal is plastically
deformed to the desired geometric shape—giving it higher fatigue resistance and strength. The
process is economically sound with the ability to mass produce parts, and achieve specific
mechanical properties in the finished product.Metal shaped by forging machine

Forging has been practiced by smiths for thousands of years. At first, bronze and copper
were the most common forged metals, in the Bronze Age: later, as the ability to control
temperature and the process of smelting iron was discovered, iron became the primary forged
metal. Traditional products include kitchenware, hardware, hand tools, and edged weapons.
The Industrial Revolution allowed forging to become a more efficient, mass-production process.
Since then, forging has evolved along with advances in equipment, robotics, electronic controls,
and automation. Forging is now a worldwide industry with modern forging facilities producing
high-quality metal parts in a vast array of sizes, shapes, materials, and finishes.
1.1.1 INTRODUCTION TO THE STUDY:
Internship training is exercise for the students who are undergoing MBA
program. The objective of the study is to make the student familiar to the current
industrial scenario. It provides the student with the first-hand idea on the general
working of an organization. The student gets an environment where they can actualize
the knowledge has acquired in the curriculum. The exercise is an opportunity for the
student to understand the organizational structure, the major department, flow of
information and various other functions in an organization.

1.1.2 OBJECTIVE OF THE STUDY

• To know the organization structure of the company
• To learn and understand vision and goals
• To understand the company strength, weakness, opportunities, threads
• To understand the financial strength of the company
• To acquire the knowledge about the organization setup of MM Forgings Ltd
• To know about the financial as well as managerial aspects of the company • To know
about the production of the company

1.1.3 Scope of study:

Study of Various Factors Related to Quality in Forgings industry. It is the working of metal into
a useful shape by hammering or pressing. Quality product is very important because customers
satisfaction is derived from quality of products and service rendered. Moreover stiff
competition in the national and international levels demand better quality of product and
service.

1.2 ABOUT THE INDUSTRY:

40 year closed in die hot forgings industry Founded on the tradition and
philosophy of steadfast commitment to achieving “Total Customer Satisfaction” through
 excellent quality, on time deliveries and competitive pricing, the Company has grown
steadily in strength and stature to attain its present recognition of being one of the
largest exporter of forgings in India in its product range and has created a niche in the
global market. With its presence pan India and near to the customers, MMF is placing
itself as a one stop shop for the closed die forgings needs of both domestic and
international customers. “Forging Excellence” – in terms of quality of products and
relationship with stake holders is the theme of the company.

1.3 ABOUT THE COMPANY:

1.3.1CHAIRMAN PROFILE:
Mr . k . Srinivasan is chairman of MM Forgings .He is presently the Vice Chairman and Managing
Director of India Cements Limited, a major corporate entity in the South, with a turnover of
around Rs.2,000 crores whose activities span Cement, Sugar, Trading and Finance .

1.3.2 HISTORY OF OORGANISATION:

MM Forgings Company History Incorporated in 1946 Madras Motors Pvt Ltd the
company went public in 1975. Originally dealing in imported motorcycles it later
diversified to establish steel forging plants. The company changed to its present name M M
Forgings on 1 Apr.’93. It was promoted by S E Krishnan and S R Subramanian.The
company manufactures carbon and alloy steel forgings – with individual forging pieces
weighing between 15 kg and 60 kg – at its two forging units at Singampunari , Madurai
district and Viralimalai Trichy district (combined capacity : 15000 tpa) both in
Tamilnadu. The company' products form important inputs for various critical components
in the’automobile tractor earth-moving power material handling oil railway and core
engineering industries. The company’s clientele includes Ashok Leyland BEML BHEL
Audco Valves and Tractor Engineers. During 1994-95 the company has been accredited
with the ISO 9002 certificate.
1.3.3 MISSION:
Our Mission Is to Make It Easy for Buyers and Manufacturers to Discover Each
Other and Build Relatcertificate

1.3.4 VISION:

To represent the world centre of excellence in the forge industry. All the goals that
Top Management achieve at an economic and social level aim to pursue this vision, also
exploiting the ideals and values that characterise the company.

1.3.5 COMPANY PROFILE

Title Description
Company name MM Forgings
Company managing director Vidyashankar krishnan
Founder year 1946
Entity type Partnership
Nature of business Manufacturing
Additional business Retail, export ,etc.,
Annual turnover 2.6 crores
Location Budakudi village, Pudukkottai districts,viralimalai,
Tamil nadu- 621316
Products Car passenger spare parts, commercial vehicles,
automobile wheel ,
Agriculture, high pressure value.
No of employee 80-110
D-U-N-S no 862244071
Email ID www.mmforgings.com
1.3.6 ORGANISATION CHART:

1.3.7 PRODUCT :
• Passenger car
• Commercial vehicles
• Agriculture
• High pressure values

Passenger car part

 Forged camshafts, pinions, gears, and rocker arms offer ease of selective
hardening as well as strength. Wheel spindles, kingpins, axle beams and shafts, torsion
bars, ball studs, idler arms, pitman arms, steering arms, and linkages for passenger
cars, buses, and trucks typify applications requiring extra strength and toughness.

Commercial vehicles

Vehicle aerodynamics play a huge part in vehicle efficiency.  Great aerodynamics

lead to fuel efficiency and operational cost savings. By using a fully bonded system it
means that lightweight deflectors and cappings can be used; further increasing vehicle
efficiency.
DROP FORGING PROCESS
Drop forging gets its name from the process of dropping a hammer onto the
metal to mold it into the shape of the die. The die is the surface that comes into contact
with the metal. There are two types of drop forging: open-die and closed-die forging.
Dies are typically flat in shape with some having distinctively shaped surfaces for
specialized operations.

OPEN DIE FORGING PROCESS

When flat dies that have no precut profiles engage in forging, the forge process
is called open die forging (or smith forging). The open design allows the metal to flow
everywhere except where it touches the die. To achieve maximum results, correct
movement of the workpiece, which should be over 200,000 lbs. in weight and 80 feet
long, is essential. It is useful for short-run art smithing or for shaping ingots prior to
secondary shaping measures. Open die forging creates pieces with better fatigue
resistance and strength and reduces the chance of error or holes. It can also be used
for a finer grain size than other processes. 

CLOSED DIE FORGING PROCESS

Closed die forging, sometimes called impression die forging, employs the use of
molds. These molds are attached to an anvil while a hammer forces molten metal to
flow into the cavities of the die. Multiple strikes and/or die cavities are often used when
forging complex geometries. High initial tooling costs make closed die forging expensive
for short-run operations, but the forging process becomes cost-effective as parts
produced increases. Closed die forging also provides exceptional strength over
alternative methods. Common applications of closed die forging include the production
of automobile components and hardware tools.
PRESS FORGING PROCESS

In press forging, the main forming factor is compression. The metal sits on a stationary
die while a compression die applies continuous pressure, achieving the desired shape.
The metal's contact time with the dies is considerably longer than other types of forging,
but the forging process benefits from being able to simultaneously deform the entire
product, as opposed to a localized section. Another benefit of press forging is the ability
of the manufacturer to monitor and control the specific compression rate. Applications of
press forging are numerous, as there are relatively no limits to the size of product that
can be created. Press forging can be hot or cold forged. 
ROLL FORGING PROCESS
Roll forging is the process of increasing rods or wires in length. The manufacturer
places heated metal bars between two cylindrical rolls with grooves, which rotate and
apply progressive pressure to shape the metal. The precisely shaped geometry of these
grooves forges the metal part to the desired shape. The benefits of this forging method
include the elimination of flashing and a favorable grain structure. While roll forging uses
rolls to produce parts and components, it is still considered a metal forging process and
not a rolling process. Roll forging is frequently used to make parts for the automotive
industry. It is also used to forge things like knives and hand tools.

UPSET FORGING PROCESS

Upset forging is a forging process that increases the diameter of the metal
through compression. Crank presses, a particular high-speed machine, are used in
upset forging processes. Crank presses are characteristically set on a horizontal plane
to improve efficiency and the quick metal exchange from one station to the next. Vertical
crank presses or hydraulic presses are also used. The advantages of this process are
that it enables a high production rate of up to 4500 parts per hour and full automation is
possible. It also produces little to no waste

ISOTHERMAL FORGING PROCESS

Isothermal forging is a forging process where the materials and the die are heated
to the same temperature. The name comes from “iso” which means "equal." This
forging method is commonly used for forging aluminium, which has a lower forging
temperature than other metals such as steel. Forging temperatures for aluminum are
around 430 °C, while steels and super alloys can be 930 to 1,260 °C. The benefits are8
the near net shapes lead to lower machining requirements and, therefore, lower scrap
rates, and the metal part is highly reproducible. Another advantage is that smaller
machines can be used to make the forging due to the lower heat loss. A few
disadvantages are the higher die material costs to handle temperatures and pressures
and the required uniform heating systems. It also has a low production rate.
HOT FORGING

Hot forging requires the metal to be heated above its recrystallization

temperature. This can mean heating metals up to 2,300 degrees Fahrenheit. The main
benefit of hot forging is the decrease in energy required to form the metal properly. This
is because excessive heat decreases yield strength and improves ductility. Hot forged
products also benefit from the elimination of chemical inconsistencies.

COLD FORGING

Cold forging typically refers to forging a metal at room temperature, though any

below recrystallization is possible. Many metals, such as steel high in carbon, are
simply too strong for cold forging. Despite this hindrance, cold forging does edge out its
warmer equivalent when it comes to standards of dimensional control, product
uniformity, surface finish, and contamination. Cold forging encompasses numerous
forging techniques, including bending, extruding, cold drawing, coining, and cold
heading. However, this increased versatility comes at a cost, because cold forging
requires more powerful equipment and may call for thees use of intermediate an
nuneals.
Chapter II
 CHAPTER ll
Functional Areas

2.1 FUNCTIONAL AREAS:

A functional area is a department or group of personnel tasked with a

specific organizational function. Typically, functional departments comprise teams
of employees with similar skills and expertise. These departments allow
organizations to integrate activities and tasks with similar logic and protocols.
Businesses structure their functional areas depending on the organization's size
and the nature of the market. Most companies have functional areas such as
finance and marketing at the basic level. However, larger companies have
additional functional areas .

2.2 THE PURPOSES OF FUNCTIONAL AREAS

The main purpose of functional areas is to ensure that all-important business
activities are carried out efficiently. This is essential if the business is to achieve its
aims and objectives.

• Sales and marketing will be involved in achieving targets linked to developing

new markets or increasing sales.
• Human resources will be involved in arranging staff training activities and
supporting the continuous professional development of all staff.
• Finance will be expected to monitor and support aims and objectives linked
to keeping costs low to improve profitability.
• Production will be set targets relating to quality or meeting planned
production schedules.
2.3 FUNCTIONAL DEPARTMENT
Businesses often split their work into different departments or functional

areas. Each of these functional areas will have specific tasks to complete. The main

functional areas are:

 • Marketing
• Human resources
• Operations
• Finance
2.3.1 MARKETING DEPARTMENT
1 Research
2 Product
3 Distribution
4 Management
5 Sales promotion

 1.RESEARCH
In the research stage, marketers uncover consumer behaviours and

practices. The goal is to figure out who will buy what and when. For example, a

pair of boots made from a leather alternative. 

• Conducting surveys and asking questions

• Running focus groups
• Sampling competitor products
• Writing up reports
• Communicating findings
2.PRODUCT
This involves planning for new products and analysing existing ones to

find out if there is still a market for them. When adding a new product, marketers
draw on their research to plan for how they can bring something new to what's

already out there.

• analysing research findings

• coming up with ideas
• developing marketing plans
• presenting marketing strategies
• taking on and giving feedback

3.DISTRIBUTION
Distribution is all about the selling of the products. A lot of work goes into

deciding on pricing, where to sell it, how many items need manufacturing and how

many varieties there are. For example, going back to the new pair of boots - the

company needs contracts to stock them in shoe shops. 

• making and maintaining contacts

• negotiating contracts
• managing a budget
• reporting on sales performance
• writing sales plans
4. MANAGEMENT
This focuses on managing both the marketing department's activities and

the people in it. Depending on the size and structure of the company, there might

be several managers or a mixture of team leaders and managers. Management

handles recruitment, overseeing day-to-day activity, providing sign off for plans

and feedback on work. 

• recruiting new staff members

• managing teams
• supporting career development
 • providing reports to upper management
• making decisions
5.SALES PROMOTION
This area of marketing is all about promoting the products to help them
sell. There are several methods of sales promotion, including advertisements,
social media, email marketing, online content, reviews and events.

2.3.2Key marketing department responsibilities

marketing activities can vary widely, companies often run the risk of

the marketing department becoming a catch-all for tasks that don’t

necessarily have another place to land. However, in a company with a well-

defined marketing department structure, the functions of the marketing

department will most likely include, but aren’t limited to, the following:

OUTLINING MARKET STRATEGY: 

The head of the marketing department, whether the chief

marketing officer or the vice president for marketing, will work with

senior marketing staff to set the marketing strategy for the company.

The marketing strategy will then provide direction to other members of

the marketing team who will carry out the relevant tasks. 
ORGANIZING MARKET RESEARCH: 

Market research can be conducted in-house, where members of the

marketing team conduct surveys and analyze industry data to ascertain which

segments of the market should be targeted. Market research can also involve

marketing team members directly speaking to customers or potential

customers or holding focus groups. Finally, market research is sometimes

conducted by a third party, and the marketing department would be

responsible for analyzing this information and making market decisions based

upon it. 

ASSISTING WITH PRODUCT DEVELOPMENT: 

Because marketing teams have an intimate understanding of the target

market, potential customer base, and competitor offerings, they often assist

the product development department. The marketing department will be able

to inform product designers about gaps in the market and will be able to relay

feedback from customers. 

STRATEGIZING AND SPEARHEADING PROMOTION: 

 Promotion is one of the elements most people would assume that a

marketing department handles, and they would be correct. Strategizing and

spearheading promotional opportunities — whether digital, print, pay-per-

click, or earned media — is an integral part of a marketing department’s

responsibilities. 

MANAGING AND PLANNING EVENTS:

The remit of most marketing departments is the planning and

management of a range of events, from webinars designed to generate leads

to product launches that will garner publicity. 

SUPPORTING SALES AND DISTRIBUTION TEAMS: 

Marketing departments don’t carry out their work in a vacuum. Instead,

everything they do affects other parts of the company. One of the key

responsibilities of a marketing department is to support sales and distribution

teams in order to ensure these areas are prepared for the marketing activity

they plan and execute. This might mean prepping the distribution team ahead

of a planned promotional activity, checking inventory before coordinating a

marketing campaign around.

2.3.2 HUMAN RESOURCES DEPARTMENT

The internal structure of HR can be defined with units or departments

corresponding to its main functions:
 
• Administration

• Recruiting and staffing

• Health and safety

• Training and development

• Compensation and benefits

• Labor and employee relations

• Disciplinary actions

• New hire on boarding

• Company policies

1.ADMINISTRATION 

The role of HR administration is wide because it’s all about developing and

managing the workforce. Administrators handle compensation, staff training,

corporate policy compliance and much more. Each specialty requires a

different set of skills to fulfill the necessary duties.

2 .RECRUITING AND STAFFING 

Human resources departments manage recruiting and staffing. They make

sure the company has enough employees to run the business, and they develop

and implement recruiting procedures to ensure they hire the right peoduties

3.HEALTH AND SAFETY

HR considers the health and safety of employees a priority. This department

researches and develops health and safety procedures in compliance with laws

and regulations. The department can offer health and safety training to employees

or recommend appropriate clothing and equipment.

4.TRAINING AND DEVELOPMENT

The HR training unit develops a continuous training program for the

company’s employees to ensure their education and skills are current. Whether it’s

offering a course on new technologies or facilitating leadership training for

supervisors, the training and development department provides access to

materials for all employees.

5. COMPENSATION AND BENEFITS

Human resources management ensures a company has the necessary human

capital and the right people with the right skills to be productive and accomplish

its objective.

 
Here is how it approaches different areas of employment:  

HIRING:

Must be done by specialists to ensure great hires that will fit in the company

culture and have the required skills

NEW EMPLOYEE ORIENTATION:

This includes filling out paperwork and preparing new hires for success by

introducing them to coworkers and helping them feel welcome. 

COMPENSATION AND BENEFITS:

Fairness and consistency are crucial, and the organization must answer its

employees’ needs. If some of the staff have specialized skills and require more benefits

to stay involved in their positions, HR provides them. It’s in the best interest of the

business to have satisfied employees working for the company.

CORE COMPETENCIES OF HR INCLUDE:  

Communication:

Human resources departments facilitate communication between employees and

supervisors. They also manage conflict resolution.

BUSINESS UNDERSTANDING:

HR teams must have some business insight to understand how HR policies

contribute to the organization’s objectives and to build strategies to support these

goals.

ETHICS:

HR needs to build trust within the organization to be effective.

HUMAN RESOURCE KNOWLEDGE:

 The human resources team must be knowledgeable about human resources’

importance and strategies. It must also commit to continuous learning to stay updated.

This unit manages payroll, payroll tax administration and benefits administration.

A good compensation and benefits package can make the difference when a

company tries to hire the right candidate. They organize wages, insurance,

holidays and other perks for employees. Human resources personnel aim to meet

employees’ needs while maintaining fairness and consistency in the organization.

2.3.3 Operation department

 Co-ordination

 People skill

 Tech - savy
Organizational abilities refer to the ability of the operations manager to focus on

different projects without getting distracted by the many processes. The operations

manager should be able to plan, execute, and monitor each project to the end

without losing focus.

If a manager is not organized, uncompleted tasks will pile up, important documents

will get lost in the process, and a majority of the time will be spent finding lost

documents that could be easily accessible had the manager been organized. Good

organization skills can increase production efficiency and help the manager save

time.

COORDINATION

An operations manager needs to have good coordination by knowing how to

integrate resources, activities, and time to ensure proper use of the resources

toward the achievement of the organization’s goals. Coordination involves carrying

out specific activities simultaneously and switching between the activities with ease.

It also involves dealing with interruptions, obstacles, and crises, and efficiently

going back to the normal routine functions to prevent further interruptions.

PEOPLE SKILLS

Most of the responsibilities of an operations manager involve dealing with

people. This means that they must know how to relate with the employees, outside

stakeholders, and other members of senior management. An operations manager

should know how to manage the fine lines with other colleagues by knowing how to

communicate, listen, and relate to them on professional and personal levels.

Since workplaces are made up of people from diverse cultures, the

operations manager needs to show tolerance and understanding to other people.

Also, the manager should be able to resolve conflicts and mediate disputes

between employees and members of the senior staff.

Tech-savvy
In this age of rapidly advancing technologies, an operations manager needs to
have an affinity for technology in order to be in a position to design processes that
are both efficient and tech-compliant. Modern organizations are becoming
increasingly tech-dependent in order to gain a competitive advantage in the
market.
Operations management is a field of business that involves managing the

operations of a business to ensure efficiency in the execution of projects. It

means that the individual in charge of the department will be required to

perform various strategic functions. Some of the functions include:

• Product design

• Forecasting

• Supply chain management

• Delivery management

PRODUCTD
creating a product that will be sold to the end consumer. It involves

generating new ideas or expanding on current ideas in a process that will lead to

the production of new products. The operations manager’s responsibility is to

ensure that the products sold to consumers meet their needs, as well as casting

involving making predictions of events that will occur in the future based on past

data. One of the events that the operations manager is required to predict is the

consumer demand for the company’s products.

SUPPLY CHAIN MANAGEMENT

Supply chain management income managing the production process from

raw materials to the finished product. It controls everything from production,

shipping, distribution, to delivery of products

DELIVERY MANAGEMENT

The operations manager is in charge of delivery management. The

manager ensures that the goods are delivered to the consumer in a timely manner.

They must follow up with consumers to ensure that the goods delivered are what

the consumers ordered and that they meet their functionality needs.

If the customer is unsatisfied with the product or is complaining about certain

features of the product, the operations manager receives the feedback and

forwards it to the relevant departments.

2.3.4 FINANCE DEPARTMENT:

Jobs Within A Finance Department

Depending on a company's activities and your skill set, you can work in any of the
following finance department roles:
1 Accountant
2 Auditor
3 Budget analyst
4 Finance controller
5 Finance administrator
6 Payroll officer
7 Treasury analyst
1.Accountant: 

An accountant prepares financial statements and documents monetary

transactions and income statements. The accountant role has a seniority

hierarchy, with the accounting manager being the topmost in the ranks.

2.Auditor: 
The auditor's primary role is to evaluate the documents prepared by the rest

of the teams and authenticate their accuracy. They identify all insufficiencies and

mistakes for accountability.

3.Budget analyst:
 The budget analyst is skilled in preparing and maintaining a balanced

budget throughout the year. They plan for the future financial responsibilities

of the business.
4.Finance controller: 
Also referred to as comptroller, they oversee the activities performed by

other finance roles, such as auditing and accounting. The finance controller

audits and prepares financial reports on tax compliance and risk management,

among other financial documents.

5.Finance administrator: 
The finance administrator helps plan and verify business documents for

completeness. They also manage cash flows, prepare budgets and present reports

to management for advisory and accountability purposes.

6.Payroll officer: 

Payroll officers prepare documentation related to employees' salaries,

taxation, commissions and any other benefit for timely and accurate payment.

7.ANALYST:
A treasury analyst analyzes the transaction and investment accounts to

evaluate expenses and advise management on how they can best minimize costs.

Skills you need to work in a finance department

There are many job opportunities within a finance department,

but each job comes with its own requirements. Five skills you need to

work in a specific finance department role are:

1.Problem-solving: 

You may have to react to financial problems within a company or

pay off liabilities using available assets and other methods. Problem-

solving means you have the expertise to approach difficult financial

situations and resolve them.

2.Communication skill

 A finance department role may mean you have to communicate

and work with others within and outside the department. It is important

to communicate clearly and concisely so you can keep everyone properly

informed.

3.Analytical skills: .

Analytical thinking is how you can review data to identify patterns,

discrepancies or additional funds within the company's finances. This skill

shows employers you can view numbers in a more complex way.

4.Detail-oriented:

Being detail-oriented is important in finance because much of your

work involves entering, analyzing and calculating company data. You

should be able to identify discrepancies in data and be able to identify

mistakes in calculations.

5.Persuasiveness: 

You might be in a position where you need to persuade your

coworkers or higher-ups about strategies and budgeting tactics y

believe will be beneficial to the company.

Chapter lll
 CHAPTER III
LEARNING OUT COMES

LEARNING OUT COMES

Talent acquisition is the process of findings and acquiring skilled human labour for

Organizational needs and to meet any requirement.

3.1TALENT ACCQUIRED :

• Development Management Skills

• Development Time Management Abilities
• Development of Inter-Personal Skills
• Gained Confidence
• Knowledge Management Just in Time
3.2 SWOC ANALYSIS
3.1.1 STRENGTH
• Good Strategy is the key to success and require
• Local Manager Recruitment Policy
• Stabilized profit has been earned.
• Quality of products
• Products are used by automobile industry, refineries, oil pipelines, etc.

• Experienced Promoters
• Efficiency
3.1.2 WEAKNESS
• Lack of marketing strategies
• Lack of benefits and reward for the employee
• Overdependence on the automobile industry
• No competitive capabilities
• Too much of raw material cost
•
3.1.3OPPORTUNITIES
Merger companies
• Purchasing power
• Increase demand for hybrid electric vehicles
• Expand production capacity

3.1.4 THREATS
• Emerging competition
• Change of government
• Production cost
• Labour cost
• Technology advancement
Chapter lV

CHAPTER IV
 FINDINGS AND SUGGESTIONS
4.1 FINDINGS

Following are the finding and suggestion observed during the internship
Reason to outcome are mostly to
• Reduce cost
• Cover expanded geographic market
• Improve customer service
Problems mostly related to
• Service level are not met
• Cost increases
Function mostly included are logistics, finance, manufacturing,
procurement, marketing.
Organisation follow are identified outsourcing steps the most important being
• Analyse current cost and performance
• Manage new relationship
• Manage change
4.2 SUGGESTIONS
• Take our company into globalisation
• Know which type you want
• Choose a company the delivers on -time
• Get quality forging at ferralloy
• Reward to employee for efficient performanceLook for improve market
strategies
• Control Material consumption
Chapter V
 CONCLUSION

The company managerial behavior implies the existence of a manager. The

policies
Framed by the implemented by the works team spirit. It shows signs of glow with
efficient Administrative skills. Also, the company looks forward for better by the
ways of higher Productivity. It was a very good experience for us to closely watch
really happening in the real Commercial world. This training at MM Forgings had
taught many aspects of business Which will certainly help us to develop our career
.The internship was also good to find out what my strengths and weaknesses are.
This helped me to

Define what skills and knowledge I have to improve in the coming time. It

would be better that the Knowledge level of the language is sufficient to contribute

fully to projects. After my master I think that I Could start my working career.

However I could perform certain tasks in research better if I practice/know More

the research methodologies applied in cetacean studies. It would also be better if I

can present and Express myself more confidently.

BIBLIOGRAPHY
• DIRECTOR – vidyashankar krishnan

• MANAGEMENT MAINTANENCE – sakthivel

• WWW.GOOGLE.COM

• www.mmforgings.com

• WWW.WIKIPEDIA.COM