Roshni Anil Intership Report

KERALA AGRO MACHINERY CORPORATIONS
LIMITED, ATHANI
SUMMER INTERNSHIP REPORT
Submitted by
ROSHNI ANIL
REG NO–NIE18MBA15
in partial fulfillment of the requirements for the award of the degree

of
MASTER OF BUSINESS ADMINISTRATION
of APJ Abdul Kalam Technological University, Kerala
DEPARTMENT OF MBA
NIRMALA COLLEGE OF MANAGEMENT
STUDIES,KUNNAPPILY, MELOOR
JUNE 2018
1
DECLARATION
I, ROSHNI ANIL hereby declare that this report ofthe “KERALA AGRO
MACHINERY CORPORATION LTD,ATHANI”, is an original report
prepared by me after detailed survey, carful interviews, necessary references
and consultations during my period of study at “NIRMALA COLLEGE OF
MANAGEMENT STUDIES“under the guidance and supervision of
ASWATHY SUNILRAJ Management Faculty is genuine. It has been not
submitted elsewhere for any other degree.
Date:
Place : MELOOR
ACKNOWLEDGEMENT
2
First of all ,I am thankful to ‘God’ the almighty ,for faith bestod on me and who
has kept me safely at every step of my way.
I express my sincere thanks to Mr.M.C.Vijaykumar, HR Manager KERALA
AGRO MACHINERY CORPORATION LTD, ATHANI,for giving me the
permission to do the Internship at the prestigious Institute and also all kinds of
support and guidance, in spite of her busy schedule.
I am deeply indebted and grateful to all the departments heads, executives and
other employees of KERALA AGRO MACHINERY CORPORATION
,LTD,ATHANI, who co-orporated during my study.
Throughout my career in this college, the role of our principal and centre Co-
ordinated ,NIRMALA COLLEGE OF MANAGEMENT STUDIES, was much
significant ,my heartfelt gratitude to him for his patience of inspiring and
encouragement and help in the pursuit of my studies.
I articulate the feelings of obligation for the splendid support extended by
Mr.Antony Kolenchery(Guide) Management Faculty Nirmala college of
management studies, Meloor, for without his meticulous and industrial
guidance this study would not have served its very purpose.
Finally, l would like to express my sincere thanks and gratitude to my Parents,
Friends and Other faculty members of Nirmala college of management studies,
Meloor and all my well-wishers who have provided all necessary support to
make this internship a success.
3
TABLE OF CONTENTS
CHAPTER TITLE PAGE NO.
Cover page
Company certificate
Declaration
Acknowledgement
Table of content
List of tables
List of figures
CHAPTER 1 INTRODUCTION
1.1 Objectives of the internship
1.2 Industry analysis
CHAPTER 2 ORGANISATIONAL
ANALYSIS
2.1 Industry profile
2.2 Mission, vision and values
2.3 Product or services of the
company
2.4 Financial-market share,
financial performance
2.5 SWOT Analysis
CHAPTER 3 POSITIONING OF THE

INTERN AND HER ROLE
CHAPTER 4 DETAILS ABOUT

INTERNSHIP
4.1 Weekly activity/progress
report
4.2 Contribution of the intern to
the organization
4.3 Knowledge gained from
internship
CHAPTER 6 CONCLUSION
Conclusion
Reference
LIST OF TABLES
SL. NO. NAME OF TABLE PAGE NO.
1
2
3
4
5
4
LIST OF FIGURES
SL. NO. NAME OF FIGURE PAGE NO.
1
2
3
4
5
6
7
8
9
10
11
12
13
CHAPTER 1
INTRODUCTION OF THE STUDY
. The internship study has a period of two month. Here the period is from 01.07.2019 to
30.08.2019.KAMCO ltd granted permission to do the internship program for an individual
from each college. This internship is aimed at creating an opportunity for me to observe,
learn, assimilate, and analyses the objectives and vision of the Organization and functioning
of its various departments. This would enable me to get a practical and real time feel of
various aspects concerned with the organization and to relate to the concepts and studied in
the class room. This exercise would enable the future managers to face the challenges lying
ahead
After achieving Independence in 1947, India found herself to be badly lacking the means to
meet demand for her vast food population. It was during this time KAIC ( Kerala Agro
Industries Corporation) in the year 1972 introduced power driven machines to work in the
agricultural field In the same year KAIC in collaboration with KUBOTA at Athani near by
Angamaly to produce tillers as a subsidiary to KAIC. It was fully government owned
company. Since the introduction of the plant, it was performing well and we could proudly
say that it is one of the best governments owned company making profit for long period of
time. Now it supplies the quality tillers and reapers to the entire domestic and international
markets.
5
Kerala Agro Machinery Corporation Ltd. (KAMCO) was established in the year 1973 as a
wholly owned subsidiary of Kerala Agro Industries Corporation Ltd. (KAIC), Trivandrum,
for manufacture of agricultural machinery specifically Power Tillers and Diesel Engines.
Subsequently KAMCO became a separate Government of Kerala undertaking in 1986.Paid
up capital is Rs.161 lakh and the Present Net Worth of the Company is Rs.6014.14 lakh.
Total work force at present is 567 Certified for ISO 9001 - 2000 version from September
2002
At present, KAMCO has four units located at Athani and Kalamassery in Ernakulam District,
at Kanjikode in Palakkad District, and at Mala, in Trichur district. With the present work
force KAMCO can produce 15000 Power Tillers & 5000 Power Reapers annum.
1.1 OBJECTIVES OF THE STUDY
Primary objective:-
The primary objective of the study is to have a brief knowledge about the functioning
of the organisation.
Secondary objective:-
 To know the organisation structure of the company
 To know about various departments and their activities
 To evaluate the growth prospects of the company
 To conduct an objective evaluation of the company
 To suggest some measures for improving the performance of an organisation
 To know the functional position of the company
1.2 INDUSTRY ANALYSIS
The Kerala Agro Machinery Corporation Ltd popularly known as ‘KAMCO’ was
established in the year 1973 as a subsidiary of Kerala Agro Industries Corporation Ltd
(KAIC) and subsequently became a fully owned Government of Kerala undertaking at
6
Athani, 25km north of Kochi. It all began in 1958, when Dr. Rajendra Prasad, the President
of India was presented with a ‘Kubota Power Tiller’ by the Japanese (M/S. Kubota Ltd,
Japan, the world’s leading manufacture of power Tiller and other agriculture machinery).
The Kerala Agro Industries Corporation Limited (KAIC Ltd.) Trivandrum,
(Government of Kerala Company) promoted the establishment of Kerala Agro Machinery
Corporation Limited (KAMCO).The KAIC Ltd. Entered into a technical collaboration
agreement with M/S.Kubota Limited, Japan in February 1972.On 15.11.1972, the Kerala
Industrial and Technical Consultancy Organisation Limited (KITCO) were entrusted with the
work of Rs.2 crores as a subsidiary of M/S.KAIC Ltd, which held the entire paid up capital
shares in KAMCO. Even though the company was formed as a subsidiary of KAIC Ltd,
subsequently the company became a fully owned government company by transferring the
shares held by KAIC Ltd.
KAMCO has completed its 33 years and is running on profit for the last 22 years
continuously increasing its production, turnover and profit year after year.
MILESTONES OF THE COMPANY
KAMCO has three more units:-Kalamassery unit in Ernakulam dist. Kanjikode
unit in Palakkad dist. and Mala unit in Trichur dist. The Kalamassery unit
manufactures diesel engines, Kanjikode unit produce power tiller and the Mala
unit manufactures power reaper.
1. A major milestone for the company was the award of the International
Quality Excellence Certificate under ISO 9002 in October 1996.
2. KAMCO is the second public sector undertaking in Kerala getting this
coveted certificate and the only public sector undertaking who has got ISO
9002 certification justify in the high standards of the products for their three
units.
7
3. From 15-03-2002 onwards KAMCO became an ISO 9001- 2000 registered
company by KPMG quality registration.
BUSINESS ENVIRONMENT OF KAMCO
As far as KAMCO Ltd is concerns the business environment is in positive side in
all respect. KAMCO Ltd products having heavy demand in the market, they are unable to
meet the requirement of the customers. The company is functioning in a cordial and happy
atmosphere. The officers and staff in the company are very co-operative and friendly moving.
The Cochin Port and Cochin Aerodrome are situated very near to the company and this will
also help to boost the business. The company is running a stabilised canteen for their
employees to maintain a harmonious atmosphere resulting to make maximum output.
PRESENT STATUS OF KAMCO
KAMCO is one of the professionally managed company owned by state
government. Present status of KAMCO is synonymous with service to the small and marginal
farmers of the country. KAMCO through their precision and quality is revolutionizing the
small and marginal holdings throughout the country. Today KAMCO’S products are widely
used and demanded in all over India, enjoying over 60% of the market share at national level.
The company with its four plants at Athani, Kalamassery, Kanjikode and Mala unit is
confidently meeting the demand for KAMCO products in India and abroad. The main
markets for the products are at West Bengal, Assam, Tamil Nadu, Tripura, Kerala, Megalaya,
Bihar, Gujarat and Manipur. Presently KAMCO have 45 dealers all over India
. FUTURE OF KAMCO
KAMCO is looking proudly ahead into more promising future. Future will
also see KAMCO‘s diversification products in the farm mechanisation field contributing
significantly in food production and predicting itself to the cause of self reliance and social
responsibility in the service of people without respite.
8
Today KAMCO is a multi-product, multi-location company with two production units at
Ernakulam dist., one production unit at Palakkad dist. And one production unit at Thrissur
dist. KAMCO has a number of diversification plans in the anvil. It’s proposed to set up
research development activities which will hopefully help it to develop new products in the
future and live up to its promise, that its products will be “A boom for the farmer and again
for the nation”. The quality policy of KAMCO is “Total customer satisfaction through quality
products and service with improved technology and employee participation”.
CORPORATE GOVERNANCE
Being a non-listed GOVT. Company, provisions of the company’s Act 1956 with
regard to corporate governance is not applicable.
POLLUTION CONTROLLING SYSTEM OF KAMCO
Athani, Palakkad and Mala units of the company have installed effluent treatment
systems designed by the LBS centre for science and Technology and approved by State
Pollution Control Board. The all new engines will reduce pollution and it also reduces the
fuel consumption than the ordinary engine.
ISO 9001-2000 CERTIFICATION
Athani, Palakkad and Kalamassery units of the company is working with ISO 9001-2000
version certification.
INDUSTRIAL RELATIONS
The industrial relation in the KAMCO is cordial which forms the basis for sustained growth
of the organisation.
QUALITY OF PRODUCTS
The company enjoys the position of premier manufacture in the field. The products
manufactured are indigenized and there is no imported content in any of the items. The
machines have acquired a reputation for quality and reliability. KAMCO is an ISO 9001
9
organisation with the aim of providing quality products at reasonable price to the satisfaction
of customers. The company enjoys all India market through a network of about 45 dedicated
dealers. Products are sold on premium at several places. They have acquired a brand
preference because of the high quality and reliability associated with machineries.
QUALITY POLICY OF KAMCO
Total customer satisfaction through quality products and service with improved
technology and employee participation. We comply with the requirements of the customers
and the applicable statutory regulatory requirements. The effectiveness of the established
quality management system is continually improved to enable achievement of the policy
CHAPTER 2
ORGANISATIONAL ANALYSIS
Organization Structure
10
DEPARTMENTS IN KAMCO
In KAMCO there are 11 Departments. They are as follows:-
• Marketing Department
• Finance Department
• Human Resource Department
• Materials Department
• Purchase Department
• Stores Department
• Quality Assurance Department
• Production Department
• Maintenance Department
• Research Development Department
• System Department
1. MARKETING DEPARTMENT
11
MANAGING DIRECTOR
DEPUTY GENERAL MANAGER
MARKETING MANAGER
REGIONAL MANAGER
AREA MANAGER Asst. ENGINEERS (Service)
OFFICE STAFF MECHANICS
Duties and responsibilities
DGM (Marketing)
1. Presenting marketing strategy to the board
2. Obtain management approval for periodical target
3. Developing or implementing or Customer loyalty or retention
4. Reporting performance to board for review
5. Arranging press conference periodically(annually)
Manager (Marketing)
1. Preparation and implementation of product/segment wise marketing plan
2. Setting targets to managers reporting to him
3. Implementation of marketing plan
4. Arranging dealer meets
12
5. Preparing of MIS reports
A company’s survival depends upon better marketing strategies adopted by the
company. Surviving from a lot of difficulties KAMCO became No:1 brand in the agricultural
machinery market. Due to globalization KAMCO products have to compete with the
International products. The products from China is a major threat for the company because if
it’s lower price. But KAMCO is not ready to compromise with the quality of its products for
reducing their price. This marketing strategy won the target market. Even after facing all the
challenges of these competitors the marketing department could play a better role in
getting good results.
In the previous year company sold more than 7600 units. Considering the Indian
market 60% of the market share is in the hands of KAMCO. kamco could achieve this by
due to Globalisation, Foreign countries like China and Korea could introduce their products
in Indian markets.Their products are very cheep. But interms of quality, KAMCO is first.
4.2.1 competitors
In India VST, Bangalore is the major competitor of KAMCO firms from. Japan, Korea
and china are also competing with KAMCO in the same market.
4.2.2 International market
KAMCO’s Power Reaper has been exported to Iran and Srilanka recently. The export
quantity is not a huge on but still they getting orders from those countries. These machines
have been well accepted by the customers.
4.2.3 Dealers
Sales of the products are made only through dealers. In each state there are 2 dealers. One is
govt. institution and other is a Pvt firm. The company has 45 dealers all over India. New
13
dealers are appointed to cover selected districts in Tamil Nadu, Karnataka, Maharastra,
Orissa and Andra Pradesh and in the other states where the company has dealerships. The
dealers target is depend upon the area. If a dealer exceeds their target they get incentives
depending upon the excess quantity sold through them. The transporting facilities are
provided by KAMCO itself. The sales are made against cash advances except in few cases; it
is made against bank guarantee if the payment period does not exceed 30 days.
Major Dealers in India
1. West Bengal
Govt. - West Bengal Industries Corporation
Pvt - Friends machinery and spares Ltd
2. Assam
Govt. - Assam Agro Industries Development Group
Pvt - ChemTrade India Pvt Ltd
3. Tripura
Govt. - Tripura horticulture group
Pvt - Krishishilpa Udyog
4. Meghalaya
Pvt - Stanley Roy Construction
4.2.4 sales promotion
In the International market the sales promotion of the company is only through website. In
India all the state govt.’s have their own dealerships to sell the products. The company gives
dealerships to the private parties as well company’s main product is power Tiller. Company
14
has invented a new engine, which is a diesel engine with direct injection. For the sales
promotion of this engine company selling the KAMCO Super D1 Power Tiller with the same
price of the ordinary Power Tiller
Advertising is also a part of sales promotion. In every budget company allocate nearly 50
lakhs for advertising. Company also provides some financial help to the dealers for
advertisements.
Major markets
Tillers - Kerala, Tamil Nadu, West Bengal & North Eastern States
Reapers - Chattisgarh, Orissa, Andra Pradesh, Kerala & Tamil Nadu
2. FINANCE DEPARTMENT
15
MANAGING DIRECTOR

(FINANCE & COMPANY
SECRETARY)
MANAGER (COST / DEPUTY MANAGER

AUDIT) ACCOUNTS
DEPUTYMANAGER SUPERINTENDENT
(COSTING)
ACCOUNTANT
SUPERINTENDENT
COSTING
ACCOUNTANT
Duties and Responsibilities
DGM (Finance)
1. Submission of strategic matters regarding to finance to board of decision.
2. Submission of quarterly and annual audit accounts to the board.
3. Presentation on dividend decision (final and interim dividend).
4. Financial concurrence on corporate investment decisions.
5. Overall supervision of day to day functions of departments as HOD.
Manager (Cost/Audit)
1. Maintenance of cost record and arranging for cost audit.
2. Preparing MIS reports on pricing and costing, leading to cost control.
16
3. Internal audit of various activities and submission of periodical internal audit
report.
4. Preparation of product wise, segment wise cost records.
5. Preparation of quarterly, half yearly, annual financial statement.
6. Treasury functions
The finance department deals with the procurement and management of funds. This
department controls the receipts and payments of each and every activity for all the divisions.
In KAMCO ,finance department plays a major role because in public sector only very few
companies are earning profit .KAMCO have more than one unit established with their own
fund. Surprising thing is that KAMCO is giving dividend and making profit for 22 years. The
surplus money is invested in the treasury and gets an interest of 7-8% from the treasury .The
finance department keeps record of everything concerning income or expenses.
4.4.1 Functions of Finance Department
1. Budget & Budgetary control
2. Management of receipts
3. Management of payments
4. Auditing
5. Costing
6. Statutory transaction
1 .Budget & budgetary control
The annual budget of the company is prepared both for the capital and
revenue expenses based on the requirements furnished by various units and
departments. The request of the department are analysed only after consulting with
various departmental heads and corporate divisional management group and finalised
only on the basis of disposition of funds. The budget review is carried out half yearly.
17
If some changes are required the details are submitted to management/board for the
revision and approval
2. Management of receipts
Payments from dealers /customers are recived only through marketing department. They
keep proper receipts customer wise and dealer wise. If there is an outstanding dept it must be
informed to the marketing department once in a month. Insurance, freight outward, bank
negotiation etc are accounted and maintained to arrive at the cost of sale.
3. Management of payment
Due to the availability of funds, payments commitments are honoured on the
due dates. All the payments are supported by approved vouchers. Payments are passed
mainly on the basis of IGRR. Advance payments are settled with in a time of 45 days.
Non receipts/delayed receipts extra is brought to the notice of store for remedial
action payments are usually done by cheque.
4. Auditing
Internal audit is an essential part of corporate functioning. Internal audit mainly
takes care for the “CARD” requirements of companies act. It act as a “WATCH DOG”
for an entire organization. The main function of department is to ensure that policy
decision of the management is strictly followed by the functional department and is
verified by the internal audit.
5. Costing
Costing reports are maintained as per the cost accounting rules. They mainly
subjected to cost audit ordered by company law board. Costing department also advice
management and department which are the potential areas of cost reduction. Mainly costing
18
departments analyses cost of production on an yearly basis. Costing department advice
accounts department the cost of rejection as per warranty claims.
6. Statutory transactions
Sales tax/income tax/TDS certificate/C- form/form-18 etc are issued are properly
accounted and settlements are made at the appropriate time Salaries and other
payments, remittance and recovery etc in the case of employees are done in a time.
The other functions are:-
1. Cash management
2. Bill Processing
3. Bank receipts
4. Bank payments
5. Sales accounting and costing
KAMCO has shares of 50 lakhs in International Airport, Nedumbassery and
shares of about 1.5 Cr. in Kerala feeds Ltd.KAMCO is a multi-crore, multi-unit
organisation. It means that KAMCO have more than one unit or their own fund
without any external funds. KAMCO has no loaned fund and hence the finance charge
is nil.KAMCO has fixed deposits of about 20 crores, which earns interest to the
company. Company raises the working capital with the help of the customer advances
and fixed assets. KAMCO is paying dividend ranging from 10-30% for the last 15
years without any fail.KAMCO’s finance department deals with the procurement and
management of funds. This department controls the overall financial transaction of the
company. It controls the entire receipts and payment of all divisions. KAMCO is
running on profit for the last 23 years. It is a unique feature of KAMCO. No other
organisations are like this.
19
Finance department concentrates more on the cycle of flow of funds ie.,
inflow and outflow of funds and it also ensures that whether there is appropriate
volume of funds needed for efficient business transactions. It also takes great care in
allocating the funds needed for efficient business transactions
4.4.2 Bankers of KAMCO
1) Union Bank of India
2) State Bank of India
3) Federal Bank
4) Canara bank
5) State Bank of Travancore
HUMAN RESOURCE DEPARTMENT
MANAGING DIRECTOR
MANAGER
PERSONNEL SECRETARY
DEPUTY MANAGER
ASSISTANT MANAGER Asst. MANAGER

(SECURITY)
SUPERINTENDENT SUPT. WELFARE
20
A good Human Resource Department is considered to be one of the greatest assets of the
company. HR department deals with the welfare of human beings working in an
organisation. Besides welfare , it looks after discipline, IR, training and development,
desirable work atmosphere ,interpersonal relationships etc. HR Department helps in moulding
the individuals to attain maximum development. The total employees strength of KAMCO is
400.
KAMCO has been running on profit for the past 22years.Behind these achievements,
there lies the co-operation and hardworking mentality of its employees. Without these
dedicated employees, KAMCO would have never reached the peak of success and
achievements. About 15 employees are working in this department
4.3.1 Workman classification
Workman shall be classified as:-
1. Permanent
2. Probationers
3. Temporary
4. Trainees
5. Apprentices
LEAVE
The following are the leaves granted to the workmen in KAMCO:
1. Earned Leave (Leave with wages)
2. Casual Leave
3. Sick Leave (for those who are not covered under the ESI scheme)
4. Special Leave – Leave without wages
5. Maternity Leave will be granted as per the provisions of the Maternity Benefit Act to
those not covered under the ESI Act
21
The administration of leave will be done as provided under the long-term
settlements between the management and the workmen in force from time to time.
The Human Resource Department of KAMCO is concerned with the recruitment &
selection, training and development, promotion, welfare of workers and cultural activities.
4.3.2 Recruitment and Selection
For KAMCO, there is a specific procedure for Recruitment and Selection. We

can see two types of recruitment in KAMCO:-
1. PSC Recruitment
2. Company Recruitment
Recruitment
For the posts like Accountants, Office Staffs, Typists, Stenographers etc the people
are hired through PSC recruitment. Executive and Technical post are filled through Company
recruitment. Employment Exchange forwards a list of candidates for the required posts in the
unit on their notification to the District Employment Officer, Ernakulam. Vacancies are
advertised in major news papers or notified to the Employment Exchange in accordance with
the Govt. rules. There is no discrimination based on colour , religion, race etc. Appointments
are purely based on merit. The Dy. Manager is in charge of Recruitment and Selection,
Promotion, Performance Appraisal, PF etc.
Selection
After obtaining applications, initial screening is done on the basis of the specifications
given for the job. Short listed candidates considered matching the profile, go through the
selection process. The selection process consists of written test, group discussion and
interview.
22
4.3.3 Training and Development
Awareness training or orientation training is given to the new employees for a period
of one week or one month. After this training, orientation report will be collected from each
department. After analysing this orientation report they will give placement as a trainee under
probation. Probation period is for two years.
For the workers, Workers Education Programme is conducted under the supervision of the
workers education centre. For this purpose, a 2-3 months training classes are provided to the
trade union leaders of the organisation who act as the workers teachers. After attending the
training programme, conducted at the workers education centre, they conduct classes to all
workers in the organisation by forming them into different batches.
For the officers at the top level, middle level and supervisory level, Management
Development Programmes are conducted. Here, training is provided on a contract basis for 2-
3 days by the faculty from different management institutes like Kerala State Productivity
Council, Centre for Management Development, Indian Institute of Management etc. ISO
awareness training classes are also conducted; the subjects handled in these classes are
Personality development, Personal Relationship, Transactional Analysis and Productivity.
For all the employees from the lower level to assistant engineers, the initial 2 years is
their training period for which they get the consolidated pay. Apart from these, a fifteen days
computer awareness training program is conducted with the changing techniques at regular
intervals.
Training and Development is taken care by HR Manager who is assisted by Personnel
Secretary. Training charges are born by the company itself.
HRD Activity
23
The company gives cardinal importance to HRD activities. Company follows a pre-
planned trained calendar covering all areas and the training is imparted with the help of
various institutions. Effectiveness of the training programs is periodically reviewed for
further improvement.
Promotion
As per the promotion policy of KAMCO, an employee will be eligible for promotion if
he has served in a particular post for at least 3 years, or he will be given promotion when the
vacancy occurs. Another aspect is Grade promotion, ie, promotions are based on grades of
employees. In worker category there will be a grade change after a period of 5 years.
For officer level, grades allotted are as follows:-
G8 – Asst. Engineer, Superintendent
G9 – Asst. Manager
G10 – Deputy Manager
G11 – Manager
G12 – Senior Manager
G13 – Deputy General Manager
G14 – General Manager
Promotion ratio 1:1 is applicable to G3 and G4 employees ie, technical assistants
and operators/mechanics respectively. Transfers are mainly for officers only. For that MD is
the authorised person.
24
4.3.6 Wages and Performance Appraisal
Wages of the workers are settled for 4 years. It is mainly a long term
settlement. Salary settlement is based on the Kerala Government Employee Salary of Pay.
Performance Appraisal is conducted once in a year fir officers and for workers, it is
conducted when grades are given. There is a prescribed form for conducting Performance
Appraisal.
Benefits Provided by Kamco to its Employees
Benefits can be classified as Statutory and Non Statutory
Statutory
1. ESI
2. Pf
3. Gratuity
4. Canteen
5. Restroom
6. Light
7. Ventilation
8. Safety measures like Glouse, Boots etc.
Non Statutory
1. Conveyance facility
2. Allowances
3. Incentives
4. Loan Facility
5. Vehicle Loan Facility etc.
4.3.7 Kamco’s Welfare Programmes
25
Welfare Programmes can be classified in 6 categories. They are:-
1. Essentials :- It includes items directly needed by employees during production and in
case of emergency. ex- Goggles, Draught relief fund, funeral expenses etc.
2. Work Security :- It refers to items of support given by the company for immediate
protective element while performing a job. These benefits are given individually, section
wise or company as a whole. Eg-LIC Schemes, accident benefits, personnel accident
benefits, insurance, first aid etc.
3. Health care facilities :- It involves canteen and medical facilities. Example – ESI,
Medical Reimbursement etc.
4. Well being and Motivation :- It is aimed at developing a sense of loyalty and boosting
morale. Example – House building advance, loans, contribution to recreation etc.
5. Work surrounding facilities :- KAMCO provides spittoons, latrines, canteen facilities,
reading room, television, recreation etc.
6. Training and education :- It helps the employees to perform better in work place and
attain self actualisation. It includes expert training expenses and counselling charges.
7. Cool drinking water, Welfare officer, washing allowances, Occupational safety, first aid
boxes, canteens etc.
8. Shift allowances are as follows :
1. First shift – Rs 5/day.
2. Second shift – Rs 7/day.
3. Third shift – Rs 8/day.
1. Attendance bonus: For no absence during a month 3 days wages is given. For half day, 1
½ days wage will be given.
2. Special allowance Rs. 60 given to all employees.
26
3. Missed meal allowance: Rs 18 given to security staff coming for 3 rd shift i.e. 12 am to 8
pm Rs 24 given to workman on Sundays/holidays, when canteen is not functioning.
4. Milk allowance: ¼ litre of milk given to welders and workmen engaged in
painting/phosphate plant.
5. School advance of Rs 1800/- is given to employees.
6. Conveyance allowance for purchasing cycle, scooter, cars, loans are given to employees
above Deputy Manager grade. For minimum 5 years of experience is required to avail car
and scooter loans. Interest is 10%.
7. Employees are given festival allowances of Rs 5000/- ever year in connection with onam,
ramzan, Christmas etc. The amount is recovered in 10 equal instalments.
8. Transport subsidy of Rs 70/- given to all employees. KAMCO is not having vehicles for
transportation. Second shift employees are provided with vehicles on contract basis and
subsidized coupons.
9. Medical check-up:- For selected employer in the technical department they provide
medical check-up in a year. It depends upon the nature of work.
10. First aid during the work, if any accident occurs first aid will be provided to workers.
11. The other allowances are cash handling allowances, house rent allowances, overtime
allowances, uniform stitching allowances etc. A full fledged canteen is functioning at
KAMCO. It provides healthy and hygienic food at subsidised rates to the workers and
employees working at various shifts.
4.3.8 Wages for workmen:
All workmen are employed on monthly wages and will be paid on a monthly
basis.
4.3.9 Attendance:
27
Every workman shall be given an attendance card containing his name,
number etc. Similarly every permanent and probationary workmen shall be
provided with an identity card containing his stamp size photo, name, number, date
of joining, etc.
Assistant Manager Security is in charge of maintaining attendance and also
maintaining discipline in work environment.
4.3.10 Incentive:
A production incentive scheme is followed in KAMCO for the benefit of
employees, which constitute quarter of the pay packet. It aims at increased output,
productivity and utilisation of resources. This scheme covers all the permanent
employees.
In KAMCO, incentives are mainly of 3 types:
1) Direct incentives
2) Semi direct incentives
3) Indirect incentives
Shift Timing:
For Plant Working:
7 am to 3 pm - 1st shift
3 pm to 11 pm – 2nd shift
9 am to 5 pm – General shift
For Security Staff:
8 am to 4 pm - 1st shift
28
4 pm to 12 am – 2nd shift
12 am to 8 am – 3rd shift
For Office Staff:
9.30 am to 5 pm – General shift
9.30 am to 1.30 pm – Saturday
MATERIALS DEPARTMENT
Material Department Structure
.
y
D
r
e
P
o
s
o
i
r
n
e
S l
a
n
g
a
n
M
g
a
n
M r
e
r
e
.
t
s
A
a
h
c
r
u
p e
s
Figure1.4
It deals with the Purchase of materials, which include purchase planning and selection of
vendor
Functions:
1. Purchase planning
 In purchase planning first of all, based on production target annual budget is prepared.
 After this, worksheet is prepared.
 Based on worksheet, purchase proposal is f purchase proposal is for more than 1
lakhs, signature of managing director should be made on it. If it is more than 75000,
29
purchase committee should be signed on it .The purchase and DGM finance. Ifthe
amount is more than 35000 the signature of senior manager is there.
2. Selections of Vendors
For the suppliers approaching for registration, following will be applicable.
• The registration Form is issued to the supplier for filling up the details
• These details are preceded and approved, to proceed further by Vendor
development committee.
• Technical personnel designated by HOD assess premises of the supplier.
• The personnel who visit the premises fill up the vendor evaluation report
• After taking decision on the capability of the vendor based on vendor evaluation
report they requested to supply samples for approval.
• Then the samples are submitted to the Quality Assurance department at head
office and based on their recommendations regarding samples, decision is taken
on ordering on them.
• They are registered as vendors by the purchase or materials department at head
office. As vendors by the purchase or materials department at head office.
• The first purchase order is released on trial basis for small quantity. After
satisfactory supply of trial order, they are included in the approved vendor list and
regular purchase order is released depending on requirement of materials.
• The head of materials department approves the vendor list.
30
PURCHASE AND STORES DEPARTMENT
MANAGING DIRECTOR
MATERIALS MANAGER STORES MANAGER
SENIOR MANAGER SENIOR MANAGER
Asst. MANAGER Asst. MANAGER
Asst. ENGINEER TECHNICAL ASSISTANT
OFFICE STAFF OFFICE STAFF
In KAMCO, the purchasing and stores department works together. But the
manager in charge is different for both. All the functions of these departments, comes
under one roof.
The stores department takes care of all the inflow and outflow of materials
used for production processes. Senior Manager of materials is in charge of stores
department. Purchasing department purchases the products from their vendors based
on details of the required quantity, given by the production department. The company
has around 220 qualified vendors. The vendors are pre-qualified regarding their
registration, turnover, capacity etc. Purchase manager is in charge of purchase
department.
4.5.1 Duties And Responsibilities
Main Functions of Purchase Department:
1. Purchase planning
2. Price refixation
31
3. Vendor development
4. Purchase order generation
5. Negotiations with the vendors
6. Timely purchase of goods
Duties and responsibilities
General Manager (Purchase)
1. To be responsible for ensuring that all requisite raw material, spaces,
equipment etc are available, so as to ensure smooth production
2. To ensure optimum inventory levels
3. To avoid stock out situation of essential items in the warehouse
4. Product inventory is kept to the minimum level as possible
5. To avoid obsolescence of inventory by time action
6. To report to the board on inventory control measures
Senior Manager (Stores)
1. To be responsible for item wise accounting and control of various inventory
items
2. In charge of warehouse Issues and Receipts
3. Property inventory control by EOQ max-min, Reorder level etc.
4. Up keeping and maintenance of warehouse items
5. Periodical reporting
Purchasing Process at KAMCO
A corporate purchasing system is being followed in KAMCO. All the other
units of KAMCO give their material requirements to the Head Office (Athani unit)
and the head office purchases the materials for all the other 3 units.
32
Procedure:
First of all, the production department prepares a budget based on the raw
material requirement. The budget contains the details regarding the raw material
needed such as quantity, amount, name of suppliers etc. All the other departments also
prepares budget based on the requirements. The budgets are then compiled by finance
department. The budget has to be approved by the Managing Director. There will be a
total amount which is to be allotted to different departments.
After the budget approval, the list of raw materials is sent to purchasing
department. The purchase department places the purchasing order. The purchasing
order contains the details regarding the quantity required, rate, payment terms,
suppliers name and address etc. The order is then handed over to purchase
department. The purchase department then invites quotation from approved vendors.
The purchase department then prepares a comparative statement on the basis of the
received quotation This is to select the most economical quotation for each specified
materials. KAMCO used to gives awards for the best vendors. It will help the
company to get quality product at the right time. Company has regular suppliers and
they are ready to give materials as per the requirements of the company. So at present,
company is not conducting any vendor development programmes. If necessary the
vendor development committee recommends new vendors and maintains the existing
list
If the quotations seem to suit the terms and conditions, the purchasing
department sends a purchase proposal. Purchasing manager is in charge of sending
purchase proposal along with the approval of his superiors.
33
Assistant Engineers are in charge of inspecting the raw material of Tiller
items. All other general items are handled by respective departments.
It the item to be purchased is machinery, a committee will be formed to study
the its requirement in the company. If it is a general item like computers, office
furniture’s, then also an enquiry is conducted before forwarding the purchase
proposal.
QUALITY ASSURANCE DEPARTMENT
Manager QA
Asst.
Mechanics
Charge head of fully Charge head for plant Charge head for final
bought product
Mechanics Mechanics
Mechanics
Figure1.7
Quality assurance Department inspects the quality of materials or parts, which was received
from vendors. Quality management is becomes a key variables in the strategic business
policy of the organization at present, Quality management is an important area which will
require maximum attention of top management. The attitudes of quality such as performance,
34
features, conference, reliability, should constantly evaluated and upgraded so as to cope with
the current and future market demands,
Quality assurance clarifies the components into two critical component and non-critical
components. Critical components are crank shaft, all engine parts, gear wheels etc. Non
critical components are nuts, bolts and screws etc. The clarification is mainly for ignoring the
practical difficulty in checking non critical components and only sample inspection in non-
critical components. Practical difficulty in checking the non-critical component is problem
there from here the production department as there requirements takes the components, after
getting a finished product from the assembly department for the final checking. If getting a
finished product from the assembly department for the final checking. If it is Ok it is gone to
the store. From these the machine will enter into marker through dealers.
Quality assurance Department is equipped with all modal facilities. The company has
calibration cell to check and correct the measurements of all measuring instruments.
• Ensure quality of line procedures.

• Purchased products quality is assessed by quality assurance department.
• Assembly line inspection done at each work centre.
• Final inspection of the finished products is done.
• Calibration is done by the Quality Assurance.
• A standard committee consisting of the following officers will meet in the beginning
of the year upon approval of the budget and as end when required to assess the
metrology or measuring or testing equipment’s
35
3. PRODUCTION DEPARTMENT
Production Department Structure:-
S e
O
ft
i
h
i
h
S
c ffi
e
c
r
ffi
ft
O r
g
n
a
M
.
y
D
O
ft
i
h
S
a
t
e
r
P
(
r
e
ffi
c
t
n
e
m
(
i
h
c
a
m e
n
c
u
d
o
r
p
g
n
a
M
(
m
e
s
A
n
i
a
P
d
)
p
o
h
s n
o
ti
r
e
l
b
)
y
n
ti
)
g
Figure1.8
Production Department is also known as works department. It is divided into Assembly shop,
Machine shop, and a small sub unit for painting which is a sub unit of assembly shop.
Annual production is based on the budget this production figure is broken down into monthly
targets. Assembly of power tiller is done in separate assembly line viz, engine line,
transmission line, tiller line.
Parts required for assemblies are got through stock issue notes. Parts required for assembly at
each work Centre is located in bines at appropriate work section with indication standard
parts required by different work centres are kept in centralized places. Painted parts are
obtained from the painting section.
• Assembly is carried out as per process chart.

• Work carried out in each work centres is recorded.
In an assembly line record each assembly line where chassis or engine number of each
assembly is noted.
• After completion of each assembly line concerned machine verifies the assembly and sign
the assembly tags with date,
• At the end of each assembly chief mechanic of that line clears the assembly for the next
assembly line,
36
Assembly rejections are removed from the work Centre.
• Tillers are offered for inspection to QA department along with tiller completion report.
Engine after inspection are handed back with finished tiller inspection report.
Divided into 3 sections
• Assembling
• Pre-treatment and Painting
• Machine Shop
Functions:-
I. Assembly Shop
Assembly is one of the major sections in production department. The finished components
are taken from the stores and it is sent to assembly as required. The engine assembly is one of
the main work in the assembly. After testing the assembled engines, it is sent to the painting
section.
Through different transmission in the assembly we get the finished products. In the power
tiller here using two types of engines (Diesel engines and DI engines)
II. Painting Booth
In KAMCO they are using a good advanced booth. After cleaning the components it will go
for painting through a conveyer belt and after painting it will go over through the belt Mainly
they are using color for painting one is Ash and other is Post office red.
III. Machine Shop
Company has a machine shop which is producing 15 components. These are critical
components. Company has a modern machine shop with special purpose machines which
ensures conformity with prescribed quality standards. The materials purchased by the
purchase department, then sent to the stores from their materials to the QA department, it sent
to the Machine shop. In the machine shop the process like milling, drilling, boring etc are
doing on material to get product which is used in the assembly. From the machine shop the
finished products are directly sent to the assembly only for the inspection in QA. From the
QA it will be sent to the stores.
37
4. Maintenance department
Maintenance department Structure;-
Manager
production
Asst. Manager
(maintenance)
Asst. Engineer
Charge Head
Charge Head
Electrical
Mechanical
Types of maintenance followed in KAMCO:
Mainly there are 4 types of maintenance management:
1. Preventive maintenance
2. Breakdown maintenance
3. General Maintenance
4. Spare parts management
Spares and consumables required are procured and when required. Review of spare parts and
consumables is carried out once in a year. Shift arrangements are done by HOD of
maintenance.
In Preventive maintenance, schedule is prepared by head of the department and is given to

concerned department and electrical or mechanical maintenance section. Electrician or
mechanic under the supervision of change hand takes up the machines for preventive
maintenance.
All the machines and equipment’s are attended once in every month, defects notices if any
rectified. Head of the department carries out final checks.
38
After carrying out preventive maintenance work the preventive maintenance checklist are
filled up by the electrician or mechanic and counter signed by charge hand or chief mechanic
department head reviews the reports every month
Monthly report is given to divisional head. Maintenance schedules are reviewed every 6
months by divisional head,
In Breakdown Maintenance, maintenance or repair order is made by the concerned

department indicating the location of nature of faults and signed by the reporting officer,
Maintenance order is received by the section head and handed over to the concerned charge
hand for execution. After completion of the work the operation is demonstrated and the
mechanic hand over the equipment to the concern department. Repair completion report is
given to the concerned department
• Maintenance work is also done through outside agencies and the transactions are
recorded
• Machine breakdown data is analysed using Pareto's principle.
• Spare parts maintenance is done once in a year
• Areas covered by the maintenance department are electrical, substation, telephone
system, water supply system, welding operations and general maintenance.
• Shift arrangements of the work are done by the HRD maintenance.
The maintenance motto of maintenance department is to minimize the down time and make
available all the machinery promptly. The main responsibility of electrical section is
uninterrupted pov.er supply and total preventive maintenance
5. RESEARCH AND DEVELOPMENT DEPARTMENT
Research &Development Department Structure:-
DGM (R&D)
39
Asst. Manager
Chief Draft men Chief Mechanic
2 Draft men 1 mechanic
Figure1.10
KAMCO has a very intelligent research and development team. The R and D activities of the
company are now being attached to the engineering departments. Government of India had
stipulated certain norms to meet the minimum performance standard for the pov.er tiller in
view of the complaints of farmers on the performance of power tillers especially after the
introduction
of Chinese tillers. According all the power tiller manufactures have been adlovised to
company with the minimum performance standards to consider subsidy for the power tiller at
the end of the final year. TIE modifications are implemented by delivering safety cover with
in the record time and the tiller got tested and approved by central farm testing and training
institute, Budni during May-July 2001, Government of India had cleared
Training institute, Budni during May-July 2001, Government of India had cleared KAMCO
power tiller meeting minimum standards in July 2001 for eligibility of subsidy,
Functions:
1. Revise drawings for correction or improvement based on feedback from customer ,

feedback from production, purchase and Quality assurance departments.
2. This covers activities with regard to modifications for improvement to products and
consequent changes to the relevant drawings. _
40
3. Keeping all drawings in safe custody, maintain them promptly and issue copies to
indenting department
6. SYSTEM DEPARTMENT
System Department Structure:-
M
e
g
a
n r
G
D
n
a
M
g
o
r
p e
g
m
a
t
i
r
u
c
e
S &
y
C
&
F
(
t
s
y
S
r
e
m
w
t
e
N
o m
e
)
S
g
n
i
k
r
Figure1.11
This is the youngest department in the company. KAMCO is still in the process of developing
a system whereby it can make optimum usage of IT recourses. At present KAMCO makes
use of a customized ERP package based on ORACLE. The package developed and is
implemented in 2001-2002. The system department does not play a role in production
planning.
The module incorporated in ERP package used are the Finance Module, Marketing Module,
Purchase processing, and Inventory Module, Human Resource Management and the
Maintenance Module.
Finance Module:
• Payroll and incentive administration

• Material purchases
• Sales
• Payables and Receivables
41
• Day to Day cash position reporting
• Individual bank wise balance reporting
Marketing Module:
• Order booking
• Invoicing
• After sales service
Purchase Processing and Inventory module:
• Purchase processing
• Material requirements
• Inventory transactions
• Finished goods evaluation
• Material rejection
Human Resource Management Module
• Personal history including employee details and service details

• Payroll processing
• Training
• Attendance and incentives including Office time, leave etc
Maintenance Module:
• Equipment maintenance
• Calibration
In KAMCO, the systems in all department is connected through LAN
MISSION, VISION AND VALUES
VISION:-
KAMCO with over 3 decades of engineering excellence stands as the number one power
tiller manufactures in India. Not surprising, with four state of the art products, an innovation
R and D and stringer quality control systems rated as one of the best in the country. The
42
technically competent, dedicated management and workforce will go on to ensure that
KAMCO shall be leader for several years to come,
MISSION:-
• To an innovative, resourceful and profitable company

• To meet customer requirements of quality, service and price consistently _
• To make "doing business with us easy" and delightful to our customers.
• To provide a congenial and entrepreneurial work environment in which employees
can respond to the needs of business and service earn fair reward and can be satisfied.
PRODUCTS OR SERVICES OF THE COMPANY
KAMCO’s Products include:-
1 KAMCO Power Tiller Model KMB 200
2 KAMCO Diesel Engine
3 KAMCO Power Reaper Model KR 120
1. Power Tiller
Power tiller is the main product of KAMCO. It is a versatile machine
that has radically changed the old labour intensive methods of agriculture, by making almost
all farming operations faster, cheaper and easier. The cost on tiller is around 1.10 lakh.
Features
 Simple movement and control for easy of handling
 Perfectly balanced and vibration- free engine to reduce operator fatigue
 Unique radiator cooling system helps in non stop operation
 ‘Fail-safe’ safety devices to prevent accidents
 Automatic fuel control to save precious energy
 Distinctive radiator control system for continuous operations
43
 It is faster
 Make cleaner windrows for easier collection
 6 Forward speed,2 Reverse speed,4 Tilling
 Rotary, diesel-powered, water cooled, with radiator
 Weight is 485 kg
2. Diesel Engine
Features
 Economical with minimum fuel cost
 Smooth starting
 Easier operation
 Equipped with radiator
 Less vibration
 Less noise
 Travelling speed 15 kmph
 H P -12.
3. Power Reaper
Features
 Power reaper harvests and makes windrows at the rate of 3-4 hours for
hectare.
 It is light enough to carry by two persons
 Smooth chain conveyer action deliver plants gently making clean windrows
 Weight is 136 kg
 Engine type is single cylinder,4 stroke CSD RR, side valve air cooled engine
 Maximum H P 3.6 Ps.
44
Other Products
KAMCO also deals with the following products:-
1. KAMCO Super DI Power Tiller
2. KAMCO Power Stone Cutter KSC 625
3. KAMCO Agria 602 DE Power Tiller
4. KAMCO Agria Garden Tiller
All the above products are supplied by KAMCO to the needy people by the way of
manufacturing on a limited edition. KAMCO has a future plan of manufacturing the above
items in a bulk number
FINANCIALS – MARKET SHARE, FINANCIAL PERFORMANCE
PERFORMANCE ANALYSIS
Performance analysis is a tool for analysing the performance of the company. By comparing
the performance of the company with those of the previous year performances, we can
understand company's growth for this study the company's sales details and its profit to be
taken to evaluate the whole performance of the company. Performance analysis is helpful to
understand its position in the competitive market. IN LAKHS
2013-2014 2012-2013
PRODUCTION
KAMCO power tiller 14577 12085
KAMCO power reaper 1453 1644
Terra tractor 101 12
SALES
Terra tractor 24 9
KAMCO engine 28 14
KAMCO – barbeiri garden 235 283
tiller
FINANCIAL HIGHLIGHT
45
in lakhs
SALES REVENUE
KAMCO power tiller 15779.29 13551.64
KAMCO power reaper 1241.79 1306.08
Tera tractor 86.33 32.22
KAMCO – barbeiri garden 94.71 111.35
tiller
Diesel engine 16.66 8.04

Spare and accessories 2002.01 1818.75
Total sales 19220.79 16828.08
working result
operating profit 700.75 513.86
Depreciation amortization 226.24 157.73
Cash profit 926.991 671.59
Profit before tax 700.75 513.86
Provision for tax and deferred 154.74 228.34

tax
Profit available for 546.01 285.52
appropriation
APPROPRIATION
Proposed dividend 48.44 48.44
Tax on dividend 7.85 7.85
Other reserves 70 70
Profit after tax dividend and 419.72 159.23

transfer to reserve
Table 2.2
46
During the financial year 2012-2013 company could achieve record production and sales and
production during the period was 14577 nos. of tillers, 1453 nos. of reapers and 101 nos. of
tractors against 12085 nos. of tillers 1644 numbers of reapers and 12 nos. of tractors during
2012-2013. Total turnover during the period was rupees. 192.21 crores as against rs.168.28
crores during its previous year; registering an increase of 14%. Operating profit also
improved by 36% and stood at rs. 701 lakhs as against rs.514 lakhs during 2012-2013
IN LAKHS
2014-2015 2013-2014
PRODUCTION
Tera tractor 26 101
SALES
Terra tractor 30 24
KAMCO engine 54 28
tiller
FINANCIAL HIGHLIGHT
in lakhs
SALES REVENUE
Tera tractor 85.25 86.33
tiller
Total sales 168477.41 19220.79
working result
Cash profit 626.76 926.99
tax
appropriation
APPROPRIATION
47
transfer to reserve
Table 2.3
During the year under review company could achieve a production of 9785 numbers of tillers
and 1413 numbers of reapers as against 14577 numbers and 1453 numbers of tillers and
reapers during financial year 2013-14. Sales during the reporting period was 10716 numbers
of tillers and 1688 numbers of reapers against 13261 numbers of tillers and 1788 numbers of
reapers during previous year. The total turnover of the financial year was Rupees 168.5
Crores against 192.2 Crores during the year 2013- 14. The financial year 2014-15 ended up
with a cash profit of Rs.626.76 lakhs (Rse926.99 lakh) and operating profit of Rs.360.30
lakhs(Rs.700.75 lakhs)
IN LAKHS
2015-2016 2014-2015
PRODUCTION
Terra tractor 22 26
SALES
Terra tractor 50 30
KAMCO engine 61 54
tiller
FINANCIAL HIGHLIGHT
in lakhs
SALES REVENUE
KAMCO power tiller 12231075 13353.13
Terra tractor 132.08 85.25
tiller
Total sales 15215.93 16847.41
48
working result
tax
appropriation
APPROPRIATION
Other reserves 50.00 70
transfer to reserve
Table 2.4
reapers during financial year 2014-15. Sales during the reporting period was 9764 numbers
of tillers and 930 numbers of reapers against 10716 numbers of tillers and 1688 numbers of
reapers during previous year. The total turnover of the financial year was Rupees 152.16
Crores against Rupees 168.47 Crores during the year 2014-15. The financial year 2015-16
ended up with a cash profit of Rs.452.75 lakhs (Rs.626.76 lakh) and operating profit of
Rs.239.84 lakhs(Rs360.30 lakhs).
IN LAKHS
2016-2017 2015-2016
PRODUCTION
Terra tractor 18 22
SALES
Terra tractor 17 50
KAMCO engine 51 61
tiller
FINANCIAL HIGHLIGHT
in lakhs
49
SALES REVENUE
tiller
Total sales 15338.57 15215.93
working result
tax
appropriation
APPROPRIATION
transfer to reserve
reapers respectively during financial year 2015-16. Sales during the reporting period was
9412 numbers of tillers and 91744 numbers of reapers against 9764 numbers of tillers and
930 numbers of reapers during previous year. The total turnover of the financial year was
Rupees 15338.57 lakhs against Rupees 15215.93 lakhs during the year 2016-17. The
financial year 2016-17 ended up with a cash profit of Rs. 545.16 lakhs and operating profit of
Rs.284.77 lakhs.
IN LAKHS
2017-2018 2016-2017
PRODUCTION
Terra tractor 5 18
50
SALES
Terra tractor 13 17
KAMCO engine 32 51
tiller
FINANCIAL HIGHLIGHT
in lakhs
SALES REVENUE
tiller
Total sales 15598.86 15338.57
working result
tax
appropriation
APPROPRIATION
transfer to reserve
reapers respectively during financial year 2016-17. Sales during the reporting period was
9588 numbers of tillers and 2633 numbers of reapers against 9412 numbers of tillers and
1744 numbers of reapers during previous year. The total turnover of the financial year was
Rupees 15598.86 lakhs against Rupees15338.57 lakhs during the year 2016-17. The financial
51
year 2017-18 ended up with a cash profit of Rs. 602.64 lakhs and operating profit of
Rs.375.79 lakhs.
MARKET
a) The Company has 45 dealers all over India.
b) New Dealers appointed to cover selected districts in Tamil Nadu, Karnataka, Maharashtra,
Orissa and AndraPradesh.
c) Close interaction with the Govt. of India in the formulation of new schemes & policies for
farm mechanization.
d) Regular demonstrations and service camps are being organized in various States.
e) KAMCO Power Reaper has been exported to Iran and Sri Lanka recently. These Machines
has been well accepted by the customers.
SWOT ANALYSIS
The overall evaluation of the company's Strength, Weakness, Opportunities, and Threats is
called SWOT ANALYSIS. It is the key elements influence the survival and development of
the organization. It will helpful for the improvement of organizational strategies.
STRENGTH
1. KAMCO is the market leader
2. Good working atmosphere
3. Reputed brand name & image
4. Better incentive scheme
5. Qualified & skilled labour
6. Environment friendly
7. Good industrial relations
52
8. Strong & accepted products
9. Extensive marketing network through dealers
10. Good & quality products
11. Country wide sales & service networks
12. Easy availability of manufacturing components
13. Good, uninterrupted & continuous vendors
WEAKNESSES
1. Delay in sanctioning of funds
2. Political interference
3. Time delay in recruitment
4. Average age of workforce is 52 years
5. Strong influence of trade union
6. Lack of technological up gradation & automation
7. Promotion is based on experience, so performance will be poor
OPPORTUNITES
1. Diversification programs & products
2. Innovativeness and bringing out new products to meet the new needs of customers
3. Boom in automobile industry and related engineering services
4. Due to good brand name KAMCO can extend the market
5. Export possibilities
6. Scarcity of labour & acceleries, so scope for mechanisation.
7. Availability of Monsoon
THREATS
53
1. Influence of Govt. policies
2. High competition from domestic and from International market
3. Chance of Privatisation
4. Frequent change in the top management
5. Depression in agriculture
6. No restriction for Pvt. Parties to enter into this sector
7. High cost of operation
8. Whether problem
CHAPTER 3
POSITIONING OF THE INTERNS AND HER ROLE

 The internship programme at Kerala agro machinery corporation ltd was very much
informative and I could study functioning of various departments of the company and
their relationships, Especially the finance department where which I've done duty,
 I got an opportunity to interact with the employees in the organization.
 It was a great pleasure to work as a team with the professionals. The working
environment in the company was really encouraging and positive.
 Internship programme helped to identify and implement improvements to processes
by analysing current processes and utilizing established improvement methodologies
to maximize the efficiency of the plant and personal and to support company
improvement initiatives.
 Internship programme provided a platform to achieve practical knowledge.
 Internship programme helped me, how to utilize the facilities, equipment, materials
and personnel to improve efficiency oi operations.
 From the above fact, I conclude that Internship training is highly relevant for me and
highly useful for my future jobs.
CHAPTER 4
54
4.1. WEEKLY ACTIVITY/PROGRESS REPORT
Date & Time Tasks Tasks Observations

Day Assigned Completed
01-07-‘19 9:00am- To attended the Not applicable Introduction to
4:00pm class given by company and
Monday
finance manager understood the various
functions of finance
02-07-‘19 9:00am- Asked to read the Not applicable Analyzed the
4:00pm company report for company’s financial
Tuesday the current and statements
previous years
03-07-‘19 9:00am- To attended the Not applicable Understood about the
4:00pm class given by competitive environment
Wednesday and strength, weakness,
finance manager
opportunities , threat of
company.
04-07-‘19 9:00am- To sort the invoice Entire task Getting invoice paid on
4:00pm completed time and view the client
Thursday information
05-07-‘19 9:00am- Produce Inspection Entire task Provides you
4:00pm Goods Received completed information about
Friday Report (IGRR) incoming materials
inspection at the site.

4:00pm class given by quality policy followed
Tuesday by the company
finance manager
10-07-‘19 9:00am- Asked to read the Not applicable Analyzed the

4:00pm company report for company’s financial
Wednesday the previous years statements
4:00pm class given by target cost of the
Thursday company
finance manager
12-07-‘19 9:00am- Asked to read the Not applicable Analyzed the company
4:00pm company’s report for cash flow statement
Friday the current year
55
15-07-‘19 9:00am- Preparation of Entire task Understand about the
4:00pm excel completed payments made by the
Monday
company
16-07-‘19 9:00am- Generating and Not applicable Gained a meaningful
4:00pm analyzing report insight about the
Tuesday business performance
17-07-‘19 9:00am- Review the Entire task Ensured that these are
4:00pm accounting ledgers completed correct
Wednesday prepared by the
accountant
18-07-‘19 9:00am- Entering data into Entire task Data entry work make it
4:00pm excel completed more efficient
Thursday
19-07-‘19 9:00am- working with Entire task Entering and managing

4:00pm bookkeeping completed account payables
Friday software

22-07-‘19 9:00am- Performing Entire task Understand about the
4:00pm financial completed financial activities of a
Monday
calculations company
23-07-‘19 9:00am- Reporting on Entire task Understood the financial
4:00pm financial completed performance of the
56
Tuesday performance company
24-07-‘19 9:00am- Analysing financial Entire task Provide information that
4:00pm data completed will assist in future
Wednesday planning and decision
making
25-07-‘19 9:00am- Helped in preparing Entire task Understood the short
4:00pm weekly reports completed term decisions taken by
Thursday the company
26-07-‘19 9:00am- Participate in risk Entire task Understood about all the
4:00pm assessment and risk completed risk faced by the
Friday management company
activities

29-08-‘19 9:00am- Sorting of invoice Entire task Understand about the
4:00pm completed late payment penalties
Monday
30-08-‘19 9:00am- Sorting of invoice Entire task Set up a good

4:00pm completed accounting system
Tuesday
31-08-‘19 9:00am- NIL NIL NIL
Wednesday
4:00pm
(holiday)
01-08-‘19 9:00am- Attended the class of NIL Got an idea about the
4:00pm finance manager methods of production.
Thursday
02-08-‘19 9:00am- Preparation of excel Entire task Designed to support

4:00pm completed accounting functions
Friday such as budgeting

05-08-‘19 9:00am- Entering data Entire task Understood the
4:00pm completed payment details
Monday
57
06-08-‘19 9:00am- Entering data Entire task Understood the payment
4:00pm completed details
Tuesday
07-08-‘19 9:00am-
Wednesday
4:00pm
08-08-‘19 9:00am- Analyzing reports Entire task Understood the capital

4:00pm completed structure of the company
Thursday
09-08-‘19 9:00am- Taking notes Entire task Provide information

4:00pm completed pertaining to company’s
Friday operations and financial
position.
CONTRIBUTION OF THE INTERN TO THE ORGANISATION
LEARNING FROM INTERNSHIP
• Overall knowledge gained from the internship.
- KAMCO has a good organization structure and a good management system.
- KAMCO is a public ltd. Company which is going on in profit.
- KAMCO has good brand name among its customers.
- KAMCO is maintaining good industrial relation.
- Political interference also influences KAMCO.
- KAMCO provides better working conditions to its employees.
- Effective utilization of all resources is done by KAMCO.
- KAMCO provides all the welfare activities to its employees.
- Organization is providing all the statutory and non statutory benefits to employees.
58
- KAMCO having good growth possibilities.
- Qualified and skilled work force is the strength of KAMCO.
- Efficient departments add value to KAMCO.
KNOWLEDGE GAINED FROM INTERSHIP
I gained a practical experience in the constantly -growing field of finance and

learned to analyse and generate reports, taking notes during meetings,
preparing statements, entering data, and assisting with audits. I have also
completed the administrative work while observing different aspects of
accounting, portfolio management, financial reporting and banking. Worked
with bookkeeping software. Handled sensitive and confidential information
with honesty and integrity. Assist with reconciling accounts .
CHAPTER 5
CONCLUSION
Kerala Agro Machinery Corporation Limited (KAMCO) an ISO 9001 : 2000
company was established in the year 1973 at Athani. Today KAMCO has different units in
Kalamassery, Palakkad and Mala. The ain products of KAMCO are KAMCO Power Tiller,
KAMCO Power Reaper, KAMCO Diesel Engine.
KAMCO has a good dealer network all over the country. Customers of KAMCO are
fully satisfied with the products and hence KAMCO’s products have good brand name. The
strength of KAMCO is its employees. KAMCO is launching new products in accordance
with the needs and wants of farmers (customers).
59
The “ INTERNSHIP” at KAMCO, Athani was undertaken with the objective of
developing an insight about administration and management of a business firm .The study at
KAMCO helped the trainee to gain good knowledge about the operation of a business firm
the trainee left that the study was successful and a memorable one.
Suggestions and Recommendations:-

1. The company should expand export opportunities, so a bit more promotional
activities should be included
2. Reaching better horizons by fostering new partnerships
3. The organization should provide better in the recreation facilities to the employees
4. Intimate major strategies towards empowering dealers
5. The company has to engage in production of variety products
6. The company resources are to be utilized to the maximum. So that there will be
efficiency in its operation.
7. Diversification of products and services is essential for success
8. Give more advertisement through all possible Medias
9. Introduce advanced technology for production
10. Incentive system should be encourage
11. Fill existing vacancies
12. Young candidates must appointed
13. Timely promotion should be done on the basis of performance and experience
14. Workers should avoid wastages of time in the factory
REFERENCE
Company Website: -
www.kamco.com
www.kamcoindia.com
company magazines and report
60
61

Roshni Anil Intership Report

Hochgeladen von

Dokumentinformationen

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Roshni Anil Intership Report

Hochgeladen von

Copyright:

Verfügbare Formate

KERALA AGRO MACHINERY CORPORATIONS

SUMMER INTERNSHIP REPORT

in partial fulfillment of the requirements for the award of the degree

MASTER OF BUSINESS ADMINISTRATION

of APJ Abdul Kalam Technological University, Kerala

CHAPTER 3 POSITIONING OF THE

CHAPTER 4 DETAILS ABOUT

1.1 OBJECTIVES OF THE STUDY

1.2 INDUSTRY ANALYSIS

(KAIC) and subsequently became a fully owned Government of Kerala undertaking at

The Kerala Agro Industries Corporation Limited (KAIC Ltd.) Trivandrum,

(Government of Kerala Company) promoted the establishment of Kerala Agro Machinery

Corporation Limited (KAMCO).The KAIC Ltd. Entered into a technical collaboration

shares held by KAIC Ltd.

MILESTONES OF THE COMPANY

KAMCO has three more units:-Kalamassery unit in Ernakulam dist. Kanjikode

unit manufactures power reaper.

Quality Excellence Certificate under ISO 9002 in October 1996.

2. KAMCO is the second public sector undertaking in Kerala getting this

company by KPMG quality registration.

BUSINESS ENVIRONMENT OF KAMCO

As far as KAMCO Ltd is concerns the business environment is in positive side in

employees to maintain a harmonious atmosphere resulting to make maximum output.

PRESENT STATUS OF KAMCO

KAMCO is one of the professionally managed company owned by state

responsibility in the service of people without respite.

products and service with improved technology and employee participation”.

regard to corporate governance is not applicable.

POLLUTION CONTROLLING SYSTEM OF KAMCO

fuel consumption than the ordinary engine.

ISO 9001-2000 CERTIFICATION

QUALITY POLICY OF KAMCO

quality management system is continually improved to enable achievement of the policy

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

DEPUTY GENERAL MANAGER

AREA MANAGER Asst. ENGINEERS (Service)

OFFICE STAFF MECHANICS

Duties and responsibilities

1. Presenting marketing strategy to the board

2. Obtain management approval for periodical target

3. Developing or implementing or Customer loyalty or retention

4. Reporting performance to board for review

5. Arranging press conference periodically(annually)

1. Preparation and implementation of product/segment wise marketing plan

2. Setting targets to managers reporting to him

3. Implementation of marketing plan

4. Arranging dealer meets

A company’s survival depends upon better marketing strategies adopted by the

getting good results.

4.2.2 International market

have been well accepted by the customers.

Major Dealers in India

Govt. - West Bengal Industries Corporation

Pvt - Friends machinery and spares Ltd

Govt. - Assam Agro Industries Development Group

Pvt - ChemTrade India Pvt Ltd

Govt. - Tripura horticulture group

Pvt - Krishishilpa Udyog

Pvt - Stanley Roy Construction

4.2.4 sales promotion

price of the ordinary Power Tiller

Reapers - Chattisgarh, Orissa, Andra Pradesh, Kerala & Tamil Nadu

DEPUTY GENERAL MANAGER