c

c 

 c

 
 c c 

The term  refers to the acquisition of knowledge, skills, and

competencies as a result of the teaching of vocational or practical skills and knowledge that
relate to specific useful competencies. It forms the core of apprenticeships and provides the
backbone of content at institutes of technology (also known as technical colleges or
polytechnics). In addition to the basic training required for a trade, occupation or profession,
observers of the labor-market] recognize today the need to continue training beyond initial
qualifications: to maintain, upgrade and update skills throughout working life. People within
many professions and occupations may refer to this sort of training as professional
development.

Some commentators use a similar term for workplace learning to improve

performance: training and development. One can generally categorize such training as 
:

ð? On-the-job training takes place in a normal working situation, using the actual tools,
equipment, documents or materials that trainees will use when fully trained. On-the-
job training has a general reputation as most effective for vocational work.
ð? Off-the-job training takes place away from normal work situations implying that the
employee does not count as a directly productive worker while such training takes
place. Off-the-job training has the advantage that it allows people to get away from
work and concentrate more thoroughly on the training itself. This type of training has
proven more effective in inculcating concepts and ideas.

Training differs from exercise in that people may dabble in exercise as an

occasional activity for fun. Training has specific goals of improving one's capability,
capacity, and performance.



 c c  c 

It is a learning process that involves the acquisition of knowledge, sharpening

of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance

Training is activity leading to skilled behavior.

ð? It¶s not what you want in life, but it¶s knowing how to reach it

ð? It¶s not where you want to go, but it¶s knowing how to get there

ð? It¶s not how high you want to rise, but it¶s knowing how to take off
ð? It may not be quite the outcome you were aiming for, but it will be an outcome

ð? It¶s not what you dream of doing, but it¶s having the knowledge to do it

ð? It's not a set of goals, but it¶s more like a vision


 is about knowing where you stand (no matter how good or bad the
current situation looks) at present, and where you will be after some point of time.


c
 c
 c c 

 c 

Internship training is someone who works in a temporary position with an

emphasis on on-the-job training rather than merely employment, making it similar to an
apprenticeship. Interns are usually college or university students, but they can also be high
school students or post graduate adults seeking skills for a new career. Student internships
provide opportunities for students to gain experience in their field, determine if they have an
interest in a particular career, create a network of contacts, or gain school credit. Internships
provide employers with cheap or free labor for (typically) low-level tasks, and also the
prospect of interns returning to the company after completing their education and requiring
little or no training.



!""!"

Internships exist in various industries and settings. Here are two primary types of internships
that exist in the United States.

1.? „ork experience internship: Most often this will be in the second or third year of the
school period. The placement can be from 2 months to sometimes even one full
school year. During this period the student is supposed to use the things he/she has
learned in school and put it in practice. This way the student gets work experience in
their field of study. The gained experience will be helpful to finish up the last year of
the study.
2.? Research internship (graduation) or dissertation internship: This is mostly done by
students who are in their last year. „ith this kind of internship a student does research
for a particular company. The company can have something that they feel like they
need to improve, or the student can choose a topic within the company themselves.
The results of the research study will be put in a report and often will have to be
presented.

 c
 c
 c c 

 



 Today, it takes more than a degree from an institution of higher learning for students
to land a job in their career of choice. Employers are impressed with scholastic achievements,
and employers are constantly searching for individuals who demonstrate high levels of
academic excellence. However, experience, or lack of experience, plays a major role when
hiring decisions are made. Employers want to know what prospective workers can bring to
the table. An internship gives students the experience and skills that they will need to be
marketable. Internships have become a necessary part of a student's professional development
before entering the full-time workforce.

An internship will allow students the opportunity to sample the industry before
making a commitment. An internship will also give students the confidence and experience
they need to market themselves in their career of choice. Among other things, an internship
will allow students to establish strong relationships with music organizations build
marketable resume skills, have their names in front of an employment specialist when hiring
decisions are being made, and gain a competitive edge when entering the job market.

Internships are seen by college students as potentially valuable tools to explore

general career avenues as well as specific companies. Such arrangements can provide them
with valuable work experience (both practical and for résumé enhancement) and an
opportunity to line up a job before graduation.

Interns also often prove to be invaluable recruiting tools when they return to
campus. "A student returning from an internship with a favorable impression becomes an on-
campus advertisement," "Students listen to their peers and often trust their opinions more
than those of campus representatives or professors. The cost of recruiting permanent
employees is reduced as students become familiar with the opportunities the organization has
to offer and top students are attracted to permanent positions."

And also

 To Train Interns to develop competency in Assessment

# To Train Interns to develop competency in Consultation & Outreach.

$ To Train Interns to develop competency in Diversity: Individual & Cultural Differences

% To Train Interns to develop competency in Ethical-Legal Standards

& To Train Interns to develop competency in Intervention

' To Train Interns to develop competency in Professionalism

( To Train Interns to develop competency in Reflective Practice

) To Train Interns to develop competency in Relationships

* To Train Interns to develop competency in Scientific Knowledge & Methods


To Train Interns to develop competency in Supervision

From the View point of the Student

1. One objective of internship programs is to help the student bridge the gap between
academic theory and practical application. Here the trainee obtains valuable practical
experience through actual accounting work in real situations. It is extremely difficult to teach
auditing to a student who has not worked with accounting records, or to teach cost accounting
to a person who has not been inside a factory. On-the-job experience supplies this
background that is so necessary to properly understand accounting work. It is doubtful if this
background can be obtained other than through actual experience.

2. The student obtains knowledge of the organizational structure and operations of a public
accounting office or industrial accounting department. He observes the conditions of
employment and the opportunities that are available, both present and future. „ith this
knowledge, he can better decide if he wishes to enter the accounting field, and, if so, in what
type of work.

3. The student should be able to make a wiser selection of courses upon his return to the
campus. For example, after an internship in industrial accounting, several of our students
recognized their need to be able to read blue prints and to have some acquaintance with time
and motion study. The student also is able to assimilate more from the course work he takes
alter his return because of his background of experience.

4. The student returns with an awareness of the importance of proficiency in non-accounting

skills: ability to write reports, memos and letters, ability to speak effectively.

? 
  
c

c 
+c, 

-./0!1c.2"3134 

The Indian steel industry is more than 100 years old now. The first steel ingot was rolled on
16th February 1912 - a momentous day in the history of industrial India. Steel is crucial to the
development of any modern economy and is considered to be the backbone of the human
civilization. The level of per capita consumption of steel is treated as one of the important
indicators of socio-economic development and living standard of the people in any country. It
is a product of a large and technologically complex industry having strong forward and
backward linkages in terms of material flow and income generation. All major industrial
economies are characterized by the existence of a strong steel industry and the growth of
many of these economies has been largely shaped by the strength of their steel industries in
their initial stages of development

India is the 7th largest steel producer in the world, employing over 1/2 million people directly
with a cumulative capital investment of around Rs.1 lakh crore. It is a core sector essential for
economic and social development of the country and crucial for its defence. The Indian iron
and steel industry contributes about Rs.8,000 crore to the national exchequer in the form of
excise and custom duties, apart from earning foreign exchange of approximately Rs. 3,000
crore through exports. Consumption of finished steel grew by 5.9 % and increased to 24.9
million tones. steel consumption is likely to increase at a rapid pace in future due to large
investments planned in infrastructure development, increase urbanization and growth in key
steel sectors i.e. automobile, construction and capital goods.

The Indian steel industry has emerged as one of the core sectors in the Indian economy with a
very significant impact on economic growth. India with its abundant availability of high
grade iron ore, the requisite technical base and cheap skilled labour is thus well placed for the
development of steel industry and to provide a strong manufacturing base for the
metallurgical industries.

The deregulated Indian steel industry is performing at its peak level in almost all spheres. The
total production of finished steel from April 2004 to March 2005 has been estimated to be
about 383.25 lakh tones as against the production of 369.57 lakh tones during the same
 period last year showing an increase of 3.7 %. The most spectacular achievement has,
however, been recorded in export performance.

Steel has so far proved to be the single key factor responsible for industrial production and
thereby, for economic growth. And it is growing from strength to strength with newer
developments-both within steel making practice as well as engineering developments, which
ask for more usage of steel. So much so, that economic development has become almost
synonymous with steel.

0"-1!

 ? !!

Political:

In the 1920s and 1930s, when it was still called Burn & co Iron and Steel Company, TISCO's
largely tribal workers fought pitched battles with the European or Parsi management. „ork
conditions and the right to organize were important rallying issues, and over the years, the
company developed a reputation for union-busting, often by violent means.

The value of Dorabji¶s Expansion Programme came to be appreciated only during the phase
when world was reeling under the pressure of the Great Depression. The Burn &cos survived
the depression and supplied nearly ¾ of the country¶s steel requirements. By the Second
„orld „ar, Burn &cos¶ production capacities had expanded enough to make their prices
lower than those of steel produced in England raising them to an authoritarian position.
By the 1980s, the government was clearly in control of what had come to be called the
commanding heights of economy. More than 45% of output in organized industry came from
the public sector as well as bank and other long-lending institution.

In 1981-82, eight of the largest firms in India were in the public sector, as were 24 out of the
top 30 in terms of total capital employee. In this sense it could be said that Nehru¶s goals
when he had began the planning process had been achieved. But this success has to be seen in
the context of the fact that industrial growth rates had lagged at about 4% per annum between
1964-65 and 1975-76.This rate was in sharp contrast to what was happening in the Asian
economies and in Southeast Asia. These countries had achieved consistent high growth by
opening up their markets and by abandoning policies of import substitution.

Indira Gandhi in her second stint as prime minister was not willing to inaugurate a new
industrial policy that departed from the socialist pattern put in place by her father. Yet she
was far too astute not to recognize the signs of crises that were waiting in the wings. She
made the gesture that her government supports the expansion and modernization of the
private sector. The basic elements of the new policy began to emerge against the background
of the India Special Drawing Rights billion-dollar loan agreement with the International
Monetary Fund to cope with the balance of payment deficits.

Rajiv Gandhi- Both internal & external finance shortages were worsening. Trade deficit
increased from 10 billion in 1983-84 to Rs. 34 billion in 1985-86 so it became difficult to
repay loan.¢ 5

Economic:

BURN & CO Steel, formerly Burn & co Iron and Steel Company Ltd (Tisco), the company
around which the entire township of Jamshedpur was built, was registered in Bombay (now
Mumbai) on August 26, 1907. It had an initial capacity of 160,000 tones of pig iron, 100,000
tones of ingot steel, 70,000 tones of rails, beams and shapes and 20,000 tones of bars, hoops
and rods. It also had a powerhouse, auxiliary facilities and a laboratory. It was in 1955 that
Burn & co Steel began its two million-tone expansion programme, the largest project in the
private sector at that time. The project was completed in December 1958. Beginning in the
1980s, the company undertook in various phases an ambitious modernization programme.
The first phase, between 1981 and 1985, involved a total project cost of Rs.223 crores. This
phase, among other things, saw the installation of two 130 tone LD converters, two 250 tone
a day oxygen plants, a bar forging machine, two vertical twin-shaft lime kilns and a tar-dolo
brick plant. Significantly, a six-strand billet caster and a 130-tone vacuum arc refining unit
were installed, that too in the integrated steel plant.

The second phase (1985-1992), involving a project cost of Rs.780 crores, saw for the first
time in India coal injection in blast furnaces and coke oven battery with 54 ovens using
stamp-charging technology. Apart from this, a 0.3 mtpa (million tone per annum) wire rod
mill, a 2.5 mtpa sinter plant, a bedding and blending plant and a waste recycling plant of 1
mtpa were installed.¢#5

The cost of the third phase (1992-1996) of the project was a whopping Rs.3,600crores, and
that of the fourth phase (1996-2000) Rs.1,300 crores. The company recently commissioned
its 1.2 mt (million tone) capacity Cold Rolling Mill Complex at a project cost of
Rs.1,600crores. This four-phase modernization programme has enabled Burn & co Steel to be
equipped with the most modern steel-making facilities in the world. As of today, the Burn &
co Steel facility has a hot metal capacity of 3.8 mtpa and a crude steel capacity of 3.5 mtpa,
corresponding to a salable steel capacity of 3.4 mtpa. Burn & co Steel has been in the
forefront of India's industrialization and an engine of growth. It is part of Burn & co Group, a
prestigious, family-owned Indian multinational with 2005 revenues of $17.8 billion, the
equivalent of about 2.8 % of India's GDP. Burn & co Steel's acquisition of Corus was a
marriage made in heaven.

Burn & co acquired Corus, which is 4 times larger than its size and the largest steel producer
in U.K. The deal, which creates the worlds fifth largest steelmaker, is India¶s largest ever
foreign takeover and follow Mittal steel¶s $31 billion acquisition of rival Arcelor in same
year.

Burn & co acquires corus on the 2nd of April 2007 for a price of $12 billion. The price per
share was 608 pence, which is 33.6% higher the first offer which was 455 pence.

For the fiscal year ended March 2006, the company generated revenues of $3,693.6million
(IR17,144.22Crores), an increase of 0.1% over the previous fiscal year. The company saw a
net income of $755.4 million (IR3,506.38Crores), an increase of 8%over fiscal 2005months 


 India is the fifth largest producer of steel in the world. India Steel Industry has grown
by leaps and bounds, especially in recent times with Indian firms buying steel companies
overseas. The scope for steel industry is huge and industry estimates indicate that the industry
will continue will to grow reasonably in the coming years with huge demands for stainless
steel in the construction of new airports and metro rail projects. The government is planning a
massive enhancement of the steel production capacity of India with the modernization of the
existing steel plants.

c.-" "3"

Government targets to increase the production capacity from 56 million tones annually to 124
MT in the first phase which will come to an end by 2011 - 12. Currently with a production of
56 million tones India accounts for over 7% of the total steel produced globally, while it
accounts to about 5% of global steel consumption. The steel sector in India grew by 5.3% in
May 2009. Globally India is the only country to post a positive overall growth in the
production of crude steel at 1.01% for the period of January - March in 2009.

6!

About 50% of the steel produced in India is exported. India's export of steel during April -
December 2008 was 64.4 MT as against 9.7 MT in December 2007. In February 2009, steel
export increased by 17% to 12.6 MT from 10.8 MT in the same month last year. More than
50% of steel from India is exported to China. The Government's decision to reduce export
duty on iron ore lumps from 15% to 5% has given a major boost to the export of steel.

-.0"

Power shortage hampers the production of steel

Use of outdated process for production
Lags behind in the production of stainless steel
Deficiency of raw materials required by the industry
Labor productivity is low.
 It is 144 tons per worker per year against 600 tons in „estern Europe as per estimates
Inadequate shipment capacity and transport structure

"

There are many strong points of the industry that makes it one of the leading names in the
global steel industry. The rate of labor wage in India is among one of the lowest in the world
thereby making large scale production feasible. The boom witnessed in the automobile
industry has ensured that the demand for steel is increasing gradually and will continue to do
so in the near future. There is huge manpower in India which is another reason why steel
production in India is high and the industry is doing pretty well both nationally and
internationally.

c/"1"

Numerous steel companies some major projects in the pipeline to invest in India Steel
industry. Steel companies have earmarked more than 100 million USD for the setting up of
sponge iron units in Koppal and Bellary in Karnataka. As per Investment Commission of
India more than 30 billion USD are in the pipeline for investment over the next five years.

? 
 +c, 


Burn Standard Company Ltd (BSCL), A Govt. of India Undertaking was formed with the
merger of two well known engineering organizations namely Burn & Co. Ltd. and Indian
Standard „agon Co. Ltd. following their nationalization in April, 1975. Subsequently, after
the formation of BhartiBhariUdyog Nigam Ltd., (BBUNL) a holding company under the
Ministry of Industry, Govt. of India in 1987, Burn Standard became a subsidiary of BBUNL
along with six other Eastern India based Engineering Companies.

During the early days Burn undertook building and contracting work. Subsequently the firm
ventured into the field of railway engineering and altogether new development in the
country's economy during the 50s of the last century. „ith the rapid expansion of activity in
Railways. Burn purchased about 11 acres of land at Howrah „orks. It started manufacturing
railway rolling stocks to cater to the increasing demand of Indian Railways. Today, Howrah
„orks cover an area of 16.172 hectares with covered accommodation of 80,215 Sq Metres
and Burnpur „orks has an area of 21 hectares with covered area of about 45,000 Sq. Mtrs

.-3"7"/3"

c1"
a) Railway Rolling Stock in different types like BOBRN, BOXN, BOST HS, BTPGLN, Milk
Tank, BCNA, BOXN HS, BRNA, Flat „agons, Rail Milk Tanker, BOBYN and BTAP
Alumina „agon etc.

(b) Casnub bogie

(c) Couplers and Draft Gears

(d) Steel Castings, Pressings, Forgings Bridge Girders, Structurals, Sleepers, Points &
Crossings, „agon Components.

(e) Off-shore platforms - Jacket, main deck, helideck etc.



3c1"
(a) Ash Handling Plants.
(b) Coal Handling Plants.
(c) Spares supply for Ash Handling Plants

3 c1"

(a) Magnesite Brick

(b) Fire Brick
(c) Mag Alumina Brick
(d) CalcinedMagnesite
(e) Mag Crabon Brick
(f) DBM / ROK Sinter
(g) Ramming Mass
(h) Crude Magnesite
(i) Dunite
(j) Other Basic Refractory Items

c
c ,  
c 


Burn Standard Company Ltd., is one of the oldest and foremost engineering Company and
the largest wagon builder in India. The wagon building activities are concentrated in the two
engineering units at Howrah and Burnpur situated in west Bengal, India.

Several thousands of wagons have been manufactured and supplied to Indian Railways over
the last 60 years or so and still being supplied. „hether it is four wheeler wagon or eight
wheeler bogie wagon, all major design have been fabricated by this Company.

Apart from supplies to Indian Railways, The Company has also manufactured and supplied to
supply special purpose wagons to various core sectors like power, steel & Plants in India.

The Company is a subsidiary of Bharat BhariUdyog Nigam Ltd., (BBUNL), the largest group
in India manufacturing Rly. „agons, Coaches etc. with decades of experience and a large
number of skilled manpower backed by professional management.

The Company have supplied to M/s. National Aluminium Co. (NALCO) till date 514
numbers of special purpose wagons fitted with Air Fluidising System for bulk movement and
quick unloading of Alumina powder. These wagons are plying between NALCO Damanjodi
Factory to Angul Factory in Orissa and Visakhapatnam port in Andhra Pradesh, India. These
BTAP Type wagons are eminently suited for bulk movement of powdery materials like
cement, fertilizer etc.

This Company has also supplied 225 numbers of sophisticated Bottom Discharge „agons to
National Thermal Power Corporation (NTPC) New Delhi for their various plants in the count.

X 10


Burn Standard Company Ltd

The management of the Company is run by its Managing Director under supervision,
control and direction of the Board of Directors.

Name and Designation of persons holding key management position in the Company are
given below:

Sri „.K. Pradhan Chairman

Sri DayanidhiMarandi Managing Director

Sri O.P.Tailor Director (Finance)

Sri Vinod Kumar Director

Sri ShyamalGhosh Special Director, BIFR

Sri S.K.Bhowmik General Manager, Howrah „orks

Sri. Santanu. Sarkar General Manager, Burnpur „orks

Sri GautamMitra DGM (F & A) & Company Secretary

 Sri ArabindaDutta DGM (P & A)

Sri S.K.Chatterjee DGM (C & MM)

Sri Asim Bhattacharya DGM (CC & P)

 + c



Burn Standard is the symbol of diversified activities. It has two large engineering works in
„est Bengal, one refractory works located at Salem, Tamil Nadu and the Chennai Project
Division. It employs over 2000 persons, out of which about 1000 belong to it s two
engineering units. Since nationalization it has registered a creditable growth and the trend is
continuing. The turnover of the Company has increase from Rs. 79.83 crores in 1982-83 to
295.57 crores in 1996-97 recording a growth of over 144.98% in 15 years (approx).

 c ,  8c,c
+


The Company have established Design and Drawing offices which are capable of undertaking
total engineering work for tailor-made equipment as well as turnkey projects from conceptual
stage in his disciplines of Mechanical, Electrical, Structural and Civil engineering to final
commissioning of the plant / equipment. In the field of railway equipment, Burn Standard is
fully equipped to undertake design and development of all type of wagon components
including tailor made wagons for any specific application.

9 ,c
+
,7

c  c,c
+

To the customer¶s Burn standard stands for quality. The entire work force has been motivated
to produce quality products. Every section of the shops and each stage of production are
under the strict vigilance of the quality control supervisors. Russian and British Engineer
have highly praised the quality of the Company¶s products. It is the high standard of quality
that includes our customers like Durgapur Steel plant, Bhilai Steel Plant, National Aluminium
Co (NALCO), Calcutta Tramways Co. etc to place repeat orders on Burn Standard has
manufactured a wide variety of capital equipment and products to meet quality standards of
such renowned agencies like Lloyds, Crown agents, SGS, Dot Norsakeveritas, Defence
Department, RDSO, RITES BARC etc.

Quality control receive due emphasis for all products of Burn Standard. The main
engineering unit of the Company are well equipped with testing laboratories to cater all types
of quality assurance required for the products covered in the manufacturing range of
individual units. Quality inspection is carried out by highly qualified and experienced
inspection engineers of the company with the help of modern testing equipment available at
the various units. „e have been awarded ISO 9001-2000 certification by HSB
REGISTRATION SERVICES, „AYNE PENNYSYLVANIA for manufacturing of Railway
„1!/ ./

ð? Strong Brand Equity- 139 years old.

ð? India¶s Largest Employer in Private Sector ± over 289500 employees.
ð? Ethical Group
ð? Group Revenues= US $ 28.8
ð? Ranked ³Best Steel Maker´ by world steel Dynamics in 2006, 2005, and 2001.

9-0 .0-0./

, 8

„elfare for employees has been only a part of Burn & co Steel¶s social conscience, which
extends to the community at large. A social welfare scheme was set up in 1916 to provide
assistance in the areas surrounding Jamshedpur. The scheme included providing education,
vocational training, cultural exchange, self-employment and family welfare. Burn & co Steel
continues to deliver the scheme objectives through the department of Community
Development and Social „elfare (CD & S„), the Burn & co Steel Rural Development
Society (TSRDS), the Tribal Cultural Society, and the Burn & co Steel Family Initiative
Foundation, etc.
3!0"

Œ? To uphold freedom of association and the effective recognition of the right to

collective bargaining.
Œ? To abolish effectively child labour.
Œ? To eliminate discrimination with respect to employment and occupation.

9-/

ð? 0-  ¢ 5 Value Engineering is an organized approach for

identification and elimination of unnecessary cost.
ð? 9c: 97 831; Burn & co Steel adopted Juran Trilogy concept for
undertaking Quality Improvement Projects (QIP). Quality Circles (QC) are small
group activities which involves first-line employees who continually control and
improve the quality of their work, products and services. Benchmarking is a process
of exploring for best practices and performances across the world and putting
systematic efforts to bridge the gap.
ð?
0 !0 13 ¢
5 Total Operational Performance initiative
was launched in 1998 with the help of McKinsey. Major focus of this initiative was
on cost reduction, quality & throughput improvement.
ð?
0 .-3/ 3 ¢
5 TPM is an approach to maintenance that
optimises equipment effectiveness, eliminates breakdowns and promotes autonomous
maintenance by operators through day to day activities involving the total workforce.
ð? X40.1¢X5 Burn & co Steel decided to embark on formal KM
initiative in the year 1999. The beginning was made in July ¶99 to place a Knowledge
Management (KM) program for the company and systematically as well as formally
share and transfer learning concepts, best practices and other implicit knowledge.
ð? "- 0 "c1!/0 ¢ c5 The fundamental objective
of the DMAIC methodology is the implementation of a measurement-based strategy
that focuses on process improvement and variation reduction.
ð? "- 0 ""c1!/0 ¢ c5 This tool is based
on Design for Six Sigma Philosophy. DMADIC focus is predominantly on design
aspects. It is generally used for Task Achieving Projects like New Product
Development, New Market Development etc.
 ð?
; Launched in 2002 with the help of McKinsey, TOP in Marketing
was the first new ASPIRE initiative launched with a focus on creating value through
partnership with customers.
ð? -!!00-1¢5 This aims to reduce costs and resources in the
entire value chain of supplier and Burn & co Steel. Value creation is focused through
better understanding of customer (internal) requirements and supplier capabilities.
ð? 9-0  1  "1" ¢95 Quality Management Systems as required,
like ISO 9000, TS16949, OSHAS, ISO14000 etc. are adopted by various units to
establish basic management systems.
ð? 100 -! 3/" ¢ 5 Small Group Activities (SGA) are promoted under
daily management through SGA teams who meet, identify, discuss and implement
small improvements (Kaizens) in the area of work. QC circles and TPM circles are
known as SGA teams.

? <c03 

In 1991 and 1992, the expansion of export has been possible for the common variety of steel
due to devaluation of rupee, full convertibility of the rupee on trade account, sluggish
domestic demand till 1993 ± 94, co-inciding with a boom in the world market of steel making
export prices more attractive, and upsurge of demand in south east Asia and china.

Exports of finished steel from India increased by a whopping 37%. All these favorable trends
have been reflected in the improved profitability of the major steel makers in both the public
and the private sectors.

 
c
  <


c
c 7
,

India had been annually importing about 1.0 to 1.5 million tones of steel. Imports are mostly
on price considerations and, in some cases, to supplement domestic production. The observed
growth in imports is mainly in hot rolled coils, cold rolled coils, semis and steel scrap.
Increased emphasis on import substitution has emerged as a key trend in the domestic
industry.

ð? Iron & Steel are freely importable as per the extant policy.
ð? Last four years import of Finished (Carbon) Steel is given below:-

Year Qty. (In Million Tones)

2003-2004 1.540

2004-2005 2.109

2005-2006 3.850

2006-07(Prov. estimated) 4.100

2007-08 (Apr-June, 207) (Prov.
)

estimated)

<
c  
,

India has already registered its presence in the global market in the recent years. „hile India
started steel production in the year, 1911, steel exports from India started only in 1964.
However, steel exports have been sporadic. From 1964 to 1968 India exporte d a large
quantity of steel mainly due to recession in the domestic iron and steel market. Subsequently,
exports declined with revival of the domestic demand. India once again started exporting
steel from 1975, touching a record export of steel in 1976-77 when India exported 1 million
tones of pig iron and 1.4 million tones of steel. Thereafter, exports again declined only to
pick up in 1991-92, when Main Producers exported 3.87 lakh tones valued at Rs. 283 crores.
Export of finished carbon steel in 2003-04 is 4.835 million tones, which is higher by 7.30%
during the corresponding period of last year. Total exports of the iron and steel sectors during
2003-2004 has been estimated to be 6.037 million tones.

Due to various policy measures taken up by the Government like liberalisation of import-
export policy, introduction of flexibility in the advance licensing scheme and convertibility of
rupee on the capital account, exports of iron and steel from India have received continued
thrust.

ð? Iron & Steel are freely exportable.

ð? Advance Licensing Scheme allows duty free import of raw materials for exports.
ð? DutyEntitlementPass Book Scheme (DEPB) introduced to facilitate exports. Under
this scheme exporters on the basis of notified entitlement rates, are granted due credits
which would entitle them to import duty free goods. The DEPB benefit on export of
various categories of steel items scheme has been temporarily withdrawn from 27th
March 2008, to increase availability in the domestic market.

ð? Exportsof finished carbon steel and pig iron during the last four years and the current
year is as :

¢9 00
"5

 ". ¢5
+ c
0

2002-2003 4.506 0.629

2003-2004 4.835 0.518

2004-2005 4.381 0.393

2005-2006 4.478 0.440

2006-
4.750 0.350
2007(Prov.estimated)

2007-2008(April-June 07)
1.310 0.120
(Prov.estimated)
8 ? 3"1¢5

Œ? Strong position in the Indian market with continued investments

Œ? Strong position in „estern Europe with strategically located production facilities and
global sales and distribution network
Œ? Cost competitiveness due to Indian sources of raw material and skilled low cost
labour
Œ? Corus Acquisition expected to provide improved cost position besides other synergies
Œ? Enhanced ability to attract customers with global scale
Œ? Enlarged group with higher revenue and larger asset base improving per unit
economies of scale
Œ? Rapid and low cost project implementation
Œ? Experience management team with focus on improving efficiency and productivity
Œ? De-integrated dispersal of facilities in select geographic
ð? Primary steel making in countries rich in iron ore and coal
ð? Finishing facilities in growing markets
Œ? Access to capital ports and other dedicated logistic facilities
Œ? ³More from Steel´ via branding and presence in high entry barrier segments

8-730.-" 1!00"0

„ith corus in its fold, Burn & co steel can confidently target becoming one of the 3 steel
maker globally by 2015. The company would have an aggregate capacity of close to 56
million tones per annum.

If the acquisitions are well planned, executed and the necessary precaution taken for the deal
a company can achieve its strategic objective and thus ensure its growth through
acquisition.¢#5

Burn & co steel has already planned the next move, that is, to become a 10 million tone plant:
a new LD shop with a capacity of 2.4 million tones equipped with a thin slap caster and
rolling facility ± a new technology for Burn & co steel ± upgradation of existing blast
furnace, and setting up of a palletizing plant, an oxygen plant and associated utility and
infrastructure facilities has been chalked out.

They started with the processing and distribution of 10,000" tones of steel a year and they
touched the million mark in 10 years. They are talking about reaching their next million in
three years and 3 million by 2012.´¢$5

/3"30!

8- 

One of the forces in Porter¶s Five Forces Model. The higher the bargaining power of buyers,
less attractive the industry.

8- "8-73"0

Œ? Automobile companies like Maruti Suzuki, Hyundai, Burn & co Motors etc.
Œ? Railways
Œ? Construction
Œ? infrastructure
Œ? Machinery producers
Œ? Agriculture tool producers

3c0"3 

There is no close substitute of Burn & co Steel, so that price is inelastic.

43"

Switching cost would be very less if buyers buy from Burn & co steel and if he switches to
buy from Mittal the switching cost would be not affected so much.

04 " "" 4  "0 !01 Large steel makers such as Burn & co Steel,
Jindal, RINL and SAIL would soon get 'favoured customer' treatment from Indian Railways.
In an attempt to promote bulk freight movement on its network, the Railways is introducing a
new "freight load preference policy" for steel players fighting inflationary pressures due to
spurt in iron ore prices.

In this graph we can see that the production according to the consumption of steel & iron in
respectable years. „e can find that in 2004, 93% consumption of steel according its
production in 2004.

Suppliers:

-!!0"

Œ? Chrome ore- India

Œ? Manganese -India
Œ? Limestone-India
Œ? Skilled Labour
Œ? Larsen & Toubro
Œ? Mc-kinsey and co.
Œ? Jojobera power plant

=-!!0"

Œ? In India limestone reserves 160 billion tones.

Œ? In India Chrome ore 115 million tones.
Œ? In world Chrome ore 11068 million tones.
Œ? In India Manganese 406 million tones.
Œ? In „orld Manganese 5000 million tones.

Burn & co steel get supplies from new millennium, Canada.Burn & co steel benefit itself a
stake in the millennium iron range and potential supplier of more than a billion tones of ore.
Deal was worth 22.6 million Canadian dollars.


>-/3.-3

There are different types of steel production system but TISCO produce their steel product in
a unique system. So, their products are demanded.

1!//0 

 1!"

Œ? Essar steel ltd,

Œ? Ispat industries ltd
Œ? Jindal vijaynagar steel ltd
Œ? Steel authority of India ltd
Œ? Arceloremittal
Œ? Corus
Œ? Nippon steel corp.
Œ? Posco
Œ? Severstal

68"

Competitors invest heavy capital in the sector so they have to recover their cost. They can not
easily move out of the sector.

/"1!

Rivalry becomes more complex and unpredictable when competitors are very diverse in
strategies, origins, personalities, relationships to their parents etc.

.-3

It is difficult to compete with Burn & co brand because Burn & co steel has good image into
the market. Customers are always satisfied with Burn & co steel product.

Burn & co steel have a oligopoly market, there is a few buyers & few sellers, limited mobility
of resources, there is not very free flow information, homogeneous products.
",."!

A strategy that focuses on making the operations more efficient and cutting costs wherever
possible. It may result from scale/scope efficiencies, tight overhead control, careful selection
of customers, standardization and automation. Cost leadership aims at having the lowest costs
in a market. This makes the company best placed to survive a price war and generates the
highest margins if a price war does not occur. TISCO has been a cost leader in the Indian
steel industry.

Increasing Internationalization Leading to Consolidation

Consolidation is leading to

± Low production costs and improved marketing presence through economies of scale

± Rational supply side discipline, including through selective capacity closures

8" 

/  03  Govt. dictated it rampant. i.e. reservation of industries products for a public
sector, & small scale sector, Industrial licensing MRTP Act., Import restriction, restriction on
foreign capital & technology.

31"30

ð? Keeps out small players of steel like S.A.L Steel ( Kidana)

ð? Discourages even potentially large players like Arcelor Mittal because of risk of large
states

1."

As steel sector is a very wide sector, there can not be easy entry into it. It requires a high
capital cost for entry; skills, technology etc. Customers have a preferred brand, they have
strong relationships with their existing suppliers.
As the global steel industry is fragmented and awash with extra capacity worth 15 to 20 % of
consumption, setting up greenfield ventures may not always be a justifiable strategy. So Burn
& co Steel plans to take the acquisition route to globalization in the immediate future. It
could then use the acquired plant or capability as a foothold for the greenfield approach.

The current fourth phase modernisationprogramme is based on an in-depth study of the

Indian and the global market, future trends and customer, expectations. Value addition is the
key focus of the company keeping the changing customer requirements intact.

Globalization is very relevant to Burn & co Steel¶s growth trajectory because the steel market
is increasingly becoming global. "A global market is one where a single price holds and all
customers can buy that product at this price excluding the transaction and transportation
costs´. In the steel industry, in every region the regional prices are increasingly being set by
global trends.

"Over 25 % of the world¶s steel production is globally traded´. This was less than about 15 %
only about a decade ago. The steel industry has been globalising very rapidly. The minerals
business is also global.

"A truly global company is one where global thinking prevails and decides every aspect of
business ± where to manufacture, where to research, what type of people to employ and
where and how to market the products and services´. It is fundamental to think through every
aspect of the business in a global context to maximise profits.

In order to do this, one must have a very good understanding of the value chain and the
potential of each of its parts. At the end of an exercise to determine which part of the value
chain creates the maximum value at which location and how, you may find that
manufacturing is best done in one place while the market is in another, research should be
done somewhere else and methods of serving the customer are different in each place. But at
the end of such an exercise, one may also come to the conclusion that the most value creating
opportunity is to be at home. If you have applied the global test for arriving at such a
decision, you are a global company. So globalization should be seen as a means of value
creation and not merely as a means of physical presence.

c<


c  

Stainless steel is metallurgically defined as an alloy with 11% chromium. The metal is
popularly used in domestic and industrial appliances, since it does not corrode, stain or rust as
easily as regular steel. Although the metal is stain-less, it is not stain-proof. The alloy is also
referred to as CRES or corrosion-resistant steel, especially when the alloy is not graded.
Stainless steel is now available in various grades and surface finishes to suit industrial and
domestic requirements and the environment to which the metal is expected to be exposed to.
Different grades of stainless steel have different amounts of chromium to generate the desired
film of chromium oxide. It is this chemical reaction between chromium and atmospheric
oxygen that prevents surface corrosion, and that along the internal structure.

3"";0""0

Stainless steel is made from iron ore, silicon, chromium, carbon, nickel, manganese and
nitrogen. The manufacturing of stainless steel comprises a series of processes. The raw
materials are first melted in an electric furnace. They are subjected to at least 12 hours of
intense heat. Thereafter the mixture is cast into either blooms, slabs or billets, before taking
on a semi-solid form. This initial form of steel is then processed via 'forming' operations that
include hot-rolling into bars, wires, sheets and slabs. From here, the steel is subjected to
annealing. This is a heat treatment in which the metal is first heated and then cooled under
extreme, controlled conditions. The metal is thus treated for internal stresses and is duly
softened and strengthened. This segment of processing stainless steel is also referred to as
'age hardening'. It requires careful monitoring of temperature and heating and cooling times.
The aging temperature seriously affects metal properties; while lower temperatures generate
high strength and low fracture toughness, higher temperatures result in a lower strength, but
tougher material. The heat treatment involved in the manufacture of stainless steel depends
on the type and grade of steel being produced. Annealing or the heat treatment leads to the
development of a scale. The scale can be removed via several processes such as:

ð? Pickling or the use of nitric-hydrofluoric acid bath.

 ð? Electro-cleaning or the application of an electric current, using phosphoric acid and a
cathode.

De-scaling of the material is introduced into the manufacturing process at different times,
depending on the type of steel being produced. „hile the bar and wire forms have to be
additionally treated with hot rolling, forging and extruding, the sheet and strip forms go
through the annealing process after hot rolling. Cutting operations, in the manufacture of
stainless steel, are very essential to obtain the desired shape and size of the end product.
Mechanical cutting involves the use of guillotine knives and high speed steel blades for
blanking (punching out the shape by shearing) and nibbling (cutting out a series of
overlapping holes). Stainless steel is also cut via flame cutting, a process that involves the use
of a flame generated by oxygen, propane and iron powder. The plasma jet cutting method
uses an ionized gas column to melt and cut the metal. Surface finish, the final step in the
manufacture of stainless steel, is critical to obtain the smooth and reflective surface that the
metal is popular for. This final stage offers the product the desired corrosion resistance and
gets the metal ready for further specific industrial manufacturing steps, as required. In the
surface finish stage, the metal is subjected to treatment according to the physical appearance
desired; either a dull finish, bright finish or mirror finish. Manufacturing of end products
involve further shaping via heat-rolling, pressing, forging and extrusion. The material is then
joined via welding (fusion and resistance) and given the desired shape. In-process quality
control is monitored throughout the manufacture and fabrication of stainless steel. The
material is constantly checked for optimum mechanical properties, to survive antiquity.

0.00.0"

Cold rolled steels provide excellent press formability, surface finish, and thickness and
flatness tolerances. Steel companies manufacture three groups of low- or ultra-low-carbon
grades to meet a variety of customer formability requirements: CS Type B, DS Type B,
EDDS, and EDDS+. They also produce HSLA steels and structural steel grades for those
applications that require specified strength levels.
Cold rolled steels provide excellent press formability, surface i
 
 

 

i
  
  
 manufacture three groups of low- or ultra-low-carbon
grades to meet a variety of customer formability requirements: CS Type B, DS Type B,
EDDS, and EDDS+. They also produce HSLA steels and structural steel grades for those
applications that require specified strength levels.

Cold rolled steels can also be specified as dent resistant or bake hardenable for applications
that require dent resistance after forming and painting. Each grade can be processed with
several surface finishes depending on customer requirements. Lubricants can be applied to
enhance formability and to avoid at-press lubrication

0.00."0""

.-3"110"0""

The processing conditions of the preliminary metallurgical stages during the production of
the raw steel already determine the quality of the steel grade to be produced. Salzgitter
Flachstahl steel is produced using the process chain of blast furnace, oxygen top-blowing
converter and continuous casting. This advanced and efficient process technology is backed
up by a fully integrated energy supply system. Coke and electricity are produced by the in-
company coking plant and power station. Thanks to an efficient combined energy utilisation
system the generated secondary energies are fed back into the steelmaking process, thus
saving.
The flat rolled steel is smelted in the Salzgitter „orks in three 220 t L. D. converters using
the oxygen top-blowing process combined with state-of-the-art bottom purging technology.
This is followed by a treatment of the steel in a ladle-metallurgical centre. Here fine alloying,
fine desulphurisation and vacuum treatment are carried out. Salzgitter Flachstahl flat steel is
entirely produced by the continuous casting process. Both bow-type continuous casters are
equipped with modern alchimist cooling system, narrowest roller spacing strand guides and
several bending points. All this represents the latest state-of-the-art.

0.00.."-33.!.-3"

The range of cold-rolled and surface-coated products includes high-quality steel grades with
the finest tolerances with regard to mechanical key characteristics and dimensions. The
manufacturing program comprises cold-rolled drawn, deep-drawn and specially drawn steel
grades, construction and fine-grained steel, as well as higher-strength and multi-phase steel
grade which can be supplied in either coldrolled, electrolytically galvanized, hot-dip
galvanized and/or organically coated form.

„orking in close collaboration with customers from further processing industries, Salzgitter
manufactures optimized steel products that are tailored to their respective applications. For
example, we develop higher-strength isotropic thin sheets with very good forming properties
for the automotive industry; these sheets exhibit the same or improved impact strength as
conventional sheet steel and allow a reduction in sheet thickness. Lower vehicle weight
translates as enhanced passenger safety and reduced fuel consumption. PRETEX® surface-
texturing method is used to structure the surface of sheet steel, thus rendering them suitable
for further processing and coating. The manufacture of these highquality steel products draws
on leading edge steel production and processing technologies. Our policy of committing
major investments to plant technology ensures the continuous improvement and upgrading of
processing technologies, while enabling us to meet the most stringent quality requirements.

>-0"

Salzgitter sheet is typified by:

ð? Excellent cold formability

ð? High surface quality especially suitable for surface treatment
ð? Excellent weldability
ð? Excellent strip flatness
ð? Close dimensional tolerances

The manufacturing programme includes cold-rolled drawing, deep-drawing and extra deep-
drawing sheets, as well as structural steel grades and fine-grain steel qualities and grades for
conventional or direct porcelain enamelling. Specific solutions can be offered, tailored to the
particular demands of the application.

Great importance is attached to close relations with the customer. In this way a whole series
of new steel types for particular applications was developed in close co-operation with the
industries involved in further processing. This highly customer-oriented steel development is
one of the reasons why Salzgitter Flachstahl sheet steel possesses optimum usage properties
and is recognised as a high-standard quality product.

„hen using steel sheets, extremely high ± and in part very different ± material demands
result from the wide range of possible later applications. A high standard of quality can only
be achieved by keeping the manufacturing parameters within very close limits. In order to
guarantee this quality standard an integrated Quality Management System has been
established in all process stages. In the steelworks already the properties demanded from the
material are determined by means of preset analyses. lt is continued by close co-ordination
with the subsequent rolling and heattreatment stages.

!.-3

Salzgitter Flachstahl has always answered customers¶ requests for improved sheet qualities
by continental modernisation and improvement of its process technology. Shortly after the
start-up of the cold wide strip mill further development programmes were initiated. The
expansion and modernisation programmes of the seventies were aiming at improving the
economic efficiency, increasing the specific performance, enhancing the sheet quality, and
bettering the workplace conditions.
The focus of the heavy investments during the eighties and the nineties was on the field of
quality improvement. The production sequence in the cold widestrip mill includes the
following: pickling line, tandem mill, annealing facility, skin pass mills and coilslitting and
inspection lines..

3;00"

In the continuous pickling line and the push-pull pickling line the strip is freed from scale
while passing through an acid bath. In order to improve the mechanical breaking of the layer
of scale, a stretcher leveller is installed in front of the chemical treatment section. The newly
installed turbulence pickler with flat pickling baths reduces the energy requirements of the
continuous pickling line by 20 % and thus contributes substantially to the saving of resources.
„ith the new rinsing section and the installation of a new process computer and optimisation
system, the quality of the pickled sheet has been further improved with regard to surface
cleanness and structure.
Both pickling lines are equipped with electrostatic oiling-machines. The pushpull pickling
line has a skin pass mill for thicknesses up to 7,0 mm.

.1100

The central section of the cold-rolling mill is the five-stand tandem mill. The pickled strip is
rolled in a single pass to finished thicknesses between 0,35 and 3,0 mm. At this stage final
rolling speeds up to 90 km/h are achieved. The first four stands are in four-high design and
the fifth stand in six-high design. This plant design, in conjunction with a thickness and strip
flatness control system operating in a closed loop, brings about a considerabie improvement
to the strip flatness and profile consistency while adhering to the closest possible thickness
tolerances.The strip profile is monitored by a measuring roll.

A process computer processes the measured data obtained from the complete rolling train and
controls the roll gap and the strip profile using hydraulic roll screwdown mechanisms by
bending the work and intermediate rolls, shifting of the intermediate rolls and controlling the
roll cooling.
This control system selected for use at Salzgitter can effectively influence the strip profile
over a wide range as shown in the diagrams above and opposite. In addition to the good strip
flatness the surface cleanness of the cold strip is improved by a separate rolling emulsion
circuit for the fifth stand.

0."3. 

After cold-rolling the coil is annealed in order to remove the strain hardening in the material
caused by the cold-rolling process. Salzgitter Flachstahl thus meets the increasingly stringent
demands of the customer in this respect. „ith the introduction of high convection furnaces
which were added to complement our conventional stack annealing furnaces, the uniformity
of the material properties and the surface cleanness have been increased.


;!"""00100".""! 

The annealed coils are then transferred to the skin pass mills where they are passed through
roughened rolls at very low reduction degrees of approx. 0,5% to 2,0% and provided with a
predetermined surface roughness on the sheet. In this way subsequent formation or the
application of paint or other coating materials is improved.

The skin pass mills possess hydraulic screwdown mechanisms and automatic elongation
controls.

Distribution of the skin passes degree

The elongation is measured by means of deflector rolIs which are installed ahead of and
behind the skin pass stand. The related automatic pressure and rolling force control unit
ensures a constant elongation along the complete coil length.
A tension leveller is directly connected to skin pass mill 1 so that both skin passing and
straightening can be carried out in a single process, if increased coil flatness is required. In
the conditioning line of the cold-rolling mill modern coil slitting and inspection lines are
available. Here the coil edges are trimmed or the coils are slit to the ordered width, marked
and electrostatically oiled to prevent corrosion. For this purpose atomised ionised oil particles
are deposited evenly on the coil in a layer which can be accurately controlled.
In the conditioning lines the coil weight can be adapted to suit the ordered weight using the
efficient Preplap transverse seam welder. Salzgitter Flachstahl can supply coils up to a max.
„eight of 32 t.

.-3>-!1.30"

00.!.-3"

The processing conditions during the preliminary metallurgical stages are already decisive for
the quality of the hot-rolled coil. Salzgitter AG produces its steel according to the process
chain blast furnace, basic oxygen steel making and continuous casting. This advanced,
effective and efficient process is supported by a fully integrated energy supply. Coke and
electricity are available from own coke plant and power stations. Fine-tuned combined
utilities make it possible to re-supply the arising energy to the metallurgical process.
Salzgitter AG is amongst the large European steel producers. „e have decades of experience
in steel making and are equipped with the most up to date production plants for producing
quality products according to advanced manufacturing technologies. „e produce our rolled-
steel products at three locations in the centre of Europe. Our works have a combined capacity
of about 4,7 million tonnes. The Salzgitter „orks produce hot-rolled coils, cold-rolled and
surface-coated steel sheets. The Peine „orks cover the product sector sections. Heavy plate
production is concentrated at the Ilsenburg „orks, while plate-processing is located at
Salzgitter.
  c  




    



>? Similarly items are stored by class viz, small tools and accessories.
>? Fast moving items to be stored near point of issues.
>? Large items require being stored near points of issues.
>? Special storing of certain materials like in flammable require special covers and due
cave etc«
"!"0"";!

 The main responsibilities of stores personnel is carrying out the above function are,

¢53!."

>? Receive the incoming goods.

>? Assist unloading operations
>? Count, verify
>? Check for damage/storage and prepare report.
>? Fill goods inward register.
>? Complete vendors consignment note.
>? Inspect an arrange for inspection and complete the inspection speedily
>? Prepare goods rejection memo (Incase of goods rejected).
>? Send goods to store and other documents to respective department.

¢5 "3

l? Ensure all storage facilities are in proper working condition.

l? ƒEx: Check for loose racks, damaged pallets, etc«]
l? Ensure goods house keeping ƒie. Checking forspillage of oil, dirty, obstraction]
l? Check his cards, etc« and review them, if necessary
l? Report to management of utilization factor and idle time.
l? Ensure first in first in the issue of goods observe shelf life.
l? Ensure steady flow (direction) of materials
l? Check for leaks, spillage, etc«
l? Check suitability of Packaging.
l? Clear waste packing materials.
l? Check and count before issue.
l? Check electrical / mechanical equipment, lighting fire fighting equipment and other
appriances.
l? Make entries in Bin / stock cards promptly
l? Ensure that the rules and regulation relating to physical custody and preservation or stores
are flowed.
l? Ensure receipts and issues are correctly documented.
l? Correct accounting of stores.

 .3- "

 The term safety envisages the safety of the materials in stores facilities used,
including material handling equipment and the safety of the personal working in stores.

 
 $ % c
   



The maintenance activity is carried as follows:

 ? //13
# ? 8;.413


//13

a)? Production in charge prepares a preventive maintenance check list. The check
list indicates the maintenance to be carried out daily weekly, monthly, half
yearly.
b)? Production in charge carry out the maintenance activity as per the check list
the type of maintenance carried out along with the comments of any is
recorded in the maintenance register.
c)? Production in charge releases the machine for preventive maintenance on the
scheduled day. The details of work carried out on the machine are recorded on
the register.


8;.413

d)? The operator /technician communicates in case of machine break down to the
production in charge verbally. He assesses the nature of the break down of the
machine.
e)? If break down maintenance in minor in nature, the production in charge carries
out the breakdown maintenance work in house. Parts/equipments which
cannot be repaired in house is sent outside parties for repairs/replacements
depending upon the nature of the problem.
f)? The breakdown details are returned in the register.

3!;!:

The functions of store needs to be organized to perform the following functions;

Œ? Requisition from purchase department for an economical quantity of materials for

delivery at the most appropriate time.

Œ? Exercising control on quality of materials received.

Œ? Storing and protecting of materials again hazardous condition, climate, deterioration.

Œ? Issuing materials against properly authorized material requisition slips.

Œ? Maintaining records of all receipts, issue and balance of material left to facilitate
ordering of materials required.

Œ? Maintenance of adequate stock of materials to serve production needs.

Œ? Arranging for inspection of materials received.

-"12"1!0".0

Sales executive services the customer. For market related complaints like dispatch
problem, documentation, packing problem, invoicing can be handled by sales executives.
Sales executive reviews the complaints and initiates the disposition action in consultation
with the managing partner. The complaints are analyzed and necessary corrective and
preventive action is initiated.
 The details of corrective and preventive action take on customer complain are
discussed in the management review meeting. The effectiveness is ensured through the
nonconformance and customer complaints.

 
c    



.3003

The industry gives a credit for its customers for 60 days and collects the credit
through cheque. Finance is regarded as the life blood of the business enterprise. This is
because, the modern money oriented finance is one of al economic foundations of all kinds of
economic activities.

It is concerned with the planning and controlling of the firms financial resources.
They are always scarce and limited, which needs proper planning and control in order to
achieve best results. The importance of financial management is increasing day by day.

The technological innovation and industrialization created a need for more funds. This
promoted the study of finance to emphasize liquidity and finance of the firm. The major
function of financial management is to review and control the decisions for the efficient wise
allocations of funds.

A.? To make payment for bills.

B.? To collect amount due to the company.
C.? To keep proper book for accounts.
D.? To maintain bank accounts

1!/c311"

The income statement discloses net profit and net loss on account of operations. A
comparative Income Statements will show the absolute figures for two or more periods, the
absolute change from one period to another and if desired the change in terms of percentages.


1!/803

Comparative balance sheet as on two or more different dates can be used for
comparing assets and liabilities and finding out any increase or decrease in those items.

11=301"

Common size financial statements are those in which figures reported are converted
into percentages to some common base. In the income statement the sale figure is assumed to
be low and all figures are expressed as a percentage of sales. Similarly in the balance sheet
the total of assets or liabilities is taken as 100 and all the figures are expressed as percentages
of this total.

.3"

Trend percentages are immensely helpful in making a comparative study of the

financial statements for several years. Under this method trend percentages are calculated for
each item of the financial statements taking the figure of base year as 100. The starting year is
usually taken as the base year. The trend percentages show the relationship of each item with
its preceding year¶s percentage. The trend ratios may be compared with industry ratios in
order to know the strong or weak points.

" 33-

Stores accounting is the process of recording details of stock movement and balances
in terms of financial value. It is sometimes undertaken by the handled by stores. In practice it
is often found that such an arrangement a good deal of work and avoids duplication.

It has the added advantages of making stores personnel responsible for providing their won
financial information, which they themselves require for the purpose of inventory control.

Finance, production and sales are three important aspects of an enterprise. But out of
the tree, finance is most important and is the base of the triangle.


 
c 

1.? The above study over all performance of store keeping is good so continue the same
and give some suggestions are given below.

2.? The present store room capacity is limit. So increase the capacity of store according to
production.

3.? Lighting facilities must be enhanced.

4.? Overall stock identification board to be used in all stores.

5.? To give the shoes and gloves separately all type of workers.

6.? To develop the material safety

7.? To concentrate and due more importance in electrical wiring in store room.

 
 ,c 

The Burn & co planned a strategy of making more revenue from the existing resources,
by using it more productively. This includes improving market share on back of quality
products. The strategy also includes extracting more value from resource. Both the initiatives
are expected to lead to improved profitability.

The steel is optimistic about continuing Economic growth. Though the recovering
from its losses for the past two years, the company sees the Investment climate for
infrastructure projects improving in the longer run will in the growth of the company.