1.

Introduction
Kaira Can Company Limited was started in 1962 at Anand in Gujarat, catering mainly to
the dairy industries around that region. In 1971 we became a public limited company, and
since then have grown to be one of the leading and largest manufacturers of metal
containers in India. A journey that has not only seen us grow in terms of business but also
as a capable and responsible organisation.
Keeping in step with the ever growing popularity and demand of metal cans as a safe and
convenient way of packaging, we began producing high quality and competitively priced
containers. Driven by a commitment to excel, we have taken dedicated steps towards
being a prominent player in the metal packaging business.
We manufacture a wide range of OTS and general purpose cans for a variety of uses.
These cans are supplied to all major dairies, processed food manufacturers, aerosol
companies, protein powder packers, and many export oriented units. We are also a major
exporter of metal cans and components. Over the years, we have built a reputation for our
technological capabilities, state-of-the-art facilities, quality, delivery and service. We
adhere to high standards of quality achieved through constant research and development.
In keeping with international environmental standards, we produce eco-friendly products
that can be conveniently recycled. Confident of our packaging expertise, we have
diversified into different avenues like processing and packing of Amul milk in Mumbai
and its suburbs, and producing rolled sugar cones for ice-creams. These business
divisions have shown great growth potential and promising results.

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2. The Company / Organization

2.1 Evolution and History

1962 - The Company was Incorporated on 1st March, at Mumbai as a private

company and made public company on 27th April, 1967.
o The Company's object is to manufacture open top sanitary cans, general line
cans and special containers for the dairy industry with special reference to the
requirements of the Kaira District Co-operative Milk Producers' Union Ltd.,
Anand.
o The Company entered into a 5 year technical collaboration agreement with
Lubecawerke GmbH, West Germany, and a firm well known in the field of

scientific packaging.
1967 - 7,524 No. of equity shares subscribed for by Poysha Industrial Co., Ltd. The

remaining shares offered for public subscription in June.

1970 - Negotiations were finished for a technical collaboration agreement with
American Can Company for a period of 10 years. Government approval for the

agreement was received during 1972-73.

1972 - 5,000 Bonus equity shares issued in the prop. 1:2.
1976 - 4,500 right equity shares issued at par in prop. 3:10.
1977 - 19,500 right equity shares issued at par in prop. 1:1 in January 1978.
1979 - The Company's collaborators, American Can Co. U.S.A., offered to the
Company a used printing/coating line, the foreign exchange cost of which was
considerably less than new equipment.
o The expansion from 30 to 60 million numbers per annum was completed.
o The Company applied for further expansion of the capacity to 120 million

numbers per annum.

o Pref. shares redeemed on 24th June.
1980 - The capital goods licence for used printing line was received.
o The Company was permitted to expand its capacity from 60 million containers
per annum to 18,000 tonnes tin-plate per annum roughly equivalent to 100

million containers. Necessary steps were being taken to implement the project.
1981 - Equity shares subdivided. 3, 27,600 bonus equity shares then issued in prop.

3:5.
1982 - Despite demand recession, sales and profits could be maintained. The
improvement in working was partly due to reduction in tax rate on account of
investment in the expansion project.
o The first phase of the expansion project of 18,000 tonnes tin plate per annum
was commissioned at Mehsana and Kanjari.
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1983 - Sales recorded an increase mainly due to higher sales realisation and also party
due to higher volume of production. Due to inadequate supply of tin-plate, the
company had to use high cost material of odd sizes and thickness resulting in high

wastages.
1985 - Margins, however, came under pressure due to high interest charges arising out
of expansion and modernisation programme and inordinate delay experienced in the

import of large consignments.

1986 - The improved turnover was mainly due to supplies made to edible oil industry
and exports of printed sheets and components to the Middle East. However, margins

came under pressure due to delay in the availability of imported tin-plates.

1987 - The improved turnover was mainly due to better realisation of its products and

by higher volume of production.

1990 - Sales declined due to continuous erosion in the Rupee value which led to a
substantial increase in the landed cost of tin-plate.
o 1, 50,000 - 14% secured redeemable non-convertible debentures of Rs.100
each were issued on private placement basis. They are redeemable at a prem.
of 5% of the face value in three equal annual instalments commencing from

the expiry of the 6th year from the date of allotment i.e., 8th February, 1991.
2003-Board approves rights issue of equity shares of Rs 10 each at a premium of Rs

90 per share in the ratio of 1:18

2007-Kaira Can Company Ltd has appointed Mr. A B Kulkarni and Mr. K

Jagannathan as Additional Directors on the Board of the Company.

2008-E-mail ID for Investors Grievances:companysecretary@kairacan.com.
2010-The company has recommended an equity dividend of Rs. 2.50 per share.
2013- The Company have recommended a final dividend of Rs. 5.00 per share.
o Mr. Kirat M. Patel and Mr. Vinod J. Mehta have been appointed as an
o

Additional Directors on the Board of the Company.

Mr. Shishir K. Diwanji, has been appointed as an Additional Director on the

Board of the Company.

2014- The Company have recommended a final dividend of Rs. 5.00 per share.
o The Company appointed Mr. Shishir K. Diwanjias the Chairman of the
Company.
o The Company has received Credit Rating from ICRA Ltd.
o The Company designated Mr. A. B. Kulkarni - Managing Director, Mr. K.
Jagannathan as Whole Time Director & Chief Financial Officer and Mr. Hiten
Vanjara as CS.

2.2 ISO Certification:

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At Kaira Can, quality forms the focus of our business. An ISO

certified company, we follow strict quality control measures at our
manufacturing as well as testing facilities, ensuring that only the
best quality products are delivered. Our emphasis on maintaining
superior quality and international standards has given our products
an edge in the market, meeting the fast changing demands and
expectations

of

the

customers.

Years of experience and use of latest technology enables us to offer

international quality products that are not only safe for packing food
but are also strong and pilfer-proof. Our emphasis on quality and
strict

adherence

in

maintaining

international

raw

material

specifications, has given us a reputation of being one of the most

trusted producers of metal containers. It has also earned us the
coveted India Star, Asia Star and TPC awards for packaging
excellence.

2.3 Mission and Vision

2.3.1 Mission:

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To offer value added, high quality products to the customer through best
manufacturing practices and a focus on continuous process improvements.

2.3.2 Vision:

To deliver perfect packaging through innovative craftsmanship with high quality

printing and manufacturing, with a focus on working towards a cleaner, greener
planet.

2.3.3 Strength:

Our principal strengths that make our products stand-out are as follows:
Promoters possess 4 decades of experience and expertise in the TIN Containers

industry
Impeccable commitment towards quality
In-house Design Talent
Usage of Premium Grade Raw Materials
Experienced and Dedicated Workforce
Flexibility and variety
Competitive Cost
Fast and Efficient Customer Service
Adherence to international standards ISO 9001 2008

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2.4 Quality
2.4.1 Quality Commitment:

Kaira Can Company Limited has committed to designing, manufacturing and

selling high quality products with utmost consistency. To ensure that our

products meet our customers requirements, we devote ourselves

to exceed industrial and performance standards on the international platform
to employ workforces who share the commitment to quality
to ensure continual improvement of processes and systems
to excel in research and development
The ISO 9001:2008 Certification at both the Units are a proof of our

commitment towards quality.

Packaging Technologists know that Nikita stands for inspired design,
consistent quality, dynamic service, flexibility and the ability to come in on
time and on budget. We are constantly researching new technologies and

continuously improving our product portfolio.

As we believe that Quality can earn us large number of clients across the
globe, we endeavour to elevate the standard of quality by continuously
improving our production processes. Our team of experts maintains a strict
vigil on the printing and fabrication processes to ensure the highest levels of
quality performance.
2.4.2 Tin Facts:

A Nicely Shaped Tin upgrades the desirability of the product and as a

consequence, its popular position in the market for collectibles.
Tinplate packing is totally recyclable .it can be recycled for infinite times.

Tins cans are bacteria resistant

Tin cans retain the original flavour of the product packed.
They are durable.
Protect against ultra violet rays.

2.5 Infrastructure Facilities:

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All metal sheets are coated and printed on Crabtree coating and 2-colour printing
machines. The components are made on high speed presses and the Ring Lid Tagger
assemblies are made on Ring Lid Tagger assembly machines.
We have a well-equipped laboratory for testing raw material, products in process and
the final products. Our experienced and qualified production and quality control team
keeps a check the quality of the cans and components.
Our emphasis has always been on R&D and we are constantly in the process of
developing new types of cans and components. We even provide technical assistance
and guidance in can handling, filling, seaming, etc., at the customers' processing
plants.

As a resourceful supplier of packaging solutions, we deploy world-class machines,

streamlined production processes, and scientific testing methods at our plants in
Anand, Kanjari, Vithal Udyognagar, and Vashi (Navi Mumbai).

2.6 Governance / Management Structure

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Kaira can company Limited is a public limited company though it started as

proprietorship firm. Following graph shows the entire organization structure of the
company.
Board of Director

Managing Director

General Manager

Deputy General Manager

Assistant Manager

Personnel
Manager

Administration
Manger

Production planning &

Control Manager

Account
Manager

Deputy Manager

Supervisors

Workers

Peons

Source: Developed based on interaction with company guide.

2.7 Promoters and Managing Group
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Store
Manager

Managing Directors
Executive Director
Company Secretary
General Manager (Finance/Account)
General Manager (Sales)
General Manager (Operation)
General Manager (Anand Plant)
HR Executive
Marketing Executive

Mr. A. B. Kulkarni
Mr. K. Jagannathan
Mr. HitenVanjara
Mr. Devendra Kumar Hndka
Mr. K. Madhusudan Shenoy
Mr. D. N. Prabhu
Mr. Arvind Mhatre
Mr. N. Patwa
Mr.G. Jadeja
Mr. Hiren Shah

2.8 Products
Tinplate containers A package with unlimited feature:

Long shelf life.

Pilfer proof.

Excellent protection to food products.

Excellent printability.

Rigidity and strength ensure protection of package and product in transit and
storage.

Recyclable.

Eco-friendly

Product range of the company includes:

Tinplate Cans The Company follows International quality standards for manufacture of
following types of cans.

Open Top Sanitary

General Purpose Cans

Aerosol Cans

Amul Milk Distribution Kaira Can Company Limited processes and packs Amul Milk
in Mumbai. Amul Milk is among the best brands available in Mumbai milk markets,
distributed in three varieties:

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Amul Taaza

Amul Gold

Amul Shakti

Sugar Cones for IceCream Rolled sugar cones are made on fully automatic lines
imported from world renowned manufacturers. These cones are crisp and sweet in taste
and will not get soggy. The ingredients of the cones can be modified to suit the required
taste. Cones will be placed in the shelves automatically on line so that the breakage and
hygiene are maintained. Proper hygiene, cleanliness and due care is taken to maintain the
highest quality standard.
Straight rim and heart shaped rim for industrial Ice Cream filling and natural rim for Ice
Cream Parlours.
2.8.1 Our Products:
Cake / Chocolate tin
Perfume Tin
Ghee Tin
Liquor tin
Sweet tin
Tea tin
Paint tin
Candle tin
Incense stick / dhoop tin
Garment tins
Cosmetics

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2.9 Our Clients

Our clients come from a range of industrial sectors. We believe this is a testimony to our
ability to maintain the highest quality standards and the importance we put on
establishing a rewarding working relationship with them.

IFF -International flavors & fragrance Inc.

Indigo

Paper Boat

Hatsun Ghee

ITC Limited

Shree Krishna Sweets.

Amrut

Hindustan Unilever Limited

Sweets Of Oman

Cookie Man

Nippon Paints

Bombay Sweets

Nitrified Cakes

Thomson bakery

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2.10 Geographical Spread Of Facilities:

Kaira can had spread over in Gujarat & Maharashtra state in Gujarat main plant is in
Kanjari and office is in Vithal Udyognagar Anand and in Maharashtra the company
has a plant an situated in the Vashi (Navi Mumbai).

Functional Areas
3.1 Production / Operation
KAIRA CAN COMPANY uses the modest manufacturing technology to meet quality
and quantity of product. The tin containers are manufactured mainly for milk product
packaging like ghee, butter, cheese, etc.
At Anand there are four departments which are body Maker, Time Office, Press and
Quality Control. Printing, Body Maker. Press Shop, Tool Room, Dispatch, Purchase,
PPC, Commercial, Store, Administration departments are at Kanjari unit. First of all
the quality control department check the raw material then it is used as per the
requirement. It is imported from Korea, Japan, USA, Brazil etc. The basic raw
material for making tin containers is the plate.
The production capacity of the company is 120000 can in the day. The following are
different sizes of tin container according to the requirement of dairies 500 grams,
1kg, 2kg, 5 kg.
Most of the tin containers are ordered from AMUL. Tin are manufactured for packing
the product like ghee, butter, sweets, paneer, etc.
3.1.1 Process Description:

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 Raw Material: The main raw material used for the process is tinplate. I.e. steel coated

electrolytic ally with tin.

White Coating: For decorating the tinplate.
Lacquers: Used for preserving foods.
Aluminium foil: Used for applications where open able lids are provided.
Printing Ink: Used for printing on tinplate.

Tin plate
Body

Aluminium

Printing Ink

Foil

Lacquer

Cartain

Coating

3.1.2 Production Process:

First of all the tin plates are coated on coating machine lacquer as well as with white
coating. The sheets which are while coated are transferred to printing machine.
The printing sheets are cut to the required size on slitter and taken on welding
machine for rounding and welding on seam. The round cylinders are transferred on
flanging machine where the edges are flanged to be suitable for closing the one end.
The seam should be air tight. The cans shall be strengthen mechanically on beading
machine. The finished cans are packed either in carton boxes or on the pallets.
For making ends, the tin plates sheets which are lacquered are cut into the stripes as
per the requirement and stripes are fed to the press for cutting and shaping of the ends.
The end panel from inside are lined with rubber solution to get hermetically seal
point.
At customers end the products are filled from open end of the can and closed the
open end on seaming machine. The cans are processed further at customers end
depending on the requirement.
It is to be noted that all the machines in company imported to maintain the quality and
achieve the production target in time. The present capacity of company is to
manufacture 120000 can per day.

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1. Station: Blanking and Deep-drawing

The tin plate strip is unwound, its surface coated with a thin film of lubricant and the
strip continuously conveyed to the deep-drawing press.
At first a blank is cut out at each individual tool of the press; the drawing ram then
presses this blank through the draw ring to form a cup. The tool is made up of 9 to 10
individual tools which are arranged next to each other and behind each other.
2. Station: Wall-ironing and end forming

The cup is conveyed to the wall-ironing machine from the top. The ram first pushes it
through the redraw ring to reduce its diameter to the punch diameter whilst retaining
the sheet thickness. The cup is held by a blank holder to prevent puckers.
There is a gap between the punch and the wall-ironing rings 1 to 4 immediately after
the redraw ring where the wall thickness of the can is reduced by "ironing" the tin
plate and consequently lengthening the can.
At the end of this stroke, the punch with the can comes into contact with the base
paneling tool and the can base is formed. When the ram is withdrawn, the can is
removed from the punch by a stripper and conveyed out of the machine via an
unloader belt.
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3. Station: Trimming

In the trimming machine the can is held by a vacuum plate, set in rotation and then
moved axially until it reaches the required trimming height. Then the movable cutter
unit is guided to the can.
Whilst the can rotates precisely once, the can rim between the upper and lower cutter
is cut off burr-free at the required height. The rings cut off are removed by vacuum,
pressed into bales and returned to the tin plate production facility.
4. Station: Washing

The wall-ironing lubricant used in the can forming process is removed prior to coating
the can internally and externally. The cans are transported to the washer on a wide belt
and conveyed through several washing chambers upside down.
In this way the outside of the can is rinsed with tap water supplied through the jets
located at the top and the inside of the can by the jets located at the bottom.
Immediately downstream of the washing unit, the can is dried with dry air at a
temperature of approx. 200 in the drying oven.

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5. Station: Outside coating

The cans are coated on the outside as protection against corrosion and in order to
apply a decorative design. White, gold or transparent coating as well as aluminum
colored coating can be used according to customer specifications. Generally the
coatings are water-based.
The cans are spaced by an intake wheel and drawn on to the coating mandrel of the
mandrel wheel by means of a vacuum. They are then set in rotation around their own
axis by the rotation belt. The coating film on the coater cylinder is then transferred to
the cans positioned on the rotating coating mandrels. The coated cans are then blown
off the coating mandrels and transported to the drying oven on a magnetic conveyor
belt. The coating is pumped from a coating container to the engraved cylinder which
transfers the appropriate quantity to the rubber-coated coating cylinder from where it
is transferred to the cans.
6. Station: Printing

The externally coated cans are spaced by the intake wheel, as in the coating machine,
and drawn on to the mandrel wheel mandrels by means of a vacuum. The mandrels
are set in rotation around their own axis by a rotation belt.

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The can positioned on the mandrel rolls synchronously over the blanket and absorbs
the complete decorative design with all the ink colors from it. The individual colors
are transferred by the inking units to the blankets via ink boxes, various rollers and the
clich cylinder with mounted printing plate. The high pressure printing clichs only
absorb ink in the parts in which they are raised. Therefore each inking unit presses
one color ink onto the rubber blanket. Prior to the can coming into contact with the
blanket, all the ink colors are on the rubber blanket entering the inking section; here
the printed image is mirror-inverted. The inks are transferred to the can by rolling the
can over the rubber blanket and the printed image becomes positive. The printed cans
are then blown off the mandrels and conveyed to the drying oven by a magnetic
conveyor belt.
7. Station: Drying

The drying oven is basically divided into 3 zones (2 heating zones and 1 cooling
zone). The heating zones serve to heat the cans and to evaporate the fluid constituents
as well as to cross link the coating and the printing ink. The air in the heating zones is
re-circulated to reduce the amount of fresh air which has to be heated.
The exhaust air is supplied to the thermal incineration unit where the exhaust gases
from the oven are incinerated to carbon dioxide and water without any residue. After
leaving the heating zone, the cans are conveyed to the cooling zone and are adapted to
the ambient temperature.

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8. Station: Internal coating

Inside the internal coating machine, the can is conveyed to a coating turret and
positioned on a vacuum plate. It is set into rotation and passes two spray guns, the
first one which coats the lower section of the body and the second the body and the
base.
When the spray guns have applied the required amount of coating, the can is
conveyed via a discharge belt to a collective conveyer and to the internal coating
drying oven connected downstream.
9. Station: Necking

The diameter of the can which is still cylindrical needs to be reduced in the upper
section to accommodate the smaller end. During the necking process the can is loaded
on to a lifter and the axial movement of the lifter presses the open edge into the outer
tool.
There the upper rim of the can is bent inwards and the diameter cylindrically reduced
by approx. 1 mm. The lifter is then with drawn, the can is pushed out of the tool using
compressed air and conveyed to the next station. There the diameter is reduced further
following the same procedure. A total of 15 stations are required in order to obtain the
required final diameter.
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10. Station: Flanging

The flange is required in order to seal the filled can securely to the end. The flange is
produced in the 16th station of the necking in and flanging unit.
The can is again loaded on to a lifter and pressed axially on to a flanging head.
The open end of the can is bent outwards by the rotation of the three rollers of the
flanging head spaced around the circumference and the flange is formed according to
the geometry of the neck roller.
11. Station: End coating

The metallic bright can end is coated from the outside in the end coating machine.
The cans are conveyed via the intake turret to the working turret. Each of the 6
magnetic chucks picks up one can at the flange and sets it in rotation around its own
axis.
Six spray guns rotate synchronously with the working turret and spray-coat the base
of the respective allocated cans.

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12. Station: Testing for holes and flange cracks

We test all the cans produced for holes and flange cracks. These two types of defect
can occur due to the great degree to which the tin plate is formed. Each can is picked
up by a support spindle and immediately moved in an axial direction until the open
side has reached the flange seal.
It is then conveyed passed a series of lights by the turret wheel. That means that light
is shed on to the body of the can. If a hole or a flange crack allows light into the inside
of the can, then the sensor on the open side of the can reacts in such a manner that this
defective can is ejected whilst the machine is operating at full speed.
13. Station: Testing for internal defects

This test is a continuous 100% test of the inside of the can. It is performed by a CCD
line scan camera system comprising five cameras. Camera no. 5 monitors the end and
the lower section of the can. Cameras nos. 1, 2, 3 and 4 concentrate on the respective
internal section of the can allocated to them.
The images from the five cameras are compared with a specified image in the
computer system connected downstream. As soon as one of the five camera images
does not correspond to the specified data in the computer system, then the can is
removed from the can flow via a blow-off station.
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14. Station: Palletizing

The palletizing unit assembles the cans in up to 23 layers to a package unit almost 3 m
high. The palletizing process starts by picking up an empty pallet. Layers of cans and
interim layers are pushed on to the pallet until the required number of layers has been
reached.
A cover frame made of steel forms the top layer. Plastic strips are wrapped around the
package crisscrossing twice in order to make it stable for transport.

3.2 Markets and Marketing

3.2.1 Organization Structure
MARKETING DIRECTOR

GENERAL MANAGER

MARKETING MANAGER

EXECUTIVE

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ASSISTANT

ASSISTANT

STENO TYPIST

Source: Developed based on interaction with company guide.

Marketing is an organizational and a set of processes for creating, communicating and
delivering value to consumers and for managing customer relationships in ways that
benefit the organization and its stakeholders.
Marketing Management is the art and science of choosing target markets and getting,
keeping and growing customers through creating delivering and communicating
superior customer value.
In Kaira Can Company marketing is done by Gujarat Milk Marketing Federation
Limited Company. Company fixes the prices with the help of GCMMF approval
letter. Their cans are used for packing vegetables, fruit pulps and juices, etc. 70% of
the dairy members of i.e. Amul dairy, Anand, Sagar Dairy, Mehsana and Sabar Dairy,
Himmatnagar.
3.2.2 Product Planning:
Product is a commodity to satisfy human needs. It is a foundation of the market. A
product is a base to evaluate company position in a market. There are different levels
of product and each product level develops a marketing plan for achieving goal.
Product planning is become more customer and competitor oriented. Product planning
is done for responding to a rapidly changing market condition.
The Following steps for the product planning:
1. Idea Generation
Companys products are designed as per the customers requirement, first they study
the customers want regarded to a product and the new idea is implemented.
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2. Idea Scorning
The costs, profits and potential sales of the offerings are calculated at different price
level. Kaira Can Company also consider how well the offering fits in with its
competitive strategy.
3. Development
After knowing the customers requirement the tool department engineer design the dye.
After designing the product they send sample to the customers after that it is sent to the
store department so the required material can be acquired. Then the material is sent to
the planning and production department so the production can be started.
4. Marketing Strategy Development
It states designing an initial marketing strategy for a new product based on product
concept. As Kaira Cans all product are marketed by GCMMF, they need not decided
marketing strategy.
5. Business Analysis
A review of sales, costs and profit projections for a new product to find out whether
these factors satisfy the companys objective are included in business analysis. After
getting satisfactory results the next stage i.e. product development is initiated.
6. Pricing Strategy
Pricing strategy is decided as per the market situation and the need of customers and
raw materials used for the product. At Kaira Can, they are associated with GCMMF so
the price of the cans of different dairies is decided by the GCMMF.
3.2.3 Channel of Distribution:
A marketing channel system the particular set of interdependent organizations
involved in the process of making a product or services available for use or
consumption.
Marketing channel divisions are most critical decision among all facing by the
management. The companys chosen channels intimately affects all other marketing
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decisions. The companys pricing policy depends upon whether it uses large high
quality dealers or medium quality dealers.
In KAIRA CAN, the channels of distribution are chosen by GCMMF. All the products
are marketed by GCMMF for dairy industry and other food processing industry. They
have direct contact with the customers without bringing dealers, agent and
wholesalers etc. Through the country.
The products are transported to customers by the ways of road and by ship to abroad.

3.3 Human Resource Management

3.3.1 Organization Structure
Managing
Director
HR

HR Executive

Jr.
Executive

HR Manager

Reception

Salary
Section
Manager

Jr. Staff

Jr. Executive

Clerk
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Driver

Source: Developed based on interaction with company guide.

3.3.2 Recruitment:
Generally, In Kaira Can Company recruitment undergoes with firstly they identify the
vacancy in the unit and evaluate the need for the same. Then the HR MANAGER
already had certain criteria required for every employees who will recruit for the
particular post in the unit. Secondly they develop certain interview question and
references and qualification for the same.
After developing their total recruitment plan for every job in the firm they are ready to
take the interviews of the applicants and by their feedback they made the short list of
all while conducting interviews.
HR MANAGER finalized the applicant mutually and then hire the applicant as
employees for the unit after having mutually discussion about all the matter of the
firm with them.
Thus, Recruitment process play vital role and after that they are moving further with
the selection process.
3.3.3 Selection:
After identifying the sources of HR searching for prospective employees and
stimulating them to apply for jobs in an organization, the management has to perform
the function of selecting the right employees at right place and time.
Kaira Can Company includes various steps such as interviews, examination, checking
reference, etc. Firstly, when the company receive the application concerned officer
takes decision of it. They send interview call to applicant. The applicant is
interviewed by personnel manager relates to concern department. In interview they
check all aspects like qualification, intelligence, experience, etc. After the interviews
physical check-up is done. Then they are selected finally by the manager.
3.3.4 Induction
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The induction training at Kaira Can Company begins after the selection process, now
employees is eligible for job but the training is given to employees of all the
department for whom the employees is recruited. In Kaira Can Company the
employees should have the training of the entire different department about 20 days
Then after in the entire department concern department head is required to take the
follow up of the new employee. Training is given to all departments so that it become
to judge that the new employee fits well in which department while checking its
follow up. Even the employee is also become satisfied after knowing the work of the
entire department and having the knowledge for the same.
The Kaira Can Company firmly believes that through Induction new employees easily
become familiar with the firm and current employees. Secondly, it can give employee
brief and informative information about all department. Hence, according to Kaira
Can Company induction plays the significant role.
3.3.5 Training and Development
Organization and individuals should develop and progress simultaneously for their
survival and attainment of goal. So every modern management has to develop the
organization through human resource department. Employee training is one of the
specialized functions of Kaira Can Company.
Kaira Can Company arrange training program where personnel are trained in their
concerned field for latest technology or present market condition.
Their personnel department maintain systematic records of employees for who
undergo training and those who need of it. So it leads to increase the efficiency of
employees. Training is given at all level here i.e.
1) Top level training for skill development.
2) Bottom level training to avouid accident and to make efficiency.
Kaira Can Company has 2 types of training and development methods as:
1) On the job training
2) Off the job training

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3.3.6 Promotion and Transfer:

Kaira Can Company follows the internal as well as the interdepartmental promotion
and transfer.
In internal promotion, that is moving to a position of a higher grade level with the
same department or work unit.
There is one rule for transfer is that employee must satisfactory complete one year of
continuous service before requesting a transfer.
Two types of promotion is followed by company that is:
1) Promotion given on seniority base.
2) Promotion given on merit base.
3.3.7 Employees Benefits and Services:

Canteen Facility
Working Condition
Uniform and Shoes Facility
Medical Facility
Insurance
Water Cooler
Other Facility
Bonus

Page 27 of 68

3.4 Finance and Account

3.4.1 Organization Structure
MANAGING DIRECTOR

ADMIN ACCOUNT

ADMIN
MANAGER

ADMIN

ASSIST MANAGER

ACCOUNT
ASSISSTANCE

ADMIN
ASSIST

Source: Developed based on interaction with company guide.

Page 28 of 68

3.4.2 Source of Finance

FINANCE

SHORT TERM

LONG TERM

BANKERS

OTHER
LOANS
AND
CADVANC
E

UNSECURE
BORROWINGS

CANARA

AUTO
LOANS
MACHINE
LOAN

FD
FROM
PUBLIC

1) BOB
2) WORKING
CAPITAL
LOAN

Source: Developed based on interaction with company guide.

Page 29 of 68

Page 30 of 68

Analysis of Overall Financial Position of the Firm:

PARTICULAR

2014

2015

13,324.98

15,960.26

5%

20%

1,032.91

1,064.15

1) Depreciation

213.84

464.68

2) Taxation

275.50

226.02

NET PROFIT

543.57

373.45

Earnings To Net Worth

11.96%

7.69%

Earning Per Equity Share

58.95

40.5

Dividend On Equity Share

5.00

5.00

Equity Share Capital

92.20

92.20

Reserve And Surplus

4,452.40

4,762.00

Shareholder Funds

4,544.60

4,854.20

Secured Loans

1,260.70

1,372.00

Unsecured Loans

404.10

61.35

Deferred Tax Liability

166.10

264.25

Fund Employed

6,375.50

6,551.80

Deferred Tax Liability

3,974.60

3,964.60

72.20

72.20

4,594.70

5,991.30

EARNINGS AND DIVIDEND

Sales
Changes In Sales
PROFIT SUBJECT TO:

FINANCIAL POSITION

Investment
CURRENT ASSETS LOANS &
Page 31 of 68

ADVANCE
LESS: CURRENT LAIBILITY &

3,266.00

3,476.30

Application Of Funds

6,375.50

2,515.8

Book Value Per Share

492.80

526.40

2,160.20

449.30

243.99

153.96

PROVISIONS

Capital Expense
NET CASH FLOW

Balance sheet as at 31st March, 2015

PARTICULAR

31 MAR 15

31 MAR 14

(1)EQUITY AND LIABILITY

SHAREHOLDER FUND
SHARE CAPITAL

92,21,330

92,21,330

47,61,96,481

44,52,40,604

48,54,17,811

45,44,61,934

LONG TERM BORROWINGS

1,99,86,905

5,71,50,490

DEFERRED TAX LAINILITY (NET)

2,64,22,171

1,66,07,300

61,93,819

54,41,583

SHORT-TERM BORROWINGS

12,33,45,005

10,93,27,191

TRADE PAYABLE

24,75,50,659

21,72,54,400

8,72,15,368

9,74,92,989

66,78,846

64,17,727

RESERVES & SURPLUS

NON-CURRENT LAIBILITY

LONG- TERM LAIBILITY

CURRENT LAIBILITY

OTHER CURRENT LAIBILITY

SHORT-TERM PROVISION

Page 32 of 68

TOTAL

1,00,28,10,58
4

96,41,53,615

39,56,38,394

39,74,29,577

8,26,488

33,824

39,64,64,882

39,74,63,401

52,17,500

52,18,500

4,49,82,670

4,45,62,458

44,66,65,052

44,72,44,359

20,00,000

20,00,000

31,37,77,847

28,64,59,404

TRSDE RECEIVABLE

7,49,80,198

6,66,61,166

CASH & BANK BALANCE

3,84,14,530

5,38,10,726

12,69,72,956

10,79,83,960

55,61,45,535

51,69,09,256

1,00,28,10,58
4

96,41,53,615

(2)ASSESTS
NON-CURRENT ASSETS
FIXED ASSETS
-TANGIBLE ASSETS
-INTANGIBLE ASSESTS

NON-CURRENT LAIBILITY
LONG-TERM LOANS & ADVANCES

CURRENT ASSESTS
CURRENTS INVESTMENT
INVENTORIES

SHORT-TERM LOAN/ADVANCE

TOTAL

Page 33 of 68

4.1 Financial Ratios

1) Current Ratio
The current ratio is a liquidity and efficiency ratio that measures a firm's ability to pay off
its short-term liabilities with its current assets. The current ratio is an important measure
of liquidity because short-term liabilities are due within the next year.
The current ratio helps investors and creditors understand the liquidity of a company and
how easily that company will be able to pay off its current liabilities. This ratio expresses
a firm's current debt in terms of current assets.
Current ratio = Current Asset
Current liability
[Table: 1 Current ratio of last 2 year]

Year

Ratio

2014

1.00

2015

0.97

Current Ratio
1.01
1
0.99
0.98
0.97

1
0.97

0.96
0.95
2014

2015

[Graph: 1 Current ratio of last 2 year]

Page 34 of 68

The current ratio shows a companys ability to short term liability or not. In 2014 Kaira
Can private limited is 1 and in 2015 is 0.97. So we can see that the current ratio decreased
by 0.03.

Page 35 of 68

2) Debt to equity ratio

The debt to equity ratio is a financial, liquidity ratio that compares a company's total
debt to total equity. The debt to equity ratio shows the percentage of company
financing that comes from creditors and investors. A higher debt to equity ratio
indicates that more creditor financing (bank loans) is used than investor financing
(shareholders).
Each industry has different debt to equity ratio benchmarks, as some industries tend to
use more debt financing than others. A debt ratio of .5 means that there are half as
many liabilities as there is equity. In other words, the assets of the company are
funded 2-to-1 by investors to creditors.
Debt to Equity Ratio = Total Debt
Total Equity
[Table 2 Debt to Equity ratio of last 2 year]
Year

Ratio
2014

0.37

2015

0.30

Debt to Equity Ratio

0.4
0.3
0.2

0.37

0.3

0.1
0
2014

2015

[Graph: 2 Debt to Equity ratio of last 2 year]

The Debt to Equity Ratio of Kaira Can Company Limited in 2014 was 0.37 and in 2015
was 0.30. So these shows that more equity is used to invest in assets than using debt
money. The Debt to Equity Ratiohas reduced from 2014 to 2015 by 0.07but that is a good
sign because it shows that now the company has less debt on them.

Page 36 of 68

3) Debt to Capital Ratio

The debt-to-capital ratio is a measurement of a company's financial leverage,
calculated as the company's debt divided by its total capital. Debt includes all shortterm and long-term obligations. Total capital includes the company's debt and
shareholders' equity, which includes common stock, preferred stock, minority interest
and net debt.
Companies can finance their operations through either debt or equity. The debt-tocapital ratio gives users an idea of a company's financial structure, or how it is
financing its operations, along with some insight into its financial strength. The higher
the debt-to-capital ratio, the more debt the company has compared to its equity.
Debt to Capital Ratio = Total Debt
Total Debt + Total Equity
[Table: 3 Debt to Capital ratio of last 2 year]

Year

Ratio

2014

0.37

2015

0.30

Debt to Capital Ratio

0.4
0.35
0.3
0.25
0.2
0.15

0.37

0.3

0.1
0.05
0
2014

2015

[Graph: 3 Debt to Capital ratio of last 2 year]

Page 37 of 68

The Debt to Capital Ratio of Kaira Can Company limited in 2014 was 0.37 and in 2015
was 0...30. So it shows that there is very less debt in companys total capital. It can be
seen that the Debt to Capital Ratio has decreased by 0.07 from 2014 to 2015 which shows
that there is decrease in use of debt in company these financial year which is a good thing.
4) Asset Turnover Ratio
The asset turnover ratio is an efficiency ratio that measures a company's ability to
generate sales from its assets by comparing net sales with average total assets. In
other words, this ratio shows how efficiently a company can use its assets to generate
sales.
This ratio measures how efficiently a firm uses its assets to generate sales, so a higher
ratio is always more favourable. Higher turnover ratios mean the company is using its
assets more efficiently. Lower ratios mean that the company isn't using its assets
efficiently and most likely have management or production problems.
Asset Turnover Ratio = Net Revenue
Total Assets
[Table: 4 Asset Turnover ratio of last 2 year]

Year

Ratio

2014

2.02

2015

2.33

Asset Turnover Ratio

2.4
2.3
2.2
2.1

2.33

2
1.9

2.02

1.8
2014

2015

Page 38 of 68

[Graph: 4 Asset Turnover ratio of last 2 year]

The Asset Turnover Ratio of Kaira Can Company limited in 2014 was 2.02 which increased
to 2.33 in 2015.Company had increase asset turnover ratio 0.31in 2014-15.
5) Return On Equity Ratio
The return on equity ratio or ROE is a profitability ratio that measures the ability of a firm
to generate profits from its shareholders investments in the company. In other words, the
return on equity ratio shows how much profit each dollar of common stockholders' equity
generates .Return on equity measures how efficiently a firm can use the money from
shareholders to generate profits and grow the company. Unlike other return on investment
ratios, ROE is a profitability ratio from the investor's point of viewnot the company. In
other words, this ratio calculates how much money is made based on the investors'
investment in the company, not the company's investment in assets or something else.
That being said, investors want to see a high return on equity ratio because this indicates
that the company is using its investors' funds effectively.
Return on Equity Ratio = Net Income * 100
Total equity
[Table: 5 Return On Equity ratio of last 2 year]

Year

Ratio

2014

11.96

2015

7.69

Return On Equity Ratio

14
12
10
8
6

11.96

4
2

2.5

0
2014

2015

[Graph: 5 Return On Equity ratio of last 2 year]

Page 39 of 68

The Return on Equity Ratio Kaira Can Company limited in 2014 was 11.96% where in
2015 it reduced to just 7.69%. The reduction is relatively large i.e.4.27% by which is bad
for the company.

6) Gross Profit Margin

Gross margin ratio is a profitability ratio that compares the gross margin of a business to
the net sales. This ratio measures how profitable a company sells its inventory or
merchandise.
In other words, the gross profit ratio is essentially the percentage mark-up on merchandise
from its cost. This is the pure profit from the sale of inventory that can go to paying
operating expenses.
Gross margin ratio is a profitability ratio that measures how profitable a company can sell
its inventory. It only makes sense that higher ratios are more favourable. Higher ratios
mean the company is selling their inventory at a higher profit percentage.
Gross Profit Margin = Gross Income
Net revenue
[Table: 6 Gross Profit Margin of last 2 year]
Year

Ratio
2014

6.32

2015

5.59

Page 40 of 68

Gross Profit Margin

5
4
3

4.3

2.5

1
0
2014

2015

[Graph: 6 Gross Profit Margin of last 2 year]

The Gross Profit Margin of Kaira Can Company limited was 6.32% in 2014 which
reduced to just 5.59% in 2015. So the gross profit margin is reduce in the year 2014-15 is
073.

7) Net Profit Margin

The profit margin ratio, is a profitability ratio that measures the amount of net income
earned with each dollar of sales generated by comparing the net income and net sales of a
company.
In other words, the profit margin ratio shows what percentage of sales are left over after
all expenses are paid by the business.
Creditors and investors use this ratio to measure how effectively a company can convert
sales into net income. Investors want to make sure profits are high enough to distribute
dividends while creditors want to make sure the company has enough profits to pay back
its loans.
Net Profit Margin = Net Income
Net Revenue
[Table: 7 Net Profit Margin of last 2 year]

Year

Ratio

2014

4.48

Page 41 of 68

2015

2.56

Net Profit Margin

5
4
3
2

4.48
2.56

1
0
2014

2015

[Graph: 7 Net Profit Margin of last 2 year]

The Net Profit Margin of Kaira Can Company limited was 4.48% in 2014 which
reduced to 2.56% in 2015. The margin decreased by 1.92% in just a year which is bad
for the company. These means the company is not able to convert its revenue into
profit. Many reasons can be responsible for that like high expenditure, high deferred
tax etc.

5. Learnings.

I Learnt about organizational culture and organizational study

How to deal with employees and workers into the organization
Documentation and filling of data
I learned about various functioning areas of the company.
I learned how it is important to have control over each and every activity in the

business..
I learned that each and every employee in the organization is important.
I learned about importance of development in every sector.
I learned importance of maintaining a proper organizational structure in the company.

Page 42 of 68

6. OVERVIEW OF THE PROJECT

6.1 Background of the Study
KAIRA CAN company provides training to employees for survivor in the
present conditions and improves their work. They provide orientation to the new
employee who does not know more about work.
Employees give their opinion regarding to training .They answer according to my
questions research on training and development policies provide the development
in work. It increase the productivity, work experience, making better decision,
effective problem solving, etc.
The personnel department keeps a record of training given by them to employees
so they can evaluate the performance of employees already got training. Training
helps in improving the skill of employees and it also increase the efficiency of
Page 43 of 68

the company for the long run. The company tries all its best for the exercise
development of it executives.

6.2 Importance of the study to the organization

Arthur, Bennett. & Edens Bell(2003)explainedthe importance and potential impact of
training on organizations and the cost associated with development and implementation of
training , It is important that both Research and practice journal have a better understanding
of the relationship between design and evaluation features and effectiveness of training and
development efforts.
Perdue, Woods (2002) Describe a study undertaken to assess how private club manager
for perceive the relative effectiveness of alternating training methods to attain specific type of
training objectives. Data were obtained from 123 club manager who were member of club
manager Association of America. Participants rated the effectiveness of 16 alternate training
methods for potential use in six different types of training situations. training methods studied
include case study, video tape lecture ,one to one role play ,game ,computer simulation, paper
and pencil ,audio tape ,self assessment ,movie/ films multi-media ,audio ,computer and video
conferencing and sensitive training . Training objectives studied were knowledge acquisition,
changing attitude, problem solving, interpersonal skill development, participant acceptance
and knowledge retention. Analysis of data indicated the one to one training is the preferred
method to attain all objective except interpersonal skill development.
Lane &Blakely (1990) - Management development program are increasingly being studied
and evaluated, regarding the efficiency and effectiveness. present the result of survey of 155
directors and vice president of personnel and human resource management department
regarding the current status of their management development programs .the reason indicate
the management development programs do not seem the differentiate between levels of
Management.
Bergenhenegouwen, G.J.(1990) Discussed the effectiveness of Corporate training programs
and the role of Management. Development of training policy based on the training needs is
discussed, an evaluation method for Corporate training is described ,and discrepancies
between expectation and actual experiences of training and managers as discussed.

6.3 OBJECTIVE OF THE STUDY

Page 44 of 68

To study the methods used in training the employees.

To study the perceptions of employees towards training provided to them
To know the feedback of employees about the training programs.
To know how far the employees are satisfied.

7. RESEARCH
7.1 RESEARCH DESIGN
For this research study a descriptive Research Design was used.

7.2 SOURCE OF DATA

Primary Data
The primary data were collected from there respondents through questionnaires by direct
contact. Primary data are costly to correct.
Secondary Data

Page 45 of 68

The secondary data was collected from the previous years annual report of kaira can,
surveys, organizational records, books and Internet .The secondary data easy to obtain with
low cost their.

7.3 SAMPLING METHOD

o Population There are 490 workers in the company among with them 54 officers, 21 Clerks, 11
manager, 400 worker and 4 supervisor.
o Sample - sample size consists of 50 employees.
o Sampling Method- convenience sampling method was used for this research.
o Sampling Frame - All the employees of Kaira can situated at kanjari.
o Sampling Unit - Employees working at Kaira can were chosen at the respondent.
o Data Collection Instrument - Here is the instrument used for data collection was
questionnaires.

8. DATA ANALYSIS AND INTERPRETATION

8.1 DEMOGRAPHIC PROFILE
Age

Male

Qualificatio

Male

Departmen

Male

Experienc

Male

21 to

n
S.S.C

t
HR

e
0 to 3 year

11

23

H.S.C

16

Production

23

4 to 6 years

17

16

Graduate

13

Marketing

7 to 10

17

25
years
26 to
30
years
31 to
35
years
above
35

years
6

Post

Finance

Graduate
Page 46 of 68

>11 years

years
Total

50

Other

10

Total

50

Printing
Quality
Total

11
7
50

Total

50

Age From the above table represented that 5 respondents are from the age 21 to 25
years, 23 respondents from the age 26 to 30 years, 16 respondents are from the age 31
to 35 years, and 6 respondents are from the age of above 35 years.
Qualification From the above table represented that 4 respondents are S.S.C pass,16
H.S.C pass, 13 respondents are graduate, and 7 post graduate and 10 respondents are
other qualification.
Department From the above table represented that 3 respondents in HR department,
23 respondents are in production department, 4 respondents are in Marketing
department, 2 respondents are in finance department, 11 respondents as in printing
department ,7 respondents are in quality department.
Experience From the above table represented that 11 respondents are 0 to 3 years
experience, 17 respondents are 4 to 6 year experience, 17 respondents are 7 to 10 year
experience, and 5 respondents are more than 10 year experience.

Page 47 of 68

8.2 INTERPRETATION
1. Does your company provide any kind of training to you?
[Table 1: Provision of Training]
Option

No.of

Percentage

Responden
Yes

t
50

83%

No

10

17%

Total

60

100%

Provision of Training

17%
Yes
No

83%

[Graph 1: Provision of Training]

From the above graph and chart represented that 830% respondents think that organization
provides training programs and 17% respondents think that the organization does not provide
any type of training so, most of respondent think that organization provides training program.

Page 48 of 68

2.

What is the time-period of training program?

[Table 2: Time period of training]

Particular

No. of

Percentage

1-5 days

Respondents
8

16%

1 week

15

30%

More than 1

21

42%

week
1 month

12%

Total

50

100%

Time period of training

12% 16%

1-5 week
1 week
More than 1 week
1Month

42%

30%

[Graph 2: Time period of training]

From the above graph and chart represented that 16% respondents response that it has to be
minimum 5 days, 30% respondents response that it has to be 1 week, 42% respondents
response that it has to be more than one 1 week and 12 person respondents response that it
has to be one month.

3.How often do you training during a year?

Page 49 of 68

[Table 3: Frequency of training]

Particular

No.of Respondents

Percentage

Monthly

18%

Half yearly

10

20%

Quarterly

27

54%

Once in year

8%

Total

50

100%

[Graph 3: Frequency of training

Frequency of training

8%

18%

Monthly
Half yearly
Quartly

20%

Once in year

54%

From the above graph and chart represented that 18% respondent response that training is provided
monthly to them, 54% respondents response that training provided half yearly to them, 20%
respondents response that training provided quarterly to them, and 8% respondents response is that
training is provided once in a year. it shows that training is given to the Employees half yearly
Page 50 of 68

4. Which training method is used by organization?

[Table 4: Types of training]
Particular

No. of

Percentage

Respondent
On the job

s
5

10%

Off the job

8%

Both

41

82%

Total

50

100%

Types of training

10%
8%

On the Job
Off the Job
Both

82%

[Graph 4: Types of training]

From the above graph and chart represented that 10% respondents response that on the job training
method is used by organizations ,8% respondent response that off the job training methods used by
organizations and 82% respondents responses that both on the job and off the training methods used
by organizations.

Page 51 of 68

5.Which type of on the job method is used by organization?

[Table 5: On the job training]
On the job

No of

Percentage

Respondents
7

14%

Coaching

15

30%

Job instruction

13

26%

Committee

18%

Assignment
Step by step

10%

Other

2%

Total

50

100%

method
Job rotation

On the job training

Job rotation

10%2% 14%

Coaching
Job instruction

18%

Committee Assignment

30%

Step by step
Other

26%

[Graph 5: On the job training]

From the above graph and chart represented that 14% respondent response that job rotation
method is used 30% respondents response that coaching method is used 26% respondents
response that job instruction method is used 18% respondents response that committee
Page 52 of 68

assignment method is used 10% respondent response that training tools step by step method
is used by an organization.
6. Which type of off job method is used by an organization?
[Table 6: off the job training]
Off the job method

No of

Percentage

Respondents
2

4%

Role playing

16%

Lecture method

18

36%

Conference

19

38%

Programmed

2%

instruction
Other

4%

Total

50

100%

entrance training

off the job training

2% 4% 4%

vetibule training

16%

Role playing
Lecture Method
Conference

38%

Programmed instruction
Other

36%

[Graph 6: off the job training]

From the above graph and chart represented that 4% respondent response that
vestibule training method is used,16% respondent response that role playing
method is used, 36% respondents response that lecture method is used, 38%
respondent response that conference or discussion method is used, 12%
Page 53 of 68

respondent response that programmed instruction method is used by an

organization. Mostly conference/discussion method is used by organizations.

7. How is the place where the training is physically organized?

[Table 7: Training Place]
Particular

No. of

Percentage

Respondents
5

10%

Good

29

58%

Average

18%

Poor

10%

Very poor

4%

Total

50

100%

Excellent

Training Place

10%

4% 10%

Excellent
Good
Average

18%

Poor
Very Poor

58%

[Graph 7: Training Place]

From the above graph and chart represented that 10% respondent response that place where
the training is physically organized is excellent, 58% respondent response that place where
the training is physically organized is good, 18% respondent response that place where the
training is physically organized is average,10% respondent response that place where the
training is physically organized is poor, 4% respondents response that place where the
Page 54 of 68

training is physically organized is very poor. Its shoes that place is good where is the training
is physically organized.
8. Who provides training to the employees?
[Table 8: Training provider]
Particular

No of

Percentag

External trainer

Respondents
10

e
20%

Internal trainer

33

66%

Both

14%

Total

50

100%

Training provider

14%

20%

External trainer
Internal trainer
Both

66%

[Graph 8: Training provider]

Mostly the training is provided by internal trainers because of higher cost and time there is a
list of probability of external trainer. from the above graph and chart represented that 66 %
respondent response that internal trainer provides training to them ,20% respondents response
that external trainer provides training to them and 14% respondents response that both
internal and external trainer provides training to them.

Page 55 of 68

9.My company provide training in right area and topic.

[Table 9: Training area]
Particular

No of Respondents

Percentage

s
Strongly

16%

agree
Agree
Neutral
Disagree
Strongly

22
8
6
6

44%
16%
12%
12%

Disagree
Total

50

100%

Training area

12% 16%
12%

Strongly agree
Agree
Neutral
Disagree

16%

Strongly disagree

44%

[Graph 9: Training area]

From the above graph and chart represented that 16% respondents are strongly agree, 44%
respondents are agree, 16% respondents are neutral ,12% respondents are disagree, 12%
respondents are strongly disagree. That the company provide training in right area and topics.

Page 56 of 68

10.My company provide very good training that refresh me.

[Table 10: Training refreshes]

Particulars

No of Respondents

Percentage

Strongly agree

16%

Agree

21

42%

Neutral

14%

Disagree

14%

Strongly Disagree

14%

Total

50

100%

Training refreshes

14% 16%

Strongly agree
Agree
Neutral

14%

Disagree
Strongly disagree

14%

42%

[Graph 10: Training refreshes]

From the above graph and chart represented that 16% respondents are strongly agree, 42%
respondents are agree, 14% respondents are neutral ,14% respondents are disagree, 14%
respondents are strongly disagree. That the company provide very good training to that
refresh them.

Page 57 of 68

11. I am always ready to learn from training provided my company.

[Table 11: Training of learning]
Particulars

No of

Percentag

Respondents
5

e
10%

Agree

23

46%

Neutral

18%

Disagree

14%

Strongly

12%

Disagree
Total

50

100%

Strongly agree

Training of learning

12% 10%
14%

Strongly agree
Agree
Neutral
Disagree

46%

18%

Strongly disagree

[Graph 11: Training of learning]

From the above graph and chart represented that 10% respondents are strongly agree, 46%
respondents are agree, 18% respondents are neutral ,14% respondents are disagree, 12%
respondents are strongly disagree.

Page 58 of 68

12. Training really help me to improve my performance.

[Table 12: Training improvement]
Particulars

No of Respondents

Percentage

Strongly agree

10

20%

Agree

24

48%

Neutral

10%

Disagree

8%

Strongly Disagree

14%

Total

50

100%

Training improvement

14%
8%

20%

Strongly agree
Agree
Neutral
Disagree

10%

Strongly disagree

48%

[Graph 12: Training improvement]

From the above graph and chart represented that 20% respondents are strongly agree, 48%
respondents are agree, 10% respondents are neutral ,8% respondents are disagree, 14%
respondents are strongly disagree that training helps to improve performance.

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13. I am satisfied with training provided my company.

[Table 13: Training Satisfaction]
Particulars

No of Respondents

Percentage

Strongly agree

12%

Agree

25

50%

Neutral

10

20%

Disagree

14%

Strongly Disagree

4%

Total

50

100%

Training Satisfaction

14%

4%

12%

Strongly agree
Agree
Neutral
Disagree

20%

Strongly disagree

50%

[Gr
aph 13: Training Satisfaction]
From the above graph and chart represented that 12% respondents are strongly agree, 50%
respondents are agree, 20% respondents are neutral ,14% respondents are disagree, 4%
respondents are strongly disagree.

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14. There is an improvement in following factors after the training.

a. Productivity
[Table 14.1: Product Improvement in productivity]
Particulars

No of Respondents

Percentage

Strongly agree

15

30%

Agree

23

42%

Neutral

12%

Disagree

6%

Strongly Disagree

10%

Total

50

100%

Improvement in productivity

6%

Strongly agree

10%
30%

12%

Agree
Neutral
Disagree
Strongly disagree

42%

[Graph 14.1: Improvement in productivity]

From the above graph and chart represented that 30% respondents are strongly agree, 42%
respondents are agree, 12% respondents are neutral ,6% respondents are disagree, 10%
respondents are strongly disagree.

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b. knowledge
[Table 14.2: Improvement knowledge]
Particulars

No of Respondents

Percentage

Strongly agree

10%

Agree

14

28%

Neutral

19

38%

Disagree

16%

Strongly Disagree

8%

Total

50

100%

Improvement knowledge

Strongly agree

8%10%

Agree

16%

Neutral

28%

Disagree
Strongly disagree

38%

[Graph 14.2: Improvement knowledge]

From the above graph and chart represented that 10% respondents are strongly agree, 28%
respondents are agree, 38% respondents are neutral ,16% respondents are disagree, 8%
respondents are strongly disagree.

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c. Experience
[Table 14.3: Improvement in experience]
Particulars

No of Respondents

Percentage

Strongly agree

10%

Agree

25

50%

Neutral

16%

Disagree

14%

Strongly Disagree

10%

Total

50

100%

Improvement in experience

10% 10%
14%

Strongly agree
Agree
Neutral
Disagree

16%

Strongly disagree

50%

[Graph 14.3: Improvement in experience]

From the above graph and chart represented that 5 respondents are strongly agree, 25
respondents are agree, 8 respondents are neutral ,7 respondents are disagree, 5 respondents
are strongly disagree.

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d. Reduce in accident
[Table 14.4: Reduction accident]
Particulars

No of Respondents

Percentage

Strongly agree

10%

Agree

24

48%

Neutral

10

20%

Disagree

12%

Strongly Disagree

10%

Total

50

100%

Reduction accident

10% 10%
12%

Strongly agree
Agree
Neutral
Disagree
Strongly disagree

20%

48%

[Graph 14.4: Reduction accident]

From the above graph and chart represented that 10% respondents are strongly agree, 48%
respondents are agree, 20% respondents are neutral ,12% respondents are disagree, 10%
respondents are strongly disagree.

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15.Does your company take the feedback at the end of the training?
[Table 15: Feedback is taken]
Option

No.of Respondents

Percentage

Yes

38

76%

No

12

24%

Total

50

100%

Feedback is taken

24%

Yes
No

76%

[Graph 15: Feedback is taken]

From the above graph and chart represented that 76% respondents response that
company takes feedback at the end of each training and 24% respondent response that
company does not take the speed bag at the end of each training.

9. FINDINGS
Following findings are generated from the research on it training and development policy.
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 Majority of the respondents,(83 % respondents) think that organization provide

training program.
Majority of the respondents,(58 % respondents) response that the place is good
where the training is physically organized.
Internal trainer is beneficial to the company.
Majority of respondents, (44 % respondents) are upgrade to provide training in right
area and topics by the company.
Majority of respondents,(42 % respondents) are agree to get his press them during the
training.
Majority of respondents,(48 % respondents) are agree to improve their performance
with the help of training.
Majority of respondents, (50 % respondents) are agreeing the satisfied with training
provided by company.
Majority of respondents, are to improve in productivity, experience and reduce
accidents.
Majority of respondents, (38 % respondents) are neutral to the improvement in
knowledge.

10. CONCLUSION
Research project provides an opportunity for learning and I can evaluate the entire project to obtain
new insights and knowledge. The project on training and development provides good experience to
me and it also give the different view of employees on it.
Manager skill is improved by management development and employees work is developed by
training. It is a good experience for me to know about the environment of company, the working of
the company, the various departments of the company etc.

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Really it is an opportunity for me to know the practically of training and development in the company.
The employees give their opinion on every question so I can analyze and interpret it well. Really it is
a great experience for me.

11. Reference
http://www.myaccountingcourse.com/financial-ratios/current-ratio
http://www.myaccountingcourse.com/financial-ratios/debt-to-equityratio
http://www.myaccountingcourse.com/financial-ratios/return-onequity
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http://www.myaccountingcourse.com/financial-ratios/profit-marginratio
http://www.myaccountingcourse.com/financial-ratios/gross-marginratio
http://www.myaccountingcourse.com/financial-ratios/asset-turnoverratio
http://www.investopedia.com/terms/d/debt-to-capitalratio.asp#
http://www.indimart.com

http://www.kairacan.com/

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