S.E.C.L.

CENTRAL WORKSHOP, KORBA

Executive Summary

The in plant training was introduced to have an exposure to the organization

concepts and its working. The four weeks in plant training is all about learning
an organization. It is done with an intention of colligating the organization
content with reference to the operational definitions.

First part of the project pertains to the industry and company profile.
Industry profile explains about the industry scenario in terms of present and
future trends.

Second part pertains to the Mc-Kinsey’s 7s frame work. The implications of

Mc-Kinsey’s 7s frame work in the organization and its importance.

Third part pertains to the SWOT analysis of the company. This explains the
various strengths and weakness of the company as well as its future
opportunities and threats from both inside and outside environment.

Fourth part pertains to the annual report of the company. It explains the
annual report of the company and its profits and costs. It also gives the
information about the application and sources of funds.

Fifth part pertains to the learning experience. This part pertains to the
knowledge gained by me while doing the in plant training in an organization.
This in turns is the implication of what I have learned and how it is
implemented in an organization.

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CHAPTER – I

INTRODUCTION

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1 Profile of the Industry

In modern civilization, the per capita energy consumption of any nation

depicts the growth of the country. India, our nation is no exception to this fact.
Worldwide, coal being the major source of primary energy, plays a vital role in
the field of energy generation. In India, coal accounts for nearly, 56% of total
energy generation and 67% in respect of electric energy generation.

After independence of India in 1947, the demand for electricity of the country
had increased tremendously. The uphill task of meeting the sharp increase in
the demand of coal required proactive role of coal sector. Formation of
National Coal Development Corporation (NCDC) in 1956 by Government of
India was the major step towards meeting this demand. As NCDC had started
many open cast mines surrounding Korba, a Central Electrical & Mechanical
Workshop, in an area of 65,130 sq. mtr. Was established on 15th Oct 1967.

Technical audits, conducted by central workshop (CWS) Korba have always

saved this equipment for safe operation and in unforeseen breakdown.
Workshop gang is regularly visiting to detect and rectify any cracks etc. in the
drag line booms through Non-destructive test, before it is damaged or
becomes breakdown. Similarly, Audit teams of various sub-assemblies like;
engines, transmissions etc., visiting regularly for doing Condition Based
Monitoring of various equipment to rectify the problem and give suggestions
for taking corrective & preventive action to enhance the life of various
components.

Workshop team is always after improvement in life of components

manufactured and repaired and is successful. However, our aim is for
achievement of greater height nothing less than the original equipment
manufacturer (OEM).

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For increasing the spirits of women in India, the female employees of this
CWS are being utilized in undertaking productive jobs. They are gainfully
utilized in winding of electrical motors, generators & transformers, operation of
punching machines, power hack-saw, plate cutting machines, drilling
machine, hydraulic press, making

Conveyor rollers etc, over and above the cleaning jobs of components of
various sub-assemblies, engines, transmissions, etc.

SECL was formed on 01.01.1986. Since its inception, Central Electrical &
Mechanical Workshop (CEMW), Korba has been playing a vital role in helping
the coal mines of SECL and its sister concerns to improve the availability of
their HEMMs and underground machinery by providing timely and effective
workshop support.

CEMW is a well equipped workshop having all facilities for manufacturing of

critical spares like shafts, gears, pins, bushes, fasteners, pinions, couplings,
tooth points, belt conveyor structures, coal tubs etc., and repairing of critical
sub-assemblies like; engines, transmission, gear boxes, electrical motors,
generators, transformers etc. Facilities for complete rehabilitation of HEMMs
like dumpers, dozers etc.

CEMW, Korba, contributes SECL in increasing production and productivity by

reducing downtime, improving availability and increasing operational
efficiency of equipment. These are the direct positive contributions in
improving the economy of SECL.

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2. Profile of the Organization

The management of CEMW, Korba has felt to achieve total customer

satisfaction by Meeting their requirements qualitatively and quantitatively and
improves the overall Organizational performance and capabilities by
streamlining the internal processes, Methods and activities of its various
departments/shops by adhering to ISO-9001Based quality systems. CEMW,
Korba has the distinction of the First Unit of SECL. to obtain the prestigious
ISO-9002:1994 Quality System license on 21st December,2000.Subsequently,
switched over its Quality Management System in accordance With revised
standing IS/ISO-9001:2000 and obtained ISO-9001:2000 Quality System
Certificate from M/s.Bureau of Indian Standards, New Delhi, the only
accreditation Body of Govt. of India.

CEMW, Korba, contributes SECL in increasing production and productivity by

Reducing downtime, improving availability and increasing operational
efficiency of equipment. These are the direct positive contributions in
improving the economy of SECL.SECL is running 10 draglines and nearly 78
shovels of various capacities, outof which 19 nos. shovels are of the size of
10 Cu.Mtr. Out of these, few drag lines areolder more than 45 years.

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2.1 Origin of the organization:

Initially, Central Electrical Maintenance Workshop, (CEMW) Korba was
meeting the maintenance needs of coalmines surrounding Korba. To meet
the increasing demands of various sectors, Coal India Ltd had increased the
coal production tremendously by way of re-organization of old mines and
opening up of new mines. As a result, South Eastern Coalfields Limited
(SECL) was formed on 01.01.1986. Since its inception, CEMW, Korba has
been playing a vital role in helping the coal mines of SECL and its sister
concerns to improve the availability of their Heavy Electrical Machine and
Maintenance ( HEMMs) and underground machinery by providing timely and
effective workshop support.

CEMW, Korba is a well equipped workshop having all facilities

for manufacturing of critical spares like shafts, gears, pins, bushes, fasteners,
pinions, couplings, tooth points, belt conveyor structures, coal tubs etc., and
repairing of critical sub-assemblies like; engines, transmission, gear boxes,
electrical motors, generators, transformers etc. Facilities for complete
rehabilitation of HEMMs like dumpers, dozers etc., to enhance their rated life
are also available here. Studded with manpower of 696 (including 55 women)
CWS Korba is well equipped with modern machines and testing facilities.

CEMW, Korba, contributes SECL in increasing production and

productivity by reducing down-time, improving availability and increasing
operational efficiency of equipment. These are the direct positive contributions
in improving the economy of SECL.SECL is running 10 draglines and nearly
78 shovels of various capacities, out of which 19 nos. shovels are of the size
of 10 Cu.Mtr. Out of these, few draglines are older more than 45 years.

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2.2 Growth of the organization

As a result, SECL was formed on 01.01.1986. Since its inception, CEMW,

Korba has been playing a vital role in helping the coal mines of SECL and its
sister concerns to improve the availability of their Heavy Earth movers
machine (HEMMs) and underground machinery by providing timely and
effective workshop support.

CEMW, Korba is always making attempt to search out some new challenges
of job which can effect cost savings of SECL and in this approach, a conveyor
roller manufacturing shop used in CHPs has been started recently. At
present, these rollers are being procured from market, though they are
manufactured by few Areas of SECL on a small scale. After streamlining of
supply of spares for required manufacturing of various sizes of rollers, it is
expected to manufacture at least one lakh of such rollers per annum at this
Workshop, which will, in turn, save considerable amount to SECL.CEMW,
Korba is committed to build upon its strengths and to take this to newer
heights of achievements and help SECL in fulfilling its commitment towards
the nation.

• Workshop was awarded ISO: 9000 certificate during May-2001.

• Old inactive boiler house was demolished and all scraps were shifted
to scrap yard and complete area (30mx50m) was cleaned and
concreting done for safe storage of serviceable engine, transmission
parts during 2003.
• Successfully converted the Cummins NTA-855 Big Cam engine
applicable to BH-35-II dumper in to N-14 series [which is originally of
imported origin] to make it suitable for TATA Hitachi EX-700 Excavator
of Kusmunda project, during April 2006.

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2.3 Milestones of the organization:

1. Successfully commissioned 2 Ton Induction Furnaces at Foundry

Shop, which became operative since July 2000.

2. Workshop was awarded ISO: 9000 certificate during May-2001.

3. Successfully erected and commissioned Plano Milling Machine

having bed length 7.5 meters, in machine shop in the year 2001,
which was lying after receipt at CWS in 1988.

4. Successfully erected and commissioned Horizontal Boring

Machine at Machine Shop during 2002 having capacity 130mm
spindle dia, bed length 2x2 mtr. Maximum tonnage capacity 12T.

5. To make available additional space at Transmission Repair Shop,

the Vehicle Section was moved from Transmission Shop premises
and separate Vehicle Section was erected having facilities for
parking all available vehicles including 2 Trailers, 03 Trucks, 01 IT-
12 Loader etc. and with facility for battery charging and ramp for
inspection for repair the vehicle in the year 2003.

6. Old inactive boiler house was demolished and all scraps were
shifted to scrap yard and complete area (30mx50m) was cleaned
and concreting done for safe storage of serviceable engine,
transmission parts during 2003.

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7. Considering huge in flow of electrical motors & generators for

repairs at CWS-Korba additional shed was created for Electrical
Repair Shop having 60% additional space.

8. Received award for “Best Maintained Workshop” for the year

2005-06 at CWS, Korba.

9. Successfully converted the Cummins NTA-855 Big Cam engine

applicable to BH-35-II dumper in to N-14 series [which is originally
of imported origin] to make it suitable for TATA Hitachi EX-700
Excavator of Kusmunda project, during April 2006.

10. A Roller Testing Bench has been designed for feeding pipes to the
power hacksaw machine, during 2006.

11. Received award for “Best Maintained Workshop” for the year
2006 also at CWS, Korba.

12. Enhancing the capacity of Dynamic Balancing Machine from 3

Ton to 10 Ton capacity for balancing of higher capacity jobs up to
1250 HP Synchronous Motor Rotor [M-7800 Dragline]. During July
2006.

13. Failure of Propel Crank of Marion Dragline [SHIVA] of

Bishrampur causing loss of production worth Rs. 15 to 18 lakhs per
day and import substitute worth Rs. 3.5 Cores, was successfully
repaired First Time at CWS, Korba within 37 days out of
committed 45 days on an expenditure of Rs. 11.25 lakhs only
during November, 2006 and Coal India, Chairman personally
visited, inspected CWS, Korba and awarded for the same with a
cash of Rs. 1 Lakh for CWS, Korba.

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2.4 MISSION

The Mission of coal India limited is to produce Quantity of coal and coal
products efficiently and economically with Due regard to safety, conservation
and quality…

2.5 VISION

CEMW, Korba is always making attempt to search out some new `At present,
these rollers are being procured from market, though they are manufactured
by few Areas of SECL on a small scale. After streamlining of supply of spares
for required manufacturing of various sizes of rollers, it is expected to
manufacture at least one lakh of such rollers per annum at this Workshop,
which will, in turn, save considerable amount to SECL.

CEMW, Korba is committed to build upon its strengths and to take this to
newer heights of achievements and help SECL in fulfilling its commitment
towards the nation.

QUALITY POLICY

We are committed to strive for continual Improvement in the effectiveness of

our system performance and compliance with requirements to achieve total
customer satisfaction and self-esteem through improved work culture.

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2.6 Objective Of The Organization

• Evolve corporate strategy for Company’s continuous growth and

profitability including Strategic alliances.

• To modernize, upgrade and improve facilities for higher production as

well as productivity.

• To continuously improve the quality of products.

• To strengthen the marketing strategy to effectively compete in national

and international markets.

• To generate enough internal and external financial resources to

implement its diversification projects.

• To maintain and develop highly motivated human resources to achieve

professional competence and ensure career development of its work
force.

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2.7) Ownership Pattern

The management team is appointed by board of directors to carry out day-to-

day operations the authorized share capital of the company in (Rupees one
thousand three hundred crores) divided into (one crores) equity. And (Thirty
lakhs) 0.10% cumulative redeemable preference share of Rupees one
thousand each. Subject to the provisions of the act these articles and to the
right of SECL the board of Directors who may allot or otherwise dispose of the
same to such persons on such terms and conditions as they consider fit.

BOARD OF DIRECTORS:
The CIL India Board comprises reputed people from the coal industry both
from India.
Mr. K.V. Kamath, Chairman
Mrs. Lalita D. Gupte
Mrs. Kalpana Morparia
Mrs. Chanda Kochhar
Mr. M.P. Modi
Mr. R Narayanan

MANAGEMENT TEAM
Ms. Shikha Sharma, Managing Director
Mr. Sandeep Batra, Chief Financial Officer & Company Secretary
Mr. Puneet Nanda, Chief - Investments
Mr. Shubhro J. Mitra, Chief - Human Resources
Mr. Dipan Bhattacharya - Chief Information Technology

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2.8 Product / Service Profile

Central workshop (CWS) is produces the product i.e. steel. it only provides
service to SECL in increasing production and productivity by reducing down-
time, improving availability and increasing operational efficiency of equipment.
These are the direct positive contributions in improving the economy of SECL.
So far is attending the customer complaints if any, because it treats their
customer as partner so customer satisfaction is their motto.

MAIN PRODUCTS
1. Gears.
2. Pins.
3. Bushes
4. Fasteners
5. Belt conveyor structures
6. Coal tubs
7. Tooth points
8. Couplings
9. Pinions

Others service including repairing of critical sub-assemblies like; engines,

transmission, gear boxes, electrical motors, generators, transformers etc.
Facilities for complete rehabilitation of HEMMs like dumpers, dozers etc. CWS
Korba is well equipped with modern machines and testing facilities.

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2.9 Competitor’s profile

India’s coal mining is predominantly nationalized. Private sector companies
are only allowed captive production for power generation, iron and steel
production, cement and or other industrial processes. Approximately 95% of
total coal production is by state and central government owned mining
companies. The remaining is by private captive mines.

Private sector competitors:

• TATA iron and steel co.
• PRAKASH industries ltd.
• JINDAL steel co.
Coal India ltd (CIL) is the holding company with seven coal production
subsidiaries and is planning and design subsidiary, which are as
fallows.

1. Bharat coking coal ltd. (BCCL)

2. Central coalfields ltd. (CCL)
3. Eastarn coalfields ltd. (ECL)
4. Mahanadi coalfields ltd (MCL)
5. Northern coalfields ltd (NCL)
6. South eastern coalfields ltd. (SECL)
7. Western coalfields ltd (WCL)
7. Central mine planning and design institute ltd (CMPDIL)

FOREIGN COMPETITOR:
• AUSTRALIA
• CORIYA
• INDONESIA

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2.10 Departmentalization

2.10.1. Finance Department:

Finance department play a major role in any organization. Its main objective
to provide strength and stability to organization. All activities of industries and
concern are fully depending on finance. Therefore, in SECL, all section are
properly arranged and planed. This organization is run by ministry of
government so and this organization is undertaking by SECL.

All plan and procedure of finance is prepared under the authority of SECL. All
sections have one finance department. All fund are decided and polices are
making related to distribution and section of funds.

Finance department of CWS is arranging fund for the each shop which is
required to the fulfill the needs of section of workshop. As per requirement of
section fund is issue by the finance department. Like in planning section fund
is issue to purchase of material, in engine repair shop fund is issue to repair of
engine etc.

Financial planning is done annually basis. Generally all financial plans are
prepare with the help of previous year data of each section of shop. Required
fund is issue by the finance manager.

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FINANCE DEPARTMENT CHART:

G.M. - General Manager

D.G.M. - Deputy General Manager
A.G.M. - Assistant General Manager
A.O. - Account Officer
A.A.O. - Assistant Account Officer
Sr.Asst. - Senior Assistant
Asst. - Assistant

Functions of Finance Department:

1. Construction of bills: This is the main function of Finance

department, under this, the whole project estimation can be done
and company makes necessary fund allocation to those projects.
2. Supply Bill: This section concerned with supply of all necessary
inputs required to the plant.

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3. Maintenance Bills: In this, section the whole maintenance of the

plant and machinery.

4. Salary / TA/ Medical Bills: In the section salary / TA / medical

allowances to the employees disbursed.
5. Cash Management: Here cash inflow and cash outflow is
undertaken.

i. Proper management of cash flows.

ii. Optimal utilization of funds with minimum cash
iii. To maintain a proper relationship with banks and other
financial institutions.

6. Compilation: In this process all required documents and final

accounts are prepared.
7. Tax: In this section whole tax obligation are settled.
8. Mobilization of Loan: Whenever short-term loan are required then
the necessary loan arrangement are taken.

Revenue: All revenue record from Simplex Casting Ltd. is recorded &
maintained.

2.10.2 Purchase Department

This Manual is a guideline and all purchases are to be regulated as per
procedure laid Down therein. However, in some specific cases, it may become
necessary to arrange materials by adopting methods not indicated in the
manual. In such case, specific approval of CMD of Subsidiary/Chairman, CIL
will have to be obtained before initiating such action, detailing the reasons as
to why procurement becomes necessary not as per the guidelines of the
Purchase Manual.
Materials Management Division headed by the Chief General Manager (MM)
reporting to Director (Technical) carries out the purchase functions in Coal
India Limited. In respect of Subsidiary Companies, these functions are carried

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out by respective Materials Management Division headed by Chief General

Manager/General Manager (MM) reporting to Director-in-Charge of MM Dept.

Purchase functions are also carried out by User Deptt/Units as per powers
delegated to them.

Structure of Purchase Department

GENERAL MANAGER

MATERIAL MANAGER

FINANCE MANAGER

SUPPLIER-1 SUPPLIER-2 SUPPLIER-3

STORE

The Materials Management Division of Coal India Limited is presently

responsible for procurement of explosives only. The Materials Management
Division of the subsidiary cos procures all other items. In case of any change
required for the above stated delegation of procurement the same be
undertaken only in consultation with the subsidiary companies and after due
approval of the Board of Directors of CIL. North Eastern Coalfields (a unit of
CIL) shall purchase all types of items themselves except explosives. The
purchase function in coal India limited is carried out the Chief General
Manager (MM) repotting to Director. in respect of subsidiary companies those

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function are carried out by respective materials management division headed

by CGM, General manager (GM) reporting to Director in the charge of

Material Manager Department purchase functions are also carried out

delegated to them.

OBJECTIVE & PURCHASE POLICY:

The primary objective is to procure plant and equipment, spares and other
stores and materials required by indenters with a view to:
• Helping and maintaining continuity of production by correct supplies as
per user’s requirement in time.
• Ensuring that items purchased are most economical, taking into
account their quality, durability, efficiency.etc
• The materials obtained shall be:
a) Material quality.
b) Right quantity.
c) Right time.
d) Right price
e) Right sources.

2.10.3 Personnel Department

The human resource department is responsible for attracting, developing and

maintaining the firm's work force. Human resource department identify
potential employees maintains complete records on existing employees,
creates programs to develop employees talents and skills.

OBJECTIVES
• To ensure greater objectivity in appraising the performance of
employees and also taking into A/C the present day practices in
professionally managed organizations it is decided to introduce a new

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system called 'performance Appraisal and Development System’-PADS

in the corporation,

• A congenial work environment supportive of high performance leading

to attainment of co objective is the mission of HRD in Simplex Casting
Ltd.
• Maintaining optimum staff level, infusing and developing talents, true
of, empowerment, concern for people and rewards are key elements of
a con genial work environment, which is dynamic.
• To promote employees involvement in organizational development.

Structure of Personnel Department:

General Manager

Deputy General Manager Deputy General Manager Deputy General Manager

Supervisor Supervisor Supervisor Supervisor

Senior Eng. Senior Eng. Senior Eng.

Engineer

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Office superintendent

2.10.4 PLANNING SECTION

Work order receives from different project:

First process of planning section is receive order from different projects of

mining as per require work order is taken. Time to time workshop conduct
meeting to take the order of projects & company.

Sending job card:

After that, job card is issued by workshop to different Shop. It is issued to fulfill
the requirement of order about material require & type of product require and
how much cost of particular job.

Requirement of material & costing:

Job card decide requirement of material and cost of particular job. In this as
per order costing is done before commencement of order. In this process
mainly work is done is according to cost of material and labour and other input
cost.

Target:

Forecasting of order and costing is done by planning section in annually

basis.

Maintain proper records:

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Proper record is maintained by planning section of work order of done by

each shop of section.

Billing:

Afterward before dispatching of order all billing process is done by finance

department of central workshop.

Dispatching of job order:

After completing all work out card is issued by work shop before it complete
checking of performance and of order according to standard and quality policy
workshop.

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2.10.5 TRANSMMISSION REPAIR SHOP

Transmission repair shop is the very big shop. in the CWS, hear they repairing
gear box of earth moving machines caterpillar, dumper which is use in open
cast and underground coal mines they help to SECL for the production of coal
.in the transmission repair shop every person are doing the work very care
fully, and all the worker are doing work in shop they are skilled Nature of work
in the shop is very friendly, if any worker face any problem in shop at the time
of work the shop manager will always try to solve the problem right time.

And provide training to all the worker time to time. they use new technology
for doing the work very faster, and the work place are divide for all the work as
per as the working rule and the quality policy is the very important to the
shop. they are doing work step by step which is effect the quality of work .To
make available additional space at Transmission Repair Shop, the Vehicle
Section was moved from Transmission Shop premises and separate Vehicle
Section was erected having facilities for parking all available vehicles
including 2 Trailers, 03 Trucks, 01 IT-12 Loader etc. and also with facility for
battery charging and ramp for inspection for repair the vehicle in the year
2003. CEMW, Korba is committed to build upon its strengths and to take this
to newer heights of achievements and help SECL in fulfilling its commitment
towards the nation.

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2.10.6 MACHINE & HEAT TREATMENT SHOP

Machine & heat treatment shop is dividing in two parts.

1) Machine shop
2) Heat Treatment shop.

1) Machine shop:-
In machine shop, they are making parts of machine, which is required to each
machine. For the making of parts of machine, they purchase raw material
from SAIL. Then after with the help of drawing sheet and different kind of
measurement they design and manufacture the different part of machine.

2) Heat Treatment shop:-

In the Heat treatment shop there is a one big Furness .Furness will be use for
the heating the different part of machine which is made in the machine shop.
Through this treatment checking the stander and quality of parts, which is
passing through the treatment of Furness.

2.10.7HEAVY REPAIR SHOP

Heavy repair shop is the very big repair shop in the central work shop. Hear
they repair big & heavy earthmover machine. They use new technology for
the work .and all of the employee of this shop are very skilled.

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So that the work of this shop is highly complicated that is why highly
professional are required to perform the task and keen supervision is required
which does the supervision authority do and this work perform by supervisor
in this shop.

HEAVY REPAIR SHOP

SECTIONAL HEAD

SHOP FLOUR INCHARGE

Supervisor

Team-1 Team-2 Team-3 Team-4

2.10.8 STRUCTURAL SHOP

In the structural shop, they are doing fabrication work. They made coal tub
and stringer, which is use in coal mines for the production and transportation
of coal. The size of coal tub is different type, which is made to demand of
each project. Workshop team is always after improvement in life of
components manufactured and repaired and is successful. However, our aim
is for achievement of greater height nothing less than the OEM. CEMW,

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Korba is always making attempt to search out some new challenges of job,
which can affect cost savings of SECL and in this approach..

FLOW CHART FOR FABRICATION

LAY OUT

MARKING

SHEARING GAS CUTTING PUNCHING DRILLING

BENDING

NOTCHING

ASSEMBLING AND
TRACK WELDING

FULL WELDING

INSPECTION

DISPATCHING

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FUNCTION OF FOUNDARY SHOP:

The first step of foundry shop is to pattern making which is only made by
wood of tick for model of order .afterwards they prepare the wet mixture sand
with the help of (Dust + Betonies) .
This mixture is send to Furness to make this structure hard in iron box with
pattern structure.
Secondary section is to melting raw material with the help of electric and
water through Furness, capacity of Furness is 2 ton. This melted raw material
is put into the hot bucket and through this; it is putting in the pattern-making
model. 24 hour is required to make it cool.

TYPE OF CASTING:

 steel (through scrap of steel+mangnasim)

 Cast iron (pigrun, enoculing)

 Non ferrous ( copper, zinc, tin )

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FLOW CHART FOUNDARY SHOP:

PATTERN MARKING SILICA SAND RAW MATERIAL & ORES

SAND ADDITVES
MELTING
SAND MIX & PREPRATION

SEMPLE
CORE MAKING MOULDING TESTING

HANDLING MOTTEN
MOULD ASS & HANDLING METAL

POURING

SHAKING OUT

FETTLING & FINISHING

HEAT TREATMENT

INSPECTION TESTING

READY FOR
MACHINING

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CHAPTER II

IMPLEMENTATION &

7’sMcKINSEY’S MODEL

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7’s MODEL FRAME WORK

Mc Kinsey and company framework provides a useful framework for analyzing

the strategic attributes of an organization. Mc Kinsey counseling firm identified
strategy as only one of 7’s elements exhibited by the best-managed
companies.

7’s framework for management analysis was developed by the respected

consulting firm of Mc Kinsey and company. 7’s framework is considered as a
strategy in the modern era enterprises.

7’s model is a tool for managerial analysis and action that provides a structure
with which to consider a company as a whole. The 7’s are a framework for
analyzing organizations and their effectiveness. The 7’s framework is Value
Based Management (VBM) that describes how one can holistically and
effectively organizes a company. The 7’s are

* Strategy

* Structure

* System

* Style

* Staff

* Skill

* Shared values

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MCKINSEYS 7’S MODEL FRAME WORK

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DESCRIPTION:

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The HARD S’s:

Strategy: Actions, a company plans in response to or anticipation of changes

in its external environment.

Structure: Basis for specialization and co-ordination influenced primarily by

strategy and by organization size and diversity.

Systems: formal and informal procedures that support the strategy and
structure.

The SOFT S’s

Style/Cultures: The culture of the organization, consisting of 2

components. Organizational culture. the dominants values, beliefs and norms,
which develop overtime and become relatively enduring features of
organizational life.

Management Style: More a matter of what managers do than what they

say; how Does Company’s manager spends their time? What are they
focusing attention on?

STAFF: The people or human resources management-processes used to

develop managers. Specialization processes, ways of shaping basic values of
management cadre ways of introducing young recruits to the company, ways
of helping of manage the careers of employees.

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Skills: The distinctive competencies what the company does best, ways
expanding or shifting competencies.

Shared Values: Guiding concepts, fundamental ideas around which a

business is built-must be simple, usually at abstract level, having great
meaning inside the organization even though outsiders may next se or
understand them with 7’s reference to the company.

Here Strategy, Structure and Systems can be considered as the ‘ Hardware’

of success while Style, Staff, Skills and Shared values can be considered as
the ‘Software’ if success of an organization. The 7S diagram illustrates the
multiplicity interconnections of elements that define an organization’s ability to
achieving. These have been identified 7 interdependent factors that influence
organizational effectiveness.

Strategy:

The strategy in the 7S framework includes purposes, missions, objectives,

goals and major action plans and policies of the company. Through out the
past decade, the corporate world has given close attention to the interplay
between strategy and structure. Certainly clear ideas about strategy make the
job of structural design more rational. By “Strategy”, we mean those actions
that a company plans in response to or anticipation of changes in its external
environment its customers, its competitors. Strategy is the way A Company
aims to improve its position vis -a-vis competition- perhaps by providing low -
cost services, perhaps by providing better value to the customer, perhaps by
achieving sales and service dominance. Strategy is formulated from what
worked and did not work in the part, and shows what management must do in
the present to active the desired future.

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Strategic effectiveness comes from the way the activities align and reinforce
each. Adding together activities randomly is not a strategy. Strategic thinkers
must, therefore, organize the right mean of strategic activities assure they
reinforce each other and align all animals of the culture to reinforce the
strategy.

Strategy is referred as "a pattern in a stream of decisions and actions". This

pattern of decisions or actions is aimed at achieving the goals and objectives
of the company

MCKINSEY’S 7S FRAME WORK STUDY FOR S.E.C.L. (CWS).

STRATEGY:-

The strategy is the link between the objectives, the company desire to achieve
set of action, which are needed to take in order to achieve those objectives.
Strategy is the sense of direction gives to all in the firm from the complete set
of elements of the strategic planning process through clearly formulated &
clearly communicated machine objective strategies implementation
programmes & feedback & control system. Only through this the firm has the
common cause to reach with the organization flexibility.

THE STRATEGIES USED ARE

• QUALITY EMPHASIS.

The implementation of the QMS at CEMW, Korba has resulted in improving

the performance of overhauled sub-assemblies like; engines, transmissions,
gear boxes, electrical motors, generators etc.continual Improvement in the
effectiveness of our system performance and compliance with requirements to
achieve total customer satisfaction and self-esteem through improved work
culture.

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Organization Structure

GENERAL
MANAGER

WORKSHOP SEFTY WORKSHOP MATERIAL Personnel Planning A/C

MANAGER-1 OFFICER MANAGER-2 MANAGER Dept. Sec. SEC.

STRUCTURAL. MACHINE REPAIR FOUNDRY

SHOP SHOP SHOP SHOP

ENG.SHOP TRANSMISSION SHOP ELECTRICAL SHOP

MANAGER MANAGER MANAGER

Structure

Structure refers to the organizational arrangements for performing tasks and

activities. The structure could be give, functional, regional and product wise etc. An
organizational structure is of the strategic management variables. It is the framework
of reporting relationships note definitions and accountabilities that are intended to
assist the firm in meeting its mission and objectives.

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A well balanced organization structure on which the company can apart from
sustaining the business also gain its evident in CWS. The organization is well
managed and structured, with each function given utmost importance.

Since CWS is, a democratic and military type that is the decision is taken by
the top-level management of the company for analyzing and taking decision
the top management will consult the lower level and functional level mangers.

STRUCTURAL WORK:-

CEMW, Korba, contributes SECL in increasing production and productivity by

reducing downtime, improving availability and increasing operational
efficiency of equipment. These are the direct positive contributions in
improving the economy of SECL.SECL is running 10 draglines and nearly 78
shovels of various capacities, out of which 19 nos. shovels are of the size of
10 Cu.Mtr. Out of these, few drag lines are older more than 45 years and
have clocked more than 1,50,000 hours.

Technical audits, conducted by CWS Korba have always saved this

equipment for safe operation and in unforeseen breakdown. Workshop gang
is regularly visiting to detect and rectify any cracks etc. in the drag line booms
through Non-destructive test, before it is damaged or becomes breakdown.

Similarly, Audit teams of various sub-assemblies like; engines, transmissions

etc., visiting regularly for doing Condition Based Monitoring of various
equipment to rectify the problem and give suggestions for taking corrective &
preventive action to enhance the life of various components.
Workshop team is always after improvement in life of components
manufactured and repaired and is successful. However, our aim is for
achievement of greater height nothing less than the OEM

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System

System refers to all the rules, regulations, and procedure both formal and
informal that complement the Organizational Structure. Systems apply to
many aspects of the firm. The system modal of management shows that
communication is needed for carrying out the managerial functions and for
linking, the organizational with its external environment system is most offers
used with reference to MIS and Quality Information System. The effective
Day-to-day running of a business requires the speedy collection, collection,
collation and flexible retrieval of information.

'Systems' in the 7’s framework refer to all 'the rules, regulations, and
procedures complement the organization structure.

• Proper budget proposal from constituent department division/units

and review & analysis of the same with historical situations.
• Enhancement of knowledge and skills of employers through
training and development systems.
• Computer systems to network most of the officers and give a push
to computerization in all its officers.
• Under the accounting system, the financial statements have been
prepared under the historical cost convention and that accrual
basis of accounting is adopted except in few cases.

DESIGN FACILITY:-

"S.E.C.L. CWS" is equipped with state of art hardware, software and

peripherals to carry out designing by a group of technocrats, capable of
carrying out detail engineering, manufacturing drawing based on basic
engineering drawings. The engineering design is done with Auto-CAD
software and structural designing is done using 'STAD' software.

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Skills

Skills refer to the fact that employers have the skills needed to carry out the
company strategy. Training and development ensuring people to know how to
do their jobs and stay up to date with the latest techniques. People in an
organization need various skills such as managerial, engineering, application
Technology, science, etc, in the organizational content people also need
business skills, such as marketing, fiancée etc.

 Technical skills
 Design skills
 Conceptual skills
 Human Resource skills

Waterman considers "Skills as one of the most crucial attributes or capabilities

of an organization. The term "Skills" include those characteristics which most
people use to described a company.

• S.E.C.L. CWS takes greater pride in the experience it has

gathered, the expertise it has developed and the skills it has
honed especially in the planning, investigation, design,
execution and effective operation of large power projects.
• S.E.C.L. CWS has also shown its capability in handling capital
expenditure of high magnitude.
• A strong infrastructure coupled with modern technical and
management concepts has helped SECL meet the challenges of
the rising energy demands of Chhattisgarh.
• The highly skilled technocrats, administrators, supporting staff
and a dedicated workforce professionals joining hands to give
more power to Chhattisgarh.

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• The skill levels of the workers are work oriented and they are
specialized in their respective field of work. Most of the worker
are well experiences and well trained.

Staff

Staff of human resource of an organization in referred as an important asset.

So the persons to be selected for this should be carefully selected and
appointed airtight place at right time. Various positions in the company require
differing contributions and this has the implication that different people are
needed to fit their various roles. Certain positions require people with special
skills other require special knowledge and also different types of personalities.

• Staffing is the process of acquiring human resources for the organization

and assuring that they have the potential to contribute to the achievement of
the organization's goals.

• The total staff is 456. The staffs are educated, skilled & lead by professional
at the line.

• Manager, middle & top level executive. Artisans have direct exposure to on
the job.

• Expertise in one or more functional areas. Many have had experience of

working in different units of. Which have enhanced their vision a dedicated
staff from top to down below be a good aspect in SECL CWS.

The people in organization are very dedicated and work towards the
improvement of the organization. The skill levels of the workers are work
oriented and they are specialized in their respective field of work most of the
worker are well experiences and well trained.

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RECRUITMENT, SELECTION AND PLACEMENT:

Recruitment & Selection process is done through central selection committee

for this related Govt. rules & process can apply from time to time.

SALARY:

1. Salary list to prepared based on the attendance sheet of all the employees

2. The payment is usually done in first week of each month.

OTHER FACILITIES:

Employees are provided with other facilities like provident fund, gratuity,
pension and leave encashment.

FRINGE BENEFITS:

The fringe benefits provided by the corporation are:

1. Car facilities to the executive officers

2. Transportation facilities to the employees

3. Canteen facility

4. Educational facilities to the employee children

ROLE OF PERSONNEL MANAGER:

The Personnel manager at the management level helps the management to

emotions and analyzes the recruitment attraction & compensation of
employees.

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The other roles are:

• Control the activities in the management level in the organization.

• Looks after the grievances that might take place in the office.

• Directly reporting the issues & affairs to the top-level management.

TECHNICAL DEPARTMENT:

OBJECTIVIES:

• To keep pace with the latest technologies

• To increase operating effectively and maximize efficiency, even while

Increasing their capacity.

• To provide for better control and faster response to aid the increased
system stability.

Style

Style has been observed in the organization that the behaviors of superior
towards the subordinators in pleasant or hard. All firms develop a style and
culture ‘How things are done’. This can relate to how people work together,
how they dress, how they interact in the work situations etc. The important
points are the individuals in the organization need to be feeler to the style,
which is adopted in the organization for achieving the goal.

Style is one of the seven levers, which top managers can use to bring about
organizational change. It is one of the so-called "soft" S's.The style of the

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organization is according to the MC Kinsey framework, because evident

through the patterns of actions taken by members of the top management
team over a period.

• Constant up gradation of technical competence and systems, developing

human resources capabilities, and empowerment are ways SECL follows to
achieves its objectives.

•Management initiative for improvement is through deputation to foreign

countries and career growth scheme to the employees.

• The corporation conducts in-house training and external training programs

for the benefits of the employees and the company

Shared Values

These refer to set of goals, values and aspiration, often unwritten that goes
beyond the conventional formal statement of corporate objectives properly
articulated can provide a strong basis of stability to an organization is a rapidly
changing, setting by providing a basic meaning to people working in the
organization. The clear understanding of mission, aims and objectives is
essential. Shared values generally mean the values, which the employees of
an organization do follow. These values do provide the employers basic
guidelines, which the employers do practice in the organization.

Shared values the central core frame work which gives rise to a certain spirit
among organizational members regarding "Who we are and where we are
headed". The spirit is permeating in the values, attitudes and philosophy of its
members. The corporate value defines the ideas and beliefs, which guide the
organizational operations. They lay down the foundation of the organization's
management philosophy and give rise to a particulars culture.

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Values of organization are -

• Serve the nation

• Developing human resources capabilities

• Innovative and creative

• Trust and team spirit

• Efficiency and cost effectiveness • Harmony with the environment

• Integrity

• The power to prosper and to make dreams come true.

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CHAPTER III

SWOT ANALYSIS

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SWOT ANALYSIS

Strengths

 Well-equipped chemical and metallurgical laboratories.

 Producing varieties of machine parts.
 Known as quality supplier.
 Integrated steel making facilities offer prospects for Brownfield capacity
additions, offering significant intrinsic advantage in lower incremental
capital cost – related charges.
 Good industrial relations.
 Use new technology
 Cohesive management

Weakness

 Old technology in certain production shops.

 Small size furans for melting raw material
 High Overheads and fixed costs.
 Non- core activities (township, school, hospitals and large non-works
manpower)
 Adverse age-mix of workers and high average wage

Opportunity
 Growing market for coal.
 Competitive environment calls for improvement and increase in
productivity.

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 Cutting costs by making use of new technology.

Corporate Opportunity:-
Except as may be approved by the Board of Directors, they are prohibited
from:
(a) Taking for themselves personally any opportunities that belong to the
Company are discovered with corporate property, information or position.

(b) Using corporate property.

(c) Competing with Company.

Threats

 Better technology of other manufactures could help them to supply

goods at lesser rates, which could eat the market share.
 Too many welfare activities lead to the increase in expectations of
employees, which could at some point of time become a reason for
dispute.

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CHAPTER IV

SUMMARY OF LATEST ANNUAL REPORT

OF THE COMPANY

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PROFIT & LOSS A/C (All figures in Rs. Cores)

(A) INCOME:- 31st March 08 (Rs) 31st March 07(Rs)

SALES 0.00 0.00
Coal for other purpose 0.00 8,129,605.72
IN stock 579,090,595.93 570,632,805.97
Net loss c/d 54,067,508.04 0.00
(B)EXPENDITURE :-
Purchase 0.00 0.00
Internal Consumption of coal 0.00 0.00
Decreeing of Stock 6,145,943.00 0.00
Emp. Remuneration & Benefit 214,880,437.36 171,380,420.08
Consume Store & Spire 273,808,662.96 228597,609.68
Power & Fuel 52,704,320.99 61,834,561.22
Repairs 35,869,209.12 32,520,938.98
Social Overhead 34,767,327.07 20,966,464.28
Interest 5,736,733.81 23,712,640.12
Impairment of Assets 8,550,258.76 8,744,630.73
Provision 69,5140.88 7,524,823.83
Net profit c/d 0.00 23480322.77
(C) TOTAL (R) 633,158,103.97 578,762,411.69
Net Profit b/d 0.00 23,480,322.77
Bal. of Loss to Bal. Sheet 55,049,941.04 0.00
55,049,941.04 23,480,322.77
Provision for tax 9,82,433.00 0.00
Net Loss b/d 54,067,508.34 0.00
Bal. of Profit 0.00 23,480,322.77
(D) TOTAL (Rs) 55,049,941.34 23,480,322.77

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BALANCE SHEET: (All figures in Rs.Cores)

Particular Previous Year Current Year

1 SOURCES OF FUNDS
A) Shareholders’ Funds
a) Share Capital 106.36 106.36
b) Reserves and Surplus 235.69 177.60
B) Special Appropriation towards
Project Cost
C) Loan Funds
a) Capital Liabilities 712.59 572.65
b) Borrowing for working capital 191.86 265.99
D) Other sources of Funds
a) Capital contributions from 463.79 598.63
consumers & Grants
b) Consumers’ Security Deposits 114.11 152.61
TOTAL SOURCES OF FUNDS 1853.02 2018.65
2 APPLICATION OF FUNDS
A) Fixed Assets
a) Gross Block 930.00 1,106.38
b) less: Accumulated Depreciation 155.03 204.68
c) Net Block 774.97 901.70
d) Capital Work in Progress 610.46 674.39
B) Investments 313.75 540.74
C) Current Assets, Loans and
Advances
1) Current Assets 530.39 469.41
2) Loans & Advances 14.45 13.30
D) less: Current Liabilities and
Provisions
1) Current Liabilities 778.69 930.23
2) Consumer Security Deposits 114.11 152.61
E) Net Current Assets -347.95 -600.13
F) Miscellaneous Expenditure to the 1.79 1.95
extent not written

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TOTAL APPLICATION OF FUNDS 1853.02 2018.65

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CHAPTER V

SUMMARY

LEARNING EXPERIENCE

Learning is the process of gaining knowledge experience; I would like to share

my learning experience as follows.

1. Was a grate opportunity for me to see in real life, whatever theories and
concepts I had studied in the classroom. It was great experience of doing in

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plant training in SECL CWS .as a MBA student I need to know how
organization works and how operations are carried out.

2. Organization of SECL CWS is well structure and maintained. The flow of

communication between all the departments is very good. As a processing
industry, it should have proper communication between all departments.
Because they need to work together to achieve the organization gal more
effectively and efficiently.

3. SECL CWS, each supervisor has his own subordinates and each
subordinate has number of worker working under him. There is proper control
between them and all the employee. Employee of SECL CWS is highly
motivated to work in the organization.

4. The directing and controlling in SECL CWS is very good. The higher
authority has proper control over the lower level. The timing of work, the
performance is very well observed.

5. The SECL CWS. production and operation planning is done in the separate
department that is production and planning department. Here the objectives,
duties and responsibilities of every employees are determined. The
organizational goals are divided into individual goals. The strategic plans are
framed by the administration of SECL CWS.

6. The SECL CWS managers have a effective leadership capability. The other
employees are motivated and influenced by the way of satisfying there
personal needs by the managers.

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7. Systematic and committed working is the most impartment lesson that I

have learned by studying the entire organization .I have also understood that
organization do not exist only to make profit but to serve the society.

8. The company is having another strategy of recognizing the achievements

of the employees and allowing them in participating in the career growth,
compensation and benefit programmer.

So finally, to conclude the in-plant training has made me to expose myself to

the real working environment. Training has helped me to get a clear picture of
the companies operations I am sure that this study will help me a lot in
entering my professional field and also to build my career. Lastly I would like
to say that the future is unknown it is important to have fluctuate mind set with
an optimistic attitude to learn the ways of corporate world.

SUGGESTIONS:

According to me, the board should provide recreational facilities.

Recreational facilities such as picnic, cultural function, celebration of

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certain festivals, etc. However, such facilities the Employees get a

chance to come together and know each other. This makes the
employee relax from the work and keeps them united.

• BUILD COMPANIONSHIP:
Corporate entertainment also gives workers an opportunity to know
members of their own unit or department more, and also allows
interaction with members of other units or groups that is not always
possible at work. The activity also helps reveal strengths of certain
employees that are not always possible at work. The activity also helps
reveal strengths of certain employees that are not apparent in the
workplace, while also exposing possible weakness or difficulty in
others. Thus, the typically quite type who just report to work and follows
his or her routine everyday could turn out to be someone with other
skills beneficial to related jobs in other areas. In the same way,
someone in the office who is generally not well liked could turn out to
be someone bearing a personal or family issue who just needs an
outlet for his or her emotional turmoil.

• MOTIVATING EMPLOYEES :
A long-time company employee will get motivated to perform well so
that he or she can be promoted. Others are motivated by financial
rewards. As a manager, team leader, department head or supervisor,
you need to determine the individual driving forces of those who are in
your team so that you can create a motivated workforce.

Goals for employee motivation:

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• Increase employee performance at work.

• Spice up team spirit and build a cohesive team.
• Eliminate individual differences and avoid conflicts.
• Have an open communication between peers.
• Set and achieve a common goal.

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ANNEXURE

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BIBLIOGRAPHY

Websites:
1. http//www.secl.nic.in/mcoalfields/mproduction/mfinancial/mm
anpower/mtechnology.htm

Magazine:

1. Coal India News( Annual magazine)

2. Pratibimb SECL News. (Monthly magazine)

Books:

1. Financial management – I. M. Panday

Edition – Ninth Edition

Publication – Vikash Publishing House

2. Human Resource Management- P. Subba Rao

Edition – Third Edition
Publication-Himalaya Publishing House

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