EXECUTIVE SUMMARY

The MBA course offered by the RV Institute of Management, Karnataka, has its own unique syllabus
which requires its MBA students to undertake a Business Immersion Program with any of the leading
business houses for a period of 6 weeks during the second semester. For the purpose of acquiring
practical knowledge of the working and functioning of a company, RV Institute of Management has
incorporated an in plant training into its Business Management schedule. This in plant training shows us
how the different departments in an organization work and wins as a single unit.

SJS Enterprises Limited is a well-established company. It is an Indian company which always maintains
the highest national standards of excellence through Quality, Technology, Innovation and Continual
Improvement. The company with complete core competence in all aspects of aesthetic manufacturing
processes for Automobiles. Since last 36 years SJS Enterprises Limites is contributing to Automobile
industries as their customers.

The company has all ISO Standard’s Certification capturing the various facets of the Indian economy in
sectors ranging from automobiles to home appliances products.

The company's past growth has been achieved without any equity dilution so growth is not dependent on
the vagaries of the market. For over a decade, it has been bringing the latest and very best in Automobile
aesthetics. Successfully adapting the best of international technology to suit Indian needs, and crafting it
to improve the quality of life – as millions of satisfied customers will agree.

The report consists of the study of the organisation. It involves the brief profile of the company, pre-
establishment factors that prompted the establishment of the company, location matrix and milestones in
the history of the company. Apart from this; a brief introduction has been given to the product mix and
each department of the company. The organisation also implemented environment management systems
and organisation health & safety policy. Another part contains microscopic study made on the success of
SJS Enterprises Limited products.

This part contains the introduction of the various products in the manufacturing segment, market
characteristics, strategies, factors for SJS Enterprises Limited superiority etc. Finally the study contains

SWOT Analysis, 7’s Analysis and 5 force Analysis

1
CHAPTER 1

ABOUT THE ORGANISATION

SJS Enterprises Limited is a prominent and well-known decorative aesthetics company in India. SJS
offers complete "design to delivery" aesthetics solutions and has the capacity to create, customize,
develop and produce a wide range of products for the top consumer electronics and automotive
manufacturers in the world. This also produces goods for the agricultural, medical devices, commercial
vehicle and sanitary ware industries & many more.

In 1987, SJS Company was founded by 3 entrepreneurs, viz., Mr S Shiv Kumar, Mr K.A. Joseph, and
Mr V Srinivasan. It was converted to a private limited company in 2005. The Company is engaged in
the business of manufacturing decorative aesthetic products primarily for the automotive and consumer
appliance industry such as automotive dials, overlays, badges and logos.

SJS differentiate itself on the basis of the wide range of product portfolio, quality of product they offer,
their product design and development capabilities and the strength of their relationships with customers
located across various industries globally. The organization continually develops new products to
support customers through the unique R&D capabilities. SJS has a strong team of 1500+ employees to
drive the entire manufacturing system in well-established Standard processes in keeping Quality as a
primary objective.

Underpinning the operations are team core capabilities which include a superior product portfolio;
robust manufacturing infrastructure; world-class technologies; and strong design and development
capabilities supported by a creative workforce and master technicians. The organization constantly
works towards pushing the boundaries of design and technology to deliver better and unique solutions to
their customers.

2
VISION
To increase the perceived and experienced value of objects and interfaces, through cutting-edge design
and printing technologies.

MISSION
To deliver desire. To play with colours, materials, textures and most of all, possibilities. To make things
that are visually exciting. Sensorially pleasing. Delightfully intuitive. To be the best in the business of
aesthetic and functional industrial Graphics, Dials, Overlays, Logos, Badges, IMD Parts, Nickel electro
formed badges, Chrome plated parts, Painting & Optical plastic parts using specialized design and
printing technologies.

OBJECTIVES
SAFETY FIRST
QUALITY MUST
KAIZEN FOREVER
VALUES
SJS has 7 core values and are…
1) Customer Focus
2) Communication
3) Agile / Adaptability
4) Accountability / Result Orientation
5) Leadership
6) Innovation
7) Work life balance

3
MILESTONES

YEARS Miles tones

2021 SJS became a Public Limited Company thru public offerings(IPO) on NSE & BSE

2021 Acquisition of Exotech Plastics Pvt Ltd, Pune

2019 Commenced first export business for Lens Mask Assembly

2018 Lens Mask assembly business started

2018 New manufacturing facility with 225,000 square feet area & significant capacity expansion

2016 New manufacturing facility for IMD parts, Aluminium & Electro formed Badges to the
product folio

2015 Investment from Ever stone Capital; exit by Serigraph USA

2014 Commenced manufacturing of Formed appliques

2010 Premium Product segment introduced: 3D Lux

2006 Joint Venture with Serigraph USA

2004 TS 16949 Certification & ISO 9001 Certification

2003 Set up world class facility in Bangalore, India

2000 Robotized doming introduced

1996 Foray into Exports

1992 New plant constructed in Bangalore, India

1987 SJS founded by three entrepreneurs – Srinivasan, Joseph, & Sivakumar

4
PRODUCTS

DECALS

A decal is a pattern or image that has been printed on a surface like plastic, cloth, paper, or ceramic and
may be applied to another surface when it comes into contact with it, usually with the use of heat or
water. The initial stage in the mass production of vinyl decals is the large rolls of vinyl sheet. The vinyl
is fed through a large-format printer/cutter, which prints and cuts out the required pictures and forms.
Designs are often created using sophisticated computer software and electronically sent to the machines.
After the patterns have been cut out of the sheet, the superfluous vinyl is removed by the process of
"weeding." The application of various letters and shapes can therefore be made simpler by covering the
vinyl artwork with a paper pre-mask.
Major Customers: Honda 2W, Suzuki 2W, Renault-Nissan, Yamaha, TVS, Bajaj, Royal Enfield,
Mercury

5
DIALS

Dials are used in two-wheelers and passenger vehicles as speed or revolutions-per minute (“RPM”)
indicators in speedometer clusters. A speedometer is a device that determines and displays the current
speed of an item in motion. For intricate product structures, it specializes in glue, UV, scratch, and anti-
fingerprint protection. It features several texture choices, including matte, gloss, anti-glare, and velvet,
with great light adjustment and measuring capabilities. All dials can be heated stacked to fit specific
style needs.
Major Customers:
Domestic - Hyundai, Kia, Maruti Suzuki, Tata, M&M, Toyota, Honda 2W, Yamaha, Royal
Enfield, Hero.
Global - PSA, GM, Ford, FCA, JLR, Honda 2W, Yamaha, Hyundai, Kia, Suzuki.

OVERLAYS

Overlays are used in control panels for household appliances as a user-machine interface. The firm
offers overlays that are constructed to withstand continuous user use. SJS overlays are designed to
survive a lifetime of at least ten years. One million push tests are performed on the embossed buttons.

6
That some of the major appliance producers in the world, like Whirlpool, Electrolux, Samsung, LG, and
Carrier, rely on us for overlays is not surprising.The finishes might be Metallic, Satin, or Brush.
Major Customers: Whirlpool, Electrolux, Samsung, AO Smith, HUL , Eureka Forbes, Panasonic
LENS MASK ASSEMBLY
IMD

For two-wheelers, lens mask assemblies serve as digital speedometers and information systems. To
endure harsh environmental conditions, a plastic housing is moulded around an optical lens printed with
a unique waterproof ink insert. Manufacturers of two-wheelers employ it to conceal the digital
instrument cluster display. SJS manufactures digital cluster masks that are intended to prevent problems
with fog and water entrapment inside clusters. With the assistance of our tool vendors, the company also
provides anti-glare coatings utilizing a unique etching procedure. For the last two years, SJS have been
delivering these products to OEMs both inside and outside of India. Manufacturing involves the use of
bespoke printing equipment and specific lens insert moulding tools.

IML

IMLs are used in many products, such as control panels in vehicles and consumer appliances, branding
logos and decorative plastics. SJS creates conductive and non-conductive touch-sensitive control panels.
The company provides a variety of colour, finish, and thickness options. SJS uses its precision forming,
injection moulding, ink choosing, and printing skills, as well as its own product design and tooling
7
skills, to provide all the facilities needed for such goods under one roof and guarantee high-quality and
on-time delivery for our clients. The company also makes use of its network of tooling providers to
supply goods with an 8 to 10 week lead time. Lens Mask Assemblies are parts with extremely high
Aesthetic requirements. Injection moulding and printing under one roof are essential to quality. As a
result, they employ advanced facilities and robotic printing. 12+ injection moulding machines ranging
from 50T to 275T are available. SJS has built a world class dust free plant to ensure highest product
quality.
Major Customers: Honda 2W, Yamaha, Suzuki 2W, Royal Enfield.
3D LUX / LOGOS

3D lux badges are complicated products with a range of finishes, colours, shapes, and curves that are
widely used on two-wheelers and in passenger automobiles to advertise a customer's identity or brand.
Through logos and 3D Lux, two important products, the clients' brand history is delivered. SJS has
always held this perspective, and in 2010 they purchased a patented method to enhance quality and
create logos with a significant effect. They provide the most environmentally friendly substitute for
chrome plating. Some of the most recognizable brands in the world, including Renault-Nissan, Suzuki,
Honda, Yamaha, Hyundai, Eicher, Bajaj Auto, Volvo, and TVS, have their logos created by SJS.
Major Customers: Renault-Nissan, Hyundai, Royal Enfield ,Suzuki 2W, Honda 2W, Yamaha,
Hyundai, Eicher, Bajaj, TVS, TATA

8
DOMES

Domes are widely used in two-wheelers, passenger automobiles, and consumer products (for indoor and
outdoor use) to display a customer's logo or brand with remarkable embossing effects. They may be
featured in a variety of colours and shapes. SJS offers robotized script and microdoming that is resistant
to minor dents and scratches.
Major Customers: Honda 2W, TVS, Samsung, Whirlpool, Royal Enfield, Datsun, Tafe

ALUMINUM & ELECTROFORM BADGES

Aluminium badges are frequently used in two-wheelers, passenger automobiles, and consumer products
as brand displays or to impart specific instructions on hard surfaces. SJS offers professional embossing,
cutting, and printing services utilizing top-notch metallic and non-metallic inks. It is mostly used for
branding by vehicle, appliance, and outdoor equipment manufacturers.
Major OEMs: Whirlpool, Harley-Davidson thru Brembo, Electrolux, Samsung

9
ORGANISATION CHART

10
SWOT ANALYSIS

STRENGTHS WEAKNESS
• People Skill, Experience, Knowledge, and Data Lack of Skill and Experience
• Strong Financial Condition • Financial Crisis
• Competitive Advantage • Poor Marketing
• Intellectual property • Low Public Awareness
• Capabilities •Communication Gap across the organization
• Strong Relationships with all stakeholders • Things our competitors do better than us
• Simplicity or Resource Limitations
• Strong brand recognition • Unclear or Unidentified USP
• Good relationships with customers • Disagreement on Business Strategy

OPPORTUNITY THREAT
• Change in lifestyle • Rising raw material and labour cost
• Market Developments • Security problems
• Influential connections • Lack of access to an expansion of the market
• Good community response • Emerging competitors
• Support from media • Changing regulatory requirements
• Expansion into new markets • Negative social media coverage
• Development of new products or services • Changing customer's perception
• Less Competition • Competition from new entrants
• Emerging need of the product • Economic downturn

11
 MCKINSEY’S 7s MODEL

The McKinney’s 7S Framework is a management model developed by well-known business consultant

Robert H. Waterman, and Tom Peters in the 1980s this was a strategic vision for groups, to include
business units, and teams.

It is a method for examining a company's "organizational design." The model's objective is to illustrate
how an organization's performance may be attained through the interplay of seven crucial components:
structure, strategy, skill, system, shared values, style, and staff.
HARD ELEMENTS
1) STRATEGY
Strategy is the one that's clearly articulated, is long-term, helps to achieve competitive advantage and is
reinforced by strong vision, mission and values.
The unique wholesale B2B model of SJS ENTERPRISE LTD ensure the company future propriety
supported by two major strategies pillars
(a) Direct Marketing: Direct Marketing refers to selling products & services to the customers directly in
bulk. This will avoid the involvement of middleman which will helps in reduction of cost
(b) Other strategy
SJS main strategy are as follows
 Innovation in product and services
 Effective and efficient of human resource relatives outcomes
 To affect training and development to workers to upgrade the expertise and learning to the
changing innovation to improve its quality.
 To adopt advanced technologies to achieve competitive advantage and to the power of expected
targets.
 The strategy is clear to guarantee target accomplishment with quality from ability and trained
resources.
12
2) STRUCTURE
STRUCTURE PERTATINING TO PRODUCTION PROCESS

ART WORK
PRINTING POST PRINTING ***

ATMA Machine
SCREEN PRE INSPECTION
PREPARATION

SPS Machine
FINAL INSPECTION
INK

RAW R/F machine DOCK AUDIT

MATERIAL
FROM STORE
PACKING

DISPATCH

Post Printing Activity:***

Case 1: PRINTING LAMINTION PUNCHING

Case 2: PRINTING LAMINTION GUMING LINEAR PASTING

Case 3: PRINTING LAMINTION HOLE PUNCHING GUMING LINEAR

PASTING

Case 4: PRINTING LAMINTION HOLE PUNCHING GUMING LINEAR

PASTING

Case 5: PRINTING LAMINTION FORMING HOLE PUNCHING GUMING

LINEAR PASTING QC

3) SYSTEM
Well-defined and clearly defined mechanisms: to ensure that business activities are managed
successfully and efficiently. The process and procedures of the company which reveal business daily
activities and how decisions are made. This also helps to make changes and alter and in fact is very
helpful while taking important decisions, in SJS large number of workers are engaged in pronation and
cutting activities

13
SOFT ELEMENTS
1) SHARED VALUES
The organization creates great quality items for which additionally gotten an award
a) Customer service and quality item: Organization needs to keep up customers' connection and
development. For this reason, it is meeting them periodically to listen to their necessities and
anticipating exceptions and to prove quality items at reasonable costs.
b) Social welfare: The organization is routinely engaged with social welfare exercises. It gives medical
and other facilities to their employees and furthermore donates funds to the society for the prosperity.
c) Environment pollution control: To guarantee in operation and most standards of surroundings
wellbeing in its manufacturing plants and township through taking appropriate and effective measures.
d) Inspire confidence: The organization carefully selects, trains and develops their employees. Creative
and empower them to take so that they respond to all stakeholders with agility, confidence and
teamwork
2) STYLE
The style of an undertaking in accordance with the aid of contributions of the best control assemble over
a time period

Participative leadership style is the best administration of SJS ENTERPRISES

3) STAFF
It has approximately 1450 employees as of 31 March 2023.
st

STATUS NO. OF EMPLOYEES

REGULAR 500

CONTRACT 950

4) SKILLS
SJS is mainly focused on production activity because high production which indicate high growth so
industry always wanted to keep moving with that, so company acquires many skills such as:
 Technical skill
 Problem solving
14
  Leadership skill
 Managerial skill
 Creative thinking
 How to work in team to chive desired goal
Future Plans

Year 2023-24 Year 2024-25

1) Safety - ZERO Accidents company wide Enhance Competitiveness:

a. HIRA implementation 1. Safety - ZERO Unsafe Acts and Conditions

company wide
b. Promote Safety Culture through Back to Basics (M/C
safety) a. Shop specific Basic rules

b.STOP 6 simulators development

c. Develop Safety Man / Line

2. Productivity - Efficiency Improvement (5%1) 2. Productivity - Efficiency Improvement ( 3%1)

a. Printing layout optimization (Ups) a. Cycle time reduction

b Printing Colour reduction (Ink) b. Work study and Line Balancing

c CT Study and Line Balancing c. Batch type to Line Concept

d. Material Handling / Value Stream Mapping

synchronization

3. Utilization - Setup time Optimization ( 10% ) - Start 3. Utilization - Manpower Flexibility multiple
Industry 4.0 customer /Product

a Efficient Manning /Setter Concept a. Multiskilling between group (20-40% 1)

(Process Downtime) b.MTTR and MTBF improvement (6% J)

b. Minor Breakdown Management c. Value stream Mapping (5% 1)

C Value Stream Mapping

15
4. Quality -Built in Process Quality (COPQ. 5% J)
a.Chronic issue Management
b. COPQ - Risk down Pokayoke & Automated Optical
Inspection
c. Standardization -
1. Ink formulation
2 Certified Swatches
3. Approved Ink Tickets
5. Cost - Operation cost reduction
a. Employee cost reduction (5% HC V)
b Alternate Raw material, VAVE (Ink , RM: 2% ½)
C. UCA - (Low Cost Automation)
d. Environmental & Energy Management
e.Premium freight reduction (10% V)
6. HR Development - Skill Development and Risk
Mitigation
a.Fundamental Skill training (100% ) & RCA Training
b. OCC Participation (TEl 1) c Kagen symposium (Team
Development)
CERTIFICATION
4. Quality - Towards Built in Process Quality
(COPQ 2% J)
a. Digitalization of SOP
b. COPQ - Manual inspection - Automated
c. SOP Commonization - Similar Family products
5. Cost - Operation cost improvement (5%1)
a. Employee cost reduction (5% ‹ HC)
b. VAVE
1. Ink - 2 Pack to Single
2. RF and ATMA compatibility
consumables management
6. HR Development - Skill Development
a. COPQ, IATF, VDA 6.3
b. Develop TLas Process Champion
c. Team Development Programmes
16
17
CHAPTER 2: ABOUT THE INDUSTRY

BRIEF HISTORY OF THE INDUSTRY

Date back to 220 A.D China, introduced the woodblock printing technique which was the initial base of
the printing industry. Woodblock printing was a common method for printing text, pictures, or designs.

By the ninth century, printing on paper had taken off, and the Diamond Sutra is the first complete
printed book to date. By the ninth century, paper printing had become widely used. 400,000 copies
of several sutras and images were printed by the tenth century.

Block printing was first used in Europe to print on cloth, where it became widespread by the year
1300. For religious purposes, images printed on fabric could be rather huge and intricate. Around
1400, when paper became widely accessible, the method was immediately applied to playing cards
and small woodcut religious images. These prints began to be created in enormous quantities
starting around 1425.

Johannes Gutenberg unveiled the first moveable type printing apparatus in Europe in 1450. He made
improvements to the screw press, the use of oil-based ink, the development of softer and more absorbent
paper, and advancements in casting type based on a matrix and hand mold. Gutenberg was the first to
create his type pieces from an alloy of lead, tin, antimony, copper and bismuth – the same components
still used today.

Movable type page layout and printing with a press was quicker and more dependable than woodblock
printing. In addition, typography and typefaces developed as a result of the metal type parts' increased
durability and uniformity of letters. The printing press started expanding quickly throughout Europe.
Later, it spread all over the world. Richard March Hoe created the rotary printing machine in 1843.
Long continuous rolls of paper or other substrates are printed using imprints that are curled around a
cylinder.

3D printing was invented in the 1980s in Japan. It is a type of manufacturing technology where actual
products are produced using 3D printers from digital models that are three dimensional. The items are
made by successively putting down or constructing several thin layers of material. In order to cut down
on printing expenses and paper waste, gang run printing involves placing several printing jobs on a
single sheet of paper.

18
In 2005, out of the 45 trillion pages printed annually worldwide, digital printing made up around 9%.
Professional digital printing that employs toner relies heavily on electrical charges to transfer the toner
or liquid ink to the substrate. From early colour and black-and-white copiers to sophisticated colour
digital presses like the Xerox iGen3, the Kodak Nexpress, the HP Indigo Digital Press series, and the
Info Print 5000, digital print quality has constantly increased.
STRUCTURE PERTATINING TO PRODUCTION PROCESS

ART WORK
PRINTING POST PRINTING ***

ATMA Machine
SCREEN PRE INSPECTION
PREPARATION

SPS Machine
FINAL INSPECTION
INK

RAW R/F machine DOCK AUDIT

MATERIAL
FROM STORE
PACKING

DISPATCH

Post Printing Activity:***

Case 1: PRINTING LAMINTION PUNCHING

Case 2: PRINTING LAMINTION GUMING LINEAR PASTING

Case 3: PRINTING LAMINTION HOLE PUNCHING GUMING LINEAR

PASTING

Case 4: PRINTING LAMINTION HOLE PUNCHING GUMING LINEAR

PASTING

Case 5: PRINTING LAMINTION FORMING HOLE PUNCHING GUMING

LINEAR PASTING QC

19
APPLICATION OF PORTER FIVE FORCE MODEL

Competitive Rivalry

SJS Enterprise must deal with the strong force of competition. This component of the Five Forces
analysis determines how firms affect each other. In SJS Enterprise case, the following external factors
are the main contributors to the strong force of competitive rivalry in the industry environment:

 High aggressiveness of firms.

 High variety and differentiation of firms.
 Low number of large firms.

SJS Enterprise firms are aggressive against each other in terms of such factors as innovation and
marketing. Also, SJS Enterprise competes with a high variety of firms, which differentiate through cost,
efficiency, style and other variables.
MAJOR COMPETITORS

 Image Labels Private Limited, Bangalore.

 Classic Stripes Private Limited, Mumbai.

Bargaining Power of SJS Enterprise’s Suppliers

SJS Enterprise suppliers aim to influence the firm to improve their businesses. This component of the
Five Forces analysis reflects the interactions between firms and their suppliers. In SJS Enterprise case,
the following external factors in the SJS industry environment contribute to the weak force or
bargaining power of suppliers:

 Moderate population of suppliers

 Low forward integration of suppliers

20
The limited population of suppliers around the world creates a moderate force that influences SJS
Enterprise. Theoretically, this bargaining power is higher when the suppliers are fewer. This will
increase the cost for the firm in the future and affect the margins of the firm. Thus, this part of SJS
Enterprise’s Five Forces analysis highlights the company’s relative ease in addressing the strong force
or bargaining power of suppliers.
Bargaining Power of SJS Enterprise’s Customers
SJS Enterprise’s customers directly affect the business through revenues. This component of the Five
Forces analysis shows the influence of buyers on business. In SJS Enterprise case, the following
external factors are the main contributors to the strong force or bargaining power of buyers in the
automotive industry environment:

 Low switching costs

 High quality of information
 Moderate substitute availability

The low switching costs mean that customers can easily change from SJS Enterprise to competing firms
at no extra cost. In this part of SJS Enterprise’s Five Forces analysis, the combined effect of these
external factors is the strong force or bargaining power of customers. SJS Enterprise needs to ensure that
its products match the preferences and expectations of its target customers.
MAJOR SUPPLIERS AND BUYERS

SUPPLIERS BUYERS

Covestro Hong Kong Honda

Bow Tape Co Ltd. Yamaha
Demak Polymer S.R.L Suzuki
Proll Royal Enfield
Snab Graphix India Pvt. Ltd Whirlpool
Knowell Corporation Samsung
Jujo Chemical Bajaj
3M Indian Ltd
Apex Techno Polymer Pvt Ltd

21
MAJOR SUBSTITUTES

Chrome plating

The process of electroplating a thin layer of chromium onto a metal item is known as chrome plating
(less frequently referred to as chromium plating). A component that has been chrome-plated is referred
to as chrome or as having been chromed. The chromium coating may be ornamental, offer corrosion
protection, make cleaning easier, or raise the hardness of the surface. Nickel, a less costly alternative to
chrome, may occasionally be used for decorative purposes. Chrome planting is a substitute of IMD
products

A component is normally prepared and chrome plated using some or all of the following procedures:

 Surface cleaning
 Manual cleaning to eliminate surface contaminants and dirt
 The use of emulsion cleaning, alkaline cleaning, anodic electro cleaning, solvent cleaning by
immersion, spray, hand application, or vapor condensation to remove any residual organic
pollutants.
 Rinsing
 Electro etching or activation
 Rinsing is optional if activation and plating are carried out in the same bath.
 Immersion in the chrome plating solution, allowing the component to warm to solution
temperature
 To achieve the specified thickness, apply plating current for the needed amount of time.
 Rinsing

Threat of Substitutes or Substitution

Substitutes affect SJS Enterprise’s business by competing with the company’s products. This component
of the Five Forces analysis determines the impact of substitute products

 High cost of substitutes

 Low availability of substitute

22
  Cycle time increases

In most cases, it is relatively not easy for customers to shift from SJS Enterprise to substitutes.
However, the procedure for this substitutes is very long which increases the cycle time. In some areas,
substitutes to SJS Enterprise’s products are absent. In addition, these substitutes are usually less
convenient than using the products of firms like SJS Enterprise. In this part of SJS Enterprise’s Five
Forces analysis, the combination of such external factors in the printing industry creates the moderate
threat of substitution that SJS Enterprise must address by making its products more accessible,
affordable and convenient.
Threat of New Entrants
New entrants are potential competitors that threaten SJS Enterprise’s business. This component of the
Five Forces analysis shows the potential impact of a new entry.

 Huge Investment
 Legal compliance

 Manpower avaibility

 Statutory compliance

 Licence from KSPCB

 Monitoring working conditions

 Transportation

 Raw Material avaibility

INDUSTRY VOLUME

The worldwide market size/share for commercial printing was estimated to be worth USD 466.64 billion
in 2021 and is projected to increase to USD 574.12 billion by 2030, expanding at a CAGR of 2.4%
during the forecast period. Commercial printing is printing for businesses. Businesses create a
significant amount of printed goods using commercial printing services. The need for commercial
printing services is rising as businesses and industries require more promotional materials like brochures
and booklets. One of the best marketing tactics is advertising. Such as faster presses and updated colour
and toner technologies, for example, offer for higher production capacity and better quality. The

23
advancement of printing technology has also shown to be efficient and affordable for large-scale
printing.

CURRENT SCENARIO

In India, the printing and print-packaging sector is expanding, and consumers are increasingly very
interested in this important sector. More than 3500 recent graduates in printing engineering join the
sector each year, and many more receive on-the-job training in print shops. According to reports, the
business for printing combined with packaging printing has grown by more than 14% since 1989.
India is currently one of the leading countries in the production of printed paper goods for the global
markets. Significant improvements have been made in quality standards, and enormous manufacturing
capacity has been built. Over Rs. 50,000 cores are being made annually by all segments of the Indian
printing industry. That is around $11 billion in US dollars. India exports books, journals, printing
services, etc. to more than 120 industrialized and developing nations worldwide. During 2004–2005, it
was estimated that Indian exports of books, printed pamphlets, newspapers & journals, job printing, and
printed materials totalled US$550 million. Over 250,000 printing enterprises make up the 12% annual
growth rate of the Indian printing industry.
India is the nation with the most printing presses in the whole globe. India has about 25 lakh
employees, which places it second only to China (30,25 lakh) in terms of the number of people
employed in the printing industry. Worldwide, including in China, the number of printing enterprises
and employees is falling by 6%, however in India, it is growing at a rate of 5.2% yearly.

India's printing industry is currently poised to flourish because of readily available resources and
technology at extremely low prices. Additionally, the government is promoting foreign direct
investment in this industry. Due to the favourable working circumstances, more MNCs are anticipated
to invest in this area. Due to the industry's predicted 12% annual growth rate, there will be a lot of
positions available. Over $600 billion is made annually in the printing business globally. At $160 billion
a year, the United States accounts for the majority of this market, or about 25%.

24
CHAPTER 3: FUNCTIONAL AREAS

SJS enterprises Ltd functional areas can be broadly classified as Printing, Post Printing, Raw material
Supportive cells, Planning, Quality Assurance, New Product Development, Purchase, Marketing,
Logistics Finance, HR Department and Costing etc. This kind of departion helps the organization in
achieving systematic process flow, Reduction of Waste, Increased productivity and it also enhances the
employee collaboration in those specialised areas.

The following are the major functional departments in SJS enterprises Ltd.
1) Human Resource Department.

2) Purchase and Store Department.

3) Finance Department.

4) Production Planning and Control (PPC) Department.

5) Printing/Production

6) Supportive Cells

7) Quality Assurance Department.

8) Marketing Department.

25
The following is the table dividing each functional area in SJS enterprises Ltd on the basis of stages of
Production.

Pre-Production Production Post- Production

Supporting
Departments Departments Departments
Departments

Store / Warehouse Manual Printing(ATMA) Punching PPC

Ink Lab Semi auto Printing(SPS) Forming NPD

Art Room / Film Generation Automated Printing(RF) Doming Marketing

Pre-press / Screen generation Blanking Finance/ Accounts

Adhesive Pasting HRD

Lamination Purchase

packing Maintenance

Quality Checking House Keeping

Quality Assurance Logistics

1) HUMAN RESOURCE DEPARTMENT.

The Human Resource Department is crucial to the development of the company since it serves as a link
between management and employees. The Human Resource Department is responsible for a wide range
of tasks, including planning, hiring, and inspiring the organisation's employees. They are interested in
improving their connection with management as well as finding a solution to the employees' dilemma.

The following are the roles carried out by the Human Resource Department in In SJS Enterprises Ltd.

a) RECRUITMENT
The main objective of the recruitment is to ensure that all the position in the organization are filled by
Pearson who meets the required skills, knowledge, experience and qualification to perform the job
effectively

26
METHODS FOR FILLING UP THE VACANT POSITION AT SJS ENTERPRISES LTD.:

1. Filling up The Vacant Positions by Promotion: All vacancies, barring post in lowest range in
each category, are normally filled by promotion of employees available within the company. The
criteria for promotion is decided by the department head from time to time.
2. Direct Recruitment: The recruitment policy of SJS aims at attractive, inducting, utilizing and
retaining the required calibre of personnel with a view to ensure that the selection is fair and
reliable; that the right quality of manpower is available at right time and at the right position.
Employing manpower above the minimum age of 18. The company prohibits any type of child
labour, forced labour, bounded labour or deposit of original certificate etc.

SOURCES OF RECRUITMENT

1. Internal Recruitment 2) External Recruitment

b) TRAINING AND DEVELOPMENT

An appropriate schedule is planned by the HR just after the selected employee confirms his date of
joining. The newly joined employee will review with a self-assessment sheet by completion of one
month of joining with reporting authority by the HR department about the new assignment. This process
will be done for 6 months continuously by the HR department. After which based on the level of their
skills and their ability to grasp things, they are assigned roles in the organisation.

1. Induction Training
2. Development Training
 On Job Training
 Skill Enhancement Training
 Technical Training
 Soft Skill Development Training
 Multi Skilling Training
 Business Needed Training

d) ENVIRONMENTAL HEALTH & SAFETY AND EMPLOYEE’S WELFARE

 EHS POLICY
EHS policy is the framework for developing their objectives SAFETY FIRST. SJS ensure that this
policy is communicated, understood and applied within the organisation. The organization's concern for
the environment is the fabric for all their processes. The employees of the SJS understand the
importance of safety and wellbeing at a personal and organizational level.
27
  PF
Both employee and employer contribute 12% of Basic + DA towards PF of an employee. PF will
provide a time pension to the nominee of the employee, who dies during the working hours

 MEDICLAIM

SJS have a tie-up with an authorized company for availing the media claim facility. It works as a TPA
(Third Party Administrator) to ensure speedy and transparent processing of the claim through oriental
insurance. This policy covers self, spouse and two dependent children. The employees can avail this
mediclaim facility either through the TPA network hospitals (in which case it will be cashless facility)
or may get the same reimbursed by availing this benefits through non network hospitals.

 FREE CANTEEN AND TRANSPORTATION FACILITY

SJS has the free canteen facility for their employees which has the capacity of over 500 employees
sitting and serving. The hygienic food is cooked in house and served to all the employees as per the food
standard.

SJS has outsourced transportation consisting of approximately 6 buses deployed at a different location
or route. The routine inspection and cleanliness is maintained inside the vehicle which makes employees
feel very comfortable while coming to the company and going after their work. The employees will be
picked from different locations at a boundary of 15 km far from the company.

2) PURCHASE AND STORE DEPARTMENT.

The following are the roles carried out by the PURCHASE AND STORE DEPARTMENT in In SJS
Enterprises Ltd.

a) Inventory Management: Effective inventory management enables businesses to balance the amount
of inventory they have coming in and going out. The better a business controls its inventory, the more
money it can save in business operations. An ERP system is implemented in monitoring and controlling
the inventory management system and the raw materials are categorized into critical and non-critical
spares as per the business requirement.
b) Cost Reduction: Cost savings realized throughout the purchase process are typically referred to as
cost reductions. Renegotiating contract terms and conditions, streamlining administrative and
operational procedures, and making wise use of data and technology are all ways to save money.
c) System Adherence: It is the act of doing something according to a particular rule, standard,
agreement, etc.

28
d) Continual Improvement: At SJS, continual improvement being done in the processes or products by
practicing the best standards, creating kaizen and implementation of lean manufacturing methodology.
3) FINANCE DEPARTMENT
Following are the activities of Accounting Department in SJS Enterprise:
a) PROFITABILITY: Profitability is a measure of an organization's profit relative to its expenses.
b) INVENTORY MANAGEMENT: helps companies identify which and how much stock to order at
what time. It tracks inventory from purchase to the sale of goods.
c) PRODUCT PRICING: Finance teams can take the lead in valuation to direct and oversee all pricing
activities within the organization.
d) CASH BOOK: Cash book is a prominent book of the books of account. Cash receipts and cash
payments are accounted for in the book. Total cash in hand and cash in bank can be known from this
book. Maintain records of supplier payment and follow up with buyers for pending payment. This
department is involved in all kinds of payment and cash management.
e) JOURNAL & LEDGER: A separate person is appointed to maintain the journal and ledger books.
He records all the day to day transactions except cash transactions in the journal & them to their
respective ledger accounts.
a. Computer Billing
b. Rising Of Necessary Funds
c. Preparing Financial Plan

4) PRODUCTION, PLANNING AND CONTROL (PPC) DEPARTMENT

a. Machine Utilization
b. On Time Delivery
c. On Time Card Closure
d. Material Planning
e. End To End Process Planning

5) PRODUCTION DEPARTMENT
a. Manual Printing (ATMA)
b. Semi Auto Printing (SPS)
c. Automated Printing (RF)

29
6) SUPPORTIVE CELLS
a. ART ROOM: Drawing preparation and film generation
b. INK LAB: Secondary Ink preparation as per requirement
C. PRE-PRESS DEPARTMENT: Screen preparation for each colours

7) QUALITY ASSURANCE DEPARTMENT

The Quality Assurance Department plays a vital role in ensuring a healthy relationship between a firm
and its clients, because a defect in a product can have a negative impact on the image of the firm and the
relationship and the trust may be hampered. In SJS Enterprises Ltd. Quality Assurance Department are
involved in the following activities:

 Setting up Quality Standards

 Establishing Quality SOP
 Zero repeat customer complaint
 Zero major rejection
 Preparing the quality audit report.

8) MARKETING DEPARTMENT

The Marketing Department of SJS Enterprise is responsible for promoting the product, vision and
mission of the organisation, finding new customers and retaining loyal customers. As SJS Enterprise is
now only involved in Job Work their potential clients are Apparel firms who are in direct contact with
end users.

The main Objectives of Marketing Department are:

1. BUSINESS DEVELOPMENT: The BD team shall initiate the business with new customers by
receiving RFQ from the customers. After quotation, the sample product will be supplied to
customer for initial approval with internal coordination with NPD.

2. SUPPLY CHAIN MANAGEMENT: They centrally control or link the production, shipment, and
distribution of a product by coordinating it with logistics team.

3. SALES : They are looking for the existing customer requirement

30
CHAPTER 4: FINANCIAL PERFORMANCE ANALYSIS

BALANCE SHEET OF SJS ENTERPRISES LTD AS ON 31-03-2020 to 31-03- 2022

PARTICULARS 2022 2021 2020

EQUITIES AND LIABILITIES

SHAREHOLDER'S FUNDS

Share Capital 304.38 304.38 304.38

Reserves and Surplus 3271.06 2,847.78 2,248.52

TOTAL 3,575.44 3,152.16 2,552.90

Money received against shares

NON-CURRENT LIABILITIES

Long Term Borrowings 0.08 0.08

Deferred Tax Liabilities [Net] 88.31 91.92 41.47

Other Long Term Liabilities

Long Term Provisions

TOTAL NON CURRENT LIABILITIES 88.39 92.00 41.47

CURRENT LIABILITIES

Short Term Borrowings 76.97 92.11 61.70

Trade Payables 143.01 252.86 205.42

Other Current Liabilities 158.36 233.69 48.36

Short Term Provisions 4.56 12.62 67.06

TOTAL CURRENT LIABILITIES 447.74 591.28 382.54

31
TOTAL CAPITAL AND LIABILITIES 4,111.57 3,835.44 2,976.91

ASSETS

NON-CURRENT ASSETS

FIXED ASSETS

Tangible Assets 1,387.06 1,409.02 1,247.33

Intangible Assets 139.82 142.89 7.03

Capital Work-In-Progress 1.91 42.52 2.46

Other Assets

Non-Current Investments 640.00

Deferred Tax Assets [Net]

Long Term Loans And Advances 20.00 124.29

Other Non-Current Assets 80.86 55.47 30.89

TOTAL NON-CURRENT ASSETS 2,269.65 1,649.90 1,412.00

CURRENT ASSETS

Current Investments 784.42 814.66 695.55

Inventories 279.67 332.35 277.63

Trade Receivables 586.99 597.3 453.09

Cash And Cash Equivalents 99.1 376.06 107.61

Short Term Loans And Advances 2.52 0.95 28.78

Other Current Assets 89.22 64.22 2.26

32
 TOTAL Current Assets 1,841.92 2185.54 1,564.92

TOTAL ASSETS 4,111.57 3,835.44 2,976.91

PROFIT AND LOSS SJS ENTERPRISES LTD AS ON 31-03-2020 to 31-03- 2022

PARTICULARS 2022 2021 2022

REVENUE FROM OPERATIONS

Sales 2,678.85 2,516.16 2,159

Other Income 34.16 35.38 54.33

TOTAL REVENUE 2,713.01 2,551.54

EXPENSES

Cost Of Materials Consumed 992.01 990.29 844.69

Change In Inventory of Finished Goods and work in progress 20.5 (18.49) (21.07)

Employee Benefit Expenses 409.12 360.68 329.24

Finance Costs 4.84 7.77 10.18

Depreciation And Amortisation Expenses 154.13 147.49 118.26

Other Expenses 437.9 422.02 373.16

TOTAL EXPENSES 2,018.50 1,909.76 1,654.46

PROFIT/LOSS BEFORE TAX 694.51 641.78 50.00

TAX EXPENSES-CONTINUED OPERATIONS

Current Tax 180.12 191.01 112.70

Previous Tear

33
 Deferred Tax (4.22) (26.88) 28.09

PROFIT/LOSS FOR THE PERIOD 518.61 477.65 387.67

EARNINGS PER SHARE

Basic EPS (Rs.) 16.88 15.69 21.05

Diluted EPS (Rs.) 17.04 15.69 21.05

COMMON SIZE STATEMENT OF BALANCE SHEET

PARTICULARS 2022 % 2021 % 2020 %

EQUITIES AND
LIABILITIES

SHAREHOLDER'S
FUNDS

Share Capital 304.38 7.40% 304.38 7.94% 304.38 10.22%

Reserves and Surplus 3271.06 79.56% 2,847.78 74.25% 2,248.52 75.53%

TOTAL 3,575.44 86.96% 3,152.16 82.19% 2,552.90 85.76%

Money received against

shares

NON-CURRENT
LIABILITIES

Long Term Borrowings 0.08 0.0019% 0.08 0.0021%

Deferred Tax Liabilities

[Net] 88.31 2.15% 91.92 2.40% 41.47 1.39%

Other Long Term

34
Liabilities

Long Term Provisions

TOTAL NON
CURRENT
LIABILITIES 88.39 2.15% 92.00 2.40% 41.47 1.39%

CURRENT
LIABILITIES

Short Term Borrowings 76.97 1.87% 92.11 2.40% 61.70 2.07%

Trade Payables 143.01 3.48% 252.86 6.59% 205.42 6.90%

Other Current Liabilities 158.36 3.85% 233.69 6.09% 48.36 1.62%

Short Term Provisions 4.56 0.11% 12.62 0.33% 67.06 2.25%

TOTAL CURRENT
LIABILITIES 447.74 10.89% 591.28 15.42% 382.54 12.85%

TOTAL CAPITAL AND

LIABILITIES 4,111.57 100% 3,835.44 100% 2,976.91 100%

ASSETS

NON-CURRENT
ASSETS

FIXED ASSETS

Tangible Assets 1,387.06 33.74% 1,409.02 36.74% 1,247.33 41.90%

Intangible Assets 139.82 3.40% 142.89 3.73% 7.03 0.24%

Capital Work-In-Progress 1.91 0.05% 42.52 1.11% 2.46 0.08%

Other Assets

35
Non-Current Investments 640.00 15.57%

Deferred Tax Assets [Net]

Long Term Loans And

Advances 20.00 0.49% 124.29 4.18%

Other Non-Current Assets 80.86 1.97% 55.47 1.45% 30.89 1.04%

TOTAL NON-
CURRENT ASSETS 2,269.65 55.20 1,649.90 43.02% 1,412.00 47.43%

CURRENT ASSETS

Current Investments 784.42 19.08% 814.66 21.24% 695.55 23.36%

Inventories 279.67 6.80% 332.35 8.67% 277.63 9.33%

Trade Receivables 586.99 14.28% 597.3 15.57% 453.09 15.22%

Cash And Cash

Equivalents 99.1 2.41% 376.06 9.80% 107.61 3.61%

Short Term Loans And

Advances 2.52 0.06% 0.95 0.02% 28.78 0.97%

Other Current Assets 89.22 2.17% 64.22 1.67% 2.26 0.08%

TOTAL Current Assets 1,841.92 44.80% 2185.54 56.98% 1,564.92 52.57%

TOTAL ASSETS 4,111.57 100% 3,835.44 100% 2,976.91 100%

THE COMMON SIZE STATEMENT OF THE BALANCE SHEET SHOWS THAT,

 A stable share capital of 7.40% of total assets for 2022 and 7.94% for 2021 indicates that the
corporation did not issue or repurchase shares during these years.
 The reserves and surplus have risen from 74.25% in 2021 to 79.56% in 2022, this shows that
during the course of the year, the company has kept more earnings and generated a greater
surplus.

36
  The decline in trade payables from 6.59% in 2021 to 3.48% in 2022 indicates better management
of trade payables and supplier good relationships.
 The other current liabilities decreased from 6.09% in 2021 to 3.85% in 2022 shows improved
management over short-term obligations.
 The largest part of non-current assets is made up of tangible assets, which slightly declined from
36.74% in 2021 to 33.74% in 2022.

COMPARATIVE STATEMENT OF BALANCE SHEET

PARTICULARS 2022 2021 2021 2020

Absolute % Absolute %

Change Change Change Change

Equities & Liabilities

Shareholder’s Funds

Share Capital 304.38 304.38 304.38 304.38 0%

Reserves and Surplus

3271.0 2,847.7 2,248.5
2,847.78
6 423.28 14.86% 8 2 599.26 26.65%

3,575.4 3,152.1 2,552.9

TOTAL 4 3,152.16 423.28 13.43% 6 0 599.26 23.47%

Money received
against shares

NON-CURRENT
LIABILITIES

Long Term
Borrowings 0.08 0.08 0% 0.08

Deferred Tax 121.67

Liabilities [Net] 88.31 91.92 (3.61) (3.93)% 91.92 41.47 50.45 %

37
Other Long Term
Liabilities

Long Term
Provisions

TOTAL NON
CURRENT 121.86
LIABILITIES 88.39 92.00 (3.61) (3.92)% 92.00 41.47 50.53 %

CURRENT
LIABILITIES

Short Term (16.44)

Borrowings 76.97 92.11 (15.14) % 92.11 61.70 30.41 49.30%

Trade Payables (43.44)

143.01 252.86 (109.85) % 252.86 205.42 47.44 23.09%

Other Current (32.24) 383.18

Liabilities 158.36 233.69 (75.33) % 233.69 48.36 185.33 %

Short Term (63.87) (81.18)

Provisions 4.56 12.62 (8.06) % 12.62 67.06 (54.44) %

TOTAL CURRENT (24.28)

LIABILITIES 447.74 591.28 (143.54) % 591.28 382.54 208.74 54.57%

TOTAL LIABILITI (21.54)

ES 536.13 683.28 (147.15) % 683.28 424.01 259.27 61.15%

TOTAL CAPITAL 4,111.5 3,835.4 2,976.9

AND LIABILITIES 7 3,835.44 276.13 7.20% 4 1 858.53 28.84%

ASSETS

NON-CURRENT

38
ASSETS

FIXED ASSETS

Tangible Assets 1,387.0 1,409.0 1,247.3

6 1,409.02 (21.96) (1.56)% 2 3 161.69 12.96%

Intangible Assets 1932.03

139.82 142.89 (3.07) (2.15)% 142.89 7.03 135.86 %

Capital Work-In- (95.51) 1629.92

Progress 1.91 42.52 (40.61) % 42.52 2.46 40.06 %

Other Assets

Non-Current
Investments 640.00 640.00 0%

Deferred Tax Assets

[Net]

Long Term Loans

And Advances 20.00 20.00 0% 124.29 -124.29 (100)%

Other Non-Current
Assets 80.86 55.47 25.39 45.77% 55.47 30.89 24.58 79.58%

TOTAL NON- 2,269.6 1,649.9 1,412.0

CURRENT ASSETS 5 1,649.90 619.75 37.56% 0 0 237.90 16.85%

CURRENT ASSETS

Current Investments 784.42 814.66 (30.24) (3.71)% 814.66 695.55 119.11 17.13%

Inventories (15.85)
279.67 332.35 (52.68) % 332.35 277.63 54.72 19.71%

Trade Receivables 586.99 597.3 (10.31) (1.73)% 597.3 453.09 144.21 31.83%

39
Cash And Cash (73.65) 249.45
Equivalents 99.1 376.06 (276.96) % 376.06 107.61 268.45 %

Short Term Loans 165.26 (96.70)

And Advances 2.52 0.95 1.57 % 0.95 28.78 (27.83) %

Other Current Assets 2743.77

89.22 64.22 25.00 38.93% 64.22 2.26 61.96 %

TOTAL Current 1,841.9 (15.72) 1,564.9

Assets 2 2185.54 (343.62) % 2185.54 2 620.62 39.66%

TOTAL ASSETS 4,111.5 3,835.4 2,976.9

7 3,835.44 276.13 7.20 4 1 858.53 28.84%

AS PER COMPARATIVE ANALYSIS OF BALANCE SHEET, THE FOLLOWING CAN BE

INFERRED,
 In both 2021 and 2022, the value of the company's issued shares stays the same at 304.38 units.
 Total Non-Current Liabilities is dropped from 92.00 in 2021 to 88.39 in 2022, a drop of 3.61
units or 3.92% in absolute terms. It climbed by 50.53 units, or 121.86%, from 2020 to 2021.
 Current Investments Is had a decline of 30.24 units, or 3.71%, from 814.66 in 2021 to 784.42 in
2022. It climbed by 119.11 units, or 17.13%, from 2020 to 2021.
 Cash And Cash Equivalents fell from 376.06 in 2021 to 99.1 in 2022, a fall of 276.96 units or
73.65% in absolute terms. It climbed by 268.45 units, or 249.45%, from 2020 to 2021.Cash and
Cash Equivalents: It fell from 376.06 in 2021 to 99.1 in 2022, a loss of 276.96 units or 73.65%
in absolute terms. It climbed by 268.45 units, or 249.45%, from 2020 to 2021.

40
COMMON SIZE ANALYSIS OF PROFIT AND LOSS STATEMENT

PARTICULARS 2022 % 2021 % 2020 %

REVENUE FROM
OPERATIONS

Sales 2,678.85 98.74% 2,516.16 98.61% 2,159.39 97.55%

Other Income 34.16 1.26% 35.38 1.39% 54.33 2.45%

TOTAL REVENUE 2,713.01 100% 2,551.54 100% 2,213.72 100%

EXPENSES

Cost Of Materials Consumed 992.01 36.56% 990.29 38.81% 844.69 38.16%

Change In Inventory of Finished

Goods and work in progress 20.5 0.76% (18.49) (0.72)% (21.07) (0.95)%

Employee Benefit Expenses 409.12 15.08% 360.68 14.14% 329.24 14.87%

Finance Costs 4.84 0.18% 7.77 0.30% 10.18 0.46%

Depreciation And Amortisation

Expenses 154.13 5.68% 147.49 5.78% 118.26 5.34%

Other Expenses 437.9 16.14% 422.02 16.54% 373.16 16.86%

TOTAL EXPENSES 2,018.50 74.40% 1,909.76 74.85% 1,654.46 74.74%

PROFIT/LOSS BEFORE TAX 694.51 25.60% 641.78 25.15% 50.00 2.26%

TAX EXPENSES-
CONTINUED OPERATIONS

Current Tax 180.12 6.64% 191.01 7.49% 112.70 5.09%

Previous Tear

41
Deferred Tax (4.22) (0.16)% (26.88) (1.05)% 28.09 1.27%

PROFIT/LOSS FOR THE

PERIOD 518.61 19.12% 477.65 18.72% 387.67 17.51%

EARNINGS PER SHARE

Basic EPS (Rs.) 16.88 0.62% 15.69 0.61% 21.05 0.95%

Diluted EPS (Rs.) 17.04 0.63% 15.69 0.61% 21.05 0.95%

AS PER COMMON SIZE OF PROFIT AND LOSS STATEMENT THE FOLLOWING CAN BE
INFERRED

 Revenue from sales has steadily grown over time, accounting for 97.55% of total revenue in
2020, 98.61% in 2021, and 98.74% in 2022. This shows that SJS Enterprise's primary business is
expanding consistently.

 Depreciation And Amortization the relatively constant amount of expenses suggests steady
levels of investment in tangible and fixed assets.

 Profit before tax of SJS Enterprise has significantly increased, rising from 2.26% of revenue in
2020 to 25.15% in 2021 and then to 25.60% in 2022. This significant improvement suggests
increased operational effectiveness and financial success.

 SJS Enterprise's net profit climbed steadily throughout the years, rising from 17.51% of revenue
in 2020 to 18.72% in 2021 and then to 19.12% in 2022. This suggests that profitability has
increased significantly over time.

42
COMPARATIVE STATEMENT OF PROFIT AND LOSS

PARTICULARS 2022 2021 Absolute % 2021 2020 Absolut %

Change e
Change Change
Change

Revenue From
Operations

Sales 2,516.1 2,516.1 2,159.3

2,678.85 6 162.69 6.47% 6 9 356.77 16.52%

Other Income 34.16 35.38 (1.22) (3.45)% 35.38 54.33 (18.95) (34.88)%

Total Revenue 2,551.5 2,551.5 2,213.7

2,713.01 4 161.47 6.33% 4 2 337.82 15.26%

EXPENSES

Cost Of
Materials
Consumed 992.01 990.29 1.72 0.17% 990.29 844.69 145.60 17.24%

Change In
Inventory of
Finished Goods
and work in (210.87
progress 20.5 (18.49) 38.99 )% (18.49) (21.07) 2.58 (12.24)%

Employee
Benefit
Expenses 409.12 360.68 48.44 13.43% 360.68 329.24 31.44 9.55%

Finance Costs (37.71)

4.84 7.77 (2.93) % 7.77 10.18 (2.41) (23.64)%

Depreciation 154.13 147.49 6.64 4.50% 147.49 118.26 29.23 24.72%

43
And
Amortisation
Expenses

Other Expenses 437.9 422.02 15.88 3.76% 422.02 373.16 48.86 13.09%

Total Expenses 1,909.7 1,909.7 1,654.4

2,018.50 6 108.74 5.69% 6 6 255.30 15.43%

PROFIT/LOSS
BEFORE TAX 694.51 641.78 52.73 8.22% 641.78 50.00 591.78 1183.56%

Tax Expenses-

Continued
Operations

Current Tax 180.12 191.01 (10.89) (5.70)% 191.01 112.70 78.31 69.49%

Previous Tear

Deferred Tax (84.30)

(4.22) (26.88) 22.66 % (26.88) 28.09 (54.97) (195.69)%

PROFIT/LOSS
FOR THE
PERIOD 518.61 477.65 40.96 8.58% 477.65 387.67 89.98 23.21%

EARNINGS
PER SHARE

Basic EPS (Rs.) 16.88 15.69 1.19 7.58% 15.69 21.05 (5.36) (25.46)%

Diluted EPS
(Rs.) 17.04 15.69 1.35 8.60% 15.69 21.05 (5.36) (25.46)%

44
AS PER THE COMPARATIVE STATEMENT CAN BE INFERRED AS FOLLOWS

 Sales revenue went from 2,516.16 in 2021 to 2,678.85 in 2022, a rise of 162.69 units or 6.47% in
absolute terms. It climbed by 356.77 units, or 16.54%, from 2020 to 2021.

 Financial costs dropped from 7.77 in 2021 to 4.84 in 2022, a drop of 2.93 units, or 37.34%, in
absolute terms. It climbed by 2.42 units, or 45.29%, from 2020 to 2021.

 Profit before taxes for the business grew from 641.78 in 2021 to 694.51 in 2022, a rise of 52.73
units or 8.21% in absolute terms. It rose by 591.78 units or 1183.56% from 2020 to 2021.

RATIOS ANALYSIS OF SJS ENTERPRISES LTD: -

1) CALCULATION OF LIQUIDITY RATIOS:

a)CURRENT RATIO:

Current Ratio 2022= Current Assets / Current Liabilities

= 44.80/10.89

= 4.11

Current Ratio 2020= Current Assets / Current Liabilities

= 56.98 / 15.42

= 3.69

Current Ratio 2020= Current Assets / Current Liabilities

= 52.57/ 12.85

= 4.091

Interpretation:

In 2022, SJS Enterprise improved its current ratio to 4.11, indicating a healthier financial position
compared to 2021 (3.69) and 2020 (4.091). The higher current ratio signifies that SJS Enterprise is
better equipped to cover its short-term debts and indicates a reduced risk of liquidity constraints.

45
b) QUICK RATIO:

Quick Ratio 2022 = Quick Assets / Quick Liabilities

= 1,470.51 / 219.98

= 6.68

Quick Ratio 2021 = Quick Assets / Quick Liabilities

= 1,788.02 / 344.97

= 5.18
Quick Ratio 2020 = Quick Assets / Quick Liabilities

= 1,256.25 / 267.12

= 4.70
Interpretation:

SJS Enterprise's quick ratio has been improving over time, going from 4.70 in 2020 to 5.18 in 2021 and
then on to an amazing 6.68 in 2022. This increased trend reflects careful working capital management
and efficient cash flow management, it shows an improved capacity to satisfy short-term financial
commitments.

2). CALCULATION OF SOLVENCY RATIO:

a) DEBT EQUITY RATIO

Debt Equity Ratio 2022= Debt / Equity

= 536.13/3575.44

= 0.149

Debt Equity Ratio 2021= Debt / Equity

= 683.28 / 3152.16

= 0.216

46
 Debt Equity Ratio 2020= Debt / Equity

= 424.01 / 2552.90

= 0.166

Interpretation:

In 2022, the Debt Equity Ratio improved significantly to 0.149 from 0.216 in 2021 and 0.166 in 2020.
This indicates that the company has reduced its debt burden relative to its equity, potentially reducing
interest expenses and financial risk.

b) CALCULATION OF PROPRIETARY RATIO:

Proprietary Ratio 2022= Shareholder’s Fund / Total Fixed Assets

= 3575.44/ 411.57

= 8.68

Proprietary Ratio 2021= Shareholder’s Fund / Total Fixed Assets

= 3152.16/ 3835.44

= 0.82

Proprietary Ratio 2020= Shareholder’s Fund / Total Fixed Assets

= 2552.90/ 2976.91

= 0.86

Interpretation:

The SJS Enterprise proprietary ratio in 2022 is 8.68, which means that shareholder funds cover more
than eight times the entire value of fixed assets. This points to a strong financial position and a heavy
dependence on equity financing, which lessens the company's dependency on external debt. The
proprietary ratios in 2021 and 2020 were 0.82 and 0.86, respectively, indicating a reduced percentage of
equity financing as compared to fixed assets. This shows that fixed asset financing during those years
was more dependent on debt or other non-equity sources.

47
3) CALCULATION OF PROFITABILITY RATIOS:

a) GROSS PROFIT RATIO:

Gross Profit Ratio 2022 = Gross Profit / Net Sales * 100

= 1,721.00 / 2,713.01 * 100

= 63.43%

Gross Profit Ratio 2021 = Gross Profit / Net Sales * 100

= 1,561.25/ 2,551.54* 100

=61.16%

Gross Profit Ratio 2020 = Gross Profit / Net Sales * 100

= 1,369.03/ 2,159.39* 100

=63.42%

Interpretation: SJS Enterprise's Gross Profit Ratio increased to 63.43% in 2022 from 61.16% in 2021,
it shows improved production and cost of goods sold management. In 2020, the Gross Profit Ratio,
which was 63.42%, remained constant with the prior year. This shows that despite the difficulties
encountered throughout that time, the firm has maintained its profitability margins.

b) OPERATING RATIO:

Operating Ratio 2022 = Operating Expenses / Net Sales * 100

= 1,998.00 / 2,678.85 * 100

=74.54%

Operating Ratio 2021 = Operating Expenses / Net Sales * 100

= 1,928.25 / 2,516.16 * 100

=76.56%

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Operating Ratio 2020 = Operating Expenses / Net Sales * 100

= 1,675.53 / 2,159.39 * 100

=77.65%

Interpretation: The operational ratio was 74.54% in 2022 compared to 76.56% in 2021 and 77.65% in
2020, a considerable decline. This development may indicate that the business has been effective in
reducing operating expenditures as a percentage of net sales, leading to improved profitability.

c) NET PROFIT RATIO:

Net Profit Ratio 2022 = Net Profit / Net Sales * 100

= 518.61 / 2,713.01 * 100

=19.11%

Net Profit Ratio 2021 = Net Profit / Net Sales * 100

= 477.65 / 2,551.54*100

=18.71%

Net Profit Ratio 2020 = Net Profit / Net Sales * 100

= 387.67/ 2,15.39*100

=17.95%

Interpretation: The net profit ratio was 17.95% in 2020; it grew to 18.71% in 2021 and then to 19.11%
in 2022. This shows that SJS Enterprise has successfully controlled its costs and spending while
increasing the profitability of its revenue-generating operations.

d) RETURN ON INVESTMENT RATIO:

Return on Investment Ratio 2022 = EBIT / Capital Employed *100

= 699.35 / 3,663.83 * 100

=19.10%

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Return on Investment Ratio 2021 = EBIT / Capital Employed * 100

= 649.55 / 2,586.92 * 100

=25.12%

Return on Investment Ratio 2020 = EBIT / Capital Employed *100

= 60.18 /2,268.05 * 100

=2.65%

Interpretation: In 2020, the ROI was relatively low at 2.65%, indicating that for every rupee of capital
invested, the company generated a modest return. However, there was a significant improvement in
2021, with the ROI increasing to 25.12%, demonstrating a substantial increase in profitability and
efficient utilization of capital. In 2022, while the ROI remained positive at 19.10%, there was a slight
decline compared to the previous year. Overall, it appears that SJS Enterprise has managed to enhance
its profitability and effectiveness in utilizing capital.

e) RETURN ON EQUITY:

Return on Equity 2022 = Net Profit / Equity Shareholders Funds* 100

= 518.61 / 3,575.44 * 100

=14.51%

Return on Equity 2021 = Net Profit / Equity Shareholders Funds* 100

= 2,468.88 / 3,152.16 * 100

=78.27%

Return on Equity 2020 = Net Profit / Equity Shareholders Funds* 100

= 2,128.89 / 2,552.90 * 100

=83.34%

50
Interpretation:

In 2022, SJS Enterprise achieved an ROE of 14.51%, indicating that for every rupee of shareholders'
equity, the company generated a return of 14.51%. This figure represents a significant decline from the
exceptionally high ROEs of 78.27% in 2021 and 83.34% in 2020.

4) CALCULATION OF TURNOVER RATIOS:

a) STOCK TURNOVER RATIO:

Stock Turnover Ratio 2022 = Cost of Sales / Average Stock

= 992.01 / 260.25

= 3.81

Stock Turnover Ratio 2021 = Cost of Sales / Average Stock

= 990.29 / 341.60

= 2.90

Stock Turnover Ratio 2020 = Cost of Sales / Average Stock

= 844.69 / 288.17

= 2.93

Interpretation: SJS Enterprise increased its stock turnover ratio to 3.81 in 2022, suggesting that it sold
and refilled its inventory over four times each year. In comparison to 2021 (2.90) and 2020 (2.93), this
shows an improvement in inventory turnover efficiency. The increased stock turnover suggests that the
firm is better managing its inventory, lowering carrying costs, and enhancing cash flow.

b) DEBTORS TURNOVER RATIO:

Debtors Turnover Ratio 2022 = credit Sales / Average Debtors

= 2,713.01 / 293.50

= 9.24

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Debtors Turnover Ratio 2021 = credit Sales / Average Debtors

= 2551.54 / 298.65

= 8.54

Debtors Turnover Ratio 2020 = credit Sales / Average Debtors

= 2,213.72 / 226.54

= 9.77

Interpretation: The Debtors Turnover Ratio increased to 9.24 in 2022 from 8.54 in 2021, showing that
SJS Enterprise has improved its capacity to rapidly collect payments from clients. This would indicate
more effective credit and collection procedures, which would enhance cash flow and lower credit risk.
The 2022 ratio is marginally lower than the ratio for 2020 (9.77), indicating that there may be
opportunity for additional optimization of accounts receivable management.

c) FIXED ASSET TURNOVER RATIO:

Fixed Asset Turnover Ratio 2022 = Net Sales / Fixed Assets

= 2,713.01 / 1,528.79

= 1.77

Fixed Asset Turnover Ratio 2021 = Net Sales / Fixed Assets

= 2,551.54 / 1,594.43

= 1.60

Fixed Asset Turnover Ratio 2020 = Net Sales / Fixed Assets

= 2,213.72 / 1,256.82

= 1.76

Interpretation: The Fixed Asset Turnover Ratio grew from 1.60 in 2021 to 1.77 in 2022, indicating a
considerable improvement in the use of fixed assets to produce sales.

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TREND ANALYSIS OF BALANCE SHEET

TREND ANALYSIS
PARTICULARS 2022 2021 2020 2020 2021 2022
EQUITIES AND
LIABILITIES
SHAREHOLDER'S
FUNDS
Share Capital 304.38 304.38 304.38 100 100 100
Reserves and Surplus 3271.06 2,847.78 2,248.52 100 126.6513084 145.4761354
TOTAL 3,575.44 3,152.16 2,552.90 100 123.4736966 140.0540562
Money received
against shares
NON-CURRENT
LIABILITIES
Long Term
0.08 0.08
Borrowings
Deferred Tax
88.31 91.92 41.47
Liabilities [Net] 100 221.6542079 212.9491198
Other Long Term
Liabilities
Long Term Provisions
TOTAL NON
CURRENT 88.39 92 41.47
LIABILITIES 100 221.8471184 213.1420304
CURRENT
LIABILITIES
Short Term
76.97 92.11 61.7
Borrowings 100 149.286872 124.7487844
Trade Payables 143.01 252.86 205.42 100 123.0941486 69.61834291
Other Current
158.36 233.69 48.36
Liabilities 100 483.2299421 327.4607113
Short Term Provisions 4.56 12.62 67.06 100 18.81896809 6.799880704
TOTAL CURRENT
447.74 591.28 382.54
LIABILITIES 100 154.5668427 117.0439693
TOTAL CAPITAL
4,111.57 3,835.44 2,976.91
AND LIABILITIES 100 128.8396357 138.1153612
ASSETS
NON-CURRENT
ASSETS
FIXED ASSETS
Tangible Assets 1,387.06 1,409.02 1,247.33 100 112.9628887 111.2023282
Intangible Assets 139.82 142.89 7.03 100 2032.57468 1988.904694
Capital Work-In-
1.91 42.52 2.46
Progress 100 1728.455285 77.64227642
Other Assets
Non-Current
640
Investments

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Deferred Tax Assets
[Net]
Long Term Loans
20 124.29
And Advances 100 0 16.09139915
Other Non-Current
80.86 55.47 30.89
Assets 100 179.5726772 261.7675623
TOTAL NON-
2,269.65 1,649.90 1,412.00
CURRENT ASSETS 100 116.8484419 160.740085
CURRENT ASSETS
Current Investments 784.42 814.66 695.55 100 117.1245777 112.7769391
Inventories 279.67 332.35 277.63 100 119.7096856 100.7347909
Trade Receivables 586.99 597.3 453.09 100 131.8281136 129.5526275
Cash And Cash
99.1 376.06 107.61
Equivalents 100 349.465663 92.09181303
Short Term Loans
2.52 0.95 28.78
And Advances 100 3.300903405 8.756080612
TOTAL Current
1,841.92 2185.54 1,564.92
Assets 100 139.6582573 117.7005853
TOTAL ASSETS 4,111.57 3,835.44 2,976.91 100 128.8396357 138.1153612

TREND ANALYSIS OF INCOME STATEMENT

TREND ANALYSIS
PARTICULARS 2022 2021 2020 2020 2021 2022
REVENUE
FROM
OPERATIONS
Sales 2,678.85 2,516.16 2,159 100 116.5428439 124.078277
Other Income 34.16 35.38 54.33 100 65.12055954 62.87502301
TOTAL
2,713.01 2,551.54 2,213
REVENUE 100 115.2805953 122.5759376
EXPENSES
Cost Of Materials
992.01 990.29 844.69
Consumed 100 117.2370929 117.4407179
Change In
Inventory of
Finished Goods 20.5 -18.49 -21.07
and work in
progress 100 87.75510204 -97.29473185
Employee Benefit
409.12 360.68 329.24
Expenses 100 109.549265 124.2619366
Finance Costs 4.84 7.77 10.18 100 76.32612967 47.54420432
Depreciation And
Amortisation 154.13 147.49 118.26
Expenses 100 124.7167259 130.331473
Other Expenses 437.9 422.02 373.16 100 113.0935792 117.3491264
TOTAL
2,018.50 1,909.76 1,654.46
EXPENSES 100 115.4310168 122.003554
54
PROFIT/LOSS
694.51 641.78 50
BEFORE TAX 100 1283.56 1389.02
TAX
EXPENSES-
CONTINUED
OPERATIONS
Current Tax 180.12 191.01 112.7 100 169.4853594 159.8225377
Previous Tear
Deferred Tax -4.22 -26.88 28.09 100 -95.69241723 -15.02313991
PROFIT/LOSS
FOR THE 518.61 477.65 387.67
PERIOD 100 123.2104625 133.7761498
EARNINGS
PER SHARE
Basic EPS (Rs.) 16.88 15.69 21.05 100 74.5368171 80.19002375
Diluted EPS
17.04 15.69 21.05
(Rs.) 100 74.5368171 80.95011876

55
CHAPTER 5: DATA ANALYSIS AND PROBLEM-SOLVING

PROBLEM DEFINATION
Dials printing activity is majorly carried out with the aid of SPS printing machine, the machine was
stopped and due to equipment failure.

Root cause analysis through Why-Why analysis

Printing Machine Breakdown

WHY?

Due to Breaking Failure

WHY?

More Friction at Bearing

WHY?

NO Lubrication

WHY?

Preventive Maintenance is not carried out

SOLUTION TO THE PROBLEM

Preventive maintenance frequency reduced and re-defined the preventive maintenance procedure forcritical equipment.

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CHAPTER 06: LEARNINGS

LEARNINGS FROM THE IMMERSION EXPERIENCE

 A career can be tested out during a BUSINESS IMMERSION PROGRAMME without any long-
term commitments. It gives the knowledge, skills, and experiences to land a job that pays on a full-
time basis in the future. The major goals of immersion learning are to advance students' acquisition,
as well as their understanding of academic material and cultural contexts. As a result, students
should be able to connect and communicate effectively with more people in more settings in a global
community that is becoming increasingly independent.
 Acquiring additional Skills- involves honing of existing skills and learning how to complete
activities that are pertinent to the job path to pursue.
 Enhancement of Professional communication skills - As conversations with superiors or co-workers
are different from those with lecturers or fellow students, it also includes the capacity to
communicate with people in a professional situation.
 Networking and Making connections- widening the relationship with colleagues.
 Exposure to the real professional world

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