Professional Documents
Culture Documents
ON RATIO ANALYSIS IN
Session : 2016-2017
I, Meenakshi, Roll No. 3001 of BBA final year of MDU, Rohtak, hereby declare that the project
entitled Training & development is an original work and the same has not been submitted to
any other institute for award of any other degree. The interim report was presented to the
supervisor on .and the pre-submission presentation was made on.. The
feasible suggestions have been duly incorporated in consultation with the supervisor.
Meenakshi
ACKNOWLEDGEMENT
We would like to thank almighty God for blessing showered on us during the completion of Dissertation
Report.
We give our regards and sincere thanks to Ms. Vinita who has devoted her precious time in guiding us &
helping us complete it within time.
We feel self-short of words to thanks our parents and friends who had directly or indirectly
instrumental in the completion of the project. We are indebted to all respondents for their time
passion during the long conversations.
Meenakshi
PREFACE
Practical training provides a golden opportunity to implement studied rules and regulation. In the
absence of Practical knowledge, theoretical knowledge is incomplete. This indented for the
experience gained by me during Summer Training in Vita Milk Plant Rohtak
As per the curriculum requirement, I did 7 weeks training in Vita Milk Plant Rohtakjind
Working in such a big concern, no matter for a very small period was really a matter of pride.
My area of work in that concern was confined to Account section and moreover it was not
possible for me to cover all the areas of Account section in such a short period of time so I
concentrated my working on the project assigned to me i.e. RATIO ANALYSIS. So the learning
during the training in Vita Milk Plant Rohtakjind. a report of that is being presented in the
following pages.
I have also gained confidence to interact with different persons working at reputed posts in the
organization. I have also learned how to work efficiently in a stressful environment. During the
summer training, in preparing the project report, I have tried my level best effort to make it
reliable, compact and accurate.
Meenakshi
INDEX
CONTENTS
CHAPTER 1- INTRODUCTION
Company Profile
Introduction to Topic
Ratio Analysis
CHAPTER 2- RESEARCH METHODOLOGY
Problem Statement
Objectives of the Study
Database
Limitation of the Study
CHAPTER 3- INTERPRETATION & ANALYSIS
Data Analysis
Liquidity Ratio
Leverage Ratio
Activity Ratio
Profitability Ratio
CHAPTER 4- RESULTS & CONCLUSION
Findings
Suggestions
Conclusion
CHAPTER 5- ANNEXURES
Balance Sheet
Profit & loss A/c
Bibliography
CHAPTER -1
INTRODUCTION
COMPANY PROFILE
It was the time when the success of ANAND PATTERN co-operative milk producers societies
was on everyones mind. NATIONAL DAIRY DEVELOPMENT BOARD (NDDB), ANAND
AND INDIAN DAIRY CORPOTATION (a govt. of India venture) decided to replicate the
ANAND PATTERN for the purpose. It is primarily a three-tier system i.e. state level CO-
OPERATIVE FEDERTION, district level MILK UNIONS and village level MILK
SOCIETIES. All these work on the co-operative system.
Purchase of milk testing equipment, stationery and balanced cattle feed etc. from the
manufacturers in bulk and supply the same to the societies.
The union was paid a fixed amount of commission on the quantity of milk so collected by the co-
operative societies by the corporation to meet its expenses.
To replicate further the ANAND PATTERN in the state of Haryana, a state federation was
formed under the name and style of Haryana Dairy Development Co-operative Federation Ltd.
w.e.f. 1.4.1977 and all the milk plants, setup by the corporation, along with the staff were
transferred to the federation on lease basis. Even after the formation of state level federation,
responsibilities and activities of the milk unions remained the same as before at the district level.
In the year 1982, the federation decided to transfer its P and I activities along with the staff to
the ten district milk unions existing at the time, in view of the demand for implementation of
ANAND PATTERN in the state in true spirit. But the powers of deciding the policies in regards
to milk procurement i.e. milk procurement rates to be given to the societies, rate of commission
to the union to meet its expenses and milk processing facilities remained with the federation.
Initially the federation was declaring milk procurement rates based on the realization of the value
of milk products minus the federation expenses. Milk producers did not consider the rates
declared by the federation very remunerative and thus milk procurement remained much below
the installed capacity of the plants all the time. Due to lower milk procurement and less rate of
commission to the unions, the unions went into heavy losses. Since the procurement was very
less as compared to the capacity utilization, the federation also went into the red. There had been
heavy losses in the organization at all the levels and in-discipline amongst the staff also grew.
To overcome this situation and to bring the organization out of red, the then management of the
federation took some hard steps. These included taking disciplinary action against the erring
employees, amalgamation of nearby unions into a single union (to reduce overheads by pooling
of available sources) and combining of efforts so that the organization could be taken out of red.
The main change in the federation policy was to change the milk procurement policy. This was
now linked to the market rates of procurement of milk rather than the previous policy of
realization value of milk products.
Under this decision, following five milk unions were formed in the year 1991:
Besides custom packing of fluid milk in poly packs for Mother Dairy, Delhi, the union is also
manufacturing milk and products like butter, ghee and paneer under the HDDCF brand name of
VITA for which the union has a well trained, experienced and committed work force.
Close interaction with Mother Dairy, Delhi has opened the gateway to modern management ideas
for the workforce, which wants to implement international quality and food safety systems in the
milk plants. Milk plant hisar-jind had gone in for modernization and certification under ISO-
9002 Quality Management System and IS-15000 Food Safety System (HACCP) in August 1999.
A turn around had been achieved and the future is promising with an investment of Rs. 1.46
crores, generated internally by the milk plant, during 1998-99 for up gradation and automation of
the plant. During the year 1999-2000 too modernization projects costing Rs. 56 lakhs were
implemented.
The number of villages of jind district supply milk too the hisar-jind milk plant.such as
UCHANA,KHATKAR,JULANA,SHAPAR,KANDELA,NAGURA,NARNAUND,KALTA.IGR
A,KAIR KHERI,and many others.
COMPANY LOGO
NATIONAL DAIRY DEVELOPMENT BOARD (NDDB)
The National Dairy Development Board (NDDB) was founded to replace exploitation with
empowerment, tradition with modernity, stagnation with growth and transforming dairying into
an instrument for the development of India farmers.
The National Dairy Development Board was created in 1965 in response to the Prime Minister
Lal Bahadur Shastris call to transplant the spirit of ANAND in many other places. He
wanted the ANAND MODEL of dairy development with institutions owned by rural producers,
which were sensitive to their needs and responsive to their demands replicated in other parts of
the country.
The Boards creation was routed in the conviction that our nations socio-economic progress lies
largely on the development of rural India.
Thus NDDBs mandate is to promote, finance and support producer-owned and controlled
organizations. NDDBs programmers and activities seek to strengthen farmer co-operatives and
support national policies that are favorable to the growth of such institutions.
With a mission to make dairying a vehicle for a better future for millions of grassroots milk
producers in rural India, the NDDB launched Operation Flood, the worlds largest dairy
development programmer, in 1970. It made India the worlds largest milk producing nation and
within three decades, Operation Flood led to the creation of more than 100000 village level
diary co-operatives nationwide. These co-operatives procured an average of 25.09 million kg of
milk per day and marketed an average of 20.04 million liters of milk per day in the year 2008-09.
NDDB has embarked upon a national campaign to create an umbrella brand identity for
associated co-operative milk brand. This is based on quality guidelines, standardized presentation
and packaging. The Operation Flood Logo Milk Drop has been adopted as the symbol for
fresh and pure milk. To enhance visibility, milk pouch designs have been standardized through an
established colour code to distinguish different types of milk.
The Milk Drop is used on milk sachets, retail signs and distribution vehicles to promote a better
recall for all co-operative brands in the marketplace. As a prelude to the campaign, NDDB
worked out strict quality guidelines that a participating brand must conform before it qualifies for
the campaign. These guidelines relate to improving quality at various levels.
At present 16 brands across 15 states and one union territory are participating in the
campaign.
The essence of various programmes launched in the State has been to adopt the ANAND
PATTERN of Milk Co-operatives. Under this system, all the functions of dairying like milk
procurement, processing and marketing are controlled by the Milk producers themselves. It has
three tier system comprising milk Producers Societies at the village level, Milk Producers Co-
operative Union at the district level and the state Milk Federation as an apex body at the state
level.
The Haryana Dairy Development Co-operative Federation Ltd. registered under Haryana
Co-operative Societies Act came into existence on April 1, 1977. Its authorized share capital is
Rs.4000 lakhs. It was established with the primary aim to promote economic interests of the milk
producers of Haryana particularly those belonging to weaker sections of the village community
by procuring and processing milk into milk products and marketing thereof by itself or through
its unions. In furtherance of the above objects, the Federation undertakes a number of activities
such as establishment of milk plants, marketing of VITA BRAND milk products of the Milk
Unions. Its turnover during is Rs.768.00 crores. It also extends technical guidance to the Unions
in all spheres of personnel, technical, marketing and financial management as well as makes
them quality conscious, through use of modern methods of laboratory testing of various
products.
Quality VITA the Hallmark of Quality
As part of stringent quality measures, milk required for processing VITA products is procured
from Dairy Co-operative Societies only. It is ensured that the milk is transported to chilling
canters and plants in clean and sterilized milk cans as quickly as possible. All quality measures
as per Standard of Bureau of Indian Standards/ Agmark are being applied before the products are
marketed. Well-equipped laboratories are functioning in the chilling centers and milk plants to
maintain ideal quality standards. VITA is the endorsement of quality, a commendation we are
Proud of. Milk Plant Rohtak, Ballabgarh, Ambala and Jind have obtained ISO-9002 and
IS-15000 certificates. Remaining Plants would also obtain ISO-9002 shortly. Each Plant has
taken steps for implementing Hazard Analysis and Critical Control Points (HACCP).
These Unions either process milk at their own level or pass the same to the milk plants of other
milk unions for processing. They also organize new Primary Milk Societies at the village level. A
brief matrix of the Milk Unions is as follows:
MILK UNIONS IN HARYANA
1 The Ambala District Co-operative Milk Producers Union Ltd., Ambala 10.03.1973
2 The Rohtak District Co-operative Milk Producers Union Ltd., Rohtak 01.04.2003
5 The Sirsa District Co-operative Milk Producers Union Ltd., Sirsa 10.01.1978
There are five milk plants operating in the Co-operative Sector in Haryana. These are located at
Ambala, Jind, Rohtak, Sirsa and Ballabgarh having a handling capacity of 470000 liters per day.
GROWTH AT A GLANCE
Functional 2000- 2001- 2002- 2003- 2004- 2005- 2006- 2007-
Year 2008-09
Societies 01 02 03 04 05 06 07 08
(Avg)
Nos. 2710 2885 3166 3350 3906 4127 5028 5980 6167
Status of Milk Booths under Union
As On 31.10.2010
SWEETENED FLAVOURED
DOUBLE TONED MILK
MANGO DRINK
NAMKEEN LASSI
MITHI LASSI
JAL JEERA
DAHI
MILK
PANEER
KHEER
COW MILK GHEE
MILK CAKE KAJU PINNI
Percentages
Fractions
Proportion of numbers
Ratio analysis is defined as the systematic use of the ratio to interpret the financial statements. So
that the strengths and weaknesses of a firm, as well as its historical performance and current
financial condition can be determined by ratio analysis, Ratio reflects a quantitative relationship
helps to form a quantitative judgment.
To compare the calculated ratios with the ratios of the same firm relating to the pas6t or
with the industry ratios. It facilitates in assessing success or failure of the firm.
Third step is to interpretation, drawing of inferences and report writing conclusions are
drawn after comparison in the shape of report or recommended courses of action.
Competitors ratio, of the some most progressive and successful competitor firm at the
same point of time.
Industry ratio, the industry ratios to which the firm belongs to
Projected ratios, ratios of the future developed from the projected or pro forma financial
statements.
Selection of relevant data from the financial statements depending upon the objective of
the analysis.
Comparison of the calculated ratios with the ratios of the same firm in the past, or the
ratios developed from projected financial statements or the ratios of some other firms or
the comparison with ratios of the industry to which the firm belongs.
Group of ratios
Historical comparison
Projected ratios
Inter-firm comparison
GUIDELINES OR PRECAUTIONS FOR USE OF RATIOS
The calculation of ratios may not be a difficult task but their use is not easy. Following
guidelines or factors may be kept in mind while interpreting various ratios.
Selection of ratios
Use of standards
Evaluation of efficiency
Effective tool
Limited use
Personal bias
CLASSIFICATIONS OF RATIOS
The use of ratio analysis is not confined to financial manager only. There are different parties
interested in the ratio analysis for knowing the financial position of a firm for different purposes.
Various accounting ratios can be classified as follows:
Traditional Classification
Functional Classification
Significance ratios
1. Traditional Classification
Balance sheet (or) position statement ratio: They deal with the relationship between
two balance sheet items, e.g. the ratio of current assets to current liabilities etc., both the
items must, however, pertain to the same balance sheet.
Profit & loss account (or) revenue statement ratios: These ratios deal with the
relationship between two profit & loss account items, e.g. the ratio of gross profit to sales
etc.,
Composite (or) inter statement ratios: These ratios exhibit the relation between a profit
& loss account or income statement item and a balance sheet items, e.g. stock turnover
ratio, or the ratio of total assets to sales.
2. Functional Classification
These include liquidity ratios, long term solvency and leverage ratios, activity ratios and
profitability ratios.
3. Significance ratios
Some ratios are important than others and the firm may classify them as primary and secondary
ratios. The primary ratio is one, which is of the prime importance to a concern. The other ratios
that support the primary ratio are called secondary ratios.
Leverage ratio
Activity ratio
Profitability ratio
1. LIQUIDITY RATIOS
Liquidity refers to the ability of a concern to meet its current obligations as & when there
becomes due. The short term obligations of a firm can be met only when there are sufficient
liquid assets. The short term obligations are met by realizing amounts from current, floating (or)
circulating assets The current assets should either be calculated liquid (or) near liquidity. They
should be convertible into cash for paying obligations of short term nature. The sufficiency (or)
insufficiency of current assets should be assessed by comparing them with short-term current
liabilities. If current assets can pay off current liabilities, then liquidity position will be
satisfactory.
Current ratio
Current Assets
Current Ratio =
Current Liabilities
Although receivable, debtors and bills receivable are generally more liquid than inventories, yet
there may be doubts regarding their realization into cash immediately or in time. Hence, absolute
liquid ratio should also be calculated together with current ratio and quick ratio so as to exclude
even receivables from the current assets and find out the absolute liquid assets.
2. LEVERAGE RATIOS
The leverage or solvency ratio refers to the ability of a concern to meet its long term obligations.
Accordingly, long term solvency ratios indicate firms ability to meet the fixed interest and costs
and repayment schedules associated with its long term borrowings.
The following ratio serves the purpose of determining the solvency of the concern.
Debt Equity Ratio
Proprietary Ratio
Outsiders Funds
Debt-Equity Ratio =
Shareholder Funds
Debt
Debt to Total Funds Ratio =
Components of Debt to Total Funds Ratio
Shareholder Funds
Proprietary Ratio =
Total Assets
Fixed Assets
Fixed Assets to Proprietors Ratio =
Proprietors Funds
Net income to debt service ratio or interest coverage ratio is used to test the debt-servicing
capacity of a firm. The ratio is also known as Fixed Charges Cover or Times Interest Earned.
This ratio is calculated by dividing the net profit before interest and taxes by fixed interest
charges.
3. ACTIVITY RATIOS
Funds are invested in various assets in business to make sales and earn profits. The efficiency
with which assets are managed directly affects the volume of sales. Activity ratios measure the
efficiency (or) effectiveness with which a firm manages its resources (or) assets. These ratios are
also called Turn over ratios because they indicate the speed with which assets are converted or
turned over into sales.
Cost of Sales
Working Capital Turnover Ratio =
Working Capital
Cost of Sales
Fixed Assets Turnover Ratio =
Net Fixed Assets
Operating Ratio
Gross Profit
Gross Profit Ratio =
Net Sales
Operating Cost
Operating Ratio =
Net Sales
Operating Profit
Operating Profit Ratio =
Sales
Research methodology is a way to solve the problem scientifically and systematically. In this we
study the various steps that are generally adopted by researcher in studying his research problem
along with the logic behind them. When we talk about research methodology, we not only talk of
the research methods but also the comparison of the logic behind the method we use in the
context of our research study and explain why we are using a particular method and why not
others.
OBJECTIVES OF THE STUDY
The major objectives of the resent study are to know about financial strengths and weakness of
The Hisar-jind Co-operative Milk Producers Union Ltd. Milk Plant JIND through
FINANCIAL RATIO ANALYSIS.
The objectives of the study are to evaluate the performance and efficiency of the company by
using ratios as a yardstick. To understand the liquidity, profitability and efficiency positions of
the company during the study period and to evaluate and analyze various financial performance
facts of the company. Make comparisons between the ratios during different periods.
OBJECTIVES
To analyze the capital structure of the company with the help of Leverage ratio.
The information needed for fulfilling the objective of the study is collected both from primary as
well as secondary sources of data with regard to time, cost and sources available.
Primary Sources: -
Primary data is collected through observation and direct communication with Finance Manager
and other employees of Finance department.
Secondary Sources: -
Annual Reports & Records of the company are used for the purpose of report. Number of books
for the purpose has been studied for better understanding and preparing the report in a simple,
unambiguous and precise manner. Annexure, schedules & other pertinent details from various
sources are also used. Company Journal, Company Website and Special record that is maintained
by accountants has been studied while making this report.
Limitations of the Study
The study is bound up with some limitations and constraints which made efficiency of the same
extend deviate it from its main line of thought. Though no stone was left unturned to make the
study more precise, accurate and relevant to the objectives, yet there are some limitations and
general problems, which are note worthy to make study meaningful.
1. Time Constraint
The time was the major constraint for conductive the study. The time for conducting the project
was comparatively inadequate.
2. Limited Scope
The study of me was limited only to a company.
1. LIQUIDITY RATIOS
Liquidity refers to the ability of a concern to meet its current obligations as & when there
becomes due. The short term obligations of a firm can be met only when there are sufficient
liquid assets. The short term obligations are met by realizing amounts from current, floating (or)
circulating assets The current assets should either be calculated liquid (or) near liquidity. They
should be convertible into cash for paying obligations of short term nature. The sufficiency (or)
insufficiency of current assets should be assessed by comparing them with short-term current
liabilities. If current assets can pay off current liabilities, then liquidity position will be
satisfactory.
Current ratio
LIQUIDITY RATIO
A. CURRENT RATIO
(Amount in `)
Current Ratio
Year Current Assets Current Liabilities Ratio
2011-12 123296313.00 54330888.59 2.27
2012-13 132443503.49 50127148.94 2.64
2013-14 205860507.99 71297804.34 2.89
2014-15 305913637.70 52604159.71 5.82
2015 16 493669302.07 30760257.42 16.05
GRAPHICAL REPRESENTATION
Interpretation
As a rule, the current ratio with 2:1 or more is considered as satisfactory position of the firm. As
we can see that in the year 2010-2011 current ratio is 16.05:1 which has reached very high as
compared to previous five years which shows that the company is not utilizing the liquid funds
properly and company is in a position to pay its current liabilities out of its current assets in time.
As per the rule this ratio is good. But very high ratio is not good for the company.
B. QUICK RATIO
(Amount in `)
Quick Ratio
Year Quick Assets Current Liabilities Ratio
2011-12 41284005.02 54330888.59 0.76
2012-13 65105975.12 50127148.94 1.30
2013-14 135540557.70 71297804.34 1.90
2014-15 219156085.82 52604159.71 4.17
2015 16 381937673.10 30760257.42 12.42
GRAPHICAL REPRESENTATION
Interpretation
As a rule, the quick ratio with 1:1 or more is considered as satisfactory position of the firm. As
we can see that in the year 2010-2011 quick ratio is 12.42:1 which has reached very high as
compared to previous five years which shows that company is able to pay off current obligations
immediately.
As per the rule this ratio is good. But very high ratio is not good for the company.
(Amount in `)
GRAPHICAL REPRESENTATION
Interpretation
Absolute Liquid Ratio of 0.5:1 or more is supposed to be an ideal ratio. As we can see that in the
year 2010-2011 current ratio is 1.06:1 which has reached very high as compared to previous five
years which shows that companys short-term financial position is good.
As per the rule this ratio is good and it is also good for the company.
2. LEVERAGE RATIOS
The leverage or solvency ratio refers to the ability of a concern to meet its long term obligations.
Accordingly, long term solvency ratios indicate firms ability to meet the fixed interest and costs
and repayment schedules associated with its long term borrowings.
The following ratio serves the purpose of determining the solvency of the concern.
Debt Equity Ratio
Proprietary Ratio
LEVERAGE RATIOS
(Amount in `)
GRAPHICAL REPRESENTATION
Interpretation
Debt Equity Ratio of 2:1 or less is supposed to be an ideal ratio. As we can see that from the year
2006-2007 to 2008-2009 the ratio is less than 2:1 but in the last year 2009-2010 this ratio is
3.63:1 which is higher than ideal ratio which show that company claims of outsiders in long term
(creditors) are greater than those of owners.
As per the rule this ratio is not good and it is also not good for the company.
B. DEBT TO TOTAL FUNDS RATIO
(Amount in `)
GRAPHICAL REPRESENTATION
Interpretation
Debt to total funds Ratio of 0.67:1 or less is supposed to be an ideal ratio. As we can see that
from the year 2007-2008 to 2010-2011 ratio is continuously increasing which shows that
company has relied much on outside sources for raising long-term funds.
As per the rule this ratio is not good hence it is also not good for the company.
C. PROPRIETARY RATIO
(Amount in `)
Proprietary Ratio
Year Share Holders Funds Total Assets Ratio
2011-12 54450607.74 226207675.78 0.24
2012-13 63194048.10 257932727.77 0.25
2013-14 63296365.79 331894935.48 0.19
2014-15 66921073.19 433418563.96 0.15
2015 16 71813190.97 625356345.33 0.12
GRAPHICAL REPRESENTATION
Interpretation
In Proprietary Ratio there are no rules of thumb higher the ratio better it is for the company. As
we can see that from the year 2006-2007 to 2010-2011 ratio is continually decreasing which
shows that companys long-term solvency position is not better.
As per the rule this ratio is not good hence it is also not good for the company.
(Amount in `)
GRAPHICAL REPRESENTATION
Interpretation
Fixed Assets to proprietors Ratio of 65% or less is better for the company. As we can see that
from the year 2006-2007 to 2010-2011 ratio is continuously decreasing which show that
company is improving this ratio but it is much higher to normal ratio this shows that owners
funds are not sufficient to finance the fixed assets and company has to depend upon outsiders to
finance the fixed assets.
As per the rule this ratio is not good hence it is also not good for the company.
E. CAPITAL GEARING RATIO
(Amount in `)
GRAPHICAL REPRESENTATION
Interpretation
In Capital Gearing Ratio there are no rules of thumb lesser the ratio better it is for the company.
As we can see that from the year 2006-2007 to 2009-2010 ratio is continuously decreasing which
show that company capital gearing ratio is good.
As per the rule this ratio is good hence it is also good for the company.
F. INTEREST COVERAGE RATIO
(Amount in `)
GRAPHICAL REPRESENTATION
Interpretation
In Interest Coverage Ratio higher the ratio better it is for the company. As we can see that from
the year 2005-2006 to 2010-2011 ratio is increasing except the year 2008-2009 which shows that
company is able to meet its commitment of fixed interest charges.
As per the rule this ratio is good hence it is also good for the company.
3. ACTIVITY RATIOS
Funds are invested in various assets in business to make sales and earn profits. The efficiency
with which assets are managed directly affects the volume of sales. Activity ratios measure the
efficiency (or) effectiveness with which a firm manages its resources (or) assets. These ratios are
also called Turn over ratios because they indicate the speed with which assets are converted or
turned over into sales.
ACTIVITY RATIOS
(Amount in `)
Interpretation
In Stock Turnover Ratio there are no rules of thumb higher the ratio better it is for the company.
As we can see that in the year 2005-2006 to 2008-2009 the ratio is continuously increasing
except last year 2009-2010 ratio which show that companys previous year trends are good but in
last year the ratio is decreasing which is not good.
As per the rule this ratio is not good hence it is also not good for the company.
(Amount in `)
GRAPHICAL REPRESENTATION
Interpretation
In Debtors Turnover Ratio there are no rules of thumb higher the ratio better it is for the
company. But as per the company policy all the sales is done on cash basis except government
organisations. As we can see that in the year 2005-2006 to 2009-2010 ratio is continuously
decreasing it is due to the credit sales given to the govt. institutions.
But it is decreasing at a higher rate which is not good for the company.
(Amount in
`)
GRAPHICAL REPRESENTATION
Interpretation
In Creditors Turnover Ratio there are no rules of thumb lesser the ratio better it is for the
company. But as per the company policy all the purchases of raw milk will be done on 10 days
payment basis. As we can see that from the year 2005-2006 to 2009-2010 ratio is continuously
increasing which shows that company pays the credit amount very fast.
As per the rule this ratio is not good hence it is also not good for the company.
(Amount in `)
GRAPHICAL REPRESENTATION
Interpretation
In Working Capital Ratio there are no rules of thumb higher the ratio better it is for the
company but a high working capital turnover ratio is not a good situation for company. This ratio
should be compared with ratios of other firms doing similar business and making a better
interpretation of the ratio. As we can see that in the year 2006-2007 to 2009-2010 ratio is
continuously decreasing which shows that companys working capital ratio is not good.
(Amount in `)
GRAPHICAL REPRESENTATION
Interpretation
In Fixed Assets Turnover Ratio there are no rules of thumb higher the ratio better it is for the
company. As we can see that from the year 2006-2007 to 2009-2010 ratio is continuously
increasing which show that company fixed assets turnover ratio is good.
As per the rule this ratio is good hence it is also good for the company.
4. PROFITABILITY RATIOS
The primary objectives of business undertaking are to earn profits. Because profit is the engine,
that drives the business enterprise. Generally, profitability ratios are calculated either in relation
to sales or in relation to investment. The various profitability ratios are discussed below.
Operating Ratio
GRAPHICAL REPRESENTATION
Interpretation
In Gross Profit Ratio there are no rules of thumb higher the ratio better it is for the company. As
we can see that from the year 2005-2006 to 2009-2010 ratio is continuously decreasing which
shows that companys gross profit ratio is not good.
As per the rule this ratio is not good hence it is also not good for the company.
GRAPHICAL REPRESENTATION
Interpretation
In Net Profit Ratio there are no rules of thumb higher the ratio better it is for the company. As
we can see that from the year 2005-2006 to 2007-2008 ratio is continuously increasing but in
2008-2009 and 2009-2010 the ratio has decreased which shows that companys net profit ratio is
not good.
As per the rule this ratio is not good hence it is also not good for the company.
C. OPERATING PROFIT RATIO
(Amount in `)
GRAPHICAL REPRESENTATION
Interpretation
In Operating Profit Ratio there are no rules of thumb higher the ratio better it is for the
company. As we can see that from the year 2005-2006 to 2009-2010 ratio is continuously
decreasing which shows that companys operating profit ratio is not good.
As per the rule this ratio is not good hence it is also not good for the company.
(Amount in `)
Return on Capital Employed
Year Adjusted Profit Capital Employed Percentage
2011-12 7965269.89 159813724.50 4.98%
2012-13 13014861.61 192286426.14 6.77%
2013-14 8705714.40 240756293.45 3.62%
2014-15 9554336.83 358588399.56 2.66%
2015 16 11216940.37 570062357.22 1.97%
GRAPHICAL REPRESENTATION
Interpretation
In Return on Capital Employed Ratio there are no rules of thumb higher the ratio better it is for
the company. As we can see that from the year 2006-2007 to 2009-2010 ratio is continuously
decreasing which shows that companys return on capital employed ratio is not good.
As per the rule this ratio is not good hence it is also not good for the company.
(Amount in `)
Return on Shareholders Fund
Year Adjusted Profit Shareholders Funds Percentage
2011-12 7965269.89 54450607.74 14.63%
2012-13 13014861.61 63194048.10 20.60%
2013-14 8705714.40 63296365.79 13.75%
2014-15 9554336.83 66921073.19 14.28%
2015 16 11216940.37 71813190.97 15.62%
GRAPHICAL REPRESENTATION
Interpretation
In Return on Shareholders Fund Ratio there are no rules of thumb higher the ratio better it is
for the company. This ratio should be compared with ratio of other firms doing similar business
and making a better interpretation of the ratio. As we can see that from the year 2006-2007 and
2007-2008 ratio is decreasing but after that in 2008-2009 and 2009-2010 it is again increasing
which show that resources of company are well used.
As per the rule this ratio is good hence it is also good for the company.
CHAPTER 4
RESULTS & CONCLUSION
FINDINGS
Like a traveler, who after completing his long and arduous journey reaches his destination and
looks back upon the area covered by him for recalling the important landmarks and experiences
he came across; similarly, it would be desirable to review the various aspects of the present
study. So prior to winding up this study, an attempt is made to summarize its major findings on
the basis of forgoing chapters which deals with the analysis and interpretation of the financial
statements.
To conclude, Vita Milk Plant Rohtakjind short term, long term and solvency financial position
can be regarded as not good which is shown through under mentioned facts and figures:-
Liquidity position of Milk Plant Hisar-jind is not good because Quick ratio and Current
ratio is very high in previous year as compared to the last years which is due to the idle
funds.
Gross Profit Ratio also shows the declining trend from year to year.
Net profit of Milk Plant Hisar-jind is very low because Milk Plant jind is a co-operative
society.
Operating Profit Ratio is also showing a declining trend from year to year.
Return on Capital employed shows decreasing trend which is not good for the company.
It shows the weaker position of the company.
Return on shareholders fund shows increasing trend which is good for the company.
Proprietary Ratio of the Milk Plant jind shows decreasing trend, which is again not good
for the company.
Receivable ratio show decreasing trend which has negative effect on liquidity position of
the company.
Payable ratio shows that Milk Plant Hisasr-jind gets less days in previous year for
payment to its creditors.
SUGGESTIONS
A companys performance is reflected through its turnover, profitability and long term & short
term financial position. From the above analysis it is clear that the financial position of the plant
is not sound. There is a need to apply long term as well as immediate stern steps. To improve the
financial position of the company, following measures are suggested:
Current assets management should be checked & its level should be decreased to
overcome the problem of idle funds.
To control the cost of goods sold, the purchase policy should be revised and purchases
should be made on favorable basis.
To control operating cost, cost of goods sold & administration expenses should be
reduced.
There is also a need of better inventory management, effective steps should be taken to
control inventory conversion period.
To improve the sales, the plant should move along with the advanced technology by
modifying its sales policies, so that stock can be easily converted into sales.
Receivable and payable ratio is also to control by extending the payment period and
receive the payment as fast as possible.
Profitability can be increased by reduction in cost of power and fuel, higher utilization of
labour, use of higher skilled labour etc.
The company has idle funds which can be utilized by improving the management
system.
CONCLUSION
Success is achieved by those who try where there is nothing to lose by trying and a great deal to
gain if successful, by all means try
W. Clement Ston
The overall conclusion of study is that the overall position of Milk Plant Hisar-jind is not good.
This is due to the taking of long term unsecured loan which also effect the bank balance of the
current asset that effect the overall ratios of the study.
Hence, we can say that the short term, long term and solvency positions of Milk Plant Hisar-jind
are not good as compared to the previous years.
CHAPTER 5
ANNEXURES
BALANCE SHEET
ASSETS
Fixed Assets 90848300.09 109970071.59 106193589.80 105278921.57 107153312.57
Losses
Upto Last Year
5728372.95 4586150.06 2556441.45 -166707.85 -2842845.68
Profit/Loss A/C
During the Year
-1142222.89 -2029708.61 -2723149.30 -2676137.83 -3112890.69
Profit/Loss A/C
TOTAL 230793825.84 260489169.22 331728227.63 430575718.28 619400608.96
PROFIT & LOSS ACCOUNT
PROFIT & LOSS FOR THE YEAR ENDING 31ST MARCH 2006, 2007, 2008, 2009, 2010
& 2011
Closing Stock
Finished Goods 61121.15 45626.77 46996890.46 58079612.47 84402.19
BIBLIOGRAPHY
In completing this project report many books, annual reports of Vita Milk Plant Rohtakjind
and many websites are being used. I pay my respect and thanks to them.
Annual report of Vita Milk Plant RohtakRohtak for the last 5 years.
GUPTA, Arun gupta, and Sharma, R.K., Management Accounting, 11nt ed., New Delhi,
Kalyani Publishers, 2009
Kothari, C.R., Research Methodology Methods & Techniques, 2nd ed., New Delhi, New
Age International (P) Limited Publishers, 2008
Pandey, I.M., Financial Management, 9th ed., Vikas Publishing House Pvt. Ltd., 2007
Websites referred
www.vitaindia.com
www.google.com
www.wikipedia.com
www.nddb.org