s e c l workshop

S.E.C.L. CENTRAL WORKSHOP, KORBA

Executive Summary

The in plant training was introduced to have an exposure to the organization

concepts and its working. The four weeks in plant training is all about learning

an organization. It is done with an intention of colligating the organization

content with reference to the operational definitions.

First part of the project pertains to the industry and company profile.

Industry profile explains about the industry scenario in terms of present and

future trends.

Second part pertains to the Mc-Kinsey’s 7s frame work. The implications of

Mc-Kinsey’s 7s frame work in the organization and its importance.

Third part pertains to the SWOT analysis of the company. This explains the

various strengths and weakness of the company as well as its future

opportunities and threats from both inside and outside environment.

Fourth part pertains to the annual report of the company. It explains the

annual report of the company and its profits and costs. It also gives the

information about the application and sources of funds.

Fifth part pertains to the learning experience. This part pertains to the

knowledge gained by me while doing the in plant training in an organization.

This in turns is the implication of what I have learned and how it is

implemented in an organization.

Acharya institute of technology - 1 -


CHAPTER – I

INTRODUCTION



1 Profile of the Industry

In modern civilization, the per capita energy consumption of any nation

depicts the growth of the country. India, our nation is no exception to this fact.

Worldwide, coal being the major source of primary energy, plays a vital role in

the field of energy generation. In India, coal accounts for nearly, 56% of total

energy generation and 67% in respect of electric energy generation.

After independence of India in 1947, the demand for electricity of the country

had increased tremendously. The uphill task of meeting the sharp increase in

the demand of coal required proactive role of coal sector. Formation of

National Coal Development Corporation (NCDC) in 1956 by Government of

India was the major step towards meeting this demand. As NCDC had

started many open cast mines surrounding Korba, a Central Electrical &

Mechanical Workshop, in an area of 65,130 sq. mtr. Was established on 15th

Oct 1967.

Technical audits, conducted by central workshop (CWS) Korba have always

saved this equipment for safe operation and in unforeseen breakdown.

Workshop gang is regularly visiting to detect and rectify any cracks etc. in the

drag line booms through Non-destructive test, before it is damaged or

becomes breakdown. Similarly, Audit teams of various sub-assemblies like;

engines, transmissions etc., visiting regularly for doing Condition Based

Monitoring of various equipment to rectify the problem and give suggestions

for taking corrective & preventive action to enhance the life of various

components.

Workshop team is always after improvement in life of components

manufactured and repaired and is successful. However, our aim is for



achievement of greater height nothing less than the original equipment

manufacturer (OEM).

For increasing the spirits of women in India, the female employees of this

CWS are being utilized in undertaking productive jobs. They are gainfully

utilized in winding of electrical motors, generators & transformers, operation of

punching machines, power hack-saw, plate cutting machines, drilling

machine, hydraulic press, making

Conveyor rollers etc, over and above the cleaning jobs of components of

various sub-assemblies, engines, transmissions, etc.

SECL was formed on 01.01.1986. Since its inception, Central Electrical &

Mechanical Workshop (CEMW), Korba has been playing a vital role in helping

the coal mines of SECL and its sister concerns to improve the availability of

their HEMMs and underground machinery by providing timely and effective

workshop support.

CEMW is a well equipped workshop having all facilities for manufacturing of

critical spares like shafts, gears, pins, bushes, fasteners, pinions, couplings,

tooth points, belt conveyor structures, coal tubs etc., and repairing of critical

sub-assemblies like; engines, transmission, gear boxes, electrical motors,

generators, transformers etc. Facilities for complete rehabilitation of HEMMs

like dumpers, dozers etc.

CEMW, Korba, contributes SECL in increasing production and productivity by

reducing downtime, improving availability and increasing operational

efficiency of equipment. These are the direct positive contributions in

improving the economy of SECL.



2. Profile of the Organization

The management of CEMW, Korba has felt to achieve total customer

satisfaction by Meeting their requirements qualitatively and quantitatively and

improves the overall Organizational performance and capabilities by

streamlining the internal processes, Methods and activities of its various

departments/shops by adhering to ISO-9001Based quality systems. CEMW,

Korba has the distinction of the First Unit of SECL. to obtain the prestigious

ISO-9002:1994 Quality System license on 21st December,2000.Subsequently,

switched over its Quality Management System in accordance With revised

standing IS/ISO-9001:2000 and obtained ISO-9001:2000 Quality System

Certificate from M/s.Bureau of Indian Standards, New Delhi, the only

accreditation Body of Govt. of India.


Reducing downtime, improving availability and increasing operational


improving the economy of SECL.SECL is running 10 draglines and nearly 78

shovels of various capacities, outof which 19 nos. shovels are of the size of

10 Cu.Mtr. Out of these, few drag lines areolder more than 45 years.



2.1 Origin of the organization:

Initially, Central Electrical Maintenance Workshop, (CEMW) Korba was

meeting the maintenance needs of coalmines surrounding Korba. To meet

the increasing demands of various sectors, Coal India Ltd had increased the

coal production tremendously by way of re-organization of old mines and

opening up of new mines. As a result, South Eastern Coalfields Limited

(SECL) was formed on 01.01.1986. Since its inception, CEMW, Korba has

been playing a vital role in helping the coal mines of SECL and its sister

concerns to improve the availability of their Heavy Electrical Machine and

Maintenance ( HEMMs) and underground machinery by providing timely and

effective workshop support.

CEMW, Korba is a well equipped workshop having all facilities

for manufacturing of critical spares like shafts, gears, pins, bushes, fasteners,

pinions, couplings, tooth points, belt conveyor structures, coal tubs etc., and

repairing of critical sub-assemblies like; engines, transmission, gear boxes,

electrical motors, generators, transformers etc. Facilities for complete

rehabilitation of HEMMs like dumpers, dozers etc., to enhance their rated life

are also available here. Studded with manpower of 696 (including 55 women)

CWS Korba is well equipped with modern machines and testing facilities.

CEMW, Korba, contributes SECL in increasing production and

productivity by reducing down-time, improving availability and increasing

operational efficiency of equipment. These are the direct positive contributions

in improving the economy of SECL.SECL is running 10 draglines and nearly

78 shovels of various capacities, out of which 19 nos. shovels are of the size

of 10 Cu.Mtr. Out of these, few draglines are older more than 45 years.



2.2 Growth of the organization

As a result, SECL was formed on 01.01.1986. Since its inception, CEMW,

Korba has been playing a vital role in helping the coal mines of SECL and its

sister concerns to improve the availability of their Heavy Earth movers

machine (HEMMs) and underground machinery by providing timely and

effective workshop support.

CEMW, Korba is always making attempt to search out some new challenges

of job which can effect cost savings of SECL and in this approach, a conveyor

roller manufacturing shop used in CHPs has been started recently. At

present, these rollers are being procured from market, though they are

manufactured by few Areas of SECL on a small scale. After streamlining of

supply of spares for required manufacturing of various sizes of rollers, it is

expected to manufacture at least one lakh of such rollers per annum at this

Workshop, which will, in turn, save considerable amount to SECL.CEMW,

Korba is committed to build upon its strengths and to take this to newer

heights of achievements and help SECL in fulfilling its commitment towards

the nation.

Workshop was awarded ISO: 9000 certificate during May-2001.

Old inactive boiler house was demolished and all scraps were shifted

to scrap yard and complete area (30mx50m) was cleaned and

concreting done for safe storage of serviceable engine, transmission

parts during 2003.

Successfully converted the Cummins NTA-855 Big Cam engine

applicable to BH-35-II dumper in to N-14 series [which is originally of



imported origin] to make it suitable for TATA Hitachi EX-700 Excavator

of Kusmunda project, during April 2006.

2.3 Milestones of the organization:

1. Successfully commissioned 2 Ton Induction Furnaces at Foundry

Shop, which became operative since July 2000.

2. Workshop was awarded ISO: 9000 certificate during May-2001.

3. Successfully erected and commissioned Plano Milling Machine

having bed length 7.5 meters, in machine shop in the year 2001,

which was lying after receipt at CWS in 1988.

4. Successfully erected and commissioned Horizontal Boring

Machine at Machine Shop during 2002 having capacity 130mm

spindle dia, bed length 2x2 mtr. Maximum tonnage capacity 12T.

5. To make available additional space at Transmission Repair Shop,

the Vehicle Section was moved from Transmission Shop premises

and separate Vehicle Section was erected having facilities for

parking all available vehicles including 2 Trailers, 03 Trucks, 01 IT-

12 Loader etc. and with facility for battery charging and ramp for

inspection for repair the vehicle in the year 2003.

6. Old inactive boiler house was demolished and all scraps were

shifted to scrap yard and complete area (30mx50m) was cleaned

and concreting done for safe storage of serviceable engine,

transmission parts during 2003.



7. Considering huge in flow of electrical motors & generators for

repairs at CWS-Korba additional shed was created for Electrical

Repair Shop having 60% additional space.

8. Received award for “Best Maintained Workshop” for the year

2005-06 at CWS, Korba.

9. Successfully converted the Cummins NTA-855 Big Cam engine

applicable to BH-35-II dumper in to N-14 series [which is originally

of imported origin] to make it suitable for TATA Hitachi EX-700

Excavator of Kusmunda project, during April 2006.

10. A Roller Testing Bench has been designed for feeding pipes to

the power hacksaw machine, during 2006.

11. Received award for “Best Maintained Workshop” for the year

2006 also at CWS, Korba.

12. Enhancing the capacity of Dynamic Balancing Machine from 3

Ton to 10 Ton capacity for balancing of higher capacity jobs up to

1250 HP Synchronous Motor Rotor [M-7800 Dragline]. During July

2006.

13. Failure of Propel Crank of Marion Dragline [SHIVA] of

Bishrampur causing loss of production worth Rs. 15 to 18 lakhs per

day and import substitute worth Rs. 3.5 Cores, was successfully

repaired First Time at CWS, Korba within 37 days out of

committed 45 days on an expenditure of Rs. 11.25 lakhs only



during November, 2006 and Coal India, Chairman personally

visited, inspected CWS, Korba and awarded for the same with a

cash of Rs. 1 Lakh for CWS, Korba.

2.4 MISSION

The Mission of coal India limited is to produce Quantity of coal and coal

products efficiently and economically with Due regard to safety, conservation

and quality…

2.5 VISION

CEMW, Korba is always making attempt to search out some new `At present,

these rollers are being procured from market, though they are manufactured

by few Areas of SECL on a small scale. After streamlining of supply of spares

for required manufacturing of various sizes of rollers, it is expected to

manufacture at least one lakh of such rollers per annum at this Workshop,

which will, in turn, save considerable amount to SECL.

CEMW, Korba is committed to build upon its strengths and to take this to

newer heights of achievements and help SECL in fulfilling its commitment

towards the nation.

QUALITY POLICY

We are committed to strive for continual Improvement in the effectiveness of

our system performance and compliance with requirements to achieve total

customer satisfaction and self-esteem through improved work culture.



2.6 Objective Of The Organization

Evolve corporate strategy for Company’s continuous growth and

profitability including Strategic alliances.

To modernize, upgrade and improve facilities for higher production as

well as productivity.

To continuously improve the quality of products.

To strengthen the marketing strategy to effectively compete in national

and international markets.

To generate enough internal and external financial resources to

implement its diversification projects.

To maintain and develop highly motivated human resources to achieve

professional competence and ensure career development of its work

force.



2.7) Ownership Pattern

The management team is appointed by board of directors to carry out day-to-

day operations the authorized share capital of the company in (Rupees one

thousand three hundred crores) divided into (one crores) equity. And (Thirty

lakhs) 0.10% cumulative redeemable preference share of Rupees one

thousand each. Subject to the provisions of the act these articles and to the

right of SECL the board of Directors who may allot or otherwise dispose of the

same to such persons on such terms and conditions as they consider fit.

BOARD OF DIRECTORS:

The CIL India Board comprises reputed people from the coal industry both

from India.

Mr. K.V. Kamath, Chairman

Mrs. Lalita D. Gupte

Mrs. Kalpana Morparia

Mrs. Chanda Kochhar

Mr. M.P. Modi

Mr. R Narayanan

MANAGEMENT TEAM

Ms. Shikha Sharma, Managing Director

Mr. Sandeep Batra, Chief Financial Officer & Company Secretary

Mr. Puneet Nanda, Chief - Investments



Mr. Shubhro J. Mitra, Chief - Human Resources

Mr. Dipan Bhattacharya - Chief Information Technology

2.8 Product / Service Profile

Central workshop (CWS) is produces the product i.e. steel. it only provides

service to SECL in increasing production and productivity by reducing down-

time, improving availability and increasing operational efficiency of equipment.

These are the direct positive contributions in improving the economy of SECL.

So far is attending the customer complaints if any, because it treats their

customer as partner so customer satisfaction is their motto.

MAIN PRODUCTS

1. Gears.

2. Pins.

3. Bushes

4. Fasteners

5. Belt conveyor structures

6. Coal tubs

7. Tooth points

8. Couplings

9. Pinions

Others service including repairing of critical sub-assemblies like; engines,

transmission, gear boxes, electrical motors, generators, transformers etc.

Facilities for complete rehabilitation of HEMMs like dumpers, dozers etc. CWS

Korba is well equipped with modern machines and testing facilities.



2.9 Competitor’s profile

India’s coal mining is predominantly nationalized. Private sector companies

are only allowed captive production for power generation, iron and steel

production, cement and or other industrial processes. Approximately 95% of

total coal production is by state and central government owned mining

companies. The remaining is by private captive mines.

Private sector competitors:

TATA iron and steel co.

PRAKASH industries ltd.

JINDAL steel co.

Coal India ltd (CIL) is the holding company with seven coal production

subsidiaries and is planning and design subsidiary, which are as

fallows.

1. Bharat coking coal ltd. (BCCL)

2. Central coalfields ltd. (CCL)

3. Eastarn coalfields ltd. (ECL)

4. Mahanadi coalfields ltd (MCL)

5. Northern coalfields ltd (NCL)

6. South eastern coalfields ltd. (SECL)

7. Western coalfields ltd (WCL)

7. Central mine planning and design institute ltd (CMPDIL)

FOREIGN COMPETITOR:



AUSTRALIA

CORIYA

INDONESIA

2.10 Departmentalization

2.10.1. Finance Department:

Finance department play a major role in any organization. Its main objective

to provide strength and stability to organization. All activities of industries and

concern are fully depending on finance. Therefore, in SECL, all section are

properly arranged and planed. This organization is run by ministry of

government so and this organization is undertaking by SECL.

All plan and procedure of finance is prepared under the authority of SECL. All

sections have one finance department. All fund are decided and polices are

making related to distribution and section of funds.

Finance department of CWS is arranging fund for the each shop which is

required to the fulfill the needs of section of workshop. As per requirement of

section fund is issue by the finance department. Like in planning section fund

is issue to purchase of material, in engine repair shop fund is issue to repair of

engine etc.

Financial planning is done annually basis. Generally all financial plans are

prepare with the help of previous year data of each section of shop. Required

fund is issue by the finance manager.



FINANCE DEPARTMENT CHART:

G.M. - General ManagerD.G.M. - Deputy General ManagerA.G.M. - Assistant General ManagerA.O. - Account OfficerA.A.O. - Assistant Account OfficerSr.Asst. - Senior AssistantAsst. - Assistant

Functions of Finance Department:



1. Construction of bills: This is the main function of Finance

department, under this, the whole project estimation can be done

and company makes necessary fund allocation to those projects.

2. Supply Bill: This section concerned with supply of all necessary

inputs required to the plant.

3. Maintenance Bills: In this, section the whole maintenance of the

plant and machinery.

4. Salary / TA/ Medical Bills: In the section salary / TA / medical

allowances to the employees disbursed.

5. Cash Management: Here cash inflow and cash outflow is

undertaken.

i. Proper management of cash flows.

ii. Optimal utilization of funds with minimum cash

iii. To maintain a proper relationship with banks and other

financial institutions.

6. Compilation: In this process all required documents and final

accounts are prepared.

7. Tax: In this section whole tax obligation are settled.

8. Mobilization of Loan: Whenever short-term loan are required then

the necessary loan arrangement are taken.

Revenue: All revenue record from Simplex Casting Ltd. is recorded &

maintained.

2.10.2 Purchase Department

This Manual is a guideline and all purchases are to be regulated as per

procedure laid Down therein. However, in some specific cases, it may

become necessary to arrange materials by adopting methods not indicated in

the manual. In such case, specific approval of CMD of Subsidiary/Chairman,

CIL will have to be obtained before initiating such action, detailing the reasons



as to why procurement becomes necessary not as per the guidelines of the

Purchase Manual.

Materials Management Division headed by the Chief General Manager (MM)

reporting to Director (Technical) carries out the purchase functions in Coal

India Limited. In respect of Subsidiary Companies, these functions are carried

out by respective Materials Management Division headed by Chief General

Manager/General Manager (MM) reporting to Director-in-Charge of MM Dept.

Purchase functions are also carried out by User Deptt/Units as per powers

delegated to them.

Structure of Purchase Department

The Materials Management Division of Coal India Limited is presently

responsible for procurement of explosives only. The Materials Management

Division of the subsidiary cos procures all other items. In case of any change

required for the above stated delegation of procurement the same be


GENERAL MANAGER

MATERIAL MANAGER

FINANCE MANAGER

SUPPLIER-1 SUPPLIER-2 SUPPLIER-3

STORE


undertaken only in consultation with the subsidiary companies and after due

approval of the Board of Directors of CIL. North Eastern Coalfields (a unit of

CIL) shall purchase all types of items themselves except explosives. The

purchase function in coal India limited is carried out the Chief General

Manager (MM) repotting to Director. in respect of subsidiary companies those

function are carried out by respective materials management division headed

by CGM, General manager (GM) reporting to Director in the charge of

Material Manager Department purchase functions are also carried out

delegated to them.

OBJECTIVE & PURCHASE POLICY:

The primary objective is to procure plant and equipment, spares and other

stores and materials required by indenters with a view to:

Helping and maintaining continuity of production by correct supplies as

per user’s requirement in time.

Ensuring that items purchased are most economical, taking into

account their quality, durability, efficiency.etc

The materials obtained shall be:

a) Material quality.

b) Right quantity.

c) Right time.

d) Right price

e) Right sources.

2.10.3 Personnel Department

The human resource department is responsible for attracting, developing and

maintaining the firm's work force. Human resource department identify

potential employees maintains complete records on existing employees,

creates programs to develop employees talents and skills.



OBJECTIVES

To ensure greater objectivity in appraising the performance of

employees and also taking into A/C the present day practices in

professionally managed organizations it is decided to introduce a new

system called 'performance Appraisal and Development System’-PADS

in the corporation,

A congenial work environment supportive of high performance leading

to attainment of co objective is the mission of HRD in Simplex Casting

Ltd.

Maintaining optimum staff level, infusing and developing talents, true

of, empowerment, concern for people and rewards are key elements of

a con genial work environment, which is dynamic.

To promote employees involvement in organizational development.

Structure of Personnel Department:


General Manager

Deputy General Manager Deputy General Manager Deputy General Manager

Supervisor Supervisor Supervisor Supervisor

Senior Eng. Senior Eng.Senior Eng.


2.10.4 PLANNING SECTION

Work order receives from different project:

First process of planning section is receive order from different projects of

mining as per require work order is taken. Time to time workshop conduct

meeting to take the order of projects & company.

Sending job card:

After that, job card is issued by workshop to different Shop. It is issued to fulfill

the requirement of order about material require & type of product require and

how much cost of particular job.

Requirement of material & costing:

Job card decide requirement of material and cost of particular job. In this as

per order costing is done before commencement of order. In this process

mainly work is done is according to cost of material and labour and other input

cost.

Target:


Engineer

Office superintendent


Forecasting of order and costing is done by planning section in annually

basis.

Maintain proper records:

Proper record is maintained by planning section of work order of done by

each shop of section.

Billing:

Afterward before dispatching of order all billing process is done by finance

department of central workshop.

Dispatching of job order:

After completing all work out card is issued by work shop before it complete

checking of performance and of order according to standard and quality policy

workshop.



2.10.5 TRANSMMISSION REPAIR SHOP

Transmission repair shop is the very big shop. in the CWS, hear they

repairing gear box of earth moving machines caterpillar, dumper which is use

in open cast and underground coal mines they help to SECL for the

production of coal .in the transmission repair shop every person are doing the

work very care fully, and all the worker are doing work in shop they are skilled

Nature of work in the shop is very friendly, if any worker face any problem in

shop at the time of work the shop manager will always try to solve the

problem right time.

And provide training to all the worker time to time. they use new technology

for doing the work very faster, and the work place are divide for all the work as

per as the working rule and the quality policy is the very important to the

shop. they are doing work step by step which is effect the quality of work .To

make available additional space at Transmission Repair Shop, the Vehicle

Section was moved from Transmission Shop premises and separate Vehicle

Section was erected having facilities for parking all available vehicles

including 2 Trailers, 03 Trucks, 01 IT-12 Loader etc. and also with facility for

battery charging and ramp for inspection for repair the vehicle in the year

2003. CEMW, Korba is committed to build upon its strengths and to take this



to newer heights of achievements and help SECL in fulfilling its commitment

towards the nation.

2.10.6 MACHINE & HEAT TREATMENT SHOP

Machine & heat treatment shop is dividing in two parts.

1) Machine shop

2) Heat Treatment shop.

1) Machine shop:-

In machine shop, they are making parts of machine, which is required to each

machine. For the making of parts of machine, they purchase raw material

from SAIL. Then after with the help of drawing sheet and different kind of

measurement they design and manufacture the different part of machine.

2) Heat Treatment shop:-

In the Heat treatment shop there is a one big Furness .Furness will be use for

the heating the different part of machine which is made in the machine shop.

Through this treatment checking the stander and quality of parts, which is

passing through the treatment of Furness.



2.10.7HEAVY REPAIR SHOP

Heavy repair shop is the very big repair shop in the central work shop. Hear

they repair big & heavy earthmover machine. They use new technology for

the work .and all of the employee of this shop are very skilled.

So that the work of this shop is highly complicated that is why highly

professional are required to perform the task and keen supervision is required

which does the supervision authority do and this work perform by supervisor

in this shop.

HEAVY REPAIR SHOP

2.10.8 STRUCTURAL SHOP


SECTIONAL HEAD

SHOP FLOUR INCHARGE

Supervisor

Team-1 Team-2 Team-3 Team-4


In the structural shop, they are doing fabrication work. They made coal tub

and stringer, which is use in coal mines for the production and transportation

of coal. The size of coal tub is different type, which is made to demand of

each project. Workshop team is always after improvement in life of

components manufactured and repaired and is successful. However, our aim

is for achievement of greater height nothing less than the OEM. CEMW,

Korba is always making attempt to search out some new challenges of job,

which can affect cost savings of SECL and in this approach..

FLOW CHART FOR FABRICATION


GAS CUTTING

BENDING

LAY OUT

DRILLING

NOTCHING

PUNCHINGSHEARING

FULL WELDING

ASSEMBLING AND TRACK WELDING

MARKING

INSPECTION


FUNCTION OF FOUNDARY SHOP:

The first step of foundry shop is to pattern making which is only made by

wood of tick for model of order .afterwards they prepare the wet mixture sand

with the help of (Dust + Betonies) .

This mixture is send to Furness to make this structure hard in iron box with

pattern structure.

Secondary section is to melting raw material with the help of electric and

water through Furness, capacity of Furness is 2 ton. This melted raw material

is put into the hot bucket and through this; it is putting in the pattern-making

model. 24 hour is required to make it cool.

TYPE OF CASTING:

steel (through scrap of steel+mangnasim)

Cast iron (pigrun, enoculing)

Non ferrous ( copper, zinc, tin )


DISPATCHING


FLOW CHART FOUNDARY SHOP :


SILICA SAND RAW MATERIAL & ORES

SAND MIX & PREPRATION

MOULDINGCORE MAKING

MOULD ASS & HANDLING

MELTING

SEMPLE TESTING

HANDLING MOTTEN METAL

POURING

SHAKING OUT

FETTLING & FINISHING

HEAT TREATMENT

SAND ADDITVES

PATTERN MARKING


CHAPTER II

IMPLEMENTATION &

7’sMcKINSEY’S MODELAcharya institute of technology - 29 -

INSPECTION TESTING

READY FORMACHINING


7’s MODEL FRAME WORK

Mc Kinsey and company framework provides a useful framework for analyzing

the strategic attributes of an organization. Mc Kinsey counseling firm identified

strategy as only one of 7’s elements exhibited by the best-managed

companies.

7’s framework for management analysis was developed by the respected

consulting firm of Mc Kinsey and company. 7’s framework is considered as a

strategy in the modern era enterprises.

7’s model is a tool for managerial analysis and action that provides a structure

with which to consider a company as a whole. The 7’s are a framework for

analyzing organizations and their effectiveness. The 7’s framework is Value

Based Management (VBM) that describes how one can holistically and

effectively organizes a company. The 7’s are

* Strategy

* Structure

* System

* Style



* Staff

* Skill

* Shared values

MCKINSEYS 7’S MODEL FRAME WORK



DESCRIPTION:



The HARD S’s:

Strategy: Actions, a company plans in response to or anticipation of changes

in its external environment.

Structure: Basis for specialization and co-ordination influenced primarily by

strategy and by organization size and diversity.

Systems: formal and informal procedures that support the strategy and

structure.

The SOFT S’s

Style/Cultures: The culture of the organization, consisting of 2

components. Organizational culture. the dominants values, beliefs and norms,

which develop overtime and become relatively enduring features of

organizational life.

Management Style: More a matter of what managers do than what they

say; how Does Company’s manager spends their time? What are they

focusing attention on?

STAFF: The people or human resources management-processes used to

develop managers. Specialization processes, ways of shaping basic values of

management cadre ways of introducing young recruits to the company, ways

of helping of manage the careers of employees.



Skills: The distinctive competencies what the company does best, ways

expanding or shifting competencies.

Shared Values: Guiding concepts, fundamental ideas around which a

business is built-must be simple, usually at abstract level, having great

meaning inside the organization even though outsiders may next se or

understand them with 7’s reference to the company.

Here Strategy, Structure and Systems can be considered as the ‘ Hardware’

of success while Style, Staff, Skills and Shared values can be considered as

the ‘Software’ if success of an organization. The 7S diagram illustrates the

multiplicity interconnections of elements that define an organization’s ability to

achieving. These have been identified 7 interdependent factors that influence

organizational effectiveness.

Strategy:

The strategy in the 7S framework includes purposes, missions, objectives,

goals and major action plans and policies of the company. Through out the

past decade, the corporate world has given close attention to the interplay

between strategy and structure. Certainly clear ideas about strategy make the

job of structural design more rational. By “Strategy”, we mean those actions

that a company plans in response to or anticipation of changes in its external

environment its customers, its competitors. Strategy is the way A Company

aims to improve its position vis -a-vis competition- perhaps by providing low -

cost services, perhaps by providing better value to the customer, perhaps by

achieving sales and service dominance. Strategy is formulated from what

worked and did not work in the part, and shows what management must do in

the present to active the desired future.



Strategic effectiveness comes from the way the activities align and reinforce

each. Adding together activities randomly is not a strategy. Strategic thinkers

must, therefore, organize the right mean of strategic activities assure they

reinforce each other and align all animals of the culture to reinforce the

strategy.

Strategy is referred as "a pattern in a stream of decisions and actions". This

pattern of decisions or actions is aimed at achieving the goals and objectives

of the company

MCKINSEY’S 7S FRAME WORK STUDY FOR S.E.C.L. (CWS).

STRATEGY:-

The strategy is the link between the objectives, the company desire to achieve

set of action, which are needed to take in order to achieve those objectives.

Strategy is the sense of direction gives to all in the firm from the complete set

of elements of the strategic planning process through clearly formulated &

clearly communicated machine objective strategies implementation

programmes & feedback & control system. Only through this the firm has the

common cause to reach with the organization flexibility.

THE STRATEGIES USED ARE

• QUALITY EMPHASIS.

The implementation of the QMS at CEMW, Korba has resulted in improving

the performance of overhauled sub-assemblies like; engines, transmissions,

gear boxes, electrical motors, generators etc.continual Improvement in the

effectiveness of our system performance and compliance with requirements to

achieve total customer satisfaction and self-esteem through improved work

culture.



Organization Structure

Structure

Structure refers to the organizational arrangements for performing tasks and

activities. The structure could be give, functional, regional and product wise etc. An

organizational structure is of the strategic management variables. It is the framework

of reporting relationships note definitions and accountabilities that are intended to

assist the firm in meeting its mission and objectives.


GENERAL MANAGER

WORKSHOP MANAGER-2

WORKSHOP MANAGER-1

SEFTY OFFICER

MATERIAL MANAGER

Personnel Dept.

A/CSEC.

STRUCTURAL. SHOP

MACHINESHOP

REPAIR SHOP

FOUNDRYSHOP

Planning Sec.

ENG.SHOPMANAGER

TRANSMISSION SHOPMANAGER

ELECTRICAL SHOPMANAGER


A well balanced organization structure on which the company can apart from

sustaining the business also gain its evident in CWS. The organization is well

managed and structured, with each function given utmost importance.

Since CWS is, a democratic and military type that is the decision is taken by

the top-level management of the company for analyzing and taking decision

the top management will consult the lower level and functional level mangers.

STRUCTURAL WORK:-


reducing downtime, improving availability and increasing operational


improving the economy of SECL.SECL is running 10 draglines and nearly 78

shovels of various capacities, out of which 19 nos. shovels are of the size of

10 Cu.Mtr. Out of these, few drag lines are older more than 45 years and

have clocked more than 1,50,000 hours.

Technical audits, conducted by CWS Korba have always saved this

equipment for safe operation and in unforeseen breakdown. Workshop gang

is regularly visiting to detect and rectify any cracks etc. in the drag line booms

through Non-destructive test, before it is damaged or becomes breakdown.

Similarly, Audit teams of various sub-assemblies like; engines, transmissions

etc., visiting regularly for doing Condition Based Monitoring of various

equipment to rectify the problem and give suggestions for taking corrective &

preventive action to enhance the life of various components.

Workshop team is always after improvement in life of components

manufactured and repaired and is successful. However, our aim is for

achievement of greater height nothing less than the OEM



System

System refers to all the rules, regulations, and procedure both formal and

informal that complement the Organizational Structure. Systems apply to

many aspects of the firm. The system modal of management shows that

communication is needed for carrying out the managerial functions and for

linking, the organizational with its external environment system is most offers

used with reference to MIS and Quality Information System. The effective

Day-to-day running of a business requires the speedy collection, collection,

collation and flexible retrieval of information.

'Systems' in the 7’s framework refer to all 'the rules, regulations, and

procedures complement the organization structure.

Proper budget proposal from constituent department division/units

and review & analysis of the same with historical situations.

Enhancement of knowledge and skills of employers through

training and development systems.

Computer systems to network most of the officers and give a push

to computerization in all its officers.

Under the accounting system, the financial statements have been

prepared under the historical cost convention and that accrual

basis of accounting is adopted except in few cases.

DESIGN FACILITY:-

"S.E.C.L. CWS" is equipped with state of art hardware, software and

peripherals to carry out designing by a group of technocrats, capable of

carrying out detail engineering, manufacturing drawing based on basic

engineering drawings. The engineering design is done with Auto-CAD

software and structural designing is done using 'STAD' software.



Skills

Skills refer to the fact that employers have the skills needed to carry out the

company strategy. Training and development ensuring people to know how to

do their jobs and stay up to date with the latest techniques. People in an

organization need various skills such as managerial, engineering, application

Technology, science, etc, in the organizational content people also need

business skills, such as marketing, fiancée etc.

Technical skills

Design skills

Conceptual skills

Human Resource skills

Waterman considers "Skills as one of the most crucial attributes or capabilities

of an organization. The term "Skills" include those characteristics which most

people use to described a company.

S.E.C.L. CWS takes greater pride in the experience it has

gathered, the expertise it has developed and the skills it has

honed especially in the planning, investigation, design,

execution and effective operation of large power projects.

S.E.C.L. CWS has also shown its capability in handling capital

expenditure of high magnitude.

A strong infrastructure coupled with modern technical and

management concepts has helped SECL meet the challenges of

the rising energy demands of Chhattisgarh.

The highly skilled technocrats, administrators, supporting staff

and a dedicated workforce professionals joining hands to give

more power to Chhattisgarh.

The skill levels of the workers are work oriented and they are

specialized in their respective field of work. Most of the worker

are well experiences and well trained.



Staff

Staff of human resource of an organization in referred as an important asset.

So the persons to be selected for this should be carefully selected and

appointed airtight place at right time. Various positions in the company require

differing contributions and this has the implication that different people are

needed to fit their various roles. Certain positions require people with special

skills other require special knowledge and also different types of personalities.

• Staffing is the process of acquiring human resources for the organization

and assuring that they have the potential to contribute to the achievement of

the organization's goals.

• The total staff is 456. The staffs are educated, skilled & lead by professional

at the line.

• Manager, middle & top level executive. Artisans have direct exposure to on

the job.

• Expertise in one or more functional areas. Many have had experience of

working in different units of. Which have enhanced their vision a dedicated

staff from top to down below be a good aspect in SECL CWS.

The people in organization are very dedicated and work towards the

improvement of the organization. The skill levels of the workers are work

oriented and they are specialized in their respective field of work most of the

worker are well experiences and well trained.



RECRUITMENT, SELECTION AND PLACEMENT:

Recruitment & Selection process is done through central selection committee

for this related Govt. rules & process can apply from time to time.

SALARY:

1. Salary list to prepared based on the attendance sheet of all the employees

2. The payment is usually done in first week of each month.

OTHER FACILITIES:

Employees are provided with other facilities like provident fund, gratuity,

pension and leave encashment.

FRINGE BENEFITS:

The fringe benefits provided by the corporation are:

1. Car facilities to the executive officers

2. Transportation facilities to the employees

3. Canteen facility

4. Educational facilities to the employee children

ROLE OF PERSONNEL MANAGER:

The Personnel manager at the management level helps the management to

emotions and analyzes the recruitment attraction & compensation of

employees.



The other roles are:

• Control the activities in the management level in the organization.

• Looks after the grievances that might take place in the office.

• Directly reporting the issues & affairs to the top-level management.

TECHNICAL DEPARTMENT:

OBJECTIVIES:

• To keep pace with the latest technologies

• To increase operating effectively and maximize efficiency, even while

Increasing their capacity.

• To provide for better control and faster response to aid the increased

system stability.

Style

Style has been observed in the organization that the behaviors of superior

towards the subordinators in pleasant or hard. All firms develop a style and

culture ‘How things are done’. This can relate to how people work together,

how they dress, how they interact in the work situations etc. The important

points are the individuals in the organization need to be feeler to the style,

which is adopted in the organization for achieving the goal.

Style is one of the seven levers, which top managers can use to bring about

organizational change. It is one of the so-called "soft" S's.The style of the

organization is according to the MC Kinsey framework, because evident

through the patterns of actions taken by members of the top management

team over a period.



• Constant up gradation of technical competence and systems, developing

human resources capabilities, and empowerment are ways SECL follows to

achieves its objectives.

•Management initiative for improvement is through deputation to foreign

countries and career growth scheme to the employees.

• The corporation conducts in-house training and external training programs

for the benefits of the employees and the company

Shared Values

These refer to set of goals, values and aspiration, often unwritten that goes

beyond the conventional formal statement of corporate objectives properly

articulated can provide a strong basis of stability to an organization is a rapidly

changing, setting by providing a basic meaning to people working in the

organization. The clear understanding of mission, aims and objectives is

essential. Shared values generally mean the values, which the employees of

an organization do follow. These values do provide the employers basic

guidelines, which the employers do practice in the organization.

Shared values the central core frame work which gives rise to a certain spirit

among organizational members regarding "Who we are and where we are

headed". The spirit is permeating in the values, attitudes and philosophy of its

members. The corporate value defines the ideas and beliefs, which guide the

organizational operations. They lay down the foundation of the organization's

management philosophy and give rise to a particulars culture.



Values of organization are -

• Serve the nation

• Developing human resources capabilities

• Innovative and creative

• Trust and team spirit

• Efficiency and cost effectiveness • Harmony with the environment

• Integrity

• The power to prosper and to make dreams come true.



CHAPTER III

SWOT ANALYSIS



SWOT ANALYSIS

Strengths

Well-equipped chemical and metallurgical laboratories.

Producing varieties of machine parts.

Known as quality supplier.

Integrated steel making facilities offer prospects for Brownfield capacity

additions, offering significant intrinsic advantage in lower incremental

capital cost – related charges.

Good industrial relations.

Use new technology

Cohesive management

Weakness

Old technology in certain production shops.

Small size furans for melting raw material

High Overheads and fixed costs.

Non- core activities (township, school, hospitals and large non-works

manpower)

Adverse age-mix of workers and high average wage

Opportunity

Growing market for coal.

Competitive environment calls for improvement and increase in

productivity.

Cutting costs by making use of new technology.



Corporate Opportunity:-

Except as may be approved by the Board of Directors, they are prohibited

from:

(a) Taking for themselves personally any opportunities that belong to the

Company are discovered with corporate property, information or position.

(b) Using corporate property.

(c) Competing with Company.

Threats

Better technology of other manufactures could help them to supply

goods at lesser rates, which could eat the market share.

Too many welfare activities lead to the increase in expectations of

employees, which could at some point of time become a reason for

dispute.



CHAPTER IV

SUMMARY OF LATEST ANNUAL REPORT

OF THE COMPANY



PROFIT & LOSS A/C (All figures in Rs. Cores)

(A) INCOME:- 31st March 08 (Rs) 31st March 07(Rs)SALES 0.00 0.00Coal for other purpose 0.00 8,129,605.72IN stock 579,090,595.93 570,632,805.97Net loss c/d 54,067,508.04 0.00

(B)EXPENDITURE :-Purchase 0.00 0.00Internal Consumption of coal 0.00 0.00Decreeing of Stock 6,145,943.00 0.00Emp. Remuneration & Benefit 214,880,437.36 171,380,420.08Consume Store & Spire 273,808,662.96 228597,609.68Power & Fuel 52,704,320.99 61,834,561.22Repairs 35,869,209.12 32,520,938.98Social Overhead 34,767,327.07 20,966,464.28Interest 5,736,733.81 23,712,640.12Impairment of Assets 8,550,258.76 8,744,630.73Provision 69,5140.88 7,524,823.83Net profit c/d 0.00 23480322.77

(C) TOTAL (R) 633,158,103.97 578,762,411.69 Net Profit b/d 0.00 23,480,322.77Bal. of Loss to Bal. Sheet 55,049,941.04 0.00

55,049,941.04 23,480,322.77

Provision for tax 9,82,433.00 0.00Net Loss b/d 54,067,508.34 0.00 Bal. of Profit 0.00 23,480,322.77

(D) TOTAL (Rs) 55,049,941.34 23,480,322.77



BALANCE SHEET: (All figures in Rs.Cores)

Particular Previous

Year

Current Year

1 SOURCES OF FUNDS

A) Shareholders’ Funds

a) Share Capital 106.36 106.36

b) Reserves and Surplus 235.69 177.60

B) Special Appropriation towards

Project Cost

C) Loan Funds

a) Capital Liabilities 712.59 572.65

b) Borrowing for working capital 191.86 265.99

D) Other sources of Funds

a) Capital contributions from

consumers & Grants

463.79 598.63

b) Consumers’ Security Deposits 114.11 152.61

TOTAL SOURCES OF FUNDS 1853.02 2018.65

2 APPLICATION OF FUNDS

A) Fixed Assets

a) Gross Block 930.00 1,106.38

b) less: Accumulated Depreciation 155.03 204.68

c) Net Block 774.97 901.70

d) Capital Work in Progress 610.46 674.39

B) Investments 313.75 540.74

C) Current Assets, Loans and

Advances

1) Current Assets 530.39 469.41

2) Loans & Advances 14.45 13.30

D) less: Current Liabilities and



Provisions

1) Current Liabilities 778.69 930.23

2) Consumer Security Deposits 114.11 152.61

E) Net Current Assets -347.95 -600.13

F) Miscellaneous Expenditure to the

extent not written

1.79 1.95

TOTAL APPLICATION OF FUNDS 1853.02 2018.65



CHAPTER V

SUMMARY



LEARNING EXPERIENCE

Learning is the process of gaining knowledge experience; I would like to share

my learning experience as follows.

1. Was a grate opportunity for me to see in real life, whatever theories and

concepts I had studied in the classroom. It was great experience of doing in

plant training in SECL CWS .as a MBA student I need to know how

organization works and how operations are carried out.

2. Organization of SECL CWS is well structure and maintained. The flow of

communication between all the departments is very good. As a processing

industry, it should have proper communication between all departments.

Because they need to work together to achieve the organization gal more

effectively and efficiently.

3. SECL CWS, each supervisor has his own subordinates and each

subordinate has number of worker working under him. There is proper control

between them and all the employee. Employee of SECL CWS is highly

motivated to work in the organization.

4. The directing and controlling in SECL CWS is very good. The higher

authority has proper control over the lower level. The timing of work, the

performance is very well observed.

5. The SECL CWS. production and operation planning is done in the separate

department that is production and planning department. Here the objectives,

duties and responsibilities of every employees are determined. The

organizational goals are divided into individual goals. The strategic plans are

framed by the administration of SECL CWS.

.



6. The SECL CWS managers have a effective leadership capability. The other

employees are motivated and influenced by the way of satisfying there

personal needs by the managers.

7. Systematic and committed working is the most impartment lesson that I

have learned by studying the entire organization .I have also understood that

organization do not exist only to make profit but to serve the society.

8. The company is having another strategy of recognizing the achievements

of the employees and allowing them in participating in the career growth,

compensation and benefit programmer.

So finally, to conclude the in-plant training has made me to expose myself to

the real working environment. Training has helped me to get a clear picture of

the companies operations I am sure that this study will help me a lot in

entering my professional field and also to build my career. Lastly I would like

to say that the future is unknown it is important to have fluctuate mind set with

an optimistic attitude to learn the ways of corporate world.



SUGGESTIONS:

According to me, the board should provide recreational facilities.

Recreational facilities such as picnic, cultural function, celebration of

certain festivals, etc. However, such facilities the Employees get a

chance to come together and know each other. This makes the

employee relax from the work and keeps them united.

BUILD COMPANIONSHIP:

Corporate entertainment also gives workers an opportunity to know

members of their own unit or department more, and also allows

interaction with members of other units or groups that is not always

possible at work. The activity also helps reveal strengths of certain

employees that are not always possible at work. The activity also helps

reveal strengths of certain employees that are not apparent in the

workplace, while also exposing possible weakness or difficulty in

others. Thus, the typically quite type who just report to work and follows

his or her routine everyday could turn out to be someone with other

skills beneficial to related jobs in other areas. In the same way,

someone in the office who is generally not well liked could turn out to

be someone bearing a personal or family issue who just needs an

outlet for his or her emotional turmoil.

MOTIVATING EMPLOYEES :

A long-time company employee will get motivated to perform well so

that he or she can be promoted. Others are motivated by financial

rewards. As a manager, team leader, department head or supervisor,

you need to determine the individual driving forces of those who are in

your team so that you can create a motivated workforce.



Goals for employee motivation:

Increase employee performance at work.

Spice up team spirit and build a cohesive team.

Eliminate individual differences and avoid conflicts.

Have an open communication between peers.

Set and achieve a common goal.



ANNEXURE



BIBLIOGRAPHY

Websites:

1. http//www.secl.nic.in/mcoalfields/mproduction/mfinancial/

mmanpower/mtechnology.htm

Magazine: 1. Coal India News( Annual magazine) 2. Pratibimb SECL News. (Monthly magazine)

Books:

1. Financial management – I. M. Panday

Edition – Ninth Edition

Publication – Vikash Publishing House

2. Human Resource Management- P. Subba Rao

Edition – Third Edition

Publication-Himalaya Publishing House


http://www.secl.nic.in/

s e c l workshop

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