KELTRON

ORGANIZATIONAL STUDY ON KELTRON

COMMUNICATION COMPLEX
THIRUVANANTHAPURAM

Report submitted in partial fulfillment of requirement for the award of

Degree of Master of Business Administration of University of Kerala

Submitted by

FARHAD SHERZAI MGT 1705043

Under the guidance of

Faculty guide Project Guide
Dr. Sumi K V Mrs. Dhanya A S IMK,
University of Kerala Sr. Engineer in engineering Institute of
Management in Kerala and Project department

INSTITUTE OF MANAGEMENT OF KERALA,

KARIAVATTOM

UNIVERSITY OF KERALA, THIRUVANANTHAPURAM

SEPTERMBER-2018
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Declaration

This is to declare that the report on Organization Study at KELTRON submitted to the Institute of

Management in Kerala-University of Kerala, in partial fulfilment of requirements for the award of

Master of Business Administration (MBA) in my own work.

Further, I declare that the report has not been submitted for the awards of any other degree of this

university.

Thiruvananthapuram FARHAD SHERZAI

Date: 05-10-2018 Reg. No: MGT 1705043

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Acknowledgement

I would like to express my gratitude to Dr. K. S. Chandrasekar, Professor and Head, Institute of

Management in Kerala, University of Kerala, Karyavattom Campus, for his kindness of allowing

me to do the Organizational Study at KELTRON Communication Complex, Manvial,

Thiruvananthapuram, as a part of my MBA course.

I express my sincere thanks to my respected guide Dr. Sumi K V for her guidance, help and

encouragement. Her guidance and suggestions added value in the preparation of the report. The

support and acknowledgement of all the faculty members of the IMK has continuously helped me

in the improvement of the study, I extend my thanks to all of them.

I hereby, state that this report is an authentic record of the work carried out by me under the

guidance of my project guide Mrs. Dhanya A.S, Sr. Engineer in Engineering & Projects

department of KELTRON, cordially thanks to her and all the staff of KELTRON for the support

offered to me.

FARHAD SHERZAI
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CONTENTS

SL.NO TITILE PAGE.NO

CHAPTER I Introduction 1
Objectives of the study 3
Methodology 3
Significance of the study 3
Scope of the study 4
Limitation of the study 4
Chapterization 4
CHAPTER II Industrial Profile 6
Historical Development 7
World Scenario 9
Indian Scenario 10
Growth Factors 11
Challenges and Opportunities 11
CHAPTER III Company Profile 14
Introduction 14
Nature of Business 14
Mission, Vision & Value 15
Awards, Area of Operation & Competitors 16
Products and Services of the Company 17
CHAPTER IV Organizational Chart & Departments 19
Assembly-I 20
Assembly-II 22
Computer Assembly 23
Traffic Signal Division 24
Departmental Analysis 26
Marketing Department 26
Purchase Department 29
HR Department 31
Production Department 33
Store Department 34
Finance Department 35
CHAPTER VI SWOT Analysis 38
Porters Five Force Analysis 41
CHAPTER VII Finding, Suggestions & Conclusion 44
Findings 45
Suggestions 45
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Conclusion 46
Bibliography & Appendix 47
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CERTIFICATE
This is to certify that, this report entitled "ORGANIZATION STUDY ON KELTRON

COMMUNICATIONAL COMPLEX" submitted here is a bonafide record of the work done by

FARHAD SHERZAI, Reg. No. MGT 1705043 under my guidance in partial fulfillment of the

requirements for the award of degree of Master of Business Administration (CSS) of the University

of Kerala and this work has not been submitted by him for the award of any other degree, diploma

or title of recognition earlier.

Dr. K. S. Chandrasekar Dr. Sumi K V

Professor & Head Faculty Guide

IMK IMK
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CHAPTER I
INTRODUCTION
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INTRODUCTION

In this technology driven era, knowledge is not just about studying the theoretical aspects, but also

understanding the practical views and implementing it. Industrial training program aims to achieve

industrial exposure and practical skills.

The training program was conducted at KELTRON, Manvial, Thiruvananthapuram. This industry

belongs to Keltron group of companies, a Government undertaking company situated at

KELTRON which is 14 kms away from Thiruvananthapuram city, is definitely a leader in the

electronic goods industry. The products they manufactured are mainly for government companies,

Indian Navy, government departments and many other private companies.

Electronics is one of the fastest growing segments of the Indian industry. Today, the electronics

industry is completely de-licensed with the exception of aerospace and defense electronics. The

electronic industry in India constitutes less than 1% of the global market! The demand for these

products however is growing rapidly and the investments are flowing in to augment them a

fracturing capacity. The growth of hardware and electronics manufacturing in India is not only

related to government policies for the sector, it is also linked to the availability of trained

professionals who can be employed by the companies. The ease of doing business is also a cause

for concern. Prior to the present government coming to power.

KELTRON was established in 1973 as the first Electronics Development Corporation in India in

the state government sector. The Keltron group of companies comprised of the holding company

KSEDC, and ten subsidiary and associate companies turning out more than hundred different types
 KELTRON

of products. The products are distributed through a strong sales and distribution network spanning

the entire country. Keltron Controls, a division of KSEDC was set up in 1979 in Aroor to introduce

the state-of-the-art technology in the field of Controland Instrumentation (C&I) to the power and

process industries in our country.

The company has been certified ISO 9001-2008 for design, manufacture and supply of electronic

systems.

1.1 OBJECTIVES OF THE STUDY

The main objectives of the study undergone at KELTRON are as follow:

i. To study in detail, the entire structure and functioning of the company.

ii. To learn about product manufacturing and various steps involved in it.

iii. To understand about the functioning of each department.

iv. To get knowledge of how to carry out a project.

1.2 METHODOLOGY
The Project work titled an Organization Study´ conducted at KELTRON is based on a descriptive
study. The data collection was both from primary and secondary sources.

Primary data

The primary source of data collection includes consultation with top management, interviews with
employees, informal talks with employees and observations.

Secondary data

The secondary sources of data collection were the company's website, brochure, Departmental
reports, catalogues, etc.

1.3 NEED AND SINGNIFICANCE OF THE STUDY

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Management principles can be taught in class rooms but, managerial skills can be developed in an
individual only. When he is trained so. As job are rare and lots of people are equally qualified what
makes the student different is his familiarity with corporate practices, processes and this study is
also attempt to make the trainee familiar with a public sector manufacturing company. The trainee
may also get a feel about how business executives operate in their work settings.

1.4 SCOPE OF THE STUDY

The study is intended to provide managerial insight to a management student. If will enable him
to take up responsibilities of a manager at ease and provide him more confidence. The scope of
the study is confined to a few selected departments and their functions. The study helps to conduct
the SWOT, Michael porter's five forces analysis to the organization which give a deep
understanding of the operation of the organization which can facilitate the decision making.

1.5 LIMITATIONS OF THE STUDY

i. The respondents have the organizational bias. Majority of the responses were in favor of
the organization. This lack of knowledge has resulted in some errors.

ii. The busy schedule of executives and staffs restricted collection of detailed information.

iii. The time schedule allowed for the study was very limited.

iv. Some information was not given to the respondent as it was meant for internal staff only.

v. The information given was inadequate as the executive and staff was not willing to give all
the information.

1.6 CHAPTERISATION
This report is presented in six chapters:

The first chapter introduces the study by highlighting the need for the study, the study objectives,
methodology and limitations.
 KELTRON

The second chapter on industry profile discuss about the Aluminum Electrolyte Capacitors
industry. Third chapter describes profile of Keltron Component Complex Ltd.

The fourth chapter is on organizational chart.

The fourth chapter describes the detailed study of different departments in which the trainee had
under gone the training.

Fifth chapter is on the SWOT and Michael Porter's Five Force Analysis.

The sixth chapter present the finding, suggestions and conclusion of the study.
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CHAPTER II
INDUSTRIAL PROFILE
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INDUSTRY PROFILE

2.1 Historical Development

An electronic component is any physical entity in an electronic system used to affect the electrons
or their associated fields in a desired manner consist with the intended function of the electronic
system. Components are generally intended to be connected together, usually by being soldered to
a printed circuit board(PCB), to create an electronic circuit with a particular function (for example
an amplifier, radio receiver, or oscillator). Components may be packed singly or in more complex
groups as integrated circuits. Some common electronic components are capacitors, resistors,
diodes, transistors etc.

"A capacitor is a device capable of storing charge in a circuit, and typically consists of two metal
plates separated by an insulator, called a dielectric.

Capacitance is directly proportional to the area of the plates and the dielectric constant of the
insulator and is inversely proportional to the distance between the plates." Capacitors can store
charges from voltage sources for a wide range of time, to be released as needed. The classification
of capacitor types by material such as paper, ceramic, or tantalum refers to the insulating dielectric.
Electronic capacitors are part of a class of electronic components called passive components. They
differ from active components, such as vacuum tubes and transistors, in that they can neither
distinguish voltage polarity nor amplify a signal.

Early capacitors were also known as condensers, a term that is still occasionally used today. The
term was first used for this purpose by Alessandro Volta in 1782, with reference to the devices
ability to store a higher density of electric charge than a normal isolated conductor.

The first capacitor was the Leyden jar, invented independently in the mid-1740s by both Ewald
Georg von Kleist and Pieter van Musschenbroek. A glass jar acted as the insulating material. M.
Bauer developed the mica capacitor in Germany in 1874.

The tubular glass capacitor was produced in 1904 by I. Moscicki in the United Kingdom. It was
this capacitor that Guglielmo Marconi used in his early experiments with radio communication.
 KELTRON

World War I provided an important catalyst for technical change in electronic communications,
during which new radio tubes and circuits were developed. The interwar years saw the rapid
growth of radio, and, on the eve of World War II, millions of radios were in use worldwide.

During the World War II years, substantial developments were made in communications
electronics, radio astronomy, xerography, and radar and computer technology, as well as in
miniaturization and the improvement of the energy efficiency of components. The harsh conditions
and importance of reliability imposed by the war led to the development of metal-cased and
metalized paper dielectric capacitors, as well as improvements in ceramic capacitors. The tantalum
capacitor was produced in 1956 by D. McLean and F. Power of the United States, after which it
became among the most widely, used capacitor types.

Among the most significant developments in electronic components in the postwar period were
the transistor and integrated circuit. Transistors are based on solid-state technology, serving as
substitutes for the older triode vacuum tube active components, developed by Lee De Forest in
1906. In 1948, Bell Laboratories developed the transistor (whose name derives from transferred
resistor), which enabled electronic equipment to be produced in increasingly smaller sizes. The
first integrated circuit was produced by Texas Instruments in 1959. This device made use of
transistors and other components mounted on a semiconductor chip to form an entire electronic
circuit.

Chip capacitors are surface-mounted to circuit boards, in contrast to traditional capacitors with
wire leads. Although chip capacitors are generally higher priced than those with leads, the price
gap decreased in the 1990s. Also during this time, chip capacitors came into increasing use,
especially in equipment such as portable phones, video cameras, and electronic notebooks, items
for which space constraints were a prime consideration. Demand for surface mounting and
miniaturization continued in the late 1990s, along with higher capacitance and integrated devices.
 KELTRON

2.2 WORLD SCENARIO

The worldwide electrical and electronics industry is experiencing phenomenal and remarkable
changes these days. The worldwide electronics industry is distinguished by fast technological
advances and has grown rapidly than most other industries over the past 30 years.

The electronics market of India is one of the largest in the world and is anticipated to reach US$
400 billion in 2022 from US$ 69.6 billion in 2016. The market is projected to grow at a compound
annual growth rate (CAGR) of 24.4 per cent during 2012-2020.

Total production of electronics hardware goods in India is estimated to reach US$ 104 billion by
2020. The communication and broadcasting equipment segment constituted 31 per cent, which is
the highest share of total production of electronic goods in India in FY13, followed by consumer
electronics at 23 per cent.

Electronic exports from India was expected to reach US$ 8.3 billion in FY17, a CAGR of 27.9 per
cent during FY012–16. Technological improvements and competitively cost effectiveness are
main drivers for demand of Indian electronics products abroad.

The Government of India has set up Electronic Hardware Technology Parks (EHTPs), Special
Economic Zones (SEZs) and a brought about a favorable climate for foreign direct investment
(FDI). It has also increased liberalization and relaxed tariffs to promote growth in the sector. In
addition, the government gave its green signal to the Modified Special Incentive Package Scheme
(MSIPS) under which the central government will be offering up to US$ 1.7 billion in benefits to
the electronics sector in next five years.

The growing customer base and the increased penetration in consumer durables segment has
provided enough scope for the growth of the Indian electronics sector. Also, digitization of cable
could lead to increased broadband penetration in the country and open up new avenues for
companies in the electronics industry.

India is also an exporter of a vast range of electronic components and products for the following
segments

 Display technologies
 Entertainment electronics
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 Optical Storage devices

 Passive components
 Electromechanical components
 Telecom equipment
 Transmission & Signaling equipment
 Semiconductor designing
 Electronic Manufacturing Services

The growth in telecom products demand has been breath taking and India is adding 2 million
mobile phone users every month! With telecom penetration of around 10 per cent, this growth is
expected to continue at least over the next decade. Penetration levels in other high growth products
are equally high and growth in demand for Computer/ IT products, auto electronics, medical,
industrial, as well as consumer electronics is equally brisk. Combined with low penetration levels
and the Indian economy growing at an impressive 7 per cent per annum, the projection of a US$150
Billion+ market is quite realistic and offers an excellent opportunity to electronics players
worldwide.

Globally, during the early 2000s, end-users of passive electronic components like
capacitors² namely original equipment manufacturers²were applying continuous pressure on the
industry to lower prices. This had a devastating impact on profitability, as many capacitor
manufacturers were forced to produce components at or below the cost of production. In addition,
the industry was forced to contend with a generally weak economic climate, heightened
competition from the likes of Asia, and downturns in leading end markets like telecommunications
equipment and computers. These negative conditions led to workforce reductions, consolidation,
plant closures, and a reduction in overall capital spending and production capacity.

2.3 INDIAN SCENARIO

The electronic industry in India constitutes just 0.7 % of the global electronic industry. Hence itis
miniscule by international comparison. However, the demand in the Indian market is growing rapidly
and investments are flowing in to augment manufacturing capacity. India however remains a major
importer of electronic materials, components and finished equipment amounting to over US$
26 Billion in 2009. This is not a desirable situation and local manufacturing has to keep pace with
growing local demand.
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2.4 GROWTH FACTORS

The key factors governing the growth of electrical and electronics industry are as follows:

 Rising and continuous investments in research and development has led to

increased productivity and higher-value added electrical and electronics products.
 Increased foreign investments have resulted in the accelerated growth in terms of electronics
production and exports. Foreign companies are now making huge investments and are
installing extensive production capacities in developing countries.
 Extends support to several global industries namely medical, telecommunications, industrial
and automotive sectors.
 Rising incomes and living standards have resulted in the increase in demand of electronics
especially consumer electronics products in the world.
 This industry is highly fragmented which comprises of many small and medium size
enterprises.
 Rapid pace of innovation in electronics technology is resulting in a consistent demand
for newer and faster products and applications.

2.5 CHALLENGES AND OPPORTUNITIES

Challenges
Major challenges facing the Indian electronic manufacturing market are an infrastructure that
needs to be improved at the earliest possibility, easing of foreign investment procedures, which
is underway, and a restructured government tariff that now makes domestically manufactured
goods more expensive than imported goods with zero tariff. There are also other problems,
which are hampering the growth of the Indian electronics industry. Some of them are:
 Lack of World-class infrastructure.
 Lack of clear-cut government policy for the industry.
 Very little expenditure in Research and Development area.
 Power of Marketing not harnessed to the maximum
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Opportunities
While the Electronics sector in India is currently small, there are several advantages that India
offers that can be effectively leveraged to achieve higher growth.
These can be categorized under three heads:
 Manpower
 Market Demand
 Policy and Regulatory Support

Abundant Availability of Man Power

India produces over 500 PhDs, 200,000 engineers, 300,000 non-engineering postgraduates and
2,100,000 other graduates each year. The Indian Institute of Technology (IITs) and The Indian
Institute of Management (IIMs) produce graduates and post graduates with best-in-class skills
and capabilities in technical and management fields. India’s capabilities in IT and engineering
make it an attractive location for sourcing engineering services such as Research &
Development (R&D) and design.
Competitive Labour Costs
India’s cost of skilled Labour is among the lowest in the world. For example, average Labour
rate per employee in the electronics sector is about $3,000 per year. Labour cost as a percentage
of value added is only 21 per cent in India as compared to 23 per cent in China and 30 per cent
in Taiwan. Taking advantage of this many MNCs have set up manufacturing bases in India for
domestic consumption as well as exports. Many multinational companies in the electronics
sector have leveraged India’s manpower advantage to grow in the domestic market, as well as
source products and services from India.
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CHAPTER III
COMPANY PROFILE
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COMPANY PROFILE

3.1 Introduction
Keltron was established as a subsidiary company of Kerala State Electronic Development
Corporation Ltd on 8th October 1974 by shri. K.P.P. Nambiar, who is the founder of the
Organization. Later, on 19th August 1978, the companies started commercialize its production. It
was an experiment by Government of Kerala to transform the laid-back, picturesque Kerala State
known for its spices, natural beauty, Kathakali and the Onam boat races, to arena for industrial
and technological development. That was how Keltron born.

Keltron Component Complex Limited (KCCL) is a Government of Kerala under taking promoted
by Kerala State Electronics Development Corporation Limited. The company is located in the
district of Kannur in Kerala. It commenced its commercial production of Aluminum Electrolyte
Capacitors in August 1978 in technical collaboration with N. V Sprague Electromagnet, Belgium
a subsidiary of the world famous Sprague Electric Company of USA.

KCCL markets its products under the brand name 'KELTRON'. It has a good manufacturing
facility with sophisticated machines import from Japan and Europe. It has a capability to produce
all types of Aluminum Electrolytic Capacitors, which confirm to national and international
standards. The manufacturing technologies is upgraded with R&D center of the company has the
recognition of the Department of Scientific and Industrial Research, Ministry of Science and
Technology, Government of India. The state Pollution Control Board has certified the company's
ecofriendly facility at Kannur. M/S KPMG, USA, have conferred the company's quality system
with the ISO-9001 accreditation.

Earlier Keltron had four units operating in different parts of India. On January2010 they
amalgamated, Keltron Crystals Ltd, Keltron Magnetics Ltd, and Keltron Resistor Ltd in to unit
known as Keltron Component Complex Ltd.

3.2 Nature of business

Keltron is famous for its automatic traffic regulation system. In early days the company produced
DCS, PLC electronic devices such as television, radios, and other consumer electronic goods.
Currently major products of company include mines for Indian navy and various parts of rockets
 KELTRON

for Indian space research Organization ISRO. The company also produces basic electronic
component such as capacitors, transistors, resistors, diodes, PCB’s on a large scale for the Indian
market. It’s also providing services in the field of information technology, animation, and web
designing. It has recently established a division for geo information service.

The internship basically refers to the study that relates to find out the real functioning of an
organization through personnel visiting to various departments of the organization. The study
includes meeting, and interviews, with various departmental heads and also with the staff in each
department during the internship period two months. This internship was extremely helpful for
me to get knowledge with real situation in organization. This enables me to get knowledge about
the functional and managerial activities of the concern.

MISSION, VISION AND VALUE

3.3 Mission
The mission of keltron is to transform itself to one of the navratna corporations of the
country. To achieve this mission, the organization has to set a clearly defined strategy in
motion encompassing its core strengths: experienced human resources, robust infrastructure
for high quality manufactures, commitment to quality, and continuous research and
development.
 Keltron believes that future holds more for those who makes technology work than
for those inventing it.
 Establishing good manufacturing practice in all its production centres
 Provide innovative solution meeting future needs of the customer.
 Establishing links with high-profile institutions such as DRDO, VSSC, NPOL to
keep pace with technology development and adaption
 Providing an environment for continuous growth and excellence in quality by
progressively upgrading infrastructure and human resources development on a par
with global development indices.
 Giving a thrust to frontier areas of knowledge management.
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3.4 Vision
 Emerge as a strong and self-reliant business enterprise with customer focus, profit
orientation and professional outlook
 To build up keltron as a model in the sunrise technology sector of electronics and IT
 To function as the back bone of electronics industry in the state
 Continue the role as a nodal agency of government for accelerating the growth of
development of their core industry in the state

3.5 Value
Customer satisfaction: keltron is building a relationship with the customers where
they become partners in fulfilling their mission. Keltron strives to understand its
customer needs and deliver products and services that fulfill and exceed their
requirement.

Commitment to total quality: keltron is committed to continuous improvement of all

its activities.
Cost and time conscious: keltron believes in striving for improvement in every
activity involved in their business by pursuing and encouraging with a view to
achieve excellence and competitiveness.

Trust and spirit: keltron believes in achieving harmony in work life through mutual
trust, cooperation and sense of belongingness. It will strive for building empowerment
teams to work towards achieving organization goals.

3.6 Awards
 National Productivity Award for 1988-89 under large scale electronic components from
National Productivity Council, New Delhi.
 ELCINA Award 1993 for excellence in Research and Development for work donein the field
of forming technology.
 Department of Scientific and Industrial Research and Ministry of Science and Technology,
Government of India approval for in-house Research and Development.
 ISO-9001 ± 2000 Certification from M/S Intertek – UK
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3.7 Area of operation

KELTRON main area of operations are with in India, mainly for the products manufactured for
Indian Navy, ISRO, Doordarsan, All India radio etc. almost every products area of operation is
National wise operations. The Navy gave orders to the Keltron and them manufacturing according
to the order. The UPS manufactured in PEG section is consumed mainly by several states with in
India for thermal Power Stations.

3.8 Ownership pattern

Keltron was a public sector enterprise, Government have taken policy stand to retain the
KELTRON in public sector itself to revive the company.

3.9 Competitors

KELTRON is basically a Public Limited company, so the competitors are not for them. Keltron
is manufacturing products for ISRO and Defense products for Indian Navy and other shipping
product for Navy. So KELTRON has no competitors as the client of KELTRON was from central
and state government. Only for IT product only KELTRON had competitors. The main in this
field were WIPRO, SATYAM, etc.

3.10 Products and services of the Company

The main products of the company are as follows:

 Aerospace electronics
 Security & surveillance system
 Strategic electronic product
 Information technology solutions
 ID card project
 Power electronics product
 Electronics component
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CHAPTER IV
ORGANIZATIONAL CHART
&
DEPARTMENTAL ANALYSIS
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ORGANIZATIONAL CHART

Fig. 01; Organizational Chart

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TECHNICAL UNITS

4.1 ASSEBMLY-I

This section at Keltron is concerned with the testing of LED aspects and reverse counter. Earlier
this section was involved in the work BSNL like manufacturing line circuit cards LCC. Now this
unit concentrates in traffic equipment units. This section mainly consists of production of LED
aspects. This section produces LCD cards such as LCD STOP, LCD WALK, LCD GREEN, and
LCD AMBER. This section mainly consists of the testing of UPS, LED aspects etc. Testing
process indicates the product have to be checked under specified conditions to meet the given
specifications. For eg: in the testing of LED aspects, testing is done using a LUX meter to measure
the brightness ie, the brightness can be controlled by varying the current. For amber, the optimum
current preferred is 360mA and for green light is 140mA.

PROCESS:

In this process of production components of traffic signal equipment units like red, amber, green,
walk, stop etc. are produced. In addition to this it involves production of reverse counter. In this
traffic signal equipment unit’s time period is already set which counts reversely. The equipment's
are arranged in rod noting the level of traffic in that junction. That is this set according to the
intensity of crowd. raw materials are collected from private companies or government companies.
About 90% of raw materials are from private limited companies. The raw materials include cards
like PCB, transformer, rear cover, IC’s, LED, capacitor, transistor etc. These are purchased by
purchase department and primarily stored in main store. Later it was transformed into the sub
store.

LINE QUALITY ASSURANCE:

It is also known as “LINE QA”. Here a foreman is verifying every component of a product i.e. to
ensure the quality of product in all ways. A document is also given to check it. If any problem is
detected in the components, it is given back to one who assembles for the process of reworking.
After the correction, is again detected. If the product satisfies all the needs of the check list, OK
sticker is put on it. Also a card serial number is noted. Then it is tested and undergoes distribution.
 KELTRON

This department is under the control of a manager. Under him there are two engineers. There is
two foreman or operators. Under the operators there is one store assistant. Under this store
assistant there are three to four apprentices. Under this apprentice there is one control trainee.

Traffic light using LED:

Fig. 2; Traffic light

LED ASPECT
It offers Traffic Countdown Timers. We have been actively engaged in the manufacture of Digital
CountDown Timers for Traffic Signals, Our timers are easily fixed to the signals. The signal
timings are preprogrammed and the timers automatically adopts the pulse and displays the same.
The timers are merely display mediums, which provides visually the time one has to wait or cross
the signal point. Manual time setting of the timers is not necessary. It saves not only precious
human lives but also gives better control over the traffic.

The timers will have LED displays both during day and night. They would automatically shut
down once the signals are switched off. It consumes very low power. In case of any rare problem
in the functioning, the timers will automatically restart after 10 seconds. The maximum range for
the countdown timers is 199 seconds. The Department of Traffic Police in all the cities where our
Timers have been installed have issued to us, certificate of successful implementation and
continued maintenance.

LED Aspects for existing Traffic Signals: The existing signals lamps are made up of incandescing
lamps which indicate Red, Green and Orange as programmed. Here, we replace the existing
incandescing lamps with LED’s and thus the Signal lamps would become very bright and would
 KELTRON

better visibility. Such a replacement would reduce the quantity of heat produced and thus the
failure rates would reduce. Such

LED lamps would have a long life and would also help in consuming power. We have given
proposal to many Road Transport Authorities in the state of Tamil Nadu recommending the
benefits of such a replacement. The concerned Authorities have also understood the need for such
a change and hence we are awaiting orders in this respect.

RGB LED WHITE LED

Fig, 3; LED Aspect

4.2 ASSEMBLY-II

This section at Keltron is concerned with the works assigned from ISRO. It includes the
assembling and inspection of packages required for PSLV and GSLV, which are the launch
vehicles used for ISRO for space works. ISRO invites tenders for their work, if Keltron satisfies
their criteria; the orders are placed to them. The orders are mainly in the form of Packages to be
finished within a stipulated period of time with accurate precision. The components are accurate,
high-quality and high-valued are also provided by ISRO. Procedures and Circuit diagrams
concerning the project are also given. Highly skilled employees who have undergone training at
ISRO are posted in this section to ensure accuracy. At each stage of work Quality control is
ensured. Documentation is done in this section to comply with ISRO standards.
 KELTRON

ISRO TESTING

This section carries out the testing and evaluation works of various electronic packages assembled
by different manufacturers for ISRO. The packages are to e installed in PSLV and GSLV vehicles.
So they must be tested for different climatic conditions according to the checklist provided by
ISRO.

1. Card level testing

2. Package level testing
3. System level testing

TRANSDUCER ASSEMBLY & TESTING

This section undertakes various workers for ISRO which is includes of:

 Manufacture of pressure transducers

 Assembly of various electronic packages and modules to be installed in PSLV and GSLV
vehicles of ISPR.
 Testing and evaluation section specifically for the testing of various modules supplied by
different manufacturers.

4.3 COMPUTER ASSEMBLY

This section of Keltron is concerned with the assembling of computers for the Government
institutions. Various components of computers are purchased from specified firms and are
assembled in Keltron. This unit does not have any production or manufacturing of components.
 KELTRON

4.4 TRAFFIC SIGNAL DIVISION

Fig, 5; Traffic Signal

The Traffic Signals Division of KELTRON provides state-of-the-art traffic controllers and offer
Intelligent Transportation System (ITS) solutions for traffic management. During the past two
decades, the Traffic Signals Division has executed several turn-key projects in major cities of the
country.

The main works under the Traffic Signal Division are as follows:

 Area Traffic Control System

 Fully Solar Powered Traffic Signal System
 Fixed Time Traffic Signal System
 Vehicle Actuated Traffic Signal System
 Solar Powered LED based Street Lighting System
 Public Place Surveillance System
 Red Light Violation Detection System
 Speed Limit Violation Detection System
 KELTRON

 Vehicle Tracking and Fleet Monitoring System

 Passenger Information System for Buses
 Distress Call Management System
 Automatic Fare Collection System
 KELTRON

DEPARTMENTAL ANALYSIS

5.1 Marketing department

Marketing is one of the most important operative function of management which satisfies the
needs and wants of customers through an exchange process. It includes all resources and selling
activities to direct and facilitate the flow of goods/services from the point of production
(producer) to the point of consumption (consumer).

KELTRON's marketing process done through its marketing department. The marketing of
KELTRON are located in some important cities like; Hyderabad, Mumbai, Chennai, Calcutta,
Delhi, Ahmadabad, Trivandrum, Lucknow and Bangalore.

Once the demand for a product/service is identified, marketing department give the quotation to
the concerned manufacturing units to produce the required products for the purpose to supply on
time the demanded product to the customer.

Marketing strategies:
KELTRON has both direct and indirect marketing strategies to attract the listed and non-listed
vendors

 Direct marketing: The Keltron attracts and present information about the product to
the listed and regular venders (Police, ISRO…) through direct marketing strategy.
These regular customers give order to the marketing department of Keltron and provide
products and services to the tenders.
 Indirect Marketing: Openly biding through the Enquiry received based on the
advertisement by the customer.
 Technical bidding (bid to the demanded product related to the technical
specification of the product).
 Financial bidding.
 Prequalification bidding (bidding through the past work experience of the
organization).
 KELTRON

Marketing Mix of KELTRON

Every organization has a specific marketing mix for their product and services, KELTRON's
marketing mix is as follows:

1. Product:
The Keltron mainly focusing on industrial oriented and electrolyte products such as
component of electronic goods (TV, Refrigerator, Computers etc.)

2. Price:
The price of capacitors is fixed in such a way that is not too high, that consumers cannot
afford it, nor too low that they can't incur the cost of production. Comparatively, the price
of capacitors of Keltron is high but, even then they are able to survive in the market because
of high quality. The price is fixed on the basis of the costs, demand and relative products
(competition).

3. Place:
Keltron have dealer network in the main cities of India. The branches are cited in the
Hyderabad, Mumbai, Chennai, Calcutta, Delhi, Ahmadabad, Trivandrum, Lucknow and
Bangalore.
The company carries out their sales through:
 Authorized dealers (they sell the products to the authorized dealers who sell it to
the retailers and finally to the end users. The company provide discounts to the
authorized dealers.
 Direct sales to costumers (Provide discount in case of quick payment).

4. Promotion
The product of Keltron is an industrial product thus, no need for any type of
advertisement but, they do take part in exhibitions and conducts seminars to promote
their products.

Procedures for marketing

 Receipt of enquiry from customers
 KELTRON

 Evaluation of tender (Type of product)

 Preparation and submission of quotation to the customer
 Negotiation and vendor selection
 Receipt of customer order
 Contract review and release of ESO (Equipment Stock Order)
 Release of delivery
 Submission of bill and realization of payment
 Distribution of the product

FLOW CHART FOR MARKETING DEPARTMENT

OFFER PREPARATION ENQUIRY

FROM CUSTOMERS

NON STD/
CHECK UP WITH
MAJOR TENDERS TYPE OF
OTHER DEPTS PRODUC
T
STANDARD
FEASIBLE

FEASIBILITY BOM & TECHNICAL ARRANGE BANK GUARANTEE

AND GET FINANCIAL
STUDY BY COMPLIANCE FROM CONCURRENCE IF REQUIRED

ENGINEERI ENGINEERING
NG
NOT PREPARATION OF QUOTATION
AND GENERAL COMPLIANCE
FEASIBLE

REGRET
SEND QUOTATION

ORDER EXECUTION ORDER FROM

CUSTOMER GET BACK TO
CUSTOMER

CUSTOMER FEED BACK,

MARKETSTUDY &
PROJECTIONS IF NOT OK
CHECK OF
TECHNOCOMMERCIAL
CONFORMANCE

WITH OFFER
ORDER ACCEPTANCE

IF OK

IF NOT OK

E.S.O. COMPARE
ORDER
QUANTITY WITH
ESO

IF OK
 KELTRON

CONTRACT REVIEW FEED BACK FROM

COMMUNICATE
WITH PLANNING ENGG & OPERATIONS

COMPLETION REPORTS, DESPATCH AND BILLING

QA CERTIFICATES, ETC. INSTRUCTIONS

SALES REALISATION AND CUSTOMER SUPPORT &

PAYMENT COLLECTION AFTER SALES SERVICE

Fig, 6; Flow Chart for Marketing

5.2 PURCHASE DEPARTMENT

Purchase department is in charge of purchasing all raw materials required for production packing
materials, spare parts for machines and also purchase of sundry items.

 According to the procurement of planning section purchase department purchase

requisite raw materials.
 To pursue timely placement of purchase order in accordance with material planning.
 Timely receipt of all the ordered materials including the spares.
 If any material is not up to the standards purchase department returns those materials.

Purchasing procedures:
 Purchase Requisition(PR). The work order/job order/project reference shall be quoted in
PR.
 The planning department subject to the budget provisions and specific capital sanction
from appropriate authority shall initiate PR for capital items.
 The planning departments against specific request from various department shall prepare
PRs for miscellaneous revenue items.
 Items failing under different categories shall not be mixed up in the same requisition as
far as possible.
 KELTRON

 It should be ensured by the indenting authority that maximum consolidation of the

requirement of each items is made as far as possible to enable purchase department to
negotiate and obtain quantity discounts or lowest prices.
 In the case of proprietary/specified brand goods, in indenter should indicate that such
items are selected for technical reasons or due to customer specification and certify on
the indents accordingly.
 The specification parameters of the items should be comprehensive.

PURCHASE ACCOUNTS FUNCTIONS:

 Scrutiny of purchase proposals for finance concurrence.
 Passing purchasing bills for payment and preparation of vouchers for payment.
 Opening of LCs, maintenance of LC register, LC margin register etc.
 Clearance of purchase documents from bank including imports.
 Accounting of purchase bills, raising debt notes for rejections, follow up with stores and
purchase department for returning the rejected items, maintenance of purchase journals,
creditors ledger etc.
 Preparing of monthly schedule of creditors in case of project based services.
 Arranging transit insurance and allied matters.
 Keeping of subsidiary books for items pending clearance import and indigenous
separately, clearing agents accounts, customs accounts.
 Any other matters assigned to the group from time to time by the department.

TENDERING PROCEDURE:
OPEN TENDER
LIMITED TENDER
SINGLE TENDER

PURCHASE COMMITEES:
All purchase proposals up to Rs.10 lakhs shall be considered by a committee comprising for the
nominees of purchase dept. Finance dept., Planning dept. and QA dept. the purchase committees
for each division/group should be set up by the head of the division/group.
 KELTRON

All purchase proposal for value exceeding Rs.10 lakhs shall have the approval from ED(F)/MD.

All purchase proposal for values exceeding Rs.10 lakhs in each case shall be considered by a
committee comprising of heads of purchase, finance, planning and QA dept. the chief executive
of the division/unit shall be chairman of the committee.

All purchase proposals above the value of Rs.1 Crore shall have the specific approval of the
chairman.

5.3 HR DEPARTMENT
The most and vital resource of any organization is its people. An organization that exists to
produce goods and services has a good chance to survive and if it consists of right people.

Keltron has following categories of employees:

 Executives
 casual labors
 Permanent employees
 Contract workers
 Apprenticeship trainees

FUNCTIONS OF HR DEP:
 Recruitment & selection
 Allowing leave to the employees
 Taking decision regarding wages and salary
 Performance management
 employee relation
 compensation &benefit
 Prepare job description for the newly recruited candidates.
 Providing training and development to the employees
 Strictly noting the attendance through punching card system
 Issuance of the offer letters, appointment letters, conformation letters, reliving letters.
 KELTRON

Attendance, working hours:

The working hours in KEC are from 9.00 am to 5.00 pm employee's attendance, is based on

using punching machine cards of the employees are punched its arrival and departure of the

working hours and also at the time when they have the premises. The employees are paid

salaries on monthly basis and also provision for single wages is given for over time

sanctioned with the permission from the chief general manager, employee enjoy 90 minutes

grace time for late arrival per month

Welfare measure
Welfare measure of KEC are designed for the wellbeing of employees, the company follows

all welfare measures apart from the monetary benefits. Any attempt to increase productivity

and efficiency of about can bear fruit only if the workers are given right type of work

environment and provided with these basic amenities of which have direct.

Leave management:
Casual leave of employees is on Sunday or holidays, normally but employees will be

eligible for the following privileges

a) Earned leaves: an employee will be entitled to one-day leave for every 11 days to a

maximum of 33 days in a year.

b) Casual leave: casual leave of employees is 12 days in a year with pay. Every class

enjoy this privilege

c) Sick leave: employees are entitled to 10 days' sick leave a year. When a medical

certificate is provided from the appropriate authority a medical leave of 30 days is

granted for 3 years.

d) Half pay leave: officers are entitled to 20 half pay leave.

 KELTRON

5.4 PRODUCTION DEPARTMENT

Production is the conversion of raw materials into finished products and is also spoken as the
maintenance of goods. Production in since laboratories consists of the creation and maintenance
of a clearly defined organization and makes effective and co-coordinated use of personnel, land,
building and equipment including the management of inventory assets. All the activities are
performed in accordance with the highest standards and at the lowest total cost. Before a new
product can be marketed or an existing product significantly improved, the production department
together with research product development, sales and marketing departments must define and
agree upon costs, profits, marketing date and product quality. Production operations follow clearly
defined procedure; they must comply with the principle of good manufacturing practice in order
to obtain products of the requisite quality and in accordance with the relevant manufacturing and
marketing authorization.

Functions
 All handling of materials and product receipt and quarantine, sampling, labeling,
dispensing, processing, packaging, and distribution should be done in accordance with
written procedure or instruction recorded.
 It should be ensured that the production is performed and supervised competent persons or
people.
 Damage or any other problem which might adversely affect the quality of a material should
be investigated, recorded and reported to the quality control department
 The department must ensure that all materials and products is stored under the appropriate
condition established by the manufacturer and in an orderly fashion to permit batch
segregation and stock rotation
 The production department must have to ensure that production is carried out on in the best
manner at lowest cost.
 KELTRON

5.5 Structure of production department

EMPLOYEES EMPLOYEES
Figer,7; Production department

Production centers
Over the years, keltron had built up a strong infrastructure spread over 700000 sq ft of buildup
area. Equipped with computer based facility for system design & engineering and software
development tools for embedded system, keltron today is fully geared to offer high quality
integrated manufacturing solution.

5.6 STRORE DEPARTMENT

Warehousing is normally the largest operation in the plant in terms of area, special attention
should be focused on maintaining cleanliness, freedom from infestation, and orderliness and
 KELTRON

maintained within acceptable temperature limits. The entire warehousing area should be cleaned
as often as necessary to maintain sanitary condition. Storage area in an organization should be
designed and adapted to ensure good storage condition. There should normally be a separate
sampling area for starting materials. If the sampling is performed in the storage area, it should be
conducted in such a way to prevent contamination or cross contamination.

Segregated area is to be provided for the storage of rejected, returned materials or products.
Highly active materials or products are stored in safe and secure areas. In keltron laboratories,
there are mainly two stores

One is the material store and other is the packing materials and the finished goods store, in the
raw material store, the received materials are collected and categorize them according to the
usage and character. Then sampling is done in the materials for getting approval for production.

Functions
 Material planning
 Procurement of stores
 Receipt & inspection of stores
 Store keeping
 Distribution of stores
 Cost reduction

5.7 FINANCE DEPARTMENT

Finance is considered to the lifeblood of any business. Finance management is closely linked with all
other areas of management. Further, the firm’s attitude towards other areas of management largely
depends on its financial position. The field of finance refers to the concept of time, money and risk and
how they are interrelated.

Financial management is that management activity which is concerned with planning and controlling of
firms financial resources. Finance is one of the important and essential part of ever organization. The four
important managerial function are invested decision, financing, dividend, liquidity decision.
 KELTRON

Fig, 7; Structure of Finance Department

Function:
 Providing and interpreting financial information
 Business modeling and forecasting
 Monitoring performance and efficiency
 Analyzing change and conducting risk assessment
 Participating in strategic planning and formulating long term business plan
 Researching and reporting on factors influencing business performance
 Pricing and competitor analysis
 Developing complex finance models
 Assessing the financial implication of new or existing vendors
 Conducting review and evaluation for cost reduction opportunities
 Preparing accounts and reconciling balance sheets
 Overseeing budgetary control
 Monitoring cash flow
 Leading or working on projects
 Supervising the staff
 KELTRON

 Maintain the relationship with outside agencies like financial institution, stock exchange, tax
authorities

Consequent to the consolidation of division, the finance and account department at KEC
recognized and will work as four functional groups under with immediate effect.

1. Cash & compilation group

2. Purchase account and costing group
3. Sales account group
4. Pay roll group
 KELTRON

CHAPTER V

SWOT ANALYSIS

&

PORTERS FIVE FORCE ANALYSIS

 KELTRON

SWOT ANALYSIS

Strength Weakness Opportunities and Threat of an Organization calls for matching of capabilities
and of compact the threats to the business. The management can identify those opportunities in
different countries, which the firm with its existing capabilities can exploit folly to improve its
profitability and grow successfully.

Strengths:
The strength of Keltron is a team of experienced technocrats with smart supporting staffs. It is
the only manufacturer of capacitors in Kerala and its quality is known worldwide.

 Government undertaking company.

 Experienced technocrats and supporting staff.
 Well known quality product worldwide/strong brand name.
 Financial assistance from government.
 Top costumer services.
 Work order from government.
 Well use of available technology and resources.
 Good communication and employees' relations.
 Total quality Management system.
 Quality maintenance in each work process.
 Competition is low.
 Better supplier relations.

Weaknesses:
 Periodical changes in government policies especially the imports policy.
 Diversification is very slow.
 It is a government organization so, recruitment takes time.
 Inadequate capital for growth.
 Lack of technology upgradation.
 Inadequate marketing techniques.
 Proposal approval from government takes long time.
 KELTRON

 Lack of market research and information.

 Lack of infrastructure facilities for growth.

Opportunities:
 Diversification of products.
 Recruitment of young talented professionals.
 Order from private firms.
 Introduction of new technology.
 Innovations in their products' design and features.
 Government plans to transform Keltron as an ordinance factory.
 Marketing department undertakes new opened projects.

Threats:
 Emerging of competitors in the field of their products.
 Globalization.
 Low priced products of competitors.
 New policies of the government.
 High cost of production.
 Emergence of modern technology.

INSTITUTE OF MANAGEMENT IN KERALA 58

Threats:
Threat of closure
Low priced products of competitors
Quitting of highly skilled technicians
Inability of government and management to make arrangements for OTS with Bank
Different attitude of the changing governments
 KELTRON

PORTER'S FIVE FORCE ANALYSIS

 KELTRON

The Five Competitive Forces analysis model was developed by Michael E. Porter in his book
called “Competitive Strategy”, Techniques for Analyzing Industries and Competitors in 1980.
Since that time the 'five forces tool' has become an important method for analyzing an
organizations industry structure in strategic processes.
Porter identified five competitive forces that shape every single industry and market. These forces
help us to analyze everything from the intensity of competition to the profitability and
attractiveness of an industry. The five key areas namely;
i. The threat of entry,

ii. The power of buyers,

iii. The power of suppliers,

iv. The threat of substitutes,

v. Competitive rivalry.

I. THREAT OF NEW ENTRANTS

The easier it is for new companies to enter the industry, the more cut throat competition there will be.
Factors that can limit the threat of new entrants are known as barriers to entry. The threat of new entries
will depend on the extent to which there are barriers to entry.
 Government legislation and action.
 Brand loyalty of customers
 Distribution channels are controlled by existing players
 Legislation and government action

II. BARGAINING POWER OF SUPPLIERS

The pressure suppliers brought in business. Supplier bargaining power is likely to be high when
 The market is dominated by a few large suppliers rather than a fragmented source of supply
 There are no substitutes for the particular input
 The products being produced by Keltron are mostly controlled by government no any other
supplier.
 KELTRON

III. BARGAINING POWER OF BUYERS

This is how much pressure customers can place on a business. The bargaining power of customers
determines how much customers can impose pressure on margins and volumes. In case of Keltron
its major customers are the government mainly traffic police as well as ISRO hence the bargaining
power of buyers is moderate because there are large players in the market

IV. THREAT OF SUBSTITUTES

A threat from substitutes exists if there are alternative products with lower prices or better
performance parameter for the same purpose. With the fast growing technology the number of
substitute are gradually increasing.

V. RIVALRY AMONG EXISTING COMPETITORS

This describes the intensity of competition between existing firms in an industry. Highly
competitive industries generally earn low returns because the cost of competition is high. Despite
that Keltron has competitors between the existing firms it has a low market growth.
 KELTRON

CHAPTER VI
FINDINGS, SUGGESTIONS
&
CONCLUSION
 KELTRON

FINDINGS, SUGGESTIONS & CONCLUSION

FINDINGS

Good reputation of the company: Quality products and the government brand name is a major
advantage for KELTRON. It has a wide acceptance among the customers since it possesses a good
customer handling and great quality products.
 Keltron produces high quality products but at a comparatively higher price than its
competitors.
 As keltron imports Raw material, import cost is high leading to a loss as the sales price is not
able to cover the loss.
 Well-discipline staff and employees.
 Good HR planning.
 Government control has a bad effect on the company, and effected its recruitment.
 Even though Keltron has short comings, being an electronic goods manufacturer it has every
chance to improve.
 The marketing and promotional activities followed by the company are not up to the market.
 The marketing techniques of Keltron are not upon the new business world.
 Involvement of political influence can affect the company's performances.

SUGGESTIONS

 The company should try to use its production capacity to the maximum.
 The company should try to sell it product at competitive price.
 Adopt new and improved design for the products.
 Introduce new innovated products to the market.
 Improve the technologies use in KELTRON.
 Appoint talented young employees.
 Reduction of cost is a must for the company to survive.
 KELTRON

 There is a vast scope if the company focus on the IC capacitors since the present demand is
high and is expected to be so in the coming years.

CONCLUSIONS

According to my experience I would like to say that this study was very beneficial for me, I found
That the entire experience very rewarding. I could get a good idea about the history and profile of
KERALA. The organization study has given me an insight into working of an organization
engaged in the production of electronics equipment.
A nation's future and its ability to compute in the global market depend greatly on how it generates
new ideas and innovations in science and technology. Keltron has initiated steps to create a
knowledge center that would catalyze the process of knowledge assimilation as well its
dispensation. Keltron is one of the leading capacitors manufacturing companies in Kerala. It is an
ISO 9001 certified functioning company. It has always been able to provide high quality products.
It also has a super Research and Design section that help in providing capacitors according to the
needs of the customers. It has committed set of technocrats who work tirelessly for the
accomplishment of the goals of the company.
The company provides employment for the handicapped people giving them high respect. It has a
Very eco-friendly surrounding helping its employees to keep a cool atmosphere. Keltron after its
bad play has found a stage where it can make profits. As an electronic goods manufacturer, it has
a bright future ahead, a future belonging to innovation and simplicity of electronics.
 KELTRON

BIBLIOGRAPHY

 Annual report of KELTRON Communication Complex.

 Company brochures and manual.

 Amstrong, Michael (2006), a Handbook of Human Resource Management Practices, Kogan Page
 http://www.spiraxsarco.com/resources/steam-engineering-tutorials/
 htt://www.emersonprocess.com/

 http://www.keltron.org/

 http://electronicdesign.com/blog/sizing-market-s-movers-and-losers
 KELTRON

APPENDIX

The questions prepared for collection of primary data:

PERSON CONTACTED: DESIGNATION: Head of HR

HR
1. What are the roles and responsibilities of an HR in KELRON?
2. What is the recruitment and selection method and process in KELTRON?
3. Which type of trainings do you provide to your new employees?
4. Tell us about your normal working hours, leave & compensations?
5. Do you have any specific salary scale?
6. What are the performance appraisal methods used in KELTRON?
7. Do you have any welfare system for your employees?
8. What is your Management style for promotion and demotion of employees?
9. Describe a difficult experience you had with an employer/manager and how you
handled it.
10. What can you do when an employee doesn’t want to develop?
11. How can you make negative staff more positive?
12. How will you motivate the employees and assist them in achieving professional goals?
13. What are the motivational steps provided to an employee to develop his skills?
14. What makes you proud to work at this company?
 KELTRON

PERSON CONTACTED: DESIGNATION: Senior Marketing

Officer

Marketing department

1. What are the main functions of Marketing Department?

2. How many staff are in this section and what are their roles and responsibilities?
3. What are the quality objectives of marketing section?
4. How does this section process different requirements that are needed for this company?
5. How is work divided in this section?
6. Name the competitors of KELTRON?
7. What are the steps taken to get more work orders from new customers?
8. How good is your customer service?
9. Whether after-sale servicing is done for your products or not?
10. On average, how many hours do you work a day?
11. What is the marketing Mix of KELTRON & how and when do you conduct a market
research?
12. Do you have any strategy for your product innovation?
13. Mention the various components of marketing management
14. What are the current approaches used for marketing?
15. What is the flowchart of marketing in KLELTRON?
16. How do you measure the effectiveness of marketing?
17. Do you get the feedback from your customers, if yes, how?
 KELTRON

PERSON CONTACTED: DESIGNATION:

Production (Traffic Signal, Computer Assembly, Assembly II, Transducer

Assembly)

1. What are the products manufactured?

2. How many employees are there in the section?
3. How long it will take to complete a work?
4. How work is distributed among the workers?
5. How do you treat the employees? Whether show any discriminations with respect to their
skills?
6. What are the motivational steps provided to an employee to develop his skills?
7. How will you respond to misbehaving employees?
8. Actions taken to avoid conflict between employees?
9. What are the steps to encourage employees who performs well? Eg. Providing rewards,
Appreciation, incentives etc.
10. What are steps taken to improve the quality of production and reduce the time?
11. Whether employees engaged in their work for the whole 8 hours?
12. How do they spend time if there is no work?
13. Whether the employees are responsible? If no., what are the measures taken to make them
responsible?
14. What are the factors that affect manufacturing process?
15. What are the safety measures for the products and employees?
16. What are the problems or drawbacks of the section? How can it be eliminated?
 KELTRON

PERSON CONTACTED: DESIGNATION: Head of Purchasing

Department

PURCHASE

1. What are the functions of purchasing Department in KELTRON?

2. How many staff in this Department?

3. What jobs are assigned to each staff?

4. What is the role of purchasing Department in increasing the profit of the company?

5. What are the opportunities of purchase Department?

6. What is the process flow in purchase Department?

7. What is purchasing cycle?

8. What is a purchase order system?

10. What does a purchasing specialist do?

11. How many types of purchase orders are there?

12. If a buyer or purchasing agent is consistently underperforming, what would you do?

13. A batch of products that was just delivered doesn’t meet specifications. How do you handle
it?

14. Tell me about a time you had to lead a team of buyers for a project. Were you successful?

15. Tell us about your experience in negotiations?

16. What is your greatest strength as Purchasing Manager?

 KELTRON

PERSON CONTACTED: DESIGNATION:

SERVICING

1. What is the role of servicing in business?

2. What service channels are most successful or popular?
3. Is our customer service department improving operational efficiency while reducing costs?
4. Do our service agents have the data they need to make our customers successful?
5. Are your customers satisfied?
6. Do your Service Technicians/Advisors identify potential problems?
7. Are your Technicians efficient service providers?
8. How do you celebrate success with your employees?

9. How do you or your company debrief negative experiences, turning them into teaching
opportunities?

10. What does your company do to actively seek out complaints and problems?

11. How does your company train employees in customer service and relationship building
skills?

12. What are the roles of different staffs in this section?

13. How many employees are there in the section?
14. How long it will take to complete a work?
15. How work is distributed among the workers?