INTRODUCTION OF THE STUDY

AN ORGANISATION STUDY WITH SPECIAL REFERENCE TO

KAMCO LTD. ERNAKULAMSubmitted by

Adith venugopalReg. No. 86213

Under the Guidance of

Ms. Saumya HarisundarSubmitted in partial fulfillment of the requirements

for the award of the degree of

MASTER OF BISINESS ADMINISTRATION Of Mahatma Gandhi University, Kottayam

JULY 2015

SREE NARAYANA GURUKULAM COLLEGE OF ENGINEERINGKADAYIRIPPU. KADAYIRUPPU P.O., ERNAKULAM DIST., KERALA(Affiliated to Mahatma Gandhi University, Kottayam & Approved by AICTE, New Delhi)

DECLARATION

I, Adith venugopal, hereby declare that the project work, entitled an Organization study at KAMCO submitted to Mahatma Gandhi University in partial fulfillment of the requirement of the degree of Master of Business Administration ,is a bonafide work, carried out by me during the period of my study 2014-2016 at Sree Narayana Gurukulam College of Engineering, Kadayiruppu under the guidance of Saumya Harisundar.

Adith venugopal

Reg. No.563

SNGCE KadayiruppuSREE NARAYANA GURUKULAM COLLEGE OF ENGINEERING KADAYIRIPPU P.O., ERNAKULAM DIST, KERALA(Affiliated to Mahatma Gandhi University, Kottayam)

CERTIFICATEThis is to certify that this organizational internship study entitled

AN ORGANISATIONAL STUDY WITH SPECIAL REFERENCE TO KAMCO LIMITED. ERNAKULAM.

Submitted to Mahatma Gandhi University

in partial fulfillment of the requirements for the award

of the degree of

MASTER OF BISINESS ADMINISTRATION is a bonafide record of work done

Adith venugopal Reg. no:563______________

______________

Faculty Guide Head of the Department

ACKNOWLEDGMENTI would like to take this opportunity to express my sincere gratitude to all those who have helped me throughout this organizational internship study. It gives me immense pleasure to acknowledge all those who have rendered encouragement and support for the successful completion of this work.

I express my heartfelt thanks to Saji C V, Principal, Sree Narayana Gurukulam College of Engineering, and Mr. ABHIMANEW Deputy General Manager (DGM) for their constant encouragement and support during the entire project work.

I also extend my sincere gratitude Sree Narayana Gurukulam College Of Engineering to Mr Kemthos p paul, HOD and faculty member, Sree Narayana Gurukulam College Of Engineering, Kadayirippu, whose advice and guidance helped me in the successful completion of this study.

Adith venugopal

Reg. No.563

SNGCE KadayiruppuCompany certificate

CONTENTSI

Introduction

Objectives of the study

Reason for selecting the companyII

Industry profile

World scenario

Indian scenario

State scenarioIII

Company profile

Organisation goals

Organisation StructureIV

Department function

Functions of various depts. In the org:

Eg: Marketing, Finance, Sales, HR, etc..V

SWOT Analysis

Suggestion

RecommendationCHAPTER - I

INTRODUCTION OF THE STUDY

Organizational studies, sometimes known as organizational science, encompass the systematic study and careful application of knowledge about how people act within organizations. Organizational studies sometimes is considered a sister field for, or overarching designation that includes, the following disciplines: industrial and organizational psychology, organizational behavior, human resources, and management. Whenever people interact in organizations, many factors come into play. Modern organizational studies attempt to understand and model these factors. Like all modernist social sciences, organizational studies seek to control, predict, and explain. There is some controversy over the ethics of controlling workers' behavior, as well as the manner in which workers are treated. As such, organizational behavior or OB have at times been accused of being the scientific tool of the powerful. Those accusations notwithstanding, OB plays a major role in organizational development, enhancing organizational performance, as well as individual and group performance/satisfaction/commitment. The organization study is the systematic learning process about an organization to understand the different roles of each members in the organization. In organization study, the different roles, namely, interpersonal roles, decisional roles and informational roles of various members are evaluated and how it affects the functioning of the organization is analyzed. In this work,, Kerala Agro Machinery Corporation Limited, KAMCO at Kalamssery was selected for the organization study. With the permission and consent from the company management and our departmental co-ordinator, I got an opportunity to undertake an organization study in one of the top company in India, Kerala Agro Machinery Corporation Limited, KAMCO.

After achieving Independence in 1947, India found herself to be badly lacking the means to meet demand for her vast food population. It was during this time KAIC ( Kerala Agro Industries Corporation) in the year 1972 introduced power driven machines to work in the agricultural field. In the same year KAIC in collaboration with KUBOTA at Athani near by Angamaly to produce tillers as a subsidiary to KAIC. It was fully government owned company. Since the introduction of the plant, it was performing well and we could proudly say that it is one of the best governments owned company making profit for long period of time. Now it supplies the best quality tillers and reapers to the entire domestic and international markets.

The major certificate received for its performance are as follows. In October 1996- International Quality Excellence Certificate under ISO 9001-2000 and KPMG- Quality Registration Accredited by Dutch Counsel for certification. There is a wide scope in this type of Industries where the potentiality of growth is cent percentage. The agriculture has to show a study growth. The government of India has tries hard to improve the total productivity through out the years of agriculture and allied Industries.. In each budget the government set apart a huge amount of money for the improvement of agriculture and allied Industries. So the scope is that high.OBJECTIVES OF THE STUDY

The main objective of the study is to acquire knowledge about the functioning of the organization. Other specific objectives are the following:- To give familiarize with the business organization.

To gain familiarize with the different departments in the organization and their functioning.

To understand how the key business processes are carried out in organizations.

Understand how information is used in organization for decision making at various levels.

To relate theory with practice.METHODOLOGY OF THE STUDY: Both primary and secondary data is collected from the organization.

Primary data is collected through interviews with employees at various levels. Secondary data is obtained from company manuals especially quality manuals company web site and other magazines and newspapers.

Direct observation is used to understand the production process.REASON FOR SELECTING THE COMPANY

The reasons are:-

1. It follows strict rules to environment protection acts , disposing waste in scientific manner & friendly surrounding

2. It has significant strength in production research processing capabilities and managerial skills

3. It possess skilled human resources & the awareness of the worker is very high4. It is one of the public sector company were running with good profit

5. It is one of the ISO certified public sector company

6. KAMCO Ltd is one of the worlds leading manufacturers of Power Tillers, Power Diesel Engine & Power Reaper

CHAPTER- IIINDUSTRY PROFILE

The agricultural machinery industry emerged in Britain and the United States in the 19th century. Until then the common tools of farming were theploughand the sickle.These iron agricultural implements were often made byblacksmithsin the local village, who regularly also acted asfarrier. In the first part of the 19th century some of the early agricultural machine manufacturers arose from these blacksmith workshops,such asJohn Deerewho started up with the production of ploughs in series in the 1840s.

Other companies arose from the introduction of horse drawnreaping, which replaced the type ofhand reaperin use since biblical times. A company as theMcCormickstarted up with building these kind of harvesting machines around the 1840s. And another origin of agricultural industry was the introduction of combined harvesting, threshing and cleaning in the 1830s. TheCase Corporationfor example started building those in 1842 as the Racine Threshing Machine Works. Until early 20th century most of those machinery were powered by horses.

Mid-19th century the portable steam-poweredplowing engineswere introduced. They were used in pairs, placed on either side of a field to haul a plow back and forth between them using a wire cable. Theseportable engineswere also used to power threshing machines, mills and pumps.The portable steam engines were produced by specific agricultural machinery maker, such asRansomes, Sims & Jefferieswho had started as brass and iron-founder making casting ploughshares late 18th century.

Late 19th century in Britain more companies such asRichard Garrett & SonsandManns Patent Steam Cart and Wagon Company developedsteam tractorsfor direct ploughing, but the heavy, wet soil of England meant that these designs were less economical than a team of horses. In the United States, where soil conditions permitted, steam tractors were used to direct-haul plows. Steam-powered agricultural engines remained in use well into the 20th century until reliable internal combustion engines had been developed.

Collins (1987) recalled that the impact of the agricultural machinery industry in the 19th century was still limited. He stated stated: "prior the third quarter of the nineteenth century the impact of machinery in agriculture was slight compared with that in manufacturing industry. Some operations such as barn work and hay and corn harvesting had been largely mechanized by 1880 but, up to the Second World War, many were still performed by hand labour and large numbers of workers were still required for seasonal tasks such as hop- and fruit-picking and vegetable cultivations.

In the beginning of the 20th century in the UK the Agricultural machinery industry "although composed of many hundreds of firms, was dominated by a few large ones, chiefly in the eastern counties of England. The total output of the industry was estimated to be worth 6.5 million pounds in 1913, or about 5 percent of the total value of the output of the mechanical engineering industry at the first Census of Production in 1907."

In the first decennia theinternal combustion engine; first thepetrol engine, and laterdiesel engines; became the main source ofpowerfor the next generation of tractors. Early companies expanded into the tractor business, such asJohn Deerewhich bought theWaterloo Gasoline Engine Companyin 1918, which manufactured the popularWaterloo Boytractor. In the 1930s new technologies as rubber ties and hydrologics were introduced in tractors and other farm machinery.The diesel engines also contributed to the development of the self-propelled, combined harvester and thresher, orcombine harvester(also shortened to 'combine'). Instead of cutting the grain stalks and transporting them to a stationary threshing machine, these combines cut, threshed, and separated the grain while moving continuously through the field.

In the second part of the 20th century the production of agricultural machinery in development countries rose rapidly. In the 1960s a country as the UK exported more than 60% of its production to Western Europe, Australia, USA, Canada and South Africa, and main manufacturers started production plants abroad. Another trend was the increased concentration among manufacturers. In the 1970s in the UK six companies supplied 75% of the total output. The further mechanization of agriculture in the 20th century made possible by the agricultural machinery industry had a Hugh impact of the economic structure of society. In the developed countries the total labour force engaged in agriculture dropped from about 75% in 1800 to less than 5% late 20th century.In development countries late 20th century still 75% of all land "was farmed with only hand-tools and draught-animal technology."In Turkey still 48% and in India 66.5% of the labor were working in agriculture, according to theFAOProduction Yearbook 1990.21st centuryA 2013 report by theVDMAgave the following preview of the current developments in the agricultural machinery industry:

"The general trends in society, agriculture and technology allow conclusions about the future requirements profile for agricultural machinery... The depicted dominating topics for the agricultural sector are

Precision & automation

Efficiency & user friendliness

Communication & networking

These topics are today already central components of the specifications for new developments..."

WORLD SCENARIOAgricultural machinery manufacturers exist in sizes from small and medium business to multinationals. James & Akrasanee (1988) stipulated that those forms have different production management, and can be classified into three groups:

The first group consists of those workshops with limited and simple equipment. Despite their flexibility, the production management system is very rare in this case.

The second group includes those with certain degrees of division of labour within the plant. They do organize some plant layout, but not in a fully systematic manner.

The last group constitutes those with clear production lines and division of labour.

The two largest agricultural machinery manufacturers worldwide based on revenue (in 2012):

John Deere: $37.79 billion revenues and employing 67,000 people worldwide in 2013. Its workforce has increased significantly in the past decennia from 43.000 in 2002 to 67.000 in 2013.

CNH Global: $19.4 billion revenues and employing 33.800 people worldwide in 2013.

In the United States the revenue of tractor & agricultural machinery manufacturing sector increased from about 35 billion U.S. dollars in 2009 to 42 billion U.S. dollars in 2014

Agricultural machinery associationsSome of the more important agricultural machinery associations are:

Agricultural Engineers Association (AEA): British trade association which represents manufacturers and importers of agricultural machinery and outdoor equipment. European agricultural machinery (CEMA): European association representing the agricultural machinery industry in Europe.

According to theCEMA, the European association representing the European agricultural machinery industry, Europe was the largest producer of agricultural machinery globally in 2013:

Europe produced 31% of the global production

North America produced 26.5% of the global production,

China produced 26.5% of the global production, and

The remaining 16% is produced elsewhere.

In total, the production of agricultural machinery worldwide in 2013 generated about 95 billion euro,based on a reportAgricultural Machinery November 2013: Market Perspectives 2014 by the VDMA, a German engineering association. Another recent statistic mentioned, that the agricultural machinery industry in 2010 generated worldwide about $56 billion.

Agricultural machinery industry in AsiaYuan'en (2007) stated, that the "Chinese government has attached great importance to agriculture, rural areas and farmers, made a series of policies that favorite to the farmers, added the financial subsidy to the agriculture, especially constituted the subsidy policies for the farmers on their agricultural machinery purchasing."

A 2013-2014 report acknowledged that "China's agricultural machinery industry has achieved rapid development, the gross output value of agricultural machinery exceeded RMB 300 billion, total power of agricultural machinery surpassed 1 billion kilowatts, and the integrated mechanization level of agricultural crops exceeded 50%, demonstrating that China has entered into a mechanized production-oriented period.... Tractors and harvesting machinery are the most important agricultural machinery products in China, with annual output of 2.25 million units and 1.114 million units in 2012 separately...

Gyanendra (2006) recalled, that "the early agricultural mechanization in India was greatly influenced by the technological development in England. Irrigation pumps, tillage equipment, chaff cutters, tractors and threshers were gradually introduced for farm mechanization. The high yielding varieties with assured irrigation and higher rate of application of fertilizers gave higher returns that enabled farmers to adopt mechanization inputs, especially after Green revolution in 1960s."

The Turkish Ministry of Economy (2011) explained that "Turkey is one of the few countries of the world which is self-sufficient in food. At present Turkey is the largest producer and exporter of agricultural products in the Near East and North Africa... The agricultural machinery industry is comprised of about 1000 manufacturers countrywide.... Companies manufacturing agricultural machinery and equipment except tractors are mostly small and medium size companies. The sector employs about 15,000 workers... The value of agricultural machinery and spare parts and agricultural tractors and trailers exports was US$ 313 million in 2009."

STATE SCENARIOState of kerala has peculiar state of affairs in its agricultural economy. Being a consumer state, it depends largely on agricultural products from the neighbouring states. It has tiny and small farmlands owned by private landowners. Even those available lands are not fully utilised for cultivation, owing to economic reasons. Low productivity coupled with prohibitive costs of cultivation has virtually driven the traditional farmers out of their vocation! Under this scenario, mechanization of the farming is a non-starter proposition in the state. Barring traditional tools and tackles employed by the farmers in the cultivation, there were no motorised or mechanised equipments available in the state. KAMCO, was adventurous enough to venture into this bleak scenario, and introduced its power tillers and other medium and small sized mechanical aids of cultivation. The Kerala farmers grabbed this opportunity, and made use of the benefits of automation in their fields, which in turn made the entire operations of the KAMCO successful. As of now, KAMCO is the one and only one industrial unit in the state, which provides machineries to the farming segment as an aid to their cultivation. Being a monopoly, KAMCO controls the Kerala market in supplies of automated farming equipments.The Kerala Agro Industries Corporation Limited (KAIC Ltd.) Trivandrum, (Government of Kerala Company) promoted the establishment of Kerala Agro Machinery Corporation Limited (KAMCO).The KAIC Ltd. Entered into a technical collaboration agreement with M/S.Kubota Limited, Japan in February 1972.On 15.11.1972, the Kerala Industrial and Technical Consultancy Organisation Limited (KITCO) were entrusted with the work of Rs.2 crores as a subsidiary of M/S.KAIC Ltd, which held the entire paid up capital shares in KAMCO. Even though the company was formed as a subsidiary of KAIC Ltd, subsequently the company became a fully owned government company by transferring the shares held by KAIC Ltd.

CHAPTER- IIICOMPANY PROFILEKerala Agro Machinery Corporation Ltd. (KAMCO)was establishedin the year 1973 as a wholly owned subsidiaryof KeralaAgro Industries Corporation Ltd.(KAIC),Trivandrum, for manufacture of agricultural machinery specifically Power Tillers and Diesel Engines. Subsequently KAMCO became a separate Govt. of Kerala undertaking in 1986.Paid up capital is Rs. 161lakh Present Net Worth ofthe Company is Rs. 6014.14 lakh. Total work force at present is 567 Certified for ISO 9001 - 2000 version from September 2002.

At present, KAMCO has four unitslocatedat Athaniand Kalamassery in Ernakulum District, at Kanjikode in Palakkad District, and atMala, in Trichur dist. With the present work force KAMCO can produce 8400 Power Tillers & 1200 Power Reapers per annum. Kerala Agro Machinery Corporation Ltd. (KAMCO) is intended to cater to the farming requirements of small and marginal scale farmers. It is an initiative to allow small farmers to enjoy mechanized farming. The quality standard for each and every product has been tested & certified by competent authorities. The global standard and system maintained has earned KAMCO ISO 9001:2008 certifications. KAMCOs product range includes Tiller, Tractor, Reaper and Diesel Engine. Its unparalleled success can be attributed to its unique marketing strategy. Today, KAMCOs marketing efforts have gone above the confines of India to capture the overseas agro-machinery market.KAMCO manufacturing facilities include special purpose machines and imported machines. The inspection facilities include modern inspection and testing equipment KAMCO have their own methodology, calibration and engine testing lab.

The growth of agriculture in the country triggered the need for indigenous agricultural machines to replace the use of traditional and primitive farming methods. Mechanized farming in small and medium agricultural fields required small agro machinery units. KAMCO introduced the concept of mechanized farming among the small and marginal farmers. Current product range includes Tiller, Tractor, Reaper, Garden Tiller / Power Weeder, Diesel Engine and Mini Tractor. KAMCO is headed by a talented pool of professionals. KAMCO Products remains No: 1 quality in the market for over the last three decades.BOARD OF DIRECTORS

VISION:-KAMCO with over 3 decades of engineering excellence, stands as the number one power tiller manufactures in India. Not surprising, with four state of the art products, an innovation R and D and stringer quality control systems rated as one of the best in the country. The technically competent, dedicated management and workforce will go on to ensure that KAMCO shall be leader for several years to come.

MISSION:-To be an innovative, resourceful and profitable company.

To meet customer requirements of quality, service and price consistently.

To make doing business with us easy and delightful to our customers.

To provide a congenial and entrepreneurial work environment in which employees can respond to the needs of business and service earn fair reward and can be satisfied.OBJECTIVE OFTHE COMPANY

The objectives of the Company are to manufacture inIndia, either in collaboration with or otherwise,,,or,,import,,&,,,trade,,agriculturalmachinerylikeTractors,PowerTillers,PowerReapers, Combine harvester,Transplanter,Diesel Engines, Pump sets, Implements, accessories,,,and,,,spares,,,thereto.The,,,objectivesalsoincludeestablishmentofengineering,,,workshops/repairshops,,,to,,,undertake,,,repairs,,,and,,,servicingof,,,agriculturalmachineryorothermachinery,equipment, implements and tools.

Assembly Unit was established in 1970 at Athaniby M/s.Kerala Agro Industries Corporation for theassemblyof KubotaPowerTillersintechnicalcollaborationwith M/s.Kubota Ltd.,Japan, the world'sleading manufacturerof Power Tillers and other agricultural machinery.On expiry of the collaboration, KAMCO manufactures power tillers with their own facilities.

KAMCOPower Tillers have become the most sought afterPowerTillersinIndiabecause of their quality andreliability.

ACTIVITIES OF THE COMPANY KAMCO manufacturing facilities include special purpose machines, specially built general machines and imported machines. The inspection facilities include modern inspection and existing equipment. KAMCO have their own metrology, calibration and engine test lab. The following are the main activities of the company.a. Manufacturing and marketing of agricultural machines like power tillers, Tractors, Power reapers, Diesel engine etc

b.Power tiller product at Athani and Palakkad units. Major components for power tiller are manufactured at Athani and all other component bought out from dedicated vendors in India. There are around 250 vendors now.

c.Kalamassery unit produce engine for power tiller.

d. Power Reaper products at Mala.

e. Trading and manufacturing other farm machines.QUALITY SYSTEMS AND CERTIFICATIONS

1. Quality systems Well defined quality system procedures adopted covering all activities to ensure quality of products & customer satisfaction Improvements are made on regular basis based on the feedback from the customers &dealers

Regular interactions with all Venders including site visits to maintain and improve the

Acceptance level of components

KAMCO Power Tiller certified for compliance with Minimum Performance

Standards of Govt. of India KAMCO Power Reaper has been tested by SRFMT&TI, Ananthapur of Govt. of India

2. ISO 9001 - 2000 version Improvement in the systems and improved Customer/Dealer satisfaction

Comply with the requirement of Customers and applicable statutory/regulatory requirements

Improvement in the effectiveness of the established quality systems Addresses Customer, Dealer, Vendor, Society, Employees & Shareholders - for their

Requirement & satisfaction.3. Quality policy Total customer satisfaction through quality products and services with improved

Technology and employee participation. Comply with the requirements of customers and the applicable statutory / regulatory

Requirements. The effectiveness of the established quality management system is

Continually improved to enable achievement of the policy.

To ensure that the quality requirements of the products and services offered are

Maintained at all stages.

To create a culture among all employees towards total quality concepts and productivity through total involvement and commitment of all employees.

To create healthy working environment for attainment of quality goals with excellence and to make quality a way of life

To detect and prevent nonconformance and defects as early as possible and to eliminate them through appropriate changes to the Quality Management System

To achieve and maintain Quality Leadership through continuous technology up gradation, improvements in techniques, systems and procedures

4. Quality standardsQuality standards for each and every component and product have been

established by the company and well documented. Vendors premises and their manufacturing facilities are also periodically assessed. All components are subjected to close inspections and observations are documented to ensure traceability at any time.

Quality Assurance Department is equipped with all modern facilities. The company has got a standard room for calibration of all measuring instruments. Fully documented history cards of the measuring instruments are maintained so that periodical calibration of equipments is carried out regularly. The companys policy is to equip itself with all modern inspection and testing equipments as additions as well as replacements.

The products are subjected to running tests for a pre-determined duration and only

Those which pass the requirements are accepted and declared ready for dispatch.PRODUCTS AND SERVICES

Product List

KAMCO manufacture & market mainly the following products

KAMCO POWER TILLERModel KMB 200

KAMCO Super DI POWER TILLER

KAMCO Power Reaper Models ( KR 120M / KR 120H / KR120 DS)

KAMCO Garden Tiller / Power Weeder B30

KAMCO Tractor TeraTRAC 4W

KAMCO Brush Cutter KBC 300

KAMCO POWER TILLERPopular as the complete farming unit it is just that it can deal with a host of farming operations like tilling, ploughing, pudding etc, single handedly. Also it has been designed to function equally well in both wet and dry soil conditions. No wonder, it has retained its market positions as the number 1 power tiller in India for the last 3 decades, after marketing its debut in the year 1973.

KAMCO Power tiller is a versatile machine primarily used for preparation of land for farming operations with suitably designed accessories the machine can be used for a large number of specific operations like tilling, ploughing, pumping, pudding, leaching, hulling, ridging etc.Power Tiller Model KMB 200KAMCO Power Tiller is a versatile machine primarily used for preparation of land for farming operations. With suitably designed accessories the machine can be used for a large number of specific operations like tilling, plugging, weeding, pumping, pudding, levelling, hulling, ridging.SpecificationsModel : Engine: ER 90 Tiller KMB 200Type : Rotary, diesel-powered, water-cooled, with radiatorHP : Continuous: 9

Max : 12

RPM : 2000

Fuel consumption : 1.5 liters per hour

Fuel tank capacity : 10.70 liters

No. of speeds : Forwards : 6

Reverse : 2

Tilling : 4

Wheel track : Maximum : 930 mm

Minimum : 690 mm

Tyre size : 6.00 x 12

Ground clearance : 203 mm

Travelling speed : 15 km ph (Max.)

Tilling width: 600 mm

Tilling depth: 190 mm

No. of blades: 20

Tilling capacity: 1 hectare/8hrs.

Overall dimensions: L2250 x W: 820 x

H: 1030 mm

Weight: 485 Kg

Light Unit: 12 volts, 40 WattsPower Reaper Model KR 120KAMCO Power Reaper is ideally suited for harvesting of paddy, wheat and similar crops. It harvests and makes windrows @ 3-4 hours per ha. Since the fuel used is kerosene, cost of operation is the lowest and it helps the farmer to harvest his field at the lowest ever cost.Specifications

Model: KR 120 DimensionsOverall length: 2390 mm

Overall width: 1470 mm

Height (Up to Handle):900 mm

Weight: 116 KG

Working Capacity: 3 -4 hr/hectare (1.2-1.8 hrs/acre)

Applicable Plant Height: 60-120 cm

Crop release: Right side of machine (viewed from rear) Engine

Type: Single Cylinder, 4 stroke, side valve, Air cooled Engine

Fuel: Petrol Start, Kerosene run

Rated HP: 3.5

Max. HP : 3.85

R.P.M :3600

Specific Fuel Consumption : 339 gm/H.P hr

Fuel Tank Capacity : Kerosene 4 Litre, Petrol 0.4 litres

Air cleaner :Oil Bath Type

Starting :Recoil starting Travel

Forward speed : 59.0 m/min

Reverse : 50 m/min

Applicability: Dry field & Wet field Operation & Control

Main Clutch : Dog Clutch

Harvesting Clutch: Dog Clutch Cutting

Cutting Device : Reciprocating Knife Bar

Cutting Height : Adjustable 10-30 Cm grounded level

Cutting width : 120 cm

AGRIA 602 DE(06) Power Tillero Ideal for paddy or wheat cultivation

o Inter cultivation applications

o Various land preparations at horticultural farms

o Landscaping gardening

o Potato harvester

Specifications*330 mm to 1200 mm tilling width

*Low maintenance

*Highly fuel efficient

*Easy controls and operations

*2 speed pulley belt drive

Engine :Petrol

Displacement : 149 Cc 2 Stroke Electronic

Clutch: Belt Stress

Speeds: 2 Forward

Starter: Reversible

Air Filter : Oil Bath

Handle Bar : Robust And Easily Adjustable

Rotary Tiller: Adjustable -33 Cm To 120 Cm

Engine Stop : By A Security System Acting Automatically

Transmission: By Gear And Chain In Oil Bath

Weight: 67 Kg Including Rotary Unit

KAMCO DIESEL ENGINEIt has been well received in the market owing to its virtually trouble-free performance.

KAMCO ER90 Engine is quipped with radiator and specially designed die cart multi-blade axial fan. The engine can operate continuously for several hours. It can be used as a prime mover either for stationery or for moving applications.KAMCO AGRIA GARDEN TILLERThe petrol-engine, eco friendly power tiller ideal for paddy, wheat cultivation, inter cultivation applications, landscaping or gardening, potato harvesting and for land preparations at horticultural farms. A highly fuel-efficient and powerful equipment with easy-to-control operations. Ideal for small and medium farmers.

KAMCO POWER REAPERPowerful enough to reap one hectare of land within 3-4 hours. Prevents loss of grains while reaping. Gathers sheaves into neat windrows. Can reap farmlands at working pace. Can be easily lifted and carried by two persons. It is used for ideal for paddy or wheat cultivation, inter cultivation applications, various land preparations at horticultural farms, landscaping gardening, potato harvester. Individual inspection for conformity with specification. Every machine undergoes running test for several hours before sentencing as passed for delivery.

AWARDS & RECOGNITIONKAMCO has been awarded ISO 9001: 2008 certification for its management system. The company has established quality standards for each and every component which are well documented. Safety Award 2009- First prizefor oustanding performance in Industrial Safety issued by Dept. Of Factories & Boilers.

Certificate of Industrial Safety Award 2002- Issued by National Safety Council of India

Industry Excellence Award 1999- Issued by the Institution of Engineers [India]

Industry Excellence Award 1998- Issued by the Institution of Engineers [India]

Productivity Award 1989-90- By Kerala State Productivity Council

Productivity Award 1987-88- Issued by Kerala State Productivity Council

ORGANISATION GOALSKAMCO with 3 over decades of engineering excellence, stands as the number one power tiller manufactures in India. Not surprising, with four state of the art products, an innovation R and D and stringer quality control systems rated as one of the best in the country. The technically, dedicated management and workforce will go on to ensure that KAMCO shall be leader for several years to come. To be an innovative, resourceful and profitable company

To meet customer requirements of quality, service and price consistently

To make doing business with us easy and delightful to our customers

To provide a congenial work environment in which employees can respond to the needs of business and service earn fair reward and can be satisfied

ORGNISTAION CHART

CHAPTER - IVSTUDY OF DEPRATMENTS IN KAMCOOrganization is a system of clearly defined structure of activities consciously designed to allow organizational participants to work effectively towards common goals. The organization is divided into various departments to improve the management and control. Organizational studies are attempts to observe the work of managers and employees in each department in the organizations and learn the secrets of managerial effectiveness. It also broadens the understanding of organizational processes and fruitfully blends management concepts with work life practices.

In KAMCO there are 11 Departments. They are as follows:-

Marketing Department

Finance Department

Human Resource Department

Purchase & Stores Department

Quality Assurance Department

Production Department

System Department

Research Development DepartmentMARKETING DEPARTMENTMarketing Department Structure

The Company has 45 dealers all overIndia.

New Dealers appointed to cover selected districts in Tamil Nadu, Karnataka,Maharashtra, Orissa and Andra Pradesh.

Close interaction with the Govt. of India in the formulation of new schemes & policies for farm mechanization.

Regular demonstrations and service camps are being organized in various States.

Kamco Power Reaper has been exported toIranandSri Lankarecently. These Machines has been well accepted by the customers.

Survival of any company depends upon marketing strategies adopted. This is particularly important in the competitive era. Surviving from a lot of difficulties KAMCO became no:1 brand in the agricultural machinery market. Head of the marketing is the responsible to ensure that all the individuals in the marketing department follow all the marketing procedures. Entire marketing departments are functioning as a team. Main duties of the marketing departments are presales and after sales services and these are looked upon by everyone in the department. So everyone is aware of that happens in the marketing section. In the absence of one person other can looking to the problem.DutiesDGM (Marketing)1. Presenting marketing strategy to the board

2. Obtain management approval for periodical target

3. Developing or implementing or Customer loyalty or retention

4. Reporting performance to board for review

5. Arranging press conference periodically(annually)

Manager (Marketing)

1. Preparation and implementation of product/segment wise marketing plan2. Setting targets to managers reporting to him3. Implementation of marketing plan4. Arranging dealer meets5. Preparing of MIS reportsFINANCE DEPARTMENTFianace Department Structure

Financial performance of an organization is very important factor for the long term survival profitability of any organization. Finance is defined as the provision of money at the time when it is required. Every enterprise whether big, medium, or small needs finance to carry on its operations to achieve its targets. It is livelihood of an enterprise. Without adequate finance no enterprise can possibly accomplish its objective.

This department controls the overall financial transactions of the company. It controls the receipts and payments of eachand every activity for all the divisions. In KAMCO, finance department plays a major role because in public sector only very few companies and earning profit KAMCO is a multistoried multiunit organization. It means KAMCO have more than one unit established with their own fund. Surprising thing is that KAMCO is giving dividend and carrying profit for 22 years. The department keeps a record of everything concerning any expenses or income.The Important functions are follows:Budget and Budgetary control

The annual budget of the company is prepared both for the capital and revenue expenses based on the requirements furnished by various units and departments. The request of the department are analysed only after consulting with various departmental heads and corporate divisional management group and finalised only on the basis of disposition of funds. The budget review is carried out half yearly. If some changes are required the details are submitted to management/board for the revision and approvalManagement of Receipts

Payments from dealers /customers are recived only through marketing department. They keep proper receipts customer wise and dealer wise. If there is an outstanding dept it must be informed to the marketing department once in a month. Insurance, freight outward, bank negotiation etc are accounted and maintained to arrive at the cost of sale.

Management of Payments

Subject to the availability of funds, payment commitments are honored on due dates. All the payments are passed mainly on the basis of IGRR. Advance payments are settled within a time of 45 days. Non-receipts or delayed receipts extra is brought to the notice of stress for remedial actions. Payments are usually done by cheque or DD.

Auditing

Internal audit is an essential part of corporate functioning. Internal audit mainly takes care for the CARD requirements of companies act. It act as a WATCH DOG for an entire organization. The main function of department is to ensure that policy decision of the management is strictly followed by the functional department and is verified by the internal audit.Costing

Costing records are maintained as per the cost accounting rules. They are mainly subjected to cost audit ordered by company law board. Costing department also advices management and departments, which are the potential areas of cost reduction. Mainly costing departments analyzes cost of productions on a yearly basis. Costing department advices accounts departments the cost of rejection as per warranty claims

Statutory Transactions Sales tax/income tax/TDS certificate/C- form/form-18 etc are issued are properly accounted and settlements are made at the appropriate time Salaries and other payments, remittance and recovery etc in the case of employees are done in a time.

The other functions are:-

1. Cash management

2. Bill Processing

3. Bank receipts

4. Bank payments

5. Sales accounting and costing Bankers of KAMCO

1) Union Bank of India

2) State Bank of India

3) Federal Bank

4) Canara bank

5) State Bank of Travancore

HUMAN RESOURCE DEPARTMENTHuman Resource Department Structure

A good Human Resource Department is considered to be one of the greatest assets of the company. HR department deals with the welfare of human beings working in an organization. Besides welfare, it looks after discipline, IR, training and development, desirable work atmosphere, interpersonal relationships etc. HR Department helps in moulding the individuals to attain maximum development. Workman shall be classified as:-

1. Permanent

2. Probationers

3. Temporary

4. Trainees

5. Apprentices

Leave The administration of leave will be done as provided under the long-term settlements between the management and the workmen in force from time to time.

The Human Resource Department of KAMCO is concerned with the recruitment & selection, training and development, promotion, welfare of workers and cultural activities.

LEAVE RULES IN REPECT OF OFFICERS

COVERED BY STAFF BYE-LAWS 1973 IN K.A.M.C LTDLeave Rules

1. Prior sanction necessary

Subject to the provisions of the staff Bye-Laws the following kinds of Leave may be granted to an employee (a) Casual leave

(b) Earned leave (c) Half pay leave /commuted leave

(d) Maternity leave (e) Special leave (f) Extra Ordinary leave and (g) Leave for foreign assignment2. Prior sanction necessary

Except in the case of leave on medical grounds, an employee shall not avail himself of leave of any nature or absents himself from duty without prior sanction. If any employee absents himself on medical grounds, the sanctioning authority may refuse to sanction the leave unless a certificate from an authorized medical practitioner is produced showing a reasonable justification for the absence on medical grounds.

3. Granting leave and Recalling from leave

The Managing Director or any officer to whom this power has been delegated by him may grant leave to an employee and may also cancel it subsequently before the employee has proceeded on leave. An employee who has already proceeded on leave may be recalled by the authority competent to sanction the leave.

4. Leave address

An employee shall, before proceeding on leave, intimate to the authority granting the leave his address while on leave, and shall keep the said authority informed of any change in the address previously furnished.

5. When to apply.

i) Application for Earned leave, Maternity leave and Extra- ordinary leave shall be submitted at least 15 days before the date from which leave is required (in the case of Maternity leave, the probable date by which leave might be required), provided that the sanctioning authority may sanction the leave not with standing the application being submitted late.ii) Application which do not satisfy the requirement of clause (i) of this Bye-law may be refused without reason being given.6. Commencement and termination of leave:

i) The first day of an employee's leave is the working day on which he makes over charge if he does so in the F.N and, if he makes over charge in the A.N., the succeeding working day.ii) The last day of an employee's leave is the working day on which he returns to duty if he does so in the A.N., and, if he returns to duty in the F.N., the preceding, working day.iii) A substitutes appointed in a leave vacancy shall be considered to be on duty in that post during the period of leave as define in clauses (i) and (ii) of this Bye- Laws. 7. Earlier return from leave

Unless he is permitted to do so by the authority competent to grant his leave an employee on leave other than casual leave shall not return to duty before the expiry of the period of leave granted to him.

8. Station of return from leave

An employee on leave shall unless instructed to the contrary, return for duty to the place at which he was last stationed.

9. Certificate of fitness.The officer who sanctioned the leave may require an employee who has availed himself of leave for reasons of health, to produce a medical certificate of fitness before he resumes duty even if such leave was not actually granted on a medical certificate.

10. No leave during suspension

Leave may not be granted to an employee under suspension or against whom proceedings are pending under Part VII of the Bye -laws.

11. When payable

The leaves salary due to an employee for the period of Earned leave HPL or maternity leave properly sanctioned to him may be disbursed on the day on which he proceeds on leave or on any subsequent day.

(12) In the case of employees of the Corporation selected by direct recruitment to higher posts, such employees may be allowed the benefits of Casual leave, Earned leave and Half Pay Leave earned during their past service as per the Bye-laws during their service to higher posts.Recruitment

For the posts like Accountants, Office Staffs, Typists, Stenographers etc the people are hired through PSC recruitment. Executive and Technical post are filled through Company recruitment. Employment Exchange forwards a list of candidates for the required posts in the unit on their notification to the District Employment Officer, Ernakulam.Recruitment and Selection

For KAMCO, there is a specific procedure for Recruitment and Selection. We can see two types of recruitment in KAMCO:-

1. PSC Recruitment

2. Company Recruitment

Wages and Performance Appraisal

Wages of the workers are settled for 4 years. It is mainly a long term settlement. Salary settlement is based on the Kerala Government Employee Salary of Pay.

Performance Appraisal is conducted once in a year fir officers and for workers, it is conducted when grades are given. There is a prescribed form for conducting Performance Appraisal.

Incentive:

A production incentive scheme is followed in KAMCO for the benefit of employees, which constitute quarter of the pay packet. It aims at increased output, productivity and utilisation of resources. This scheme covers all the permanent employees.

In KAMCO, incentives are mainly of 3 types:

1) Direct incentives

2) Semi direct incentives

3) Indirect incentivesRecord Maintained in HRD1.Personnel record sheet

2.Oriented training report

3.Training report

4.Evaluation sheet

5.Report to MR PURCHASE AND STORES DEPARTMENT SHAPE \* MERGEFORMAT

In KAMCO, the purchasing and stores department works together. But the manager in charge is different for both. All the functions of these departments, comes under one roof.

The stores department takes care of all the inflow and outflow of materials used for production processes. Senior Manager of materials is in charge of stores department. Purchasing department purchases the products from their vendors based on details of the required quantity, given by the production department. The company has around 220 qualified vendors. The vendors are pre-qualified regarding their registration, turnover, capacity etc. Purchase manager is in charge of purchase department.All other function other than the purchase planning and vendor selection is done by the purchase department. After approving the vendor list by the materials department, the purchase department then issues a purchase order containing department, the purchase department then issues a purchase order containing details like material quality, rate payment terms, supply schedule etc.

Duties And Responsibilities of purchase department Main Functions of Purchase Department:1. Purchase planning

2. Price refixation

3. Vendor development

4. Purchase order generation

5. Negotiations with the vendors

6. Timely purchase of goods

Important Functions of store department1.Store materials for the company

2.Receipt and accounting of materials including stationary

3.Product delivery

4.Spare parts dispatch

5.issue of product in FIFO

It keeps the following documents

1. Inspection and goods received report

2. Inter location stock transfer receipt stock issue or transfer note.

3. Stock return note

4. Inter location stock transfer issue

5. Stock issue cum delivery note

6. Bin card

7. Master record index for department quality manual amendments

8. Material presentation Tag

9. Material gate pass

10. Delivery note

11. Report to MRM or Management Review meeting

12. Tock issue or transfer request

13. Stick return request

14. Packing SlipPRODUCTION DEPARTMENT SHAPE \* MERGEFORMAT

The head of production department is Production Manager. Production Department is divided into two:-

1 Machine Shop

2 Assembling & PaintingMachine ShopMachine Shop is responsible for ensuring the conformity with prescribed standards, the workers in the machine shop are fully experienced.14 components are manufactured in the Machine Shop. These components are called as critical components.Assembling & PaintingAssembly is one of the major sections in the production department. The finished products are taken from the store and it is sent to the assembly as required. The engine assembly is one of the major works in the assembly. After testing the assembled engines, it sent to the painting section. Through different assembling we get the final product. Dedicated small and medium scale industries supply raw materials for critical

Components.

Critical manufacturing operations are carried out in-house at Machine Shop.

Machine Shop is equipped with special purpose machineries to perform critical machine operations like milling, grinding, drilling etc. for mass production of components.

Inspection at various stages of manufacturing to reduce process rejection rate

Installed with a modern painting booth system for components and assemblies where Poly Urethene paints are used.

The components are being painted after proper Pre-Treatments with required quality standards in our well-equipped Paint Shop.

Effluent Treatment plant is functioning to meet the required norms on environmental pollution announced by pollution control Board effectively.MANUFACTURING

KAMCOs Power Tiller have more than 850 different components, majority of which are supplied by dedicated small and medium scale industries from nearby states. Functionally critical components (almost 13) are manufactured in KAMCOs house itself. Company has got a modern machine shop with special purpose machines, which ensure conformity with prescribed quality standards. Inspection at various stages off manufacturing is carried out, which help in reducing the process to the minimum. MAINTENANCE DIVISION Maintenance Department deals with the maintenance of machine tools and equipment used for production.Maintenance work is also done through outside agencies and the transactions are recorded.

Machine breakdown data is analyzed using Paretos principle.

Spare parts maintenance is done once in a year

Areas covered by the maintenance department are electrical, substation, telephone system, water supply system, welding operations and general maintenance.

Shift arrangements of the work are done by the HRD maintenance.

The maintenance motto of maintenance department is to minimize the down time and make available all the machinery promptly. The main responsibility of electrical section is uninterrupted power supply and total preventive maintenance. QUALITY ASSURANCE DEPARTMENTQuality assurance department at KAMCO ensures:

1. Identification and traceability of all products both bought out and processed inside

the plant are established at various stages of process.

2. Identification of in-process materials and raw materials.

3. Quality of bought out components.

4. Quality of assembling process.

5. Control of non-confirming products.

6. For corrective actions, preventive actions, and continued improvement.

7. Criteria for corrective and preventive actions by Quality Assurance Department.

8. Quality of inspection and testing.

9. Quality of maintenance and calibration of measuring instruments.

10. Quality of data analysis.Quality Assurance Department Structure

Quality Assurance: Well-equipped latest inspection and testing facilities as per ISO standards for all the products at factory and vendors sites.

Third party audit at Vendors site to ensure manufacturing process as per quality plan, process lay out etc. which improves quality of components and self-certification status to Vendor.

Power Tiller variants are tested as per norms from approved Govt. institutions like SRFMTTI and CFMTTI for minimum performance test standards, emission norms, safety regulations etc.

Engines are tested at ARAI as per latest exhaust gas emission norms according to CMVR regulations.

KAMCOs policy is to equip itself with modern inspection and testing equipments.

Quality standards for each and every components and products have been established and ensured by close inspection at factory as well as at our vendor sites.

Vendor performance and their manufacturing facilities are also being periodically assessed.

The components are being checked for Quality Assurance by well-trained and dedicated inspectors.

100% final product inspection is carried out.Quality assurance clarifies the components into two critical component and non-critical are nuts, bolts and screws etc. The clarification is mainly for ignoring the practical difficulty in checking non critical components and only sample inspection in non critical components. Practical difficulty in checking the non critical component is the problem there from here the production department as there requirements takes the components. After getting a finished product from the assembly department for the final checking. If getting a finished product from the assembly department for the final checking. If it is Ok it is gone to the store. From these the machine will enter into marker through dealers.SYSTEM DEPARTMENTSystem Department Structure

The module incorporated in ERP package used are the Finance Module, Marketing Module, Purchase processing, and Inventory Module, Human Resource Management and the Maintenance Module.Finance Module

Payroll and incentive administration

Material purchases

Sales

Payables and Receivables

Day to Day cash position reporting

Individual bank wise balance reporting

Marketing ModuleOrder booking

Invoicing

After sales servicePurchase Processing and Inventory modulePurchase processingMaterial requirements

Inventory transactions

Finished goods evaluation

Material rejectionHuman Resource Management ModulePersonal history including employee details and service details

Payroll processing

Training

Attendance and incentives including Office time, leave etcMaintenance ModuleEquipment maintenance

Calibration

In KAMCO, the systems in all department is connected through LAN.

RESEARCH AND DEVELOPMENT DEPARTMENTResearch &Development Department Structure

The activities of the R&D department at KAMCO are as follows:

Design and develop agricultural machineries Continual improvements of existing products is taken up based on feedback from other departments , market requirement, vendor suggestions and self generated ideas Preparation of drawings , bill of materials , process sheet and computation of such documents Obtaining test certificate and renewals from the concerned authorities and upgraded existing products Technical support to other departments like materials , production , quality assurance and marketingFunctions :-1.Revise drawings for correction or improvement based on feedback from customer , feedback from production, purchase and Quality assurance departments.

2.This covers activities with regard to modifications for improvement to products and consequent changes to the relevant drawings..

3.Keeping all drawings in safe custody, maintain them promptly and issue copies to indenting department

CHAPTER - V

SWOT ANALYSIS

The overall evaluation of the companys Strength, Weakness, Opportunities, and Threats is called SWOT ANALYSIS. It is the key element influence the survival and development of the organization. It will helpful for the improvement of organizational strategies.STRENGTH1. KAMCO is the market leader2. Good working atmosphere

3. Reputed brand name & image

4. Better incentive scheme

5. Qualified & skilled labour

6. Environment friendly

7. Good industrial relations

8. Strong & accepted products9. Good brand name and image

10. Financially sound

11. Good Industrial relations

12. Extensive marketing network through dealers

13. The products of KAMCO are comparatively better in quality than other Indian manufactures

14. Extensive marketing network through dealers

15. Good working atmosphereWEAKNESS1. Political interference

2. Trust in IT application is not adequate

3. All products are mainly based on agricultural goods4. Delay in sanctioning of funds

5. Political interference

6. Time delay in recruitment7. Average age of workforce is 52 years

8. Strong influence of trade union

9. Lack of technological up gradation & automation

10. Promotion is based on experience, so performance will be poorOPPORTUNITIES1. Due to good brand name KAMCO can extend the market

2. Export possibilities

3. Scarcity of labour & acceleries, so scope for mechanisation.

4. Availability of Monsoon5. Diversification programs & products

6. Innovativeness and bringing out new products to meet the new needs of customers

7. Boom in automobile industry and related engineering servicesTHREATS1. Chance of Privatisation

2. Frequent change in the top management3. Depression in agriculture

4. No restriction for Pvt. Parties to enter into this sector

5. High cost of operation

6. Whether problem7. Influence of Govt. policies

8. High competition from domestic and from International marketSUGGESTIONS AND RECOMMENDATIONS:-1. 1. Introduce advanced technology for production2. Incentive system should be encouraged3. Counselling facility should be provided to the employees4. Fill the existing vacancies5. Young candidates must be appointed6. Diversification of products and services is essential for success7. Give more advertisement through all possible medias8. Introduce advanced technology for production9. Incentive system should be encourage

10. Fill the existing vacanciesFINDINGS:-

1. KAMCO is fully utilizing men, material and machinery

2. KAMCO provides all the welfare activities to its employees

3. KAMCO is having a production based incentive scheme

4. KAMCO is providing all the statutory and non statutory benefits to employees

5. KAMCO is having a good dealer network all over India

6. KAMCO have good growth possibilitiesEven though KAMCO provides all the amenities to employees. I find out from my study that they are un satisfied in their work.

CONCLUSIONToday KAMCO has different units in Kalamassery, Palakkad and Mala. The Main products of KAMCO are KAMCO Power Tiller, KAMCO Power Reaper, KAMCO Diesel Engine. Inspite of threat from imported and indigenous makes of Power tillers continues to be the preferred choice of farmers attaining the moderate market share for the year. Power reaper also had been able to catch thee imagination of the small farmers the response for the newly launched DI super Power tiller is very encouraging diversification of products and service is an essential prerequisite for success. KAMCO is the 8th profit making company in the state government. The Organization Study at KAMCO, Athani was undertaken with the objective of developing an insight about administration and management of a business firm .The study at KAMCO helped the trainee to gain good knowledge about the operation of a business firm the trainee left that the study was successful and a memorable one.

BIBLOGRAPHY

Reference books

Marketing management : Philip Kotler

Human Resource Management : K.Awathappa

Website:

www.kamco.com

www.kamcoindia.comDy. General Manager

(Mkting)

Dy. General Manager

(Mkting)

Area

Manager

Region

Manager

Sales

Manager

Sales

Engineer

MD

Manager

(cost & Audit)

Dy. Manager

Internal Audit

Ass. Manager IA

Superintend

(IA)

Accountants

DGM Finance

Dy. Manager

Accounts

Asst. Manager

Accounts

Superintend

Accounts

Accountants

SM

HR

Manager

HR

Dy. Manager

HRM

Asst.

Managers

MANAGING DIRECTOR

STORES MANAGER

SENIOR MANAGER

Asst. MANAGER

Asst. ENGINEER

OFFICE STAFF

MATERIALS MANAGER

SENIOR MANAGER

Asst. MANAGER

TECHNICAL ASSISTANT

OFFICE STAFF

MANAGER (PRODUCTION)

DEPUTY MANAGER

MACHINE SHOP

ASSEMBLY SHOP & PAINTING

7

SHIFT OFFICERS

(Asst Engineers)

ASST. ENGINEER

(Production)

CHARGE HANDS

MACHINE OPERATORS

WORK ASSISTANTS

CHIEF MECHANIC

CHARGE HANDS

MECHANICS

WORK ASSISTANTS

MANAGING DIRECTOR

Manager QA

Asst.

Charge head

of fully bought

Mechanics

Charge head

for plant

Charge head

for Final Product

Mechanics

Mechanics

Mechanics

DGM(F & CS)

Manager

System

Manager

Security & Networking

Programmer

Programmer

DGM

( R& D)

Asst. Manager

Chief Mechanic

Chief Draftsmen

1 Mechanic

2 Draftsmen

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