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PROJECT
CONTENTS
SLIDE NO:
Overview
3-5
6-10
Location
11-12
Products Mix
13
600 KV UPS
14-15
Components
16
Opportunity
17
Work Flow
18-19
Layout
20-21
Process Flow
22-34
35
Material Handling
36
Bottlenecks
37
2
CONTENTS
SLIDE NO.
Technology
38
Information System
39
Environment Issues
40
HR strategy
41
Work Scheduling
42
Work Classification
43-44
Job Design
45
Conclusion
46
OVERVIEW
Keltron, Kerala State Electronics Development Corporation
OVERVIEW Contd
Keltron was formed with Shri. K. P. P. Nambiar as
OVERVIEW Contd
More than 2,000 people are engaged directly or indirectly by Keltron for the
manufacture of electronic goods.
Keltron products are brought to the customers through a nation-wide marketing
and sales network with Marketing Offices in Mumbai, New Delhi, Kolkata,
Chennai, Bangalore, Ahmedabad, Hyderabad and Trivandrum.
All production centers and business units of Keltron are
ISO 9000 certified.
KELTRON GROUP
1.Keltron Equipment Complex, Karakulam, Thiruvananthapuram
2.Keltron Communication Complex, Kulathur, Thiruvananthapuram
3.Keltron Lighting Division, Moodadi, Kozhikode
4.Keltron Controls, Aroor-Alappuzha
5. Keltron Electro Ceramics Limited, Malappuram
6.Keltron Component Complex, Kannur
7.Information Technology Business Group, Vellayambalam, Thiruvananthapuram
7
PEG
SSG
SPG
Keltron
Equipmen
t Complex
IDPC,
Training
Centre
SEG
iTAC
LOCATION
The Keltron Equipment Complex is situated in Karakulam, a village that is located
15 km to the north-east of Thiruvananthapuram city, on the way to
Thiruvananthapuram-Tenkasi state highway.
The Govt. of Kerala had acquired 19 acres of this land way back in 1973 with an
aim of developing this area.
Shri. C. Achutha Menon, the then CM of Kerala was very much interested in this
project and helped expedite many formalities associated with the same.
His idea was to have this area developed and create job opportunities for people
living nearby.
11
LOCATION
12
PRODUCT MIX
Seismically qualified IGBT based uninterruptable power supply system up to 1000kVA
High frequency IGBT converters
Rectifiers
Industrial Battery chargers
High capacity voltage stabilizers
AC& DC Distribution boards
Static compensator
Solar Inverters and many more.
13
14
FEATURES
1.Indigenously developed highest capacity UPS
2.600kVA single module system
3.12 pulse charger
4.IGBT based PWM technology
5.DC bus supported by 2250 AH, 360V Plant battery
6.Capable of starting 132kw Induction motor
7.IP 31 protection
8.Fault diagnosis on PCB front plate itself
9.24x7 power supply even when servicing
15
COMPONENTS
1.Rectifiers and Charger
2.Transformers
3.Capacitors
4.PCB
5.Battery
6.Inverter
7.Static Switch
8.Maintenance Bypass
9.External Maintenance Bypass
16
OPPORTUNITY
Rs. 5000 crores industry.
Rise in number of power based industries in India.
Less number of players in medium and high scale UPS industry
17
WORK FLOW
1.Client request initiated
2.Marketing Dept Tender
3.Marketing Dept issues ESO based on Purchase Order
4.Copies of ESO sent to Planning, Finance and QA departments.
5.Engineering department prepare BOMs based on the ESO
6.Based on ESO, Purchase Requisition is prepared
7.Enquiry form sent to prospective vendors
Order of approval of the purchase committee is as follows: Head (purchase), Head (Planning),
Head (QA), Head (Finance), Group Head, Unit Head, Head (corporate finance) and Managing
Director
18
WORK FLOW
10.Vendor delivers proposed materials to inward store
11.GRCIR generated at Inward Store; sent to QA dept.
12.After inspection, sent to Holding Store
13.Defective materials are identified, noted in Rejection Control Register
14.Store Requisition generated by Planning Dept.
15.Materials get issued to respective sub sections accordingly.
19
LAYOUT
The layout followed is a process layout.
The machines are arranged according to the nature or type of the operations.
The process layout is particularly useful where low volume of production is needed.
Same type of operation facilities are grouped together such as fabrication machines are
placed at one place, all the transformer winding machines are at another place and so on.
20
SHOPFLOOR LAYOUT
21
TRANSFORMER
MANUFACTURING
PCB ASSEMBLING
ASSEMBLING
QA/ QC
TESTING
PACKING/
DISPATTCH
22
2.
CABINET MANUFACTURING:
23
24
ELECTROPLATING SHOP
2. Cadmium plating
3. Zinc plating
25
26
TRANSFORMER MANUFACTURING:
27
TRANSFORMER WINDING
28
PCB MANUFACTURING:
29
30
ASSEMBLING
31
The QA/QC engineer from Keltron then checks the UPS for any defects that might have
crept in during assembly.
7.
Next, it is taken to the internal testing facility at Keltron which consists of more expert
engineers and professionals.
8.
When the engineers at the testing facility approve the UPS, a Final QC inspection is
done by a team of engineers, out of which one engineer would be an external engineer.
9.
After client inspection, the Marketing department is again intimated in order to issue the
Dispatch and Billing Advice (DBA) to the Dispatch Department.
8.
After their team gives the final approval, the UPS is packed and finally dispatched to
the client.
32
33
34
MATERIAL HANDLING
FOUR WHEEL DOLLY
Four wheel dollies are used to transfer raw materials and unfinished products (work in
progress) from one section to another within PEG.
35
36
BOTTLENECKS
The chance of failure of any of the components in the UPS
The chance of late delivery of the order
Sourcing batteries for the UPS
The battery that is sourced widely is the Ni-Fe battery. They have to be customised in a way
that makes them different from a typical deep cycle. Absorbent Glass Mat (AGM) batteries we
are the ones that we buy at the hardware store.
37
TECHNOLOGY
IGBT (Insulated- gate bipolar transistor)
based PWM (Pulse width modulation)
INFORMATION SYSTEMS
The information system used is ORACLE.
All departmental data are stored in ORACLE databases.
The data stored include finance, order processing,
manufacturing, and customer relationship management
systems.
Some of the data would be visible across departments
Sensitive data, pertaining to a department, might at
times, be visible to that department alone.
39
ENVIRONMENTAL ISSUES
Since this is a purely electronics industry, it is
classified as a 0 % waste producing entity.
No wastes that are hazardous to the earth are
produced.
The only wastes produced in minimal amounts are
E-wastes.
These wastes are collected by a mobile E-waste
collecting vehicle which is sent on a monthly basis
by Clean Kerala Company, an initiative by the Govt.
of Kerala to collect E-wastes from municipalities.
40
WORK SCHEDULING
The work schedule is normally from 9:00 AM to 5:00 PM Monday -Friday, adding up
to 40 hours a week.
Employees do not work in shifts in Keltron. Instead, they are given overtime pay,
depending on the extra hours worked.
Scheduled according to the work order received by Marketing Department from client
Each machine and each operator is allotted work separately keeping productivity in
mind.
42
WORK CLASSIFICATION
MD
CHIEF CGM
CGM (PEG)
DGM (ERP)
MANAGER
(HR)
GM
(FINANCE)
GM
(PURCHASE)
MANAGER
(MIS & CDS)
43
MANAGER
(P&S)
WORK CLASSIFICATION
CGM (PEG)
DGM
(MARKETING)
DGM
(OPERATIONS)
DGM (QA/QC)
Marketing Manager
Senior Engineer
Senior Engineer
Operators
44
JOB DESIGN
Job rotation/job enlargements are less since the jobs are scientifically-specific.
The approach at Keltron is more or less that of scientific management which
emphasizes work simplification and explicit specifications regarding the job tasks.
The jobs are usually defined by the scientific management team.
The advantages to this type of work are that it allows all workers to understand
their tasks and create efficient production due to repetitive, precise work.
The big disadvantage is that it does not allow for any worker thought or creativity.
This would eliminate worker feedback, which helps with job productivity.
45
CONCLUSION
The operations of the Power Electronics Group were studied effectively.
The company has made its national presence felt and it could very well be
attributed to the excellent operations planning at both the assembly line and at
the product and process level.
Learnt that operations embraces all the activities required to create and deliver
an organisation's goods or services to its customers or clients.
Significant analysis and planning are required to ensure that a potential
location will properly support the long-term strategy and objectives of the firm.
The future outlook for the company appears o be bright but the company
would have to make the changes in the technologies accordingly.
46
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