organisation study on Shree cement by Nitin Moyal

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ACKNOWLEDGEMENT

There are number of people to acknowledge and thank for their contributions to this Project. Here is a consideration of all those esteemed people who provided not only their valuable time but also their views and transferred their knowledge and experiences, which further enhanced the project and made it more than what it would have been.

I offer my special thanks to SHREE CEMENT LIMITED, Mr Gopal Tripathi , Mr Nemichand Jain (Financial Officer), Mr S R Singhi(HR) and for all his educative guidance and more support that they have provided during the preparation of the project. I would also like to thank my Mentor Prof Lakshman who provided his valuable guidance, which has helped me in enhancing the quality of the project report and also to deans for arranging organization study for all students.

Also, please accept sincere apologies along with a thank you who have contributed but their names have not been included.

Thank You…

Yours faithfully,

Nitin Moyal

MATS INSTITUTE OF MANAGMENT

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DECLARATION

I hereby declare that this project has been prepared by me during the period 30 th Oct to 8th Nov under the guidance of Prof. Lakshman MATS School of Business & IT, Bangalore I further declare that this project report is prepared from the information collected from the company, the sources available from the Company and the same is purely for academic purpose. This project has not formed the basis for the award of any other degree/diploma of any University/Institution.

I also hereby declare that all the information given in the report is true to my knowledge.

Reg no. Place: Bangalore



























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Nitin Moyal



























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PARTICULARS Chap Chapte terr 1 Indu Indust stry ry Prof Profil ilee Introduction Global Scenario Indian Scenario Key players in the Industry PEST Analysis Porter’s 5 forces Analysis

Chapte Chapterr 2 Organi Organizat zation ion Profil Profilee Introduction Vision and Mission Objectives and Goals SWOT Analysis Products and Markets

Chapte Chapterr 3 ORGANI ORGANIZAT ZATION ION STRUC STRUCTUR TURE E Introduction Organization Structure Review of Organization Structure

Chapte Chapterr 4 Busine Business ss Level Level Func Function tionss Marketing Function Finance Function Human Resource Function Operation & Quality Function

Chapte Chapterr 5 Conclu Conclusio sion n & Observ Observatio ations ns Findings

Bibliography

Page No.



























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SCOPE OF THE STUDY: Organizational Functioning is an important factor for any Organization to achieve the desired goals and Objectives. This requires Co-ordination at all levels to smooth functioning. This study is to know the overall efficiency efficiency and performance of TEXTILE Industries Industries and a general study on Shree Cement Ltd at Beawar, Rajasthan . As a part of two year MBA program at the end of 1st trimester, trimester, we had to carry on a project in an organization in order to understand the organization structure and their functions. This was a great opportunity to get the first hand information and understand the functioning of the various departments

1.2 OBJECTIVES OF THE STUDY: The following are the objectives of the study 

To know the Global and Indian Scenario



To know the Key Players in the Industry



To know the Business Level Functions & Process of the Organization



To know the Company Profile



To do SWOT Analysis, PEST Analysis etc. of the Company



To learn about the Organizational Culture, Values, Benefits in a Practical way



To get an exposure to the different functions of the Organization and understand

how they are performed and coordinated. 

To relate various concepts studied in the first term to a real Organizational

environment



























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1.3 LIMITATIONS OF THE STUDY: The following are the limitations of the study, 

As we had a limitation of time, the detailed report about the operations of the

organization was not possible. 

The information given by the persons may not be complete because of their busy

work schedules 

The report suffers from the limitation of meeting only the departmental heads

because of lack of permission to interact with other people.

1.4

METHODOLOGY

USED

FOR

ORGANIZATION STUDY: PRIMARY: The following are the primary datas collected for the study,

Personal Interviews - There was interview sessions with each of the functional heads and that was followed as questions which were asked depending upon situations. There was a keen keen sense sense of observ observati ation on follow followed ed Observati Observations ons - There during the study period to follow the various functions of the company and how they are integrated with each other.





























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Internal Data - These are all the companies’ own data which they provided like Organization structures, Balance sheet, Annual reports etc. These e are are all all the the data data rela relati ting ng to the the comp compan any y or External External DataData- Thes Organization derived from external sources such as internet, and other types of media services that give a wide picture of the Organization with respect to the external work.



Global Scenario



Indian Scenario



Past & Current Situtation



Few Influencing Factors



Key Player



PEST



Ayalysis

Porters five Forces



























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Introduction Cement Cement is a key infrastr infrastructu ucture re industry. industry. It has been decontrolle decontrolled d from price price and distribution on 1st March, 1989 and delicensed on 25th July, 1991. However, the performance of the industry and prices of cement are monitored regularly. The constraints faced by the industry are reviewed in the Infrastructure Coordination Committee meetings held in the Cabinet Secretari Secretariat at under the Chairmanship Chairmanship of Secretary Secretary (Coordinat (Coordination). ion). Its performance performance is also reviewed by the Cabinet Committee on Infrastructure.



























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Capacity and Production The cement industry comprises of 125 large cement plants with an installed capacity of 148.28 million tonnes and more than 300 mini cement plants with an estimated capacity of 11.10 million tonnes per annum.

Recommendations on Cement Industry For the development of the cement industry ‘Working Group on Cement Industry’ was constit constituted uted by the the Planning Planning Commis Commission sion for the the formulat formulation ion of X Five Year Year Plan. Plan.

The

Working Group has projected a growth rate of 10% for the cement industry during the plan period and has projected creation of additional capacity of 40-62 million tonnes mainly through expansion of existing plants.

Technological change Cement Cement industry industry has made made tremendo tremendous us strides strides in technol technologic ogical al upgrada upgradation tion and assimilation assimilation of latest technology. technology. At present ninety ninety three per cent of the total capacity in the industry is based on modern and environment-friendly dry process technology and only seven per cent of the capacity is based on old wet and semi-dry process technology. There is tremendous scope for waste heat recovery in cement plants and thereby reduction in emission level. One project for co-generation co-generation of power utilizing utilizing waste heat in an Indian cement plant



























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The Cement Corporation of India, which is a Central Public Sector Undertaking, has 10 units. There are 10 large cement plants owned by various State Governments. The total insta install lled ed capac capacit ity y in the the countr country y as a whole whole is 159 159.3 .38 8 milli million on tonne tonnes. s. Actua Actuall ceme cement nt production in 2002-03 was 116.35 million tonnes as against a production of 106.90 million tonnes in 2001-02, registering a growth rate of 8.84%. Keeping in view the trend of growth of the industry in previous years, a production target of



























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 Highly fragmented (low entry barriers)  Cyclical industry  Highly capital & energy intensive  Heavily taxed sector  High bulk (volume) low value product  Heavy dependence on 3 sectors viz. coal, power and transport

Exports Apart from meeting the entire domestic demand, the industry is also exporting cement and clinker. The export of cement during 2001-02 and 2003-04 was 5.14 million tonnes and 6.92 millio million n tonnes tonnes respective respectively. ly.

Export Export during April-May April-May,, 2003 was 1.35 million million tonnes.

Major exporters were Gujarat Ambuja Cements Ltd. and L&T Ltd.

Recommendations on Cement Industry The Working Group has identified following thrust areas for improving demand for cement; (i) (i)

Furt Furthe herr push push to to hous housin ing g deve develo lopm pmen entt prog progra ram mmes; mes;

(ii) (ii)

Prom Promot otio ion n of of con concr cret etee Hig Highw hway ayss and and road roads; s; and and





























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Technological change Cement Cement industry industry has made made tremendo tremendous us strides strides in technol technologic ogical al upgrada upgradation tion and assimilation of latest technology. The induction of advanced technology has helped the industry immensely to conserve energy and fuel and to save materials substantially. India is also producing different varieties of cement like Ordinary Portland Cement (OPC), Portland Pozzolana Cement (PPC), Portland Blast Furnace Slag Cement (PBFS), Oil Well Cement, Rapid Hardening Portland Cement, Sulphate Resisting Portland Cement, White Cement etc. Producti Production on of these these varieties varieties of cement cement conform conform to the BIS Specific Specificatio ations. ns. It is worth worth ment mention ioning ing that that some some cement cement plant plantss have have set set up dedic dedicat ated ed jetti jetties es for promo promoti ting ng bulk bulk transportation and export.

Past years The Cement industry industry continue continued d its growth trajectory trajectory over the past seven years. years. Domestic Domestic cement demand growth growth surpassed the economic economic growth rate of the country country for the past couple of years. years. Over the past five years years (FY03-07), (FY03-07), cement demand demand grown at a CAGR of 8.37% higher than the CAGR of supply at 4.84%. Demand for cement in the country is



























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decades promote the people to buy home and apartments for their own. In the last few decades, the income of middle class people is rising. Which in turn increased the domestic demand for cement. Infrastructural Infrastructural development development of any country depends on its realty sector development. For introducing foreign companies, hospitals, schools, townships, offices the country needs development in the realty sector. India's economy is a developing one. And Reality sector forms 5-6 per cent of the Gross Domestic Product (GDP). Large scale investment, rapid urbanization and Foreign Dire Direct ct Invest Investme ment nt (FDI (FDI)) are are contr contribu ibuti ting ng to the growt growth h of real real esta estate te sector sector in India India.. Government also promotes the international business groups to invest in this industry. It is such an industry where so many of job opportunity exist and it promotes several different industries like glass, iron, cement, painmt, steel etc. Domestic Cement industry is highly insulated from global cement markets. Exports have been constant at about 6% of total cement demand for past few years. With GoI inter interven ventio tion, n, makin making g cement cement duty duty free, free, ceme cement nt is being being impor importe ted d from from neighb neighbour ourin ing g countries. However, due to logistics issues and lack of port handling capabilities, imports of



























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Ambuj Ambujaa Ceme Cements nts’s ’s quarte quarterl rly y net sales sales rose rose 8% to Rs1, Rs1,569 569.7 .77 7 crore crore and its its domest domestic ic despatches were up 5%, but exports fell 70% reflecting the export ban initiated by the government, which impacted six weeks in the quarter. “Cost pressures pressures continue to be unrelenting,” unrelenting,” Ambuja Cements said in a statement. “Fuel and power costs in our plants are significantly higher year on year (34%), in particular cost of imported coal which has tracked global oil developments and shown no signs of abatement in the near future.” Ambuja Cements also had an exceptional gain of Rs303 crore net of tax on the sale of its remaining stake in Ambuja Cements Pvt. Ltd to Holderin Investments Ltd, the investment subsidiary of Swiss cement major Holcim Ltd. Grasim Industries, part of the Aditya Birla Group, said net profit for the quarter came in at Rs672 crore, while revenue grew to Rs4,430 crore from Rs4,060 crores. Production increased by 3% at 3.99 million tonne, while ready mix concrete volumes grew by 61% due to the commissioning of new plants. Few week before, UltraTech Cement Ltd said its profit for the first quarter rose 2% while



























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Contractors

everywhere

scrambling

for

cement

Increased construction along the Wasatch Front and elsewhere in the United States had national cement producers scrambling to cement. 4.

Demand for cement in China to reach 1.3 billion metric tons in 2010. Demand for cement in China will rise 5.1 percent annually to 1.3 billion metric tons in 2010.

5. Energy efficiency and capital embodied technical change. 6. Decreasing oil prices. 7. comp compet etit itio ion n for for ship shippi ping ng,, and and othe otherr forc forces es are are cont contin inui uing ng to driv drivee material prices higher, etc



























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4.

shree





























c c Last Price Market Cap.

Net Profit

Total Assets

(Rs. cr.)

Sales Turnover

54.20

8,252.38

5,704.84

1,971.10

4,991.67

ACC

418.50

7,853.31

6,878.00

1,438.59

4,459.12

UltraTechCement

324.95

4,045.17

5,509.22

1,007.61

4,437.49

India Cements

82.50

2,325.52

3, 3 ,044.25

637.54

5,132.59

Shree Cements

439.95

1,532.66

1,367.98

177.00

1,942.92

63.35

1,507.52

2,011.88

408.28

2,589.49

Chetinad Cem

401.00

1,183.08

930.18

163.77

828.68

Rain Commoditie

116.00

835.60

--

-0.56

717.62

Birla Corp

98.00

754.65

1,724.78

393.57

1,232.47

Dalmia Cement

90.00

728.45

1, 1,480.67

347.15

2,730.48

Ambuja Cements

Madras Cements



























c c Balance Sheet

------------------- in Rs. Cr. ------------------Shree Cements

Ambuja Cements

ACC

UltraTechCement

India Cements

Mar '08

Dec '07

Dec '07

Mar '08

Mar '08

Total Share Capital

34.84

304.48

187.83

124.49

281.87

Equity Share Capital

34.84

304.48

187.83

124.49

281.87

Share Application Money

0.00

0.00

0.10

0.00

0.00

Preference Share Capital

0.00

0.00

0.00

0.00

0.00

4,356.77 3,964.78

2,572.50

2,314.94

Sources Of Funds

Reserves

637.97



























c c Cash and Bank Balance

50.47

114.94

78.87

100.69

7.84

Total Current Assets

276.43

842.22 1,099.02

927.06

669.55

Loans and Advances

421.14

237.04

544.31

390.43

1,062.06

Fixed Deposits

416.96

535.85

664.61

0.00

417.80

1,615.11 2,307.94

1,317.49

2,149.41

0.00

0.00

0.00

1,081.70 1,991.27

1,708.96

1,143.36

666.27

125.55

65.89

1,575.25 2,657.54

1,834.51

1,209.25

-517.02

940.16

Total CA, Loans & Advances Deffered Credit

1,114.53 0.00

Current Liabilities

296.80

Provisions

243.73

Total CL & Provisions

540.53

Net Current Assets

574.00

0.00

493.55

39.86

-349.60



























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Ambuja Cements Limited, formerly known as Gujrat Ambuja Limited is a major Cement producing company in India India.. The Group's principal activity is to manufacture and market cement and clinker for both domestic and export markets. The Company also operates a hotel through its subsidiary GGL Hotel and Resort Company. It has shown innovation in utilizing measures like sea transport, captive power plants, and imported coal and availing of govt. sops and subsidies to constantly check the costs. Ambuja Cements Limited was earlier known as Gujarat Gujarat Ambuja Cements Limited (GACL). (GACL). The company was set up in 1986. In this short span Ambuja Cements has achieved massive growth and presently, the total cement capacity of the company is 16 million tonnes. The company has three subsidiaries, viz, Ambuja Cement Rajasthan Limited (ACRL), Ambuja Cement Eastern Limited (ACEL) and Ambuja Cement India Limited (ACIL). Ambuja also



























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Ultra Tech Cement Limited Company Profile:

Ultra Tech Cement Limited

Ticker: 532538 Exchanges: BOM 2008 Sales: 55,663,000,000 Major Industry: Construction Sub Industry: Cement Producers Country: INDIA Employees: 3989





























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Political factors include areas such as tax policy, employment laws, environmental

regulations, trade restrictions and tariffs and political stability. •

growth, interest rates, rates, exchange rates and inflation Economic factors are economic growth, rate.. rate

•

Social factors often look at the cultural aspects and include health consciousness,

population growth rate, age distribution, career attitudes and emphasis on safety.



























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unemployment benefits, grants) - Employment law

- Taxation (impact - Attitudes to work and - Rates of on consumer leisure technological disposable income, obsolescence incentives to invest in capital



























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All cement Units with a connected load exceeding 100 KW shall be charged a concessional rate of Electricity Duty.

•

Stat Statee Fina Financi ncial al Inst Instit ituti utions ons and the Bank Banks, s, in line line with with the approv approved ed polic policy y of Government of India, treat cement plants as priority sector.



























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Indian managers do not consider the need to customize software solutions for a foreign country to be a major impediment for global expansion.

TECHNOLOGICAL ASPECTS: •

Export of cement and related services is heavily dependent on transport infrastructure.



























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decisions taken at the corporate and business unit levels. This results in a complex picture of people management.

3. Federations

One variant of the divisional form which has a particular relevance because of its human resource implications is the 'federation', a loosely connected arrangement of businesses with a single holding company or separate firms in alliance. alliance. This form of organization has attracted criti critici cism sm from from stock stock mark market et analy analysts sts who who find find diffi difficu cult lty y in comp compreh rehend endin ing g its its subt subtle le informality.

4. Matrix organizations

Matrix forms of management can be regarded (arguably) as an early form of 'network' structure. They focus on project teams, bringing skilled individuals together from different parts of the organization. Individuals were made responsible both to their line manager and the the projec projectt manag manager er involv involved. ed. Befor Beforee the the adven adventt of netwo network rk techn technolo ology gy,, many many matri matrix x organizations were dogged by duplication and confusion: the 'matrix muddle'.



























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FUNCTIONAL DIVISION MARKETING MR. NARIP BAJWA(HEAD) MR. DIWAKAR PAYAL( Sn V.P.) MR. VINAY WADHVE ( Sn V.P.) MR. A.B. REDDY ( Sn V.P.)

TECHNICAL MR. SANJAY JAIN ( MECHANICAL ) MR. RAMAN MAHAJAN ( ELECT ) MR. ANIL SHARMA ( INSTRUMENT ) MR. C.K. KHATRI ( LAB ) MR. R.K. BHARGAV ( R&D ) MR. R.K. MANAWAT

COMMERCIAL MR. SANJAY MEHTA ( V.P. ) MR. R.C. GAUR ( Sn GM ) MR. K.K. JAIN ( GM ) MR. ARVIND ARVIND KHICHI KHICHI ( JT V.P.

FIANANCE MR. ASHOK BHANDARI( HEAD ) MR. N.C. JAIN ( Sn G.M. ) MR. L.K. BHANAWAT ( Sn G.M. ) MR. SUBHSH

HR MR. S.R. SHINGHI ( HEAD ) MR. ALOK MOROLIYA ( Sn Mgr ) MR.GOPAL TRIPATHY (Dept Mgr)

OPERATION MR. P.N. CHHANGANI ( V.P. ) MR. P.K. TRIPATHY ( WORKS )



























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CRITICAL REVIEW The most common complaints by the users have been: Lack of Advertisement Advertisement::-

There is no brand visibility visibility of Bangur cement as a company. company. Advertisement Advertisement ultra tech can be seen overall on Rajasthan at public places but hardly any advertisement on Bangur Cement. Thus we can say that marketing department is not working at its level best. Less Wall-painting:-

Many Many sub deal dealers ers have have not got got any any shop shop painti paintings ngs.. Whil Whilee carry carryin ing g the the survey survey it was was sometime difficult to locate the dealer’s shop which shows that the company need to increase the promotion to make its presence felt. Absence of company literature literature::-

There has been a limited company literature and stationary material and this had led to low recognition for the brand. Online payment system:-

The dealers are finding it difficult to send the demand drafts for the payment of purchased material on the same day because of slow courier service. The dealers have suggested that they will make the DD on the same day but there should be at least 24 hours time before the DD reaches to the region. Low margins:-

As compared to the others brands Bangur provide very low margins, so dealers are less interested in the bangur cement.



























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Quality of bags:-

It was often found during the survey that the quality of bags were inferior due to which the dealers faces problem while handling. Delivery problem:-

Company should appoint people who ensure that the dealer & builders will get their product as per the same shown to them and in pre decided time because they complained of delivery problem and sample not matching.

Marketing Function HR Function Operation & Quality Funtion Finance Function ERP Logistics



























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consumer expectations. At SHREE, marketing is not merely identified innovative measures to sell its products, but to proactively gauge their changing needs and produce accordingly. Indian cement industry clocked an impressive growth of 9.8% during FY 07-08. As against it , SHREE registered a growth of 31% in sales volume. Net sales value showed rise of 51%.

Market share Shree’s Shree’s

strategy strategy of quality quality adverti advertising sing combined combined with active active field field marketing marketing helped it

increase its market share in north India. Company maintained its leadership position in the key market of Rajasthan, Delhi & Haryana. Company increased its market share in North India to 16.4% against 13.9% of last year. Our focus on increasing marketing share in areas which are closer to their plants offer them the advantage of low radius. The strategy benefited them in significantly increasing their market share in the nearer markets of Rajasthan and Haryana. Going forward they aim to further consolidate and increase our presence to attain the leadership mantle in the entire North Indian market.

Rich dividends from Multiple Brands Strategy Shree’ s strategy of multiple competing brands paid rich dividends in term of achieving



























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Company has been marketing significant investment in strengthening marketing expertise and creating execution excellence to enhance customer servicing. Multiple brand strategy adopted by by the the comp compan any y buil build d a larg largee netw networ ork k of deal dealer erss & reta retail iler erss and and othe otherr mark market etin ing g infrastructure. Total number of dealers and retailers stood at 4275 & 12157 respectively. The sales force was suitably assisted by quality advertising and sales promotions activities. TV commercials, commercials, hoardings as well as print media were used to create and brand awareness. Total Total adverti advertising sing spending spending was increase increased d by 29%.Co 29%.Compan mpany’s y’s multipl multiplee efforts efforts towards towards marketing excellence have resulted in the trade sales increase from 35.72 lac tons to 41.13lac tons- an increase of 15% over the previous year.

Institutional sales The institutional sales segment witnessed increased demand due to heightened activities in infrastu infrastuctur ctureand eand commer commercial cial real estate estate such as multipl multiplexes exes,, malls, malls, IT office office space space etc. etc. Considering the high demand potential of this segment, they stepped up their efforts to increase increase sales, sales, to institut institutiona ionall custome customer. r. The results results were were encoura encouraging ging as the institu institution tional al sales witnessed a massive 76% rise during the year. They were able to acquire quality conscious and prestigious customer.



























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Empowering People At SHREE they consider their people as their greatest assets. They drive growth and achieve long long term term susta sustaina inabi bilit lity y of their their busi busines ness. s. Th Their eir cultu culture re foster fosterss differ differen entia tiall think thinking ing,, empowering people by investing in their professional growth. The company strives to be recognize as the best place for the best people to do the best work.



























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SHREE’s HR policies are directed towards enhancing knowledge, experience & skill of its people and retain a skilled workforce. workforce. Various multi skills training programs are arranged to acquire cross-functional cross-functional expertise. These are put to use through job enlargement and increase responsibilities. It leads to an all round development of the employees, such programmes benefit benefit the company company through cost reducti reduction, on, improve improved d process processes es and overall overall enhanced enhanced productivity. Employees also gains through knowledge enrichment and career progression.

Talent Management SHREE believes the right mix of talent is the key to rip the benefit and avail of the business oppo opport rtun unit itie iess pres presen ente ted d by curr curren entt pace pace of glob global aliz izat atio ion. n. SHRE SHREE E has has an exce excell llen entt combination of professional competencies in its workforce be in managerial and technical.

Encouraging Innovation At SHREE SHREE,, spirit spirit of innovat innovation ion permeat permeatss through through every every rung of employ employees. ees. Company Company encourages encourages original thoughts which translates into action that yield benefit. A unique scheme “JO SOCHE WO PAVE” PAVE” has been running for past many years to encourage the employees to sugge suggest st innova innovati tive ve idea ideass towar towards ds cost cost reduct reductio ion, n, proces processs impro improvem vement ent,, energy energy & environment conservation. Good ideas are recognized and rewarded at company gathering.

PEOPLE





























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• Nomination to vishwakarma rashtriya puraskar • Multiskill development training programme • Ascent programme • The company’s people achievements

Jo soche woh paave Shree has invested wisely in its people assets over the last few years to sustain a culture of excellence through the following initiatives: •

The company incentivised ownership through the ‘Jo soche woh paave’ scheme.

•

The company trained and multi-skilled so that members could deepen and extend their competencies across the house keeping, maintenance, risk management, team building and environment, health and safety functions.

CREATING LEADERS AT EVERY LEVEL Shree Cement emphasises that creating leaders not just at the organisational apex but at every level results in strong sense of emotional emotional ownership. Thus the employees employees are delegated delegated



























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walking around and congratulating the teams for their small victories. Efforts and their success stories are disclosed to all in special functions so that other employees may take inspiration from them. Employees are rewarded for doing exemplary work in the field of reducing/ eliminating breakdown, in-house development, better house keeping, and reduction in raw material, material, fuel, power and wastage. wastage. Cash awards and Certificates Certificates of honour have been given in a function. For example a scrapper chain of reclaimer II is to be replaced which takes 80 hours. The team completed this task in minimum possible time with the result that the reclaimer was put into operation operation in just 36.5 hours. The team was rewarded with a cash amount of Rs. 11,000/- and certificate of honour.

MULTISKILL DEVELOPMENT TRAINING PROGRAMME In 2001-02, the company started the concept of multi skilling to optimise manpower, enhance skill skill sets and to facilit facilitate ate cross-fu cross-functi nctional onal developm development. ent. Unlike Unlike other other organisa organisatio tions ns who introduce multi-skilling for high fliers, the company started this concept first for its workers.



























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ASCENT PROGRAMME Small groups have been formulated in order to institutionalize the process of learning, selfdevelopment development as well as bringing continuity and inculcating inculcating the process of brain storming for self and organizations development.

Year Training hours

Manpower training hours/Year 99-00 00-02 01-02 4.92 5.28 8.33

02-03 12.00

Manpower productivity



























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HR training 2001-02 Details

2002-03

Change (%)

In-house External Total In-house External Total Over 2001-(%)

Number of Programmes

283

32

315

527

29

556

76.5

Number of participants

4849

55

4904

8794

48

8842

80.3

Man hours

8804

1232

10036

14447

1200

15647

55.91

Average person hours

8.33

12.00

44.05

Executive grade people skill Qualification

%

MBA

5.67

CA/CS/ICWA

2.91

ME/MBBS/MSW

0.58

Post Graduates

12.21

Technical Diploma

19.77

Management Diploma

8.43

Graduates

31.25

ITI

9.30

Inter/SSE

7.85

Below SSE

2 03



























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Capacity Utilization

In response to a galloping cement demand, Shree has been driving up capacity utilizations across all its units. In line with its impeccable record of over 100% utilization rate since incep incepti tion, on, compan company y regis register tered ed an impre impressi ssive ve opera operati ting ng rate rate of 116 116%. %. All All the more more commendable when compared to the average pan-India operating rate of 94%. Even the newly started Unit-III recorded 99.3% capacity utilization in its first full year of operations





























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itself.



























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Product mix-Blended Cement Ordinary portland cement



























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Record Kiln Operations Good practices in utilizing men and machinery have resulted in outstanding kiln operations. Kiln-II achieved the twin distinctions of the longest runtime of 337 days as well as the longest continuous running of 105 days in 2006-07. Highlighting the benefits of sustainable operations is another fact. A common problem with kilns is stoppage every 3 or 4 months because of refractory failure. But, at Shree, Kiln-II ran continuously for 9 months without any shutdown due to refractory failure.



























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rati rating ng for for the the 7th consec consecuti utive ve year year by Whit Whitee Hople Hoplema ma,, UK. UK. With With conti continua nuall capac capacity ity expansion, they have gained expertise and knowledge to quickly put new units into stabilized output mode.

Product Mix Production of Pozzolona Portland cement (PPC) is both value assertive and eco-friendly. At SHREE their production of PPC is increasing over the last many years, mirroring industry demand.

Power Consumption Consumption SHREE cement strives to reduce power consumption. It regularly invest in adoption of new technology and practices for reducing its usage of power. Its unstalled and replaced a range of energy efficient equipments in the year such as high efficiency fan and motors, VFD etc. it





























c c •

•

The company's technical officers reach the customer's site to inspect the performance of the material. Shree conducts special meetings with masons and architects, impressing upon them the quality of its product.

Quality Initiatives Shree Cement possesses one of the few R&D centres in the Indian cement industry. This



























c c



























c c o

C.V.A [cash value Added] calculations

o

Bill passing for the supplier as well as the contractors.

o

Cash as well as bank transactions

o

MIS related activities such as generation of MIS and review meetings from corrective actions.

Planning and budgeting activities are done once a year and budgets so formed are reviewed



























c c

General

8.30 AM to 5.30 PM

‘A’ Shift

7.00 AM to 3.00 PM

‘B’ Shift

3.00 PM to 11.00 PM

‘C’ Shift

11 PM

to t o 7.00 AM



























c c

BANKERS SBBJ, SBI, ICICI, IDBI, AXIS,PNB,STANDARD AXIS,PNB,STANDARD & CHARTED, HSBC, CITI BANK BANK

ADVERTISING CONSULTANT





























c 1

c a.

Net Sales

1,24,3

91,702

2,10,9



























c c Benefit Tax

0

3

32



























c c



























c c



























c c











































































organisation study on Shree cement by Nitin Moyal

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