ORGANISATION STUDY OF TERUMO PENPOL PVT LTD,

THIRUVANANTHAPURAM

Submitted in partial fulfilment of the requirements for the award of the Degree of

MASTER OF BUSINESS ADMINISTRATION

Of the Mahatma Gandhi University

Submitted by,

ROHITH SURESH KUMAR

Reg: No: 100179

Under the guidance of

DR. ELIZBETH DEVASIA

May,2018

DC School of Management and Technology

Pulikkanam , Vagamon , Idukki 685503
Tel: 04869 – 248322, 248323

1
 DECLARATION

I hereby declare that the organization study of ‘TERUMO PENPOL PVT LTD,
THIRUVANANTHAPURAM’ submitted to Mahatma Gandhi University is a record of
the original work done by me and no part of it has been submitted earlier for any
Degree, Post Graduation or similar of any other university or institution.

Place: Pullikkanam Signature:

Date Name: ROHITH SURESH KUMAR

2
 ACKNOWLEDGEMENT

I would like to take this opportunity to express my sincere gratitude to all

those who have helped me throughout this organizational study. It gives
me immense pleasure to acknowledge all those who have rendered
encouragement & support for the successful completion of this work.

I extend my heartfelt thanks to MR. TINU MANIMUTHU, HR Executive

of TERUMO PENPOL PVT LTD, for providing me with all the details
needed for the project. I express my thanks to all officers & staff members
for their wholehearted co-operation & guidance.

I thank my family members & friends for their support & encouragement
throughout the project.

Finally & most important I thank almighty & for his blessing without
which this project could not have reached completion.

Place ROHITH SURESH KUMAR

3
 TABLE OF CONTENTS

CHAPTER NO. TITLE PAGE NO.

CHAPTER - 1 INTRODUCTION

CHAPTER - 2 INDUSTRY PROFILE

CHAPTER - 3 COMPANY PROFILE

CHAPTER – 4 ORGANISTION STRUCTURE

CHAPTER - 5 DEPARTMENT ANALYSIS

CHAPTER - 6 SWOT ANALYSIS

CHAPTER – 7 FINDINGS, SUGESTION &CONCLUSION

CHAPTER - 8 BIBLIOGRAPHY

4
 LIST OF FIGURES

SL.NO. TILTE PAGE NO.

1) ORGANISATIONL 24
STRUCTURE

2) PRODUCTION 40
DEPARTMENT

3) MARKETING & SALES 44

DEPARTMENT

5
 CHAPTER – 1

INTRODUCTION

6
INTRODUCTION
The Medical Electronics segment of this industry incorporates control, conversion, sensing,
processing, storage, display, and transfer of information on anatomy and physiology by making
use of the Electronics and Communication Technologies. The products range from wound
closure pads to stents and IVD machines of medical devices. Further, it can be reasonably said
that Medical Electronics is an area, where Electronics and Information Communication
Technology play a decisive role. The majority of companies manufacturing medical aids focus
on export. More than 60% of their total production is exported. Companies’ exports in this
field have doubled since 2003 and the area of their activity has expanded from the countries of
the European Union to the USA, South-eastern Asia and Russia. Products with added value are
increasingly applied, in other words, products involving a high level of research, such as
electronics and informatics. Blood product belongs to biological products and is a biological
active preparation, which collects healthy blood as the raw material and then is made through
biological process or separation and purification technologies.

Terumo Penpol personifies the story of a home grown R&D initiative commercialized
successfully. Practicing the concept of “ Quality First ” approach in manufacturing, Terumo
Penpol has been serving Blood Centers across the globe for more than 25 years. Partnering
with Terumo Corporation, Japan, a global leader in healthcare products, has enabled Terumo
Penpol to harness the combined strengths in Technology and Manufacturing to continue
redefining standards in Blood Transfusion.

1.1 IMPORTANCE OF THE STUDY

An organisation may be considered as a productive and planned system of individuals,

deliberately designed and coordinated for achieving common goal, effectively. Every
organisation is purposeful system. It is created and made functional for seeking the
purpose.

It is very clear that there cannot be any organisation without any purpose because the
organisation is used as a vehicle or means or an instrument for realising it. The study
aims at gaining knowledge and awareness on each department of an oraanisation. This

7
study is very beneficial for understanding strength, weakness, opportunity and threat of
the organisation and the result can be utilized for the development of the organisation.

Organization study will definitely lead to gain knowledge about the functional aspects
in detail. A study on all departments of the organisation helps to improve the existing
conditions and thereby giving an opportunity for overall improvement of the
organisation.

Organisation is one of the inevitable parts of the business and management. Threfre the
study of the organisation structure, management process and function etc. are very
significant as far as present day trend is concerned

The study is very important for knowing the following:

1. To have an idea about the products

2. To have an idea about the organisation structure of the company
3. To have an idea about the departmental functions of the company
4. To have an idea about the financial position of the company

1.2 Objectives of the study

a) To analyse the industry and company profile with an overview of the Strengths,
Weaknesses, Opportunities and Threats of the company

b) To examine critically the organizational structure of the company

c) To study and understand the various functional areas of the company

d) To analyse in depth the system followed in any one of the departments( to be decided
by the candidate based on his/her area of interest/ specialization or as per company
requirements for assignments undertaken for the organization)

e) To identify internal and external factors that affect Strengths, Weaknesses,

Opportunities, and Threats to activities or operations

8
1.3 RESEARCH METHODOLOGY

Research methodology is a science of studying how research is to be carried out. Essentially,

the procedures by which researchers go about their work of describing, explaining and
predicting phenomena. It is also defined as the study of methods by which knowledge is
gained. “In short, the search for knowledge objective and systematic methods of finding
solution to a problem in research “.A research design is the arrangement of conditions for
collection and analysis of data in a manner that aims to combine relevance to the research
purpose with economy in procedure”. In fact, the research design constitutes the blue print of
the collection, measurement and analysis of the data.

DATA COLLECTION

PRIMARY DATA COLLECTION

To collect unique and specific information through :

 Face to face interviews with personnel

 Interactions
 observations

SECONDARY DATA COLLECTION

Main sources of secondary data collection are:

 Company websites
 Published and unpublished records
 Official records

1.4 LIMITATIONS OF THE STUDY

 Busy schedule of the personnel, especially the department heads was a hindrance in
collecting the information.
 Non-cooperation of some of the employees in the company.
 The unavailability of the data which were kept confidential.
 Secondary data may contain errors or may be inaccurate and unreliable . Lack of
comparative data.

1.5 CHAPTERISATION

The report contains seven chapters namely:

9
Chapter 1 Introduction – Actually talks about the importance of the study, the
methodology used, the limitation of the study and also about the various objectives of
this particular study conducted in TERUMO PENPOL PVT LTD.

Chapter 2 Industrial profile – Actually talk about the various aspect related to the
bronze and metal industries. It also mention about the history of the industry.

Chapter 3 Company profile – Actually describe various aspects related to this

particular company which include the history of the company, the present scenario of
the company and also about the product and their profile.

Chapter 4 Organisational chart – Displays the hierarchy through the structure and
various post included in the particular hierarchy of the company.

Chapter 5 Departmental analysis- Talk about the departments present in the company
namely Human Resource department, Finance department, Production department,
Engineering department and Marketing department. And also about the various
functions of these particular departments.

Chapter 6 SWOT Analysis – Point out the Strength, Weakness, Opportunities and
Threat of the particular department.

Chapter 7 – Findings, Suggestions and Conclusion – Describe about the findings and
suggestions which has been obtained after conducting the study in TERUMO PENPOL
PVT LTD. The conclusion is also been given in this section of this particular report.

10
 CHAPTER - 2

INDUSTRIAL PROFILE

11
2.1 HISTORIC OUTLINE OF THE INDUSTRY

Terumo Penpol personifies the story of a home grown R&D initiative commercialized
successfully. Practicing the concept of “ Quality First ” approach in manufacturing, Terumo
Penpol has been serving Blood Centers across the globe for more than 25 years. Partnering
with Terumo Corporation, Japan, a global leader in healthcare products, has enabled Terumo
Penpol to harness the combined strengths in Technology and Manufacturing to continue
redefining standards in Blood Transfusion.

Peninsula Polymers (Penpol) Pvt Ltd., incorporated in 1983, was the brainchild of former IAS
officer, C. Balagopal. Captivated by a newspaper article on blood bag technology, the young
bureaucrat embarked on an entrepreneurial journey that led to pioneering steps in biomedical
device manufacture. Partnering with Sree Chitra Tirunal Institute for Medical Sciences and
Technology (known then as the Chitra Medical Centre), Penpol started production in its factory
in Trivandrum, Kerala, on 26th March 1987, with TTK Pharma as its sole sales agent. In 1989,
the company achieved some significant milestones like sending out its first export shipment,
and setting up its R&D division. In the mid-1990s, although the Indian economy had opened
up, imported medical equipment was still expensive. More importantly, such equipment could
not be serviced or repaired easily. Letting the winds of customer demand fill its sails, Penpol
started manufacturing blood transfusion and allied equipment in 1996, and, in 2001, the
company began its export.

In 1999, Penpol entered into a joint venture with the multi billion dollar Terumo Corporation of
Japan, and changed its name to Terumo Penpol. By teaming up with an international company
that had a reputation for unimpeachably superior technology and global marketing capability,
Terumo Penpol took yet another step towards becoming a world leader in developing and
manufacturing innovative devices, equipment and accessories for blood transfusion.Terumo
Penpol is part of Terumo Corporation, a Japanese company with JPY 489.5 billion in revenue
and presence in over 150 countries. Terumo has distinguished itself as a high quality
manufacturer of medical products, with 22 factories around the world and employs 19,934
people worldwide. Terumo is pioneering products of future like implantable left-ventricular
assist systems, artificial vessels, minimally invasive surgery devices, nano-capsules and more.

Terumo Penpol with an annual production of 30 million units, has become

the leading manufacturer of blood bags which are used in 80 countries. Its equipment

12
installations have today crossed 10,000 numbers. Enjoying the loyalty of around 1500-strong
workforce, this 28-year-old company has set its focus to be the market leader in Blood
Transfusion industry.At Terumo Penpol, Quality is a way of life, starting with material
procurement from world class sources, production adhering to Good Manufacturing Practices
(GMP), testing as per quality and safety standards, and installation followed by unique, TPL
customer care services. The quality management system of Terumo Penpol is certified
according to ISO 9001, 1SO 13485, European Standards EN 46001 and European Medical
Device Directive 93/42/EEC.

Twenty-eight years ago, Penpol came into being to fulfill its dream of uniting science and a
spirit of enterprise, to give millions of ailing people a new lease of life. Today, that vision
remains the pivotal point, as Terumo Penpol moves forward into the future as an innovative
enterprise operating in Blood Transfusion domain. With Terumo’s recent acquisition of
CaridianBCT, Terumo has become the world leader in Blood Management. The Blood
Transfusion division of Terumo is being re-organised under the newly acquired company
which has been renamed as Terumo BCT. The Apheresis and Cellular Therapy products of
Terumo BCT complements Terumo Penpol products to provide a full range of blood collection,
storage and processing solutions for Hospitals and Blood Centres in India and other countries.

The medical device market is dominated by imported products, which comprise of around 80%
of total sales. The domestic companies are largely involved in manufacturing low-end products
for local and as well as international consumption. Lately, many multinational companies have
established local presence by acquiring established domestic companies or starting a new
business. The Medical Devices and Equipment industry is growing at a faster annual rate of
15% than 10-12% growth seen in the Healthcare sector in its entirety. A rise in the number of
hospitals and the increased requirement for healthcare facilities creates a need for sophisticated
devices and equipment, which can provide accurate treatment to individuals.
The Medical Electronics segment of this industry incorporates control, conversion, sensing,
processing, storage, display, and transfer of information on anatomy and physiology by making
use of the Electronics and Communication Technologies. The products range from wound
closure pads to stents and IVD machines of medical devices. Further, it can be reasonably said
that Medical Electronics is an area, where Electronics and Information Communication
Technology play a decisive role. The majority of companies manufacturing medical aids focus
on export. More than 60% of their total production is exported. Companies’ exports in this

13
field have doubled since 2003 and the area of their activity has expanded from the countries of
the European Union to the USA, South-eastern Asia and Russia. Products with added value are
increasingly applied, in other words, products involving a high level of research, such as
electronics and informatics.
Blood product belongs to biological products and is a biological active preparation, which
collects healthy blood as the raw material and then is made through biological process or
separation and purification technologies. Blood products are irreplaceable in the application of
medical emergency and prevention and treatment to some specific diseases.

INDIAN SCENARIO
The medical device industry in India is presently valued at USD 5.2 Billion and is growing at
15.8% CAGR.1 Currently, India is counted among the top 20 global medical devices market
and is the 4th largest medical devices market in Asia after Japan, China and South Korea2 and
is poised to grow to USD 50 billion by 2025 as per some industry estimates. 3 The Indian
medical device market offers a great opportunity not only of its size, but also because of
encouraging policies and regulations that the Government has introduced to give a fillip to the
medical device industry. For instance, the government has overhauled the regulatory
framework for medical device in 2017 and has brought it at par with international norms by
introducing the concept of ‘risk-based’ regulation. The regulatory licenses issued for import,
manufacture or sale of medical devices have been made perpetual in nature to cut down on
unnecessary and time-consuming paper-work, in a bid to increase ease of doing business in
India.
Foreign direct investment in medical device manufacturing sector is permitted without any
prior approval from the government, allowing business to quickly scale-up existing operations
by infusing capital or engage in time-sensitive strategic acquisitions. The already robust
intellectual property rights regime in India has been strengthened further by tweaking of rules
for grant of patent and trade mark in the last two years. The Indian Government has also
introduced various fiscal measures to promote research, development, manufacturing and
import of medical devices. For instance, the Government has incentivized scientific research
and development by providing weighted deduction for the expense incurred on that front.
There is minimal or no import duty on certain medical devices.
International companies in this field are also using India as a manufacturing base by either
setting up facilities of their own or by acquiring domestic manufacturers. Some examples

14
include 3 M's manufacturing plant in Pune, Becton Dickinson's manufacturing facility in
Haryana, Hollister's setting up manufacturing facility in India and Philips Medical Systems'
acquisition of Medtronics and Alpha X-Ray Technologies. Medical Technology Parks have
been proposed by the Government of India in addition to the existing parks to encourage
domestic manufacturing of medical equipment. FDI inflow will spur R&D and manufacturing
innovations, in turn increasing the efficiency and effectiveness of medical electronic products.
Advancement of medical electronic product quality and associated successful diagnostic rates
are expected to create a spurt in adoption.

GLOBAL SCENARIO
Globally, approximately 75 million blood bags are collected annually by WHO. With the
increasing global demand for the blood bags and growth rate of its market being 15% annually,
the business for the potential investor is desirable and is expected to generate high returns from
the business. The investor would need to set up highly standardized plant as the demand for
these products largely depend on their quality. The blood bag manufacturing industry is now in
a growth stage. It is now witnessing high customer traffic. This particular industry goes hand in
hand with new technology. It also contributes a fair portion of revenue to the economy. The
blood bag system consists of single or multiple bags connecting with tubing, needle cover,
clamp etc. in recent times, the blood bag has become a conspicuous item and essential need of
hospitals and nursing homes to meet blood infusion emergencies.

The global medical devices market offers tremendous opportunity for U.S. manufacturers, as
well as significant challenges, for government policymakers seeking to support U.S. export
competitiveness in overseas markets. Creating new and sustained export opportunities for U.S.
companies will require a concerted effort to remove or diminish market access barriers, helping
U.S. firms to capture a larger share of the world import market. Encouraging and fostering
U.S.-based healthcare industries is critical to the future of the U.S. economy, which is why
medical technology is a National Export Initiative priority.

The Top Markets Report examines 57 different markets in terms of U.S. export history,
forecasted market risk and rewards for exporters of medical technology; per capita spending in
markets; and market size. This report uses a widely accepted definition of medical devices,
similar to that used by the World Health Organization (WHO) and the United States Food and
Drug Administration (FDA). Investment in medical device research and development more

15
than doubled in recent decades, and research and development investment in the domestic
sector remains more than twice the average for all U.S. manufacturers. Pharmaceuticals and
laboratory equipment are not within the scope of this report. The United States is expected to
continue to play a leading role in medical device research and development.

16
 CHAPTER - 3
COMPANY PROFILE

17
3.1 BRIEF OUTLINE OF BUSINESS
Terumo Penpol personifies the story of a home grown R&D initiative commercialized
successfully. Practicing the concept of “ Quality First ” approach in manufacturing, Terumo
Penpol has been serving Blood Centers across the globe for more than 25 years. Partnering
with Terumo Corporation, Japan, a global leader in healthcare products, has enabled Terumo
Penpol to harness the combined strengths in Technology and Manufacturing to continue
redefining standards in Blood Transfusion.
Peninsula Polymers (Penpol) Pvt Ltd., incorporated in 1983, was the brainchild of former IAS
officer, C. Balagopal. Captivated by a newspaper article on blood bag technology, the young
bureaucrat embarked on an entrepreneurial journey that led to pioneering steps in biomedical
device manufacture. Partnering with Sree Chitra Tirunal Institute for Medical Sciences and
Technology (known then as the Chitra Medical Centre), Penpol started production in its factory
in Trivandrum, Kerala, on 26th March 1987, with TTK Pharma as its sole sales agent. In 1989,
the company achieved some significant milestones like sending out its first export shipment,
and setting up its R&D division. In the mid-1990s, although the Indian economy had opened
up, imported medical equipment was still expensive. More importantly, such equipment could
not be serviced or repaired easily. Letting the winds of customer demand fill its sails, Penpol
started manufacturing blood transfusion and allied equipment in 1996, and, in 2001, the
company began its export.

In 1999, Penpol entered into a joint venture with the multi billion dollar Terumo Corporation of
Japan, and changed its name to Terumo Penpol. By teaming up with an international company
that had a reputation for unimpeachably superior technology and global marketing capability,
Terumo Penpol took yet another step towards becoming a world leader in developing and
manufacturing innovative devices, equipment and accessories for blood transfusion.Terumo
Penpol is part of Terumo Corporation, a Japanese company with JPY 489.5 billion in revenue
and presence in over 150 countries. Terumo has distinguished itself as a high quality
manufacturer of medical products, with 22 factories around the world and employs 19,934
people worldwide. Terumo is pioneering products of future like implantable left-ventricular
assist systems, artificial vessels, minimally invasive surgery devices, nano-capsules and more.

Terumo Penpol with an annual production of 30 million units, has become

the leading manufacturer of blood bags which are used in 80 countries. Its equipment
installations have today crossed 10,000 numbers. Enjoying the loyalty of around 1500-strong
workforce, this 28-year-old company has set its focus to be the market leader in Blood

18
Transfusion industry.At Terumo Penpol, Quality is a way of life, starting with material
procurement from world class sources, production adhering to Good Manufacturing Practices
(GMP), testing as per quality and safety standards, and installation followed by unique, TPL
customer care services. The quality management system of Terumo Penpol is certified
according to ISO 9001, 1SO 13485, European Standards EN 46001 and European Medical
Device Directive 93/42/EEC.

Twenty-eight years ago, Penpol came into being to fulfill its dream of uniting science and a
spirit of enterprise, to give millions of ailing people a new lease of life. Today, that vision
remains the pivotal point, as Terumo Penpol moves forward into the future as an innovative
enterprise operating in Blood Transfusion domain. With Terumo’s recent acquisition of
Canidian BCT, Terumo has become the world leader in Blood Management. The Blood
Transfusion division of Terumo is being re-organised under the newly acquired company
which has been renamed as Terumo BCT. The Apheresis and Cellular Therapy products of
Terumo BCT complements Terumo Penpol products to provide a full range of blood collection,
storage and processing solutions for Hospitals and Blood Centres in India and other countries.

19
3.2 NATURE OF PRODUCTS

1. BLOOD BAGS

 Signature product of Terumo Penpol

 The Terumo blood bag systems are high quality products designed for optimum blood
management during collection, separation, prevention and transfusion.

 TPL’s blood bag reaches a customer after undergoing 41 physical and biological tests
that ensures safety in use.

 Various types of blood bags manufactured by the company which caters to the patient
needs.

Features

 Equipment used in manufacturing processes are subjected to vigorous validation

procedures.

 Sterility assurance

 Advanced high frequency bag sealing technology

 Triple filtration of anti coagulant

 Advanced sheet extrusion technology

 Superior method of Packaging, Tubing, Labelling

 Triple bevel cut needle with ultra thin walled design.

2. DONOR STATION

 Safe, convenient and comfort for the donor .

 Special design helps in circumventing the chances of vasovagal attack.

 One touch switch allows low head position in case of vasovagal attack

Features

 Noise free operation ensures donor comfort.

 An interface to BCM is provided removing the need for separate power source.

 Easy manoeuvrability of the donor station with a locking provision for castor wheels.

 High donor comfort is provided with easy adjustment of swivel seat height and quick
fold arm-rest feature.

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 3. TUBE SEALER

 Minimizing contamination and haemolysis of blood and blood components.

 A design that meets all international safety requirements of EN61010-1 It ensures

safety against electrical shock hazards, fire hazards, mechanical hazards,
electromagnetic interference, etc.

 Portable tube sealer, dual head tube sealer are some of the common varieties.

Features

 RF technology to deliver wide, reliable, snap-apart hermetic seals of the most

exceptional quality.

 Compatible with tubes of various manufacturers

 Splash guard providing protection against blood splashes.

 Easy separation of the tube segments after sealing.

 High quality -Made of imported CE and UL marked components.

 Portable tube sealer characterised with no warm up time required, ergonomically

designed sealing gun.

4. COMPOSCALE & INTELLIGENT EXPRESSOR

 A design that meets the international safety requirements of EN 61010-1

 Easy conversion from weight to volume and vice-versa with visual indications

 Accuracy in balancing and maximizing the yield of blood components.

 Leakage free clamping

Features

 Prevents red cell contamination and maximizes platelet yield.

 Designed with both automatic and manual clamping modes.

 Accurate measurement of the volume and gravity of various blood components.

 User friendly system with LCD messages and LED indications.

 Easy conversion from weight to volume and vice versa with visual indications.

5. BLOOD BANK REFRIGERATOR

 The refrigerators are available in 165L, 300L and 600L capacity and with Metal and
Glass door option.

21
  The refrigerators come with condensate evaporator and automatic defrosting.

 Flexibility for different storage requirements

Features

 Heavy Duty lockable & swivel able Castor wheels

 Increased bag capacity

 The unique forced airflow system ensures uniform temperature to all units of blood
with maximum variation of +- 1ºC in all parts of the cabinet.

 Proven refrigeration engineering

 Environment friendly manufacturing

 Easy and constant temperature monitoring

6. CRYO BATH

 The Terumo Penpol Cryo Bath (CB 100) maximizes the quality and yield of
cryoprecipitate.

 Compartmentalized tray to keep the bags upright, thus preventing contamination

 Integrated system

Features

 Uniform and optimum thawing.

 Accurate temperature maintenance.

 Easy transportability- mounted on four castor wheels.

 Prevents contamination.

 Competitive bag capacity

7. PLATELET AGITATOR AND INCUBATOR

 The most advanced platelet storage system

 Platelet Agitator / Incubators provides a conducive environment for storage of platelet

recommended as per AABB standards.

 Safe storage of platelet concentrates by continuous agitation and controlled

temperature.

22
Features

 Uniform agitation ensures no platelet clumping and maximum viability of platelets.

 The agitation motion monitoring system allowing for improved safety.

 A visual and audible alarm system indicates a temperature and power failure.

 Helps increase platelet viability, post transfusion recovery and preservation of platelet
morphology.

8. PLASMA BATH

 Optimum thawing mechanism for plasma with a capacity of up to 12 plasma bags in

one thawing cycle.

 Compact table-top design saves space

 High yield of quality plasma

Features

 Multiple usage-Alternate use in laboratories as water bath and in component separation

rooms for the thawing of plasma

 Large bag capacity-up to plasma bags can be thawed in one cycle.

 Compartmentalized tray to keep the bags upright, thus preventing contamination

 Compact table-top design saves space

9. FILTER SYSTEM

 Designed for efficient leukocyte removal of red cell and platelet.

 Leukocyte removal filter helps to prevent WBC-associated transfusion reactions by

removing leukocytes in the blood components.

 Quality components during filtration with highly biocompatible polyurethane filter

material.

Features

 Highly porous filter

 Efficient leukocyte removal of red cell and platelets. Residual leukocyte content less
than 5 x 106

 Semi-transparent Filter Housing: Easy checking of filtration status

 Low Dependency on Storage Temperature

23
  Ensures around 90% recovery of cellular components

10. BLOOD TRANSFUSION SET

 Terufusion Blood Transfusion set ensures vein to vein safety.

 Sterility assurance level (SAL) 10-6

Features

 Smooth and effortless vein puncture.

 Easy spiking into the transfusion port.

 Smooth filtration and easy flow.

 Guaranteed removal of cellular debris and clots

11. AUTOMATIC COMPONENT EXTRACTOR

 Highly flexible automatic blood component extractor for the standardized processing of
blood components.

 Device is designed to be used with all common standard bag systems.

 Its top angled press with press position detection ensures high stability of layers during
extraction.

Features

 Standardized high quality blood processing.

 Automated data collection for complete process and product traceability.

 Component separation with Top-and-bottom (TAB) and Top-and-Top (Conventional)

type.

 Processing protocols allow a wide range of separation procedures

 It gives high quality, non contaminated products with maximum component yield

12. STERILE CONNECTING DEVICE

 TSCD-II accomplishes quick and safe tubing connections that maintain a functionally
closed system.

 Sterile welding of PVC tubes based on Terumo’s proprietary wafer technology

 Suitable for all types of connections, such as dry-dry, wet-dry or wet-wet connections.

24
  Avoidance of cross-contact or contamination because each wafer is discarded after
single use

Features

 Sterile welding of bags with shorter tube length.

 Robust clamp mechanism ensures efficiency and ease of use.

 lightweight, compact size and pop-up handle makes it easy-to-carry

 Application in component pooling, leukoreduction, aphaeresis and collection set

modification, quality control sampling, stem cell processing, cell washing, cell freezing,
and component a liquoting.

13. PLASMA EXPRESSOR

 The optical sensor heads of the E300 and E250 models of the electronic plasma
expressor provides precise separation with minimum contamination.

 Flow rate- 180 to 220ml per minute

 Highly sensitive electronic sensor to prevent contamination uniquely designed

clamp mechanism ensures fast clamping at reduced power;

Features

 Uniform pressure

 Hook for the handle makes comfortable before and after expressing

 Handle with ball helps for easy handling

 Transparent plate allows easy visibility of the level of contents of bag.

 Easy to transport.

25
3.3 COMPAMY’S VISION AND MISSION

VISION

To become a world class medical device manufacturer adopting customer first approach in all
business processes.

MISSION

Contributing to society through healthcare.

3.4 OBJECTIVES OF THE FIRM

 To provide product of good quality and fair price and to maintain smooth industrial
relationship.
 Improve goodwill and reputation of the firm
 To ensure maximum profit through customer satisfaction
 Ensure the existence, growth and expansion of enterprise.

3.5 FUNCTIONAL AREAS

1. PRODUCTION DEPARTMENT

The policy of production department is to manufacture medical products as per the

international standards strictly in compliance with specification laid down in standards
operating procedures with minimum possible wastage of resources.

2. HUMAN RESOURCE DEPARTMENT

Human resource is one of the inputs of management and it is the most dynamic one when
compared to other inputs- money , machines and materials does not pose as many dynamic

26
issues as that of human resource and hence the practice relating to human resource
management have assumed alarming importance.

3. PERSONNEL & ADMINISTRATION DEPARTMENT

Personnel Administration is considered as an essential ingredient in the efficiency and

effectiveness not only of the personnel function in an organization, but also of the people
management process in a wider context. The personnel and administration department has two
main areas of responsibility within an organization, the first is the traditional in the company-
role which covers the spectrum of personnel and health and safety issues. The second is to help
the workers and the management to keep up to date with and understand the changes in
employment legislation and personnel procedures, which may affect their business. Personnel
and administration function of Sangrose Laboratories includes all routine administration works
suchas payroll, absenteeism, overtime, sanction leave, salary, wages, incentives, selection, plac
ement and recruitment.

4. MARKETING AND SALES DEPARTMENT

Marketing is the craft of linking the procedures of a product or services with the customers,
both the existing and potential.

5. FINANCE DEPARTMENT

Finance is the lifeblood of any business. Organization should understand the importance of
finance as a component of the strategic decision-making process. Sangrose Laboratories has a
well-functioning finance department.

6. QUALITY DEPARTMENT
In manufacturing, quality control or quality assurance is a set of measures taken to ensure that
defective products or services are not produced and take that design meets performance
requirements. It includes the regulation of quality of raw materials, assemblies, products and
components, services related to production, and management, production and

27
inspection processes. The quality control & assurance department is manned by qualified and
experienced personnel. All incoming raw materials are subjected to stringent quality checks.
Suppliers are audited at regular intervals to ensure that they meet high standards.

7. PURCHASE DEPARTMENT

An average commercial enterprise disposes of more than half of its income on material,
supplies and services. A 5% saving in material cost in a business organization can thus equate
with an increase in turnover of 25%. Effective purchase is therefore the key to
overall profitability of a business. Purchase department in Sangrose coordinates all purchasing
activities. The policy of the purchase department is to provide material or service to the quality
and the delivery acceptable to the requisitioned, procuring them at economic or convenient
terms and to maintain good professional business relationship with sub-contractors.

8. MAINTENANCE DEPARTMENT

Maintenance department was not a critical business contributor, in this department organized
by craft zones (plumbing, electrical, mechanical, sphere). The maintenance department
maintains the machine and materials at proper intervals. In the Sangrose, maintenance wing is
Manufacturing System Engineering (MSE). All the controls are in the hands of MSE.

9. LOGISTICS DEPARTMENT

The company has about 80% of export market. The process adopted by company enables the
blood hags to reach the end user in excellent conditions. Terumo Penpol Pvt Ltd. has got
markets in about 150 countries in the world. They have dealers in Bangladesh, Mauritius,
South America, Singapore, UK, and South Africa. More than 65% of the Terumo Penpol sales

28
come around 20 – 25% of the world market.Terumo Penpol exports goods to more than 80
countries constitutes equipment’s

29
 CHAPTER - 4
ORGANISATIONAL
STRUCTURE

30
4.1 ORGNISATIONAL CHART

The organization is working in 3 regions which include corporate and logistics office at
Sasthamangalam, Trivandrum. Blood Bag manufacturing unit at Puliyarakonam, Trivandrum
and a Medical System Group at General Hospital Junction, Trivandrum. The organization has
the following department that function effectively with a vibrant group of employees with the
help of whom the organization is able to shape up its future. The different departments that
functions are

 Production Department
 Human Resource Department
 Personnel & Administration Department
 Marketing & Sales Department
 Medical System Group
 Finance Department
 Quality Department
 Purchase Department
 Maintenance Department
 Logistics Department

31
Organisation structure is the structure of the relationship among positions and the jobs created
for the purpose of accomplishing the objectives of the enterprise. It represents the pattern of the
relationships among the components of an organisation. They are:.

 The form of structure

 The function to be performed
 The human aspect

This pattern of relationship governs duties and activities of persons who are dependent upon
each other for accomplishing the objectives of the enterprises. An organisation structure should
be designed to clarify who is to do what task and who is responsible for what result, to remove
obstacle to performance caused by confusion and uncertainty of assignment, and to furnish
decision making and communication network reflecting and supporting enterprise objectives.

The company organisational structure is diagrammatically represented by an organisational

chart. It is the representative of the hierarchy of an organisation’s personnel. The organisational
chart shows the line of responsibility between the various departments of the company.

An organizational structure is a system that outlines how certain activities are directed in order
to achieve the goals of an organization. These activities can include rules, roles and
responsibilities. The organizational structure also determines how information flows from level
to level within the company. For example, in a centralized structure, decisions flow from the
top down, while in a decentralized structure, the decisions are made at various levels.

4.2 Centralized vs. Decentralized Organizational Structures

At its highest level, an organizational structure is either centralized or decentralized.

Traditionally, organizations have been structured with centralized leadership and a defined
chain of command. The military, for example, is an organization famous for its highly
centralized structure, with a long and specific hierarchy of superiors and subordinates.

32
However, there has been a rise in decentralized organizations, as is the case with many
technology start-ups. This allows the companies to remain fast, agile and adaptable, with
almost every employee receiving a high level of personal agency.

4.3 Common Types of Organizational Structures

Four types of common organizational structures are implemented in the real world. The first,
and most common, is a functional structure. This is also referred to as a bureaucratic
organizational structure and breaks up a company based on the specialization of its workforce.
Most small-to-medium sized businesses implement a functional structure. Dividing the firm
into departments consisting of marketing, sales and operations is the act of using a bureaucratic
organizational structure.

The second type is common among large companies with many business units. Called the
divisional or multidivisional structure, a company that uses this method structures its
leadership team based on the products, projects or subsidiaries they operate. A good example
of this structure is Johnson & Johnson. With thousands of products and lines of business, the
company structures itself so each business unit operates as its own company with its own
president.

Flatarchy, a newer structure, is the third type and is used among many start-ups. As the name
alludes, it flattens the hierarchy and chain of command and gives its employees a lot of
autonomy. Companies that use this type of structure have a high speed of implementation.

The fourth and final organizational structure is a matrix structure. It is also the most confusing
and the least used. These structure matrixes employees across different superiors, divisions or
departments. An employee working for a matrixes company, for example, may have duties in
both sales and customer service.

33
Organisational Structure

34
4.4 Functional organization structure

The functional structure group positions into work units based on similar activities,
skills, expertise, and resources. Production, marketing, finance and human resource are
common grouping within the functional structure. As the simplest approach, a
functional structure features well-defined channels of communication and
authority/responsibility relationships. Not only can this structure improve productivity
by minimizing duplication of personnel and equipment, but it also makes employees
comfortable and simplifies training as well. Employees within the functional division of
the organization tend to perform a specialized set of tasks, for instance the engineering
department would be staffed only with software engineers. This leads to operational
efficiencies within that group. However it could also lead to a lack of communication
between the functional.

Advantages

 Since the people are arranged on the basis of their common interest, they can
learn a lot from each other.
 Problem solving becomes easier in a functional organization structure.
 Skilled employees of the same group can find more skilled employees for the
structure.
 Control in functional structure is increased because people will try to supervise
each other work.
 Team work is more found in the functional organization structure.

35
Disadvantages

 The functional structure can result in narrowed perspectives because of the

separateness of different work groups.
 Decisions and communications are slow to take place because of many layers of
hierarchy.
 Authority is more centralised.
 Measurement problems are created like it become difficult to analyse which
person is more efficient and which is not.
 Strategic problems are not given significant focus in this structure because
coordinating the top management is always busy in finding the solutions of
problems.

36
 CHAPTER - 5

DEPARTMENTAL ANALYSIS

37
 1. PRODUCTION DEPARTMENT

The policy of production department is to manufacture medical products as per the

international standards strictly in compliance with specification laid down in standards
operating procedures with minimum possible wastage of resources
Production Process Involves:
 Selection of raw materials
 Formulation
 Processing

Formulation:
This is a critical aspect that involves careful selection of raw materials and proportions to be
used to achieve the range of desirable properties. It can be done by experiments followed by
various studies.
Processing:
Blood bags are made by welding together extruded plastic sheets. The bags are subjected to
autoclave sterilization at high temperatures and pressures and freezing temperatures in the
blood banks. They should also withstand processes like centrifuging, used to separate the vario
uscomponents of blood. Various parts like connecting tubes, needles, outlet ports, special flow-
regulating valves, filters, safety features and sampling ports go into these bags, which are filled
with an anticoagulant solution that prevents blood from clotting.
Processing Steps:
The blood bag manufacturing unit has two lines
 X-line
 Y-line
X LINE
1.PVC Sheet Extrusion
The raw materials for sheet extrusion are compounded PVC pellets. A single sheet extruder is
used for the continuous process; the major zones of the extruder are feed zone, meeting zone,
recompression zone, adapter zone and the dry zone.

38
2. PVC Tube Extrusion
The raw materials for tube extrusion are PVC compounded materials. The inner diameter of
tube is 3mm and outer diameter is 4.5mm. After extrusion serial number is printed on the tube.
3. Injecting Moulding
The outlet ports are manufactured through injection molding. The raw material used is PVC
pellets.
4. In Process Testing Of sheet
This is done to confirm quality before being used in manufacture of blood bags. The test on
tube involves chemical test and element test. The test on sheet also includes chemical test and
element test.
5. Tube And Compounding assembling
In tube assembling component of tube are broken off at junction which have
cuts provided at the stamping stage. Breaking of component is done as for the specificationsfor
each capacity and type of bag.
6. Welding/Bag Sealing
First the sheet is assembled with one embossed surface and plane surface facing the inside of
the bag to be made. Thus both the inside and outside are embossed as well as the plane surface,
then between the parallel arranged sheet. Then the tube and sheet are ready for sealing.
7. New Process
This stage is relatively new in the TPL’s blood bag production process. Two major
reasons contributed to the creation of new process stage- Sticking and leakage.
8.Labeling Of Bags
The labelling should be perfect. There are two types of labels; Pressure Sensitive Plastic Label
(PSPL) and Heat Sensitive Plastic Label (HSPL).
9.Preparation Of Anticoagulant Solution
Anticoagulant is the solution one which prevents clotting of blood. The solution
is prepared at TPL. Four types of solutions are prepared, namely; CPDM preserves bloodfor 35
days, CPD for 42 days, and SAGM preserves blood for 42 days and has an additive to preserve
blood cells.
10.Filling
The solution in collection tank is re-entered to sub tanks of capacity of 50 litre each. The bags
filled with the solution are sent for packing.

39
11.Packing
Polypropylene covers are used for PVC blood packing. Packing is done manually. Bags are
inserted and the tube with needle, holding assembly and donor tubes are coiled into the packet.
12.Sterilizing
Packed bags are now brought in for sterilization. It consists of two Processes:
 Auto claving
 Drying

13.Final inspection
Pinch off, lead, weld leak, stopper leak, transfusion leak, needle blend damages, label rejection,
CPDA stain/colour change and other defects are checked

Organisation – Production Department

FIG

2. HUMAN RESOURCE DEPARTMENT

Human resource is one of the inputs of management and it is the most dynamic one when
compared to other inputs- money , machines and materials does not pose as many dynamic
issues as that of human resource and hence the practice relating to human resource

40
management have assumed alarming importance. Human resource management is the process
of developing and motivating the human resource of an organization in a planned manner. The
associates in a systematic manner in resonance with the quality policy and organizational goals.
Organizations have proclaimed their human resources to be their "most valued asset”.
Human capital is a critical factor in promoting competitiveness as it provides the required
knowledge, skills and capabilities for developing competitive strategies. The role of the human
resource function is to deliver the human competencies i.e. the internal capability required to
achieve the organization’s objectives.
TERUMO PENPOL PVT LTD has a well-functioning HRD department .The main function of
HRD department is hiring, induction, training and performance appraisal in resonance with the
quality policy and organizational goals.

Duties and responsibilities

Head of the Department

 Recruitment of executives/managerial categories as authorized by the management.

 Administration of performance appraisal awarding increments, performance
rewards, promotion and grievance redresses of employees.
 Planning, organizing and conducting training as per the training plan and policy.
 Initiating organizational development activities to bring the manpower in line with the
management vision

Executive HRD

 Responsible for generating all the MIS reports

 Preparation of appointment orders and other office order
 Coordinating with placement consultant and other internal and external customers of
HRD department as and when needed.
 Assisting HOD (HRD) in day to day functions

The Major Functions Of HRD Department Are:

41
  Policy related Implementation and Review
 Man power planning and budgeting

 Recruitment and integration

 Performance appraisal
 Training and development
 Exit management

3. Personnel and administration department

Personnel Administration is considered as an essential ingredient in the efficiency and

effectiveness not only of the personnel function in an organization, but also of the people
management process in a wider context. The personnel and administration department has two
main areas of responsibility within an organization, the first is the traditional in the company-
role which covers the spectrum of personnel and health and safety issues. The second is to help
the workers and the management to keep up to date with and understand the changes in
employment legislation and personnel procedures, which may affect their business. Personnel
and administration function of Terumo Penpol includes all routine administration works such
as payroll, absenteeism, overtime, sanction leave, salary, wages, incentives, selection, placeme
nt,and recruitment.

Functions:
 To meet the manpower requirement.
 To carry out the administrative function of the factory in a systematic manner.
 Preparation of payroll document.
 Salary disbursement.
 Responsible for company vehicle.
 Handling of inward and outward letters.

4. MARKETING AND SALES DEPARTMENT

Marketing is the craft of linking the procedures of a product or services with the customers,
both the existing and potential.

42
Departmental Policy:
Marketing department is solemnly resolved to provide the customer with the
right product of the right quality at the right time, the policy of marketing department is to achi
eveexcellence in customer service by providing timely and accurate information, on time
deliveries of all orders, technical and promotional techniques.
Major Functions of Marketing Department:

 Deciding price and discount revisions as appropriate from time to time.

 Handling of the enquiries (both domestic and export) generated.
 Issuing of the delivery order
 Coordinating with various other departments (finished products, finance, and
quality)for the proper execution of the order received.
 Collection of payment towards of the order executed
 Conducting regular customer surveys

Pricing Of Blood Bags:

Terumo Penpol’s blood bags are priced very high. They change nearly 30% above
their
competitor’s price because of its quality & cost involved in the production of goods.
Terumo Penpol has depots in five major cities of India including metros. The depots are
located at:
 Delhi
 Gujarat
 Thiruvananthapuram
 Chennai
 Kolkata

From these depots goods are transmitted to distributors and from there to final customers.
These may sometimes have sub depots.
Sales Promotion Techniques:
Development follows the various sales promotion techniques such as direct mail campaigns,
website, sales persons and also market research. But the most important techniques are medical
exhibitions and conferences.

43
Product Group
 Blood Bags
 Blood Equipment’s (MSG)
 Equipment’s directly imported from Terumo
Market Share:
TPL is concentrating on both International and Domestic market. Once TPL was the leaders in
market share, but now they are concentrating on profitability

5. Medical systems group

Medical systems group is a manufacturing unit of Terumo Penpol. Marketing department

interact with MSG to assert the capability of meeting specification of customer requirements
and the delivery schedule prior to acceptance of an order along with regulatory requirements.

44
Departmental Policy:
It is the policy of MSG of Terumo Penpol Ltd to enhance customer satisfaction by designing,
developing and manufacturing products meeting quality standards (in-house) and making them
available to customers on schedule. They supply the products to the hospitals and blood banks.
Penpol is India’s largest manufacturer of blood bags. The products of MSG are commonly
known by the brand name “Combo Safe TM”. Penpol offers comprehensive range ofequipment
intended to make operations at the blood bag, blood transfusion activities safer and more
effective. The “Combo Safe TM”range of products includes equipment for collection and
storage of blood and a software package for blood bank management.

Manufacturing Devices:
MSG Manufactures three types of devices

 Collection devices- donor couch, blood collection monitor, tube sealer etc.
 Processing devices- plasma separator, centrifuge
 Storage devices- refrigerator, defreeze, platelet agitator, incubator etc.

MSG Functional Areas

MSG consists of the following functional areas

 Production
 Quality
 Purchase
 Store

MSG Quality Objectives:

 Designing and manufacturing of products meeting quality standard

 Empower personnel with right knowledge, technical tools
 Put together a working environment conducive to creativity, innovation and team effort

45
 6. FINANCE DEPARTMENT

Finance is the lifeblood of any business. Organization should understand the importance of
finance as a component of the strategic decision-making process. TERUMO PENPOL has a
well-functioning finance department.

Department Policy:
The policy of finance department is to ensure provision of timely finance to various
departments. Without any delays as per plans and to exercise financial control and to maintain
and record all financial transactions of the organization accurately, systematically and to
provide all statutory reports and returns to the concerned statutory agencies, and to provide
internal information reports on time to management and measuring organization performance
and for decision making.

Duties and Responsibility:

 Plan and manage fund flow, cash flow to cover critical expenses, purchases, and
statutory obligation of the company
 Attend all bank matters liaison with bank and financial institution.
 To scrutinize all payments and approve the same
 To collect dues to the company in time
 Compliance of internal audit report
 Preparation of balance sheet and monthly profit and loss account
 Effective financial control
 Budget preparation
 Attending to income tax, central excise and sales tax
 Accounting executive general capital, accounting, Depreciation statement
 Maintenance of updated capital asset register cheque , verify and ensure proper and
correct purchase accounting and journal accounting
 Analysis of creditor’s account to check out various unsettled advances
 Preparation of annual account

46
Functions:

 Cash flow management

 Cash payments
 Accounts receivables
 To collect money from debtors
 To maintain accounting records
 To comply with various statutory formalities
 Budget and budgetary control

7. QUALITY DEPARTMENT

In manufacturing, quality control or quality assurance is a set of measures taken to ensure that
defective products or services are not produced and take that design meets performance
requirements. It includes the regulation of quality of raw materials, assemblies, products and
components, services related to production, and management, production and
inspection processes. The Terumo Penpol quality control & assurance department is manned
by qualified and experienced personnel. All incoming raw materials are subjected to stringent
quality checks. Suppliers are audited at regular intervals to ensure that they meet high
standards set by TerumoPenpol

Functions:

 Abnormal handling
 Corrective and preventive action
 Route causing analysis
 Microbial test
 Handling of customer complaint
 Weekly auditing on the basis of SOP (Standard Operating Procedures)

47
Department Policy:
The policy of the QAD is to ensure quality by adopting high standard of testing with respect to
pharmaceuticals standards. ISO standards in house specification and to develop the implement
system for imposing quality as per quality objectives of the company.

Functional Areas of QAD

 Quality control
 Quality assurance
 Quality Management System

Quality Control
This section deals with final inspection of goods, whether the finished passed or failed the
quality checks. Their inwards inspection includes:

 Inspection of PVC pellets

 Inspection of cover
 Inspection of blood bag labels

 Inspection of aluminum foil pack

Quality Assurance

QA section checks the quality before the production process is complete. They detect the
defects and try to remove it at the source itself. Their activities include:

 Storage and handling of test and measuring equipment

 Developmental activities
 Calibration of pressure gauges
 Validation of processes
 Calibration of leak testing equipment
 Analysis of leak bags
 Design and developmental planning

48
Quality Management System
Terumo Penpol has implemented QMS considering all aspects of personnel inputs, apt
technology and machinery for various operations. Functions such as NPD, production
engineering, purchase and stores, QAD, Production, Maintenance, HRD and marketing are
smooth functioning.

8. PURCHASE DEPARTMENT

An average commercial enterprise disposes of more than half of its income on material,
supplies and services. A 5% saving in material cost in a business organization can thus equate
with an increase in turnover of 25%. Effective purchase is therefore the key to
overall profitability of a business. Purchase department in TPL coordinates all purchasing
activities. The policy of the purchase department is to provide material or service to the quality
and the delivery acceptable to the requisitioned, procuring them at economic or convenient
terms and to maintain good professional business relationship with sub-contractors.

Activities:
The main activities of purchase department include

 Purchase order execution

 At the receipt of materials
 Bill passing and release of payment

Purchase order
Based on the approval of sub-contractor the purchase executives prepare the purchase order in
favour of the selected sub-contractors with all the relevant purchase date. PO is prepared in 6
copies. Purchase order is maintained in three series for raw materials, consumables capital
goods. The orders are normally sent by post but to local sub-contractors it may be handed
over personally

Receipt of Materials

49
After the PO is placed the sub-contractor are contacted through phone, fax, and letter to
confirm the receipt order. The sub-contractor dispatches the materials are agreed. If deemed
necessary remainders are end a week before due date of dispatch. The dispatch details are
entered in material dispatch register. This is maintained for a period of two years.

Bill Passing and Release Of packing

The particulars in the invoice are compared with that of purchase order discrepancies, if any is
noted on the revise of invoice, then concerned purchasing executive is informed comparing the
invoices/bill with purchase order and it is ensured that the bill can be passed on the receipt of
accepted GRN.

9. MAINTENANCE DEPARTMENT

Maintenance department was not a critical business contributor, in this department organized
by craft zones (plumbing, electrical, mechanical, sphere). The maintenance department
maintains the machine and materials at proper intervals. In the TPL, maintenance wing is
Manufacturing System Engineering (MSE). All the controls are in the hands of MSE.

Departmental Policy

The policy of the maintenance department is to upkeep all production machines and utility
equipments by periodic maintenance and providing utility services

Quality Assurance Procedure

 Utilities
 Preventive maintenance
 Breakdown maintenance
 Environmental maintenance

Utilities

50
Purpose is to adhere to the operating procedure to support the daily activities. They are
conducted on the basis of recommendations of equipment manufacturers and experience
gained by operating staffs. All operating parameters are recorded in respective log book of each
machine.

Preventive Maintenance

Purpose is to conduct preventive maintenance of utility equipment to support

daily production activities. Operating procedure of all the preventive maintenance other than G
MPrequirements are recorded in each department.

Breakdown Maintenance

The breaking down of machine/equipment to efficient working condition in the

shortest possible time. According to information received from various departments find out th
e machine/equipment on which break down maintenance is to be carried out. All maintenance
activities are recordedin respective machine history record. Breakdown maintenance which
can’tbe attended on regular working days which are not so critical shall be postponed to
holidays.

Environmental Maintenance

Control of environment in clean room area is essential to keep the bio-burden at a low-level, so
that the micro-organisms can be included during processing and packaging of
sterile product. Sterile product is of high quality standards and process and purity, must be free
frommicro-organisms, particular matter, etc. All component and processes involved in the
preparation of this should be clear and selected to eliminate, as far as possible, contamination
of all types.

10. LOGISTICS DEPARTMENT

51
The company has about 80% of export market. The process adopted by company enables the
blood hags to reach the end user in excellent conditions. Terumo Penpol Pvt Ltd. has got
markets in about 150 countries in the world. They have dealers in Bangladesh, Mauritius,
South America, Singapore, UK, and South Africa. More than 65% of the Terumo Penpol sales
come around 20 – 25% of the world market.
Terumo Penpol exports goods to more than 80 countries constitutes equipment’s.

Functions

 Deals with sales promotion measures of export department

 Quality control resolution
 Training to sales personnel
 Designing of labels
 New product order tracking
 Receiving orders and dispatching the goods to customers
 Contract review
 Sales return
 Customer complaint handling

52
 CHAPTER – 6

SWOT ANALYSIS

53
SWOT ANALYSIS

SWOT analysis is a basic, analytical framework that assesses what an entity —

usually a business, though it can be a place, industry or product — can and cannot do, for
factors both internal and external. Using environmental data to evaluate the position of a
company, a SWOT analysis determines what assists the firm in accomplishing its objectives,
and what obstacles it must overcome or minimize to achieve desired results: where the
organization is today, and where it may go.

6.1STRENGTH

It describe’s what an organization excels at and separates it from the competition: a

strong brand, loyal customer base, a strong balance sheet, unique technology and so on.

 Collaboration with Terumo Corporation and Terumo BCT

 Quality certifications like ISO, OHSAS ,and CE marking
 Follow Japanese production technique of KAIZEN, TQM, 5’S
 Sound R&D
 Stable Management
 Enjoys export assistance
 Better harmony between workers and top management
 Products have high demand in domestic as well as international market.
 Qualified and experienced professionals.
 Sound financial position

54
 6.2WEAKNESS

Weaknesses stop an organization from performing at its optimum level. They are
areas where the business needs to improve to remain competitive: higher-than-industry-
average turnover, high levels of debt, an inadequate supply chain or lack of capital.

 No adequate supply to meet the domestic demand of the product

 High price of blood bags
 Servicing difficulty of blood bank equipment.
 Mainly depends on export market
 Raw material supply from far of place

6.3OPPERTUNITES

 Opportunities refer to favorable external factors that an organization can use to give it a
competitive advantage.

 Growth of high tech hospital in India

 Up gradation of blood banks
 High employment potential
 Able to adopt new technology to reduce cost of production
 Quality awareness among people is growing at a faster rate

55
 6.4THREAT

Threats refer to factors that have the potential to harm an organization.

 Competition in the foreign as well as in the domestic market

 Low priced product available from other manufactures
 No community Blood Centre
 Blood banks are not technology upgraded
 Free equipment as package along with projects by major competitors
 Quality complaints of blood bags

6.5 INFORMTIONS GENERATED FROM THE SWOT ANALYSIS & FUNCTIONAL

AREAS

1) Manufactures quality products that does not create any harm to society. 2) Has a
good financial position, that leads to good reputation of the company. 3) Fair and
equitable payment to the workers.
4) No partiality towards particular employee. 5) Labour turnover is very low.

6) There is a good relationship employees and top officials

56
 CHAPTER 7

FINDINGS, SUGGESTIONS
& CONCLUSION

57
FINDINGS

1. Manufactures quality products, that does not harm the society.

2. Has a good financial position , that leads to good reputation of the company.
3. Fair and equitable payment to workers.
4. No partiality towards particular workers.
5. Labour turnover is very low.
6. There is good relationship between employees and top officials.

SUGGESTION

1. Optimum utilisation of resources.

2. Use of upgraded technologies.

3. Take more involvement in CSR activities.

4. Avail blood bags at free and feasible price.

5. Adopt new strategies for meeting further competition.

58
CONCLUSION

Terumo BCT the parent company of Terumo Penpol, a Japanese company having its presence
in over 80 countries. The organisational study in TERUMO PENPOL helped to gain real world
experience. I was able to understand the organisation and their products through this internship.
I have the opportunity to learn about various activities that are been performed in the
department which includes recruitment, pay roll etc… exposure to these thus enable to gain
knowledge on the HR activities in depth.

The various works undertaken were also an experience since it gave an idea on how to
approach a problem and what were the possible suggestions could be made. It was an great
experience working at Terumo Penpol Pvt Ltd . The staffs at Terumo Penpol were very much
supportive and friendly. The knowledge I have gained throughout this organisational study will
definitely milestone to my academic and professional experience.

LEARNING EXPERIENCE

Visited every department and process of manufacturing blood bags during the factory visit and
how Terumo Penpol maintain their quality in products helped to gain knowledge in human
resources and observed various activities under the department like recruiting, training etc…
Prepared SWOT analysis of the company training was given the intern on skill improvement,
code of conduct etc… Be a part of various events hosted by Terumo Penpol.

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 BIBLIORAPHY

 A Handbook of Human Resource Management Practice by Michael Armstrong

 Kothari C.R. 2004,Research Methodology Methods&Techniques,Newdelhi, New Age
International Publishers.

 http://www.terumo.com
 https://cb.hbsp.harvard.edu/cbmp/product/NA0294-PDF-ENG
 http://www.terumopenpol.com

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