Professional Documents
Culture Documents
As the cost control refers to the administration of all the analysis of cost control
ratios and sources and application of funds and the company by studying,
interpreting various financial statements using various techniques such as
comparative statements analysis etc.
Even efforts have been made to collect the relevant information about the topic.
The present study about “FINANCE MANAGEMENT, COST REDUCTION &
COST CONTROL” in HAL Accessories Division, Lucknow it based on my six
weeks project study in FINANCE AND ACCOUNT DEPARTMENT in HAL.
This training gives me an opportunity to make a study and analysis the system
adopted by the organization. It enables me to build the practical knowledge
acquired during the class study with practical training received during my project.
ACKNOWLEDGEMENT
1
This is to express my heartiest gratitude towards all those who helped and
Mrs. SHRUTI KHARE for their kind and con1stant support and guidance.
At the end I would like to mention about the constant motivation and help
that I received from my family, teachers, friends and batch mates for completing
my project report.
NIDHI YADAV
EXECUETIVE SUMMARY
Objective:-
2
reduce the cost from each element of cost by curtailing the expenditure
estimated in the budget to a reasonable cost, so as to reduce the cost and
increase the profitability of the organization.
To find out various methods like EOQ (Economic Order Quantity), ABC
analysis etc which are implemented by the organization to control cost under
various heads.
Research Methodology:-
Recommendation:-
There should be facility of intranet so fax and such other things must be
done through it that can reduce time and money.
3
The time delay between rising of purchase order and preparation of RDR
should be reduced.
Conclusion:-
HAL is one of the largest PSU under the department of defense production, GOI
and is a “NAVRATNA” company ranked 34th in the list of world’s top 100 defense
companies. HAL with its wide spectrum of expertise in design, development and
manufacture of aircrafts, helicopters, engines, accessories and avionics has
emerged as major aeronautical complex in Asia.
As herein, the projects and items need huge investments than any other
organization and confidential factor is also there too much extent but as much
information is extracted shows that cost control is being performed quite good
that’s why it is in so much profit.
4
PROFILE OF THE COMPANY
GENERAL PROFILE
5
Hindustan Aeronautics Limited (HAL) based in Bangalore, India, is one of
Asia’s largest aerospace companies. Under the management of the Indian
Ministry of Defence, this public sector company is mainly involved in aerospace
industry, which includes manufacturing and assembling aircraft, navigation and
related communication equipment, as well as operating airports. HAL built the
first military aircraft in South Asia and is currently involved in the design,
fabrication and assembly of aircraft, jet engines, helicopters and their
components and spares. It has several facilities throughout India including Nasik,
Korwa, Kanpur, Koraput, Lucknow, and Hyderabad. The German engineer Kurt
Tank designed the HF-24 Marut fighter-bomber, the first fighter aircraft made in
India.
HISTORY OF THE COMPANY
6
Hindustan Aeronautics Limited (HAL) came into existence on 1st October
1964.HAL was set up as an amalgamation of Hindustan Aircraft Limited along
with Aeronautics India Limited and Aircraft Manufacturing Depot located in
Kanpur, India. Hindustan Aeronautics Limited has it headquarter located at
Bangalore, India. HAL is one of the largest aerospace companies which are run
by the Ministry of Defense. The principal activities of HAL involve manufacturing
aircraft, aerospace, navigation, and instruments for communication purposes.
Apart from these, few other activities performed by HAL are Designing,
manufacturing, and collecting aircraft, jet engines, helicopters, along with their
elements and spares. Hindustan Aircraft Limited which located at Bangalore was
incorporated by the industrialist the late Seth Walchand Hirachand December
1940. The Government of India became a stakeholder of the company in 1941
and seized the management department in 1942. HAL has 19Production Units
and 9 Research and Design Centers in 7 locations in India. The Company has an
impressive product track record - 12 types of aircraft manufactured with in-house
R & D and 14 types produced under license. HAL has manufactured over 3550
aircraft, 3600 engines and overhauled over 8150 aircraft and 27300 engines.
HAL has been successful in numerous R & D programs developed for both
Defence and Civil Aviation sectors. HAL has made substantial
Progress in its current projects:
7
HAL has played a significant role for India's space programs by participating in
the manufacture of structures for Satellite Launch Vehicles like.
• PSLV (Polar Satellite Launch Vehicle)
• GSLV (Geo-synchronous Satellite Launch Vehicle)
• IRS (Indian Remote Satellite)
• NSAT (Indian National Satellite)
Apart from these seven, other major diversification projects are Industrial Marine
Gas Turbine and Airport Services. Several Co-production and Joint Ventures with
international participation are under consideration.
Hal’s supplies / services are mainly to Indian Defence Services, Coast Guards
and Border Security Forces. Transport Aircraft and Helicopters have also been
supplied to Airlines as well as State Governments of India. The Company has
also achieved foothold in export in more than 30 countries, having demonstrated
its quality and price competitiveness.
• HAL has won several International & National Awards for achievements in
R&D, Technology, Managerial Performance, Exports, Energy
Conservation, Quality and Fulfillment of Social Responsibilities.
8
• HAL was awarded the “INTERNATIONAL GOLD MEDAL AWARD” for
Corporate Achievement in Quality and Efficiency at the International
Summit (Global Rating Leaders 2003), London, UK by M/s Global Rating
and UK in conjunction with the International Information and Marketing
Centre (IIMC).
• HAL was presented the International - “ARCH OF EUROPE” Award in
Gold Category in recognition for its commitment to Quality, Leadership,
Technology and Innovation.
• At the National level, HAL won the "GOLD TROPHY" for excellence in
Public Sector Management; instituted by the Standing Conference of
Public Enterprises (SCOPE).The Company scaled new heights in the
financial year 2006-07 with a turnover of Rs.7, 783.61 Cores.
PRODUCT OF HAL
9
PRODUCTS IN CURRENT MANUFACTURING RANGE
10
SU 30 MKI
Twin-seater, Multi-role, Long range Fighter /
Bomber / Air Superiority Aircraft.
MIG-27 M
Single-seater Tactical Fighter / Bomber with
Variable sweep wings.
MIG-21 VARIANTS
Single-seater Front line Tactical Interceptor/
Fighter Aircraft.
JAGUAR INTERNATIONAL
11
With a proven track record and established technology for manufacture of
helicopters and its components, the Helicopter Division commenced series
production of Dhruv (Advanced Light Helicopter) in 2000 - 2001. The ALH is a
multi-role, multi-mission helicopter in 5.5 ton class, fully designed and developed
by HAL. Built to FAR 29specifications, Dhruv is designed to meet the requirement
of both military and civil operators.
CHETAK
Technical)
team building.
12
• To play a pivotal role directly and significantly to enhance Productivity,
"To make HAL a dynamic, vibrant, value-based learning organization with human
current and future challenges. This will be driven by core values of the Company
Enable all those working for HAL to give their best to ensure their all-round
13
climate of growing professional competence. "To become a globally competitive
• CUSTOMER SATISFACTION
We are dedicated to building a relationship with our customers where we become
partners in fulfilling their mission. We strive to understand our customers ' needs
and to deliver products and services that fulfill and exceed all their requirements.
14
levels within the company with a view to achieving excellence and
competitiveness.
INTERNATIONAL DEALS
• The US$10 billion fifth-generation fighter jet program with the Sukhoi
Corporation of Russia.
• US$1 billion contract to manufacture aircraft parts for Boeing.
• Multi-role transport aircraft project with Ilyushin of Russi US$600 million.
• 120 RD-33MK turbofan engines to be manufactured for MiG-29K by HAL
for US$250 million.
• Contract to manufacture 1,000 TPE331 aircraft engines for Honeywell
worth US$200,000 each (estimates put total value of deal at US$200
million).
• US$120 million deal to manufacture Dornier 228 for RUAG of Switzerland.
• Manufacture of aircraft parts for Airbus Industries worth US$150 million.
• US$100 million contract to export composite materials to Israel Aircraft
Industries.
• US$65 million joint-research facility with Honeywell and planned
production of Garrett TPE331 engines.
15
• US$50.7 million contract to supply Advanced Light Helicopter to
Ecuadorian Air Force [11] HAL will also open a maintained base in the
country.
• US$30 million contract to supply avionics for Malaysian Su-30MKM.
• US$20 million contract to supply ambulance version of HAL Dhruv to Peru.
• Contract of 3 HAL Dhruv helicopters to Turkey in a deal worth US$20
million.
• Supply of HAL Dhruv helicopters to Mauritius' National Police in a deal
worth US$7 million.
• Unmanned helicopter development project with Israel Aircraft Industries.
DOMESTIC DEALS
• 200 HAL Light Combat Helicopters for Indian Air Force and 500 HAL
• US$57 million upgrade of SEPECAT Jaguar fleet of the Indian Air Force.
Canada's CAE.
16
CUSTOMERS OF THE COMPANY
17
Namibia • Ordnance Factories
• Peruvian Air Force , Peru • Reliance Industries
• Rolls Royce Plc, UK • United Breweries
• Royal Air Force, Oman
• Royal Malaysian Air Force,
Malaysia
• Royal Nepal Army, Nepal
• Royal Thai Air Force,
Thailand
The Company's steady organizational growth over the years with consolidation
and enlargement of its operational base by creating sophisticated facilities for
manufacture of aircraft / helicopters, aero engines, accessories and avionics is
illustrated below.
ORGANIZATION STRUCTURE
18
19
ACHIEVEMENTS / AWARDS
20
HAL has won several International & National Awards for achievements in R&D,
• HAL is the only one PSU which has been included in “NAVRATNA”
category.
Centre (IIMC).
• At the National level, HAL won the "GOLD TROPHY" for excellence in
SERVICES
21
FINANCIAL HIGHLIGHTS OF HINDUSTAN AERONAUTICS LTD
Hindustan Aeronautics Limited (HAL) has cruised past the Rs.10, 000 crore mark
for the first time with a sales turnover of Rs.10260 crores during the Financial
Year 2008-09. The profit of the Company (Profit before Tax) soared to Rs.2260
crores.
22
The highlights are given below:
(Rupees in Crores)
HAL Lucknow Division was established in 1973. The Division was setup with the
objective of supplying six types of systems equipment of Kiran and Marut
aircrafts. But now is holds a peculiar position in the company’s setup practically,
all other divisions are dependant for supply of accessories from Lucknow
Division. A mind boggling range of about 550 different products are being
produced and assembled under one roof, using totally diverse technologies.
The Division has also built up design and development capability and
indigenously developed electrical, hydraulic and other items which are
manufactures for use in aircraft as well as for fighting vehicles.
23
At present division has 3207 employees out of which 2625 are workmen (1356
direct and 1269 indirect) and 582 officers. The division being a public sector
organization has extended a lot of statutory and non-statutory welfare facilities.
The human relations and discipline matters are regulated in the division through
well-defined system. Service matters of workmen are regulated through certified
Standing Orders while in the case of officers are taking care of by the Conduct
Appeal and Discipline Rules. There are 7 registered Trade Unions presently
functioning in the Lucknow Division in which H.A.E.A (Hindustan Aeronautics
Employees Association) is the majority union and has been recognized by the
management along with these is one officer’s Association H.A.O.A (Hindustan
Aeronautics Employees Association) to represent the officers of HAL.
HAL Lucknow Division is having 293 acres land area. In 48 acres factory
premises is constructed and rest 2445 acres are used of township.
HAL AT A GLANCE
1940 Hindustan Aircraft Ltd. Was set up by Late. Sri Walchand Hirachand in
association with then Govt. of Mysore, as a Private Ltd. Company.
1941-42 First product Harlow Trainer and curliest hawk Aircraft handed over
to Govt. of India Company was handed over United States Air
Force.
1942-45 HAL repaired over 1000 different varieties of aircraft and 3800
piston engines.
1945 Govt. of India took over the management of HAL again after the world war.
24
1948-49 First Percival prentice aircraft assembled.
1951 The control of HAL was shifted from ministry of industries to Ministry of
Defence.
1953-54 The first Hindustan Trainer (HT-II) had its maiden flight.
1662 Aeronautics India Ltd was formed to manufacture MIG-21 Aircraft Three
factories at Nasik, Koraput and Hyderabad established.
1964 HAL was dissolved and its assets were merged with Aeronautics India Ltd
and the company by the name of Hindustan Aeronautics Limited
was formed.
1969 An agreement with USSR was reached for the license production of MIG-
21 aircraft.
25
1983 Korwa Division of HAL formed.
Hydraulics 1. Accumulators
2. Servo Jacks
3. Gear Pumps
4. Activators
5. Motors
26
6. Value
Conventional 1. Altimeters
2. Vertical Speed Indicators
3. Jet pipe temperature indicators
4. Engine RPM indicators
Electrical 1. D. C. Generators
2. Alternators
3. Transformers Rectifier Units
4. Integrated Drive Generator
27
4. Valves
FUTURE PROSPECTS
• The projects which are in line for future includes HJT (Hindustan Jet
• The company has got permission to provide LCA (Light Combat Aircraft)
• The company has also planned to start the projects like CAT (Combat
Aircraft Trainer), LCH (Light Combat Helicopter) and MLH (Medium Light
Helicopter).
28
TRADE UNIONS IN HAL LUCKNOW DIVISION
29
PROJECT PROFILE
Financial Management
30
Financial Management can be defined as:-
• Provide a return on investment keeping in mind the risks that the business is
taking and the resources invested
FINANCIAL PLANNING
In the medium and long term, funding may be needed for significant additions
to the productive capacity of the business or to facilitate acquisitions.
FINANCIAL CONTROL
31
The primary aspects of financial decision making relate to investment,
financing and dividends:
COST CONCEPT
32
The term "cost" is synonymously used for the term "expense", which refers to
objective."
33
CLASSIFICATION OF COSTS
34
Classification by Nature:
Classification By Behavior:
ii. Variable cost - The cost which varies with the level of
production is called variable cost i.e., it increases on
increase in production volume and vice-versa. For e.g. cost
of materials, cost of labour.
Expenses
Classification by Function:
35
manufacture which is incurred up to the stage of primary
packing of the product.
ii. Administrative cost- It is the indirect cost pertaining
to the administrative function which involves formulation of
policies, directing the organization and controlling the
operations of an undertaking. This cost is not related to any
other functions like selling and distribution, research and
development etc.
iii. Selling cost - Selling cost represents the indirect cost
which isincurredfor
(a) seeking to create and stimulate demand
(b) securing orders.
iv. Distribution cost - It is the cost of the sequence of
operations which begins with making the packed product
available for dispatch and ends with making the
reconditioned returned empty package, if any available, for
re-use.
v. R&D cost - "Research Cost" and "Development cost"
are two different types of costs.
Research cost is the cost of researching for new products,
methods and applications. Development cost is the cost of
the process which begins with the implementation of the
decision to produce the new product or apply the new
method and ends with the commencement of formal
production of that product or by that method.
vi. Pre-production cost - It is that part of the
development cost which is incurred for the purpose of a trial
run, before the commencement of formal production.
vii. Conversion cost - It is the cost incurred for
converting the raw material into finished product. It
36
comprises of direct labour cost, direct expenses and factory
overheads.
viii. Prime cost - Prime cost is the aggregate of direct
material cost, direct labour cost and direct expenses. The
term ‘direct’ indicates that the elements of cost are traceable
to a particular unit of output.
Classification By Controllability:
Classification by Normality:
37
Classification by Time when Computed:
38
ELEMENTS OF COST
39
Material Cost:
Labour Cost:
Expenses:
Overheads:
40
Overheads is the sum total of indirect materials, indirect labour and
indirect expenses. Functionally overheads can be classified as..
COST CONTROL
Cost control does not necessarily mean reducing the cost but its aim is to have
the maximum utility of the cost incurred. Thus its main objective is the
performance of same job at a lower cost or better performance for the same cost.
41
Cost control process involves:
42
Easy Savings:
Opportunities:
43
Form strategic buying alliance in businesses in your area or trade to
buy large volume.
44
Material control Methods:
45
Inventory planning and control method should have one goal that might be
expressed in two ways-
1. To minimize total cost.
2. To maximize profit within specified time and resource allocations.
46
Material Requirement Planning:
47
Economic order quantity is the amount of inventory to be ordered in one time for
the purpose of minimizing annual inventory costs. If the company buys in large
quantity, the cost of holding or carrying the inventory is high because of high
investment. If purchases are made in small quantities, frequent orders with
correspondingly high ordering cost will result. Therefore we must balance
between two factors-
Buying in larger quantities may decrease the unit cost of acquisition, but this
saving may be more than offset by the cost of carrying material in stock for longer
period of time.
However there are tabular and graphic methods for determining economic order
quantity but they are very lengthy, hence companies use order-point calculations
to calculate economic order quantities. With information such as quantity
required, unit price, inventory carrying cost, and cost per order, differential
calculus makes it possible to compute economic order quantity using the formula-
The economic order formula answers quite satisfactory the quantity problem of
inventory control. However, the time to order is also important.
48
Determining order point would be relatively simple if lead time- the interval
between placing an order and having the material on the factory floor
ready for production – and the usage pattern for a given item were
definitely predictable. For most stock items there is a variation in either or
both of these factors. The theory behind this safety stock calculation is
that you will have just enough inventories in stock if two "catastrophic"
events happen simultaneously:
1. Your supplier's lead time slips to the longest it's ever been with
that supplier; and
2. On those days that your supplier is late, your company uses the
most inventories it has ever used.
The Safety Stock Level (SSL) can be calculated using following formula-
Whereas,
49
STORES ORGANISATION
LABOUR CONTROL
Effective control over labor is very important as it is very important part of total
cost. The following departments should contribute for labor control-
Personnel Department.
50
Time keeping Department.
Payroll Department.
Cost Accounting Department.
Time keeping department prepare record for time spent by each employee for
labor costing and control process. Various documents used by department
include clock card for attendance record, job ticket, job docket, job card etc.
COST REDUCTION
51
2. Unit cost reduction by the increase in productivity (i.e. an increase in
output, yield, or rate of output for a given expenditure).
In other words, cost reduction is the process whereby permanent savings are
made without any reduction in the quality and / or usefulness of the products.
52
2. A business has to deal with two aspects – cost incurred and revenue
received. The difference between the two is profit out of which the
following must be satisfied :
• Shareholder
• Expansion of the business
2. In addition, there is the question of dealing with pay claims which increase
costs and reduce profits unless prices are increased. Finally, there is the
satisfaction of the consumer.
3. Competition from within the economy affects the price that can be
charged. If too high, products will not sell.
4. Cost reduction of a permanent nature, without any reduction in quality or
usefulness, is the only solution which is unlikely to have adverse effects. In
effect, cost reduction is profit earning: by reducing the cost side of the cost
/ revenue equation it is possible to increase the profit.
53
4. In addition to raw material and man-hour losses, excessive use of utilities
frequently occurs. In fact it is exceptional to find an industrial plant where a
reduction of utilities consumed per unit of production cannot be made.
5. There are many ways in which industrial engineering know-how and
procedures can be applied to basic cost reduction.
In a manufacturing industry, material takes a major share (50 to 70%) of the cost.
Hence there is maximum scope for cost reduction in this area. For example:
1. In a rubber works, manufacturing caps for penicillin vials, the rejection for
various reasons was found to be as much as 38%. Hence the direct
material cost of this product for this factory is 60% higher than what it
ought to be.
2. A manufacturer of electronic equipment in Bombay found by investigation
that he could obtain an 18.8% saving in the component cost of unitized
Gamma Ray Spectrometer by eliminating a few of the components and
substituting cheaper ones for others without affecting the quality of the
instrument.
The above example show that the direct material cost is to a great extent
enhanced by:
1. Even though material cost reduction was presented as the most potential
area for cost reduction due to being a major part of the cost in
54
manufacturing industries, labor cost control has received more attention
due to its easiness to handle. Another reason for its receiving favorable
consideration from management and consultants is the extent to which
reduction is possible. While material cost could be reduced from 60% to
50% or even 40%, labor cost with mechanization can be almost brought
down to 5% to 10%.
2. Direct labor cost normally shown on the cost sheet includes true labor cost
(payment for the time booked) which cannot be reduced and a major
portion of costs added due to various factors, such as
i. Poor planning
ii. Poor manning
iii. Poor working methods
iv. Lack of motivation
OVERHEADS
55
excessive stocks of raw material, finished goods, tools and spare parts,
lack of standardization and poor organization.
2. Poor planning adds up unnecessary overhead expenses also in addition to
direct material and labor costs. It is regrettably true that management’s
concern for efficiency in manufacture often appears to be continued to the
more obvious factors like production methods, factory layout and operator
efficiency, while other potential sources of considerable savings go
untapped.
3. The importance of stock control arises from the demand which investment
in stocks places upon the available liquid capital. It is of far greater
significance from the point of view of cost reduction by virtue of the fact
that stocks can give rise to the following sources of cost:
i. Storage cost
ii. Handling cost
iii. Stock-taking and other clerical expenses
iv. Deterioration and its prevention
v. Pilferage
vi. Insurance and stock room security
vii. Obsolescence
2. The effects upon costs and the general manufacturing efficiency of a wide
diversity of products, components, equipment and methods are sufficiently
important to warrant special consideration of this factor.
3. The wheels of industry turn to the orders of many persons having various
degrees of authority and the contribution that a properly defined chain of
responsibility and channels of communication can make towards a
reduction of costs is difficult to measure.
4. Finally, cost reduction and control is a continuous process, and a
programmed once commenced should be coordinated and controlled, lest
the benefits achieved by improved performance may easily be dissipated.
56
Waste can be made in following forms:
1. Waste of material
2. Waste of supplies
3. Waste of machinery
4. Waste of manpower
5. Waste of money
6. Waste of space
7. Waste of customers
8. Waste of ideas
Planning overhead cost control: There are six basic steps through which
overhead cost can be controlled:
57
Below mentioned are the points essential in the organization of cost reduction:
5. There is no single way to fulfill the needs of obtaining cost reduction. It has
to be a combination of many ways.
6. It has to be a continuous operation. It cannot be started and stopped at
will, but must be worked on constantly. There must be constant effort to
improve, and to think of new methods.
7. Cost reduction ideas must always be “glamorized” in order to make them
appear new and different, and to increase and create greater interest on
the part of the employees.
58
for specific functional requirement. It helps in improving quality of product.
In HAL various methods are implemented for value analysis. They are :
VOP (Value of production) = Total sales ± Changes in WIP / SIT
59
5. Operations study: In HAL process layout is prepared to study various
operations included in completion of a job. For this every employee got a
job card, job docket and job ticket in which standard time for completion of
each and every operation is fixed and it is inspected periodically, so that
standard time should be maintained at relevant cost so that cost and time
should be controlled.
6. Quality control: Quality is the strength of HAL. The company aim at best
quality product. For this TQM is applied in whole organization. The
objectives of TQM are :
i. Zero defect
ii. Continuous improvement(Kaizen)
iii. Wastage removal(Lean management)
iv. Customer satisfaction
Zero defect: Organization found that there are three main factors which
cause defect in the production:
For zero defects all these factors are removed. The organization quality policy
is producing “1st Time Correct “.
60
international level. Every employee is aware of all possible improvements
in his work area, so he should give suggestions to the management for
this improvement.
61
Lean Tools:
Waste elimination.
Do the 5S.
Create flow.
Put in visual control.
Job standardization.
Reduction in set up time.
Continuous Improvement.
What Is 5S?
1. Sort.
2. Simplify.
3. Shine
4. Standardize.
5. Self Discipline.
KAIZEN:
Achieving continuous improvement in performance by identification and
elimination of all wastage relentlessly. Present capacity includes value
work as well as wastes. Value work is that customer is willing to pay for,
and waste is adding cost but not the value.
62
Continuous Improvement.
Waiting.
Transportation.
Inventory.
Motion.
Defects.
Untapped Resources.
Misused Resources.
63
DEPARTMENTAL ANALYSIS
Objectives:
64
Bills Payable (Service and Civil works)
Here in this section , bills related to the Indian suppliers are paid off.
It is not concerned with any kind of foreign remittance. The job of this
section starts after receipts of information of any type from commercial
or Purchase or Purchase Department .
It maintains the proper accounts in relation to the work performed by this section.
It also deals with the payment of miscellaneous advances.
Procedure:
65
b) Cheque against delivery
c) Advance payment
d) Open account
Bills payable foreign deals with the payment of foreign suppliers as stipulated in
the purchase order. This sub-section performs its function separately from the
other sub-sections of this department.
Functions:
66
Flow of work:
All the L.C opened in favor of Foreign suppliers as per the terms
and sent to the cash section for adjustment. Particular of payments are
Where the Purchase terms provide for " Documents through Bank"
the Bills Payable section after checking the documents with the P.O
passes the invoices and issues Letter of Authority to the Bank for
arranging payment.
Collaboration agreement.
Bills of Entry received from the IMM Department are entered in the
paid to ensure that the duty levied is correct and the amount of
After receipt of goods the stores department send the R.D.R to the
67
Pending the pricing of the R.D.R , the payments made to foreign
Bills of entry
68
1. Total number of packages
2. Total amount of duty paid
3. Invoice value
4. Freight
5. Insurance
6. Exchange rate
7. Accessible value
1. If the payment is done in advance and goods received later, then the RDR
is priced at the value of exchange rate of the last day of the previous
month.
2. If payment is done on the same day then the RDR is priced at value at
which payment is done.
Bills payable section deal with the preparation of bills of services and civil works
in the company. This sub-section is mainly responsible for-
a. Service contracts.
b. Job contracts.
69
c. Medical payment.
d. Advance payment.
e. Payment regarding construction of building etc.
Functions:
Flow of work:
In case of running bills the works accounts section links the bill,
submitted by Contractors duly certified by Engineers-In-Charge, with
the contract / acceptance letter ,work order etc and arranges
payment after deducting Income tax, balance security deposit and
other advances if any and retaining the prescribed percentage of
the bill towards retention money no deduction is to be made on
this account.
70
Final bills submitted by the contractor is checked with the
measurement book and the gross amount payable is determined.
The amount settled against running bills , advances if any , penalty
for delay in completion of work , recovery towards consumption of
material , T.D.S etc is deducted from the gross amount payable.
71
BILLS RECEIVABLE
Objectives:
72
3) To ensure that proper accounting is done as per the statute
and accounting instructions laid down by the Corporate Office.
4) To ensure that all statutory payments e.g sales tax, excise duty
, custom duty is recovered from the customers and is deposited
timely with appropriate authority.
Functions:
73
1) To prepare and render invoices to Non- Indian Air Force
customers in respect of the following activities.
• Development sales for customer financed projects.
• Suppliers and services rendered to civil customers.
• Suppliers against Repair Maintenance Supply Orders
(RMSO).
7) To collect Sales Tax from the customers and deposit the same.
74
ACCOUNTING PROCEDURE
These journals are posted from the final invoices / Performa invoice raised
on dispatch or delivery. At the end of each month, these sales journals are
totaled and sales are set up by debiting to respective sundry debtors / advances
account.
75
2. Claims / Accounts receivable journal: All invoices raised in respect of
various services rendered / facilities provided are entered into this journal
and journal entries passed at the end of each month by debiting to claims
/ accounts receivable account and crediting to the respective income
account.
FINANCE SECTION
Objectives:
Functions:
76
b. Revenue expenditure
c. Purchase of materials / stores / tools and other services
d. Manpower requirements
e. Waiver of dues / write off of losses
f. Cases involving relaxation of rules etc. as per delegation of powers
g. Sale, lease, alienation or disposal of company’s assets
h. Contracts entered into with suppliers / collaborators / sub
contractors.
i. Award of contract in respect of civil / electrical works / other works /
plant orders
j. Project reports
77
(Maintenance) as the case may be . After the CM’S approval, it is sent
back to IMM & the IMM sends it back to the Finance section, including
specifications which shows that it is suitable or not. Finance Department
approves P.O FILES. Then further proceedings go on which includes rising of
inquiry for tenders. Sealed tenders are opened in front of concerned authority.
There are fixed days for opening sealed tenders-Friday and Tuesday. Amongst
the sealed tenders L1 is selected , which represents the lower amount
amongst all tenders. In spite of considering lowest amount other factors
are also taken into due consideration subject to the companies policies.
Thereafter further proceedings take place:
Objectives:
1. To ensure that all the receipts and issues of materials from stores are
recorded and accounted properly.
2. To ensure that all non-moving / slow moving materials are identified as
“surplus” by IMM and a suitable redundancy provision is made against
them and are disposed off.
3. To ensure that bin card balances are reconciled with the material ledger
balances in coordination with IMM and the balances of material ledgers
tallies with the general ledger.
Functions:
1. To send the priced RDR received from bills payable section to EDP for
punching in the batch mode and thus all the receipts are recorded and
control is exercised over all the purchases value-wise.
2. To generate exception list for missing RDR and getting it resolved with
bills payable section.
78
3. All the materials drawn excess when returned are credited to stores
through stores return voucher.
4. The EDP after processing of all MR / issue vouchers prints the material
issue analysis statement monthly indicating:
a) The cost of material drawn against various job orders, expense
accounts etc.
b) The cost of material issued to contractors and others.
c) The cost of tools issued to various tool cribs from main tool stores.
79
provision on the basis of list given by EDP. Further a normal provision at
1.5% is made on the balance inventory.
Accounting Procedure
80
c) The cost of material transferred to other divisions.
d) The cost of tools issued to various tool cribs from main tool stores.
Based on the above statements, accounting for issue of material is done by
debit to WIP/Expenses/Division/Contractors accounts concerned and credit
to the relevant inventory accounts.
81
COST ACCOUNTS SECTION
Objectives:
1. To establish a costing system in line with the activities and the product
range of the division.
2. To determine the price realizable from the customer for the products
manufactured / repaired / overhauled / serviced / supplied by the division.
Functions:
82
beyond a reasonable period of time and to ensure their early disposition.
4. To review work orders on which no material / labor cost has been
recorded and finding out the reasons for the same.
5. To get the WIP statement as on 31st March from EDP for all manufacturing
components, sub-assembly WIP, assembly WIP for physical verification by
the concerned production shops.
6. To ensure that the valuation of WIP has been done correctly keeping in
view the percentage of completion of the job.
7. To keep track of SIT transactions with different divisions.
8. To keep record of all IDTO received and issued.
9. To send debit advices to other divisions for items dispatched against IDTO
received from them.
10. To accept the debit raised by other divisions for items received by the
division in respect of requirements raised by us through IDTO.
COSTING SYSTEM
83
Design and Development Activities of aircrafts, aero-engines, avionics,
ground radars, accessories and instruments.
• Customer Finance.
• Company Finance.
Though HAL manufacturing don't come in the range of products under cost audit
and cost. Accounting records rules formed by the GOI, a fully fledged cost
accounting system is essential for effective cost monitoring and cost control.
THE SYSTEM
a. Batch Costing
1. In the batch costing system, all the components, minor
assemblies, etc. required for a batch of aircraft /engines/equipments
are manufactured on batch order/mass fabrication orders. Though job
cards/job tickets are issued for manufacturing of individual
components, cost is not recorded separately. Labor and material costs
are booked on the batch work order/mass fabrication order only.
2. The components after manufactured are carried out to
production store and drawn for assembling on the next assembly line
immediately .The items are held in quantitative inventory, the cost
being held in WIP. Individual work order are issued for assembly,
erection and testing. The cost of bought out items drawn at the stages
of assembly and erection is booked to these orders.
3. In this system the cost of all components, minor assemblies, sub
assemblies, etc. relating to an aircraft/engines/equipments in the
complete batch is determined by dividing the total cost recorded on the
84
batch work order/mass fabrication work order by the number of units
produced in the batch. To this is added, the cost recorded on assembly
line, erection and testing work order(s) and sundry direct charges to
arrive at the total cost of the aircraft/engines/equipments.
b. Job Costing
This system of costing is followed in the case of repairs and overhaul of
aircraft, engines, equipments etc. and for manufacture of spares against
RMSO spare for HAL held IAF store and miscellaneous jobs.
In this system individual work is issued for overhaul of each
aircraft/engine/equipment and for manufacture of spare items .Labor and
material cost is collected on the individual work orders and the total cost of
each item is ascertained.
c. Component Costing
In the component costing system, an individual work order/job ticket is
issued for each component against which labor and overheads expended
and cost of material drawn are recorded and the total cost is ascertained.
In this system the requirement of component for manufacturing of
component, overhaul and spares programs as a whole is determined and
work orders/ job cards/ job tickets are issued for manufacture of each of
component in the economical batch quantities. The batch quantities of
aircrafts/ engines etc. are not relevant but the batch quantity of each
component is important. The components after manufacture are credited
at cost to production stores and drawn for assembly when required. Thus
the items are held in priced inventory. The cost of minor assemblies, sub
assemblies, major assemblies can be built from the cost of components
issued to such assembly jobs.
d. Standard Costing
85
Standard costing is a technique to control cost. Here costs should be first
extended to manufacturing projects including fabrication of detailed
components, sub assemblies, major assemblies and final assemblies.
It can be extended for periodical overhaul of major products like
airframe, engines, avionics, wheel assembly and high value rotable, where
work schedule are available. Standards for labor and material should be
fixed for deriving variance under each category for control.
e. Labor Standards
The present standard time for each component, equipment, assembly
allotted in time docket in the division is taken as parameter for fixing
standard labor hours. These labor hours will be valued by applying yearly
Man Hour Rate (MHR) applicable to the division
f. Material Standards
The material requirements as per the bill of material shall be the basis of
determination of the standard for marginal cost. The costing of material
shall be done on the basis of weighted average rate of respective material
prevailing at the time of issue of work order. However in respect of USSR
material where itemized prices are not available, the price standards shall
be adopted based on technical estimates.
For the purpose of comparison and analysis of cost, monthly statements
should be prepared in regard to-
1. Standard Man Hours (allowed man hours where SMH are not
available) v/s actual hours booked against each work order.
2. Labor costs as per the standard and as per actual.
3. Material cost as per standard and as per actual.
g. Marginal Costing
With a view to increase the utilization of the available facilities and
manpower and to obtain some contribution towards the company's fixed
86
overhead expenses, marginal costing techniques are adopted in the
pricing the supply and services.
Jobs may be undertaken at prices lower than the cost of sales at full man
hour rate, provided the price is not less than the prime cost of jobs. The
prime cost shall comprise of all expenditures directly incurred on the
execution of jobs and production process like direct material cost, cost of
tooling, labor cost (including wages to direct workers).
Prior to implementation of revised pricing policy i.e. 1995, payment to HAL was
regulated as per FCQ (Fixed Cost Quotation) of cost plus system. Under FCQ
system HAL has no incentive to bring efficiency in material usage or labor
utilization since the entire cost incurred was getting paid by IAF.
In 1995, government implemented FPQ (Fixed Price
Quotation) system, in which the prices of products and services are fixed by
Directorate of Financial Planning, Air HQ at base year. The base year prices are
escalated at agreed escalation percentage and exchange rates given every year
by Air HQ for material and inflation indices for Man Hour Rate. The FPQ’s
approved for base year (1995-96) are escalated as per agreed parameters up to
8 years (2003-04) and thereafter fresh base year cost verification is done by Air
HQ by considering the actual usage of material for overhaul/repair items in the
last 3 years and accordingly material cost firmed up in 2004-05. Similarly labor
efficiency and yield factor of division are fixed at 79% and 76% respectively. The
FPQs for overhaul/repair and price catalogue for spares are approved by GOI.
Due to FPQ system HAL has find scope in bringing cost reduction in the
form of lesser usage of material or completing the work by putting lesser Man
Hours as standard man hours so that labor cost per unit should be decreased
which helps in improving the profitability of the division.
87
At present the FPQ is applicable for repair & overhaul and supply of
spares only and for payment of manufacturing programmed e. g. Su-30, Dornier,
LCA, IJT, Hawk etc are fixed as per contract price agreed between HAL and air
force and prices offered by HAL are negotiated by the customer.
Man hour rate is defined as the rate of total expenses that the factory bears
on direct labor during production process of 1 hour. It is used as a basis for
calculation of labor cost.
Net available hours= (No of direct worker X 7.5 hrs per day X 25 days X 12
months) X (agreed yield percentage + OT hours).
Yield = Actual output in terms of SMH (Standard Man Hours) i.e. LTB hours
88
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
89
Selection of the Data
Collection Method
D
s
Data Collection
Data Analysis
Reporting
RESEARCH METHODOLOGY:-
90
The purpose of methodology is to describe the process involved is the research
work. This includes the overall research design, the data collection method
sampling procedure, and the field survey method & analysis procedures.
Meaning of Research:-
suggested solution, collecting, organizing & evaluating data making deductions &
not”.
Objective of Research:-
application of scientific procedure. The main aim of research is to find out the
truth which is hidden & which has not been discovered as yet. Though each
Contact Methods:-
Once the sampling plan has been determined, the market researcher must
91
I have carried out the direct survey method where I have contacted all post
Division Lucknow.
RESEARCH DESIGN:-
There is no unique method, which can entirely eliminate the elements of under
taking. But Research methodology more than any other procedure can minimize
the degree of uncertainty, Thus it reduces the profit ability of making a wrong
growing size, which makes the task of choosing the best course of action difficult
for any business enterprise. It is imperative that any type of organization in the
present information coupled with tools of analysis for making sound decisions
92
Exploratory method of research was chosen for it helps the collecting
summarizing, analyzing interpreting & presenting data with new ideas & in
effective manner.
The goal of exploratory research to gather primary data & to study the
nature of problem & to suggest possible solution for problem/come up with new
ideas.
research works.
DATA COLLECTION:-
The collection of data is done both from primary & secondary sources.
Primary Data:-
Secondary Data:-
• Website of HAL.
• Company monthly journals.
• Training manual on cost reduction provided by HAL.
• Accounting manual and Budget manual provided by HAL.
• Pricing policy of HAL.
93
TOOLS AND TECHNIQUES OF DATA
ANALYSIS
DATA ANALYSIS
Feedback Percentage
Management level Yes 97%
Labor level No 3%
94
Bar graph showing the improvement of the division on introduction of the website:
ANALYSIS: 97% of the workers / employees are aware that the website has
helped the division to improve in its company’s dealings and has helped the
company to progress in the new economy of today’s world.
INFERENCES: The remaining 3% are those workers who are at the lowest cadre
of work who do not have sufficient knowledge about the website of the
organization.
2. The knowledge about the website should be fair among the people who
work in the organization to conclude that the workers are aware as to
where the company is heading to in the 21st century. HAL being a premier
defense industry in the field of aviation has to always keep up with the
other nations and therefore adopt new technology.
Table showing the awareness level of the web by the workers in the
organization:
95
Not aware / No 2% 13%
ANALYSIS: Most of the workers in the organization are aware about the website
at both levels and know how it has improved the division, as the customers get to
know more about the division’s products and services worldwide which improves
the profitability and also helps the division to understand its customer’s
background to enhance the business.
INFERENCES: Only around 2% at management level and 13% at labor level are
not aware of the website as they have poor knowledge and belong to the lowest
cadre.
3. Website of the company helps the customers to keep in touch with the
company through the e-mail provided by the websites for various divisions.
This helps the customers, clients and vendors to have a continuous touch
with the company.
96
Customers Percentage
Defense customers 85%
Foreign customers 45%
Corporate customers 6%
Civil customers 5%
ANALYSIS: The major customers of HAL are the defense customers such as the
Indian Air force, Indian Army, Indian Navy, Coast Guard and Boarder Security
who often contact with the company over the net.
97
Table representing the number of customers who respond voluntarily to
the website:
ANALYSIS: From the above graph we can see that only few of the customers
respond to the website voluntarily. As most of the customers contact the
company through other means.
INFERENCES: We see that almost all customers somehow come into contact
with the company for some enquiry, doubt or clarification but since HAL is
defense oriented, so mostly the customers are from defense.
98
to place an order or make contract with the company. The table below
shows the number of customers who placed order with the company:
ANALYSIS: From the above data we can conclude that most of the customers
who placed order with the company through net are the defense customers in
comparison to others.
INFERENCES: The customers belonging to the other group such as the civil and
corporate customers are very limited, therefore the company focus more on the
defense customers such as Indian Air Force, Indian Navy, and Indian Army etc.
99
6. In today’s economy we see that not only multinational companies are
trying to globalize but public sectors are also trying to globalize. And the
best way to achieve this is by obtaining many international customers. The
table below shows the number of international customers the division is
able to get through the net:
Customers In percentage
Many 10%
Few 20%
Very few 5%
100
INFERENCES: When international customers and corporate come into contact,
the company gets help in improving the technology for production.
7. Today’s business have made the “Customer the King” and have decided
to give the customers what they want through customization and
customerization. The table below shows the number of customers who
seek such benefits:
Feedback Response
Very important 90%
Important 80%
To some extent 50%
Not important 5%
ANALYSIS: Since engines are one of the most advanced machines that help in
the flying of air vehicles and customers always seek sophistication in their
engines. Therefore most of them seek customization.
101
INFERENCES: Mostly the defense customers have an in-depth knowledge and
thus seek sophistication in the aircrafts. As the world is getting more advanced
thus customization becomes more important but it is not much in the case of civil
or corporate customers.
8. Sales are a very important aspect for any company and to achieve
maximum sales is a goal of all companies. HAL is one of the leading
manufacturers of engines and its accessories. The table below shows how
HAL is able to get a sufficient amount of sales after the internet came into
existence:
Table showing the sales of the division for the past 4 years:
102
ANALYSIS: From the above graph we can see that the sales of the company
have been increasing moderately in the past two years which is mainly because
of the use of web.
INFERENCES: Since the web was introduced in the division only in the year
2000 and the division have taken time to make complete use of it in the recent
years. Therefore we can expect sales to increase in the future.
organization, so we can see that profits in each year are fluctuating. Therefore
103
we cannot interpret whether internet will help the company in making more profits
or not.
10. In order to grow it is necessary for every company that it must be able to
find new customers through new means and mode. As technology has
grown to such an extent that the world is no longer a huge place to trade.
With the use of internet it is possible for all companies to find new
prospective customers.
Customers Percentage
Civil customers 10%
Corporate customers 15%
State government 20%
Defense customers 100%
104
ANALYSIS: From the above diagram we can conclude that the new customers
made by the company in each segment are very less. As it is basically a defense
oriented company, so almost all the defense customers have dealings with the
company.
INFERENCES: Although the company has limited range of new customers but it
has scope to get customers at international level also.
11. Customer relation is very important today. It is more effective only through
the World Wide Web and although it has so many plus points but there are
certain drawbacks in it. The table below shows the drawbacks in CRM
over the web:
105
Failure of system 40%
Other means 10%
ANALYSIS: Most of the reasons for the drawback of CRM are due to system
failure and it can be taken care of by providing for backup systems and better
management in replying to customers.
INFERENCES: CRM is gaining its importance in the current scenario and if more
importance is given it will prove more successful for the organization.
106
FINDINGS, SUGGESTIONS and conclusion
FINDINGS
• In HAL standards are fixed for time consumption and also for cost
incurred. For time standards, the standard time is fixed for every
process of job and for cost standards, standard cost and fixed price
107
• It also implements the technique of classification and codification for
cost reduction and control. Under this technique, all the jobs are
operation is fixed and inspected periodically, so that cost and time can
method which is less time consuming and having less cost is accepted.
• As the rate of machine hour rate (MHR) is very high in HAL so the work
effectiveness.
108
• It has also implemented lean management and various tools like
• It also aim at producing all accessories as first time correct and with
Zero error so that the cost incurred in rejection and rework processes
can be controlled.
SUGGESTIONS
• There should be facility of intranet so fax and such other things must
109
• Employees should be included in brainstorming and also should be
• Workers who have talent and compatible with office grade but
frame its cost-benefit evaluation and focus on only licensing fee and
• The company should give some stipend to Industry guide for summer
training due to which they will take more interest in providing guidance.
110
CONCLUSION
HAL is one of the largest PSU under the department of defense production, GOI
and is a “NAVRATNA” company ranked 34th in the list of world’s top 100 defense
companies. HAL with its wide spectrum of expertise in design, development and
As herein, the projects and items need huge investments than any other
organization and confidential factor is also there too much extent but as much
information is extracted shows that cost control is being performed quite good
111
In the organization, cost of inventory as well as labor is controlled very well by
implementing ABC analysis but there is also some scope for cost reduction by
Although for the organization’s betterment its executives are working hard and
trying to serve in the best possible manner with their colleagues and they all are
very qualified and experienced so organization must extract optimum from them.
ANNEXURE
Questionnaire:
Name:
Designation:
Section / Department:
1. Describe the major activities being carried out at the accessories division?
2. Batch costing and job costing is carried out for which of these activities?
112
5. What is your comment on the present budgeting system?
7. Describe the current practice followed in calculating the cost for various
departments?
BIBLIOGRAPHY
During the preparation of project I took the help of various sources which are as
follows:
Books:
Journals:
Accounting manual
Budget manual
113
Training manual on cost reduction
Internet:
www.hal-india.com
www.wikipedia.org
114