Introduction to Controlling

Managing Operations
Managing Entrepreneurial Ventures

Presented By: Group 7

1
List of Presenters

Roll No. Roll No. Name

(Old) (New)

007 20-S-009 Dipak Bhole

024 20-S-033 Manali Gawari

042 20-S-052 Tejas Joshi

059 20-S-069 Prithvi Manwani

076 20-S-094 Kaustubh Patil

093 20-S-115 Nikhil Sadhwani

111 20-S-142 Jayesh Thakur

128 20-S-018 Sanket Dahat

150 20-S-127 Sahil Shende

2
Controlling and its importance,
3 types of controlling process

Presented By: Dipak Bhole

Old Roll No.: 007; New Roll No.: 20-S-009

3
Controlling

What is Controlling?

It is the process of monitoring, comparing and correcting work performance.

The control process assumes that performance standards already exist, and they do. They’re the specific goals created
during the planning process.

Why is controlling important?

Planning can be done to facilitate efficient achievement of of goals and employees motivated through effective
leadership
There is no assurance that activities are going as planned and goals are being attained
Controlling gives the way that managers know whether organisation goals are being attained.

References

Fundamentals of Management 10th edition by Robbins, Coulter & DeCenzo (Pg. Nos. 645), 4
 Step 1 Step 2

Step 3

Planning Controlling Link The control process

5
Management 14th edition by Robbins, Coulter (Page 634)
3 Step Control Process
Step 1: Measuring Actual
Performance
● To determine what actual
performance is, a manager
must first get information
about it
● Four approaches used by
managers to measure and
report actual performance
are personal observations,
statistical reports, oral
reports, and written reports.
Management 14th edition by Robbins, Coulter (Page 634-36)
Step 2: Comparing Actual Performance Step 3: Taking Managerial Action
Against ● Managers can choose among
the Standard three possible courses of
● The comparing step determines action: do nothing, correct the
the variation between actual actual performance, or revise
performance and the standard. the standards
● Although some variation in
performance can be expected in all
activities, it’s critical to determine
an acceptable range of variation
● Deviations outside this range need
attention.
6
 Types of controls used by organizations,
Measure of employee and organizational performance

Presented By: Manali Gawari

Old Roll No.: 024; New Roll No.: 20-S-033

7
Types of controls used by organizations
Feedforward/Concurrent/feedback controls

References

Fundamentals of Management Management Myths Debunked 10th edition by Robbin ,Coulter, DeCenzo (Page 452) 8
Types of controls used by organizations (contd.)

Financial Controls
Involves the management of a firm’s costs and expenses to control them in relation to budgeted amounts

Information Controls
Right information at the right time to monitor and measure organizational activities

Balanced Scorecard
Way to evaluate an organization’s performance in four different areas(financial, customer, internal process , people and innovation) rather than
just from the financial perspective

Benchmarking for best practices

Watching what others are doing and then using that knowledge to aggressively replicate the successes , used to identify specific performance
gaps and potential areas of improvement

References

Management 14th edition by Robbins, Coulter (Page 643-647) 9

Measures of organizational performance

Organizational productivity
Ability to produce the most goods and services using the least amount of inputs,

Organizational effectiveness
a measure of how appropriate organizational goals are and how well those goals are being met

Industry and company ranking

an indicator of how well their company performs in comparison to others

References

Management by Robbins and Coulter, 11th edition , page 492 10

Employee performance measurement

Management by objectives
evaluated on the extent to which the objectives were accomplished by an individual

Graphic scale rating

traits or behaviours that are important for effective performance are listed out and each employee is rated against these traits

360 degree feedback

Performance feedback from superiors, peers, and subordinates
A comprehensive picture of a manager’s developmental needs can be obtained.

References

Strategic Human Resource Management by Charles Greer 2nd edition, Page 467, pdf page 481 11
Contemporary Issue in Control

Presented By: Tejas Joshi

Old Roll No.: 042; New Roll No.: 20-S-052

12
Adjusting Controls for Cross-Cultural Differences & Workplace Privacy

Controls for Cross-Cultural Differences

Control techniques can be quite different for different countries
Differences are primarily in the measurement and corrective action steps of the control process
These issues can be controlled by Adopting flexibility in work environment, promoting open communication, encouraging team building
activities, creating inclusive structure, Create a Cross-Cultural Awareness Program and addressing conflicts immediately
Workplace Privacy
Workplace privacy is related with various ways of accessing, controlling, and monitoring employees' information in a working environment

Following control principles can be followed for employee information for improving workplace privacy

Identifying purpose, Limiting collection,

Accountability
Consent use and retention

Accuracy,
Challenging
Safeguard, Individual access
compliance
Openness

References

Management Myths Debunked by Robbins, Coulter & DeCenzo (Pg. Nos. 458 to 464) 13
Employee Theft & Workplace Violence
Employee theft is defined as any unauthorized taking of company property by employees for their personal use
Controlling Employee Theft

Use careful pre-hiring Openly communicate the costs Make sure employees know when theft
screening. of stealing. or fraud has occurred
Educate and train Use video surveillance Evaluate your organization’s culture and
employees about the equipment if conditions the relationships of managers and
policies. warrant. employees

Workplace Violence
Workplace violence is any act or threat of physical violence, harassment, intimidation, or other threatening disruptive behavior that occurs at the work site.

Following controlling measures should be adopted by the organization:

Create a violence prevention plan that focuses on major risks
Asses facility’s security strengths and weaknesses, implement additional security measures if necessary
Train workers recognise and report prior behaviour, and respond to workplace violence
Hold periodic drills for workers to practice the actions they should take during a workplace violence

References

Management Myths Debunked by Robbins, Coulter & DeCenzo (Pg. Nos. 458 to 464) 14
Corporate Governance

Corporate governance, the system used to govern a corporation so that the interests of corporate owners are protected, it fails abysmally if
the companies get caught in financial scandals.

THE ROLE OF BOARDS OF DIRECTORS

THE ROLE OF BOARDS OF DIRECTORS The original purpose of a board of directors was to have a group, independent from management,
looking out for the interests of shareholders who were not involved in the day-to-day management of the organization.

FINANCIAL REPORTING AND THE AUDIT COMMITTEE

The primary purpose of a company’s audit committee is to provide oversight of the financial reporting process, the audit process, the
company’s system of internal controls and compliance with laws and regulations.

References

Management Myths Debunked by Robbins, Coulter & DeCenzo (Pg. Nos. 458 to 464) 15
Introduction to Operations Management & Its Role

Presented By: Prithvi Manwani

Old Roll No.: 059; New Roll No.: 20-S-069

16
Defining Operations Management & Its Role

Definition
The term operations management refers to the design, operation, and control of the transformation process that converts such resources
as labor and raw materials into goods and services that are sold to customers.

Why is Operations Management Important?

It encompasses processes in It’s important in effectively It plays a strategic role in an

1 services and manufacturing 2 and efficiently managing 3 organization’s competitive
organizations productivity success

References

Fundamentals of Management by Robbins, Coulter & DeCenzo (Pg. Nos. 475 to 476) 17
Service v/s Manufacturing

All organizations produce goods or services through the transformation process.

Value Addition
Inputs Finished Goods & Services

Manufacturing Organizations
It’s easy to see the operations management (transformation) process at work in these types of organizations because raw materials are
turned into recognizable physical products.

Service Organizations
Transformation process isn’t as readily evident in service organizations as they produce nonphysical outputs in the form of services

References

Management Myths Debunked by Robbins, Coulter & DeCenzo (Pg. Nos. 476 to 477), Management by Robbins & Coulter (Pg. Nos. 683 to 684) 18
Improving Productivity

Improving productivity has become a major goal in virtually every organization.

Productivity = People + Operations Variables

The Interplay between People and Operations

High productivity can’t come solely from good “people management.” The truly effective organization will maximize productivity by
successfully integrating people into the overall operations system.

Measuring Productivity of Labour

The productivity of labor is typically measured by unit output divided by some measure of labor input, such as hours worked or number of
employees.

Measuring Productivity of Capital

The productivity of capital is usually measured by sales divided by the total capital invested in a business

References

Management Myths Debunked by Robbins, Coulter & DeCenzo (Pg. Nos. 477 to 478); Principles of Management by Hill & McShane (Pg. Nos. 158 to 159) 19
Nature and Purpose of Value Chain Management

Presented By: Kaustubh Patil

Old Roll No.: 076; New Roll No.: 20-S-094

20
What is Value Chain Management?

Value

Value Chain

Tier 3 Tier 2 Tier 1 Tier 1 Tier 2 Ultimate

Company
Suppliers Suppliers Suppliers Customers Customers Customer

Goal of Value Chain Management

References

Management, 14th Ed, by Robbins, Coulter (Pg. 685 to 687); Production and Operations Management, 5th Ed, by S.N.Chary (Pg. 27.2 to 27.4) 21
Keiretsu

Swamping of American and European markets by Japanese goods in 70s and 80s
Quality

Variety

Cheaper

So, what is Keiretsu?

Group of business companies that are mutually dependent

Hallmarks of Keiretsu
Trust

Collaboration

Educational Support

References

Production and Operations Management, 5th Ed, by S.N.Chary (Pg. 27.2 to 27.4); The New, Improved Keiretsu, HBR, Sep 2013 22
Benefits of Value Chain Management?

Improved Procurement
Acquiring needed resources

Improved Logistics
Managing material, service and information

Improved Product Development

Close relationships with customers leads to developing products they value

Enhanced Customer Order Management

Managing every step to make sure customer are satisfied

References

Fundamentals of Management - Management Myths Debunked!, 10th Ed, Robbins, Coulter, DeCenzo (Pg. 480) 23
How Value Chain Management is implemented

Presented By: Nikhil Sadhwani

Old Roll No.: 093; New Roll No.: 20-S-115

24
Requirements of Value Chain Management

Organizational Coordination and

Culture and Attitude Collaboration

Value Chain Technology

Employees
Management Investment

Organizational
Leadership Processes

References
Fundamentals of Management 10th edition by Robbins, Coulter & DeCenzo (Pg. Nos. 481 to 485),
25
Principles of Management v4.0 - Talya Bauer, Berrin Erdogan, and Jeremy Short (Pg. Nos. 161 to 163)
Requirements of Value Chain Management

Leadership
● Serious commitment on the part of the organization’s leaders.
● Clarification regarding each employee’s role in the value chain
● Approval to mainstream changes which could be time exhaustive

Organizational Processes
● Radical shift in organizational processes - the way the organizational work is done
● All processes to be evaluated critically to identify whether process is adding value
● Closer ties with the customers and the suppliers
● Collaboration with value chain partners
● Continuous evaluation of all processes and addition of new measures if required

Coordination and Collaboration

● Dynamic sharing of information and analysis among value chain partners

References

Fundamentals of Management 10th edition by Robbins, Coulter & DeCenzo (Pg. Nos. 481 to 485) 26
Requirements of Value Chain Management

Employees
● Willingness to take up flexible jobs which create value
● Ability to learn and adapt
● Training for continuous improvement

Technology Investment
● Monitor new technology developments in the business
● Benchmarking the technology being used by competitors
● Willingness to invest in technology if its adding value to our products/services

Organizational Culture and attitude

● Culture that supports sharing, openness, mutual respect and collaboration
● Trust between internal partners and external partners

References

Fundamentals of Management 10th edition by Robbins, Coulter & DeCenzo (Pg. Nos. 481 to 485) 27
Contemporary Issues in Managing Operations

Presented By: Jayesh Thakur

Old Roll No.: 111; New Roll No.: 20-S-142

28
Role of Technology in Operations

Managers who understands the power of technology know that

Importance managing operations is more than traditional view of simply producing

the product

Instead , the emphasis is on working together with all the

of organizations business functions to find solutions to customers
business problems

Technology To connect more closely with the customers, production

must be synchronized across the enterprise

To avoid the bottlenecks and slowdown the production

function must be full partner in the entire business system

References

MANAGEMENT Stephen P. Robbins and Mary Coulter 14E ( Page 692) 29

Managing Quality

Total Quality Management

● Ensures High Quality

Total Quality management ● Quality is the primary concern of the organization
● All parts organization work towards this goal

Quality standards

Statistical
Acceptance
ISO 9000 Six Sigma Process
sampling
Control(SPC)

References

Operations Management Andrew Greasley (page 95 to 99) 30

Mass customization and lean organization

Mass Lean
Customization Organization
providing the customers with a
product when,where and how E.g. united parcel service,
they want it
harley davidson

● Understands what customer wants

● Enable to better differentiate product ● Identifies customer value by analysing all
offering the activities required to produce products
● Which pays dividends in the form of ● Optimizes the entire process from the
higher prices or greater demand customer’s perspective
● Garner significant cost savings from
reductions in inventory holding cost
References

MANAGEMENT Stephen P. Robbins and Mary Coulter 14E ( Page 695) , PRINCIPLES OF MANAGEMENT C h a r le s W. L . H i l l S t e v e n L . Mc S h a n e (Page 163) 31
Entrepreneurial Ventures

Presented By: Sanket Dahat

Old Roll No.: 128; New Roll No.: 20-S-018

32
Entrepreneurship, Entrepreneurial Ventures and small businesses

What is Entrepreneurship ?
Entrepreneurship is the process of starting new businesses, generally in response to opportunities.

Entrepreneurial ventures
Organizations that pursue opportunities, are characterized by innovative practices, and have growth and profitability as their main goals

Small business
An independent business having fewer than 500 employees that doesn’t necessarily engage in any new or innovative practices and that has
relatively little impact on its industry

References

Management Myths Debunked by Robbins, Coulter & DeCenzo (Pg. Nos. 503 to 507) 33
Starting Entrepreneurial Ventures?

Who’s Starting Entrepreneurial Ventures?

Call them accidental entrepreneurs, unintended entrepreneurs, or forced entrepreneurs :As the unemployment rate hovers around
double digits, many corporate “refugees” are becoming entrepreneurs. These individuals are looking to entrepreneurship, not because they
sense some great opportunity, but because there are no jobs.

Increasing Entrepreneurial Ventures

The Index of Entrepreneurial Activity by the Kauffman Foundation showed the rate at which new businesses formed in 2010 remaining high
and the patterns provided some early evidence that ‘necessity’ entrepreneurship is increasing and ‘opportunity’ entrepreneurship is
decreasing.But “accidental or by design,” entrepreneurship is on the rise again.

Life of Entrepreneurial Ventures

According to the Small Business Administration, only two-thirds of new businesses survive at least two years. The survival rate falls to 44
percent at four years, and to 31 percent at seven. But the interesting thing is that entrepreneurial venture survival rates are about the same
in economic expansions and recessions.

References

Management Myths Debunked by Robbins, Coulter & DeCenzo (Pg. Nos. 503 to 507) 34
What Planning Do Entrepreneurs Need to Do?

Business plan
A written document that summarizes a business opportunity and defines and articulates how the identified opportunity is to be seized and
exploited.

Summary business plan

A summary business plan includes an executive summary and a page or so of explanation of each of the key components of a business plan

Full business plan

A good business plan covers six major areas: executive summary, analysis of opportunity, analysis of the context, description of the
business,
financial data and projections, and supporting documentation.

Operational business plan

an operational business plan is the most detailed (50 or more pages) and is used by ventures already operating with an existing strategy.

References

Management Myths Debunked by Robbins, Coulter & DeCenzo (Pg. Nos. 503 to 507) 35
Legal Form of Organization for Entrepreneurial Ventures

Types of Businesses
The three basic ways to organize an entrepreneurial venture are sole proprietorship, partnership, and corporation.

Legal Form of Business in India

Private limited company

Limited liability partnership (LLP),
General partnership
Sole proprietorship
One Person Company

References

Management Myths Debunked by Robbins, Coulter & DeCenzo (Pg. Nos. 503 to 507),https://www.startupindia.gov.in 36
Leading a New Venture, Controlling Issues, and Managing
Personal Challenges

Presented By: Sahil Shende

Old Roll No.: 150; New Roll No.: 20-S-127

37
 How to Lead a New Venture
As the venture grows and people are brought on-board, an entrepreneur takes on a new role that is of a leader. One way an entrepreneur does
this is through the vision he or she creates for the organization. The entrepreneur’s ability to articulate a coherent, inspiring, and attractive vision
of the future is a key test of his or her leadership. Employee empowerment is also necessary to lead a new venture because as the venture grows
it is important to handing over responsibilities to the employees.

The unique personality characteristics of an entrepreneurs should be :

● Ambitious ● Creative
● Independent ● Energetic
● Self-Confident ● Passionate
● Risk Takers ● Committed
● Visionary

References

Principles of Management by OpenStax (Pg. Nos. 215); Fundamentals of Management by P. Robbin, Coulter, and A. DeCenzo (Pg. Nos. 507) 38
Controlling Issues that Entrepreneurs Face

The unique control issues that face entrepreneurs include Managing Growth, Managing downturns, Exiting the venture.

How is Growth Managed ?

Entrepreneurial ventures pursue growth. Growing slowly can be successful, but so can rapid growth. Successfully pursuing growth typically
requires an entrepreneur to manage all the challenges associated with growing, which entails planning, organizing, and controlling for growth.

How are Downturns Managed ?

The first step is recognizing that a crisis is brewing. Some signals of potential performance decline include inadequate or negative cash flow,,
unnecessary and cumbersome administrative procedures, fear of conflict and taking risks, lack of a clear mission or goals, and ineffective or
poor communication within the organization.
The second step is to have an up-to-date plan for covering crises. This plan should focus on providing specific details for controlling the most
fundamental and critical aspects of running the venture cash flow, accounts receivable, costs, and debt.

What’s involved with Exiting the Venture ?

The issues involved with exiting the venture include choosing a proper business valuation method and knowing what’s involved in the process of
selling a business. Some other factors are also important these include being prepared, considering the tax implications, screening potential
buyers. Lastly, If the venture is being exited because of declining performance, the entrepreneur wants to maximize the potential return.

References

Fundamentals of Management by P. Robbin, Coulter, and A. DeCenzo (Pg. Nos. 510) 39

Managing Personal Challenges as an Entrepreneur

Entrepreneur are focused, persistent, hardworking, and intelligent. Because they put so much of themselves into launching and growing
their entrepreneurial ventures, many may neglect their personal lives. They can balance their work and personal lives by following
considerations:

Become a good time manager :

Prioritize what needs to be done. identifying the important duties and distinguishing them from those that aren’t so important actually makes
an entrepreneur more efficient and effective.
Seek professional advice :
Competent professional advisors can provide entrepreneurs with information to make more intelligent decisions. Also, it’s important to
deal with conflicts as they arise.
Develop a network of trusted friends and peers :
Having a group of people to talk with is a good way for an entrepreneur to think through problems and issues. The support and
encouragement offered by these people can be an invaluable source of strength for an entrepreneur.
Recognize when stress level are too high :
Too much stress can lead to significant physical and emotional problems. Entrepreneurs have to learn when stress is overwhelming them and
to do something about it.

References

Fundamentals of Management by P. Robbin, Coulter, and A. DeCenzo (Pg. Nos. 511) 40

 Interview with Mr. Paresh Patil

Chief Marketing Officer & Member Of Board at SSPL an Independent Company

Accomplished Leader with 15+ years of strong global exposure in international marketing, supply chain,
product development, manufacturing and project management.

41
Session with Mr. Paresh Patil

42
Question #1
Working across different geographies, what were the difficulties or challenges that you faced while
adjusting to the region specific cultures?

When you are in different geography it is imperative to understand what the culture is. For an organization to be
successful in new geographical areas it has to know how the market is, what is the culture and how we can win it.
Understanding people is very important aspect when organization deals with many countries.
When doing businesses with the associates from different countries, one has to position themselves in such a way that
our participation will add value to their business.
When few companies in Canada faced issues in transferring material so our company had set up an entire
manufacturing entity to provide the need of companies in Canada. This decision helped us enter a new territory

43
Question #2
How are downturns managed, when things do not go as planned or when the growth strategies do
not result in the intended outcomes and, in fact, result in a decline in organizational performance?
Organization is a business to earn money and how much time the leader or manager contributes to his business or
organization that much is his earning from that.
For managing the downturns in a company divide business in such a way that there is consistency, regularity, and
sustainability.
In most of our Indian companies everyone is trying to achieve the maximum efficiency. And because of this they lack
adding something value addition in their organization. There are two concepts for managing downturns
1) BIT : Business Intelligence team
2) MIT : Market Intelligence team.
BIT – In this you have to make organization sustainable by the concept of making 50% capacities as contractual or
regular business. MIT – In this you have to take business from the market by forward and backward integration.
Downturns has to be managed on day to day basis. It happens because of our mistakes and decisions. It is created by
us only. Thus, align yourself in such a way that we should prevent this mistakes from happening on regular basis.

44
Question #3
During pandemic, did you encounter any friction between employees and management? How did you
control or accommodate the behavioural change of employees in manufacturing activities?

The friction did occur between employees and management but the relationship with employees made the difference in
this situation
Because of safety reasons, we halted our manufacturing units even before the nationwide lockdown. When the orders
started flooding during the lockdown, approaching and conveying the situation to the employees along with building
precautionary infrastructure was done.
A government pass and photo ID was issued to all employees to avoid any disciplinary action
The key in this scenario was to respect the employee’s loyalty to the organisation, valuing their skills and more
importantly securing their interests

45
Question #4
What are the ways or techniques by which your organization ensures quality control?

First find out the positioning of the company. (position wrt to competitors) e,g whether your company is maruti, BMW, Kia,
Hyundai Company should not be under qualified or overqualified, we set the certain benchmark for the product, It is compared
with the competitor’s.
Also find out the market gap. The main focus should be on becoming solution provider and adjust manufacturing set up
according to the customers expectation so that they will not think about going to the competitors
They ensure that the quality is better than competitor . This is the USP Of the of the the firms where he was working.
There are three biggest parameters which an organization should consider are quality, consistency, efficiency for the success. It
is not just depend on Buying and selling.
His organization aligned in backend to get the adequate quality. Product should be consistent from month to month. Impurity
should be less than than 1%. If the efficiency is better then the earnings will be better.

46
Question #5
As future managers, how do you suggest we compare actual performance to the planned goals at any
organization?

Technology is different. Ask yourself where you stand? Position yourself with competitors. You should neither be
overqualified nor underqualified.
Position yourself with the benchmark.
Ask yourself the right questions.
Compare on the basis of quality, consistency and efficiency and align yourself with the required quality, consistency and
efficiency.

47
Question #6
How often does the organization evaluate the value of its products? Who all from the company and outside
contribute to this activity? Are the entry level managers and employees encouraged to contribute?

The company has to continuously evaluate the value of not only its products but also of its competitors to see how well the products
are performing and upgrade it to meet the requirements of the customers.
Stress was given on continuous improvement process of not only the product but also its representation (packaging).
The contribution is made by all the departments of the company and includes the customers as well as the suppliers. The more ideas
we have, the better the chances of delivering higher values.
Stress was given to the involvement of suppliers as partners as they are the one that provide you the raw materials with quality and
consistency. The company should inform the suppliers what customers expects as well as what future aspirations the company has so
that even they can transform themselves to meet our requirements.
Top management alone cannot do this activity. Infact, the entry level managers could make the best suggestions because they are
without pre notions and beliefs. They have only academic background /some work experience and they can think from a different
perspective.
The company must ensure that enough exposure and training is provided to them and their suggestions and feedback are welcomed so
that they are encouraged to contribute more.

48
Question #7
In order to maximize value for the customer, do organizations prefer relatively small number of
suppliers with a collaborative strategy or multiple suppliers with a competition among them?
Which factors are considered while making this decision?

Decision is based on two types of raw materials - Key raw materials & Non-key raw materials
For Key Raw material - quality and consistency is paramount. Hence, it is advisable to have less suppliers.
For Non-key raw material, multi-supplier strategy can be followed depending on the volume requirement.
For small volumes, it is advisable to have 2-3 suppliers. For large volumes, number of suppliers can be increased
beyond 3 as per requirement.
Don't choose suppliers simply based on the Price that they are offering. Choose them based on their organization's
culture, their service, quality of the product, their capacity and also their financial standing. Their financial stability is
important for us.
Suppliers are your strength and they help you earn spot business and fulfill large impromptu orders.
Do not treat them as if you are their customer. Treat them as if you are partners.

49
Question #8
What are your views on entrepreneurship? How do you believe entrepreneurs differ from the leaders
at large organizations in terms of their management style?

Leaders drive the organizations, and Entrepreneurs position the organizations.

Aimer Hunter Farmer

An entrepreneur is like an A leader is like a hunter in Employees who support the

aimer in the organization,
whose job is to aim new, big
for positioning the company
and deciding its future
trajectory.
Talent is the key in an aimer
i.e. an entrepreneur.
the organization, whose job
is to deliver the best, make
the best and drive the
organization in the best way.
Knowledge is the key in a
hunter i.e. a
leader
day to day functioning come
under this category. Also
managers are also included
here. They provide robust
support to the functioning
of the organization.
Skill is the key here.

Aligning the activities in this fashion will lead to growth in any organization.

50
Question #9
Can your transition from the Pulp and Paper industry to Pharma industry be considered
entrepreneurial in nature? What are some of your key takeaways from this transition?

Yes, it is entrepreneurial in nature and wishes to return to India, but not to work in the paper and pulp
industry, so it conducted research and discovered the knowledge base industry pharma.
According to the Indian statics study, bcg report, pharma is a promising and knowledge-based industry.Back
then, it was a cash-driven, financially secure industry, and India's pharmaceutical industry had such a great
global reputation and job opportunities.
SWOT analysis strength of own and weakness of indian industry , opportunities and own threat.They found
that the in pharma supply chain has security, profit margins are good and B2B industry has consistency
Profession qualification provide platform to enter later you need to updated with industry and their will not
competition with you either professional and personally
Although switching the industry the fundamental of operating remain same. 15 years experience in strategy,
business development, acquisition helps in as a consultant to power and steel company and clear
fundamental helps in market.

51
Case Study: FreshAir Cooling Systems Pvt. Ltd.

52
Case Study

Mr. Hemant Sharma is the Director of a plant for FreshAir Cooling Systems Pvt. Ltd, the second largest
producer of HVAC (Heating, Ventilation and Air Conditioning) units for commercial use in the country. A
couple of days ago, Mr. Hemant received a news that 2 workers handling the coolant cylinders met with
tragic death during the gas filling process due to exposure to the gas.

The union leaders have started lobbying for shutting down the plant for 10 days. The news also appeared in
some of the major newspapers in the region. But the company has a huge order to fulfil within 2 weeks.
The company had been eyeing for this business for a long time and company cannot afford to lose this as it
will help generate future business.

The organization has started using this gas for its newest range of HVAC systems from the past 6 months. In
vapour form, this coolant is known to be tasteless, odourless and colourless. While the gas itself is mildly
toxic, it is heavier than the breathable air and if it displaces Oxygen levels in the air by 12-14%, humans can
experience asphyxiation, loss of coordination, increased pulse rate and deeper respiration. Two people
who died were earlier charged with a few minor indisciplines. At the time of accident, there is no solid
outright evidence to believe that the factory was at fault.

53
Question #1

What are the factors that Mr. Hemant should analyse to identify the real cause behind the
accident?

54
Question #2

Should Mr. Hemant shut down the plant or continue with the operations? Provide a justification for
your selected choice.

55
Question #3

It was found that the bore of the pipe used for filling process was slightly larger than the
required specification.

Also, the 2 workers who died had fared averagely in the training assessment tests for the
handling of the new coolant.

What controls should have been in place to prevent this accident and what corrective actions
Mr. Hemant should take to prevent such accidents in the future?

56
Thank You!

57