History of Paint

AN ORGANISATIONAL STUDY AT PAINTEX PAINT
Organisational study report submitted to Mahatma Gandhi University for the partial fulfilment
of the award of Master of Business Administration
MAHATHMA GANHDI UNIVERSTY-KOTTAYAM
Submitted by,
SRUTHY LEKSHMANAN
REG NO:
Under the supervision of

Asst. prof. ANN JOSE
MANGALAM COLLAGE OF ENGINEERING

(Affiliated to Mahatma Gandhi University, Kottayam & Approved by AICTE, New Delhi)
Ettumanoor, Kottayam 686001

May 2015
1|MANGALAM COLLAGE OF ENGINEERING, ETTUMANOOR
DEPARTMENT OF MANAGEMENT STUDIES

MANGALAM COLLAGE OF ENGINEERING
ETTUMANOOR, KOTTAYAM
CERTIFICATE
This is certify that the Organizational study report entitled is a bona fide record of the work done by
Ms. SRUTHY LEKSHMANAN as a part of the project work during the third semester at PAINTEX
PAINT COMPANY, Cherthala in partial fulfillment of the requirements for the award of the Degree of
MASTER OF BUSINESS ADMINISTRATION OF Mahatma Gandhi University, Kottayam.
Faculty Guide
Head of the Department
DECLARATION
I, SRUTHY LEKSHMANAN, (MBA, S3) Student of Mangalam collage of engineering,

Ettumanoor, Kottayam. Hereby declare that Industrial Training Report titled An
Organizational Study at PAINTEX PAINT Company, Thirunalloor, Cherthala, Submitted in
the partial Fulfillment of the requirement for the 3rd Semester of Master of Business
Administration is my original work under the guidance of Mrs. ANN JOSE and is not
submitted for the award of any Degree, Diploma, Fellowship or other similar title or awards.
Place:
Date:
SRUTHY LEKSHMANAN
AKNOLEDGEMENT
On completion of my organizational study Training report, I feel deeply Indebted

to many My prayers to Lord Almighty for his blessings bestowed on me for the
success completion of this work.
I would like to express my full gratitude to Prof: Manoj George, Principal
Mangalam College of Engineering, Dr. Francis Cherunilam, Director, Department
of Management Studies would like to extend my gratitude our HOD: Dr.Sibu C
Chithran, MBA, MPHIL PhD (management) FDP (IIMK), AMT(AIMA),
MAIMSI(USA) for extending all the help for doing the project.
I have immense pleasure in acknowledging all the my heartfelt gratitude to my
faculty guide Mrs. Ann Jose for the cooperation, encouragement & guidance.
I express my thanks to the management of the PAINTX PAINT, Thirunalloor,
Cherthala who provide opportunity to conduct my study there. My special thanks
to
Mr.K.G Radhakrishnan and John Mathew Partners of PAINTEX,
Cherthala for granting permission to do my organizational study. I express my
sincere thanks to all staff members for their invaluable help &whole hearted cooperation extended to me during this project.
Last but not least my gratitude to my family, friends for their encouragement &
support they extended to me.
TABLE OF CONTENTS
Sl No:
1
Title
Page No:
INTRODUTION
SCOPE OF THE STUDY
OBJECTIVES OF THE STUDY
SIGNIFICANCE OF THE STUDY
RESEARCH METHODOLOGY
DATA COLLECTION METHOD
RESEARCH PROCESS
PERIODS OF STUDY
LIMITATIONS OF THE STUDY
8-11
REVIEW OF LITERATURE
12-18
INDUSTRY PROFILE
23-29
MEANING OF ORGANISATION
TYPES OF ORGANISATIONS
4
COMPANY PROFILE
COMPANY STRATEGY
MANUFACTURING PROCESS
COMPATETORS
30-40
5
ORGANISATIONAL
STRUCTURE
41-42
PRODUCT PROFILE
43-44
DEPARTMENTAL PROFILE
45-87
SWOT ANALYSIS
88-91
FINDINGS AND
SUGGETIONS
92-44
BIBLIOGRAPHY
97
10
CHAPTER I
INTRODUCTION TO THE STUDY
SCOPE OF THE STUDY
This study attempts a detailed analysis of the performance of PAINTEX in the

specific areas of Production, Marketing, and Finance& Human Resource
Management. Study is mainly based upon the nature of work carried out by each
department. By studying these aspects one generalize the present status & future
possibilities of paint industry in Kerala.
OBJECTIVES OF THE STUDY
The organization study was carried out in PAINTEX is to achieve the following
objectives;
o To attain practical knowledge of organization activity.
o To familiarize with the different departments in the organization, their
functions & activities.
o To examine what organization the company adopts strategy.
o To familiarize with the business organization.
o To get clear cut ideas about the various operations in the organization.
SIGNIFICANCE OF STUDY
The significance regarding this study is that helps to familiarize the functions of
the organization. The organizational study helps to identify, critically asses
&summarize the current status of the organization & to familiarize with a reputed
industry & how to communicate with officials. & organizational study helps to
understand the corporate social responsibility by the company.
RESARCH METHODOLOGY
It is the method used by the investigator for collecting a particular data. The
success of the investigation depends upon the methodology of the organization.
The reliability of findings is depending upon the method used by the investigator.
Methods of Collecting Data

Both primary & secondary data were used for collecting the information.
Interviewed schedule was used was used to collect the primary data from the
respondents. The secondary data comprises of certain registers, bulletins, files the
organization.
RESEARCH PROCESS
o
o
o
o
o
Define the objectives of the study

Verification of the research design
Collect the data
Analyzed collected data
The information is report
PERIOD OF THE STUDY
The organizational study was conducted for the period from 01/05/2025 to
31/05/2015.
10 | M A N G A L A M C O L L A G E O F E N G I N E E R I N G , E T T U M A N O O R
LIMITATIONS OF THE STUDY
There were difficulties in obtaining data from executives and managers

due to their busy work schedule.
o An in-depth study of the company could not be carried out due to
shortage of time.
o The reliability of data used for study is largely depends upon the
companies reports and the information given by the executives.
o As the company being private firm, firm was reluctant to the internal
affairs and financial matter.
CHAPTER-II
REVIEW OF LITERATURE
DOLPHIN MARKETING has been established as a paint manufacturing

company in Thirunellor at Alappy district. Founded in 2009 by two partners they
are K.G Radhakrishnan and John Mathew. Our traditional business service is
providing the best quality of paints and its related products inside Kerala. Based
on the decision of the company to diversify our products. The revenues of our
company are expected to be nearly . per month depending on the
variables that are factored in with investments in the paint industry. The company
has invested portions of its assets in the purchase and sale of securities such as
stocks. We have mainly two brands named; PAINTEX PAINT and ISON.
We supply our products through different suppliers in all Kerala base.
Company Strategy
Purpose To be a leader in the paint manufacturing industry by providing
enhanced services, relationship and profitability.
Vision To provide quality services that exceeds the expectations of our esteemed
customers.
Mission statement : to build long term relationships with our customers and
clients and provide exceptional customer services by pursuing business through
innovation and advanced technology.
Core values : We believe in treating our customers with respect and faith. We
grow through creativity, invention and innovation. We integrate honesty, integrity
and business ethics into all aspects of our business functioning
Goals : Regional expansion in the field of paint manufacturing and develop a
strong base of key customers. Increase the assets and investments of the company
to support the development of services. To build good reputation in the field of
paint manufacturing and become a key player in the industry
Financial Considerations the Company expects to reach the desired profits in the
first year, we believe that the average profitability per month for the first 3 years
will be sufficient. However, we have current borrowing from the Bank. Most of
the companys liabilities come from management investment.
Nearly 20 employees are employed in the paint manufacturing industry and the
number is expected to increase in the coming years. Though there was a slight
decline in the past 2-3 years, more and more people are seeking employment
opportunities in the reconstituted paint manufacturing industry.
Latest technology and manufacturing equipment has improved the quality of our
products. Even the paints are being made fine with advanced equipment.
Manufacturing of paint starts with the selection of raw materials, where most of
the raw materials are pigments, solvents, resins, and various additives. The raw
material is cleaned using fine technology. And also we have pollution control
plant, Water treatment plant, air pollution control equipment and laboratory to
protect the environment and its surroundings.
Organization
A social unit of people that is structured & managed to meet a need or pursue
collective goals. All organizations have a management structure that
determines relationships between the different activities and the members, and
subdivides and assigns roles, responsibilities, and authority to carry out
different tasks. Organizations are open systems--they affect and are affected by
their environment.
1. Organization as a Process
As a process, organization is an executive function. It is the process of determining,
arranging, grouping &assigning the activities to be performed for the attainment of
objectives. It becomes a managerial function involving. The following objectives:
o Determining activities the necessary for the accomplishment
Grouping of inter-related activities.
o Assigning duties to persons with requisite competence.
Delegating authority &Coordinating the efforts of different persons
&groups.
When we consider organization as a process, it becomes the function of every

manager. Organizing is a continuous process &goes on throughout the life-time
of an enterprise. Whenever there is a change in the circumstances or material
change in situation, new type of activities spring up.
2. Organization as a Structure
The term organization structure refers a machine of management, in its

achievement of the ends, determined by its administration. In a short organization
structure refers a well-defined system which people require for the execution of
their work responsibilities. It helps then to relate to each other, coordinate their
activities and achieve organizational goal or targets. It minimizes confusion,
suitable work behavior& maximizes effectiveness. Organizing is treated as one of
the important function in process.
TYPES OF ORGANIZATIONS
Organization structure varies from industry to industry. According to the nature

of business the structure may form in the following ways.
Line Organization
It is the military type organization, where each department is generally a complete

self-sustaining unit; each department is under the control of department head
who is completely responsible for organization the department. All department
heads are responsible to the general manager; he is responsible to the managing
director.
Line& staff Organization
Here the work is dividing to two broad divisions viz, the staff that is responsible
for planning &the line for the actual execution of the work. Here the staff
personnel give only advice to the line officials. But do not enforce it, i.e., staff
member are thinkers & the line members are doers.
Functional Organization
Here employees are grouped together on the basis of the primary skill need to do
their job. Those structures offer the organization two way advantages.
o Encourage technical expertise.

o Reduce duplication of activities.
The main elements that determine to make on organization are people, tasks,
structure &technology where in the organization takes in some of there as inputs
to derive the desired outputs. While doing so, the following management process
work independently to run a successful organization i.e.
o
o
o
o
o
Planning
Organizing
Staffing
Directing
Controlling
Also the management though out have changed &evolved from the pre-scientific
management period to early management approach &to modern management.
There are six elements those managers to address when they design their
organization structure.
o Work Specialization
o Departmentalization
o Chain of command
o Centralization
o Formalization &Decentralization
ORGANIZATIONAL DEVELOPMENT
Organizational development is a collection of planned change, interventions built

on humanistic democratic values seeks to improve organizational effectiveness
&well-being.
CHAPTER-III
DESIGN OF THE STUDY
Introduction
Research is a creative work undertaken on a systematic basis in order to increase
the stock of knowledge, including knowledge of man, culture & society. The
basic purpose of the research is to find answers to questions through the
application of scientific methods.
Statement of the research

The research deals with an organization study conducted PAINTEX,
Thirunalloor, Cherthala.
Area of the Study

The focus of research being overall organization study, the study was conducted
in the organization as a whole especially the various departments of PAINTEX,
Thirunalloor, Cherthala.
Research design
Research design is considered as the framework or plan for a study that guides as
well as helps the data. The research design may be exploratory, descriptive
&experimental for the present study.
TECHNIQUES OF DATA COLLECTION

In dealing with any real life problem it is often found that data at hand are in an
adequate &hence it becomes necessary to collect data that are appropriate. There
are several ways of collecting the appropriate data which differ considerably in
content of money costs, time &other resources at the disposal of the research
depending on the source statistical data are classified under two categories,
o Primary data
o Secondary data
o Primary data
Primary data are obtained by a study specifically designed to fulfill the data needs
of the problem at hand. Such data are original in character and are generated in
large number of surveys conducted mostly by environment &also by some
individuals, institution, and research bodies.
Sources of primary data

By Observation: This method implies the collection of information by way of
investigator s own observation, without interviewing the respondents. The
information obtained relates to what is currently happening and is not
complicated by either the past behavior or future intensions of respondents.
Through personal interview: The investigator follows a rigid procedure& seeks
answers to a set of pre-conceived questionnaire through personal interview.
Through telephone interview: This method of collecting information involves

contacting the respondents on telephone itself. This is not a widely used method
but it plays an important role in industrial surveys in developed regions.
By mailing questionnaire: Questionnaires are method to the respondents with a
request to return after completing the dame. It is the most extensively used in
various economic &business surveys.
Through schedules: Under this method the enumerators are appointed & given
training. They are provided with schedules containing relevant questions. These
enumerators go to the respondents with the schedules.
Secondary data
The secondary data constitute the chief materials on the basis of which statistical
work is carried out in many investigations. In fact, before collecting primary data
it is desirable that one should go through the existing literature and learn what is
already known of the general area in which the specific problem falls and all
surrounding information that may give us leads & lessons.
Sources of Secondary data Published sources

o
Reports &official publications of international bodies, central and state.
Annual report of K.S.R.MILLS
Semi official publications
Unpublished sourced
o
Records maintained by various government and private offices.
Studies made by research institutions, scholars etc.
Tools of Research
o
Observation (Observation schedule).
Interview guide for non-directive and depth interviews.
Interview schedule &Opinion.
CHAPTER-IV
INDUSTRY PROFILE
Colour has fascinated culture throughout history, every age and every region has
produced dyes and pigment depending on the available resources. Colour has
been with us for more than 20,000 years. Evidence survives in early cave
paintings and the ancient Chinese are considered to have brought its manufacture
and use to a state of perfection tens of thousands of years ago.
Colour was widely used by the ancient Egyptians and was considered to have
magical and healing properties and around this time, 1500 BC, paint making as an
art became quite widely established in Crete and Greece with the Egyptians
passing their skills to the Romans. It was between 600 BC-AD 400 that the
Greeks and Romans then introduced varnishes. For the Aztec Indians red dye was
considered more valuable than gold and both the Indians and Chinese practiced
Colour Healing. A 2000 year old, Chinese chronicle, The Nei/ching, records
colour diagnoses.
Yet for all this it was discovered that none of the worlds civilisations has named
many colours. In the 1960s two anthropologists conducted a worldwide study of
colour naming. Many languages only contained two colour terms. Equivalent to
white (light) and black (dark). Of 98 languages studied, the highest number of
basic colour terms was to be founded in English where we have eleven: black,
white, red, and orange, yellow, green, blue, purple, pink, grey and brown. The
other billions of colour have borrowed names, based on examples of them, such
as avocado, grape, peach, tan, gold, etc.
One of the earliest recorded colour discoveries was made by Plato who
discovered that by mixing two colours, a third is produced, therefore changing the
manufacture, of colour forever.
Prior to that the earliest cave paintings were made by using iron oxides, it was the
ancient Egyptians who developed other paints form pigments in the soil (yellow,
orange and red). It was the Romans who gave us purple, a pound of royal purple
dye, required the crushing of our million molluscs. Cochineal red, discovered by
the
Aztecs, was made using the female cochineal beetle. A pound of water-soluble
extract required the crushing of four million insects and Spaniards who
introduced the crimson colour to Europe in the 1500s. Later genuine Indian
Yellow was produced from concentrated cows urine which mixed with mud and
transported to London for purifying, sap Green from the Blackthorn berry and
Sepia Brown from the dried ink sac of squid.
Paint is made up of a pigment, a binder to hold it together and appropriate

thinners to make it easy to apply. 5000 years ago Blue Frit was the first synthetic
pigment being produced by the Egyptians from ground down blue glasses. Before
the nineteenth century the word paint was only applied to oil-bound types; those
bound with glue were called distemper.
By 1000 B.C development of paints and varnishes based on the gum of the acacia
tree had been developed. At this time umbers, ochers and blacks were readily
obtainable, new colours were also discovered- the first was Egyptian Blue;
Naples Yellow dates from around 500 BC and red lead was discovered by
accident in about 2500. White lead occurred naturally but demand encouraged
production of manmade versions. Vitruvius describes production of white lead in
the 2nd century AD.
Before the 16th century, pigment colour was largely dependent on dyestuffs which
could be grown in. or were indigenous to Europe and similar temperate regions.
Between 1550 and 1850 only the so-called natural dyestuffs were available but
the range was greatly extended with tropical dyestuffs from Central America and
India and elsewhere.
In the 17th century the Dutch greatly increased the availability of white lead and
lowered cost by invention of the stack process. All white lead paints included
chalk in their undercoats, reserving purer white lead for finish coats. In 1856 the
first real synthetic dye Mauveine (also known as aniline purple and Perkin's
mauve, was the first synthetic organic chemical dye, discovered serendipitously
in 1856).Was discovered by Henry Perkins. It was then realised that a great many
dyes could be maidsynthetically and cheaply.
It was then that Linseed Oil began being mass produced.
They also had pigment grade zinc oxide we call it white paint.
Using cast-iron paint mills and zinc-based pigments, industrialists produced the
first washable paint marketed as Charlton white in the 1870s (the first ready
mixed paint was patented by one D.R.A verill of Ohio in 1867, but it never
caught on)
Global scenario of paint industry

The global demand for paint is estimated at over 21mtpa. At valued at about $60
bn. The industry is expected to grow at 3% over the next few years. The high
growth regions are the developing countries of Southeast Asia and Latin America.
While the mature markets of North America and Western Europe are likely to
witness very low growth.
The share of industrial paint is 70% and rest is accounted by decorative segment.
Also, almost 60% of the world market.
The largest player is ICI of UK with a share of around 10% followed by AkzoNobel (Netherlands), PPG (US), NIPPON (JAPAN), BASF (GERMANY),
KANSAI (JAPAN). Over the last few years the industry has been consolidating
with an objective to strengthen the product lines and distribution chains.
This has led to series of mergers and acquisitions. Indias market is only 0.65 mn
tones, roughly 2.7% of world demand, but is growing at annual clip of 10%.
THE WORLD COATING SCENARIO:

The total output of the world paint and manufacturing industry was valued at $54
billion in 1996. The industry supported some 12,250 active firms. This industry is
expand to forecast 3.5 percent annually to nearly 26 million tones. By the year
2002 the valued will be $72 billion.
Tonnage gains in the industrial coating segment will be constrained by a shift in
trend towards higher solid coatings (such as powder coatings), which often weigh
less per kilo than solvent brone coatings, and require generally fewer, thinner
coats.
On the other hand, the architectural segment is seeing a continuous shift towards
water-based paints, which weigh more than their solvent-brone counter parts, and
will promote stronger tonnage gains. These trends have evident around the world
but have had the most impact in more mature markets.
Most of developed world has already effected such as switch to water-based
formulations for most architectural applications. The developing world is also
experiencing this trend- India included.
The world paint and coatings industry is becoming increasingly dominated by a
small group of highly focused, globally positioned firms. For many of these
companies (E.g. Sherwin Williams, Kansai Paints, and Nippon Paints) coating
represents the primary line of business.
In other cases (e.g.; AKZO NOBEL, ICI, HOECHST DUPONT and
COURTALDS) the firm strong position has arisen from involvement in various
upstream petro chemical activities, including production of many of basic raw
material used in coating production.
The most rapid gain in paints and coatings production will be registered in the
developing regions of Latin America and Asia-Pacific. Although the Asia Pacific
region hold the long term prospects as a market for paints and coating, regional
production has been lower, primarily due to financial crises has hit this region.
However, India was not severely affected by this crisis.
The wave of currency devaluation and shape rise in interest rate will seriously
dram pen spending in key paint sector such as construction and durable in short
term, particularly in Indonesia, South Korea and Thailand. India, in a earlier
budget have announce a new housing policy, which should result in boom for the
construction sector, which will boost demand for architectural coatings.
A very interesting trend is emerging in the architectural coatings segment, we are

experiencing a shift from solvent based coating to water based coatings. Water
based coatings now account for most of house-hold paint demand in developed
countries and is gaining ground in developing countries too.
During 1990s, the drive has spread to industrial and specialty coatings segment.
The higher performance standards for industrial coatings have necessitated
intense product reformulation efforts, leading to a number of alternatives
technologies.
Meeting environmental regulation is another challenge for paint companies in
developed world. Even companies in developed regions should be prepared in
this area, as paint product as soon adopting global standards, hence all paint
companies will have to comply the environmental regulations.
Global trend towards free trade will have an impact on product mix, since
exported goods must meet the environmental codes of the target market. The
formation of trading blocks like NAFTA will involve the establishment of more
environmental regulation of member nations.
Global production of paint and coatings can be divided in two broad sectors:
Architectural Paint and Industrial Coatings.
In 1996 Architectural Paint accounted for 58% of the total output with the
industrial coatings accounting for the remainder. However, the industrial coating
segment is slightly larger in value (Dollar) terms because industrial coating trends
to cost significantly more than architectural paint.
In 1998, the worlds top ten Paint and coatings suppliers accounted for nearly 42
percent pf the market. The next ten producers accounted to additional 13 percent
of sales, which gives a top 20 firms a collective market share of over 50 percent.
The most basic division is between architectural coating and industrial coating.
AKZO NOBEL, the worlds top player has a strong presence in both the
segments. (60:40 in favor of industrial coating) Sherwin William, ICI, Asian
Paints, and Benjamin Moore focus primarily on architectural paint. Whereas
PPG, KANSAI Paint, courtyards, NIPPON Paint and RPM focus heavily on the
industrial segment. BASF, DUPOINT, LILY industries and DAI NIPPON focus
entirely on industrial coatings.
CHAPTER-V
COMPANY PROFILE
DOLPHIN MARKETING has been established as a paint manufacturing

company in Thirunellor at Alappy district. Founded in 2009 by two partners they
are K.G Radhakrishnan and John Mathew. Our traditional business service is
providing the best quality of paints and its related products inside Kerala. Based
on the decision of the company to diversify our products. The revenue depending
on the variables that are factored in with investments in the paint industry. The
company has invested portions of its assets in the purchase and sale of securities
such as stocks. We have mainly two brands named; PAINTEX PAINT and
ISON. We supply our products through different suppliers in all Kerala base.
Company Strategy
Purpose To be a leader in the paint manufacturing industry by providing
enhanced services, relationship and profitability.
Vision To provide quality services that exceeds the expectations of our esteemed
customers.
Mission statement to build long term relationships with our customers and
clients and provide exceptional customer services by pursuing business through
innovation and advanced technology.
Financial Considerations the Company expects to reach the desired profits in the
first year, we believe that the average profitability per month for the first 3 years
will be sufficient. However, we have current borrowing from the Bank. Most of
the companys liabilities come from management investment.
Nearly 20 employees are employed in the paint manufacturing industry and the
number is expected to increase in the coming years. Though there was a slight
decline in the past 2-3 years, more and more people are seeking employment
opportunities in the reconstituted paint manufacturing industry.
Latest technology and manufacturing equipment has improved the quality of our
products. Even the paints are being made fine with advanced equipment.
Manufacturing of paint starts with the selection of raw materials, where most of
the raw materials are pigments, solvents, resins, and various additives. The raw
material is cleaned using fine technology. And also we have pollution control
plant, Water treatment plant, air pollution control equipment and laboratory to
protect the environment and its surroundings.
PAINT MANUFACTURING PROCESS
Paint is a term used to describe a number of substances that consist of a pigment

suspended in a liquid or paste vehicle such as oil or water. With a brush, a roller,
or a spray gun, paint is applied in a thin coat to various surfaces such as wood,
metal, or stone. Although its primary purpose is to protect the surface to which it
is applied, paint also provides decoration.
Samples of the first known paintings, made between 20,000 and 25,000 years
ago, survive in caves in France and Spain. Primitive paintings tended to depict
humans and animals, and diagrams have also been found. Early artists relied on
easily available natural substances to make paint, such as natural earth pigments,
charcoal, berry juice, lard, blood, and milkweed sap. Later, the ancient Chinese,
Egyptians, Hebrews, Greeks, and Romans used more sophisticated materials to
produce paints for limited decoration, such as painting walls. Oils were used as
varnishes, and pigments such as yellow and red ochres, chalk, arsenic sulphide
yellow, and malachite green were mixed with binders such as gum Arabic, lime,
egg albumen, and beeswax.
Paint was first used as a protective coating by the Egyptians and Hebrews, who
applied pitches and balsams to the exposed wood of their ships. During the
middle Ages, some inland wood also received protective coatings of paint, but
due to the scarcity of paint, this practice was generally limited to store fronts and
signs. Around
the same time, artists began to boil resin with oil to obtain highly miscible
(mixable) paints, and artists of the fifteenth century were the first to add drying
oils to paint, thereby hastening evaporation. They also adopted a new solvent,
linseed oil, which remained the most commonly used solvent until synthetics
replaced it during the twentieth century.
In Boston around 1700, Thomas Child built the earliest American paint mill, a
granite trough within which a 1.6 foot (.5 meter) granite ball rolled, grinding the
pigment. The first paint patent was issued for a product that improved whitewash,
a water-soaked lime often used during the early days of the United States. In 1865
D. P. Flinn obtained a patent for a water-based paint that also contained zinc
oxide, potassium hydroxide, resin, milk, and lin-seed oil. The first commercial
paint mills replaced Child's granite ball with a burrstone wheel, but these mills
continued the practice of grinding only pigment (individual customers would then
blend it with a vehicle at home). It wasn't until 1867 that manufacturers began
mixing the vehicle and the pigment for consumers.
Fig.1
The twentieth century has seen the most changes in paint composition and
manufacture. Today, synthetic pigments and stabilizers are commonly used to
mass produce uniform batches of paint. New synthetic vehicles developed from
polymers such as polyurethane and styrene-butadiene emerged during the 1940s.
Alkyd resins were synthesized, and they have dominated production since. Before
1930, pigment
was ground with stone mills, and these were later replaced by steel balls. Today,
sand mills and high-speed dispersion mixers are used to grind easily dispersible
pigments.
Perhaps the greatest paint-related advancement has been its proliferation. While
some wooden houses, stores, bridges, and signs
The first step in making paint involves mixing the pigment with resin, solvents,
and additives to form a paste. If the paint is to be for industrial use, it usually is
then routed into a sand mill, a large cylinder that agitates tiny particles of sand or
silica to grind the pigment particles, making them smaller and dispersing them
throughout the mixture. In contrast, most commercial-use point is processed in a
high-speed dispersion tank, in which a circular, toothed blade attached to a
rotating shaft agitates the mixture and blends the pigment into the solvent.
Were painted as early as the eighteenth century, it wasn't until recently that mass
production rendered a wide variety of paints universally indispensable. Today,
paints are used for interior and exterior house painting, boats, automobiles,
planes, appliances, furniture, and many other places where protection and appeal
are desired.
RAW MATERIALS
A paint is composed of pigments, solvents, resins, and various additives. The
pigments give the paint colour; solvents make it easier to apply; resins help it dry;
and additives serve as everything from fillers to anti-fungicidal agents. Hundreds
of different pigments, both natural and synthetic, exist. The basic white pigment
is titanium dioxide, selected for its excellent concealing properties, and black
pigment is commonly made from carbon black. Other pigments used to make
paint include iron oxide and cadmium sulphide for reds, metallic salts for yellows
and oranges, and iron blue and chrome yellows for blues and greens.
Fig.2
Solvents are various low viscosity, volatile liquids. They include petroleum
mineral spirits and aromatic solvents such as benzol, alcohols, esters, ketones,
and acetone. The natural resins most commonly used are lin-seed, coconut, and
soybean oil, while alkyds, acrylics, epoxies, and polyurethanes number among the
most popular synthetic resins. Additives serve many purposes. Some, like
calcium carbonate and aluminium silicate, are simply fillers that give the paint
body and substance without changing its properties. Other additives produce
certain desired characteristics
Paint canning is a completely automated process. For the standard 8 pint paint can
available to consumers, empty cans are first rolled horizontally onto labels, then
set upright so that the point can be pumped into them. One machine places lids
onto the filled cans while a second machine presses on the lids to seal the cons.
From wire that is fed into it from coils, a bailometer cuts and shapes the handles
before hooking them into holes pre-cut in the cans.
In paint, such as the thixotropic agents that give paint its smooth texture, driers,
anti-settling agents, anti-skinning agents, defamers, and a host of others that
enable paint to cover well and last long.
DESIGN
Paint is generally custom-made to fit the needs of industrial customers. For
example, one might be especially interested in a fast-drying paint, while another
might desire a paint that supplies good coverage over a long lifetime. Paint
intended for the consumer can also be custom-made. Paint manufacturers provide
such a wide range of colours that it is impossible to keep large quantities of each
on hand. To meet a request for "aquamarine," "canary yellow," or "maroon," the
manufacturer will select a base that is appropriate for the deepness of colour
required. (Pastel paint bases will have high amounts of titanium dioxide, the
white pigment, while darker tones will have less.) Then, according to a
predetermined formula, the manufacturer can introduce various pigments from
calibrated cylinders to obtain the proper colour.
THE MANUFACTURING PROCESS

MAKING THE PASTE
Pigment manufacturers send bags of fine grain pigments to paint plants. There,
the pigment is premixed with resin (a wetting agent that assists in moistening the
pigment), one or more solvents, and additives to form a paste.
Dispersing the pigment
The paste mixture for most industrial and some consumer paints is now routed
into a sand mill, a large cylinder that agitates tiny particles of sand or silica to
grind the pigment particles, making them smaller and dispersing them throughout
the mixture. The mixture is then filtered to remove the sand particles.
Instead of being processed in sand mills, up to 90 percent of the water-based

latex paints designed for use by individual homeowners are instead processed in a
high-speed dispersion tank. There, the premixed paste is subjected to high-speed
agitation by a circular, toothed blade attached to a rotating shaft. This process
blends the pigment into the solvent.
Thinning the paste

Whether created by a sand mill or a dispersion tank, the paste must now be
thinned to produce the final product. Transferred to large kettles, it is agitated
with the proper amount of solvent for the type of paint desired.
Canning the paint
The finished paint product is then pumped into the canning room. For the
standard 8 pint (3.78 litter) paint can available to consumers, empty cans are first
rolled horizontally onto labels, then set upright so that the paint can be pumped
into them. A machine places lids onto the filled cans, and a second machine
presses on the lids to seal them. From wire that is fed into it from coils, a
bailometer cuts and shapes the handles before hooking them into holes pre-cut in
the cans. A certain number of cans (usually four) are then boxed and stacked
before being sent to the warehouse.
QUALITY CONTROL
Paint manufacturers utilize an extensive array of quality control measures. The

ingredients and the manufacturing process undergo stringent tests, and the
finished product is checked to insure that it is of high quality. A finished paint is
inspected for its density, fineness of grind, dispersion, and viscosity. Paint is then
applied to a surface and studied for bleed resistance, rate of drying, and texture.
In terms of the paint's aesthetic components, colour is checked by an experienced
observer and by spectral analysis to see if it matches a standard desired colour.
Resistance of the colour to fading caused by the elements is determined by

exposing a portion of a painted surface to an arc light and comparing the amount
of fading to a painted surface that was not so exposed. The paint's hiding power is
measured by
painting it over a black surface and a white surface. The ratio of coverage on the
black surface to coverage on the white surface is then determined, with .98 being
high-quality paint. Gloss is measured by determining the amount of reflected light
given off a painted surface.
Tests to measure the paint's more functional qualities include one for mar
resistance, which entails scratching or abrading a dried coat of paint. Adhesion is
tested by making a crosshatch, calibrated to .07 inch (2 millimetres), on a dried
paint surface. A piece of tape is applied to the crosshatch, then pulled off; good
paint will remain on the surface. Scrubbability is tested by a machine that rubs a
soapy brush over the
paint's surface. A system also exists to rate settling. An excellent paint can sit for
six months with no settling and rate a ten. Poor paint, however, will settle into an
immiscible lump of pigment on the bottom of the can and rate a zero. Weathering
is tested by exposing the paint to outdoor conditions. Artificial weathering
exposes a painted surface to sun, water, extreme temperature, humidity, or
sulphuric gases. Fire retardancy is checked by burning the paint and determining
its weight loss. If the amount lost is more than 10 percent, the paint is not
considered fire-resistant.
BY-PRODUCTS/WASTE
A recent regulation (California Rule 66) concerning the emission of volatile
organic compounds (VOCs) affects the paint industry, especially manufacturers
of industrial oil-based paints. It is estimated that all coatings, including stains and
varnishes, are responsible for 1.8 percent of the 2.3 million metric tons of VOCs
released per year. The new regulation permits each litter of paint to contain no
more than 250 grams (8.75 ounces) of solvent. Paint manufacturers can replace
the solvents with pigment, fillers, or other solids inherent to the basic paint
formula. This method produces thicker paints that are harder to apply, and it is
not yet known if such paints are long lasting. Other solutions include using paint
powder coatings that use no solvents, applying paint in closed systems from
which VOCs can be retrieved, using water as a solvent, or using acrylics that dry
under ultraviolet light or heat. A consumer with some unused paint on hand can
return it to the point of purchase for proper treatment.
A large paint manufacturer will have an in-house wastewater treatment facility
that treats all liquids generated on-site, even storm water run-off. The facility is
monitored
24 hours a day, and the Environmental Protection Agency (EPA) does a periodic
records and systems check of all paint facilities. The liquid portion of the waste is
treated on-site to the standards of the local publicly owned wastewater treatment
facility; it can be used to make low-quality paint. Latex sludge can be retrieved
and used as fillers in other industrial products. Waste solvents can be recovered
and used as fuels for other industries. A clean paint container can be reused or
sent to the local landfill.
COMPATETORS
Ellora Paints Pvt Ltd

Berger Paints India Limited
Varuna Paints Private Limited
Volto Paints
RAK Paints
Malabar Paints & Chemicals
Titan Paints and Chemical Limited
Wall Max Paints
CHAPTER-VI
ORGANISATION STRUCTURE
CHAPTER IIV
PRODUCT PROFILE
Interior Wall Coatings
Exterior Wall Coatings
Berger Metal & Wood Paints
Protective Coating
Undercoats
Construction Chemicals
Express Painting
CHAPTER IIIV
DEPARTMENTAL PROFILE
Production Department
PARTNERS
PRODUCTION
DEPARTMENT
MANAGER
Production is the functional area responsible for turning inputs into finished
outputs through a series of production processes. The Production Manager is
responsible for making sure that raw materials are provided and made into
finished goods effectively. He or she must make sure that work is carried out
smoothly, and must supervise procedures for making work more efficient and
more enjoyable.
The design and technical support department will be responsible for researching
new products or modifications to existing ones, estimating costs for producing in
different quantities and by using different methods. It will also be responsible for
the design and testing of new product processes and product types, together with
the development of prototypes through to the final product. The technical support
department may also be responsible for work study and suggestions as to how
working practices can be improved.
The works department will be concerned with the manufacture of products. This
will include the maintenance of the production line and other necessary repairs.
The works department may also have responsibility for quality control and
inspection.
A key aspect of modern production is ensuring quality. The term quality means
fitness for purpose i.e. a product, process or service should do exactly what is
expected of it.
The production department is responsible for converting inputs into outputs

through the stages of production processes. The Production Manager is
responsible for making sure that raw materials are provided and made into
finished goods effectively. He or
she must make sure that work is carried out smoothly, and must supervise
procedures for making work more efficient and more enjoyable.
There are five production sub-functions:
Production and planning.

They will set the standards and targets at each stage of the production process.
The quantity and quality of products coming off a production line will be closely
monitored.
Purchasing department
This department will provide the materials, components and equipment required.
An essential part of this responsibility is to ensure that stocks arrive on time and
are of good quality
The stores department
The stores department are responsible for stocking all the necessary tools, raw
materials and equipment required to service the manufacturing process.
The design and technical support department

They are responsible for the design and testing of new product processes and
product types, together with the development of prototypes through to the final
product.
The works department
This department is concerned with the manufacture of products. This will include
the maintenance of the production line and other necessary repairs. The works
department may also have responsibility for quality control and inspection.
Total quality management
Car plants like Leyland build quality into every stage of the production process.
Every employee is expected to take responsibility for managing quality issues in
order to make sure that waste is minimised and quality maximised. This is often
referred to as total quality management and is part of the lean production methods
used in modern industry.
For businesses to be competitive, Production and Marketing need to work in an
integrated way. Marketing is concerned with knowing and understanding the
requirements of customers, so that Production can provide the market led
products that are required. This also requires excellent communication systems to
be in place.
5 P`s of Production Management

1.1 PURPOSE
Purpose is the first of the five P's of lean manufacturing. Companies must decide
the purpose for which they are creating their project. Profit is one motive, but
only one among many. Some companies may develop products or services with a
philanthropic purpose, while yet others may simply develop products that solve a
pressing need or problem.
1.2 PROCESS
The process by which a business goes about reaching the customer and producing
the product is the second of the five P's. The process generally refers to the way
that a business conducts itself in relation to the customer and its day-to-day
internal operations. How a company markets, for instance, will determine how
effective it is in reaching the intended target market.
1.3 PEOPLE
Closely tied to the purpose of the product are the people who comprise the third
of the five P's. The people for whom the product will be created and who will
benefit from it are those at the heart of this concern. People comprise the target
market of a manufacturer because without these people, there would be no need
for the product in the first place.
1.4 PLATFORM
The platform upon which a company carries out its process is the fourth of the
five P's. This refers primarily to the various tools and technologies that a
company has at its disposal. For instance, a company that has a specific
manufacturing technique that sets it apart from its competitors will use that as
part of its manufacturing platform. Other technologies such as software, databases
and computer networks may also comprise part of this platform.
1.5 PERFORMANCE
Performance is the final aspect of this manufacturing approach. Performance
refers to the way in which the company assesses its ability to fulfil the original
purpose. Companies will generally apply some standard of measure to determine
whether they are successful and whether changes need to be implemented.
OBJECTIVE OF PRODUCTION MANAGEMENT
1. To produce goods and services as per the estimated manufacturing cost and
minimum inputs of resources.
2. To produce right quality goods and services as per the established

standards and specifications.
3. To produce goods and services as per the decided time schedule.
4. Minimize the use of resources to the optimum level. These are 4 Ms:- like
Machinery, Materials, Manpower and Money. These inputs are to be used to full
extent to result minimum cost, quality and time.
5. Maximize the utilization of manpower.
6. Minimizing the total cost of production with continuous elimination of nonvalue added activities and improving labour productivity on the production shop
floor.
Work
Plans
Organizations are neither the rational, harmonious entities celebrated in
managerial theory nor the arenas of apocalyptic class conflict projected by
Marxists (1980). Hardy and Clegg (1996) believe that modern organizations
passed by the guild structures and as organizations grew larger, skills become
increasingly fragmented and specialized and positions become more functionally
differentiated. Leavitt had defined three approaches to organization, which
includes structure, technology and people (1964). New formal guidelines and
procedures like organization chart, budgeting methods, rules and regulations can
also be structural approaches on inducing change. On the other hand,
rearrangements in work flow through new physical layouts, work methods, job
descriptions and work standards can be done as technological approaches. Some
organizations stress on people approaches which includes alterations in attitudes,
motivation and behavioural skills. This can be done through new training
programs, selection procedures, and performance appraisal schemes.
Planning is commonly known as the process of formulating in advance as
organized behaviour action. While it is true that people do not always plan their
actions, it is
inherent for any organizations to plan. However, whether dealing with the context
by which planning is occurring, whether on the individual or organizational level,
the process takes shape according to the prevailing attitudes, beliefs and goals
involved. Planning also bears different meaning to different social groups.
Any commercial, entrepreneurial, private as well as public organizations and
institutions who has a financial arm to manage the funds of the group, is faced
with the objective of maximizing the shareholder wealth and not the profit as was
stated in the theory of financial management. The business, in order to effectively
execute any business strategy or plan, should be able to determine first and
identify the resources that are available in the company. Studying and examining
the opportunities of the available resources will help in constructing a business
plan which will be profitable.
Management
of
Competing
Demands
and
Priorities
an information system is indispensable in every organization as reflected in its
role, purpose, and sources of information. Information system plays a crucial role
and is a contributory factor in the success of an organization for the modification
of present plans and strategies of an organization and the formulation of future
goals, approaches, and steps the organization will undertake are based on the data
obtained in the past and converted to information organized in the system.
Furthermore, it could be noticed that in such modification and formulation,
decision-making is essential. Hence, information system influences decisions
thereby affecting the status of the organization at the present and in the future.
With the ever-increasing demands by the clients and customers, raw materials
suppliers, as well as the pressure from the upper management of the organization
for increased efficiency and profit, collaborating and effective management of
priorities in the production constantly pose challenges and beset the operations
management of the company. As such, it is inevitable that the organization
implement programs and production systems that will best suit the needs of the
company and its clients. The
discussion below presents the IT system and techniques used in the company
along with the lean management initiative to add value to the production process
and
overall
operations
of
the
business
organization.
Generating manual and IT systems in the workplace provides a more advantage in
terms of receiving, recording, processing, storing and transferring information.
The development of Lean Quality Management System is one of the quality

management approaches that address the business setting at present. It was
developed to:
(1) Save thousands of dollars each year by avoiding the waste associated with a
paper quality system,
(2) harness the creativity of employees while maintaining control of their
projects,
(3) Perform tasks that are clearly assigned, defined, communicated and focused,
(4) Spend less time managing the quality system and more time improving the
value stream,
(5) reduce training costs by integrating procedures with training,
(6) Provide a management system that provides the who, what and when, and
(7) Provide the metrics to drive your organization to ever-higher levels of
performance and success which works just as well for small as large companies
(Lean Software Quality Management).
The Lean Value Chain of Production System Model below illustrates how
companies at present gain competitive advantage by adding value to the overall
operation of the organization through efficient production system (2006).
Business firms that utilize the value chain management strategy also consider
increasing the companies' relationship with its shareholders by separating the
business system into a series of value-generating activities, namely:
(a) Inbound logistics,
(b) Operations,
(c) Outbound logistics,
(d) Marketing and sales, and
(e) Customer service.
In effect, from the receiving and warehousing of raw material from the suppliers,
all throughout the manufacturing and production process, as well as in the entire
the distribution and sales of finished goods, the value-generating activities are
supported by the infrastructure of the firm, its human resources management, and
the
technology
it
uses
(2005).
The lean machine is known in the ease of its use and installation as well as its
cost
effectiveness in dealing with wastes in most quality systems thereby saving time
and money for the software. It can integrate information, reports, graphs, and
other tools that work together to simplify and deliver information for improved
business operations which minimize the time spent on other software programs ().
Training and Development Plan
Business organizations nowadays offer two-way learning experience within the
company between the employers and the employees. Employers benefit largely
from trainings that they offer to staff and members of the firm given that the
expected knowledge and skills were learned through the organizations venture on
their human resources. At the best possible results, the organization will gain
competitive attitude in the business world by housing in competitive and qualified
workers. Employees on the other hand, are given the opportunity to improve on
their work capabilities as qualified and productive members of the modern and
information
age
work
force.
Ensuring employee performance requires establishing a level of competence
which the employee should be aware of as a target to be achieved. This is the
measure to be used by managers in determining compliance with the standard and
in identifying problems met by the employees in meeting the standard. In
developing a training program to enhance the productivity of employees the
manager will look at the competency problems of the employees and fashion the
program to enable the employees to reach and even exceed the competency
standard established for their work. This requires a great amount of
perceptiveness on the part of the manager in determining what method of training

will be most effective in improving employee competence. Some of the training
includes computer software training, internet-based training and self-teaching by
encouraging innovativeness in the workplace (1998).
Employers need to enrol their staff in annual or quarterly training courses to
upgrade their skills and enrich their knowledge so as to foster individual and
personal development and improvement. Possibilities of promotion through their
acquired knowledge and improved skills as competitive employees should always
be reminded
to the staff as a form of motivation to encourage productive outputs.

Incentives in the form of financial aids like bonuses and other material
compensations as well as intrapersonal rewards such as positive critical feedbacks
and recognition should be endorse by the company to boost confidence and
motivate the employees. This in turn will also be profitable to the organization
itself due to increased output of the work force.
It is also apparent that equal relations between the employer and the employees
should be practiced to encourage productivity in the business organization.
Enhancing good working relations among all the employees and preserving a
good working environment and atmosphere ideally, will provide harmonious
relationship inside the business organization. Maintaining such condition within
the office will elicit productivity from the employees as they enjoy their duties of
accomplishing their
tasks and will help in reducing stress and eventual burnout in the workplace.
Encouragement of wider work responsibility of basic skills such as development
and learning courses should be given to employees on specified times of the year.
This will restore fresh knowledge to old employees. In the case of newly hired
staff, more comprehensive and rigorous training exercises should be applied to
better prepare them of the workloads they will be responsible of in the actual
business transaction and work process. Promoting individual competence and
competitiveness among the staff and other members of the organization will be of
benefit to the company since this will uphold and advance the initiative work
attitude.
Team building exercises wherein work peers as well as the supervisors will be
participating should be regularly held. Bonding activities like out of town trips
can be psychologically helpful to all the employees that will elicit bond among
the people inside the company as well as for the employers to know their work
team.
Since workplace learning and training programs in business organizations is a
common practice nowadays, more trust should be given to the work team of the
company. Entertaining and respecting solicited opinions and ideas of ordinary
employees will be of help in setting the corporate goals of the company since the
staff is encouraged to think as owners of the business enterprise.
SCOPE & ACTIVITIES OF PRODUCTION MANAGEMENT
There are two types of scope & activities of production management:
1. Strategic level.
(a) Design & development of new product.

(b) Process design & Planning
(c) Facilities location & layout planning
(d) Design of material handling
(e) Capacity planning
2. Operational level.
(a) Production Planning

(b) Production Planning
(c) Inventory Control
(d) Product maintenance & replacement
(e) Cost Control & Cost Reduction
ROLE AND SCOPE OF PRODUCTION MANAGEMENT

Production Management
Concept:
Production management is the process of designing, manning operating,
servicing, and
Centralizing the activities of a manufacturing organisation, responsible for the
actual transformation of material inputs into marketable finished goods.
Production planning and control which is an integral and important part of the
Production Management has to play a vital role. Production management is to
decide the objectives of production. This will involve all the functions of
planning, organising, directing and controlling the production activities from the
short term and long term aspect.
Production management is a sub-system of the business organisation. Production
management is what a production manager does. The production managers role
is that of a decision maker. After he has planned allocation of inputs, the creation
of value through production process can begin. Once the production processes are
started, it must be controlled. The control involves observing results and checking
that they
confirm to the original plans. The management is to plan, organise, direct and
control the production activities of a business concern.
In general, transformation processes can be categorised as follows:

Physical in manufacturingraw material into a product
Location in transportationsand from sea beach to construction site
Exchange in retailingfrom product sell to price
Storage as in warehousingfishes in cold storage for future use.
Physiological as in health carefitness instructions
Information as in telecommunication and educationlessons by teachers.
Scope of Production Management

The scope of production management with various areas of Business
Organisation as are follows: The basic functions of Business Organisation are
Finance, Marketing, Finance and
Production and Industrial Engineering.
1. Finance and Production:
Finance provide the necessary funds for the maintenance of Production and
Marketing activities. Funds not only comes from the sale of goods and services
but also acquired through loans from banks and other financial institutions, sale
of stock investment and income.
2. Marketing:
The object of production activity is to provide inputs which include raw
materials men, machine, operating supplies, semi-finished products, water, and
power and place etc. the inputs are assembled and changed to finished goods
thereby creating value. The finished products and services are available so that
the marketing functions can be utilised to provide, sell and distribute them. Thus
production and marketing are separate yet inter-dependent functions in business.
3. Personnel and Production:
The personnel function in any business organisation is mainly concerned with all
matters related to manpower as an input system of business organisation. From
the view point of the production manager following are the various areas of
mutual interest.
(i)
Recruitment and selection
(ii)
Training and development of employees
(iii)
Labour relations
(iv)
Safety
(v)
Wage and salary administration including various incentive Programmes.
(vi)
Motivating employees to give their best
4. Production and Industrial Engineering:

This department is responsible for translating the ideas developed in research and
development, marketing research into realities. The main object is to search for
the
most efficient way of producing products under certain constraints such as
material, manpower, machines, money etc.
1. Job Production:
In Job Production the whole product is looked as one job which is to be
completed before going on to next. The most common examples are building a
ship or a large civil engineering construction job. Job production is hot confined
to large projects, it could be the making of a special piece of equipment or a tool
2. Batch Production:
If qualities of more than one are being made, it is sometimes convenient to split
the production into a series of manufacturing stages or operations. Each operation
is completed as one of the single items being made, before the next operation is
started. In this way a group of identical products, or a batch are made, which
move through the production process together.
3. Flow Production:
When there is continuous demand for a product, it is sometimes worthwhile
setting-up facilities to make that product and no other product. In these
circumstances flow production may be the best way of operating. Here the
manufacturing is broken down into operations, but each unit moves, or flows,
from one operation to the next individually, and not as one of a batch examples
are motor manufacturing, fertiliser, pharmaceutical and urea manufacturing. Since
only one product is being made there are no problems about priorities, but it is
necessary to balance the work load at all stages of manufacture. Examples are
motor car manufacturing.
5. MASS PRODUCTION
One option is to use mass production to produce your muffins. Mass production
allows you to make massive amounts of muffins in a very efficient manner
utilizing machinery, assembly lines and specialized labour. Each employee will
be assigned a specialized task.
You'll have employees that are responsible for putting the ingredients into
industrial mixers and employees responsible for monitoring the baking process.
You'll also have employees who monitor the quality of the muffins as they leave
the ovens and employees who package the muffins. Other employees will
transport the packaged
muffins to your shipping department for distribution to your retailers. This is a

type of flow production where all production activities flow smoothly in one
direction throughout the factory.
6. FLEXIBLE MANUFACTURING SYSTEM

You've looked into purchasing a flexible manufacturing system, but don't have
the cash to do it right now. A flexible manufacturing system would allow you to
almost completely automate your muffin manufacturing. Flexible manufacturing
systems usually increase productivity and reduce costs in the long run. It also
leaves the boring part of the job to the machines.
7. JUST-IN-TIME PRODUCTION
You pride yourself on your organic muffins. Since you want to keep the same
level of quality when you go national, you are looking into just-in-time
production. When using just-in-time production, you will not need to keep
much inventory of muffins beyond what has been ordered by your retailers. This
not only keeps your muffins fresh, but your business partner happy because it also
means you won't have a bunch of cash tied up in flour, yeast and blueberries until
you need them.
Functions of Production and Operations Management:

1) Technology Selection and Management:
This is pertaining to long term decision with some spill over into the intermediate
region. Although it is not immediately connected with the day to day short term
decisions handled in the facility plant, it is an important problem to be addressed
particularly in a manufacturing situation in an age of technological advances, so
that an appropriate choice is made by a particular organization to suit its
objectives, organizational preparedness and its microeconomic perspectives.
2) Capacity Management:
The capacity management aspect once framed in a long term perspective revolves
around the matching of available capacity to demand or making certain capacity
available to meet the demand variations. Capacity management is very important

for achieving the
Organizational objectives of efficiency, customer service and overall

effectiveness. While lower than needed capacity results in non-fulfilment of some
of the customer services and other objectives of the production operations system,
a higher than necessary capacity results in lowered utilization of resources. There
could be a flexibility built into the capacity availability but this depends upon
the technology decision to some extent and also on the nature of the production
/ operation system, a higher than necessary capacity results in lowered utilization
of resources.
As the product variety increases, the systems of production / operations change in
a system characterized by large volume low variety, one can have capacities of
machinery and men which are inflexible while taking advantage of the repetitive
nature of activities involved in the system.
3) Scheduling:
Scheduling in another decision area of operations management which deals with

the timing of the various activities time phasing of the filling of the demands or
rather the time phasing of the capacities to meet the demand as it keeps
fluctuating, it is evident that as the span of fluctuations in variety and volume gets
wider the scheduling problem assumes greater importance. Thus in job shop (i.e.
tailor made physical output or service) type operations system, the scheduling
decisions are very important which determine the system effectiveness (eg.
Customer delivery) as well as the system efficiency (i.e. the productive use of
machinery and labour)
4) System Maintenance:
The fourth area of operations management is regarding safeguards that only
desired outputs will be produced in the normal condition of the physical
resources and that the condition will be maintained normal. This is an important
area whereby vigilance is maintained so that all the good work of capacity
creation, scheduling etc. is not negated. Technology and / or process selection and
management has much to contribute towards the problem. A proper selection and
management procedure would give rise to few problems. Further the checks
(quality
Checks, physical / non-physical output) on the system performance and corrective
action (ex-repair of equipment) would reduce the chances of the desired output
being served. In a manufacturing industry there may be physical defects. In
service operations, it could be a breach of confidence of the customers like the
stealing of credit and accounts of the customers.
Functions of Production Manager:
The functions of Production Manager, like any other manager involves the
following six steps:
i.
Organising
ii.
Planning
iii.
Directing Operations
iv.
Controlling Results
v.
Appraising Performance
vi.
Improving Effectiveness
I.
Organising:
The first task in developing an effective production planning and control group is
to organise all the significant factors affecting the departments activities. The
production planning and control function must have a solid framework which has
purpose, direction and continuity in order to help maintain the basic structure of
the department as operation changes take place over the years. Without this
framework, the department would not be properly integrated with company
objectives. The following, in brief, enumerates the organising activities:
(a) Obtain a statement of corporate objectives from top management.

(b) Prepare a statement of departmental objectives
(c) Develop a policy manual for the production planning and control
(d) Draw up a department organisation chart.
(e) Evolve departmental job descriptions.
(f) Compile a system and procedures manual.
(g) Introduce a manpower rating and inventory system.
(h) Establish basic criteria for the management of developmental Performance.
ii.Planning:
The role of planning is a multiple one. However, one of the basic purpose that it
serves to is relate the organisation to actual operations. Effective direction,
control, appraisal and improvement of operations cannot be done, no matter how
well the production department is organised, unless the activities are first
planned. To try to operate without continuous planning on both-a short and a

long-range basis will lead to results which are far less than the optimum that is
achievable. The following gives the elements or steps that are part of the overall
concept of production, planning and control; hence they should be integrated with
each other, as well as with the elements of other managerial skills.
(a)Prepare a statement of long and short term planning requirements.
(b)Develop operating plans (short and long term).
iii. Direction:
The production planning and control manager must direct the activities of his
people within the framework of the total organisation, the manner in which it is
done will determine the precision and effectiveness of the plans themselves, as
well as the quality and value of the organisational planning
Some of the basic elements that are essential to success in directing the activities
are:
(a)Effective decision making.

(b)Effective communication and delegation.
(c)Effective motivation and supervision
(d)Effective coordination and unification.
iv. Controlling:
Control serves to ensure that the activities will be carried out in accordance with
the Plans. Without effective control of his operations, the manager may find that
his planning and organising are in vain. Basic steps for control are:
(a)Measurement of progress and results.

(b)Comparison of results with plans
(c)Taking corrective action, if called for.

v. Appraising Performance:
Appraisal is primarily aimed at evaluating the results of operating plans on a
continuous basis. In other words, the performance measured in the control phase
of management is reviewed, then thoroughly analysed to establish the cause of
any deviation, so that the proper changes can be made in either plans or practices.
Appraisal and control, are of course, very closely allied and are often considered
to be the part of thesame management.
The appraisal of result consists of:
(a)The analysis of variances
(b)Performance evaluation.
vi. Organisation of Production Department:

The Production Department Organisation varies from industry to industry. It
depends on the type of product, quantity of product, manufactured, quality of
product, number of people working etc.
Factors of Production:
The economics aspect of production can be analysed by studying the factors of
production. The inputs are conventionally called factors of production: Factors
of production are essential elements which co-operate with one another in the
production process. These are divided into four categories viz: Land, Labour,
capital and entrepreneurship.
(i)
Land:
It refers to all natural resources which are free gifts of nature and includes soil,
rivers, waters, forests, mountains, mines seas, climate, air, sun etc.
(ii)
Labour:
Human efforts or work done mentally or physically with the aim of earning
income is known as labour. The compensation given by labourers in return for
their work is called wages. The Land and Labour are the primary factors of
production as their supplies are determined more or less outside the economic
system.
(iii)
Capital:
See the inputs or man made goods which are used for further production of
wealth are included in capital. An increase in the capital of an economy means an
increase in the productive capacity of the economy.
(iv)
Entrepreneur:
An entrepreneur is a person who organises the other factors and undertakes the
risks along with uncertainties involved in the production. The entrepreneur hires
the other three factors, brings them together, organises and co-ordinates them so
as to earn maximum profit. An entrepreneur acts as a boss and decides how the
business shall run. The Entrepreneur hires and organises other factors for
producing goods and services, he pays them compensation in the form of wages
to labour; rent to landlord and interest to the owner of capital. The balance goes to
entrepreneur in the form of profit which he gets for rendering entrepreneurial
services. Production is the result of combined and joint efforts of the four inputs
and production as output. Similarly services rendered by the factors of production
are known as factors services and compensation received by them in return as
factor income. Factor income is also
known as factor payment from enterprise point of view because the same is paid
by the enterprise or production unit.
Types of Production:
There are three types of production depending on the quantity of articles
produced and the nature of their manufacture the types of production can be
classified into three categories viz., piece meal system lot system and mass
production system.
(i)
Piece Meal Production System:

It is characterised by the output of small quantities of articles of diverse
nomenclature. On the piece production system each article is made by
consecutive operations specified in the flow process charts.
(ii)
Lot Production System:

It is characterised by the output of recurrent batches of articles. It is sub-divided
into small lot and large lot production. The lot production process is based on the
principles of parallel consecutive operations, sub-divided into separate elements.
Lot production is recorded in operating process charts.
(iii)
Mass Production System:

It is characterised by manufacturing one type of article in large numbers. The
mass production process is based on the principle of parallel operations. In
mass production greater efficiency of labour is achieved due to high
specialisation. Similar types of Production can also be classified as under;
(a) Line Production:

The main characteristics of line production are the use of line layout, and the
minimisation of the transfer quality. Line production can be used for matching
in all industries and also for assembly. Although the term line production can be
used in a general sense to cover several of variants described below, one
particular established product. Because the work centres in this case are left
permanently set-up, run and set-up frequencies are low. Because the machines are
adjacent and in the transfer quantities of one can be used, and transfer frequencies
are therefore very high.
(b) Line Batch Production:
Line layout can also be used for families of similar items of established design
which are all tooled to use the same machines or assembly line in the same
sequence. In this case, batches of the different components follow each other
down the line, each machine being reset as it completes the last item in a run. The
transfer quantity is again minimised but cannot achieve the high transfer
frequencies obtained with pure line production. In this instance the capacities of
the different station on the line are balanced to the total requirements of different
components at different stations on the line, there is generally some ebb and flow
of work in progress stock between the machines.
(c) Group Batch Production:
Group batch production is characterised mainly by the use of group layout.

Because in this case all machining operations for each components in the group
family are controlled by one supervisor, it
Is possible to start some operations before the previous operations are completed,
but it is generally impossible to achieve the high transfer frequencies attainable
with line production.
(d)Functional Batch Production:

It is characterized mainly by the use of functional layout. Due to the
administrative complication with this type of layout. It is generally essential to fix
the same values for order, run, set-up, and transfer quantity for each component
processed. This type of production is therefore generally accompanied by very
low rates of stock turnover.
(e)Line Jobbing Production:
Jobbing production is a type in which the product design is not established, but is
only known with the customers order is received. Where there is specialisation in
the type of product for which orders are accepted, line production can still be
used. It is much more difficult to achieve a balanced line, and such devices as
variable overtime for different parts of the line may have to be used to maintain
balance and minimise the stock between stations.
(f) Group jobbing Production:

In this instance group layout is used, each group being equipped to produce a
general type of product.
(g) Functional Jobbing Production:
Functional jobbing production finally is jobbing production with functional
layout. Because production is infinitely variable, it is probably impossible to
design a classification system which will cover all possible differences, even in
simple production systems. In most companies there is a wide variety of flow
types, and the type varies according to the level which is being examined and
from one process to the next. In spite of these difficulties the above classification
has been found in practice to give a useful indication of the general type of
material flow in use.
Basic Approaches to production Management:

Three main approaches in modern production management are:
1. The Decision Theory Approach

2. The Systems Approach
3. The Contingency Approach
1. The Decision Theory Approach:
It has adopted elements from decision theory. The approach is based upon the
assumption that there is a general decision and problem hierarchy which provides
a logical structure to describe the subjectProblems which fall outside the
hierarchical structure tend to be looked as non-production management problems.
The approach is oriented towards the decision maker and the ambition is to
provide the decision maker with a set of techniques that makes rational decisions
possible for example, the first decision is the decision as to which process
orientation is the best. The process can be made other process design decisions
must follow. This includes selection of equipment, detailed design of the process,
make or buy decision facility location and the way in which the process facilities
are laid out or decisions that follow subsequently. Then the focus is shifted to the
work station. Once the process has been designed it must be scheduled operate
land control. A fore caste is required to draw
the schedule. Routine inventory planning and control system must be employed.
Finally the quality of product must be periodically sampled to ensure that actual
output complies with process objectives.
2. The Systems Approach:

The system approach is characterised by the use of the general systems theory
framework. Systems theory helps us to get insides into the overallstructure of
production management problems. It tends to be a strong instrument for
description and it has some sort of analytical appeal. It emphasis a total few rather
than isolated problems. It has been demonstrated that the most common approach
includes the idea that we are dealing with two separate systems: a production
system and a decision and information system. The decisions can be categorised
into two groups those related to the design of the system and those related to the
control of the system. The design of the system includes problem areas such as
the selection and design of products, selection of equipment and process, job
design, location of the system and facility layout. The control of the system
includes inventory control, production control, maintenance, quality control,
labour control and so on
.
3. The Contingency Approach:
This approach is characterised by the assumption that there are some important
contingencies determining the relevance of different problems and therefore
determining the problem structure in a given situation. The contingency approach
seems to offer a significantly better instrument for description as well as better
framework for explanation and prediction concerning management problems.
However, it is not based on imperial dates.
PRODUCTION PLANNING & CONTROL (PPC)
PPC is the powerful tool available to the management to achieve the stated
objective. Production planning starts with the analysis of data like demand &
delivery schedule etc.& the basis of information available and resources like
machine, material & men.
So, PPC is the process of directing & coordinating of firms resources towards
attaining prefixed goal.
FUNCTIONS OF PPC
1. Material Function
2. Machine & Equipment
3. Methods
4. Routing
5. Estimating
6. Scheduling
7. Dispatching
8. Expediting
9. Inspection
10.Evaluation
The main functions of PPC are the coordination of all the activities, which exist
during
production
or
manufacturing.
Materials: This function is concerned with ensuring that the Raw material,
standard finished parts, finished parts of products must be available while starting
the
operation
within
the
time.
Methods: This function is concerned with the analysis of all methods of
manufacturing and selecting the best appropriate method according to the given
set
of
circumstances
and
facilities.
Machines and equipment: It is important that methods of manufacturing should to
be related to the available production facilities coupled with a detail study of
equipment replacement policy. This function is concerned with the detailed
analysis of the production facilities, maintenance procedures and equipment
policy.
Routing: It refers to the flow of sequence of operation and processes to be
followed in producing a particular finish product. It determines manufacturing
operation
and
their
sequence.
Estimating: This function is concerned with estimation of operations time. The
operation time can be worked out once the overall method and sequence of
operation is fixed and process sheet for each operation is available.
Loading & Scheduling: It is important that machine should be loaded according
to their capabilities performance the given and according to the capacity. It is
concerned with preparation of machine loads and fixation of starting and
completion
dates
for
a
particular
operation.
Dispatching: It means the assignment of work to different machines or work
places which involve authorities to start of production activities in order of their
priority
as
determined
by
scheduling.
Expediting: It is also called Follow Up or Progress. Follow up which regulates the
progress of materials and parts through the production process. It is closely
interrelated with activities of dispatching.
Inspection: It is an important control tool. Its assessment is important in the

execution of current program and planning stage of undertaking when the
limitations of the processor, method and manpower are known. It forms a basis
for future investigations with respect to method, process etc. which is useful for
evaluation
phase.
Evaluating: This is the integral part of control function. The evaluating function is
concerned with providing a feedback mechanism on the long term basis so that
the past experience can be evaluated with the aim of improving utilization of
method and facilities
Production planning and Control department is one of the important department
for the apparel manufacturing company. In the context of the apparel
manufacturing primary roles of the Production Planning and Control (PPC)
department has been listed below. Each functions has been explained briefly just
overview about the task. To know details about the task read related articles.
Job or Task Scheduling: Preparation of time and action calendar for each order
from order receiving to shipment. The job schedule contains list of tasks to be
processed for the styles. Against each tasks planner mentions when to start a task
and what is dead line for that task. Name of responsible person (department) for
the job is being listed. For example, scheduling planned cut date (PCD), line
loading date etc.
Material Resource Planning (Inventory): Preparation ofMaterial requirement
sheet according to sample product and buyer specification sheet. Consumption of
material (fabric, thread, button, and twill tape) is calculated and estimated cost of
each material.
Loading production: Planner defines which style to be loaded to the production

line and how much quantity to be loaded.
Process selection & planning: Processes needed to complete an order vary style
to style. According to the order (customer) requirement PPC department select
processes for the orders. Sometime extra processes are eliminated to reduce cost
of production.
Facility location: Where a company has multiple factories (facilities) for
production and factories are set for specific product, planner need to identify
which facility will be most suitable for new orders. Sometimes there may be a
capacity shortage in a factory, in that case planner need to decide which facility
will selected for that orders.
Estimating quantity and costs of production: Planner estimate daily production

(units) according to the styles work content. With the estimated production figure,
production runs and manpower involvement planner also estimate production cost
per pieces.
Capacity planning: PPC department plays a major role during order booking.
They decide (suggest) how much order they should accept according to their
production capacity. Allocating of total capacity or deciding how much capacity
to be used for an order out of total factory capacity. Regularly updating factories
current capacity (production capacity.
Line planning: Preparing detailed line planning with daily production target for
the production line. Most cases line planning is made after discussing with
production team and Industrial engineers.
Follow up and execution: Whatever plan is made is executed by PPC
department. PPC department keeps close look whether everything is progressing
according the plan. Chasing other department heads on daily basis to keep plan on
track. They update order wise completed tasks on the Time & action
Calendar. When they found something is going to be late they expedite and
create an alarm about the delay.
FACTORS EFFECTING PRODUCTIVITY
Fig.3
1.
2.
3.
4.
5.
6.
7.
8.
Technical factors,
Production factors,
Organizational factor,
Personnel factors,
Finance factors,
Management factors,
Government factors, and
Location factors.
1. Technical factors: Productivity largely depends on technology. Technical factors

are the most important ones. These include proper location, layout and size of the
plant and machinery, correct design of machines and equipment, research and
development, automation and computerization, etc. If the organization uses the
latest technology, then its productiveness will be high.
2. Production factors: Productivity is related to the production-factors. The

production of all departments should be properly planned, coordinated and
controlled. The right quality of raw-materials should be used for production. The
production process should be simplified and standardized. If everything is well it
will increase the productiveness.
3. Organizationalfactor: Productivity is directly proportional to the organizational

factors. A simple type of organization should be used. Authority and
Responsibility of every individual and department should be defined properly.
The line and staff relationships should also be clearly defined. So, conflicts
between line and staff should be avoided. There should be a division of labour
and specialization as far as possible. This will increase organization's
productiveness.
4. Personnelfactors: Productivity of organization is directly related to personnel

factors. The right individual should be selected for suitable posts. After selection,
they should be given proper training and development. They should be given
better working conditions and work-environment. They should be properly
motivated; financially, non-financially and with positive incentives. Incentive
wage policies should be introduced. Job security should also be given. Opinion or
suggestions of workers should be given importance. There should be proper
transfer, promotion and other personnel policies. All this will increase the
productiveness of the organization.
5. Financefactors: Productivity relies on the finance factors. Finance is the lifeblood of modem business. There should be a better control over both fixed capital
and working capital. There should be proper Financial Planning. Capital
expenditure should be properly controlled. Both over and underutilization of
capital should be avoided. The management should see that they get proper
returns on the capital which is invested in the business. If the finance is managed
properly the productiveness of the organization will increase.
6. Managementfactors: Productivity of organization rests on the management

factors. The management of organization should be scientific, professional,
future-oriented, sincere and competent. Managers should possess imagination,
judgement skills and willingness to take risks. They should make optimum use of
the available resources to get maximum output at the lowest cost.
7. Governmentfactors: Productivity depends on government factors. The

management should have a proper knowledge about the government rules and
regulations. They should also maintain good relations with the government.
8. Locationfactors: Productivity also depends on location factors such as Law and
order situation, infrastructure facilities, nearness to market, nearness to sources of
raw-materials, skilled workforce, etc.
Human resource Department
PARTNERS
HR DEPARTMENT
MANAGER
The role of Human resource department is in charge of recruiting, training, and

the dismissal of employees in an organisation.
Recruitment and selection

Training programmes
Manpower Planning
The HR department needs to think ahead and establish the number and skills of
the workforce required by the business in the future. Failure to do this could lead
to too few or too many staff or staff with inappropriate needs.
Dismissal and Redundancy (retrenchment)

Dismissal is where a worker is told to leave their job due to unsatisfactory work
or
behaviour.
Redundancy is when the business needs to reduce the number of employees either
because it is closing down a branch or needs to reduce costs due to falling profits.
It may also be due to technological improvements, and the workers are no longer
needed.
Marketing department
PARTNERS
MARKETING
MANAGER
ASSISTANTS
These are the main section of the market departments:
Sales department is responsible for the sales and distribution of the products to
the different regions.
Research & Department is responsible for market research and testing new
products to make sure that they are suitable to be sold.
Promotion department decides on the type of promotion method for the
products, arranges advertisements and the advertising media used.
Distribution department transports the products to the market.
Finance Department
PARTNERS
FINANCE MANAGER
Book
keeping
procedures
keeping records of the purchases and sales made by a business as well as capital
spending.
Preparing
Final
Accounts
Profit and loss account and Balance Sheets
Providing
management
information
Managers require ongoing financial information to enable them to make better
decisions.
Management
of
wages
the wages section of the finance department will be responsible for calculating the
wages and salaries of employees and organising the collection of income tax and
national insurance for the Inland Revenue.
Raising
Finance
The finance department will also be responsible for the technical details of how a
business raises finance e.g. through loans, and the repayment of interest on that
finance. In addition it will supervise the payment of dividends to shareholders.
Working Capital
Working capital refers to that part of the firms capital which is required for
financing short term or current assets such as cash, marketable securities, debtors
&inventories. Funds thus invested in current assets keep revolving fast & are
being constantly converted into cash & this cash flow out in exchange for current
assts. Working capital is the amount funds necessary to cover the cost of
operating the enterprise.
Operating Cycle
In a manufacturing company the operating cycle is the length of time necessary to
complete the following cycle of events:
a)
b)
c)
d)
e)
Conversion of cash into raw materials;

Conversion of raw materials into work in process;
Conversion of work in process into finished goods ;
Conversion of finished goods into account receivables;
Conversion of account receivables into cash.
QUALITY CONTROL
DEPARTMENT
Quality control in its simplest term refers to control of quality during the
manufacture. Both quality control and inspection are envisaged to assure the
quality
in entire area of production process. Inspection is a function of determining the
quality. When quality becomes effective, the need for inspection decreases.
Hence,
the quality control determines the cause of variation in the characteristics of
products and gives solutions by which these variations can be controlled. It is
economical in its purpose, objective in its procedure, dynamic in its operation and
helpful in its treatment.
SCOPE
The quality control department is mapped to execute at the areas of incoming
materials acceptance, sub-contract components acceptance, manufacturing
process,
assembly in process, calibration and certification of measuring instruments both
in
house and external, calibration and certification of all out going products of the
unit.
The department also conducts systematic analysis of feedbacks from both internal
PARTNERS
MANAGER
and external origin. The department conducts customer complaint analysis and
suggests / insists the corrective action.
OBJECTIVES
The total quality management department sets its measurable quality objectives
for
every year. These objectives ensure that requirements of the products are not only
identified and met with, but also constantly reviewed and improved. The quality
objectives are communicated to all the employees in the department by displaying
it
in the key areas. The measurable objectives are set taking into consideration of
the
following.
Reduce internal losses due to scrap rejection and rework.
Reduce external losses due to service cost.
Maximize the customer satisfaction
PURPOSE
To ensure the conformance of the incoming items or raw materials being
used for the production with the specified standards.

To ensure that the casting produced in the foundry department meet the
design standards.
To ensure documentation of the quality of the components and assembled
units by inspecting or testing.
To ensure the testing of end products for its conformation with the
specification.
This is carried out by inspecting the performance of the end
machine in a systematic manner as specified in the working instruction
manual.
To ensure the documentation of all inspection report.To ensure the procurement
of modern testing instruments and periodic calibration of the existing testing
facilities.
QUALITY CONTROL
The effectiveness of the quality control is measured with five parameters. The
average expected value per annum will be fixed by evaluating previous years
record and strategic measures will be planned to bring down it to a lower value
than
expected. These parameters will be analyzed monthly in UQC meeting for
necessary correction and preventive measures are taken to ensure its
effectiveness.
The measuring parameters are: Percentage loss of standard hours
Loss in rupees
Percentage loss in foundry product
Average warranty cost per machine
Average breakdown days per machine
QUALITY POLICY
Maintain QUALITY LEADERSHIP in all products and services.

TOTAL CUSTOMER SATISFACTION through quality goods and services.
Commitment of management of CONTINUALLY IMPROVE the quality
system.
To create a CULTURE among all employees towards TOTAL QUALITY
CONCEPT.
Total quality through PERFORMANCE LEADERSHIP.
SWOT ANALYSIS
A SWOT analysis is a structured planning method used to evaluate the

Strengths, Weaknesses, Opportunities and Threats involved in a project or in
a business venture. A SWOT analysis can be carried out for a product, place,
industry or person. It involves specifying the objective of the business venture or
project and identifying the internal and external factors that are favorable and
unfavorable to achieve that objective.
SWOT analysis is a simple but useful framework for analyzing organizations
strength & weakness, opportunities & threats that organization face. It helps
organization focus on your strength, minimize threats & take the greatest possible
advantage of opportunities available to the organization.
Strength
Well experience of promoters.

Location of the industry.
Proximity towards market.
Brand name of the industry.
Complete involvement of all the promoters in the entire affairs of the company.
Fully committed &responsible staff members.
Advantage of direct selling.
Strategic approach towards relationship marketing.
Differential pricing due to well managed supply chain.
Weakness
Disadvantage due to non-implementation of latest technology.

Lack of distinguishes between management &promoters.
Lack of full utilization of plant &machinery.
Concentration of consumers in only certain localities.
Non availability of market research data
Not going for certification of quality assurance.
Poor packing quality
Opportunities
Technological advancement.
Moving towards high value change.
Exporting of rice by improvement in quality.
Yet to penetrate the market.
Complete utilization of by-products.
Threats
Too many competitors.
Pricing pressure.
Well efficient &advanced competitors.
o
o
o
o
o
Government policies.
Privatization.
Globalization.
High competition from India and foreign companies.
Growth of private enterprises in the sector.
FINDINGS,
SUGGESTIONS
CONCLUSION
&
FINDINGS
Following are the important findings that were observed from the study:
The relationship between workers &management are cordial & friendly.
Workers are given the opportunity to their opinion in decision making.
There are developmental programs implemented for improving the skill of

workers.
Employees are interested in knowing about their strength & weakness from
superiors.
The formulation of organization structure is according to the nature & production

pattern of the company.
Management gives feedback to the workers on their performance &suggest ways
to improve their performance.
SUGGESTIONS
Adaption of latest technologies will bring greater efficiency.
Do more research in the market.

It is essential to adopt latest marketing strategies.
Restructure the pay packages of workers with a component of purchase.
Provide employee motivational activities.
Conduct meeting between management & workers at periodical intervals to

identify problem faced by them.
Provide suggestion box, so that the valuable suggestions of workers help

management to make personnel policies more development oriented.
RECOMMENDATIONS
Acquire certification of quality assurance.
Give out sample products to the customers and dealers.
Give to the dealers a reason to sell.
Be unique with a great USP (UNIQUE SELLING PRICE).
Reinvest the profit.
CONCLUSION
High and rising transportation costs on paint favor plants serving regional
markets. It is therefore reasonable to expect paint production to
expand most rapidly in those areas where demand greatly exceeds supply. This
has been the case in the Southeast, where output has grown at a far more rapid
rate than in the over-producing northern regions.
But since the area still produces only about half of its own demand for
paint products, further growth can be expected. Companies presently shipping
into the Southeast should consider investing in manufacturing facilities in
the region for increased profit. Companies whose sales areas are presently
restricted to other regions should consider moving into the unsaturated
southeastern
market by investing in production facilities within this area.
Bibliography & References

BOOKS:
PHILIP KOTTLER MARKETING MANAGEMENT
WEBSITES:
www.Conversionchamp.com
www.Slideshare.in
www.Wikipedia.com

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AN ORGANISATIONAL STUDY AT PAINTEX PAINT

MAHATHMA GANHDI UNIVERSTY-KOTTAYAM

Under the supervision of

MANGALAM COLLAGE OF ENGINEERING

Ettumanoor, Kottayam 686001

1|MANGALAM COLLAGE OF ENGINEERING, ETTUMANOOR

DEPARTMENT OF MANAGEMENT STUDIES

Head of the Department

2|MANGALAM COLLAGE OF ENGINEERING, ETTUMANOOR

3|MANGALAM COLLAGE OF ENGINEERING, ETTUMANOOR

I, SRUTHY LEKSHMANAN, (MBA, S3) Student of Mangalam collage of engineering,

4|MANGALAM COLLAGE OF ENGINEERING, ETTUMANOOR

On completion of my organizational study Training report, I feel deeply Indebted

5|MANGALAM COLLAGE OF ENGINEERING, ETTUMANOOR

6|MANGALAM COLLAGE OF ENGINEERING, ETTUMANOOR

7|MANGALAM COLLAGE OF ENGINEERING, ETTUMANOOR

INTRODUCTION TO THE STUDY

8|MANGALAM COLLAGE OF ENGINEERING, ETTUMANOOR

SCOPE OF THE STUDY

This study attempts a detailed analysis of the performance of PAINTEX in the

OBJECTIVES OF THE STUDY

9|MANGALAM COLLAGE OF ENGINEERING, ETTUMANOOR

Methods of Collecting Data

Define the objectives of the study

PERIOD OF THE STUDY

LIMITATIONS OF THE STUDY

There were difficulties in obtaining data from executives and managers

DOLPHIN MARKETING has been established as a paint manufacturing

When we consider organization as a process, it becomes the function of every

The term organization structure refers a machine of management, in its

Organization structure varies from industry to industry. According to the nature

It is the military type organization, where each department is generally a complete

Line& staff Organization

o Encourage technical expertise.

Organizational development is a collection of planned change, interventions built

DESIGN OF THE STUDY

Statement of the research

Area of the Study

TECHNIQUES OF DATA COLLECTION

Sources of primary data

Through telephone interview: This method of collecting information involves

Sources of Secondary data Published sources

Reports &official publications of international bodies, central and state.

Annual report of K.S.R.MILLS

Semi official publications

Records maintained by various government and private offices.

Studies made by research institutions, scholars etc.

Observation (Observation schedule).

Interview guide for non-directive and depth interviews.

Interview schedule &Opinion.

Paint is made up of a pigment, a binder to hold it together and appropriate

Global scenario of paint industry

THE WORLD COATING SCENARIO:

A very interesting trend is emerging in the architectural coatings segment, we are

DOLPHIN MARKETING has been established as a paint manufacturing

PAINT MANUFACTURING PROCESS

Paint is a term used to describe a number of substances that consist of a pigment

THE MANUFACTURING PROCESS

Instead of being processed in sand mills, up to 90 percent of the water-based

Thinning the paste

Paint manufacturers utilize an extensive array of quality control measures. The

Resistance of the colour to fading caused by the elements is determined by

Ellora Paints Pvt Ltd

Interior Wall Coatings