07PGDMHR32 DSCL

Project Report on Summer Internship at
Fenesta Building Systems

A Division
of
DCM Shriram Consolidated Ltd.
Submitted By
Shruti Fotedar
Student, International Management Institute
Submitted On: On July 10, 2008
Company Address: Sector 32, Plot no 52, Gurgaon.

Project Title
Role Descriptions and Competency mapping

(Behavioural and Functional) for all key positions
at Fenesta Building Systems, based on the
Anderson format for Job Descriptions. Facilitating
the process of setting Key Result Areas for key
positions across all the units in the company.
2
ACKNOWLEDGMENT
I would like to express my deep gratitude to Mr. Sandeep Mathur, Business Head, Fenesta Building
Systems, for granting me an opportunity to work on an extremely interesting project at Fenesta
Building Systems, which has been a great learning experience for me.
I also express my heartfelt gratitude to every single member of Team Fenesta, who patiently and
kindly, spared time out of their busy work schedule, to acquaint me with the business processes at
Fenesta, and helped me gather all relevant data for my Project.
A special word of thanks to Ms. Sukriti Suman, Executive HR for her invaluable moral support and
guidance throughout the project.
A note of thanks to the entire Fenesta Family, for everything that I will be taking home from the warmly
enriching experience of the past two months.
(Shruti Fotedar)
3
CONTENTS
S.NO Particulars Pg No.
1. Executive Summary 5
2. Organization Description 6
3. Core Team and Business Team of DSCL 10
4. Core Values and Beliefs 11
5. SWOT Analysis 13
6. Introduction 15
7. Project Objectives 16
8. Methodology 17
9. Some key functions/ processes at Fenesta 19
10. Job Descriptions 37
5.1 What is a Job Description?
5.2 Sample Job Descriptions of the key positions at Fenesta as per
The modified Arthur Anderson Format
11. Key Result Areas (KRA’s) 56

6.1 Definition and Methodology of setting KRA’s
12. Competency Mapping for Key Positions at Fenesta building Systems (as
59
per prescribed Arthur Anderson Competency Model) – Behavioral and
Functional Competencies
13. Conclusion 63
- Observations/ Recommendations
- Key Learnings
Annexure
9.1 Job Descriptions of the key positions at Fenesta
9.2 Some KRA templates: Commercials, Sales
9.3 Competency Mapping of key positions at Fenesta
9.4 Organization Chart
9.5 Transcripts of Interviews.
4
Executive Summary
At Fenesta Building systems (a division of DCM Sriram Consolidated Limited), there existed no
documented Job Descriptions. I was therefore assigned the task of documenting the job descriptions,
which would facilitate the training, recruitment processes as well as the performance management
systems in the organization.
Alongside, since there was a KRA drive on in the organization, I was asked by the Business Head to
assist in the process, especially since I was working on the Job Descriptions already, and the
understanding of the tasks, duties and the responsibilities of a job form the foundation for designing
KRA’s.
I was also required to identify Behavioral and Functional competencies required for the performance of
the different roles in the organization, and map/ fit them on the Anderson Model, prescribed by Arthur
Anderson in a study of the businesses of DSCL, a few years ago.
Since these tasks were interrelated, I worked on all three alongside each other. The methodology
followed by me consisted of data collection by conducting interviews, observing processes and
position holders at work, perusal of important official documents such as Standard Operating
Procedures and Checklists.
The project gave me a deep insight into the processes and functions of a sales –oriented business. I
also gained an understanding of the various HR processes of documenting job Descriptions., and also
of the interlinking between the Job Roles and Responsibilities and the Performance Management
Systems in the organization.
5
Organization Description
DCM Sriram Consolidated Ltd. is a major player in Agri Businesses (Fertilisers, Sugar,
Seeds, Agri Retailing), Chemicals, Plastics (PVC Resin & Compounding), Cement and
Energy Services. It is headed by Mr. Ajay S. Shriram, Chairman & Senior Managing
Director and Mr. Vikram S. Shriram, Vice Chairman & Managing Director, along with
a team of highly qualified professionals.
Fenesta Building Systems, a business unit of DSCL, is India's first ever window
solutions provider, specializing in the design, manufacture, installation and service of
precision-engineered made-to-order UPVC window systems.
Headquartered in Gurgaon (Haryana), Fenesta has established a strong marketing and service
presence in the National Capital Region, Bangalore, Chennai, Hyderabad, Mumbai and Pune.
The total employee strength of Fenesta is 540 employees.
The extrusion plant in Kota and fabrication units in Bhiwadi, Mumbai and Bangalore are
equipped with state-of-the-art machines and tools. The fourth fabrication unit will open
shortly in Hyderabad.
Fenesta's production capacity exceeds 120,000 windows a year.
British standards (BS7412 and BS 7413) govern Fenesta's quality standards. The extrusion
plant in Kota and the fabrication unit in Bangalore are ISO 9001 certified by BVQI.
In the present competitive office environment, both the employer and the employees are
concerned about the rising level of noise and air pollution in the busy commercial hubs of
metropolitan cities that ultimately lead to their ears and souls. They are also in search of
aesthetically planned work places that not only add to their comfort in one or more ways but
also in turn lead to enhanced productivity.
To address these concerns, Fenesta Building Systems (FBS), a Division of Rs.3,000 crores
DCM Shriram Consolidated Ltd (DSCL), introduced a wide range of Fenesta uPVC
(unplasticised Poly Vinyl Chloride) windows and doors especially designed for the lifestyle
and health conscious office population in the country.
The new state of the art Fenesta range is designed and developed by FBS purely in India. The
new range is adding both comfort and ambience to the modern office atmosphere, which is
primarily being dominated by the rising MNC culture in the country. The new Fenesta range
of uPVC windows is priced in the range of Rs. 450 to Rs. 600 per sq.ft.
A recently launched new range of Fenesta Windows have been precision engineered to
counter wind loads of upto 3000 Pa (249 Km/hr). This new system is made unique by a
special “Hurricane Bar” to resist heavy winds and a “Rain Track” that drains rainwater
6
outside thereby effectively preventing it from seeping indoors. The new range offers latest
styles like Slider-Casement combinations and Tilt & Turn windows.
The steel reinforced Fenesta UPVC windows and door systems were first launched in India in
2003 in marketing and technical collaboration with HW Plastics (Spectus Window Systems),
UK, a pioneer and market leader having significant presence in US and Eastern Europe.
HW Plastics is the pioneer and market leader in UK for UPVC doors and window systems. It
is part of the £650 million Heywood Williams Group and has its presence in UK, Europe &
parts of Asia.
The collaboration covers product development, extrusion, fabrication and supply chain
management. This partnership fosters DSCL's extensive knowledge in PVC resin and
application, specific compounds and HW Plastics strength as a leading window manufacturer.
Strategic intent
The strategic intent of the company is to provide high quality product and turnkey solutions
for the consumer. The first fabrication unit was set up at Bhiwadi, Rajasthan. The company
has also set up fabrication units in other parts of the country. An extrusion plant at Kota,
Rajasthan in early 2004 has conferred the strengths of a backward integrated process, and
strictly adheres to international quality standards.
A service driven organisation, DSCL building products endeavour to provide customised
solutions, continuous innovations and commitment to the consumer.
When vinyl (main component of UPVC) was developed, the scientists were oblivious of the
fact that their invention would come to play a vital role in our daily lives-helping make
products like UPVC doors/ windows that are simply superior. They were initially launched in
Germany and UK between 1960 and 1980, marking the beginning of a new era in the housing
and construction segment. Later, the trend spread to France, Italy and the USA and soon
caught up with other parts of the world like Middle East, Brazil and China. The world
market of steel reinforced UPVC windows and door systems is two-thirds of the total
market.
Fenesta is committed to continuously evolving its product range to meet the changing needs
of the Indian consumers. Fenesta has set up sales offices in 10 locations across
India(Gurgaon, Chandigarh, Hyderabad, Chennai, Coimbatore, Pune, Mumbai, Bangalore and
Kochi, Kolkata) and fabrication facilities at Bhiwadi, Mumbai, Bangalore, Hyderabad and
Chennai with a collective investment of over Rs. 60 crore. Over the next few years, Fenesta
plans to widen its national footprint and also cover newer territories across Middle East.
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The product is priced in the range of Rs 350-600 per sq.ft.
The division has a good Market presence in Jaipur, Delhi, Lucknow, Pune, Cochin,
Mumbai, Bangalore etc.
Salient features Of the Product
The new system has an international look and feel and provides an exciting array of features
for all segments of work places that not only make them economical but also viable. Some of
these features are:
 Unlike Aluminum, UPVC is a non-conductor; it does not transmit heat. This, in turn,
saves energy. In addition, Fenesta’s triple sealing system does not allow cold air to
escape or warm air to enter. Result: Reduced air-conditioning bills.
 *Office owners on busy streets can take advantage of the triple sealing system to
completely obliterate noise and dust, thus keeping the outside outside. Fenesta UPVC
windows reduce noise by as much as 30 decibels.
 Fenesta UPVC require very low maintenance as they are Termite proof, Fire
resistant and self-extinguishing and do not fade or discolor even in the wake of harsh
weather conditions.
 Comprehensive customisation options: The window systems are designed to fit

every window size and design. Each window is measured for its actual size and a
window manufactured to fit that size. A range of window designs are offered - from
contemporary to modern, simple straight lines to arches.
 Elegant looks: Fenesta Window Systems are finely detailed, have soft curves for
ergonomic comfort and are attractively finished. They have a wide range to suit every
taste and style. From electric blue to flaming orange, from simple sleek black to
pristine white, colour selection is never a problem. To those seeking a traditional wood
finish, it offers mahogany and light oak to give interiors a warm hardwood
appearance.
 Tropical blend: With the correct tropical blend of UV resisting chemicals, Fenesta
Window Systems don't fade or discolour, even in harsh weather conditions.
Weather endurance: Come rain, hail or storm, Fenesta Window Systems can weather
extreme climatic conditions. Since the hardware is made of steel, they neither crack or
warp during summers nor jam or rust during the rainy season.
 Excellent thermal and sound insulation: The primary sealing is done with the help
of double gaskets between the fixed and openable parts of the window. Care is also
8
taken to efficiently seal the gap around the window frame. This not only prevents dust
and water from entering the house but also provides thermal and sound insulation.
Besides reducing the cost of power for air-conditioning, it enhances comfort for the
user.
Hermetical sealing: All openable sashes come with unique double weather seals
made of bubble gaskets, which provide hermetical sealing and total protection against
ingress of dust and harsh weather.
 Environment-friendly: UPVC is 100 per cent recyclable. During its manufacture, it

conserves a lot of energy and uses less scarce natural resources than other products. It
can be recycled repeatedly and the process does not pose any health hazard.
Termite resistant: UPVC window systems are totally impervious to any insect or
termite attack.
 A household fitting C-rated windows in place of standard windows can typically cut
carbon dioxide emissions by over half a tonne per year. And most of the top ‘A’ to
‘C’ rated windows are made with PVC-U.
 Minimal maintenance: Fenesta Window Systems require minimal care. They don't
require any painting or polishing and can be cleaned easily with soap and water. Since
these products have an extremely long life and are easy to maintain, they have proved
to be more cost-effective than conventional windows and last a lifetime.
 Strong and durable: Fenesta Window Systems are fitted with steel reinforcing, which
apart from enhancing the strength, also helps in fixing the hardware easily. The frame
structure has multiple chambers and is fully welded to provide additional strength and
rigidity. The friction stays for casements have the strength to hold the window at any
open position.
Hardware
Locks: The windows come with Espagnolette multi locking system with special feature of
night ventilation locking. Handles and lock are designed such that they cannot be released
from the outside by any mechanism and are available in both gold and white finish.
Unique drainage: The window unit has specially designed drainage slots that enable water to
run through them, thereby protecting the house from unwanted water and making cleaning
much simpler.
Sealant: A PU sealant is a must when installing every window. This ensures that all gaps are
sealed off, thus enhancing the comforts enjoyed with Fenesta.
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Warranty
Fenesta Window Systems come with a 10-year warranty.
Target Market for FBS
Being a High-end product, the target market is the High Income Group or HIG.
As on 18 Feb, 2007, the UPVC business contributed less than 10 per cent to the total
revenue earnings of DSCL.
Immediate future plans of FBS:
• To venture into exports- Middle East, in particular, plans to enter the Dubai market.
• They also intend to venture into the economy segment, in the immediate future. The
process is on, to identify the segment in clearly defined terms, and to estimate its
profitability.
Core Team of DSCL

Board of Directors
S. No. Name Designation
1. Shri Ajay S. Shriram Chairman & Senior Managing Director
2. Shri Vikram S. Shriram Vice Chairman & Managing Director
3. Shri Rajiv Sinha Dy. Managing Director
4. Shri Ajit S. Shriram Director (Sugar)
5. Dr. S. S. Baijal Director
6. Shri Arun Bharat Ram Director
7. Shri Pradeep Dinodia Director
8. Shri Vimal Bhandari Director
9. Shri Sunil Kant Munjal Director
10. Shri D. Sengupta Director
11. Shri S. C. Bhargava (LIC Nominee) Director
12. Dr.N.J.Singh Whole Time Director (EHS).
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Business Team
Ajay S Shriram, Chairman & Senior Managing Director; Mr Vikram S Shriram, Vice Chairman
& Managing Director; Mr Rajiv Sinha, Dy. Managing Director; Mr Ajit S Shriram, Director
(Sugar Business), Mr S D Omchary, Chief Executive Director, (Textile/ Real Estate
Development); Mr S K Agrawal, Senior Executive Director, (Chemical Business); Mr K K Kaul,
Executive Director & Resident Head -Kota manufacturing complex ; Mr Sunil Radhakrishna.
Executive Director; Sugar Business; Dr G C Datta Roy; Chief Executive, Energy Business; Mr
Sovan Chakrabarty, President & Business Head- Agri Inputs; Mr Rajat Mukerjei, Senior Vice
President and SBU Head- Plastics; Mr Rajesh Gupta, President and Business Head-
“Hariyali”; Dr G Mukhopadhyay, Vice President & Business Head, Shriram PolyTech ; Mr
Sandeep Mathur, Senior Vice President & Business Head Fenesta™ Building Systems; Mr J
K Jain, Chief Financial Officer (CFO); Mr. Sushil Baveja, Head - Corporate HR; Mr B L
Sachdeva, Company Secretary; Dr Sharad Sharma, President; Shriram Bioseeds Genetics
India Ltd.
Core Values and Beliefs
DSCL's core values and beliefs are a reflection of its commitment to build a world class,
learning organisation, striving for excellence in all its endeavors.
Customer Focus
* Be sensitive to the needs of the customer; develop superior customer insight

* Commitment to surpass expectations and deliver superior value
Innovation and Excellence
* Strive to think differently and promote creativity
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* Make continuous improvement a way of life; drive excellence
People Development
* Continuously improve and upgrade the skills and competencies of our people
* Support people to realize their potential
Team work
* Work closely as a cohesive, well-knit team

* Inculcate a spirit of openness and collaboration
Relationships and Human Dignity
* Value people and partnerships

* Nurture understanding, compassion, trust and respect in all relationships
Social Responsibility and Ethics
* Be a socially responsible corporate, addressing the needs of the community and

environment
* Conduct business ethically
* Maintain highest standards of personal integrity
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SWOT ANALYSIS OF FENESTA
Strengths
 Integrated Service Provider- They are a One Stop Shop for Builders, providing windows, their
installation services, as well as after sales service.
 They face Little direct Competition, since they are pioneers in the uPVC segment for doors
and windows. They hence dominate the market, and enjoy the First Mover Advantage.
 Only player in India with Own Extrusion facility.
 Product scores over conventional options ( wood, aluminum etc)
 They are Backward integrated, and use the resins obtained from another of DSCL Business’
by-product, as an input material.
Weaknesses
 Highly Expensive. Loses out on a huge market segment – of growing middle class, who
would be drawn towards the product, but be demoralized due to the extremely high prices.
 uPVC – Still a relatively new concept in India. Not an obvious choice for most people when it
comes to windows, unlike in the west.
 Responsibility until Post-Installation – Numerous unanticipated, and unavoidable problems
come up during the ‘handover’; this makes the collection very difficult, and customers tend to
hold back high amounts in payment. The company has suffered a major loss of margins, due
to this problem of out standings.
 Also, the Product, as well as the entire Procedure are quite complex, difficult, and
cumbersome (right from the order stage, working out the costing, to the numerous reorders,
installation issues etc). This could be a possible disincentive for customers
Opportunities
 Great untapped opportunities lie in the Retail segment, where they have ventured very
recently. Retail segment is also a source of higher profit margins
 Greater investment in R&D: They are contemplating venturing into the Economy range of
products.
13
 One option before them (to cut down on out standings and therefore, reach profit margins)
could be to concentrate on Extrusion and Fabrication, and outsource the installation part of the
process to a third service provider. This means, quit being an ISP. (it is a trade-off )
 International Markets- Middle East (Dubai). Where due to the general affluence And high
standards of living, this product would have great demand. They will be setting up shop in the
middle east, shortly.
 Growing acceptance of the concept of Green Buildings is helpful for this product; Since
environment friendliness is one of their key USP’s.
Threats
 High Attrition – 40%

 In the Retail segment, the recruitment, training associated with the Dealer channel- is quite a
challenge; this being no ordinary product but a technically sophisticated one.
 Other- less complex, cheaper, players exist in the market. Again, Aluminum and wooden
doors and windows are less of a hassle, although they donot offer the same product benefits.
14
Introduction
At Fenesta Building systems (a division of DCM Sriram Consolidated Limited), there existed no
documented Job Descriptions. I was therefore assigned the task of documenting the job descriptions,
which would facilitate the training, recruitment processes as well as the performance management
systems in the organization.
Alongside, since there was a KRA drive on in the organization, I was asked by the Business Head to
assist in the process, especially since I was working on the Job Descriptions already, and the
understanding of the tasks, duties and the responsibilities of a job form the foundation for designing
KRA’s.
I was also required to identify Behavioral and Functional competencies required for the performance of
the different roles in the organization, and map/ fit them on the Anderson Model, prescribed by Arthur
Anderson in a study of the businesses of DSCL, a few years ago.
Since these tasks were interrelated, I worked on all three alongside each other. The methodology
followed by me consisted of data collection by conducting interviews, observing processes and
position holders at work, perusal of important official documents such as Standard Operating
Procedures and Checklists.
15
Project Objectives
 Documenting job descriptions for key positions in the organization
 Mapping of Behavioural and Functional competencies required for the above

positions on the competency model.
 Assisting in the KRA’s process- validating the KRA’s against the JD’s, helping
design the template for commercials KRA’s, ensuring the fairness in the
administration of the KRA’s, and streamlining the KRA’s across different
regional units of the company
16
Methodology
I. For drafting Job Descriptions and mapping Competencies as per the

Anderson Format
A five step method was followed:
I first spoke with one key person from each function, to get an understanding of how the business
process as a whole, works, and also to understand as to how the department in consideration fits into
the process workflow. This was followed by the following steps:
Conducting Interviews with the Job/ position holders, and identifying their tasks, duties and
responsibilities- as recognized and defined by them.
Conducting interviews with the immediate supervisors, to identify the expected task, duties and
responsibilities that the position holder must perform.
In case of any discrepancy between the actual and the expected areas of responsibility, both were
consulted again, and the grey area was attempted to be resolved. Often, since any such discrepancy
was only apparent or a result of miscommunication, consensus was easily obtained on the same. An
idea about the roles and responsibilities of some positions was also collected from some official
documents such as the monthly checklist circulated for the commercials department and other office
orders.
However, wherever there was a real divergence between what the boss expected from the employee
and what the employee promised to deliver in all fairness- an open dialogue between the two leading
to a mutual consensus, was organized.
Based on the interviews, which also included certain questions intended to identify the competencies
required for the successful performance of the role (for instance) competencies were mapped for each
of the positions studied for the purpose of job description.
It is to be noted that in the Anderson Model, the functional competencies were laid down only for the
Sales, Marketing and Finance Function.
The first draft of JDs was then submitted to the job holders, for feedback before finally freezing the
JDs. Suggestions if any, were noted , and the JD was modified and then finally freezed.
II. For the purpose of facilitating the KRAs drive.
My objective was to ensure that the KRA’s that had already been set in some units for some
of the functions, were validated against the Job Descriptions, that the job holders had been duly
17
consulted and notified while drafting the KRAs, and that the targets and measures set for each
position were fairly uniform for all individuals occupying that position, across all regional units.
For the KRAs of the Commercials department, after having freezed the Job Descriptions for the
concerned positions, I sat down with the GM, Commercials and DM, Commercials to design the
templates. I also had to speak with job holders in different regional units to reconcile certain areas,
which were being put down in the KRA’s.
For Operations KRA’s – which had already been set in 3 regional units, I did a perusal of all the
templates, and looked for any discrepancies. While there were no glaring discrepancies or
divergences, barring the differences owing to regional factors (goals, objectives, processes and
infrastructure), each of the Operations Head was asked as to what procedure was followed for setting
the KRA’s. The job holders were also asked whether the KRA’s set for them had been communicated
to them, and were set in consultation with them.
In some places, based on the feedback received from different parties, the KRA’s template was
redesigned to include all relevant factors. (as in the case of the templates of Retail Sales Executive
and Retail Sales Head)
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Some Key Processes studied: Interview Transcripts
 Installation
 Sales – Retail
 Sales Project
 Fabrication (Bhiwadi Plant)
 Design and Technical Services
 Supply Chain Management
 Accounts and Commercials
19
Installation
Interview with: Mr. Arvind Singh Tomar, Executive – Installation
The Process begins with a Query from the customer, to the Customer Response Cell.
The case is then forwarded to the Sales department, with the following information: Client’s name,
contact number and order required (say, number of windows).
The Sales Representative takes over the case from here. They meet the customer, and get a
detailed picture of the exact requirements in the order. They then forward a file to the Installation
Department, which consists of the following documents:
• Design Spec sheet (containing the specifications of the window design- dimensions, segment-
sliding or casement/ doors or windows, numbers, glass, handles, profile etc ) This constitutes
a Legal agreement on the exact order placed, and promised between the sales
Representative and the Customer
• ABC form (A form- contains the details of the customer, say the contact no. etc, b form
contains details of the site-power supply1, location etc; and C- Form: Commercial- contains
the break-up of the total cost, and the final aggregate costs that would be incurred on the
order so placed )
• T&C Sheet (Terms and Conditions sheet) Form 31 (a legal document, on the lines of IT Form
16. Form 31 if the region is Noida, and Form 38 if the Region is Gurgaon)
• Site readiness Report
• Survey readiness Report
• Floor Plan
• Purchase Order (an agreement from the customer’s end.)
This file, containing documents duly signed by the sales representatives is then forwarded to
the Costing Executive/ Costing Officer (Contract Cell) who would then make a SAP entry of
the order; a SAP No. will be generated and henceforth, the particular customer would be
identified with that SAP No. for all purposes. They then attach a Checklist of all the relevant
documents to the File.
The file is then forwarded to the Installation Department.
1
This is relevant since, say if the site does not have a good power supply, then the installation team
would have to carry a generator, to run the drilling machine. This cost is charged to the customer. In
ordinary cases, the electricity from the site is made use of
20
Installation Engineers then visit the site (Site Survey) within the next forty-eight hours, and a
Survey sheet with all the details/information collected from the site relevant to the manufacture
and installation of the windows. The file is then forwarded to the Commercials Department.
Here, if any discrepancy is noted between the specifications (dimensions of the window
specified by the customer, and the actual dimensions of the aperture, as noted by the survey
team, if the discrepancy is beyond +/-50 mm then file is sent back to the sales co-ordinator, for
re-consideration. The Sales Co-ordinator then get in touch with the customer and amend the
order. 2)
Once all the documents are completed, the file is then forwarded to the Commercials-
Coordinator (currently, Mr. Sandeep Verma), and the consent or approbation from him is
obtained. He checks/updates information in SAP, and gives the ‘go-ahead’ for the fabrication
of the ordered windows.
The file is then forwarded to The Fabrication Department. The Commercial Head then checks
3
the file, and forwards it to the Planning Head. Their job is to look into whether the required
materials are available in stock4. In case, some material(s) is out of stock, they notify that the
delivery of the order may be delayed by n number of days i.e, beyond the anticipated time
frame.
The file is then forwarded to the production head, who makes use of the Business Micro
Software. The dimensions of the desired window profile are fed into this
software, and the output received is : the profile’s dimensions, size of the glass5, wool pile,
cascade, bead etc
2
The margin of difference becomes important, since the cost charged by the company is --- per sq
mm. Hence, any difference in the actual size and the specified one, would lead to changes in the total
cost of the window. The amendment of the order might require some discussion/ negotiation between
the Sales Rep and the Customer, once again. Since the new order, with the new cost structure would
have to be signed upon, in an agreement.
3
The check is required, since many times, when the order is to be amended, since it becomes a long
drawn process and meetings with the customer might delay the process, the Sales Rep may sign on
the amended order himself thinking that the agreement of the customer on the new order will be taken
care of.
4
The concerned person in Planning must maintain a stock inventory (they make entries in an Excel
sheet, for all the materials, and the desired quantity for each is subtracted from the available stock. A
minimum inventory for each material needs to be maintained at all times. )
5
The glasses are procured from the glass Vendors. The lead time of delivery by them may be different
for different kinds of glass. Say 7 days and 20 days approximately for Tough-end glass and Laminated
glass respectively.
21
At the Fabrication shop, nearly 70-80 different types of profiles are available. The profiles may
be white, painted or foiled. The painting of the profiles, if required, is done before fixing the
hardware.
Once the window is ready, the commercials department (which consists of two people –
handling affairs Inwards and Outwards), The commercial Head – Outwards dispatches the
finished product to the site of delivery (it is his job to look into things like the vehicle of delivery
such that no damage to the windows is caused, the driver of the vehicle, the timings at the
which the delivery has been requested by the customer)
The commercials head will then notify the sales coordinator, the installation department, the
dealers6 as well as the business associates about the dispatch of the finished product, by way
of an email/ sms or telephone.
6
The dealers are made use of only in the retail segment. They act on the company’s behalf , but are
not actually employed with the company.
22
For the purpose of installation, the norm is that one technician with his toolkit, and one casual
(labourer) are sufficient for the installation of four windows of 25 sq. feet each. In other words,
in a day, one technician can fix 100 square feet of windows.
The installation process differs according to the different segments (the four main
ones being sliding doors, sliding windows, casement doors and casement
windows.) Say for instance, the installation of a fixed window will take less time
as compared to a sliding window. The technician carries with himself the survey
sheet and the design spec sheet. He also carries a hand-over sheet7, which is basically a
document on which the customer’s signature is obtained, declaring that the windows with the
desired specifications have been delivered and duly installed.
The glass8 is first removed from the window. The profiles are first affixed in the
window apertures, with the help of shim-packers, and the exact plum is ensured
(the windows must be at a right angle). The outermost layer of the window is a 5mm thick
layer of titanium dioxide, which provides a shining quality to it (this is a major edge over the
products of the competitors)
The glass is then reattached to the window. Finally silicon is applied on the window. On the
inside, silicon is used as an acrylic (to fill the standard 6mm gap between the window and
aperture), whereas, on the outside, it is used as a sealant – preventing the entry of water etc
inside the window.
The warranty period for Fenesta windows/doors is Ten years. This implies the free of
cost replacement of the window profile within a period of ten years, should the whiteness of
the profile pale off. The guarantee that Fenesta claims is that the window profiles would not
pale from the pristine white shade, for a period of at least ten years. This fact has been
established through a procedure of laboratory testing. However, as per a decision taken last
year, the customer is charged for any replacement of any of the hardware after a period of one
year from the purchase of the window.
7
Previously, a feedback form was used. But owing to some problems that were faced,in terms of wrongful
claims by the customers, a handover sheet is now used instead.
8
The decision of fixing it, in the first place during fabrication was taken only recently, to prevent the damage of
glass sheets in handling, in transit.
23
Sales –Retail
Interview with Mr. Vinay Kumar and Mr. Chetan Ajmera
“We are not window-sellers, but windows solution providers “
– Sales Executive, Fenesta Building Systems
The first step in the sales process (Retail) is that of Enquiry generation, beginning with the
Identification of the Suspect. This may involve identification of the houses under construction in a
particular zone/area, by means of own efforts or through the channel of the dealers etc. A list of such
suspects may be generated, and a contact may then be established with the owners or architects
(after obtaining their telephone numbers and/or email ids), and a presentation is then made before the
suspect, post which they are treated as a Prospect (Since there is some prospect of their conversion
into a customer/client)
Alternatively, the method of Architect calling maybe employed, wherein a list of Architects is generated
and a contact is established with them over the phone, followed by a presentation about the Fenesta
Windows systems (this method generates maximum business)
Another means would be sending mailers- for architects the content of the mail is such that highlights
the technical aspects of the product, whereas for the High Net Worth Individuals who are contacted,
the product benefits are emphasized upon.
Another method of spreading awareness about the product would be organizing Road Shows, in
selected areas (Maharani Bagh, or Galleria in Gurgaon, for instance) where the target market for retail
can easily be tapped into. Once, they held a road show wherein they had first printed Newspaper
inserts in the morning newspapers, so that people would be able to recall and relate with the
Brand/product more easily.
The idea is to always generate the maximum queries and develop prospective customers through
dealers, since they have a much wider reach- and it is not very cost effective to engage the Sales
Execs into converting suspects into prospects in the case of retail (since the order size is relatively
smaller). Instead, the arrangement is such that each Sales Exec looks after 2-3 dealers.
There are two dealers each in Gurgaon, South Delhi and Noida and Faridabad, and one dealer in
West Delhi. The Dealers get to keep 20% of the margin from the deal.
The last alternative method of query generation would be direct enquires which reach the Customer
Response Cell, and are then directed to the Sales Team. Once an enquiry is received, the Sales
Executives follow up with the party and fix an appointment. This is followed by a product
demonstration before the prospective customer; in case of retail, the product benefits (sound
insulation, thermal insulation, aesthetics vis-à-vis Aluminium and Wood based windows) are
emphasized over the technical aspects of the product). The presentation and product demonstration
may be made by the Dealers and Sales Execs together, or individually.
This is followed by the collection of drawings from the client, which are then checked for feasibility and
viability of the window design, in consultation with DTS and the Costing function (Contract
Commercials)
24
Costing (Ms. Prijya) then provides a basic price structure; the retail team then works out the overall
costing based on the retail format, and a price proposal is created.
The price is then quoted before the client, and negotiations on the price follow. This may involve
certain discounts offered or other changes in the price, and once the order is finalized, the spec sheet
is designed (by either the sales team or the Dealers – whoever is handling the particular retail project)
The ABC form is duly filled and collected; the basic price is entered by the CRC in SAP, and the file is
passed on to the Installation Department (Mr. Arvind Tomar). The final measurement on the plastered
surface is taken by the site survey team from Installation, and the file now goes to the Project
Commercials (Mr. Sandeep Verma) – who ensures that all the documents are in place and in order,
and verifies all the changes in prices (or drawings), whether all entries have been made correctly in
SAP – and cross checks all information for errors if any, which may then be reverted to the CRC or
Sales Execs for corrections, as the case may be.
The windows are then sent to the fabrication shops, where once those are manufactured, Installation
at the client’s site follows (the dispatch and delivery also have to be taken care of, by the sales team.)
Payment collection is the last step in the process. In retail, 100% payment is made by the customer in
advance; if the order is very high, then 50% of the payment is taken in advance, 40% after the delivery
of the material and 10% may be collected after the installation.
There is a special team for Post-Installation services.
The process works on Just-In-Time. 100% advance payment is taken from the dealers.
Dealer Development is an important aspect of the entire process. Since this is a technical product, it is
very difficult to understand, it is preferable to select dealers who have some kind of
background/experience in Real Estate (say, Furniture, flooring, cement, faucets and the like)
The Dealer must first make a security deposit in favour of Fenesta Building Systems, which is a 100%
refundable amount.
The First step in Dealer Development is ‘Product Training’ (training in Installation and fabrication).
Although, previously the dealers were authorized to provide Installation services, it is now taken up by
the company Installation team. However, adequate training in installation is provided, to ensure that
the site feasibility study is conducted properly, and no errors are allowed to creep in, due to the lack of
knowledge or skill.
Combined sales calls are then made to the suspects / prospects (data on queries are exchanged;
Sometimes, the Sales Team may share the queries with the Dealers, or they may make combined
calls to the Architects and Builders- with whom these dealers may share good relationships.)
It may be noted that an order for less than hundred, 100- 500 and >500 windows may come under
Retail, Commercial, and Project Sales respectively.
25
Retail Segment- Sales
Assistant General
Manager
(Mr. Ashok Aggarwal)
Sales Executive Sales Executive
(Mr. Chetan Ajmera) (Mr. Vinay Kumar)
Dealers DSEs
Interview with Mr. Saibul Guha(Sales Executive Trainee) Mr.
(7) (2)
Sumahan Sinha (AM, Sales) and
Mr. Ankur Taneja (Sales Executive)
The process is more or less similar to the process of Retail Sales.
The Northern region includes NCR, Gurgaon, J&K, Rajasthan, Udaipur, Jaipur, Noida, Ghaziabad,
Karnal Sonepath, Chandigarh.
The first step consists of sending mailers, cold-calling, etc sometimes the query comes directly from
the customer.
Scanning- Involves identifying the construction areas to be covered, persistently visiting the site, the
particular requirements, the number of doors and windows, how long it will be in the ordering stage.
26
Information is collected from the Principal Architects, contractors etc, who are contacted and
brochures are sent across to them (there are separate brochures for project and retail). Database
is also created from the newspaper ads, and cold calling follows.
The Next step is to set up an appointment, with the particular person (the Principal Architect, VP of the
Project, Chairman of the company, Sr. Project Manager- the idea is to identify the key decision maker,
who may be any of these persons- and it may not be clear in every project. A presentation is then
made before them, wherein the Features, Attributes and Benefits of the product are enumerated.
It could also be a client driven project.
This is followed by the product fitment procedure wherein the sales exec asks for the window-door
schedule, and conducts a technical feasibility check. They then take the modified drawings to the
clients. Along with making site visits, the executive may be required to take along the client/architect
for factory visits, to convince the client about the product.
A look is also taken at the financials of the customer. The quotation is then finalized (discounts may
have to be worked out)
27
Bhiwadi Fabrication Plant
Mr. Sachin Kashu, Deputy Manager Planning
Mr. Sachin Kashu informed us that the Fabrication and Installation functions, which were earlier
separate units have now been combined under a single head (Operations).
Ninety percent of the hardware is imported- from China and Europe. The lead time for procuring the
hardware is six months.
The following steps are followed in the plant, to manufacture a window:
 Profile Cutting
 Processing – Inserting the wool pile.
 Provision of Drainage holes
 Hardware Router Insertion
 Reinforcement Assembly Station- Fixing of Reinforcement 9
 Welding of the Edges10
 Weld Testing Machine tests the Welding quality of every machine once in the
morning.
9
The reinforcements are of different types, for different types of profiles. These are procured from Metalcraft.
10
Fabrication is the most time consuming process. It takes nearly 3 minutes to weld two corners.
28
 Sprewing – Smoothening out the welded region, clean finish is provided.
 Insertion of the Gasket
 Weather Seal is applied
 Silicon layer is applied
 Glass is attached
 Beads are fixed.
 Packaging of the windows
Key Observations:
• This is not a rolling mass production process, since every worker has
to refer to the drawing sheet once in a while for every action that they
must take, despite the proficiency that they have attained from the
years of practice.
• The profile cutting and insertion of reinforcement processes take place

in parallel.
• Generally, depending on the orders at hand, 60-70 windows are

manufactured in the plant.
29
• The actual capacity of the plant however, is nearly 175-200 windows
per day.
Proposed Operations Structure
Operations Head
(Mr. Manoj Sharma)
Supply Chain
Incharge Production
(Mr. Sachin Incharge Installation
Incharge Commerci
Kashu) (Mr. Manish al
Mudgil)
Purchas Drawin
e g Superviso
Franchise Inst
rs
Executi Officer allat
Installatio ion Store
ve
n Officers
Tea
m
Technicia
Project Retail ns
Surveyor Coordinato 30
Coordinato
r Dealers
r
The Factory Commercials Head Mr. S. Kalaiyavan informed us that there are two categories of raw
materials, In House (profiles, reinforcements) and Imported (hardware used in the windows).
The Central Purchase Cell, headed by Mr. Sanjay Jauhri proposes the order as per the requirement.
Say for instance, the glass vendor sends across the material, which arrives at the gate.
The person in charge at the gate maintains a Gate Inwards register, which records the details of the
material received, the name of the party, etc. Similarly, an Outwards register is also maintained for all
the material -finished product- windows) going out of the plant.
Design and Technical Services

Interview with Mr. Munish Rattanpal, AM Design and Mr. Harish
Madan, Manager Product Development and Testing
The DTS function is subdivided into three sub-functions: Design, Product Development and Testing
and Fabrication Solutions.
According to Mr. Rattanpal, one of the major tasks of the DTS function is to understand market
requirement through market visits, survey, and customer feedback. A feasibility study is conducted (it
may be a joint study with the Marketing department). Generally, it is the sales people who submit the
requirements (indicated by the customers) to DTS, and this feedback from the market becomes a
starting point for the innovation on the part of the department. A brief about the design is then
31
prepared. This brief is then sent for approval to the management (where the financial viability of this
proposal is studied). After obtaining clearance from the management, a prototype of the product (or
part) is manufactured. And ultimately, the final manufacturing of the new product (product part of
modified product) takes place. This may require new tools and machines.
Design Validation refers to the validation of the fact that a particular design of a product, serves the
intended purpose. Manufacturing process validation refers to the validation of the fact that the
process manual has been followed in the manufacturing of the product
Technical auditing refers to whether the guidelines for a particular design have been followed or not.
Many of the innovations in product design are guided by say for instance, some problems that may
occur in the usage or application of the product, and the proposed solutions result in a valuable
innovation. Say for instance, when they faced the problem of a window being too big in size, to pass
through the door up to its location of installation in the site, one solution was to transfer it in pieces-
since it cannot be unscrewed as the sides are welded at the edges, they came up with the concept of
a mechanical joint which would instead be used to fix two sides of a window together- making the easy
dismantling and reassembling of the window structure possible.
The first step in developing a new product or product part is the Conceptualization. This is followed by
the Design and Detailing (this would involve things like taking into account the manufacturability i.e the
manufacturing process being used, and whether the conceptualized design is feasible with the same.
In case there is a problem, the design must be modified accordingly. ) The Detailing process includes
documentation, preparing drawings and sharing the drawings with the vendor, and also selecting the
appropriate manufacturing process. This is because the physical properties of a product/ material are
largely determined by the process of manufacturing. The Third step is Prototype Development and
Testing. This is usually done in close consultation with the vendors; their expertise from experience is
also of great help. Sometimes, it maybe wiser to consult them even before the design and
documentation, in the Conceptualization stage itself. In this stage, very few- say two to eight units of
the product may be manufactured. Its utility, feasibility and the like are then tested. This is then
followed by Product Development. The Drawings are sent to the vendors, and quotations are invited. It
is important to note that here, each vendor would suggest changes in the product according to their
areas of comfort and expertise. The job of DTS is to make the right selection of the vendor (much of it
depends upon the past experience of service, and relationship with the vendors)
However, the final selection of the vendor is done by the Purchase Department, taking into account
the price and lead time offered by each. When the dates are finalized, the vendor will then submit a
sample of the product. If the DTS finds problems that they had not anticipated earlier, they can ask
them to make the changes now even at this stage. The vendor then resubmits a sample. Once DTS
gives the final nod of approval on the product so developed, it is now the domain of the Purchase
Department, to order the product (the quantity, dates etc) as and when the factory demands it.
The Fifth step consists in making all the stakeholders – factory workers, engineers, technicians and
others aware of the change in the existing product, or of the new product if that be the case.
Communication of the production process involved, its usage etc is imperative. To this end, training is
conducted for the Fabrication Heads, Installation heads and Engineers, who further train those below
them (technicians etc)- training manuals and application notes are printed to this end.
(Except for UPVC profiles, everything else used in the windows is sourced from vendors.
32
The last step in the process consists in the monitoring of the product performance. This entails
ensuring the satisfaction of the internal as well as external customers. Issues such as whether the
modification or new product has led to a loss of productivity of the workers, or some other
unanticipated problem, or do the installation people face specific difficulties in the installation process.
Feedback from these quarters must be obtained, and the issues raised must be looked into.
Satisfaction of external customers is taken care of, by visiting the site after a few months of
installation, and assessing the product performance.
According to Mr. Rattanpal, open and effective communication with the technicians is extremely
crucial. He quotes the example of a technician Mr. Surender Pandey who works only for DTS (helps
out with all the designing, prototyping), and on one instance he had come up with an improvement on
an existing product.
The Core focus areas of DTS are Product Enhancements, New Products, and Technical Support.
Product Enhancement entails adding value to the existing product, product modification and
customized solutions. An example of product modification is that a tape was used to provide
adherence between the glass and the UPVC- in order to combat the problem of bowing of the UPVC
profile due to frequent pulling impact in the sliding window. However, the tape was quite expensive,
and therefore, they came up with a modified design of the gasket which would solve the problem of
bowing of the UPVC. As for Customized solutions, for example, some customers donot prefer the
threshold in doors – and find it uncomfortable (Due to lack of familiarity/habit of usage ). For such
cases, the option of Flat threshold is provided, even though they donot encourage this product, due to
the fact it may compromise slightly on the property of the door to remain impenetrable to heat, sound
etc.
As for New Products, Fenesta has launched its new 3000 series (in Feb 2007 in Delhi), which is an
improvement over the 1500 series; it can withstand wind loads of 3000 pascals due to its bigger
window size. It took the company more than one year to develop this product. It has obtained
certifications from its technology partners in Austria. Also, in terms of product range, for instance,
Fenesta previously did not provide Louvers in their windows. From observation and a careful study of
the other products in the market, they first sold glass louvers, and now provide movable UPVC
louvers.
The last discrete Function of DTS is to provide Technical support. The technical content in the
technical manual (or Brochure) of Fenesta is provided by DTS. All the detailed inputs on the window
sizes, standard procedures, technical data, and engineering calculations, as well as in the
specifications sheet are provided by DTS. Personnel from this function may have to hold discussions
with the clients’ architects and engineers to brief them on the technical aspects of the product, and
answer all their technical queries, in order to provide efficient customer service. In addition, the DTS
also plays an important role in Vendor selection, and material approvals.
33
Design and Technical Services
Head – Design and Technical Services
and Extrusion
(Mr. Y. P Singh) - Kota
Senior Manager
(Mr. Kalyanjyoti Barua)
Assistant Manager,
Manager, Product
Development and Design
Testing
(Mr. Munish
(Mr. Harish Madan)- Rattanpal)-
Gurgaon
Gurgaon
Technician
(Mr. Surender Pandey)-
Bhiwadi
34
Supply Chain Management
(Interview with Mr. Sanjay Johari, SCM Head)
The department has come to be termed as SCM only recently. Until some time ago, it was simply the
Purchase Department. It is now on its way to becoming the Planning and Purchase Department; so
far Planning was not merged with Production/ capacity planning and material planning.
The SCM function according to him consists of three broad sub-processes: Manufacturing, planning
(Procurement), and Warehousing.
Currently, the SCM structure at the HO is such that Ms. Suhasini and Mr. Hemant Kumar Vashistha
work under him, handling projects and Non-inventory purchases and contracts respectively.
However, this is a very nebulous structure and they intend to make it well defined, with two positions
under the SCM Head- HO, for handling the local purchases and the other for Imports. Both are
intended to be more strategic than operational in nature.
The SCM structure at the regional units is proposed as given below:
Supply Chain
Incharge
Purchas Purchas
e e Project
Retail
Coordinato Surveyor
Executi Executi Coordinato
r r
ve ve
35
Accounts and Commercials
Regional Commercials
Regional Commercial Head
Sales/Project
Stores Commercial
Factory
Incharge
Dispatch Commercial
(Inwarding of Head
material)
Contract
Commercial
36
Job Descriptions
What is a Job Description?

A job description is a list of the general tasks, or functions, and responsibilities of a
position. Typically, it also includes to whom the position reports, specifications such
37
as the qualifications needed by the person in the job, salary range for the position,
etc. A job description is usually developed by conducting a job analysis, which
includes examining the tasks and sequences of tasks necessary to perform the job.
The analysis looks at the areas of knowledge and skills needed by the job. Note that
a role is the set of responsibilities or expected results associated with a job. A job
usually includes several roles.
 Task – a discrete activity performed by an individual to produce a specific

product or service
 Duty – a larger work segment composed of several tasks or group of activities

that are performed by an individual
 Responsibility – the major purpose or reasons for the job to exist
Purpose of Job Descriptions
 Staffing and selection
 Performance management
 Legal Compliance
 Labor Relations
 Compensation
 Training and development
Job Descriptions
38
1. Accounts and Commercials
2. Zonal Manager
3. Sales and Marketing
4. Operations
5. Supply Chain Management
6. (Head) Design and Technical Services
Executive Costing
39
ORGANISATIONAL CONTEXT
Job Holder Name: Ms. Prijya Chandna
Department: Accounts and Commercials SBU/ Business division: Fenesta Building

Systems
Reporting to: Project Sales Head, GM, Salary Level :

Commercials
Location : Gurgaon Work Experience Required: 3-4 years in

Autocad and Cost estimation
SCOPE
Supervision: (Numbers of Direct: NIL

subordinates reporting to the
incumbent) Indirect:1 costing officer
JOB CONTENT
1. ROLE OBJECTIVE
Responsible for commercial quality of contract.
DETAILED DUTIES AND RESPONSIBILITIES, wherever applicable
STRATEGIC/ POLICY
NIL
40
OPERATIONAL
Timely Quotation submission and Order Processing

 Quotation submission within 24 hours for retail, and 48 hours for project
 Making Sale orders for all the orders before the papers going to factory.
 Amendment of sale note based on actual survey/call sheet in respect of change in sizes and
window prices. To ensure that the same is approved by customer as well.
Design Related Issues
 Using own knowledge/expertise, and that of DTS, to Ensure design & product feasibility, and
to provide feasible solutions.
 Suggesting optional & economical designs to Sales
Process Orientation and Control
 Validation of technical specification.
 Validation of pricing and to ensure that the prices are approved as per delegation
 Ensuring that the signatures of clients are obtained on all the necessary documents (PO/WO,
Spec Sheet, CAD Drawings and Floor plan, Last/Final quotation, window call sheet, Entry
Forms- Form C if required), and that the order is not processed further unless all the
documentary requirements are met.
 Processing Bank Guarantee and Corporate Guarantee requests.
 Processing of contracts before passing on to Operations.
 Processing of contracts and maintain separate customer wise files containing final
quotations, customer purchase orders, copies of sales orders, copies of amended sales
orders, phase wise record of release of call sheets to production and all communication with
customers and all documents of communication with customers related to amendments, duly
authorized by ZM.
 Preparation and Issue of Sale Note to Sales Executive for getting it approved by the
customer, after verification of the same by project commercials.
 Maintaining proper order book with all relevant details including those of price basis.
 Analysis related to orders- in terms of discounts, prices, segments etc
 Review of other contract terms finalization leading to closure of contracts.
 Keeping track of pending order status.
MIS
 MIS related to orders, pending orders, price basis, segments, quotation tracking etc.
 Monthly MI containing details about the orders in hand.
To ensure 100% compliance of minutes of meeting circulated for contract commercial

compliance.
41
Customer Orientation
 Interacting with Sales and installation & knowing about customer interests
 Resolution of technical issues by site visit/ architect visit. Meeting the clients’ architects/builders
for any clarifications required by the latter, regarding technical details.
Teamwork and Coordination
Coordinates well with members of the Commercials team, to ensure smooth and
Successful functioning of the team as a whole.
KEY INTERACTIONS
Internal External
Sales- All personnel Interaction with Clients/ customers/

Architects clarifications on technical
aspects of the product
General Manager, Commercials
Deputy Manager, Commercials
Project Commercials
Factory Commercials
Head- DTS
3. Educational/ Professional Qualification
Diploma in Civil/ Mechanical Engineering
IT Knowledge: SAP, Auto CAD, MS Excel, MS Word and the internet.
Growth Prospects: May move into the position of Project Commercials within a span of 2 years, and
in 5 years, to the position of Factory Commercials Head, if demonstrates the requisite competence
and commercials acumen.
Executive – Project Commercials
42
Job Holder Name: Mr. Sandeep Uniyal
Department: Accounts and Commercials SBU/ Business division: Fenesta Building

Systems
Reporting to: GM, Commercials, Mr. Bhupinder Salary Level:

Malik - Administrative Reporting: Mr. Jha
Location : Gurgaon Working hours: 9:00 A.M to 7:00 P.M
Work Experience Required: 5 yrs –in a similar

function
SCOPE
Supervision: (Numbers of Direct:

incumbent) Indirect:
JOB CONTENT
ROLE OBJECTIVE
Responsible for Project Performance in terms of costs and Cash Flow
STRATEGIC/ POLICY
NIL
43
OPERATIONAL
o Order Processing
 Verification of WCS with SAP sale order

 Verifying the Sales Order in SAP based on the PO
 Making SAP entries about the details of each project; Matching the information in SAP with that
available in the physical documents.
o Invoicing and Reconciliation
 Invoicing for collection of payments, clearing of bills.

 Reconciliation of Books of Accounts – of manual v/s SAP.
o Process Orientation and Controls

 Coordination for collection of payments, including visits to the customers for clarifications.
 Follow up for C- form collection (includes sending of invoice details to customers on a
quarterly basis for C-form collection), Work Contract Tax, TDS certificates etc.
 Project Closure (Technical closure, Commercial closure and Accounting Closure)
o Credit Controls
 Validation of the BG and CG requests processed by the Contract Commercials.

 Triggers dispatch/ execution controls depending on Outstanding.
o Monitoring Project Progress

 Monitoring project progress (for all non-retail orders) - triggers review of project, and
identification of projects slipping into Red.
 Material Control of sites - maintaining a site-wise register about the dispatches, stocks; random
visits to the site for ground-check against details on paper.
o MIS
 Monthly MI related to Outstandings, collections, Debtor’s Ageing Analysis, Stock at sites,

the number of days it takes for invoice submission- after dispatch, technical and financial
closure
 A weekly flash on the order booking, order dispatch, collections for the week to the Sales Head,
GM Commercials.
 MI as required by H.O
44
o Communication, Teamwork and Relationship Building
 Coordinates well with members of the Commercials team, to ensure smooth and successful
functioning of the team as a whole.
 Communicates/Negotiates well with the customer, to extract the payments due and all necessary
documents, in a tactful persistent, firm yet polite manner.
KEY INTERACTIONS
Internal External
Regional Commercials Clients/ Customers for recovery of payments

Sales
Installation managers
Factory Commercials
EDUCATIONAL/ PROFESSIONAL QUALIFICATION
(Special technical skills & knowledge needed for the satisfactory performance of the job)
Commerce Graduate with a strong background in Accounting
IT Knowledge: Usage and application of SAP (local ERP), MS Excel, MS Office, Tally, MS Word along
with the internet.
Growth Prospects: May move into the position of Regional Commercials Head within a span of 2
years Factory Commercials Head, if demonstrates the requisite competence.
Zonal Manager
Job Holder Name: Mr. Sanjay Gupta
45
Department: SBU/ Business division: Fenesta Building
Systems
Reporting to: Business Head Salary Level:
Location : Gurgaon Working hours: 9:00 A.M to 7:30 P.M
Work Experience Required: 7-8 years in Building

materials industry, cement/ electrical segment
SCOPE
Supervision: (Numbers of Direct: 3 (Operations Head, Sales Head Projects, Sales Head
subordinates reporting to the Retail)
incumbent) Indirect: 14
JOB CONTENT
ROLE OBJECTIVE
Responsible for manpower requirement in the zone for all the departments, and for achieving the
budgeted numbers and value.
46
STRATEGIC/ POLICY
 His responsibility area stretches across the Northern Zone (Jammu and Kashmir, Punjab,
Haryana, Rajasthan, UP, Delhi, MP). The zone is an independent entity, in terms of all its
operations.
 Profit Centre Head : Achieving the target sales and profit volumes for his region. (retail as
well as project sales)
 Business Development and Channel Creation (Dealers, Project and Sales Team)
Tracking competition, database upgradation, Market knowledge.
 Acquiring/ updating Business knowledge in terms of the new prospective customers (such as
hotel, hospitality industry, the upcoming concept of Green Buildings) - and their geographical
concentration/ spread.
47
OPERATIONAL
 His main function is that of co-ordination between all departments, and streamlining their
operations.
 He acts as the connecting link between the Branch and the Head Office.
 Ties sales and operations together into a meaningful, functional unit.
 Ensuring that all the documentation is proper and in order.
 His function is in parallel connection with the commercials- the positions of GM, and AM
commercials.
 Business Associates Management/ Relationship Building His job also involves liaisoning with
the individuals/ organizations - who serve as good sources of recommendations to our clients,
e.g Façade consultants, Facility Managers etc
 Keeping track of progress of the various projects. (with regard to the raising of bills, collections
etc).
Team Building and Development
 Hold regular team coordination meetings.
 Development of Sales Team- Mentoring, Handholding, delegating responsibility.
 Ensuring that adequate and effective training is imparted to the entire team (Sales, Installation
and Fabrication)
 Enlarging Customer base and ensuring Customer Satisfaction in his zone.
 Ensure Cost Controls/ Reduction.
 Constantly strive for Process and efficiency/ productivity improvement
 Multi- project implementation- Planning for execution of projects( planning the required
production, manpower to achieve the target) as well as forecasting for hardware (this is
important, since the lead time is 4-6 months)
o MI reports: Submitting figures of installation, production and sales, budget and

profit figures on a weekly, fortnightly and monthly basis.
o Productivity Improvement Fabrication Productivity Improvement Installation
o Implementation of Kaizens & Suggestions
o Housekeeping, 5S Implementation
KEY INTERACTIONS
48
Internal External
GM, AM Commercials Architects

Project Commercials Clients
Head Retail Sales & Head, Project Sales Consultants ( Façade consultants)
Civil/ Mechanical Engineering and MBA (Marketing).
Must possess sound commercials knowledge, along with proficiency in use of MS Office.
Head- Retail Sales
Job Holder Name: Mr. Ashok Aggarwal
Department: Retail Sales SBU/ Business division: Fenesta Building

Systems
Reporting to: Zonal Head/ All India Sales Head Salary Level:
Location : Gurgaon Working hours: 9:00 A.M to 6:00 P.M/7:00 P.M
Work Experience Required: 5 years in retail -

consumer durables / 7-8 years in related industry
(flooring, air conditioning etc) (experience in dealer
management preferable)
SCOPE
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Supervision: (Numbers of Direct: 2
incumbent) Indirect: 2
JOB CONTENT
ROLE OBJECTIVE
Enabling dealers to procure the orders.
STRATEGIC/ POLICY
 Achieve the sales target for the region. Daily, Weekly and Monthly review of Retail Sales
Activities (Northern region)- including NCR, Gurgaon, Chandigarh.
 Dealer Development- Recruitment, selection- in terms of potential dealer analysis, as well as

operationalizing the dealers, enabling the dealer organization (sales training, samples, kits,
brochures etc) Handholding for the dealers, yearly (long term and short term) plans, decisions
regarding dealer support (with regard to sales promotional activities.)
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OPERATIONAL
 Direct Sales, Meeting with and making presentations before Architects and institutional
customers (hotels, companies, factories)
 Customer Relationship Management- Making relationship calls, customer complaint

handling.
 Taking Architects to visit showrooms, factory visits.
 Visiting the site of installation, if the client so demands.
 Directly handling few important customers for their requirement/ service issues.
Team building and Development
 Development of Sales Execs- with regard to soft skills.
 Team retention and motivation.
 Handholding, mentoring, delegating.
Recoverables
 Recovery of outstanding wherever problematic.
 Authorizing quotation, special prices (price at discount, etc)
 Visiting every dealer/ showroom at least once in a month.
KEY INTERACTIONS
Internal External
Installation Executive Retail, Installation Head Dealers

Project Commercials Clients
Contract Commercials Architects
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Engineer(Civil/ Mechanical) and MBA (Finance & Marketing) PG in Business Management,
Graduation Background in Commerce would also do
Growth Prospects: In 2-3 years, may grow to acquire the responsibility of a small region, with
installation, and perhaps in some more time, a region with the factory as well.
Sales Exec Retail
Job Holder Name: Mr. Chetan Ajmera
Department: Sales SBU/ Business division: Fenesta Building

Systems
Reporting to: Mr. Ashok Aggarwal Salary Level:
Location : Gurgaon Working hours: 9:00 A.M to 6:00 PM (Saturdays-

Working)
Work Experience Required: 1-2 years in retail –

consumer durables
SCOPE
Supervision: (Numbers of Direct: 2

incumbent) Indirect:
JOB CONTENT
ROLE OBJECTIVE
To achieve the targeted sales and profit volumes in his territory, through defined dealer channel.
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STRATEGIC/ POLICY
NIL
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OPERATIONAL
 Looking after all sales (retail) activities in NCR.
Business Associates Management
 Architect calling, Architect relationship, Client relationship, builder calling.
 Developing and dispatching mailers for Architects/ builders and prospective

customers.
 Dealer Development- Dealer Selection and Appointment, Dealers' staff

recruitment, operational, Mentoring and handholding, Knowledge & Skill
Upgradation (of self, DSA's & dealers' team)
 Dealer Motivation- devising strategies to keep the dealers engaged and

motivated for business, such as, popcorn events for dealers and their
architects, or procure orders for them.
 Showrooms Management
Product Development and Promotion
 Event Management (putting up stalls in various industrial exposes- Xac,

Inside Outside, organizing events such as road shows etc to promote and
advertise for the product)
 Developing other strategies to promote the product-reach in the retail
segment.
Tracking product availability (co-ordinating with the Planning and Purchase

department Mr. Manish Sharma and Mr. Sanjay Johari)
Coordination
 Co-work with the Fabrication shop – for variations in the spec sheet, or
delivery related issues.
 Co-work with Contract Cell, Design and Technical Services department for
cost and design related issues.
 Taking the customer/ architects for factory visits, if they so demand.
 Customer Relationship Management
Recoverables. Submission and collection of bills, C-Forms and TDS

certificates, within the stipulated time.
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KEY INTERACTIONS
Internal External
Customer Response Cell, Contract Cell, Project Customers

Commercials
Fab Shop- Mr. Sachin Kashu, Mr. Rahul Mehra Architects
Purchase and planning Head, Mr. Manish Sharma Dealers, Dealers’ salesmen
With DTS for product design related issues
B. E Mechanical/ Civil and MBA (Marketing)
Growth Prospects: Assistant Manager, Sales responsible for greater number of dealers (5-6) in two
years’ time, and handling a territory within five years’ time. (as the Deputy Manager/ Manager Sales)
B. E Mechanical/ Civil and MBA (Marketing)
Good understanding of Commercials (to strike an financially feasible deal for the client)
Growth Prospects: Assistant Manager, Sales responsible for greater number of dealers (5-6) in two
years’ time, and handling a territory within five years’ time. (as the Deputy Manager/ Manager Sales)
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Key Result Areas
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What is a Key Result Area?
“Key Result Areas” refers to general areas of outcomes or outputs for which a role
is responsible.
Key result areas (KRAs) capture about 80% of a work role. The remainder
of the role is usually devoted to areas of shared responsibility. Key result areas
are worded using as few
terms as possible with no verbs (i.e.,these are about results, not action) and no
direction/measurement (e.g., words such as "good," "increased" or "decreased").
They simply describe the areas for which one is responsible for results.
Key Result Area  Key Performance Indicator  Measures

e.g Topline  Sales  Against yearly plans
Identifying KRAs helps employees:
 Clarify their roles

 Align their roles to organization’s business/ strategic plan ·
 Focus on results rather than activities
 Communicate their role’s purposes to others
 Set goals and objectives.
 Prioritize their activities, and therefore improve their time/work management ·
Make value-added decisions.
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How I contributed to the KRA’s process:
Operations
# Validated KRA’s against JD’s
# Discussed the methodology followed with Operations Heads
# Spoke with many job holders- and validated their KRAs’ Sales
# Additionally, redesigned KRAs for Retail North Commercials
# Helped design KRA’s templates
# Facilitated Role Consensus
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Competency Mapping for Key
Positions
at Fenesta building Systems
(as per prescribed Arthur
Anderson Competency Model)
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Competency
An underlying characteristic of a person which enables him to deliver superior

performance on a given job, role or a situation.
The characteristic may be called an attribute bundle, consisting of knowledge,

skills, traits, motive, attitude and aptitude
Characteristics
A competency is:
 Relevant (Both conceptual and applied)
 Discrete
 Simple
 Observable
 Measurable
 Flexible
Structure of a Competency
 Definition
 Behavioural Descriptor/ Indicator
Behavioural indicators articulate how the competencies are

demonstrated on job. Since, competencies are behaviour specific,
behavioural indicators, help in identifying the presence or non-presence
of competencies, these are also known as descriptors. For instance, a
sales manager and a production manager both require change
orientation as one of the competencies. However, the descriptors for
the two may be different. These are observable, measurable and hence
useful for performance appraisals.
 Proficiency Levels
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 Measurement Scale (Yes or No scale, Likert type scale or
Behaviourally Anchored Rating Scales)
Arthur Andersen Competency Model
The Anderson Competency Model consists of 13 Behavioural, 14 Technical and 5 Functional

Competencies.
Each Competency is divided into sometimes Three, Four or Five Modules (namely, Module A, B, C, D
and E) levels of proficiency.
The measurement scales consists of Level 1 to Level four ranking, in progressive order.
e.g Results Orientation
Competency definition
Results Orientation is a desire for doing one’s own work well or for competing against a
standard of excellence. The focus of individuals demonstrating this competency is on the
outcome and on over-achieving the outcome wherever relevant. An individual demonstrating
this competency may set standards based on his/ her past performance or performance of
others. The individual has a strong personal belief to succeed.
The Degree of innovation factor is used as a rating scale to evaluate this competency within a
particular level. (For e.g. if for a particular position the Level required is 3 then performance of
individuals within 3 is differentiated along the Degree of Innovation Scale- whether the person
is at Level 1 or 2 with respect to demonstrated performance in this level).
Why this competency is important
This competency is important in leading and delivering improved results, in setting challenging
targets, identifying and completing new projects and finding better ways of doing things. It
encourages taking responsibility for results and striving to improve performance. It is
particularly important for medium and long-term projects at DSCL.
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Module A Module B Module C Module D
Works to meet set Creates Own Standards of Uses Business Sense with Takes Risks Significant to the
Standards of Excellence and Strives to respect to Productivity and Organisation
Excellence Improve Them (setting a Efficiency to optimise on
benchmark) deliverables
▪ Uses personal methods of

▪ Works towards ▪ Makes decisions, sets
measuring outcomes against
meeting set/ given ▪ Commits significant
a standard of excellence (not priorities or choose goals on
standards. For resources and/ or time (in the
imposed by the organisation). the basis of inputs and
e.g. achieve face of uncertainty) to
For e.g. Rs spent, beating outputs, ROI, or cost benefit
targets / KRAs, improve performance, try
the competition, setting analyses in terms of scoping
meets sales something new, reach a
performance measures for a project / organisation
quota, quality challenging goal Understands
measuring the team’s initiative in terms of effort,
requirements etc the risks involved and takes
performance on a special output.
▪ Assimilates new steps to mitigate the same.
task / project / organisation ▪ Evaluates short term and
initiatives that For e.g. starts new products
initiative. long term goals, objectives
have been or services, while also taking
• Makes specific changes in and benefits.
introduced within steps to minimise risks, line
the system or in own work to ▪ Identifies new projects /
the organisation customers in advance etc.
improve performance, without initiatives that may contribute
and undertakes to the overall achievement of
any specific performance
activities to the end results / goals.
improvement standards set.
achieve the
For e.g. continuous
required results
improvement in standards.
• Volunteers for projects that
require learning new
information within tight time
frames uses the knowledge
to achieve the required
results.
Ref. Annexure: Competency Mapping for Key Positions.
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CONCLUSION
Observations/ Recommendations
 The company suffers from an alarmingly high rate of Attrition (40%). Most
of the ‘good’ people tend to leave the organization, after having started off
on a very promising, zealous note.
 Redesign Induction Program
The new recruits tend to be unaware of the various business processes in the organization
(compounded by the fact that these are extremely complex in nature), the key roles,
functions, hierarchy, their own role and position in organization.
Since certainty and clarity with regard to one’s own job role and how it fits into the larger
context of the organization leads to comfort and satisfaction, an effective Induction program
for ALL positions in the organization must be designed. In other words, the induction must
not just focus on the seemingly “key” positions in the organization.
e.g Even the person in charge of the Customer Response Cell must be thoroughly
acquainted with the organization and the processes etc, to equip them to handle all kinds of
customer queries well.
Also, the Employee Handbook must incorporate a detailed Organization Chart, and brief
description of business process, and all key departments/ functions.
An Induction Presentation must be made before the new recruits, giving an overview of
the business and key functions. And the presentation must be made not just by the HR
persons, but also by the key position holders in the various functions, who can communicate
the processes well.
It would be useful to note that an employee is most vulnerable to quit a newly joined
organization within the first few weeks, if they donot feel they “fit” well into the new set-up.
Depending on how smooth or difficult the initial phase of transition into the new role, in a
new context is, the employee would either feel “A Part” of the new organization, or
alternatively APART from it.
One of the most remarkable qualities about Fenesta Gurgaon Office as a workplace is, the
‘easygoing/ lighthearted environment’ – with work always sprinkled with occasional cheer
and laughter (the office cubicular layout helps- open communication and access);
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A relatively young, energetic workforce helps the cause. This kind of organizational culture
is an advantage for a company in the Manufacturing sector. In this age of Employer
Branding, with the potential recruits selecting or rejecting a company as much as the
company selects or rejects candidates, it would be a good idea for the HR function to
leverage on the fun workplace factor; Selling the concept of ‘FUN-esta’ – to both- the
internal as well as external employees. More initiatives could be taken to keep this concept
live and relevant.
 Foster a community spirit - small initiatives e.g monthly birthday celebrations, greeting
mails by HR, and the like.
 The Installation team (which spends more time outside the office- as compared to the
rest of the functions) must be engaged more closely and frequently with the other
functions in organization, especially the Sales Team. Foster a Bond, which also facilitate
the smooth workflow- between sales and installation.
 Attach a sense of esteem and worth to Installation Jobs, since a general perception one
gets is a deep rooted sense of “lack of esteem” attached with this job (hardly
commensurate with the kind of qualifications that the job holders often possess – a
diploma in Civil/ Mechanical Engineering) The customer tends to place the installation
person in the light of a mere “carpenter” (to quote from one interaction with an Installation
person) – and seeks to communicate just with the Sales Team for all problems, issues
(since they are the ones who originally commit the deal)- and may entertain no
communication from the Installation person.
With such a job profile, attempts must be made in-house, to compensate for the apparent
lack of “worth/ esteem” within the organization. Especially, since it is a job role crucial to
the entire process. Installation (“Handover”) bottlenecks tend to play a major role in the
holding up of payments, leading to huge outstandings.
 Training: Upgrade SAP team, to enable optimum utilization of SAP.
 Training in Soft Skills – There is an acute need for imparting Training in Soft skills
such as Leadership, Motivation etc
The soft skill of coordination and teamwork, so crucial for this business can be
imparted using the techniques of Role Plays etc, which would be most apt in this
context since it would develop better appreciation of the goals, constraints and
concerns for the counter roles in the process, and facilitate better role performance for
better coordination in relation to the others.
For example, role plays switching the roles of Sales and Commercials persons.
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Key Learnings
 Identification and mapping of Competencies required for a job/ role.
 The various aspects of performance management process- the soft issues,

as well as the metrics need to be taken care of. Also, the management must
ensure that it allows room and opportunity (in the form of training, learning
environment etc) for all the parameters which constitute the performance
appraisal scale.
 In today’s dynamic market and technological context, jobs and job

descriptions are highly dynamic and subject to constant changes.
 First Industry Experience- Understood how the nature of products and

services offered truly affects the organization structure, culture.
 Developed an appreciation for and understanding of the hitherto alien

concepts of Accounts and Commerce.
 Developed an appreciation for and understanding of the various key

functions in any business set up, namely, the Sales process, Research and
Development, Supply chain Management, Commercials, amongst others.
 Discovered that concepts such as ‘Attrition’, ‘job-fitment’, ‘job satisfaction’,

merits of ‘employee feedback’ are not hollow jargon, but deeply impactful
realities of an organization.
 Anything that is sold without adequate returns/ profits, is not sale but Charity.
The company is majorly suffering from losses (they are yet to attain their profit
margins) mainly due to the non payment on the part of many customers (of the
order of thousands of rupees), because of minor issues in installation
services, incomplete or inadequate documentation and authorization. A major
learning in this regard has also been that a stitch in time, saves nine.
 An HR Professional must develop high sensitivity while dealing with people, in

relation to their work, which is the centre of their universe and self- worth. It is
therefore, criminal to sum up someone’s JD in a single line. Not after they an
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hour long session on “how their role contributes to the organization as a
whole”!
ANNEXURE
Interview Transcripts
Mr. Sandeep Verma, Project Commercials
 He has been extremely busy so far, dealing with the issue of Debtors – large amounts of old
Outstandings, and is probing as to why such a problem exists, and how the loopholes can be
dealt with. Now, he has introduced the system wherein not a single window will be sent in for
fabrication, until he has given his assent- and his signatures are obtained. In his absence, the
Executive-Project Commercials position has been granted the same authority. The major
reasons that he has identified so far, range from the customer refusing to pay up the revised
prices which may be different from the agreement signed in the first place; in one instance, the
customer refused to pay up according to the number of windows installed- but insisted upon
the rate per flat pricing system (even though the order was amended mid-project), there can
be a divergence between the actual number of windows installed and the ones specified
(since due to coupling etc, a single window may actually be broken up into 2-3 windows – so
an order of say, 16 windows may come to 52 windows- and the customer may not be able to
comprehend this logic)
 He has been trying to introduce many changes in the process, documentation etc to plug
these loopholes; for instance, the Sales Order must have a column which clearly specifies the
actual number of windows, and the calculations arrived upon, so that there is no ambiguity in
the pricing at either end.
 One major problem has been the lack of proper documentation – the terms agreed upon, the
amendments in order and the like, are not documented properly- many times the signatures of
the client on all the important documents may be missing, and hence when it comes to
extracting payments from them, the company stands at a weaker bargaining position, since
there is no concrete evidence of the terms of payment agreed upon (due to several factors
such as reorders [the number of reorders is extremely high- due to perhaps fault in the whole
installation process], installation problems, amended orders etc the actual cost incurred, and
the prices of the windows installed may differ from the price initially agreed upon, at the
beginning of the project)
 He has suggested various other improvements in the pricing procedure: for instance, for
replacement parts the company currently pays Sales Tax- instead, either the previous sales
order must be reversed or it can be sold as a replacement against the defected part to avoid
paying the sales tax.
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 Also, since the company does not have Depots in many states, we end up paying Central
Sales Tax (12.5%); the technical reasons for the inability to put up depots in these places can
be reconsidered.
 Since he has been working on extracting payments from the Debtors, his job involves
extensive negotiations with clients, to convey the terms of payment, clarify any ambiguity in
the terms, if that has created the bottleneck; however, since they have no proper
documentation of the previous deals, they are often at a weaker position.
 He also suggests that the credit policy should (and can) be modified from the current 75 days
credit in project to 30 credit days in project to 3 credit days in retail.
 He has now also asked the Factory Commercials Head to send him a weekly report on the
dispatches from Bhiwadi every week.
 He has also redesigned the structure of the Sale Day book which must be sent in by the
Factory Comm Head, to allow for better comprehension and analysis of the sales in the
month. He has also redesigned the Invoice, to mention the proper window code.
 One flaw that he has observed in the system has been the heavy reliance on verbal
communication (between functions in the organization, or with the customers and clients),
rather than formal written mode, which also encourages lack of proper documentation.
 Also, the SAP system implemented in the organization has not been utilized to the optimum
level. The SAP literacy must increase (the SAP team must be trained accordingly), so that the
work processes can be more smooth and precious time of the commercials persons is not lost
in the reconciliation process. They must be able to exploit SAP to the fullest possible extent.
 He has also initiated the system of a weekly Monday meeting – “Collection meeting” which is
attended by the Sales Head, Installation Manager, Retail Head and Zonal Manager, wherein
they discuss the reasons for outstandings in particular projects, the status of each, and then
chalk out a plan of action.
 For the purpose of working on the collection of payments, he works closely with Mr. H. M
Gupta, who first contacts all the debtors, and notes down the status/ reasons for non-payment,
and then forwards this information to Mr. Verma who then works on the recovery plan.
 He suggests a more well-defined Price Standardization, so that the terms etc are crystal-clear,
and the different sales execs donot end up striking deals which are not acceptable to the
company, and the company image in the market takes a hit due to this inconsistency.
Position: Executive-Project Commercials
Name: Mr. Sandeep Uniyal
Function: Project Commercials
Directly Reporting To: Mr. Bhupinder Malik
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Administrative Reporting: Mr. Jha
Educational/ Professional Qualifications: Commerce Graduate with a strong

background in Accounting
Technical Skills Required: IT – SAP, knowledge of local ERP, MS Office, MS

Excel, knowledge of Tally would be preferable, and internet (mainly for correspondence
through emails)
Working Hours: 9:00 A.M to 6:00/7:00 P.M (may spill over to 10:00 P.M during
the closing period [March 10- April 10- Hard Close Period])
Mr. Verma states that his is basically a Sales Support function. The file containing
the quotations that have been finalized by the Contract Commercials, reaches him (it
contains the price summary, drawings, floor plan and specs etc) and he needs to look at
whether all the requisite documents are available in the file (such as the C-form, F-form,
and that all the rates used for price calculations are correct, since this would determine
how smooth and accurate working on his own tasks would be.)
The Contract Commercials person creates a Customer Master in SAP, while the
SAP Document number is generated by this position.
There may be instances when the client/customer may refuse to pay up the amount initially agreed
upon (say, due to some minor problems in installation, or damage to the glass in transportation etc) Or
he may claim that there is a divergence between the promised and finalized rates. It is then a matter of
his responsibility and his negotiation skills to elicit the payment form the customer.
It is also extremely crucial for him to obtain the signature of the client on all crucial documents which
commit their agreement to the terms of the contract say, e.g, the client’s signature on the spec sheet,
without which, this position holder should not process the contract- or give his approval for the
fabrication of windows.
Settling accounts is another major task: E.g the client may ask for extra windows to be manufactured
and installed mid-project. This may not be properly recorded in the documents. The position holder
checks his books, as well as asks the installation people to create a report on the same (though they
are usually reluctant to do it), so that the extra windows get properly recorded in books, and are
accounted for.
The pricing structure consists of 85% fabrication and 15% installation costs (having been revised
recently from the earlier system of 90% and 10% respectively); the 15% costs is basically defined as
the labour costs and the percentage share in total costs was increased to save on the taxes to be paid
(since we now end up paying only service tax on that percentage of costs- the excise duty, CST, Vat
etc are avoided)
The payment may be roughly received as installments in the following manner (Material cost+
payment on delivery+ payment on installation+ payment on ‘handover’ +retention payment (held for
one year)). This however is very loosely defined, and subject to modification for every new project.
Mr. Uniyal also explained that the modes of operating are very different in case of General and
Specific clients (constituted by Builders/ Developers and Retail projects – IT offices, hotel industry etc,
respectively). Whereas the former issues a Work Order (deduct Work Contract Tax- average 4%), Tax
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Deducted at Source (2.266%) against the material and Labour costs, whereas a Purchase Order is
issued in the case of the latter. In the latter case, again, once the material is delivered, its handling etc
becomes the responsibility of the customer and the onus does not lie entirely on Fenesta, which is not
the case with General Clients.
He is also responsible for ‘Knocking off’ payments of all customers in the northern region, and for the
clearing of bills. The job requires coordination and effective communication with the Regional
Commercials, Sales as well as the installation function. He describes his work as input-based work.
Sometimes, he may also need to dispatch checks received from ASG to all the regional commercials.
(It is a centralized accounting system).
Monitoring a project’s profitability on two bases: Time Basis (the project may run into losses if it goes
on till well beyond the schedule) as well as Value Basis (re-orders due to errors in Survey etc can also
increase costs leading to the project running into losses for the company.)
He receives the Sale-day book from Mr. Kalaivalyan (Factory Commercials) which contains the re-
orders, sample, etc. This helps him collect data for the purpose of monitoring reorders.
If and when projects that are slipping into losses are identified, he must then inform the Commercial
Head, Zonal Head, Installation Head and.
It is a Sales Accounting Job.
The job holder must coordinate well with the installation function to get accurate data to process the
accounts.
He illustrated the intricacies involved by the example that the UP builders donot provide Form C, to
avail of the local UPST VAT. Hence the route of Dealers is employed in UP, who demand a margin of
50%.
He must see to it that all the information that passes through his seat to the Installation Function is
complete in all respects. He also checks that all values, measurement and SAP entries forwarded by
the Contract Cell is correct.
Mr. Hyat Singh, Indirect Taxation

 Monitoring all taxation related issues centrally, for all the regional commercials.
 Monitoring the statutory compliance of all the regions with regard to Excise Duty, Service Tax
and VAT, ensuring that the monthly returns are filed in time, and in the correct manner.
 Reconciliation of old statutory dues.
 Case Assessments.
 Dealing with the Departmental auditors: Excise, Service Tax, and VAT auditors during the
monthly and yearly audits.
 To ensure proper documentation- that the statutory forms against all sales are issued and
received; that the forms are correct and adhere to the norms of statutory compliances.
 Reconciliation of SAP with manual data, by compiling data gathered from the regions over
mails, telephone, or monthly visits to the regions.
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 Develop taxation related IT reports for the regions coordinating with the IT team in Kota (over
phone or in person), by assessing their needs. E.g Earlier, the regional commercials needed
to prepare all Excise returns as manual data. In order to prevent this wastage of time, and to
ensure that they get everything from the SAP system, he discussed these requirements with
the IT team in Kota, to develop the required system.
 Constantly update self on the changes in the dynamic taxation norms (laws and statutory
compliances) by means of interaction with consultants, and update the regions about the
same.
The company has hired an agency which updates his on all the latest developments in this
regard.
Mr. Sharad Sharma, DM Commercials
Role Objective:
Directly reports to: Mr. Bhupinder Malik
Educational/ Professional Qualifications: A Chartered Accountant.
IT Skills: Proficiency in SAP, MS Excel, MS Powerpoint.
Working hours: 9:30 A.M to 6:00 P.M
Limitations: IT resources lacking, better ERP sources required.
Key Duties and responsibilities
 To work towards obtaining the CAS-IV certification, working closely with the Accountant
 Devise the costing structure (working closely with the DTS) and review it on a quarterly basis.
 Accounts Closing – A centralized activity.
 Handle all Quarterly audit, statutory audit, VAT, excise issues – Commercials functions.
 Process Improvement and automation: Learning new systems and procedures
 To conduct quarterly meetings of Contract Commercials.
 Business Related analysis/ business planning activity.
 MI reports on timely basis.
 Ensuring statutory compliance at all locations.
 Pricing controls.
 Customer Account Reconciliation.
 Meeting customers for payment collection, and explaining the payment structure.
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 Visiting the Fab shops 3-4 times in a month- to oversee things, to ensure that all systems and
processes are in order.
 Educating the Regional Commercial people on the new systems and processes.
 Profitability Analysis.
 SBU meetings
Internal Interactions
 Zonal Manager
 Regional Commercial Head
 Business Head
 Fabrication Head
 Planning and Purchase Head (for input prices)
External Interactions Statutory Auditors, Cost Accountants, Consultants, clients
Name: Mr. Manish K. Sharma
Directly Reporting to: Earlier Mr. D. P Vijay (Head- Purchase and Planning) and Mr.
Bhupendra Malik (GM, Commercials)
Role Responsibility:
Work Hours: 9:30 A.M to 7:00 P.M
Mr. Sharma was previously mainly engaged with the Purchase and Planning Department, but
has recently taken over the role of Executive- Commercials as well (in addition to the earlier
roles and responsibilities). Process of Purchase (Import consignments), as explained by him
begins with a demand generated by the plant or the DTS department. To purchase material
from a foreign vendor, Mr. Sanjay Jauhri (Head- Purhcase) invites quotations (sourcing of
material availability).
After the selection of the vendor, formal Purchase order is issued (by Mr. Hemant
Vashistha)containing the specifications of the material required, mode of dispatch, and the
terms of payment for which the agreement of the vendor is obtained. The lead time of delivery
in case of import consignments is usually two months, and hence material purchase must be
planned at least two months in advance. The terms of payment are such that the company
makes payment of 100% of the amount in advance; however, the payment is made only when
the material is ready for dispatch at the vendor’s end. The vendor sends a Proforma Invoice,
and the purchase department provides the necessary documents to the bank (two copies of
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the Invoice, and two copies of the Purchase Order) remits the money in the vendor’s account
(TT and LC) Once the vendor checks that the money has been remitted, they schedule a date
for the delivery of the material. They also send across all the documents necessary for the
transaction by courier namely, the Invoicing copy, the packing lists, certificate of origin, the
Insurance Declaration/Certificate, Bill of Lading (This is a document which needs to be
endorsed by the Company, so that the Cleaning Housing Agent can show it to collect the
material from the shipment)
The import consignment by air route (in case of relatively urgent deliveries) is shipped at Delhi
and by sea route (more commonly employed)- at Navasheva port in Mumbai. The import
consignment once cleared, is the dispatched to the designated plant.
Once the material is delivered, two copies of Bill of Entry are received namely the duplicate
and triplicate copy submitted with the Factory (used for the purpose of availing the CENVAT
benefit) and with the Bank respectively.
The responsibility areas of Mr. Sharma in the entire process can be identified as follows:
 When all the shipping documents are received by courier, the appropriate documentation and
filing of the same
 following up with the CHAs in Delhi and/or Bombay
 find out the custom duty payment amount
 the dispatching of the two copies of the Bill of Entry to the Bank and the Plant
 Update/ Amend the Purchase Order in SAP on the basis of the Bill of Entry so that the
CENVAT benefit can be availed of (to account for the variation in the currency rate that may
have taken place in the meantime)
 Process/pass all the bills raised by the CHA- forward those to the ASG for reimbursement
(The CHA raises bills for commission for service; shipping line, labour charges, transportation
and other miscellaneous expenses on the behalf of Fenesta)
 In case DTS wants to develop a new Aluminium product, then he invites quotations from
vendors (this system works on advance payments). He has come to perform this function, in
the case of dealing with vendors for Aluminium products.
Roles and Responsibilities under the Commercials Function
 Advances to vendors – making reconciliations.
 Follow up with the commercial people for the C-form to be issued to the vendors, who
may follow up with this position for the processing of the same- generally by email.
(Role of a mediator)
 Co-ordinating with plants for generating bills against GRN.
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 Ensuring that bills are booked, wherever an advance is reflected and payments are
recoverable.
 Towards the month end, order booking, sales, collection and MIS.
Basically, it consists of all Accounts related work.
Frequent interaction with:
Internal
 All Factory Commercials personnel in all the plants
 ASG
 With the concerned Department/ Official in the organization, for which bills need to
be settled. E.g the HR department may organize a picnic for the employees, for
which the payment would be made in advance, but the bills would not have been
submitted even days after the exercise.
 Contract Commercial- Every Quarter, prices may be revised due to changes in prices
of the hardware, raw material etc. All necessary information regarding such updates
in prices needs to be provided to the Contract Commercials person.
External
 Aluminium Vendors (not under commercials function)
 Transportation people
 CHAs
Qualifications Required: A strong background in Accounting, clarity in commercial aspects.
Technical Requirements: A good Knowledge and understanding of SAP, usage of internet

(mainly since all correspondence –internal and external, is mainly carried out over emails), MS
Word and MS Excel.
One challenge that one often faces in this job position is that of arranging for bills from the
concerned persons, in different contexts; since these people appear to be extremely busy in
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their work, at all times. He may send email reminders for the same, and when at times, that
alone does not serve as a potent motivational force, so he CC-es such mails to his superiors.
Interview with Mr. Sanjay Gupta
 His responsibility area is the Northern Zone (Jammu and Kashmir, Punjab, Haryana,
Rajasthan, UP, Delhi, MP). The zone is an independent entity, in terms of all its operations.
 One of his responsibilities is that of ensuring that adequate and effective training is imparted to
the entire team.
 His main function is that of co-ordination between all departments, streamlining their
operations.
 Ensuring that all the documentation is proper and in order.
 His function is in parallel connection with the commercials- the positions of GM, and AM
commercials.
 His job also involves laisoning with the façade consultants- who serve as good sources of
recommendations to our clients.
 Keeping track of progress of the various projects. (with regard to the raising of bills, collections
etc)
 This position also requires one to possess sound business knowledge in terms of the new
prospective customers (such as hotel, hospitality industry, the upcoming concept of Green
Buildings) - and their geographical concentration/ spread.
 Facility Managers of various organizations– also serve as important touch points, for procuring
customers/ contracts.
 According to him, the negotiation with clients is conducted in two stages: in the first stage, the
content of the dialogue consists of roughly 60% Technical and 40% Commercial matters,
whereas in the second stage it consists of 80% commercial, and 20% technical issues.
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Zonal Head
(Mr. Sanjay Gupta)
Operations Head Head- Project Head- Retail Sales

Sales
(Mr. Manoj (Mr. Ashok
Sharma) (Mr. N. N. Jha) Aggarwal)
Interview with Mr. Ram Kumar Kullai
(ZM, Bangalore)
 Custodian of customer satisfaction for the zone.
 To generate profits
 Ties sales and operations together.
 Takes care of the commercial aspects – both statutory and collections.
 Multi- project implementation- Planning for execution of projects, as well as forecasting for
hardware (this is important, since the lead time is 4-6 months)
Interview with Mr. Ravi Kumar
(ZM, Mumbai)
 The ZM is a profit centre Head.
 Responsible for Customer satisfaction.
 85-90% of his work consists of planning the required production, manpower to achieve the target.
 He is also the connecting link between the Head Office and the Branch
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 He also coordinates with the other verticals- the Heads of Purchase, Commercials, /project and
retail Sales,
 Responsible for manpower requirement in the zone for all the departments, and for achieving the
budgeted numbers and value.
Interview with Mr. Sanjay Johari
• His job basically includes all Supply Chain Management Activities. The ultimate authority in
this function lies with this position. The following are his key responsibility areas.
• Planning
• Supply Management (includes procurement, sourcing, vendor development, source quality

assurance )
• Plant and inventory management
• Warehousing
• Distribution and Logistics (consisting of Inbound and Outbound Logistics, although

currently he takes care of just the Inbound logistics.)
• Negotiating contracts and establishing relationships with Franchisee Installers.
• Team Building/ Development
• Cost Control
• Project Management- Capital Expenses
SCM Manager- Regional – key functions:
• Project Tracking.
• Analyzes the Bill of Material.
• Provides Input to purchase persons to release orders.
• Provides inputs for Production and Planning.
• Handling several orders at the same time (multi tasking).
Qualifications Required : B.E (Mechanical/ Civil)
Surveyor
Proposed Role:
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The function of this role is to keep tabs on the progress of the site, and report it in a
particular format to the SCM Manager, and accordingly, to provide inputs on planning.
Qualifications Required: Diploma -Civil Engineering
Mr. Sanjay Pawar
AM Installation, Project sales (Mumbai)
 Handles Project installation sites in Mumbai, Goa and Ahmedabad.
 Client meetings
 Ensure that projects run in a smooth manner, as far as the installation service is concerned.
 Submit a monthly installation plan and technicians plan to the operations head (Execute the
technicians to a particular site)
 Site measurement. Obtain and check all the order forms, from the Sales Department-
distribute it to the supervisors and the officers.
 Coordinate with the Sales Manager from Ahmedabad, and Deputy Manager- Sales, in Goa, to
obtain the load (Projection for installation) for a particular month. Accordingly, distributes
manpower in the region. (Manpower Planning)
 Meeting the project incharge, and handing over the planning schedule to him, as well as to the
factory.
 Weekly meeting with the Architect/ Builder/ project manager at the site, to discuss and resolve
problems/ issues if any, and submit the project site report/ status.
 Submit the progress/ status report in Mr. Sood Format for Installation to the client, on a weekly
basis.
 Give weekly planning report to the factory.
 Material Planning: Submit material requirements to the factory.
 Attend weekly Sales- Installation meeting to discuss the project status/progress.
 The Project must be completed within the stipulated deadline.
 Collection of the “completion certificate” is of utmost importance. This is obtained generally by

the installation officer, and is important for Project Closure.
 Casuals Planning- Appointing the Labour Contractor. To ensure maximum output with
minimum costs incurred on casuals, rework etc
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 Monthly meetings with technicians, to resolve all their problems and work on methods to
increase their productivity.
 Increase Franchisee Installation in Goa and Ahmedabad.
 Set up service stations with the help of technicians.
 Take care of all related HR issues such as the technicians’ uniforms, attendance, leave
records etc.
 His day is divided approximately as 60% at the site, and 40% at the office.
 Retention and motivation of the installation staff.
 Ensuring discipline amongst the Installation staff- reporting in time, in proper uniforms, and
with appropriate behaviour with clients, quality of service delivered (As reflected in the client
feedback)
 Cost Control: Assign locations to technicians such that maximum productivity may be
achieved with minimum expenditure, and through minimum number of reworks.
 He must be firm about the standard terms and conditions for working with the customer, and
relent before their undue pressure.
 Ensuring that a stock register is maintained by the officers, and reports are prepared by them.
 Verifying monthly bills by casuals.
 Maintaining Database of casuals.
 Every evening he gathers details about the day’s installation work from all supervisors.
 Making daily plans for the casuals next day, and communicating the same to the contractor.
 Sometimes, may need to visit the new site alongwith the Sales Executives- to finalize new
orders (answering clients’ queries etc)
 Ensuring safety of the Installation staff at the site(high rise buildings) : Procure adequate
safety material from Planning, namely the safety belts, helmets etc
 Occassionally may conduct surveys and measurement himself, in special cases.
 May even install a one-odd window, to motivate his staff by working alongside them.
 Submits a weekly dispatch plan to the factory.
Mr. Manish Mudgil
AM Fabrication
“Our slogan at this plant is: Safety First, Quality Second, Production Must.”
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 Production planning.
 Manpower Allocation.
 Increasing productivity on the shop floor (intends to increase it from 7 square feet per person,
to 12 square feet per person)
 Monitoring the maintenance and functioning of the Four M’s:
1. Machine: Ensuring smooth functioning of machines, preventive maintenance, spare

part maintenance, maintenance of tools and implements. Maintains a daily machine
checklist wherein he ensures that all machines are operative, Breakdown analysis
(targets reaching a zero breakdown situation in the factory), optimum utilization of
machines, utilities upkeep.
2. Man:
a) Manpower allocation as per requirement, in order to successfully achieve

the set production target.
b) Imparting Training to the workforce, with regard to multi-skilling, operator

level maintenance.
3. Material Handling:
a) Elimination of the 7 MUDAS.
b) To decrease work-in-progress.
4. Motion:
a) Conduct Time and Motion studies, based on which measures are adopted for
decreasing the fatigue of the technicians, ensuring that the work environment
is such that the productivity is sustained and maintained- for optimum
utilization of the manpower. He also sets targets for individuals based on these
studies.
 Has implemented a system whereby every morning, all those who work on the shop floor
devote five minutes for warm-up exercises, strictly between 8:00 A.M to 8:05 A.M.
 A suggestion scheme is in implementation at the factory, whereby suggestions for

improvement of productivity and quality of work, are invited from the shop floor members.
Mr. Manish Mudgil analyses these suggestions, in terms of feasibility and
implementation; If found useful, these are then implemented. He prepares the
documentation of the new measure, communicating its benefits, method etc, puts up
posters regarding the same- to create a better understanding of the idea.
 He has set individual targets for his supervisors, who were technicians and have only
recently been promoted to the position of supervisors. His responsibility is to set them
into the rhythm- since they have work experience, but no managerial skills. His task is
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that of handholding and mentoring them, keep a check on their progress (review three
times in a day), and help resolve any problems that they might face.
 Planning of material to be moved for production from the store to the shop floor. The
idea is to use the right quality and quantity, at the appropriate time.
 Reduction of the 7 MUDAS
 Maintaining process orientation, process controls.
 Constantly striving for Process Improvement.
 Monitor the effectiveness and transfer of the training, (say in respect of 5S, ISO and 7
MUDAS) that is imparted to all on the shop floor.
 Monthly and weekly trends data analysis. Say for instance, if there is a customer
complaint regarding a window scratch, or any other damage that may have taken place
in transit, they employ the 5- WHY analysis approach, to identify the root cause of the
problem and prevent its occurrence in future. This is followed by training of all
concerned people, and maintaining training records.
 Shop floor Layout – He must propose the best possible shop floor layout, which would
result in enhanced productivity, and decreased technicians’ fatigue. He must ensure
foolproof execution of the proposed change in layout, as changing the shop floor layout is
quite an elaborate task, requires a lot of manpower, and changes in the electrical fittings
among other things.
 Team Motivation and motivation. Increasing the personal touch in everyday interaction
at work, allowing a healthy exchange of views, giving recognition to valuable contribution
(e.g cash awards, certificates for useful suggestions )
 Material Planning. Ensuring Availability of material at the right time, in the right quantity,
at the right workstation.
 Communicate all changes in the systems and processes to the shop floor people.
 Set daily production targets for each workstation, which are written on a board; the
daily production is noted at the same board- to note the divergence between the targeted
and actual production.
 Coordination with planning, stores, commercials.
 Maintain a daily production report, which goes to the top management every month.
 Other responsibilities include ensuring observation of all safety measures in the plant,
as well as implementation of the newly introduced waste management process.
 Daily review of the team of technicians, supervisors.
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 At this plant, due to adoption of efficient procedures and processes, they have already
managed to reduce the working hours. Also, the focus has now shifted from Dispatch
to Production.
 Inventory Management- for tools and spare parts.
 At this plant, they now produce 1500-1600 windows, on an average.
 They follow the policy of ‘First Time Right’ very religiously, at this plant.
 The 3G approach is used to tackle customer complaints, consisting of three steps

namely, analyzing the identified problem, taking corrective action, and finally, putting in
place a preventive measure to avoid the occurrence of a similar problem in future.
Mr. Sachin Kashu
Deputy Manager, Planning
 These days, he is passing on his roles and responsibilities to Mr. Rahul Mehra; he is mostly
engaged in smoothening out work for Mr. Mehra, providing him neceassry inputs, and to help
him solve his problems and resolve issues that may crop up.
 He also takes up data from the surveyors, installation people and preparing the report as per
the A Sood Format.
Mr. Hemant Injal
Fabrication Executive
 He has been working in the company for the past 14 months.
 His first responsibility is that of Shopfloor Production Plan- The shopfloor planning
must
be done as per the requirements of the client and the site, to achieve the daily
production target.
 Formulating weekly production plan, in terms of prioritizing between clients.
 Monthly production plan- in terms of the segment of windows which would be

fabricated in the shop, along with the number of days for the same.
 Manpower adjustment for the Shopfloor.
 Site/ Installation Material Planning- The installation material at the site viz. fasteners,
screws etc is procured from the factory. He prepares the list of the requirements, to
be
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sent to the factory.
 Shopfloor Maintenance (of Machines and equipment). Monitoring Autonomous

Maintenance, daily check ups, and weekly maintenance. As for, Autonomous
maintenance, it is a part of Total Production Management or TPM wherein any
machine which plays a crucial role in the shop floor, he must prepare its knowledge
bank in respect of its length, parts, their function, etc and provide the knowledge to the
operator, so that he is thoroughly acquainted with the machine, so as to be able to
manage its general maintenance on his own- and deal with any breakdowns that may
arise. Training is imparted to the technicians for this purpose.
 Maintaining and implementing 5 S, and imparting training to technicians for the same.
 Maintaining discipline on the shopfloor.
 Ensuring Safety compliances in the shopfloor, including that the Technicians are
making use of Personal Protection Equipments (helmets, hand gloves , shopfloor
shoes etc)
 Confirming the fabrication of the manufactured quantity of windows, in SAP. This would
help the commercials person raising the invoice confirm the fabrication of the said
quantity of windows.
 Reports: Maintain a daily client-wise report of fabrication in the plant, which

consolidates into a monthly report, a breakdown report (the reasons for breakdown
are noted down, and analyzed to prevent such failures in future), and a downtime
report.
Mr. Sahab Saral
Installation Executive, Projects
 The four major requirements for him to proceed with his work are: Purchase Order
(which indicates the number and types of the towers), the CAD drawing, the Floor
plan (which indicates the location of different types of windows) and the ABC form.
 Meeting with site engineer, project in charge is the next important step.
 The site survey is generally conducted only when 90% of the civil work has been
completed.
 He has now transferred the responsibility of conducting the site survey, largely to the
supervisors and technicians under him, and has now assumed a greater supervisory
role himself.
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 His time everyday gets divided approximately equally between the factory and the
site.
 The client provides a store for the windows etc at the site to keep all the material safe,
when it arrives form the fabrication shop.
 While they used to work elevation-wise (or tower to tower basis) earlier, they now
work on a floor-wise basis; this way handover does not become a problem (it is done
on a day to day basis) and we are not held accountable for damages that are not
caused due to any negligence on our part.
 The Installation team also provides information to the fabrication shop, as to when to
go in for fabrication – as per the site readiness.
 Every Saturday, a meeting takes place between Sales, Installation, Supervisors,

Production Incharge as well as Planning Incharge, so as to regulate and facilitate
efficient production planning and material planning.
 Now, every survey is deposited with fabrication shop only on Saturday- rather than on
the random manner followed earlier; hence, there are now greater checks and
controls over installation.
 All the technicians are assigned the sites, and detailed about the window location,
window code and all such information.
 Every evening, the supervisor submits the information to him about the progress of
installation at the site.
 He makes daily visits to the site- multi tasking between 2-3 projects simultaneously.
At every site, he tells the supervisor about which windows are to be installed for the
day.
 For Handover, the technician fills in the quality checklist, which is check by the
supervisor, sometimes even the installation executive, followed by the site engineer. It
is then passed on to the project commercials who then raise the invoice.
 The verification of bills by client takes place, every month or in every 15 days.
 In projects, one gets enough lead time. A schedule is obtained from the client,
according to which the process must proceed.
 They must also submit MI reports regularly :
- Weekly report to Operations Head, Mr. D.P Vijay (Production Planning)- regarding
the stock at site, handover etc
- Daily productivity report
- Monthly report regarding the material received for installation, opening balance,
closing stock, installed stock etc
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- Six monthly report (installation planning schedule for various projects)
Educational Qualification (for Technicians and Supervisors):
ITI/ Diploma (Mechanical)
Mr. Arvind Singh Tomar
 The first job responsibility includes conducting the Site Survey- This entails assessing whether
we can actually provide all the specifications desired by the customer (as permitted by the site
situation). An appointment is then taken with the customer (rarely are retail customers
physically present themselves)/ the key architect/ Civil contractor etc – so that measurement
of the window aperture can be taken in their presence.
 The survey sheet is then attached to the mail file of the contract and goes to commercials,
who cross check the details and pass it on to the fabrication department. After dispatch, the
installation people are updated with the dispatch details. They then seek an appointment with
the customer for installation.
 One technician and one labour can install 100 square feet of window in one day, in general
terms. They are sent with a copy of the survey sheet, as well as the handover sheet. The site
is handed over to the client/ client’s architect/ site engineer n a day-to-day basis as windows
are installed.
 The installation executive gets feedback form filled from the customer on the last day of
installation.
 Retail contracts are higher priced than projects (Rs. 400- 800 per window). This is because of
the better quality services provided in retail, due to lesser area of installation – greater time
and ease- quality gets importance over productivity.
 All billing material for the clients is generated from Bhiwadi.
 We cannot charge our clients for post-installation services that we provide to them, since we
have not yet procured the certificate which is required for the same.
 The installation execs possess the authority to communicate to the customer, if they discover
upon surveying the site that it is not suitable for installation of the windows (a case of ‘wrong-
selling’ due to ignorance of the Sales Execs) Unlike the Sales people, their job is to be
absolutely direct and honest with the client about whether we would able to furnish the desired
product, in the desired manner, given the limitations of the site situation. Since, it is ultimately
their responsibility to deliver the product and obtain the “handover” , they need to look at all
possible technical/ practical eventualities before ensuring the customer that they would be
able to honour the contract/ commitment; the failure to do the same would result in problems
in handover due to incomplete/ inadequate installation, resulting in non-payment by the
customer.
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 For renovation jobs, they communicate the required standards expected from the customer- in
terms of site conditions etc, at the very beginning, and reserve the authority to cancel the
order ,in case the customer refuses to meet the stated standards.
 A typical day at work consists of meeting with the clients for survey, clarifications, discussion
over problems/ issues etc, conducting site survey, installation process, to report at the office,
to handover papers if any, to the commercials, Obtain a new file (for a new contract) if any,
and schedule a survey date after consultation with the client.
 One major problem that they face is that while they must deal with the client for extracting the
payment (which is the job responsibility of Sales and Commercials, but they have to step in,
whenever there are any hiccups on apparent account of unsatisfactory installation service),
but all their other discussions about the entire process of installation of the windows, takes
place with the site engineers, contractors etc (The Retail clients are often high profile people,
with busy schedules). This creates gaps in communication and understanding, since the end-
customer is often ignorant of the intricacies of the entire process.
 The job requires constant coordination with the Fab Shop, to keep track of fabrication,
dispatch etc and schedule installation dates accordingly, and prepare adequately.
Retail Contracts Project Contracts
More Expensive Lower Prices as compared to

retail.
Greater number of customers Lesser number of customers
Time period = around 25 days Time period may run into months
(6 on average)
Selling is done on the strength of Selling is done on the strength of

the product features, attributes infrastructure, installation,
and benefits. production capacity
 Also, while procedure demands that the installation team conduct the survey only after
the Purchase Order is amended (in such cases), they tend to take measurement prior to
that, for convenience sake, and then inform the sales persons to amend the sales order.
 Working hours: Generally, 9:00 A.M to to 9:00 P.M, out of which 3-4 hours are spent in
office, the rest of the time is consumed by meetings with clients, and site visits.
 Every Saturday, a meeting takes place, which is attended by the Operations Head, the
commercials if necessary, the Production Manager and Planning Manager, so as to
discuss issues if any, and work out the expected date of delivery, which can be safely
communicated to the customer.
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 One issue that often arises is that the civil contractor of the client may not recognize
fenesta, and maybe unaware of the processes/ requirements- so the right “plum” may
be missing at the window aperture/ site. (which will create problems in installation)
 In retail they have just a single shot at establishing a relationship with the customer; one
bad job will result in a negative impression- and since this business thrives on
recommendations by customers, dissatisfaction of even a single customer can spell bad
news for the business.
 The Product knowledge is required in terms of how the product will be fabricated, how it
will be installed, and how the customer will use it. Mr. Tomar states that when he joined
the company he spent a huge amount of time reading the technical manual everyday
and understanding such details about the product and its usage.
 Customer Orientation: They must communicate in clear terms, everything exactly as

they are going to serve the client.
 His technicians call him once everyday. In the morning, he allots each of them the sites
they would be visiting for the day, while the casuals are told to accompany the
respective technicians to the sites. He then also fixes appointments with the clients for
site survey, etc. Every night, post 8:00 P.M, his technicians apprise him of the day’s
progress and project status at every site.
Interview with Mr. Ashish Saxena
Installation Head, Retail
 He states that his job starts with measurement, and lasts right uptil the handover, collecting
the feedback as well as the collection certificates.
 The Sales Team provides the installation with all the data about the site (namely, Floor plan,
PO form, window drawing, spec sheet, and ABC form)
 He first gets in touch with the client, to fix up an appointment for taking the measurements.
 The survey sheet, should reach the factory within 1.5 days of having taken the measurements.
 He must then coordinate with the factory as to when they would be sending the window on
site, and inform the client regarding the same.
 He must always plan for the next five days.
 Maintains a Client Complaint register.
 Every morning, the Service Officer arrives at the Sales Office and checks the complaint
register; he reorders for the required material, and attends to all the customer problems and
grievances at the earliest.
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 In Retail, the deadline is always short, and requires stricter adherence than project contracts.
 In addition, the expectations in terms of quality as well as speed are greater, due to the higher
prices charged from the retail clients. He points out that unlike in Project, the Site Engineer
may actually check every single window before giving the handover.
 Every night he must give details to all the technicians, regarding the sites to be visited the next
day.
 During the day he must visit sites and supervise the work being done by his installation staff,
and provide solutions for problems, if any.
 At the office, he looks at any pending measurements that have to be taken, or new orders
that the Sales team might bring in.
 Documentation/ Reports:
 Collection of Completion certificates from the client.
 Forwarding the technicians’ daily report to the factory. Every evening,

obtaining reports from the technicians about installation status/ progress for
the day (Installed windows quantity, casuals used etc )
 Monthly report- regarding the windows installed per month (in terms of quality
and quantity- area square feet, team used etc)
 On a daily basis, communicate to the Casuals contractor the requirement for

casuals (numbers and locations) for the next day.
 Maintaining records of casuals- attendance, reporting time etc.
 Ensuring Training of technicians- most of it is on the site.
 Attending weekly meetings with Operations Head, attended by the technicians

as well as the officers.
 A very interesting observation that came up in this interview was, that the
customers generally prefer to discuss all their problems and issues with the
Sales People rather than the installation team. They also tend to be treated
as little more than “carpenters”, by the customers.
Mr. Manoj Sharma, Operations Head
 Resource Planning: To identify the resources on a need basis, i.e based on future as well as
current requirements.
 Cost Reductions through process improvement(resulting in use of less manpower per

workstation, reducing the number of in-process rejections ) Most cost reductions, he points
out, are indirect in nature which may be measured in terms of, say, number of windows
rejected per month.
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 Capacity Planning.
 Productivity improvement for fabrication and installation.
 To motivate the team to achieve the target.
 To reduce wastage, and improve productivity at installation and factory.
 He has implemented a suggestion scheme in the factory, wherein the suggestions by the
technicians are invited and support from other functions such as planning is mobilized, to
facilitate their implementation. Cash Awards are offered for good suggestions.
 Creating awareness in the factory, about the management policies, safety, the importance of
teamwork etc.
They maintain a safety calendar at the factory, wherein they have identifies three categories of
accidents: Minor Accidents, Major Accidents, and Near Miss (not yet implemented). Personal
Protective Equipment is to be used to prevent any injury, inhalation of harmful dust, etc
 Working on the ISO Implementation, 5 S, Kaizen.
 Creating awareness in the whole team, to improve quality as per the client’s requirement.
 Improve the level of service provided, in terms of delivery.
 Imparting training to the team of technicians.
Follow the Five WHYs method to solve any problem, take corrective action, as well as
preventive measures, to avert this problem in future.
 Inventory Management- In the past four months, the inventory has reduced from 1.7 crores to
1.47 crores, due to the implementation of 1S(Identification of the place of all items) and 2S
(Identification of the obsolete items) The other three S’s are: Standardization, Cleanliness in
the Shopfloor, Maintaining and sustaining Discipline.
 Implementation of Fenesta Project Management at the Site (following the A Sood format).
One advantage of adopting this format has been that we now are aware as to what we are
supposed to produce and install, with around 80% accuracy.
 His job is also to ensure implementation of many systems which may not be clearly laid down.
 He has also recently implemented a Waste Management System on the plant. He actively
educates and motivates the technicians etc to help facilitate the implementation of these new
systems.
 Another job is to coordinate with Consultant (Mr. S.N Sharma) in Kota, to address the
technicians’ grievances.
 Sending reports, data as and when required by the HR Department.
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Mr. Chandra Sekhar, Hyderabad
Purchase Executive
 He has only recently been shifted into the role of a purchase executive, from that of a Drawing
Officer.
 His first responsibility is that of making the Purchase Order in SAP. However, he has little
knowledge of this Application and works under the guidance of his boss. His immediate
requirement to fulfill responsibilities in this role, is therefore that of training in SAP.
 Procuring materials- glass, cement, plastic material etc. e.g, Glass must be procured from the
vendor within two days of issuing the purchase order. This requires adequate and advance
planning of materials that would require to be purchased.
 However, while ideally the P.O must be raised before the procurement of materials, in case of
consumables (screws, beads etc), it is raised only after the material has been received since
we are not very sure about the exact costs of the various consumable parts.
 Vendor Development- He may be required to visit the vendors and discuss and sort out any
problems or issues that there may be. For instance, the glass sheets may not be cut in proper
dimensions, which would result in waste of materials.
 Maintenance of stock.
 The surveyor hands him the window call sheets, and he accordingly works out the drawings,
which are handed over to the production function.
 He states that while he does not maintain a ‘rejection report’ currently, he will do so from now
on.
 Also, while the P.O for plastic components/ hardware is raised once in a month, P.O for
reinforcements is raised every week.
 Plastic components & local hardware planning & procurement.
 Weight reduction of installation tool kit by suggesting alternatives
 2% Reduction in consumables costs .
 Making of monthly & weekly cutting plan.
 Ensure no mistakes in upcountry dispatches.
 Implement 5s in office.
 Give necessary support to implement KAIZENS in shop floor .
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 Eliminate the line stoppages due to glass shortage.
 Improving the glass quality (dimensional wise).
 BM drgs. of 3k and 15k in excel sheets.
 Zero stoppages of production due to glass shortage
Mr. Ashok Aggarwal
 The function of the DSA’s is to camp at the Noida Showroom for display and demonstration to
the prospective customers, to support the Sales Executives, including activities such as active
participation in the road shows etc. It is basically a support function to the Sales Executives.
 A retail project is defined as one in which the number of windows ordered is less than 50 (or
the profit margin is greater than 30%); for windows greater than 50, we have the option of
selling it at retail price or dealer price (which is 20-30% less than the retail price). In cases
where the dealer gets a query, but it is further processed and worked upon by the company,
the dealer gets an overriding commission.
Generally, in this segment, the orders are for renovation jobs, repair jobs, or for a new house.
 He suggests that a system should be implemented wherein the ideal way of conducting a
contract should be that the minute a contract is signed, a tentative schedule must be delivered
to the customer, stating the dates of site survey, installation, etc.
 While the norm is retail is to collect advance payment of 100% from the customer, generally if
the amount is above Rs. 1 lakh, it is collected in installments.
Key Roles and Responsibilities
 Dealer Development- Recruitment, selection- in terms of potential dealer analysis, as well as

operationalizing the dealers, enabling the dealer organization (sales training, samples, kits,
brochures etc) Handholding for the dealers, yearly (long term and short term) plans, decisions
regarding dealer support (financial and others)
 Direct Sales, Meeting with and making presentations before Architects and institutional
customers (hotels, companies, factories)
 Customer Relationship Management- Making relationship calls, customer complaint

handling,
 Taking Architects to visit showrooms, factory visits
 Daily/ Weekly/ Monthly review of Sales Activities (Northern region)
 Directly handling few important customers for their service issues.
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 Authorizing quotation, special prices (price at discount, etc)
 Ownership Issues: Retail segment tends to invite more complaints than project – (since there
are likely to be greater number of complaints with a smaller number of windows installed- for
the same number of defected pieces.) Since it is not an ordinary one-time sale, but there could
be recurring post delivery problems (windows may not lock properly, etc), somebody must
take responsibility, and accountability for fixing the problems. According to Mr. Aggarwal,
there were a lot many such problems accumulated for the past 2-3 years.
 Visiting every showroom at least once in a month.
 Visiting the site of installation, if the client so demands.
 Reviewing the performance of the Sales executives on a monthly basis.
 He also takes care of two project clients: Mahagun and Assotech.
 Recovering payment for every unit sold.
Sales Executive- Retail
Interview with Mr. Chetan Ajmera and Mr. Vinay Kumar
Mr. Ajmera joined the company in July 2007.
 Channel Management- Dealer Management
 Looking after all sales (retail) activities in NCR, and Chandigarh.
 Architecture calling, Architecture relationship, Client relationship, builder calling.
 Developing mailers for Architects/ builders and prospective customers.
 Developing strategies to promote the product increase reach in the retail segment.
Involves Event Management.
 Dealer Motivation- devising strategies to keep the dealers engaged and motivated for
business, such as, popcorn events for dealers and their architects, or procure orders
for them.
 Track product availability (Mr. Manish Sharma and Mr. Sanjay Jauhri)
 Co-ordination with the Fab shop – for variations in the spec sheet and design related
issues need to be sorted out with DTS.
 For this job, an engineering degree in any stream would do, in addition to MBA
(Marketing).
 In one instance (the client being Dr. Fresh Acids), one of the sales exec (who later
quit the job) had negotiated 7 (series 3000) windows out of 172, at an unprofitably low
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price. The company could not afford to lose the order, but was on the verge of it,
when the Retail Sales Head intervened to resolve the issue with the sales team. They
first tried to convince the Architect to communicate the situation to the client
(they are easier to convince since they donot have to pay from their own pockets)-
and since they wield considerable influence over the client’s judgment, it would solve
half of the problem. Alternatively, the assistant of the client can be approached and
convinced. The facts of the situation were also communicated to the Business Head,
and the problem was ultimately solved. They assert that Back-support, or support of
your superiors (Head Sales) is vital for coming out of such crises..
 Communication is a very important skill for anyone occupying this position, and calls
specifically for good explanatory, convincing and negotiation skills (it being a highly
technical product, and very expensive- the customer always tries to bargain for a
lower price). One must also be able to handle all crisis-, problem situations (such as
wrong-selling) that often tend to arise with the customer in the delivery, installation
process etc, intelligently and tactfully. One must also be very good at co-ordination
with the other sales team members as well as all other sales support functions,
Fabrication, Installation, DTS etc- any gaps in communication could prove disastrous.
 Confidence in self as well as in the product is extremely crucial, in order to cut a good
deal with the customer, and to be able to pull it through successfully to completion.
 One must also know how to tactfully handle the dealers- requires one to be calm,
cool, headed, yet assertive and rigid. (For instance, the dealers may demand an
unreasonably high - upto 50% of Mark-up!)
 The major competitors of Fenesta are Skyframe, Ligel and Aluplast.
 Customer Relationship Management is also extremely crucial- since most of our

business works on references and recommendations by the Architects and
customers.
Various measures are taken to maintain good relationships with customers, for
instance, free of cost services, visits to the sites for feedback, problems if any, for all
the customer’s for whom windows have been installed in the past one year.
 Showroom Development- The showroom is another tool for marketing- a display

tool. Currently, we have one in Noida, Hometown (owned by pantaloons group) We
are a shop-in-shop client for them.
The DSE’s look after the clients who visit there, maintain a proper database, give
product demos to the clients, and make price proposals, look into the product
fitment (the design demanded by the client, and the technical feasibility of the
design), site visits etc. The DSE’s are not on the rolls of Fenesta. They
mustmaintain a register on who visites, footfalls count and the like.
Here, the SETs role is to supervise the DSE’s job responsibilities- define their
activities, look after their training, and also play a role in their recruitment keep the
92
showroom updated, maintain the brochures and manuals (information tools) that are
to be used there.
We have collaborated with Petroleum Conservation Research Centre. They

organize a year long exhibition in South Delhi, wherein we have put up our product
(since we sell an Energy efficient product!) We do not appoint a DSE there, since a
PCRC representative is responsible for the job. So, all data needs to be collected by
the SET from that person.
The showroom at the Head Office is taken care of by Mr. Ashok Aggarwal.
The next step is developing showrooms with Dealers – in Gurgaon and West Delhi.
The costs are split on a 50-50% basis, between the Dealer and the company.
The process for setting up a Dealer Showroom is as follows: First, space is allotted
by the dealer; the SETs then analyze the appropriate design of the windows to be
put up, which would best capture all the Features, Attributes and Benefits of the
product.
In this case, we appoint a DSE there for 6 months. After six months, if the dealer
wishes to retain the DSE, they may do so, but must pay them the salary. (This
again, is a part of Dealer Motivation)
Mr. Ankur Taneja
 According to Mr. Taneja, only 15-20% of the leads are generated through Architects, the
remaining 80% are generated directly through clients.
 The region covered by him includes Delhi, NCR, Uttarakhand, UP and Rajasthan.
 Once an enquiry is generated through the network in the market, it is followed by

presentations, and collection of drawings from the client, which are then submitted to the
contract cell. The BOQ is generated by the client in 90% of the cases, and only in 5% of the
cases do we generate the floor plan.
 Quotation submission then takes place; the client usually knocks down specifications to cut
down on the rate as well as the price. (here, the maximum size of the window as permitted by
technical feasibility, becomes a limiting factor). The Sales Exec here has to find a way out,
such that the sales can be closed. Mr. Taneja holds that we lose out on 20% of our orders due
to high rates.
 Negotiation is an important skill for the Sales Exec. He must be able to assess the need and
anxiety of the customer, and sell his product in such a way that he must feel that their
buildings would not even sell without fitting in these windows in their building (say the thermal
insulation property). He states that he is able to assess in the very initial interactions (based
on the kind of drawings etc), the range between which one can play with figures, while
negotiating the prices.
 It takes around a minimum of 4-5 calls per day, to negotiate and close a deal. He notes that it
costs the company around Rs. 9.5k to 10k per call, per sales person; Hence, a smart sales
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exec should be able to judge in the first/ second meeting, as to whether a particular client is
“convertible” into a sales deal or whether the investment of time and energy, is going to yield
nothing. He cites the example of a particular “client” who was more interested in the
information that he could extract about the product, for his research work.
 He asserts that penetration of the “client” into the uPVC product is desirable only up to a
certain extent, since it could also be competitors’ agents, attempting to extract inside
information.
 He must also visit the site where the windows are to be installed.
 Price negotiation is an important aspect of his job; the purpose is to extract the maximum
advance with the Purchase Order. Generally, the client is willing to pay 5- 20% of the entire
price. In the most usual of cases, the payment terms consist of 50%(with P.O) + 40% (against
proforma invoice before delivery)+ and 10% (post installation)
 The payment terms vary from contract to contract however; for huge orders say, 10% advance
is good.
 Order execution
 Processing order
 It is their responsibility to get the quotation and drawings duly signed by the client. (This is
particularly important and complex since we have a per unit system while they have generally
have a per square feet system of pricing)
 They must also handle well all the problem situations- such as late deliveries.
 Dealer Development- Setting up dealers In the upcountry region- Dehradun, Meerut, Agra and
Lucknow.
 Product development and promotion- Organizing launches, promotional campaigns,

participating in industrial exposes; organizing gatherings wherein the architects, builders can
all come together.
Mr. Sumahan Sinha
 He briefed me about the study conducted by Arthur Anderson. It was a de-risking study, and
suggested Business Process Reengineering for DSCL; The commodities business of DSCL
(PVC resin is the product), could be de-risked by adding value to the product.
 Fenesta had the options of being a B2B business, B2C or serving Commercials clients. The
distribution channels could be Dealers (since this was a customized product- great risks of
wrong selling were involved), Direct Sales, as well as sales through Showrooms. The need
gap of Builders was identified: they did not have access to “good” windows, since there no
94
organized players providing the service, they concentrated on Builder Projects- and positioned
itself as an Integrated Services Provider to the builders.
The influencers were identified as the architects; presentations were made to them, although
initially we received a mixed response. For the customer base, Fenesta initially targeted the
“Streetfighter” breed of builders namely, OMAX, Rahejas, and the like, which were small fish
in the market, as compared to DLF et al.
Mr. N. N Jha
 His responsibility area is the Northern region.
 There are two kinds of accounts:
Key Accounts: Those through which you get regular business (e.g OMAX, Mahagun,
Assotech)
Large Accounts: Those which are not key accounts, but still give large volumes. (builders like
Rahejas, Central Park)
 Institutional Segment consists of the high end customers such as Hospitals, Hotels,
Educational Institutes, Offices, IT parks etc.
Malls however donot form our customer segment.
The Exec for key accounts is Mr. Sumahan Sinha, while the responsibility for large accounts
has been handed over to Mr. Ankur Taneja.
 To achieve the agreed budget/ sales target ( set mutually by the Senior Manager, and the
Management)
The Budget process begins in February- March, and ends by the second week of April.
The Senior Manager, Sales first sits down with his sales team, and they set the sales targets
for the year, based on a market study, a study of the external environment in Sales,
operations, Infrastructural capability, and their internal practices in sales. An action plan
consisting of an Action-list is designed. Based on the market size, a budget for sales and
revenues is set.
The same process takes place with the top management- and a final target is then arrived
upon.
The vision for this function (project sales) has now changed from gaining visibility, to
profitability.
 Customer relationship management. Enlarging and managing the prospects base.
95
This involves making “relationship calls” to clients, organizations, presentation calls, in order to
maintain continuity in relationship (in some cases, the contact person may move- which may
lead to discontinuity- if the client is not constantly kept in touch with)
You don’t have to interact with the client- it is a multi-point relationship- and one must
maintain links with the Architects, Project head, purchase head, accounts head,
Technical Department. (basically, the relationship has to be maintained at all points across
the hierarchy- right from the project manager, to the execution point)
 Work with marketing for product promotion.
 To coordinate with installation and fabrication, for planning for smooth execution.
 Billing/ Collection
 Upgrade knowledge and skill of self and team for product process, customer skill and
presentation skill.
 Imparting structured training to the team, with help from external agencies, internal trainees,
On the job training (from joint sales calls, client meeting etc)
 Offer the right solutions to the client- ensuring product fitment.
 To maintain a database of the customers, competition, and market knowledge.
 Timely submission of MI.
 Ensuring good Customer Service.
 Team spirit, mentoring.
 Handholding between fabrication, installation, and client- site meetings.
 Site visits/ factory visits
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97

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Project Report on Summer Internship at

Fenesta Building Systems

Company Address: Sector 32, Plot no 52, Gurgaon.

Role Descriptions and Competency mapping

3. Core Team and Business Team of DSCL 10

4. Core Values and Beliefs 11

9. Some key functions/ processes at Fenesta 19

10. Job Descriptions 37

5.1 What is a Job Description?

5.2 Sample Job Descriptions of the key positions at Fenesta as per

The modified Arthur Anderson Format

11. Key Result Areas (KRA’s) 56

9.1 Job Descriptions of the key positions at Fenesta

9.2 Some KRA templates: Commercials, Sales

9.3 Competency Mapping of key positions at Fenesta

9.4 Organization Chart

9.5 Transcripts of Interviews.

Fenesta's production capacity exceeds 120,000 windows a year.

Salient features Of the Product

 Comprehensive customisation options: The window systems are designed to fit

 Environment-friendly: UPVC is 100 per cent recyclable. During its manufacture, it

Fenesta Window Systems come with a 10-year warranty.

Target Market for FBS

Immediate future plans of FBS:

Core Team of DSCL

1. Shri Ajay S. Shriram Chairman & Senior Managing Director

2. Shri Vikram S. Shriram Vice Chairman & Managing Director

3. Shri Rajiv Sinha Dy. Managing Director

4. Shri Ajit S. Shriram Director (Sugar)

5. Dr. S. S. Baijal Director

6. Shri Arun Bharat Ram Director

7. Shri Pradeep Dinodia Director

8. Shri Vimal Bhandari Director

9. Shri Sunil Kant Munjal Director

10. Shri D. Sengupta Director

11. Shri S. C. Bhargava (LIC Nominee) Director

12. Dr.N.J.Singh Whole Time Director (EHS).

Core Values and Beliefs

* Be sensitive to the needs of the customer; develop superior customer insight

Innovation and Excellence

* Strive to think differently and promote creativity

* Support people to realize their potential

* Work closely as a cohesive, well-knit team

Relationships and Human Dignity

* Value people and partnerships

Social Responsibility and Ethics

* Be a socially responsible corporate, addressing the needs of the community and

* Conduct business ethically

* Maintain highest standards of personal integrity

 Only player in India with Own Extrusion facility.

 Product scores over conventional options ( wood, aluminum etc)

 High Attrition – 40%

 Documenting job descriptions for key positions in the organization

 Mapping of Behavioural and Functional competencies required for the above

I. For drafting Job Descriptions and mapping Competencies as per the

A five step method was followed:

II. For the purpose of facilitating the KRAs drive.

 Fabrication (Bhiwadi Plant)

 Design and Technical Services

 Supply Chain Management

 Accounts and Commercials

The file is then forwarded to the Installation Department.