A Project On Rayen Steels by Atul Jain

An organization study At Rayen Steels PVT Limited
INTRODUCTION
THE COMPANY IS INTENDED TO EVALUATE THE EXISTING ORGANIZATIONAL STUDY AND EFFECTIVENESS OF TRAINING AND DEVELOPMENT FOR FRESHERS A CASE STUDY CONDUCTED AT RAYEN STEELS Pvt Ltd. The study will help the company to know, the employees point of view and to know how training and development has direct relationship with the behavior and their employees. It was found that the training and development method used for customer sales specialist was field review method and for sales executive it was self assessment method and 360 degree method, which was assessed by the superiors. 84% of respondents know About the Training and Development system in the company. 84% have been appreciated by the company for their performance. 94% think team work contributes for achieving the goals or targets. It is recommended to use formal performance reviews for developmental purposes and hold them more frequently than once in 6 months. Training and Development as a process should not be sidelined. It should be treated as formal and indispensable part of the system; the advantages of holding the appraisals should be utilized to its best possible extent. The outcomes of training and development should be looked into and appropriate development measures in the form of training and development, counseling should be incorporated. Base promotion decisions on individuals potential to perform in the new job. A persons brilliant performance in one type of task does necessarily mean he would perform well on other different tasks. It is usual practice to promote people and put them on a different task. The promotion should be based on the persons ability to adapt and work effectively on the new job, which can be looked into with adequate training.
RJS Institute of Management Studies
Page 1

STEEL MAKING: The well established route of steel making is through Blast FurnaceBasic Oxygen Furnace (BF-BOF). This route of steel making requires not only huge investment but also implementation period would be very long. Also it requires a large quantity of coking coal whose availability is limited in India. The huge capital cost together with the scarcity of coking coal had given raise to the development of secondary steel making i.e., through arc furnace and induction furnaces established to operate on scrap were facing certain problems, which have given raise for finding an alternate material for scrap. Hence sponge iron has emerged as substitute for scrap in the secondary steel, making. The development of steel industry in India should be viewed in conjunction with the type & systems of government that had been ruling the country. However production is signification quantity started only after 1900. The growth of steel industry can be traced or conveniently studied by dividing the periods into post & pre independence periods. By installed capacity for ignorant steel production was 1.5 million tones & during the independence period there was no significant development in the steel sector mainly due to apathy of the government.1950 the total Only after independence bold steps were taken to develop this sector & the capacity increased from 2.2 to about 16 million tons by 90s. China, producing less than a million tons of steel prior to revolution in 1949, has now become the largest steel producer in the world. During 2005 the global steel production stood at 1132 million tones, showing a rise of 6 per cent over the last year. The countries in South America, CIS (former Soviet Union) Europe and North America have actually shown negative growth. The Asian continent for the first time produced more crude steel than the rest of the world combined. Major shift has taken place because during 2005 with China producing 349 million tons of steel, accounting for 32 per cent of the world steel production. During 2005, Chinese steel production increased by 69 million tones i.e. by 25 per cent. Chinese steel output was more than three times that of Japan and four times of USA during 2005.
Page 2
OBJECTIVES OF STUDY
1. 2. 3. 4.
To conduct a detailed study of rayon To understand the structure and functioning of the various departments in rayon To develop a SWOT of the organization. To identify the various problem areas and give suitable suggestions
SCOPE OF THE STUDY The scope of the organizational study is wide. The study helps to know about the work culture of the organization. It also helps us to enable about the duties, responsibilities, and functions of each departments in achieving the organizational goal of the company. Moreover, it helps to ascertain the interrelationship among different departments in the organization. It also helps us to know about the organization hierarchy, structure and its policies.
Page 3

INDUSTRY PROFILE
The history of the industry and its growth begins with iron & steel. In India, significant additions to iron and steel capacity were made during the 50s & 60s by setting up new integrated steel plants at Rourkela, Bhili, and Durgapur & Bokhara, which involved large investments in the public sector. These plants are based on the conventional route of iron making, using blast furnaces. While the initial growth has been quite impressive, the 70's witnessed constraints in further growth due to the deteriorating quality as well as limited reserves of metallurgical 'coking' coal, the essential feed material for blast furnace and the spiraling capital costs in building economically feasible sizes of integrated steel plants. In advanced countries, and more so in the developing countries the need to find alternative technologies which do not require 'coking' coal for the production of iron and steel was being felt However, considering its potential as relevant to our raw material situation, the Government of India decided to establish a semi-commercial 'Demonstration Plant' so that raw materials available in the country could be extensively tested and processed regimes developed. It was envisaged that the demonstration plant would provide the necessary interface for developing.
WORLD STEEL INDUSTRY Steel, the recycled material is one of the top products in the manufacturing sector of the world. The Asian countries have their respective dominance in the production of the steel all over the world. India being one among the fastest growing economies of the world has been considered as one of the potential global steel hub internationally. Over the years, particularly after the adoption of the liberalization policies all over the world, the World steel industry is growing very fast.
Page 4

World Steel Industry Production The following table gives a clear picture upon the major steel producers in the world as of the year. Country China Japan United State Russia South Korea Brazil India Italy Steel Production (tap) 272.5 112.7 98.9 65.6 47.5 32.9 32.6 28.4
In the year 2004, the global steel production has made a record level by crossing the 1000 million tones. Among the top producers in the steel production, China ranked 1 in the world. Production of steel in the 25 European Union countries was at 16.3 met in January 2005. Production in Italy increased by 11.5 per cent in comparison to the same month in 2004. Italy produced 2.5 met of crude steel in January 2005. Austria produced 646,000 metric tons. In Russia it increased by 4.0 per cent to reach at 5.5 met in January. In case of the North America region particularly in Mexico it was 1.5 met of crude steel in January 2005, up by 8.0 per cent compared to the same month in 2004. Production in the United States was 8.3 met. Brazil had produced 2.6 met of crude steel in January 2005. In South America region it was 3.7 met for January 2005. According to rating made by the World Steel Dynamics", Indian HR Products are categorized RJS Institute of Management Studies Page 5

in the Tier II category quality of products. Both EU and Japan have ranked the top. USA and South Korea comes as like India.
GROWTH AND DEVELOPMENT OF STEEL INDUSTRY IN INDIA: The development of steel industry in India should be viewed in conjunction
with the type & systems of government that had been ruling the country. However production is signification quantity started only after 1900. The growth of steel industry can be traced or conveniently studied by
dividing the periods into post & pre independence periods. By 1950 the total installed capacity for ignorant steel production was 1.5 million
tones & during the independence period there was no significant development in the steel sector mainly due to apathy of the government. Only after independence bold steps were taken to develop this sector & the capacity increased from 2.2 to about 16 million tons by 90s.
Page 6

COMPANY PROFILE
RAYEN STEELS PVT LTD, which involves in producing sponge iron as a raw material for the steel manufacturing industries, has been established on 25th Feb 2003 and it has started its commercial production on 20th May 2003. Within the short span of time it has achieved an annual turnover of 30 cores.
LOCATION:
Rayen steel plant is located in the state of Karnataka. It is located in Haraginadoni village and it is 16km far from Bellary and 5 km far from Kudithini. In general selection of suitable site for the sponge iron plant is governed by following factors: Proximity to raw materials Proximity to consuming centers Availability of infrastructure facilities like land, power, water, communication. Availability of Labor. Transport Facilities Nearness to Markets Government Policy Natural Environments Finance and Research Facilities Cultural and Economic peculiarities etc
An ideal location for establishing a sponge iron plant is when the proposed site is near to the iron ore and other raw material sources (mainly coal) and at the same time relatively close the market centers i.e., secondary steel making units.
As one of the two main raw materials i.e., iron ore is availability in abundance in Sandur sector, the ideal location of plant is considered to be near Bellary. In so far as coal RJS Institute of Management Studies Page 7

is concerned, the nearest coal field is Singareni Collieries (SCCL) from where acceptable quality of coal can obtained. As the quality of coal required is only 40,000 TPS its an availability and transportation from SCCL by road in feasible. Apart from this if needed imported coal can also be considered through Chennai port in fact, Jindal Vijayanagar steel is obtaining imported coal for their operations.
As regards marketing the product, the same can consumed by large number of induction furnaces of even by mini blast furnaces located in the south. In fact, use of sponge iron to some extent in combination with iron ore would tend to reduce the coke rate of the blast furnace.
PLANT LAYOUT: Objectives of a good Layout 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. Provide enough production capacity. Reduce material handling cost. Reduce congestion. Reduce hazards to personnel. Utilize labor efficiently. Increase Employee morale. Reduce accidents. Utilize available space efficiently and effectively. Provide for volume and product flexibility. Provide ease of supervision. Facilitate coordination and face-to-face communication. Provide for employee safety and health. Allow ease of maintenance. Allow high machine/equipment utilization. Improve Productivity.
Page 8

PROMOTORS:
1. 2. 3. 4. o o o o Mr. P. Obol Reddy (Executive Director) Mr. S. Prakash (Director) Mr. A. Manohar (Director) Mr. G Ramu (Director)
CATEGORY TYPE INITIAL INVESTMENT :
: :
Medium scale industry Private Limited Company 14.86 cores. 100TPD
PRODUCTION CAPACITY :
IDENTIFICATION OF TYPE OF LAYOUT

In this plant I have identified it is a product layout or straight line layout is a single product oriented layout appropriate for standardized product and for large volume production. The facilities are laid out such that each equipment gives a specialized service of sequence of task.
STRUCTURE OF THE COMPANY

In this organization there are FIVE DEPARTMENTS, they are: a) Processing department b) Mechanical department c) Electrical department d) Stores department e) Civil department
A) PROCESSING DEPARTMENT: Here we can say that processing department is the heart of the industry. In this department the employees have been working on the processing of the production. In steel industry maintaining quality is very important. In getting quality output the procedure of
Page 9

processing takes a vital part like in what proportion the raw materials are to be used; in what time it is to be released etc...
The following chart show entire process
Kiln main drive
Feed Belt
Stock house (raw materials)
Processes
Cooling
Sponge iron
Product house
CD belt
Lab testing
The main component in this production process is that Kiln The following are main components are included in the kiln. 1. Kiln main drive: It is used for rotating kiln. 2. Cooler main drive: It is used for cooling after all process the products should be cool. 3. Sheller fan: it is used for controlling temperature that is increasing or decreasing the temperature. 4. Lube compressors: it is used for coal feed into Kiln by pressure. 5. Iron weighing feed: it is used for transfer raw materials into kiln. 6. ESP ID fan: it is used for maintaining a pressure. 7. Feed coal range: it should be range +14-1. 8. Injection coal 9. Dolomite RJS Institute of Management Studies Page 10

10. CB Fan: it is used for output increasing to temperature RACF: Rotary Air Lock of System. 11. Poll: it is used for controlling air pollutions. 12. Char coal: wastage ECT
Production capacity of plant: Every day the capacity of production this plant 100 tones sponge Iron per day.
B) MECHANICAL DEPARTMENT: This department deals with mechanical function of the company. Some of their works are erection, maintenance of the plant etc. Their role is considerable in this industry. C) ELECTRICAL DEPARTMENT: This department deals with electrical aspects of the company. They have been working on wiring, checking the motors which are very important in running the plant, checking the power fluctuations in the plant etc.
D) STORES DEPARTMENT: All the required materials or goods by the plant are kept in the stores and whenever there is necessity they utilize those goods. The some goods like spare motors, lubricants, tools etc.
E) CIVIL DEPARTMENT:
This department is involved in constructive works of the company. They also work on cleaning the raw materials like coal, iron ore etc.
Page 11

SPONGE IRON
Sponge iron is a metallic product is produced by direct reduction of iron ore or pellets in the solid state (i.e., without the material going into the liquid phase as is the case in the blast furnace, which is the conventional route for converting iron ore into iron). It is also known as Direct Reduced Iron (DIR). The final product after such direct reduction contains a large percentage of metallic iron with levels of metallization unto 90% and the balance being some amount of reduced iron oxide and the gangue in the ore. The Sponge Iron has a highly porous structure when viewed under the microscope and hence this product is called Sponge Iron.
COAL-BASED AND GAS-BASED PROCESSES FOR MANUFACTURE OF SPONG IRON The reduction of iron ore either lump ore or pellets can be achieved by using either carbon bearing material, such as non-coking coal or a suitable reducing gas in the form of reformed natural gas. The processes employing coal are known as solid-reactant or coalbased processes, while those employing educing gasses are known as gas-based processes. Sponge iron produced by gas-based process is normally hot briquette and hence it is also known as Hot Briquette Iron (HBI). The choice of coal-based process depends largely on the availability of the reducing agent and iron ore/pellets as the case may be. Gas based Sponge Iron Plants are not only capital intensive but are also of large capacity in the range of 1.0 to 2.0 million TPA, where as coal based Sponge Iron Plants are less capital intensive and can be smaller in size to suit the investment requirement.
USE OF SPONGE IRON Sponge iron is a part-substitute for steel scrap in the manufacture of steel scrap in the manufacture of steel by electric arc furnaces and induction furnaces (i.e., the secondary sector). Steel melting scrap is primarily required for using as a feed material in all mini steel plants, which also use scrap for melting in electric arc furnaces/induction furnaces for manufacturing steel.
Page 12

Due to acute shortage of scrap worldwide, sponge iron has become the only alternative feed stock for secondary steel making and hence its demand is growing day by day. This is an abundantly reflected by the manner in which he price it commands in the market.
RAW MATERIALS
The principle raw materials required for the plant are: LUMP IRON ORE COAL LIMESTONE Requirement of raw materials and their possible source of supply are indicated in the table given below:
Sl.No:
Raw materials
Sources of Supply
Quantity for 100TPD
1.
Lump iron ore (5mm-20mm)
Sandur
51,000
2.
Coal
Singareni collieries
40,000
3.
Limestone
Dronachalam
1,500
Page 13
An organization study At Rayen Steels PVT Limited ORGANIZATION STRUCTURE
GENERAL MANAGER
PLANT MANAGER
G.M FINANCE
PRODUCITON MANAGER
HR MANAGER
MARKETIG MANAGER
MANAGER
ACCOUNTS
MANAGER PERSONAL MANAGER

SECURITY
MANAGER
ASSISTANT CLERK
FUEL OFFICER
TESTING
STAFF
TEAM
The above organization structure shows the following points. 1) Hierarchy relationship between different department members. 2) Participative management. 3) Cooperative work culture. 4) Standardized of polices. 5) Decentralized decision making system provided that some exceptions: Valuable & economical decisions are taken by top level management only. So it
is centralized decision making. Rayen steels ltd it is an organic structure. Page 14

FUNCTIONAL DEPARTMENTS
HUMAN RESOURCE DEPARTMENT FINANCE DEPARTMENT MARKETING DEPARTMENT PRODUCTION DEPARTMENT
HUMAN RESOURCE DEPARTMENT

STRUCTURE OF HR DEPARTMENT
General Manager
Welfare & safety
Administration
Securities
Environment
Transport HR (assistant) Time officer
Legal & compensation
Human Resources Management [HRM]:

Human Resources Management (HRM) means employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirements. Human Resources Management can be defined as that part of management process which develops and manages the human elements of enterprise considering the resourcefulness of the organizations own people in terms of total knowledge, skills, creative abilities, talents, aptitude and potentialities for effectively actuating. RJS Institute of Management Studies Page 15

According to Leon C. Megginson, the term human resources is define as the total knowledge, skills, creative ability, talents and aptitudes of an organizations workforce, as well as the value, attitudes and benefits of the individuals involved.
FEATURES OF HRM: Human resources management is concerned with employees both as individuals and as a group in attaining goals. It is also concerned with behavior, emotional and social aspects of personnel. It is a continuous and never ending process. It is concerned with the development of Human resource, i.e. Knowledge,
capability, skills, potentialities and achieving employees goals, including job satisfaction. It is a responsibility of all line managers and a function of staff managers in an
organization. It is concerned mostly with managing human resources at work. Human resources management aims at securing unreserved co-operation from all
employees in order to attain predetermined goals.
FUNCTIONS OF HRM: Managerial functions 1. Planning 2. Organizing 3. Directing 4. Controlling Operative functions 1. Employment 2. Human resources development 3. Compensation 4. Human relation 5. Industrial relations
Page 16

OBJECTIVES OF HRM: To create and utilize an able and motivated workforce, to accomplish the basic organizational goals. To establish and maintain sound organizational structure and desirable working relationships among all the members of the organization. To secure the integration of individual and groups within the organization by coordination of the individual and group goals with those of the organization. To create facilities and opportunities for individual or group development so as to match it with the growth of the organization. To attain an effective utilization of human resources in the achievement of organizational goals.
MODEL OF HRM:Environment refers to the external source or sources used to identify and select suitable candidate for recruiting to the job requirements of the organization. It consists of agencies registered for potential employees or executives and employment exchanges. It would also include in the present days, online employment bureau or help line for job search. After selection and recruitments, employees and executives placed in their duties and responsibilities. The managers of human resource department to assess the
performance of the recruited employees and executives carry out periodical monitoring and follow up. Training is imparted where necessary. The training would be conducted either by an organization or by specific employees or executives are sponsored by the organization to attend training program relevant to their activity. The employees and executives recruited from the competent and willing workforce striving towards the achievement of the organizational goals.
Page 17

SELECTION PROCESS AT RAYEN STEELS LTD
Reception of application Preliminary Interview Application bank Physiological Test Interview Waiting list of desirable application
Back ground investigation chart Final selection by Interview
Physical examination Placement
Page 18

FINANCE DEPARTMENT
Structure of Finance Department
MANAGING DIRECTOR
GENARAL MANAGER FINANCE
ACCOUNTS OFFICER
CHARTERED ACCOUNTANT
FINANCE EXECUTIVES
SECTIONAL ACCOUNTANTS
At any moment business firm can be viewed as a pool of funds. These funds come from variety of sources, investors or shareholders, creditors who lend in money and past earnings retained in the business. Funds provided from these sources are committed to number of uses: fixed asset used in production of product or service, inventory used in production and to facilitate sales, accounts receivable owed by the customers and cash and marketable securities used for transactions and liquidity purposes. At a given moment, the pool of funds of the firm is static. However the pool changes and these changes are known as funds flow. The term financial management connotes that these flows are directed according to some plan; it is with managing the flow of funds within the firm. Only when the funds are managed the company can spin money. This spinning of money out of money is entrusted with this department. So the finance department functions should be well organized.
Page 19

In this modern era of making money, finance is one of the basic foundations for all kinds of economic activities. It is the master key, which provides access to all sources to be employed in manufacturing and merchandising activities. It has been said that business needs money to make more money.
GOALS:
Profit maximization.
Functions of finance department: 1 Funding Activity: Banks provide both long term and short term funds. Long term funds like debentures, term loans etc. are used for project financing. Short term fund is taken to meet the working capital requirements. Commercial banks help in providing short term funds. Individual banks will not finance the whole requirement but they will share with
other banks. The finance department of BSIPL has to be always in touch with head office, so that the corporate office can transfer fund to the factory. This operation is called fund transfer booking. 2 Treasury Function: They maintain separate cash and bank balance book. They deal with funds by issuing cheques or with drawing cash. 3 Book Keeping: A company should maintain separate books of account. There is a computerized system including the accounts of purchase, sale, cash, bank, stock, fixed assets etc. 4 Audits: There are two kinds of audit: 1. 2. Internal Audit, which is for only department. External Audit, which include outside experts.
Page 20

The closing of account is done on yearly basis. There will be yearly date i.e. on April-March, which is considered as financial year. The main responsibility of accounts department is to arrange the funds time to time. At the end of accounting period they prepare profit and loss account, balance sheet. Then the final account is submitted to share holders. After that the auditors do the final auditing. 5 Taxation: There are different types of taxes like income tax, sales tax, and excise tax etc. the income tax is of two types one on the company and the other in the establishment. On the company it is based on the profitability. The authorities take the responsibility of paying tax by deducting the amount from their salaries. 6 Preparation of financial statement: Monitoring financial performance. Looking into the working requirements like men, materials, money etc. Maintaining proper books of account. Responsible of auditing. Remind the management about the plant maintenance and performance by way of
budget monitoring. Accounts are totally independent. Company maintains its own accounts. Then comes funding. It is based on cost basis. It is not profit centre, it is cost centre. The functions of this department is to maintain accounts of this unit, coordinating of head office and the unit for funds see that production is on. RESPONSIBILITIES: funds. Any decision regarding the financial requirements is taken jointly between the site To ensure that the accounts are maintained properly and costing is calculated using
computerization technique. Deviations of costs are highlighted to management and effective utilization of
and corporate office. It is taken in a formalized means.
Page 21

Raw material purchase Accounting: The department maintains the suppliers ledger. Bills of the suppliers are passed against the suppliers made and payment is made to them. Bills from suppliers are received in purchase department from where they are forwarded to the finance department along with the material received.
COST OF CAPITAL
The estimated cost of capital of plant is Rs. 1473.33 Lakhs (inclusive of taxes and duties). This includes land, civil/structural work; the cost has been arrived based on prevailing rates for estimated quantities. As for plant and machinery it is based
quotations/offers received for similar plant of our other clients/s.
MEANS OF FINANCING
The cost of the project would be financed in the following manner
1. Equity (own) 30% 2. Term loans from Institution/banks 70%
Rs. 442.00 Lakhs
Rs. 1031.33 Lakhs _________________
Total
1473.33 Lakhs __________________
Page 22

FINALCIAL RESULTS/RATIOS
Taking into consideration estimated cost of the project, means of financing as mentioned above on the working results projected over a period of ten years the financial aspects of the project are as follows: Rs. 1828.61 lakhs on 3rd year Rs. 38.58 lakhs on 3rd year 0.33% on 3rd year 12.56% on 3rd year : 2 years 45.43%
1. Operating cost 2. GP ratio 3. Operating profit 4. Break Even Point 5. Pay Back Period
: : : :
6. Internal Rate of Return :
Page 23

MARKETING DEPARTMENT
DEFINITION OF MARKETING
Marketing is a social process by which individuals and groups obtained what they need and want through creating, offering and freely exchanging products and services of value with others.
AIM OF MARKETING To know and understand the customer so well that the product or service first him and sells itself. Ideally marketing should result in customer who is ready to buy. All that should be needed then in to make the product or service available.
BACKGROUND During the early 90s, sponge iron industry emerged to provide an alternative to steel melting scrap which was increasingly becoming scarce. Special benefits were provided at required level by the government to encourage the production of sponge iron in India. Today, India is the largest producer of sponge iron in the world. The production of sponge iron in country as also resulted in providing an alternative feed material to steel melting scrap which was hitherto imported in large quantities by the electric arc furnace unit and the induction furnace unit. This has resulted in considerable saving in foreign exchange. The present capacity of sponge iron (both gas and coal based) in India is of the order of over 6.5 million tones surpassing that of Venezuela which is around 5.0 million tones. Major part of metallic requirement by the secondary steel sector is mostly dependant on sponge iron, as availability of indigenous melting scrap is limited coupled with shortage of imported scrap. The imported scrap prices are spiraling day by day and have increased from US$ 260 to US$ 325 presently.
Page 24

TARGET MARKET CUSTOMER NEEDS
Integrated marketing and profitability
OBJECTIVES OF MARKETING To take care of the sales and dispatching them properly To look after the central excise matters pertaining to the sales of the department.
POLICIES 1. Keep a watch on the market conditions. 2. Branch officials and agents should always be in touch with customer. 3. RAYEN always prefer to have direct contact with the plot owners for timely supply of raw materials. 4. Orders are always taken on first cum first basis and credit sales are negotiated only after knowing buyers credibility and prior approved of management. 5. The transporter approaches marketing section for billing and other various document required as per government rule. PRACTICES/PROCEDURE 1. Only those employees who know the local language are sent to the customers. 2. Marketer makes the customer to know the quality checks done at RAYEN. 3. The customers financial strength and weakness and requirements are known to the branch officers and agents.
MARKETING MIX OF RAYEN

1. PRODUCT: Sponge iron
Quality : High quality Branding: RAYEN STEELS PVT LTD Packing Color : Not required : ash
After sales service: Good RJS Institute of Management Studies Page 25

2. PRICE
Cash transaction: As Price is fixed by the sponge iron association it cant be changed. It is useful to maintain good and healthy relation with competitors. Cash discount: It is left to the company weather to discount or not if it is paid from cash. Credit period: 30 to 45 days
3. PROMOTION
Public relation: Good relationship Advertising & publicity: Not needed
4. PLACE
Channels of distribution: Direct selling and commission agents. Mode of transport : By truck only
MARKETING RESEARCH
DEFINITION OF MARKETING REASEARCH American Marketing Association defines marketing research as the systematic planning, gathering, recording, analyzing and interpreting of data for application of specific marketing decisions.
Page 26

PRODUCTION DEPARTMENT
PRODUCTION PROCESS; The process consists of reducing iron ore (lump or pellets) with solid carbonaceous material such as non cocking coal in a rotary kiln heated to a temperature of about 1000 c. If coal with a relatively low constant of volatile matter is used as the reluctant, the kiln firing is supplemented by gas or oil. the use of coal with high volatilize however eliminates the need for this additional oil the rotary kiln, which is inclined down words at approximately 2.5% is driven by a variable speed, thirstier controlled DC drive which enables the kiln speed to be maintained between 0.3 and 0.9 rpm . Due to its inclination , the raw materials gradually moves down towards the result , iron ore first gets preheated in the pre-heating zone and then gets reduced to sponge iron in the reduction zone.
The material discharged from the kiln is a mixture of sponge iron, char and dolochar. Since thismatarial is at a Farley high temperature. It requires to be cooled down to be a temperature where it could be congenitally handled. This is accomplished in a rotary cooler by means of indirect water sprays. The cooled product is subsequently screened to the required size fractions and magnetically separated for recovery of sponge iron while the non-magnetic like char and dolochar are dumped as waste.
The operating temperature in the kiln varies between 950 deg. C and 1050 deg. C depending up on actual process requirement. The temperature is controlled by adjusting the combustion air volumes injected in to the kiln by means of blowers mounted on the kiln shell. Coal is used as reluctant and fed in from feed end. In addition, fine coal is injected in to the kiln from the discharge end for the effective control of temperatures in the lower region of the kiln and also as substitute for oil.
The required quality of sponge iron (degree of metallization) is attained by controlling various process parameters like secondary air input, temperature profile, pressure inside the kiln, which is adjusted by adequate instructions, control systems designed for the purpose.
Page 27

RAW MATERIAL STORAGE AND HANDLING
Sized iron ore, sized coal and sized limestone will be received from the mines/suppliers directly by road unloaded and stacked in the raw material yard. The material will be withdrawn by means of pay loader and tippers and unloaded into the ground hoppers. From the ground hoppers, the materials would be conveyed to respective vibrating screens by means of belt conveyors and ultimately the sized material would be stored in the earmarked day bins. One road weight bridge would be provided for weighing all the incoming materials to the storage yard and outgoing materials from the storage yard.
Page 28
STOCK HOUSE
The reduction plant would have a stock house housing the day bins for storing sufficient requirements of various raw materials. Here, sized iron ore, sized fine coal, sized feed coal and limestone will be stored in separate RCC bins. Weigh feeders will be provided to the raw material bins for withdrawing predetermined quantities of iron ore, coal and limestone from the bins which will be conveyed to the kiln feed building by means of belt conveyor.
Page 29
KILN AND COOLER
For Direct Reduction of Iron ore, two rotary kilns which is the main/major facility. The kiln feed from the charging end will consist of screened iron ore, feed coal and limestone. A portion of fine coal will be injected from the discharge end of the kiln. Inside the kiln, the raw materials will be dried and heated to the reduction temperature of approximate 1000 degree centigrade. The iron oxides of the ore would
Page 30

Be reduced to metallic iron by carbon monoxide generated inside the kiln. The heat required for the process would be supplied by controlling of carbon and volatiles in the kiln. Thermocouples would be located along the length of the kiln shell for The temperature would be regulated by
temperature measurement in various zones.
controlling the amount of combustion air admitted into the kiln through fans mounted on the kiln shell. A variable speed main drive has been provided to rotate the kiln at desired speeds. Tor initial starting and during emergency operation an auxiliary drive has been provided which will rotate the kiln at a constant RPM. The inside of the kiln will be lined with special high alumina refractory. Light diesel oil or H.S.D oil will be used for initial heating of the kiln during start-up and during disturbed operation of the kiln. No fuel oil will be required in normal operation. However, in the event of any thermal imbalance occurring during operation, fuel oil will required to be used for correcting the imbalances in the shortest possible time.
The product from the kiln will be cooled in a Rotary Cooler by means of indirect spray of water. Arrangement for by passing the product will be provided at the discharge end of the cooler for any emergency discharge of materials.
The cooled product would be conveyed to the screening and magnetic separation building by a system of belt conveyors. The cooling water will be collected in troughs below the cooler and pumped to the cooling tower for cooling and recycling after adding the required make up water.
Page 31

PRODUCT SEPARATION
The cooler discharge consisting of sponge iron (lumps and fines) which are magnetic and char and dolochar which are non magnetic will be conveyed to magnetic separators. Magnetic fraction of + 3mm will be conveyed to sponge iron storage bin. The non magnetic fraction of +3mm will be stored in char bin. Similarly 3mm sponge iron fines and char fines (dolochar) are also separated and stored separately in different bins.
Page 32

WASTE GAS HANDLING SYSTEM
The waste gases from the kiln flowing in counter current to raw materials will pass through a dust settling chamber where heavier dust particles settle down due to sudden decrease in velocity of gases. Thereafter, the flue gases pass through an after burning chamber where any un-burnt carbon monoxide present in the gases will be completely burnt by blowing excess air. The completely burnt gases will then pass through a down duct into an evaporation cooler where the temperature is brought down and then through a E.S.P where balance dust particles are separated. Now the waste gases free from any dust particles and at a temperature of about 140c is let out into the atmosphere through an RCC stake of 40 meter high.
SRORAGE SHED
Sponge iron from the product separation unit will be conveyed to sponge iron bin of about 180 tones capacity. In the normal course, it is envisaged that customers trucks will be directly loaded from the sponge iron bin. However, in case the bin is full sponge iron from the bin will be transported to a covered shed for storage.
Page 33

CONTROL ROOM
A centralized control room is provided with metering and control instruments besides interlocking and protection schemes. The room will be centrally air-conditioned.
INDUSTRIAL WATER SUPPLY There is a hot well and cold well of supply and return water storage from cooler where sponge iron is cooled separately. Pumps are provided for circulation, cold water to cooler and hot water through cooling tower. The other requirements like for cooling compressor etc. is met from the ground water reservoir directly. An overhead tank is provided in the plant to meet the water requirement for about half an hour during emergency, like power failures, fire etc. This overhead tank has one separate compartment to store and supply drinking water to the plant personnel.
COMPRESSED AIR FACILITIES To meet the demand of compressed air, two water cooled compressor of 400 cfm and at a discharge pressure of 6 kg/cm sq is installed. This compressed air is used for operating the grease pumps and the pneumatic seals to kiln and cooler. For distribution of compressed air RJS Institute of Management Studies Page 34

to different consuming points, an adequate distribution net work of pipelines has been provided. LABORATORY FACILITIES
Laboratory equipments required are jaw crusher/roll crusher, disc pulverize, muffle furnace, drying cabinet, rotary sieve shaker, C and S apparatus, satmagan, electronic balance and glassware.
VENTILATION AND AIR CONDITIONING FACILITIES
The main system of ventilation for most of the buildings is naturally ventilated. Mechanical ventilation is provided in such premises where natural ventilation cannot provide the desired effect. The control room shall be centrally air conditioned. Local exhaust fans are provided where necessary for removing objectionable fumes and vapors. De-dusting system has been considered for removing dust generated at transfer points in the handling, transportation of raw materials and finished products. Exhaust ventilation are
Page 35

provided for the switch gear room of the main step down sub-station, transformer station, store room and toilets.
CENTRAL STORES One central store is provided to store various materials consumables and spares viz, equipment, conveyor belts, grease, lubricants and refractors to meet operation requirement of the plant. POLLUTION CONTOL FACILITIES
AIR POLUTION CONTROL
The air over a Sponge Iron Plant area and beyond its boundaries tends to get polluted with gases and dust particles emanating from the stack, transfer points of conveying and handling equipment. The major atmospheric pollutants in a Sponge Iron plant are waste gases mainly consisting of carbon dioxide, sulphur dioxide, nitrogen, iron ore dust, coal fines, ash, limestone fines, etc.
Exhaust from both technological and ventilation equipment would be treated and let off to atmosphere at a height according to air pollution control norms. The stack height will be chosen as to ensure that ground level concentration of pollutants remains within the permissible limits ensuring that the chimney height is at least 2m above the top most point of the adjacent tallest building. RJS Institute of Management Studies Page 36

The off gas from the rotary kiln containing combustibles like carbon particles and carbon monoxide apart from oxides of sulphur and fines of iron ore, coal and limestone are completely burnt in the after burning chamber and the waste gas is passed through gas cleaning plant consisting gas conditioning tower and EP to make free from any hazardous elements before being let out into the atmosphere through a 40 m high stack.
WATER POLLUTION Adequate effluent handling, treatment and disposal measures have been taken to conform to prescribed norms. The waste water after treatment would be discharged into the storm water drainage system, chemical wastes from laboratory, will be neutralized before discharging into the sanitary sewerage treatment system
NOISE POLLUTION CONTROL Due to technological reasons, it may not be practicable to entirely eliminate the noise. However, noise levels could be brought down to the acceptable level wherever possible. The major equipment of high noise production can be identified as ID fan, de-ducting fan of Sponge Iron Plant, compressors in compressed air station, ventilation fans, etc.
Various measures like reduction of noise at source, providing acoustic lagging for the equipment, isolating the noise producing equipment etc would be adopted to reduce the noise pollution from this equipment. The compressors in the compressed air station would be provided with suction side silencers.
Ventilation fans would generally be installed in enclosed premises. Supply ducts and grills on the ventilation and air conditioning system would be suitably sized for minimum noise level.
WATER GAS EMANATING POINTS AND CONTROL DUST EMISSIONS AND CONTROL From the transfer points at crushing, screening, cooler discharge and product separation, some quantity dust is eliminated. To avoid the pollution of the environment, RJS Institute of Management Studies Page 37

the de-dusting points are provided at these three places. In this system, the suction ducts are provided at various points and connected to a bag filter house. One ID fan is used to create suction and the dust particles collected in the hopper are drawn out with the help of a rotary valve, for humidifying the dust to avoid flying of the same.
THE ROLE OF AN INDIVIDUAL IN THE PREVENTION OF POLLUTION;
Initially individual must try to answer four basic questions; Where do the things that individual consume come from? What an individual know about the place where he live? How an individual connected earth and other living things? What is the individual purpose and responsibility as a human being?
Try to plant trees wherever we can and more importantly take care of them. They reduce the air pollution Use rechargeable batteries. Try to avoid asking for plastic carry bags when we buy groceries or vegetables or any .
other items. Use our own cloth bags instead. Use sponges and washable cloth napkins, dish towel and handkerchiefs instead of Dont use disposable paper and plastic plates and cups when reusable version is
papers ones.
available.
EFFECTS OF ENVIRONMENTAL POLLUTION; Soil loss causes poor growth of crops, grassland and forests. Loss of nutrients from land maser to the oceans and other water bodies takes place
causing water pollution. Air pollution caused by fine soil particles in the air intercepts sunlight and might affect
chemical process in the atmosphere
Page 38

EFFECTS OF INDUSTRIAL WASTE; Spread of infectious diseases Pollution (soil, water, land) Landscape total spoilage. Reduction in aesthetic value and usefulness of roads. Industrial waste also acts as birthplace for rate, insects, mosquitoes and bacteria.
ELECTRICS POWER REQUIREMENT
The power requirement of the proposed Sponge Iron Plant is estimated at 1500 KVA on 30 minute maximum demand arsis with an annual energy consumption of 5 million KWH. HT power shall be made available at plant site by KEB. EMERGENCY POWER SUPPLY
Page 39

One set of 500 KVA rating at 415 V, 50 Hz is provided to cater to the emergency power requirement of vital units of the plant requiring uninterrupted power supply. The DG set will be complete with auxiliaries like AMF panel, day oil storage with transfer pumps etc, and necessary instrumentation.
Page 40

SWOT ANALYSIS
STRENGTHS: RAYEN STEELS PVT LTD is a reservoir of skilled and experienced personnel. RAYEN STEELS is located near the major power generating stations both hydra and thermal like Raichur, Munirabad, Shalvathe and Kalinga all these stations are connected to the grid at Munirabad about 55kms from Bellary. Commissioning the sponge iron plant as reduced the dependability on scrap. Good corporate image of Rayen enhances the level of confidence in manager. Rayen has a customer friendly approach and improved customer orientation. Non-existence of lab our unions. Customer percentage of Rayen is fair and of reliable supplier. Market demand for sponge iron is more. Young and enthusiastic managers and staff.
WEAKNESS: RAYEN is largely dependent on bank loans rather than other sources. Concentrated on south India market and neglected other parts. It has to depend on other sources for the procurement of raw materials. Transferring of employees Obsolescence of existing technology High pollution
Page 41

OPPORTUNITIES: Efforts are on for reducing the power cost, which is key element in the process of sponge manufacture. Since RAYEN has wide network of traders, it can supply its product directly to customers without any difficulty. This year RAYEN has given very good performance, so it will imbibe a new enthusiasm in its employee to do better. Steel industries such as Jindal, Kalyani and Mukunda have come up in Bellary region from which demand for sponge is more.
THREATS: Increased competition in the market with other domestic producers. Obsolescence of existing technology. High cost of input materials. Tight money market situation. Less accumulation of funds from promoters. They cannot change the selling price of the product as it is fixed by Sponge Iron Association.
VISION After commissioning the sponge iron plant, on which has reduced the dependability on scrap, RAYEN is now concentrating its efforts on reducing the power costs. Installation of pre-heated power plant, which helps in reducing the power cost. The company is planning to increase their production, presently 100 tones to 200 tons per day in future. To reduce cost of production.
Page 42

MISSION To maximize creation of wealth, value and satisfaction for the stakeholders. To provide technology and services through sustained research and development. To foster a culture of participation and innovation for employee growth and contribution. To cultivate high standards of business ethics and Total Quality Management (TQM) for a strong corporate identity and brand equity. To help enrich the quality of life of the community and preserve ecological balance and heritage through a strong environment conscience. To develop healthy interpersonal relation and positive and discipline in the organization. Establish long term relationship with customers achieve lower possible energy consumption.
GOALS AND OBJECTIVES
To earn a reasonable rate of interest on investment. To maximize utilization of the existing facilities in order to improve efficiency and
increase productivity. To further enhance distribution network for providing assured service to customers
throughout the country through expansion of reseller network as per marketing plan. To supply reliable quality sponge iron to the customer.
Page 43
RESEARCH DESIGN AND METHODOLOGY:Research methods are those methods, techniques that are for conducting research. This refers to the methods a researcher uses in performing the research operations. It is the way to systematically solve the research problems.
STATEMENT OF THE PROBLEM: Employees are the real assets of the company & the task of management is to arrange organizational conditions & methods of operation so that employees can achieve their own goals best by directing their own efforts towards organizational objectives. The goals of the individuals & the organization can be achieved through motivation process. It is a process of arousing action, sustaining the activity in progress, and regulating the pattern of activity until objectives have been attained.
SCOPE OF THE STUDY: -
The scope of the study limited to various elements that make up the workers attitude and perception towards TRAINING AND DEVELOPMENT for overall development i.e., individual, organizational. The study benefits employees and management for further changes in the program for their improvement
OBJECTIVES OF STUDY:This study was carried out with the following objectives: To study the effectiveness of training at work. To study the level of satisfaction of employees. To examine different training program conducted in organization. To suggest appropriate measures for improving training & development.
Page 44

SOURCES FOR COLLECTION OF DATA:-
Two types of sources of data collection were used. (Primary & secondary sources of data collection were used)
PRIMARY SOURCES: Since the research was of descriptive type, a survey was conducted; primary data
was to be obtained through questionnaires with the employees in Rayen Steels.
SECONDARY SOURCES: Secondary data was collected from internal records of the company such as
library records, trade journals and various manuals of the company. It was also collected from the officials of the human resource department at Rayen Steels. Secondary data provides a better view of the problem study. Many books and magazines were also referred. LIMITATIONS OF STUDY: Study was limited to Rayen Steels, Bellary unit only. Frequent visiting to various departments & collecting information was not possible. Interaction with employees/executives was very limited because of their busy work schedule. Study was conducted under the assumption that the information given by the respondents are all correct.
SAMPLAING TECHNICS Simple Random Sampling SAMPLE SIZE: This refers to the numbers of items selected from the unversed to constitute a sample. The sample size in this case was 100 workers. It consisted of employees of Rayen Steels, Bellary who were mostly workers from the human resource department, public relationship department, materials department and Marketing department. RJS Institute of Management Studies Page 45
An organization study At Rayen Steels PVT Limited ANALYSIS AND INTERPRETATION

TABLE:-1 YEARS OF SERVICE PARTICULAR Less than 1 year 1 to 5 years 6 to 10 years 11 to 20 years 20 and above TOTAL NO OF RESPONDENTS 23 21 12 10 34 100 PERCENTAGE (%) 23 21 12 10 34 100
ANALYSIS: - 34% of the employees have previous work experience above 20 years, 23% have mentioned that they have experience less than 1year, 21% of the employees mentioned that they have experience between 1 to 5 years, 12% are between 6 to 10 years and remaining 10% have between 11 to 20 years of work experiences.
40 35 30 25 20 15 10 5 0 Less then 1 year 1 to 5 years 6 to 10 years 11 to 20 years 20 and above 12 23 21 34
10
Interpretation: 34% of the employees have previous work experience and 10%of them have 11 to 20 years experience,
Page 46

TABLE:2 Nature of work PARTICULAR Administration department Supervisors Contract laborers Operators TOTAL NO OF RESPONDENTS 34 32 23 11 100 PERCENTAGE (%) 34 32 23 11 100
Analysis: - 34% of the employees are working in Administration department, 32% of them are working as supervisors, 23% of them are working as contract labor and 11% of them are working as operator in this company.
34 35 30 25 20 15 10 5 0 Administration Supervision Contract labour Operator 11 23
32
Interpretation: 34% of the employees are working in Administration department and 11% of them are working as operators.
Page 47

TABLE:3
TYPES OF TRAINERS PROVIDED BY THE ORGANIZATION PARTICULAR On the job training Off the job Training TOTAL NO OF RESPONDENTS 65 35 100 PERCENTAGE (%) 65 35 100
Analysis:- 65% of the employees it is absorbed that they have undergone on the job training and 35% of them have undergone off the job training.
100 50 0
65 35
On the job training Off the job Training
Interpretation: 65% of them have undergone on the job training and 35% of them have undergone off- the job training.
Page 48

TABLE:4 FREQUENCY OF THE TRAINING PROGRAM PARTICULAR Weekly Monthly Half yearly Yearly TOTAL NO OF RESPONDENTS 40 35 15 10 100 PERCENTAGE (%) 40 35 15 10 100
Analysis:- 40% of the employees it is absorbed they get training program weekly, 35% have absorbed monthly, 15% have absorbed half yearly and remaining 10% of them absorbed on yearly.
40 40 35 30 25 20 15 10 5 0 weekly 35
15 10
monthly
Half
yearly
Interpretation: 40% of the employees it is absorbed they get training program weekly, and 10% they get yearly training program.
Page 49

TABLE:5 TRAININERS PROVIDED BY COMPANY FOR FRESHERS PARTICULAR Internal trainer External trainer TOTAL NO OF RESPONDENTS 68 32 100 PERCENTAGE (%) 68 32 100
Analysis: - 68% of the employees are trained by the internal trainers and remaining 32% of the employees are trained by the external trainers.
80 70 60 50 40 30 20 10 0 Internal trainer External trainer 32 68
Interpretation: - 68% of the employees are trained by internal trainers and 32% of them are trainer by external trainers.
Page 50

TABLE:6 FEEL THE STRESS DURING THE TRAINING PERIOD PARTICULAR Agree Disagree Can`t say TOTAL NO OF RESPONDENTS 28 42 30 100 PERCENTAGE (%) 28 42 30 100
Analysis:- 42% of the employees disagree that they feel stress during the training period, 30% have given no response and remaining 28% have agree to stress during the training period.
45 40 35 30 25 20 15 10 5 0 NO OF RESPONDES Agree 28 28
42
30
Disagree 42
Cant say 30
Interpretation: - 42% of employees disagree that they feel stress during the training period and 28% have agree to stress during the training period.
Page 51
TABLE:7 CRITERIA FOR SELECTION TO TRAINING PROGRAM PARTICULAR Seniority Previous training Experience Fresher TOTAL NO OF RESPONDENTS 35 20 25 20 100 PERCENTAGE (%) 35 20 25 20 100
Analysis:- 35% of the employees it is absorbed that they get selected on seniority, 25% of them it is absorbed that they get selected from experience and another 20% of Freshers they give training program.
40 35 35 30 25 25 20 20 15 10 5 0 Seniority Previous training Experience Fresher 20
Interpretation: - 35% of employees it is absorbed that they get selected from seniority and only 20% of Freshers they give training program.
Page 52
TABLE:8 TRAINING PROGRAM HELPS IN PREVENTING INDUSTRIAL ACCIDENTS & MISTAKES PARTICULAR Agree Disagree Cant say TOTAL NO OF RESPONDENTS 15 30 55 100 PERCENTAGE (%) 15 30 55 100
Analysis:- 55% of the employees have no idea about how the training program helps in preventing industrial accidents and mistakes and 30% of them disagree and only 15% agree for this.
60
55
50
40 30 30
20
15
10
0 Agree Disagree Cant say
Interpretation: 55% of the employees have no idea about how the training program helps them from industrial accidents and mistakes and 15% agree for this.
Page 53
TABLE:9 TRAINING ORIENTS THE NEW EMPLOYEE PARTICULAR Yes No TOTAL NO OF RESPONDENTS 35 65 100 PERCENTAGE (%) 35 65 100
Analysis:- 65% of the employees says training programme doesnt orient the new employees, and remaining 35% have mentioned as yes.
Interpretation: 65% of employees have given no and 35% of them have given yes.
Page 54
TABLE:10 PROBLEM FACED IN JOB EVEN AFTER ATTENDING THE TRAINING PROGRAMME. PARTICULAR Yes No TOTAL NO OF RESPONDENTS 25 75 100 PERCENTAGE (%) 25 75 100
Analysis:- 75% of the employees it is absorbed that they do not face any problem after attending the training but only 25% of them face the problem even after attending the training.
Yes 25% No 75%
Interpretation: 25% of the employees face problem even after completing the training and 75% of them said no.
Page 55
TABLE:11 BENEFITES AFTER COMPLETING THE TRAINING PROGRAM PARTICULAR Improve self confidence Improve skills Improve technical efficiency the above TOTAL 10 100 10 100 NO OF RESPONDENTS 20 30 40 PERCENTAGE (%) 20 30 40
Analysis:- 20% of the employees it is absorbed that they have Improved self confidence after undergoing to the training program, and 30% of them improved skills and 40% of them said easy of work and 10% have mentioned all the above.
40 30 20 10
Interpretation: - 40% of employees feel easy in working after undergoing the training program and 10% of them feel all of the above.
Page 56

TABLE:12 HAS THE TRAINING HELP IN THE WORK PLACE PARTICULAR Yes No TOTAL NO OF RESPONDENTS 80 20 100 PERCENTAGE (%) 80 20 100
Analysis:- 80% of the employees feel that the training helps in the work place and remaining 20% do not agree for this.
No
20
Yes
80
10
20
30
40
50
60
70
80
Interpretation: - 80% of employees have given good respondence that training helps in the work place and 20% of them said no.
Page 57

TABLE:13 TRAINING INCREASES PRODUCTIVITY PARTICULAR Agree Disagree Cant say TOTAL NO OF RESPONDENTS 60 10 20 100 PERCENTAGE (%) 60 10 20 100
Analysis:- 60% of the employees agree that the training increases the productivity, 20% dont have any idea and remaining 10% disagrees for this statement.
20
60
Interpretation: - 60% of employees said that training increases the productivity and only 10% of them said disagree.
Page 58

TABLE:14 TRAINING PROGRAM HELPED IN BRINGING BEHAVIORAL CHANGE PARTICULAR Yes No TOTAL NO OF RESPONDENTS 80 20 100 PERCENTAGE (%) 80 20 100
Analysis:- 80% of the employees believe that the training helps them to get the behavioral changes in them and remaining 20% have mentioned as no.
80 70 60 50 40 30 20 10 0 Yes No 20 80
Interpretation: 80% of the employees believe that the training helps them to get the behavioral changes in them and 20% have mentioned as no.
Page 59

TABLE:15 TRAINING PROGRAM MEET EXPECTATION PARTICULAR Yes Cant say No TOTAL NO OF RESPONDENTS 50 20 30 100 PERCENTAGE (%) 50 20 30 100
Analysis:- 50% of the employees feel that the training program has met their expectation, 20% have said that it`s cant say and remaining 30% of them said training didn`t met their expectation.
30
Yes 50 can't say No
20
Interpretation: - 50% of employees feel that the training program has met their expectations. But remaining 20% have said its cant say they met their expectations.
Page 60
TABLE:16 IS THERE ANY FEEDBACK TAKEN BY THE TRAINING CENTRE AFTER THE TRAINING PROGRAM PARTICULAR Yes No TOTAL NO OF RESPONDENTS 65 35 100 PERCENTAGE (%) 65 35 100
Analysis:- 65% have said that they are taking the feedback after that training programme, remaining 35% said that they dont take feedback after the training.
70 60 50 40 30 20 10 0 yes No 35 65
Interpretation: - 65% of them given feedback after the training and 35% 0f them not given any feedback.
Page 61

TABLE:17 TRAINING ENABLES THE EMPLOYEE TO BE MORE COMMUNICATIVE WITH THEIR SUPERIORS AND COLLEAGUES PARTICULAR Strongly agree Agree Disagree TOTAL NO OF RESPONDENTS 45 35 20 100 PERCENTAGE (%) 45 35 20 100
Analysis:- 45% of them strongly agree that Training enables to be more communicative with their superiors and colleagues, 35% agree and remaining 20% disagree for this.
45 45 40 35 30 25 20 15 10 5 0 Strongly agree 35
20
Agree
Disagree
Interpretation: - 40% of the employees strongly agree and only 20% of them disagree that training enables employees to be more communicative with their superiors and colleagues.
Page 62

TABLE:18 TRAINING HELPS IN REDUCING STRESS AND STRAIN FOR FRESHERS PARTICULAR Agree Disagree Cant say TOTAL NO OF RESPONDENTS 56 14 30 100 PERCENTAGE (%) 56 14 30 100
Analysis:- 56% of them agreed that the training helps in reducing stress and strain for freshers and remaining 14% disagreed for this and 30% of them no response.
60
56
50
40 30 30
20 14 10
Interpretation: - 56% of the employees agree that training helps in reducing stress and strain
for freshers. and14% of them disagreed this statement.
Page 63

TABLE:19 PLEASE TICK THE APPROPRIATE ON-THE-JOB RESPONSIBILITIES PROVIDED BY COMPANY PARTICULAR On-the job Job rotation Off-the job TOTAL NO OF RESPONDENTS 55 35 10 100 PERCENTAGE (%) 55 35 10 100
Analysis:- 55% of the employees are More respondent On-The-Job responsibilities provided by company, 25% feel Job rotation and remaining 10% of them feel off-the job Training
60
55
50
40
35
30
20 10 10
0 On-the job Job rotation Off-the job
Interpretation: - 55% of the employees are more respondent On-The-Job responsibilities provided by company and remaining 10% of them feel off-the job Training.
Page 64

TABLE:20 EMPLOYEES ATTITUDE TOWARDS THE DIFFERENT MEASURES PARTICULAR Health benefits Workmen compensation Safety measures TOTAL NO OF RESPONDENTS 40 25 35 100 PERCENTAGE (%) 40 25 35 100
Analysis:- 40% of the employees have that health benefits 35% of them safety measures and remaining 25% have mentioned workmen compensation.
40 40 35 30 25 20 15 10 5 0 Health benefits Workmen compensation Safety measures 25 35
Interpretation: - 40% of the employees feel that the organization is providing health benefits to them. and 25%of employees feel on workmen compensation.
Page 65

TABLE:21 WHAT ARE THE AREAS OF IMPROVEMENT THAT YOU NOTICED IN YOURSELF AFTER THE TRAINING PROGRAM PARTICULAR Interpersonal skills Technical skills Managerial skills TOTAL NO OF RESPONDENTS 40 38 22 100 PERCENTAGE (%) 40 38 22 100
Analysis: - 40% of the employees working in the organization have mentioned interpersonal skills, 38% of them said technical skills and remaining 22% have been mentioned Managerial skills
45 40 40 35 30 25 20 15 10 5 0 Interpersonal skills Technical skills Managerial skills 22 38
Interpretation: - 40% of the employees it is absorbed that interpersonal skills areas are improved and remaining 22% have been absorbed Managerial skills
Page 66

FINDINGS, SUGGESTIONS& CONCLUSIONS
FINDINGS
Traditional technology used in the production. Lack of training to the employees or the workers to improve quality of production They are not providing any safety for the workers. Lack of implement the information system for the benefit of organization (like
internet). The surrounding area of Rayen was polluted. They are not providing the reasonable commission to the traders. Rayen is fails to expand its market in India (except south India). Rayen is largely dependent on bank loans rather than other sources. The quality of product is good than competitors. Pollution is more No proper use of new manpower in the organization
Page 67
SUGGESTIONS
Provide good commission to the traders for further increase of sales. Improve the technology for growth in production. Rayen should try to enter all the regions of India as its new market place. It should reduce the costs, develop customer sensitiveness and give incentives to the workers and employees. They should provide the safety measures for the workers. They have to implement the Management Information System (MIS) for the benefit of organization. (Such as intranet and website). Improve new methods doing of work environment. Improve product quality than the competitor
Page 68
CONCLUSIONS
Rayen has come a long way, for renovation & modernization of plant seems to be a part of their vision. The company is planning to increase their production, presently 100 tones to 200 tons per day in future. Rayen planning to upgrade present technology. Rayen is maintaining optimum inventory management so that within a period of time it may get profits. In future if banks should supported them well so it may satisfy its working capital requirements easily. As for as my concerned company has got better sales turnover, it is providing quality products to their customers so it will sustain better in future
Page 69

QUESTIONNAIRE Dear respondent,
I am Mr. Himantharaja.B, student of III semester MBA of RJS Institute of Management studies, Bangalore. As a part of my curriculum I am doing internship titled ORGANESATION STUDY AND EFFECTIVENESS OF TRAINING AND DEVELOPMENT FOR FRESHERS in Rayne Steels Pvt Ltd and I would
appreciate if you could spend a few moment of time in responding to the following questions.
Designation
___________
Age
___________
Educational qualification
---------------------------
1. Years of service A) Below 1 year : D). 11 to 20 years :
B) 1 to 5 years
E). 20 and above
C) 6 to 10 years : 2. Nature of work A) Administration : : C). Contract labor
B) Supervision
D). Operator
Page 70

3. Training methods conducted in your organization?
A) On the job Training
B) Off the job Training
4. How often the training program is conducted in your organization? A) Weekly B) Monthly C) Half yearly D) Yearly : : : :
5. What kind of training the company provide for freshers? A) On-the job B) Off-the job : :
6. Do you feel the stress during the training period? A) Stress B) High level of stress C) No stress 7. How to get selected for training program? A) Seniority B) Previous training C) Experience D) Fresher : : : : : : :
8. Training program helps in preventing Industrial accidents or mistakes? A) Agree B) Disagree C) Cant say RJS Institute of Management Studies : : : Page 71

9. Training orients the new employee? A) Excellent B) Good C) Average : : :
10. Do you face any problem in your job even after undergoing Training? A) Yes B) No : :
11. In What way you are benefited after completing the Training program? A) Improve self confidence B) Improve skills C) Easy in work D) All of the above : : : :
12. Has the training helped you in day to day activity?
A) Yes B) No
: :
13. Training increases productivity? A) Agree B) Disagree C) cant say : : :
14. Did the training program helped in bringing behavioral change? A) Yes B) No : :
Page 72

15.Do the training program meet your expectation? A) Yes B) More or loss C) No : : :
16. Is there any feedback taken by the training centre after the training program? A) Yes B) No : :
17. Training enables the employee to be more communicative with their superiors and colleagues? A) Strongly agree B) Agree E) Disagree : : :
18. Training helps in reducing stress and strain for freshers?
A) Agree B) Disagree C) Cant say
: : :
19. Please tick the appropriate On-The-Job responsibilities provided by your company? A) On-the job B) Job rotation C) Off-the job : : :
Page 73

20. What is the employee attitude towards the different measures? A) Health benefits B) Workmen compensation C) Safety measures : : :
21. What are the areas of improvement that you noticed in yourself after the training program? A) Interpersonal skills B) Technical skills C) Managerial skills D) Any other : : : :
22. How do you overcome the problem facing in the Training &Development? ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
23. Your suggestions for Effectiveness of Training &Development for freshers at your area of work. -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Page 74

BIBLIOGRAPHY:
BOOKS 1. Kotler Philip, Keller kevin lane Marketing Management 12th Edition, Prentice-Hall of India, 2007. 2. I.M Pandey, Financial Management, Vikas Publishing house (P) ltd, 9th edition, 2005. Websites www.steelscenario.com www.spongeironindialtd.com
Page 75
INTERNSHIP REPORT
ORGANISATIONAL STUDY AND EFFECTIVENESS OF
TRAINING AND DEVELOPMENT FOR FRESHERS
at
RAYEN STEELS Pvt. Ltd.

Submitted in the partial fulfillment of the requirements for the award of the degree of MASTER OF BUSINESS ADMINISTRATION
Submitted By
Mr.HIMANTHARAJA.B
(Reg. No. 09RYCMA011)
UNDER THE GUIDANCE OF
Mrs.ARUNA.K HR Faculty
RJS Institute of Management Studies #1, 100FT. Road, III Block, Koramangala, Bangalore-560034
Page 76
STUDENT DECLARATION
I hereby declare that this project titled ORGANISATIONAL STUDY AND

EFFECTIVENESS OF TRAINING AND DEVELOPMENT FOR FRESHERS at
RAYEN STEELS Pvt. Ltd is prepared by me under the supervision of Mrs.ARUNA.K, Faculty of RJSIMS, Bangalore. I further declare that this report has not formed the basis for the award of any degree, diploma of any other university or institutions.
Date : Place : Bangalore
HIMANTHARAJA.B (Reg. No.: 09RYCMA011)
Page 77
CERTIFICATE BY GUIDE
This is to certify that this project report titled ORGANISATIONAL STUDY

AND EFFECTIVENESS OF TRAINING AND DEVELOPMENT FOR FRESHERS at RAYENSTEELS Pvt.Ltd submitted to Bangalore
University in partial fulfillment of the requirement for the award of the Degree of Masters of Business Management, is a record of the original and independent work carried out by HIMANTHARAJA.B under my guidance and supervision. This report has not previously formed the basis of the award of any degree, diploma any other institution or university
Date : Place: Bangalore
Mrs. ARUNA.K
Page 78
CERTIFICATE BY PRINCIPAL
This is to certify that the study titled ORGANISATIONAL STUDY AND

EFFECTIVENESS OF TRAINING AND DEVELOPMENT FOR FRESHERS at RAYEN STEELS Pvt Ltd is conducted by HIMANTHARAJA.B
bearing reg. 09RYCMA011, under the guidance and supervision of Mrs.ARUNA.K, Faculty RJSIMS. This report is submitted in partial fulfillment of the requirement for the Degree of Master of Business Administration of Bangalore University, and has not formed on the basis for the award of any degree, diploma or fellowship of any other Institute or University.
Date: Place: Bangalore
(DR. A.K. BHAGATH)
Page 79
ACKNOWLEDGEMENT
The presentation of this Internship offers me an opportunity to express my deep feelings of gratitude to Mrs.ARUNA.K HR faculty, RJS Institute of Management Studies, for valuable guidance extended to me without whose suggestions, this Internship report would not be possible.
I thank Dr.A.K.BHAGHATH Principal of RJS Institute of Management Studies. and other staff members of RJS Institute of Management Studies, and all the Respondents without whose kind Co-operation this study could not have been conducted. My heartful thanks to Mr.KRISHANA MURTHY Project manager of Rayen Steels (P).Ltd for his inspiring guidance, constant supervision and valuable discussion throughout the tenure of my internship. Last but not the least my heart full thanks are due to my beloved parents, friends and who have helped me directly and indirectly to complete this project work successfully.
Date : Place : Bangalore
HIMANTHARAJA.B Reg No. 09RYCMA011
Page 80
Page 81

A Project On Rayen Steels by Atul Jain

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

A Project On Rayen Steels by Atul Jain

Uploaded by

Copyright:

Available Formats

An organization study At Rayen Steels PVT Limited

RJS Institute of Management Studies

An organization study At Rayen Steels PVT Limited

RJS Institute of Management Studies

An organization study At Rayen Steels PVT Limited

RJS Institute of Management Studies

An organization study At Rayen Steels PVT Limited

RJS Institute of Management Studies

An organization study At Rayen Steels PVT Limited

An organization study At Rayen Steels PVT Limited

RJS Institute of Management Studies

An organization study At Rayen Steels PVT Limited

An organization study At Rayen Steels PVT Limited

RJS Institute of Management Studies

An organization study At Rayen Steels PVT Limited

CATEGORY TYPE INITIAL INVESTMENT :

Medium scale industry Private Limited Company 14.86 cores. 100TPD

IDENTIFICATION OF TYPE OF LAYOUT

STRUCTURE OF THE COMPANY

RJS Institute of Management Studies

An organization study At Rayen Steels PVT Limited

The following chart show entire process

Kiln main drive

Stock house (raw materials)

An organization study At Rayen Steels PVT Limited

RJS Institute of Management Studies

An organization study At Rayen Steels PVT Limited

RJS Institute of Management Studies

An organization study At Rayen Steels PVT Limited

Quantity for 100TPD

Lump iron ore (5mm-20mm)

RJS Institute of Management Studies

An organization study At Rayen Steels PVT Limited ORGANIZATION STRUCTURE

MANAGER PERSONAL MANAGER

is centralized decision making. Rayen steels ltd it is an organic structure. Page 14

RJS Institute of Management Studies

An organization study At Rayen Steels PVT Limited

HUMAN RESOURCE DEPARTMENT

Welfare & safety

Transport HR (assistant) Time officer

Legal & compensation

Human Resources Management [HRM]:

An organization study At Rayen Steels PVT Limited

employees in order to attain predetermined goals.

RJS Institute of Management Studies

An organization study At Rayen Steels PVT Limited

RJS Institute of Management Studies

An organization study At Rayen Steels PVT Limited

Back ground investigation chart Final selection by Interview

Physical examination Placement

RJS Institute of Management Studies

An organization study At Rayen Steels PVT Limited

GENARAL MANAGER FINANCE

RJS Institute of Management Studies

An organization study At Rayen Steels PVT Limited

RJS Institute of Management Studies

An organization study At Rayen Steels PVT Limited

and corporate office. It is taken in a formalized means.

RJS Institute of Management Studies

An organization study At Rayen Steels PVT Limited

quotations/offers received for similar plant of our other clients/s.

The cost of the project would be financed in the following manner

1. Equity (own) 30% 2. Term loans from Institution/banks 70%