Acc Cement Factory Wadi

An Organisation Study Report
on
“ACC CEMENT FACTORY WADI”
Submitted By
PADMAVATI DOLLE
(3VY21BA055)
Submitted To
VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI
In partial fulfilment of the requirements of the award of the degree of
MASTER OF BUSINESS ADMISTRATION
UNDER THE GUIDANCE OF
Dr. Shailaja Kheni

Asst. Professor
Department of Studies Business Administration
Centre for PG Studies
KALABURAGI-585105
DEPARTMENT OF STUDIES IN BUSINESS ADMINISTRATION
CENTRE FOR PG STUDIES
VISVESVARAYA TECHNOLOGICAL UNIVERSITY
KALABURAGI 585-105
2022-2023
DECLARATION
I hereby declare that this Organization Study conducted at “ACC CEMENT FACTORY
WADI” is a record of independent work carried out by me under the guidance of Dr.
Shailaja Kheni
I also declare that this Organization study is towards the partial fulfillment of the University
regulation for the award of degree of Masters of Business Administration by
Visvesvaraya Technological University, Belagavi.
I have undergone an organization study for a period of four weeks. I further declare that
this Organization study is based on the original study undertaken by me and not being
submitted for the award of any degree from any other university/institution.
Sl No. Reg No. Name of The Student Signature with Date
1. 3VY21BA055 PADMAVATI DOLLE

DISCLAIMER
The enclosed document is the outcome of a student academic assignment, and does not
represent the opinions/views of the University or the institution or the department or any
other individuals referenced or acknowledged within the document. The data and
information studied and presented in this report have been accessed in good faith for
secondary sources/web sources/public domain, including the Organization’s website, solely
and exclusively for academic purposes, without any consent/permission, expresses or
implied, from the Organization concerned. The author makes no representation of any kind
regarding the accuracy, adequacy, validity, reliability, availability or completeness of any
data/information herein contained
PLACE: Kalaburagi Signature of the Student

DATE: USN: 3VY21BA055
ACKNOWLEDGEMENT
The satisfaction that accompanies the successful culmination of any task would be
incomplete without maintaining those who made it possible because success is the
epitome of hard work, determination, consultation and dedication. This list of thanks is
heartfelt and only begins to acknowledge those people to whom, one way or the other this
owes its existence.
We would like to thank our Regional Director Dr. Basavaraj Gadgay and Program
Coordinator Dr. Shailaja Kheni and all teaching and non-teaching staff members and
well-wishers whose ideas, critical insights and suggestions have been valuable in the
preparation of the internship project report. We express my sincere and heartfelt thanks to
our internal Coordinator Dr. Shailaja Kheni Assistant Professor, Department of
Management studies, PG Centre, Kalaburagi for those valuable time, guidance and
encouragement throughout theprocess of study.
Last but not least, we would like to extend my whole hearted thanks to our parents, friends
and well-wishers for their support and encouragement in thecompletion of this report.
PADMAVATI DOLLE
(3VY21BA055)
TABLE OF CONTENTS
CHAPTER NO. CONTENTS PAGE NO.
EXECUTIVE SUMMARY 01
Chapter 1. INTRODUCTION ABOUT THE 02-04

ORGANISATION & INDUSTRY.
Chapter 2. ORGANISATION PROFILE 05-29
i. BACKGROUND 08-09
ii. NATURE OF BUSINESS 10
iii. VISION, MISSION AND QUALITY POLICY 11
iv. WORK FLOW MODEL 12-13
v. PRODUCT /SERVICE PROFILE 14-22
vi. OWNERSHIP PATTERN 23
vii. ACHIEVEMENTS /AWARDS 24-26
viii. FUTURE GROWTH AND PROSPECTS 27-29
Chapter 3. MCKINSEY'S 7S FRAMEWORK AND 30-36

PORTER'S FIVE FORCES MODEL
Chapter 4. SWOT ANALYSIS 37-38
Chapter 5. ANALYSIS OF FINANCIAL STATEMENT 39-40
LEARNING EXPERIENCE 41
BIBLIOGRAPHY 42
ANNEXURE
ORGANIZATION STUDY ON ACC CEMENT WADI
EXECUTIVE SUMMARY
This is an attempt to know how the theories can be applied to practical situations. As a
student of an MBA, it is a part of study for everyone to undergo an Internship at some
good organization. As a part of the curriculum, I have undergone an Internship at ACC
CEMENT FACTORY. It is more important for a PG student to know both theoretical and
practical applications in real situations.
This organization study made me know about the actual functioning and different
departments in the organization.
Goals indicate what a business unit wants to achieve; Strategy is an action plan for getting
the goals. Every business must design a strategy for achieving its goals, consisting of a
marketing strategy, a compatible technology strategy, and a sourcing strategy.
The internship study helped me to know more about the policies or products of ACC
CEMENT FACTORY, their workflow, and the ownership pattern of the company. The
organization structure involves a formal and recognized structure where every individual
and group has a definite relationship with each other.
I studied the theoretical aspects of the management principles in the classroom. However
here at ACC CEMENT FACTORY .I could learn the applications of the principles I learn
how the principles are applied and implemented in the organization. The internship is an
organizational study. It is aimed at the seeking information from a various department, its
history ,nature of business,vision,mission,policies,procedures,services,turnover,etc
It was a great opportunity for me to go internship physically and how organization has
coordinated its departments and in providing the timely and comfortable services to public
and hands on experiences in the organization has become a value addition in my MBA
curriculum.
DEPARTMENT OF MANAGEMENT STUDIES, VTU CPGS, KALABURGI Page 1

CHAPTER-1
INTRODUCTION TO INDUSTRY PROFILE
ACC Cement is a leading cement manufacturer in India and has been in the industry
for over 85 years. The company was founded in 1936 and is headquartered in Mumbai, India.
ACC Cement is a subsidiary of Lafarge Holcim, a global leader in building materials and
solutions.
ACC Cement produces a wide range of cement products, including Portland cement,
blended cement, and specialty cement. The company offers a variety of cement products for
different applications such as building, construction, infrastructure, and industrial purposes.
Some of the products offered by ACC Cement include ACC Gold, ACC Concrete+, ACC
F2R, and ACC Suraksha.
ACC Cement has a strong presence in the Indian market and has 17 cement plants
located across the country. The company has a total production capacity of around 30 million
tonnes per annum. ACC Cement has a strong distribution network, with over 6,500 dealers
and retailers across India. The company also exports its products to various countries around
the world.
ACC Cement is known for its focus on sustainability and has received numerous
awards for its efforts in environmental protection and social responsibility. The company has
implemented various initiatives to reduce its carbon footprint, increase energy efficiency, and
promote sustainable development. ACC Cement is committed to innovation, quality, and
customer satisfaction, making it a trusted brand in the Indian cement industry.
Organization exist because of the people, the productivity of the organization depends
on the motivational level of employees. Organization must continuously evaluate and
appraise employees. So that effective corrective actions, can be taken on time performance
appraisal is used as Human Resource Development tool to motivate and energize employees.

Appraisal helps organization in training strategies. It also helps in promotion, training and
transfer,
ACC Limited is India's foremost manufacturer of cement and ready mixed concrete with 17
modern cement factories, more than 50 ready mixed concrete plants, a vast distribution
network of over 10,000 dealers and a countrywide spread of sales offices.
The company has been a trendsetter and noted benchmark in cement and concrete technology
since it was established in 1936. ACC has a unique track record of innovative research,
product development and specialized consultancy services. The name ACC is synonymous
with cement and enjoys a high level of equity in the Indian market.
The company continuously explores ways to make its business more planet-friendly and this
concern is integrated into all activities of the value chain from mining to sales. It has among
the lowest carbon footprints in its class. ACC had installed sophisticated pollution control
equipment as far back as 1966, long before pollution control laws came into existence. It was
among the first Indian companies to include commitment to environmental protection as one
of its corporate objectives. Today each cement plant has state-of-the art pollution control
equipment. ACC plants, mines and townships visibly demonstrate successful endeavour in

quarry rehabilitation, water management techniques and ‘greening’ activities. The company
actively promotes the use of alternative fuels and resources and offers effective solutions for
waste management including testing and co-processing.
ACC Full Form is Associated Cement Companies. ACC is one of the leading manufacturers
of ready to mix concretes and cements in India. It has a vast chain of the network throughout
the country operating with over 50000 dealer networks.
Traded asBSE: 500410 · NSE: ACC
Founded1 August 1936
HeadquartersMumbai, Maharashtra, India
Key peopleN. S. Sekhsaria (Chairman) · Neeraj Akhoury (MD & CEO)
ParentAdani Group
ProductsCement
Revenue₹15,975 crore (US$2.0 billion)

CHAPTER 2
ORGANIZATION PROFILE
Chief executive
officer
Chief executives
Directors
Heads
Chief
Manag ers
Managers
Associate
managers
Executives

MARKETING DEPARTMENT
PRESIDENT
GENERAL MANAGER
SENIOR MANAGER
SITE STAFF DEPOT STAFF EXCISE STAFF
PERSONNEL DEPARTMENT
GENERAL MANAGER
WELFARE WELFARE CHIEF TIME MEDICAL LAW

OFFICER OFFICER SECURITY OFFICER OFFICER OFFICER

FINANCE DEPARTMENT
FINANCE MANAGER
DEPUTY MANAGER DEPUTY MANAGER
ASSISTANT MANAGER ASSISTANT MANAGER ASSISTANT MANAGER
OFFICERS OFFICERS OFFICERS OFFICERS
CLERKS
Maintaining of accounts:
 Monthly closing system

 Each month P&L a/c, B/S
 1 Jan to
 31 December year or calendar year closed the accounts
 Costing system made
 All system routed costing system
 All cash books

2.1 BACKGROUND
ACC was formed in 1936 when ten existing cement companies came together under
one umbrella in a historic merger – the country’s first notable merger at a time when the term
mergers and acquisitions was not even coined. The history of ACC spans a wide canvas
beginning with the lonely struggle of its pioneer F E Dinshaw and other Indian entrepreneurs
like him who founded the Indian cement industry. Their efforts to face competition for
survival in a small but aggressive market mingled with the stirring of a country’s nationalist
pride that touched all walks of life – including trade, commerce and business.
The first success came in a move towards cooperation in the country’s young cement
industry and culminated in the historic merger of ten companies to form a cement giant.
These companies belonged to four prominent business groups – Tatas, Khataus, Killick
Nixon and F E Dinshaw groups. ACC was formally established on August 1, 1936. Sadly, F
E Dinshaw, the man recognized as the founder of ACC, died in January 1936. Just months
before his dream could be realized.
F.E. Dinshaw – the founder of ACC

ACC stands out as the most unique and successful merger in Indian business history,
in which the distinct identities of the constituent companies were melded into a new cohesive
organization – one that has survived and retained its position of leadership in industry. In a
sense, the formation of ACC represents a quest for the synergy of good business practices,
values and shared objectives. The use of the plural in ACC’s full name, The Associated
Cement Companies Limited, itself indicates the company’s origins from a merger. Many
years later, some stockbrokers in the country’s leading stock exchanges still refer to this
company simply as ‘The Merger

Over the years, ACC realized that people are as different as they are similar. Different
needs, different lives, different dreams. With its depth of knowledge and width of experience
ACC, today, is poised to fulfil the hopes and aspirations of people across the length and
breadth of the country.
Cement is a key infrastructure industry. India is one of the top 11 producers of cement
in the world. The first cement company was established in Madras in1904. However, in 1912
– 13 three unit of ACC were established at Porbandar in Gujarat and other two at Kavita
Madhya Pradesh and Lakheri in Rajasthan with total installed capacity of 14000 tones per
annum. Currently India is ranked second in the world with an installed capacity of 114.2
million tones.
At present cement industry is more than 94-year-old. During the first half of the
century India was plagued by in the year 1961 on 24th May, cement manufacturing
Association (CMA) was formed in India. The period during 1982-1985 was boom period for
industry. By 1992 it has attained fourth position among the cement producing countries,
behind the USA, China and Japan the year 1990-1992 was best for the cement producers. But
in 1992-1993, it has bad fortunes the demand for cement was 8% in1991 declaimed to zero in
1992-1993.
The cement has been decontrolled from price and distribution on 1st March, 1989 and
deli on 25th July, 1991. However, the performance of the industry and prices of cement are
monitor regularly. The constraints faced by the industry are reviewed in the Infrastructure
Coordination Committee meetings held in the Cabinet Secretariat under the Chairmanship of
Secretary. The Cabinet Committee on Infrastructure also reviews its performance.

2. 2 NATURE OF BUSINESS STUDIES

It is true that individuals seek satisfaction in their jobs in the context of job nature and
work environment by their also attach importance to opportunities for promotion that these
job offer. If the present job offers opportunity of promotion is lacking, it reduces satisfaction.
Determination of job satisfaction according to Abraham K korman there are two types of
variables which determine job satisfaction of an individual there are
1. Organization variable
2. Personal variable
1. Organization variable
Occupational level : the higher level of the job, the greater of the satisfaction individual this
is because higher level jobs carry prestige and self control.
2. Job content:- greater the variation in the job content and the less repetitiveness with
which the task must be performed, the greater is the satisfaction of the individual involved.
3. Considerate leadership :- people like to be treated with consideration. Hence
considerate leadership results in higher job satisfaction than inconsiderate leadership.
4. Pay and promotional opportunities:- all other things being equal these two variable are
positively related to job satisfaction.
5. Work group: -having friendly co – operative co –workers is a modest source of job
satisfaction to individual employees. The working groups also serve as a social support
system of employees. People often used their co-worker as sounding board for their problem
of as a source comfort.

2.3. VISION MISSION AND QUALITY POLICY

Vision:
To be one of the most respected companies in India; recognized for challenging convention
and delivering on our promises.
Customization
Quality consistency
Cost competitiveness
Employee’s environment Product range.
Mission:
We shall adopt the best of practices to deliver sloeriror value to our employees. Customer’s
business association and society at large.
 Leadership
 Profitability
 Growth
 Equity
 Responsibly
Quality:
 Largest captive power plant in India cement Industry (75 MW).

 Under expansion to 125MW by Q1 2009.
 Longest kiln (96m length.6m diameter and 12000pd).
 Bulk terminal for cement dispatch.
 Largest lime stone mines in India.
 Longest loading platform (730m long).
 Sales tax exemption in NEP.

2.4 WORK FLOW MODEL:
Cool Stock Yard
Limestone piles Bauxite Cool Gyps
[ Stack er, recliners] & Hematite
Lime Stone Raw mill Processing Clinker Polyc
Crusher ( Vertical ( Presenters, Kiln, Stock om
Roller mill) coolers) Cement
Mines Ceme
( Inep tly) nt Silos

CBS
Continuous
Blending Silo
Packi
ng P lant
Dispa
The raw materials needed to produce cement (calcium carbonate, silica, alumina, and
on orejare generally extracted from limestone rock, chalk, shale, or clay. These raw materials
are quarry by either extraction or blasting. These naturally occurring minerals are then
crushed through a milling process.
At this stage, additional minerals are added to ensure the correct chemical
composition for making cement. These minerals can be obtained from the waste or by -
product of other industries, such as paper ash. Milling produces a fine powder knows as raw
meal, which is preheated and then sent to kiln for further processing.

The kiln is at the heart of the manufacturing process. Once inside the kiln the raw mill
is boated around 1500 degrees C..A similar temperature to that of molten lava at this
temperature, chemical reactions takes place to form cement clinker, which contains hydraulic
calcium silicates. in order to heat the materials to this very high temperature, at 2000 degrees
C flame is required , which can be produced through the use of fossil and waste drived fuels.
the kiln itself is angled by 3 degrees to the horizontal to allow the material to pass through it
over period of 20-30 minutes.upto exiting the kiln , the clinker is cooled and stored ready for
grinding , to produce cement.
A small cement of gypsum (3 percent to 5 percent) is added to the clinker to regulate

how the cement will get set the mixture is then very finely ground to obtain pure cement
during this phase, different materials, called " additions may be added along the side gypsum.
Use in varying proportions, these additions, which are of natural or industrial origin, give a
cement specific property, such as reduce permeability. Greater resistance to sulfates and
aggressive environments. Improve work ability, or higher quality finishes.
Finally, the cement is stored in silos before being shipped in bulk or in bag to the sites
where it will be used.

2.5 PRODUCTS OF ACC CEMENT
ACC MANUFACTURES THE FOLLOWING TYPES.

43 GRADE CEMENT (ACC CEMENT)
The most commonly used cement in all construction including plans and reinforced cement
brick and stone masonry floors and plastering it is also used in the finishing all type of
buildings bridge culverts road water retaining structure etc what is more it.
OPC 43 GRADE CEMENT

B. 53 Grade cement (ACC Smart) :
It is produced from high quality clinker ground with high purity gypsum. ACC Grade Porland
cement provides high strength and durability to structure because of its Optimum particular
size distribution, superior crystalline structure and balance phase composition.

OPC 53 Grade Cement
A. BULK CEMENT:
Yet another first in six – decade history of ACC cement in India has been the introduction of
Bulk cement, an alternative to bagged cement, which of particular advantage to large
consumers of cement.
Bulk Cement

PRODUCTION PROCESS:
what is the cement production process? The cement production process is also called
the cement manufacturing process, cement making process, directly decide the cement
equipment of cement production line, and investment and production scale.
In general, a full cement production process includes the stone crushing, raw mill process,
clinker process, and cement grinding process, cement packing process, and related process.
The Portland cement manufacturing process is representative of all types of cement.

limestone and clay are the main raw materials of cement making, the cement raw materials
will be processed into a raw meal by crushing, batching, grinding. Feeding raw meal into
cement kiln to make clinker, the clinker, and some mixed materials will be ground together
by cement grinding plant, the finished cement will be done.
1. Cement raw material preparation: Limestone is main raw materials for cement
manufacturing, and most cement plants are located next to the quarry to reduce the
transportation cost; Using explosion or getter loader to mine raw materials; sending

raw materials to the cement crusher to crush or hammer; crushed raw materials are
stored to prevent from environment and dusting.
2 Raw meal: In the raw meal working site, the raw materials are processed by the raw
mill to ensure the high-quality mixing; cement ball mill and cement vertical mill are
generally used in the raw meal process; the finished raw meal are finally sent to the stacker
and reclaimer for storage and further mixing.
3 Clinker production: The diameter of the clinker ball must between 0.32 and 5.0cm. There
are three steps of the high-temperature system: Drying or preheating, calcining, and sintering.
The calcining is the core part of the clinker production; the raw meal is weighed and sent into
preheater and cement kiln to process clinker. Grate cooler helps to cooler clinker, the cooled
clinker is sent to the cement silo for storage. After cooling, the clinker can be transported on

the conveyor belt and can regenerate up to 30% of its heat. Cooling air from the clinker is fed
into the rotary kiln, which is conducive to fuel combustion. Clinker storage capacity can be
based on the market, and a cement plant usually stores 5-25% of the annual clinker
production.
4 Cement grinding: The clinker is taken from the clinker silo and sent to the feed bin where
it is mixed with gypsum and additives before entering the cement grinding plant. In the
cement grinding process, the clinker is ground to a fine powder along with other materials, up
to 5% gypsum or additional anhydrite is added to control the solidification time of the
cement,and other compounds are added, such as compounds used to regulate fluidity or gas
content.

5 Cement packing and shipping: Finished cement will be stored in the cement silo, and
the cement packing plant will help to bag it as requested. Cement can be delivered in bulk
to the customer in trucks or wagons, or bagged and delivered in standard ries.

Types of cement production process
As for the cement production process types, based on different raw meal production
processing, we can divide the cement production process into dry process of cement (include
Semi-dry process of cement) and wet process of cement ( include Semi-wet process of
cement).
Dry process of cement
There are two methods to choose, drying and grinding the cement raw materials at the same
time; or dry cement raw materials firstly, then grind them into raw meal. The raw meal will
be sent into cement kiln to calcine clinker.
The semi-dry process of cement also belongs to the dry process of cement, add certain water
into raw meal powder to make raw meal ball, which will be sent into the vertical kiln to
process cement clinker.
The main advantage of dry process cement production is low heat consumption, it’s
advantages include non uniformity of raw meal, dusting, high power consumption.
Wet process of cement
The proportioned raw materials and water are ground into cement raw slurry, and sent into
wet process kiln to calcine clinker.
The semi-wet process of dehydrating raw slurry, making raw meal block, and then calcining
in the kiln can also be classified as wet-process cement production. Drying and grinding
dehydrated raw materials and send them into precalciner, this process is generally known as
wet grinding dry burning.
It has advantages of easy to homogenize raw meal, uniform composition, high and stable
quality of clinker, low power consumption, less dust. The disadvantages include high energy
consumption of the clinker, low production efficiency, and it tends to be replaced by a new
dry process cement production.

AREAS OF OPERATION OF ACC LMITED

PLANT FACILITIES
ACC HAS VARIOUS PLANTS SPREAD ACROSS THE NATION ARE
AS FOLLOWS:
Sl. No Units Name of the plants with states Capacity
1. Bargah Bargah cement works, Orissa 0.96
2. Chaibasa Chaibasa cement works, Jharkhand 0.87

3. Chanda Chanda cement works, Maharashtra 1.00
4. Damodar Damodar cement work, West Bengal 0.50
5. Gagal Gagal cement works, Himachal Pradesh 4.40
6. Jamul Jamul cement works, Chhattisgarh 1.58
7. Kymore Kymore cement works, Madhya Pradesh 2.20
8. Lakheri Lakheri cement works, Rajasthan 1.50
9. Madukkarai Madukkarai cement works, Tamil Nadu 1.18
10. Sindhri Sindhri cement works, Jharkhand 0.91
11. Wadi Wadi cement works, Karnataka 2.59
12. New Wadi Wadi cement works, Karnataka 3.20
Plant
13. Tikaria Tikaria cement grinding and packing 2.00
plant, Uttar Pradesh

2.6 OWNERSHIP PATTERN
Board of Directors
Mr. N. S. Sekhsaria
Chairman
Mr. Paul Hugentobler
Deputy Chairman
Mr. M. L. Narula
Managing Director
Mr. A L Kanpur,
Mr. S M Palia
Mr. Naresh Chandra,
Mr Markus Akermann,
Mr D K Mehrotra,
Mr R A Shah,
DrNirmalya Kumar,
MrShaileshHaribhakti,
Mr Anil Singhvi,
Mr A. K. Jain

2.7 ACHIEVEMENNNTS/AWARDS OF THE COMPANY: -
1.CSR award: -
Over the years, ACC has been the proud recipient of some of the country's honours. ACC
became the first recipient of India's first ever CSR award which was the National Award for
outstanding performance in promoting rural and agricultural development activities instituted
by ASSOCHAM in 1976.
Over the years, there have been many felicitations for achievements in Rural and community
development, Safety, Health, Tree plantation, afforestation, Clean mining, Environment
awareness and protection.
2. ACC TRUST AWARD: -

3. ACC Gold Water Shield Cement: -
ACC Limited, a member of Holcim group, has received the ‘Solar Impulse (SI) Efficient
Solution’ Label for its innovative, low carbon and high quality water-repellent – ‘ACC Gold
Water Shield Cement’.
 National Award for Excellence in Water Management by Confederation of Indian

Industry (CII)
 Outstanding Corporate Vision, Triple Impact - Business Performance Social &

Environmental Action and Globalization for 2009-10 from Federation of Indian
Chambers of Commerce and Industry
 Asia Pacific Entrepreneurship Award in two categories, Green Leadership and

Community Engagement by Enterprise Asia.
 Indira Priyadarshini Vrikshamitra Award --- by The Ministry of Environment and

Forests for "extraordinary work" carried out in the area of afforestation.
 Subh Karan Sarawagi Environment Award - by The Federation of Indian Mineral

Industries for environment protection measures.
 Drona Trophy - By Indian Bureau of Mines for extra ordinary efforts in protection of
Environment and mineral conservation in the large mechanized mines sector.
 Indira Gandhi Memorial National Award - for excellent performance in prevention

of pollution and ecological development

 Excellence in Management of Health, Safety and Environment: Certificate of

Merit by Indian Chemical Manufacturers Association
 Good Corporate Citizen Award - by PHD Chamber of Commerce and Industry
 FIMI National Award - for valuable contribution in Mining activities from the
Federation of Indian Mineral Industry under the Ministry of Coal.
 Rajya Sthariya Paryavaran Puraskar - for outstanding work in Environmental

Protection and Environment Performance by the Madhya Pradesh Pollution. Control
Board.

2.8 FUTURE GROWTH AND PROSPECTIVE
Cement industries constitutes an important segment of the modern industrial economy

of India. Cement is one of the highly capital-intensive industries unlike most other mineral
based industries. Location of cement plants is widely spread throughout the country where
the availability of the basic raw materials like limestone. Limestone concentration is more in
the southern region. One of the most important developments immediately after the
independence was Indian standard specification for Portland cement by the Indian Standard
Institute in 1947. The installed capacity of the industry rose to 2.2 million tonnes per annum.
On partition 5 of the cement producing units went to Pakistan and the total installed capacity
of 18 units that remained in India was 1.5 million tonnes per annum. In 1951 for the first-time
target of the cement production were planned as a part of the first Five-year plans. As a
result, the production of cement increased from 2.69 million to 4 million tonnes. By the end
of the first Five-year plan were about 27 units with a capacity about 5 million tonnes.
Presently in India there are 57 cement companies with total of 120 plants. The total
manpower employed is 135000.
However, cement consumption per capita in our country at about 99-kg/ capita is one
of the lowest. The world average is about 267 kg/capita. While that of China is 450
kg/capita.
Similarly in Japan it is 631 kg/capita while in France it is 447 kg/capita.
Excess capacity and slower-than-expected demand growth have dimmed prospects for
a second hike in Indian cement prices this month, analysts said, dampening hopes that had
driven producers' shares higher. Prices in India's western region, which accounts for the
biggest market, have risen by a modest Rs 4 to Rs 158 per 50 kg bag in the past two weeks.
"The rise has not been as much as expected because of oversupply and The big four
are Larsen & Toubro Ltd, Associated Cement Cos, Grasim Industries Ltd and Gujarat
Ambuja Cements Ltd.
Earlier this month, Merrill Lynch forecast a hike of seven rupees per bag by
December 12, followed by another increase 10 days later. Adequate pick-up in demand," said
Sanjay Ladiwala, president of Cement Stockists and Dealers Association of Bombay.

Shares in India's four biggest cement companies rose between 10 and 33 per cent
between mid-November and their peaks in December in anticipation of a sharp price hike, but
have since fallen.
Export
Apart from meeting the entire domestic demand, the industry is also exporting cement
and clinker. The export of cement during 2001-02 and 2003-04 was 5.14 million tonnes and
6.92 million tonnes respectively. Export during April-May, 2003 was 1.35 million tonnes.
Major exporters were Gujarat Ambuja Cements Ltd. and L&T Ltd.
India exported about 8.13 million tonnes of cement and clinker between April-January
2006-07. The export figures for cement were 3.31 million tonnes and 4.82 million tonnes for
clinker in the same period. The cement industry has also been witnessing a spurt in exports.
India exported about 8.13 million tonnes of cement and clinker between April-January 2006-
07.The export figures for cement were 3.31 million tonnes and 4.82 million tonnes for clinker
in the same period.
TECHNOLOGY LEVEL
The output of cement various type may reach the 200 million tonnes mark by the year
2010 and the growth may be at a faster rate even with a doubling of per capital consumption.
It is therefore necessary that greater attention is paid to the up gradation of technology for
manufacturing different type of cement. . In cement manufacturing is one of the fastest,
probably next to the electronics industry. Unless the industry keeps pace with changing
technology, it is very difficult to stay ahead in the present day. Competitive environment in
terms of quality, commercial viability and demanding ecological factors.
At present ninety three percent of the total capacity in the industry is based on modern
and environment-friendly dry process technology and only seven percent of the capacity is
based on old wet and semi-dry process technology. One project for co-generation of power
utilizing waste heat in an Indian cement plant is being implemented with Japanese assistance
under Green Aid Plan. The induction of advanced technology has helped the industry
immensely to conserve energy and fuel and to save materials substantially. India is also
producing different varieties of cement like Ordinary Portland Cement (OPC), Portland
Pozzlona Cement (PPC), Portland Blast Furnace Slag Cement (PBFS), Oil Well Cement,

Rapid Hardening Portland Cement, Sulphate Resisting Portland Cement, White

Cement etc. Production of these varieties of cement conform to the BIS Specifications. It is
worth mentioning that some cement

CHAPTER 3
MCKINNEY'S 7S FRAMEWORK AND PORTER’S FIVE
FORCE MODEL
Structure: McKinsey 7S Model

The 7 elements identified in the McKinsey 7s model can be categorized as being hard or soft
in nature. They are identified as:
1 Hard Elements
2 Soft Elements
1 Structure: ACC Wadi Cement Works, Wadi has a organization structure that ensures
that all the actions of employee are monitored at every stage. Vice president, who is
appointed by the board, looks after the day-to-day affairs of the company. The work manager
who assists the Vice President, in governing the affairs of the company. The works manager
reports to Vice President. Vice president is responsible for day-to-day affairs of unit plant
i.e., all banking, recruitment, and mining. Also allocates the various duties to the plant
managers.

The Department manager is appointed by the president of Sr. Vice President
1. Strategy:
The company will continue to maintain leadership in the cement Industry by adding
capacities in strategic markets and in line with market requirements. As logistics constitute a
major component of cost, the company will maintain its focus on better supply chain
management for reduction of distribution costs. Similarly, the thrust on effective
management and promotion of the company’s power plants will cover about 83% of
company’s power requirements and will further bring down the cost of power
ACC had adopted the Quality improvement strategy.
In this type of marketing strategy the activities are incentives, gifts etc are given to dealers to
induce them to enhance the sale of cement to end users. The marketing activity is not implied
upon end users in this case, the idea is to push the product through the help of the dealers and
other intermediates.
Here the marketing activities are focused on the end users by providing them with gifts,
incentives; mason meet engineers meet, etc. So that demand is created in the market and is
sold to dealers in lieu of demand created in the market by end users.
ACC is in continuous pursuit for excellent cement quality and Consumer satisfaction are
committed to achieve optimum production, sales and distribution of product with improved
technology, less manpower and cost reduction process. One of the important strategies
adapted by the company is the Quality Emphasis. It is implemented through Quality
Assurance department, which undertakes consistent.
Quality appraisal of product at all stages till the product is dispatched, ensuring that the
product quality is achieved, maintained and improved. This also helps to develop necessary
competence in the department for meeting specific quality requirement.
3. Skills:
The Term skill refers to the skills of the organization.
ACC is known for its quality and advance production skills. ACC gives almost importance to
acquire quality raw material and produce superior finished Cement.

ACC uses the most advance scientific technique to increase the production of cement.
The company also adopts world-class techniques in producing cement in its production plants
(ordinary Portland cement type 43, 53 and Portland Puzzling cement). To attain these goals
the company appoints qualified staff in the functional and operational departments of cement
plants. To maintain its public image the company has obtained IS/ISO 9002 certified cement
plants.
Human Resources Management:
Human Resources Management in the ACC Ltd., Wadi is under the manager –
(HR & ADMN) and the department consists of two Dy. managers i.e., employee welfare
(HR&EW) and security, four Asst managers handling HR & EW and three Sr. Officer. The
HR manager and his department are responsible for maintaining the statutory requirement as
required by the various legislation’s, recruitment, appointment, training, transfers, domestic
enquire disciplinary actions, hospitals affairs etc. Human Resources Management department
is under the control of the manager – HR & ADMN.
The manager (HR & ADMN) reports to Sr. Vice President of the unit head. The department
also consists of two Dy. Managers i.e., employee welfare (HR&EW) and security, four Asst
managers handling HR & EW and three Sr. Officer.
Manpower Planning:
The number of permanent and temporary employees required to carry out its activities are
calculated by the HRM department.
Permanent Employees:
1600 people
Contractor Labour:
1200-1400 people
In addition, there are people working as Transporters, Drivers, and Cooks etc.
Recruitment:
Recruitment of workers for conducting the blue collar activities are done from the local
labour market & hired labour contractors on bases of rate contract. Campus visits are also
done to attract prospective to higher level jobs.

Interview and Selection:
Interview and selection is conducted to the position of field Asst managers, technical staff
and other executives of the Company.
Training:
An enterprise like ACC is part of the national community with responsibilities towards a
wide range of institutions and individuals. And the one closest to ACC is its concern to train
manpower for the cement industry as well as in specialized trades and subjects for various
industries.
The Sumant Moolgaokar Institute (SMEI)-is an eloquent testimony to the ACC commitment
to training. It provides exhaustive training in various trades like electrician, instrument
mechanics, diesel mechanics, fitters, machine tool operators, welders, and foremen in various
disciplines. The institute has turned out a vast number of artisans and foremen who are
manning senior positions in cement and other industries.
ACC’s commitment to training and the company’s philosophy of sharing expertise by
training manpower for the cement industry as a whole is very well known. It has been
substantiated by an allocation by the World Bank/DANIDA groups of a grant to the Regional
Training Central and eastern India.
A third training institute – the Technical and Management Training (TMT) division, located
at RCD – conducts training programs/workshops seminars for officer/managers of the cement
and other industries at its training centre in Thane. Besides this, specially – designed
executive development programs are conducted in pleasant internal/external environment for
senior, middle, and junior level management personnel. Programs on specific functional
aspects like computers, safety materials, maintenance, personnel, finance, and marketing
management are conducted in collaboration with the professional and prestigious
management institutes.
Apart from external training, internal training for managerial staff, at all levels ensures their
consistent involvement to accompanying changes in society. The analytical skills
development program (ASDP) helps management trainees improve thought processes and
analytical ability in order to uncover and examine problems more effectively. Deputy
Managers are put through a managerial skills development program (MSDP) to instill the
skills required for responsible leadership and analytical business situations.
A management competency development program (MCDP) supports this with niche training
for managers in their respective fields. And the cross functional skills development program

(CFSD) helps broaden their outlook. Finally, the general management course
(GENMANCO), and the strategic leadership development program (SLDP) for senior
managers and vice presidents, respectively, help them to develop responsiveness towards the
current and future challenges by sharpening managerial skills.
 TPM total productivity maintenance, for policy pledge, to achieve zero quality complaint,
zero defect and zero down time, clean environment, reduction in cost and higher productivity
with participation of all employees to strengthen ISO-9002 and ISO-14001. The TPM aims
at involving all the employees of the organization through its 8 pillars of TPM, which is in
vague.
1. Focused improvement.
2. Joshua Hozen (autonomous maintenance)
3. planned maintenance.
4. Early management (M.P.Design)
5. Education and training.
6. Quality maintenance.
7. Administrative and support departments.
8. Safety and environment management.
4. System:
The term system refers to all rules, regulations & procedures both formal and informal that
complement the organization structure. It includes production planning system, Cost
Accounting procedures, capital budgeting system recruitment, training and development
system.
ACC has its own standing orders for maintaining discipline among its employees.
The standing orders are applicable to all its employees, including the office staff.
The standing orders contain the rule and procedure to be adopted in case of minor and major
misconduct done by employees. The standing orders are enforced by manager (HR&EW)
and his departmental staff.

Inventory system:
 Stores and Dispatch
 Raw Material
Account inventory system
 Weighted average system
5: Style
The term style refers to the style of working the reporting relationships, etc
ACC Board plays a pivotal role in ensuring good governance, it style of functioning is
democratic and the members of the board have always had complete freedom to express their
opinion on any matter and decision are taken on the basis of a consensus arrival at after
detailed discussion. The policies and goals are framed by Board of Director and President of
the Company.
In addition, it’s also seen that a participate style of working at the managerial level. In the
process of reporting the prescribed channels of communications are followed, the Sr. Officer
report to their respective department manager who is turn reports to the works manager/ Sr.
vice President (unit Head)
All the department functions very closely with each other, the Sr. vice President (unit Head)
in consultation with work manager, department managers, Dy. Manager and Asst Managers
to take major decisions regarding the day-to-day management.
6. Staff
Staff involves talent management and all human resources related to company decisions,
such as training, recruiting, and rewards systems
7. Shared Values
The mission, objectives, and values form the foundation of every organization and play an
important role in aligning all key elements to maintain an effective organizational design.

PORTER’S FIVE FORCE MODEL
Originally developed by Harvard Business School's Michael E. Porter in 1979, the

five forces model looks at five specific factors that determine whether or not a business can
be profitable in relation to other businesses in the industry
Porter's five forces include three forces from 'horizontal competition' – the threat of
substitute products or services, the threat of established rivals, and the threat of new entrants
– and two others from 'vertical' competition – the bargaining power of suppliers and the
bargaining power of customers

CHAPTER 4
SWOT ANALYSIS
STRENGTHS:
 Better quality.
 Long association with client.
 Maintains a world class foundation.
 Large appropriation arranges.
 Proper innovative work.
 Strong financing backing.

WEAKNESSES:
 High transportation cost

 Inconsistency of supply
 Lack of awareness programs
 Price sensitivity
OPPORTUNITES:
 Rapid combination with worldwide economy.
 Booming development business in Asia.
 Maintain the position of rivalry in the market.
 ACC Company expands their branches in other states also.
THREATS:
 Global competition.
 Environment policy.
 Competitions with other cement industry.
 Changes in technology level may affect the company.
 Increase in transportation cost and shortage of coal can also affect to the company.

CHAPTER 5
ANALYSIS OF FINANCIAL STATEMENT
Dec 21 Dec 20 Dec 19 Dec 18 Dec 17
Sources of funds
Total Share Capital 187.95 187.95 187.95 187.95 187.95
Equity Share Capital 187.95 187.95 187.95 187.95 187.95
Share Application Money 0.00 0.00 0.00 0.00 0.00
Preference Share Capital 0.00 0.00 0.00 0.00 0.00
Reserves 8047.66 7636.89 7194.85 7004.32 6281.54
Net Worth 8235.61 7824.84 7382.80 7192.27 6469.49
Secured Loans 0.00 0.00 82.00 500.00 518.05
Unsecured Loans 0.00 0.00 3.03 6.08 7.77
Total Debt 0.00 0.00 85.03 506.08 523.82
Total Liabilities 8235.61 7824.84 7467.83 7698.35 6993.31
Application Of Funds
Gross Block 10892.28 10340.39 10159.98 9590.60 8076.95
Less: Revaluation Reserves 0.00 0.00 0.00 0.00 0.00
Less: Accum. Depreciation 5293.89 4836.43 4296.11 3383.07 2994.51
Net Block 5598.39 5503.96 5863.87 6207.83 5082.44
Capital Work In Progress 1914.63 819.61 311.30 365.63 1562.80
Investments 1572.98 2194.02 2553.55 1624.95 1702.67
Inventories 1255.59 1121.47 1133.55 1099.84 914.98
Sundry Debtors 410.71 397.22 303.45 187.74 178.28
Cash &Bank Balance 304.30 503.38 678.38 1652.56 94.96
Total Current Asset 1970.60 2022.07 2115.38 2939.84 1188.22

Loans and a Advances 1614.73 1553.93 1082.13 851.34 752.41
Fixed Deposits 0.00 0.00 0.00 0.00 985.07
Total CA, Loans & Advances 3585.33 3576.00 3197.51 3791.18 2925.70
Deferred Credit 0.00 0.00 0.00 0.00 0.00
Current Liability 3382.51 3098.91 3074.31 3117.94 2627.84
Provisions 1053.21 1169.84 1384.09 1173.00 1652.46
Total CL & Provision 4435.72 4268.75 4458.40 4290.94 4280.30
Net Current Assets -850.39 -692.75 -1260.89 -499.76 -1354.6
Miscellaneous Expenses 0.00 0.00 0.00 0.00 0.00
Total Assets 8235.61 7824.84 7467.83 7698.35 6993.31
Contingent Liabilities 2410.62 3296.75 1715.30 565.47 474.18
Book value (Rs.) 438.66 416.78 393.23 383.09 344.59

CHAPTER 6
LEARNING EXPERIENCE
I have lot of experience about this project because my hard work is very important. I
learned many things in this project report, in today's market main purpose of cutthroat
competition between two parties. But, In market level competition is most important because
of their company reputation will be increased up to the target.
In today's market is very competition and technology orientated. In ACC Company is

good responses and co-ordination is also good as well as good working condition. There is a
risk of the when time of buying and selling of credit card at the time of collection of
information so carefully

BIBLIOGRAPHY
REFERENCE:
TEXT BOOKS:
Human resource Management – By Subha Rao
Personal Management by C.B Mamoria
WEBSITES:
1. www.ACC constructions.com
2. http://shodhganga.inflibnet.ac.in
3. www.scribed.com

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An Organisation Study Report

“ACC CEMENT FACTORY WADI”

VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI

In partial fulfilment of the requirements of the award of the degree of

MASTER OF BUSINESS ADMISTRATION

UNDER THE GUIDANCE OF

Dr. Shailaja Kheni

DEPARTMENT OF STUDIES IN BUSINESS ADMINISTRATION

CENTRE FOR PG STUDIES

VISVESVARAYA TECHNOLOGICAL UNIVERSITY

Sl No. Reg No. Name of The Student Signature with Date

1. 3VY21BA055 PADMAVATI DOLLE

PLACE: Kalaburagi Signature of the Student

Chapter 1. INTRODUCTION ABOUT THE 02-04

Chapter 2. ORGANISATION PROFILE 05-29

ii. NATURE OF BUSINESS 10

iii. VISION, MISSION AND QUALITY POLICY 11

iv. WORK FLOW MODEL 12-13

v. PRODUCT /SERVICE PROFILE 14-22

vi. OWNERSHIP PATTERN 23

vii. ACHIEVEMENTS /AWARDS 24-26

viii. FUTURE GROWTH AND PROSPECTS 27-29

Chapter 3. MCKINSEY'S 7S FRAMEWORK AND 30-36

Chapter 4. SWOT ANALYSIS 37-38

Chapter 5. ANALYSIS OF FINANCIAL STATEMENT 39-40

DEPARTMENT OF MANAGEMENT STUDIES, VTU CPGS, KALABURGI Page 1

DEPARTMENT OF MANAGEMENT STUDIES, VTU CPGS, KALABURGI Page 2

DEPARTMENT OF MANAGEMENT STUDIES, VTU CPGS, KALABURGI Page 3

DEPARTMENT OF MANAGEMENT STUDIES, VTU CPGS, KALABURGI Page 4

DEPARTMENT OF MANAGEMENT STUDIES, VTU CPGS, KALABURGI Page 5

SITE STAFF DEPOT STAFF EXCISE STAFF

WELFARE WELFARE CHIEF TIME MEDICAL LAW

DEPARTMENT OF MANAGEMENT STUDIES, VTU CPGS, KALABURGI Page 6

DEPUTY MANAGER DEPUTY MANAGER

ASSISTANT MANAGER ASSISTANT MANAGER ASSISTANT MANAGER

OFFICERS OFFICERS OFFICERS OFFICERS

 Monthly closing system

DEPARTMENT OF MANAGEMENT STUDIES, VTU CPGS, KALABURGI Page 7

F.E. Dinshaw – the founder of ACC

DEPARTMENT OF MANAGEMENT STUDIES, VTU CPGS, KALABURGI Page 8

DEPARTMENT OF MANAGEMENT STUDIES, VTU CPGS, KALABURGI Page 9

2. 2 NATURE OF BUSINESS STUDIES

DEPARTMENT OF MANAGEMENT STUDIES, VTU CPGS, KALABURGI Page 10

2.3. VISION MISSION AND QUALITY POLICY

Employee’s environment Product range.

 Largest captive power plant in India cement Industry (75 MW).

DEPARTMENT OF MANAGEMENT STUDIES, VTU CPGS, KALABURGI Page 11

2.4 WORK FLOW MODEL:

Cool Stock Yard

Limestone piles Bauxite Cool Gyps

[ Stack er, recliners] & Hematite

Lime Stone Raw mill Processing Clinker Polyc

Crusher ( Vertical ( Presenters, Kiln, Stock om

Roller mill) coolers) Cement

( Inep tly) nt Silos

DEPARTMENT OF MANAGEMENT STUDIES, VTU CPGS, KALABURGI Page 12

A small cement of gypsum (3 percent to 5 percent) is added to the clinker to regulate

DEPARTMENT OF MANAGEMENT STUDIES, VTU CPGS, KALABURGI Page 13

2.5 PRODUCTS OF ACC CEMENT

ACC MANUFACTURES THE FOLLOWING TYPES.

DEPARTMENT OF MANAGEMENT STUDIES, VTU CPGS, KALABURGI Page 14

43 GRADE CEMENT (ACC CEMENT)

OPC 43 GRADE CEMENT