J P FOUNDRIES, BELGAUM

INTRODUCTION

Global Scenario of Castings

Competition has brought in many changes in the way foundries used to function earli-
er. These days the overseas markets are demanding low cost, good quality products with on
time delivery. With intense competition from other nations like China, it‟s more like the Sur-
vival of the Fittest theory these days. Now, foundries should start looking for export markets
and explore the opportunities, with Europe and US.
The global production of ferrous and non-ferrous castings is estimated at 80 Million
tons, value exceeding US $ 100 Billion. The global trade in metal castings is estimated at US
$ 10 Billion and is expected to multiply in the coming years. Advanced countries are con-
fronting a marked change in the business climate and rise in production costs. As a result they
are opting for large scale outsourcing to countries such as India, China, Brazil, Spain, Mexico
and countries of the erstwhile Eastern Block. These countries are now adopting latest manu-
facturing techniques in order to meet the needs of the advanced countries.
Foundries have to update themselves in terms of technology, should become more
customer sensitive & oriented, cut down upon the shipping delays, focuses on quality and still
be low on cost. Accurate Knowledge about the sensitivity of customer needs is a main growth
factor.
To sustain continuous growth in every aspect, the foundry industry has to embrace
change; change to Technological innovation, change to improved manufacturing practices to
enhance cost effectiveness and change to upgrade human resource skills. All these are crucial
in gaining a competitive edge.
Worldwide casting shipments continued to increase in 2005, despite a slight drop in
the total number of metal casting facilities, according to the 36 nations participating in
MODERN CASTING‟s 40th Annual Census of World Casting Production.
Total global tonnage showed a 7.5% increase, based on the most recent data available
for all participants. Nine of the world‟s top-ten casting producers improved their totals for the
year.

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World Production Leaders

1. China
2. U.S.
3. Russia
4. Japan
5. India
6. Germany
7. Brazil
8. Italy
9. France
10. Korea

Indian Scenario of Casting

Pig Iron is mainly categorized into two major types:
a) 'Basic Grade' iron used for steel making and
b) „Foundry Grade‟ iron for making iron castings which find applications in industrial and
other sectors.
In the developed countries pig iron is also used as a scrap substitute in the charge - mix of
Electric Arc Furnaces (EAFs).

Stable underlying economy supporting growth

India is amongst the fastest growing economies, with stable macroeconomic indica-
tors. India clocked a GDP growth rate of 8.5% during the FY 2003-04. The government is
targeting a GDP growth rate of 8% over the next 5 years. The most significant aspect about
the GDP is the decreasing contribution of the agricultural sector to the GDP facilitated by a
simultaneous increase in the contribution of services & industrial sectors. This provides sta-
bility to the GDP growth, as agricultural sector is largely dependent on the monsoons, which
are unpredictable.
The country's foreign exchanges reserves are at an all-time high of around USD 130
bn. Exports from India have been rising. The Balance of Trade (Exports - Imports), although,
still negative, has remained stable over the last few years. All these factors coupled with pro-
reform measures of the government have helped India absorb external shocks such as the re-
cent oil price hike, without any major impact on the economic growth.

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The interest rates have been falling consistently over the years while the government
has managed to keep the inflation rates at 4-5% levels. Thus, the real rate of interest has come
down. Lower rate of interest along with easy availability of finance has spurred consumption
demand among households. Other demographic factors such as growing working population,
favorable urbanization trends, increase in two-income households, etc. have also contributed
to the increase in consumption demand.

Role of Auto-Component Industry

The Indian automotive component industry manufactures a wide range of parts in-
cluding castings, forging, finished and semi-finished components, assemblies and subassem-
blies. Its development has been aided by the arrival of OEMs to India in the 1990s and the
increasing exposure of Indian companies to international competition and best practices.
India's automotive components industry is being urged by the government to partner
with overseas firms with the aim of making India a platform for outsourcing as well as a
global R&D hub. As the Indian vehicle production industry has grown, so has the domestic
supplier industry. But the global auto industry's search for lower cost and more international
outsourcing has led to a sharp growth in component output and exports in recent years.
Companies such as GM, Ford, DaimlerChrysler and Toyota, see India as a cost com-
petitive base for parts sourcing. Among Tier 1, Delphi, Visteon, Bosch, Cummins and Denso
have operations in India. Bharat Forge with its acquisition of Carl Dan Peddinghouse (CDP)
in Germany has now become world's second largest forging company.
Factors such as superior engineering skills, modest domestic market growth, the so-
phistication of its IT industry and increasing free trade agreements in addition to low cost, are
expected to boost India's auto-component sector growth over other countries in the environ-
ment of off-shoring to low-cost countries.
A recent study conducted by McKinsey suggests that India's auto-components exports
has the potential to grow from $1 bn in 2003 to $20-25 bn in 2015. the liberalization steps,
such as, relaxation of the foreign exchange and equity regulations, reduction of tariffs on im-
ports, and refining the banking policies, initiated by the Government of India, have played an
equally important role in bringing the Indian Casting industry to great heights. It is estimated
that the sale of passenger cars have tripled compared to their sale in the last five years.
A market survey provides a detailed and independent analysis of 184 Indian foundries
offering specialized casting and foundry facilities. It is an invaluable source of information
for buyers with responsibility for sourcing components in the most cost-effective way. Its
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comprehensive tabular information allows an effective comparison to be made between can-

didate suppliers and so aids the choice of the right partner for the production of a very wide
range of industrial products. The report devotes particular attention to the technologies that
already exist in India starting from pattern making to moulding, metal preparation, and in-
spection and testing practices. It gives a complete picture of each foundry along with their
relevant contact details. It also examines organizational details of foundries and key perfor-
mance indicators as well as covering their installed and spare capacities along with the weight
range of castings handled. It includes valuable information on current indicative prices for a
wide range of foundry goods and has a useful section on the logistics of procurement in India.

 Important new market report on the Indian castings industry

 Provides detailed profiles of 184 companies with a comprehensive description of the
capacities of each
 An invaluable guide in making the best and most cost-effective choice of Indian part-
ner for sourcing a wide range of castings
 Covers castings for all major industrial applications
 Essential information for senior personnel with buying and sourcing responsibilities

India offers global industries the opportunity to buy quality products at extremely
competitive prices. It has become a much favored source for castings, and buyers from
around the world have shown tremendous interest in Indian foundries. However, sourcing
from India is a challenging task, especially in the matter of selecting the right partner who
will meet the specific requirements of the buyer. This survey, carried out by KPL Internation-
al Limited, India, is a guide for overseas buyers and presents all the information required to
find suitable partners in India.
It begins by comparing the Indian scenario to the global scene, devoting particular
attention to technologies that already exist in India, from pattern making to moulding, metal
preparation, and inspection and testing practices. The guide gives complete consolidated de-
tails for various foundries along with contact details (address, phone number, and contact
person, names of Chairman/Director, e-mail address and website). It also examines the orga-
nizational details of foundries such as type of organization, year of incorporation, range of
products, quality certification (ISO/QS, etc.), manpower in various departments, industry sec-
tors catered for, facilities and infrastructure.

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The key performance indicators of foundries including annual turnover, export fig-
ures, products exported and countries exported to. Information is also given on installed and
spare capacities of the foundries as well as the weight range of castings handled. Commercial
aspects prevailing in the industry are also examined, such as pattern development time, sam-
ple submission time and payment terms.

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PART A
INDUSTRY PROFILE

There are 6,500 foundry units in In-

dia, out of which 350 units are in Karnataka,
which constitutes only 5% of total foundries
in India, having an installed capacity of ap-
proximately 3 million tons per annum. Kar-
nataka‟s production capacity of castings is
0.4 million tones.
The majority (nearly 95%) of the
foundry units in India falls under the catego-
ry of small-scale industry. The foundry in-
dustry is an important employment provider
and provides direct employment to about
half a million people.

A peculiarity of the foundry industry in India is its geographical clustering. Some of

the major foundry clusters in the country are shown in the map. These 5000 units out of
which 80% can be classified as Small Scale units & 10% each as Medium & Large Scale
units. Approx 500 units are having International Quality Accreditation. The large foundries
are modern & globally competitive & are working at nearly full capacity. Most foundries use
cupolas using LAM Coke. There is growing awareness about environment & many foundries
are switching over to induction furnaces & some units in Agra are changing over to coke less
cupolas.

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The Indian Metal casting (Foundry Industry) is well established. According to the re-
cent World Census of Castings by Modern Castings, USA, India produces an estimated 6
Million MT of various grades of Castings as per International standards.

The various types of castings which are produced are ferrous, non ferrous, Aluminum
Alloy, graded cast iron, ductile iron, Steel etc for application in Automobiles, Railways,
Pumps Compressors & Valves, Diesel Engines, Cement/Electrical/Textile Machinery, Aero
& Sanitary pipes & Fittings etc & Castings for special applications. However, a Grey iron
casting is the major share approx 70 % of total castings produced.

Important Clusters:
There are several foundry clusters. Some of the major clusters are as below. Each
cluster is known for its type of products.

Typically, each foundry cluster is known for catering to some specific end-use markets For
example, the Coimbatore cluster is famous for pump-sets castings, the Kolhapur and the Bel-
gaum clusters for automotive castings and the Rajkot cluster for diesel engine castings.

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Foundry Cluster: Belgaum

Belgaum, located in the state of Karnataka, is an important foundry cluster. There are
about 130 foundry units at Belgaum which contributes 38% of castings production in Karna-
taka. The production capacity of Belgaum foundries is 1.5 Lakhs tones of castings, which
contributes 38% of production in Karnataka state. The geographical spread of the cluster in-
cludes Udyambag and Machhe industrial areas. These units are classified into small, medium
& large scale spread in area of 6 Akers. The types of castings produced in Belgaum are grey
iron, malleable, s g iron & non-ferrous. The turnover of foundries in Belgaum is approx-
imately 700 Crores and 17500 people are directly employed in this. The foundry industry at
Belgaum came up primarily to cater to the needs of the automobile industry at Pune.
Belgaum is recognized to be a reliable source of high precision, high volume and eco-
nomical castings. A significant percentage (almost 20%) of the foundry units at Belgaum has
ISO 9000 certification and export casting.
The foundry industry at Belgaum caters to a wide variety of end-use applications as
can be seen from the table below.

Distribution of foundry units at Belgaum by end-use markets

Automotive/oil engines 31 %
Pumps/valves 21 %
Electric motors 10 %
Tractors/agricultural implements 7%
Food processing industry 5%
Others 26 %

Cupola is the most common melting furnace at Belgaum. Three out of every four
foundry use cupola as their main melting furnace. Most of the cupolas are of conventional
designs. Divided blast cupola is not very common yet in the cluster. Low ash coke is com-
monly used in the cupolas. About 40% of the foundry units have electric induction furnace,
which are used either as the main melting furnace or for duplexing with cupola. A relatively
small percentage (about 5%) of the foundry units uses rotary furnaces.

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Product Mix
The Indian Foundry Industry is trying to focus on higher value added castings to beat
the competition. Grey iron is the major component of production followed by steel, ductile
iron & non ferrous as Shown below

Exports
The Exports are showing Healthy trends approx 25-30% YOY as can be seen from the
charts below. Out of 130 foundries in Belgaum 26 foundries are engaged exporting business-
es. Every year 10000 tones of castings are exported. Because of which 50 Crores of foreign
currency comes to India. Primarily export is done to America, UK, Germany, Spain, Bel-
gium & Middle East countries.

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Employment
The industry directly employs about 5, 00,000 people & indirectly about 1, 50,000
people & is labor intensive. The small units are mainly dependant on manual labor However,
the medium & large units are semi/ largely mechanized & some of the large units are world
class.
Most foundries use cupolas using LAM Coke. There is growing awareness about en-
vironment & many foundries are switching over to induction furnaces & some units in Agra
are changing over to coke less cupolas.

Investments
India would need approx. $ 3 Billion in investment to meet the demand of growing
domestic industry and strong export drive.
Following the economic reforms the Govt. of India has reduced tariffs on imported
capital goods as a result the annual average amount of FDI is reported to have increased but
is still one tenth of the annual FDI in China. The reforms also encourage the privatization of
industry enabling foreign companies to invest or enter into joint ventures with Indian Foun-
dries. FDI projects are permitted an automatic approval process. Several International corpo-
rate from USA, EU and East Asian Countries have increased overseas foundry operations in
India i.e. VOLVO foundries in Chennai and Suzuki in Haryana. Sundaram Clayton has joined
hands with Cummins. Hyundai Motors, Delphi, Ford India, Tata-Cummins, GM and Ford
have contracts of foundry products for export with a value of $ 40 Million.

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Raw material & Energy

Since 2003 the steep increase in cost of raw materials and energy have resulted in the
closure of approx. 500 units, Overall India is exporter of Pig Iron but must import Scrap met-
als and Coke etc. Cost recovery for material and energy is very difficult as most contracts are
long term contracts without any clause for price adjustment. India has to import coke &
scrap. Moulding sand is locally available & India has an advantage on this account. Energy
cost typically vary between 12-15%

Labor
India has major competitive advantage over the foundry industries in the developed
countries. The total labor cost account for 12-15%

Technology
Govt. of India (GOI) has encouraged technology transfer through JV with foreign
Companies and GOI has cooperated with UNIDO with many foundry clusters. Indian foun-
dry industry has an edge over China for producing complex machined and precision castings
as per international quality standards. The GOI also helps upgrade foundry clusters. The clus-
ters in Belgaum, Coimbatore and Howrah are undergoing modernization under the industrial
infrastructure upgradation scheme. More of such clusters are likely to follow
The Institute of Indian Foundry men has plans to strengthen and develop various foundry
clusters.

Government Schemes

1. Small Industry Cluster Development Program - For promoting technology upgrada-

tion in clusters for a group of SSI units of one industry.
2. Credit Linked Capital Subsidy Scheme for Technology Upgradation - This revised
scheme aims at facilitating technology upgradation by providing 15 per cent upfront capi-
tal subsidy with effect from the 29th September, 2005 (12 per cent prior to 29.09.2005) to
SSI units, on institutional finance availed of by them for induction of well established and
improved technologies in the specified sub-sectors / products approved under the scheme.
The revised ceiling on loan amount for availing the benefit under this scheme is Rs. 100
Lakhs (Rs. 40 Lakhs prior to 29.09.2005).
First supplement of technology approved in 6th TSC on 10[1].08.2006

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3. Credit Guarantee Scheme - Collateral free loans up to a limit of Rs.25 Lakhs - for indi-
vidual SSIs.
4. ISO 9000/ISO 14001 Certification Reimbursement Scheme - Incentive Scheme of
Reimbursement of expenses for acquiring Quality Management System (QMS) ISO 9000
certification/environment management (EMS) ISO 14001 certification to the extent of
75% or Rs.75, 000/- whichever is lower.
- For individual SISIs/Ancillary/tiny/SSSBE units
- Extension with inclusion of HACCP Certification ISO:9001/14001 reimbursement
scheme has been extended for the 11th five year plan and the scheme has been enlarged to
include HACCP Certification, also subject to maximum reimbursement limit of Rs
75,000/- (details to be notified shortly).
5. Participation in International Fairs - Full subsidy on space rent and shipment of exhi-
bits of SSI units - for individual SSIs
6. Purchase and Price Preference Policy - This is administered through the Single Point
Registration Scheme of NSIC. Under this, 358 items are reserved for exclusive purchase
from SSI by Central Government. Other facilities include tender documents free of cost,
exemption from earnest money and security deposit and 15% price preference in Central
Government purchases - for individual SSIs
7. Integrated Infrastructure Development (IID Scheme) - Assistance up to 40% or
Rs.2.00 Crores, whichever is less for setting up industrial estates for SSI units. For NE,
assistance is 80% or Rs.4.00 Crores - for State Governments/industry associations/
NGOs.
8. Mini Tool Rooms - Assistance up to 90% or Rs.9.00 Crores, whichever is less for setting
up new Mini Tool Rooms. For upgradation of existing Tool Rooms, assistance is 75% or
Rs.7.5 Crores - for State Governments.
9. Testing Centers - Assistance up to a 50% or Rs.50 Lakhs, whichever is less for setting
up Testing Centers - for industry associations
10. Sub-Contracting Exchanges - One time grant for procurement of hardware and thereaf-
ter matching grant on tapering basis at 50%, 30% and 10% of running expenses, not ex-
ceeding Rs. 1.25 Lakhs, Rs. 0.75 Lakhs and Rs. 0.25 Lakhs respectively during the initial
three years, subject to a ceiling of Rs. 1.57 Lakhs per exchange - for industry associa-
tions.
11. SSI MDA - The scheme offers funding up to 90% in respect of to and fro air fare for par-
ticipation by SSI Entrepreneurs in overseas fairs/trade delegations. The scheme also pro-
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vide for funding for producing publicity material (up to 25% of costs) Sector specific stu-
dies (up to Rs. 2 Lakhs) and for contesting anti-dumping cases (50% up to Rs. 1 Lakhs) -
for individual SSIs & Associations.
12. Assistance to Entrepreneurship Development Institutes - For strengthening training
infrastructure in EDIs, assistance up to 50% or Rs. 50 Lakhs whichever is less - for State
Governments.
13. Scheme of Micro Finance Program
14. Prime Minister's Rozgar Yojana-PMRY (Scheme of Ministry of ARI) - Project limit
up to Rs. 1 Lakhs for business and Rs.2.00 Lakhs for other activities, subsidy and margin
money up to 20% of project with balance as loan. Subsidy for NE twice that of rest of In-
dia - for entrepreneurs. SSIs

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ABOUT THE COMPANY: J. P. FOUNDRIES

HISTORY, BACKGROUND & INCEPTION:

Mr. Vinay Jathar started J. P. Enterprise along with Mr. Prakash Pandit in the year
1981. He rented a small premise in the industrial area of Udyambag, Belgaum and carried on
the traditional foundry business with an initial investment of 3.5 Lakhs, later he renamed the
unit to J. P. Foundries in the year 1998. J. P. Foundries manufactures products such as inner
and outer head of compressors, fly wheel for diesel engines, cylinders for printing machines,
housing for earthmovers, torque converters housing, pulleys etc. The unit started with 10
workers, now it has 156 arduous employees as its assets who contribute to their firm. There is
a special kind of relationship one can see between employees and management in J. P. Foun-
dries for e.g. As a token of appreciation to their work, Mr. Jathar distributed the cash prize
that he received from Prime Minister A P J Abdul Kalam to them. A work environment exists
in which there is a spirit of oneness.

 ISO 14001:2004 EMS Unit. J P Foundries has established and applies an environmental
management system.
 J P Foundries, an ISO 9001:2000 unit, was established in 1981 by experienced Techno-
crats and professionals.
 J P Foundries produces high grade CI and SG Iron Castings. The Quality Assurance facil-
ities conforming to international standards ensure consistent high quality.
 JP Foundries is managed by professionals assisted by a team of motivated, experienced,
committed and trained workforce.
 J P Foundries has facilities for production of intricate, pressure tight castings weighing
between 1.0 Kgs to 300 Kgs, in various grades as per the requirement of Indian & Inter-
national clientele both in machined and un-machined condition, in small batch quantities.
 J P Foundries produces castings by Sand Moulding as well as Shell Process.
 J P Foundries produces ready to use fully machined Housing flywheel castings , Cylinder
Heads, Complicated Castings of Compressors, S G Iron Crankshafts , Bearing caps ,
Castings for machine tools.
 CRISIL has assigned as "SME-2" rating to J P Foundries. This rating indicates HIGH
LEVEL OF CREDIT WORTHINESS, as adjudged in relation to other SMEs'
 Sales Turnover: It has shown consistence growth of 20% to 25% every year.

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POLICIES:

VISION: “TO BE THE BEST SOURCE OF CASTING BASED PRODUCTS FOR OUR
CUSTOMERS AND BE THE PREFERRED EMPLOYER.”

MISSION: “ENTER INTO S. G. IRON CASTING PRODUCTION, ENTER INTO

SUPPLY OF FULLY MACHINED CASTINGS, FOCUS ON VALUE ADDITION.”

QUALITY POLICY: WE, AT J P FOUNDRIES, PRODUCE CASTINGS THAT AL-

WAYS SATISFY OUR CUSTOMERS IN TOTALITY BY COMPLYING WITH ALL
THE REQUIREMENTS AND CONTINUALLY IMPROVING OUR PROCESSES.

Objectives:
1. To continually improve casting quality by upgrading skills, processes and infra-
structure
2. To reduce customer end rejections and complaints
3. To create work environment that fosters team spirit amongst all.
4. To contribute for the welfare of the society.
5. To continually improve our environmental performance.

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PRODUCTS:

Parts of Diesel Engines:

Cylinder Heads Housing for Lub Oil Pump

Manifold Connections

Connection Housing Fly Wheels

Machine and Balanced V-Groove & Poly Groove Pulleys

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Parts of Compressors:

Cylinder Inner Head

Parts of Machine Tools:

Head Stock Housing Ram Bracket for Drilling Machine Machined Turret Body

Other Parts for Machine Tools Industry:

 Guides, Slides, Housing.
 Top table, Saddle.
 Head Stock Housing.
 Tail stock guides.
 Columns, Base, Bracket.
 Automatic Tool Changer.
 Tool Turrets for CNC turning center

S G Iron Castings:

Crank Shaft Main Bearing Cap

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Shell Sand Castings:

Impeller Body Lubrication Pump Shell Sand Castings

Parts of Earth Moving Equipments:

Front Cover Housing Cover Oil Cooler

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AREA OF OPERATION
There are two main production units of the company are situated in Belgaum. One is in
Udyambag and other is called as JP Foundries Unit - 2 located in Machhe.

Addresses:
J.P. Foundries – Unit 1 J.P. Foundries – Unit 2
R.S.No.695-c, Udyambag Plot no. 24 & 39
P.O, Belgaum-590008, India Machhe Industrial Estate
Phone: +91-831-2440664 Machhe - Belgaum, India.

Associates: All its associates are also located in Belgaum.

 Prakash Home Industries
Manufacturer of Radial Drilling Machines, Surface Grinders and Sheet Metal compo-
nents like housing for air cleaners, silencers, brackets, frames, Intake and Exhaust
manifolds, pipe bending - on CNC machines. Machining of castings - conventional
and CNC machines
 Prakash Sales Agencies
Authorized Selling agents for Machine Tools, Material Handling Equipments, Com-
pressors, Generator Sets, and Auto Servicing Equipments etc
 Pragati Engineering Belgaum Pvt. Ltd.
CNC Machining facility - Turning Centre, VMC, Dynamic Balancing facility.
 Kaushik Industries.
Camshaft - semi finish machining.

OWNERSHIP PATTERN
J. P Foundries is a partnership firm under the control of three persons as below.
 Mr Vinay Jathar - Managing Partner
 Mr. Prakash Pandit – CEO & Partner
 Mr. Gaurav P. Pandit - Partner

COMPETATORS INFORMATION
 Ashok iron works Pvt. Ltd, Belgaum
 AKP Foundries, Belgaum
 Allucats, Allied Foundries, Belgaum

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INFRASTRUCTURE

Space J.P Foundries Unit 1 - 1500 Sq. Mt Covered

J.P Foundries Unit 2 - 1200 Sq. Mt Covered
Capacity (Production) J.P Foundries Unit 1 – 200 Mt / month
J.P Foundries Unit 2 - 150 Mt / month.
Medium Frequency Rating -125 KW, Capacity 150 And 250 Kgs - Make: Inducto-
Furnace therm
Balanced Blast Cupola With Wet Scrubber : Melting capacity 2 MT / hr. - 2 No‟s
Shell Moulding Equip- Automatic - 18"x24" (2 No‟s), 20"x30" (1 No.)
ments Shell Core Shooter- 12" x 15",15" x 18" ,12" x 24 " 4 station
Mould Closer Unit 2
Electric Oven For Core Baking
Air Compressor 125 CFM - 2 No‟s, 32 CFM - 1 No‟s
Molding Equipments Sand Muller‟s, Sand Mixers, Sand Sieves
Fettling Equipments 48" Twin Table Shot Blasting Machines -2 No‟s
Pedestal Grinders , Swing Frame Grinders, Angle Grinders,
Pencil Grinders
Paint Booth With Monorail-Weight carrying capacity up to 300 Kgs
Generator 125 KVA - 2 No‟s, 55 KVA- 1 No.
Sand Reclamation Plant Capacity 600 Kgs/hr. - 2 No‟s
Material Handling E. O. T. Cranes: Capacity 2 MT - 6 No‟s
Jib Cranes (with electrical hoists)- 1 MT, 0.5 MT, Monorails
with hoist 0.5 MT to 2 MT

Machining Facilities with our Associates:

Lathe, Milling, Drilling, CNC Machining (HMC, VMC), Turning Center, Vertical Balancing
Machine, Broaching Machine etc.
Material Testing Facilities - Sand Testing:
Green Sand Testing Equipments, Moisture Tester, Permeability Meter, Green Compression
Strength Tester, Compatibility Tester
CO2 and No bake sand - High dry strength machine.
Chemical Lab:
 Carbon, Silicon Online Analyzer (with inbuilt hardness, tensile and microstructure
analysis facility).
 Spectrometer
 Wet analysis

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Physical Testing:
Hardness Tester- BHN and Rockwell
Tensile testing - Universal Testing Machine- 2% Proof test:

Annealing and Stress Relieving facility - Outsourced

Non - Destructive Tests-NDT
 Ultrasonic Inspection - Outsourced.
 Radiography - Outsourced.
Metallurgical Testing:
Microstructure Analysis with
 Computerized Digital Camera.
 Spectrometer.
 Online Carbon Silicon Analyzer.
 C. E. Meter - Carbon %, carbon equivalent, Silicon %.
Temperature Test:
Portable and Fix Type Digital Pyrometer
Dimensional Inspection:
Height Vernier, Dial Vernier, Micrometer, Two Co-ordinate Measuring Machine, Granite
Surface Plate, Bore Dial Gauge, Go- No- Go Gauges.

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ACHIEVEMENTS & AWARDS

 An ISO 9001:2000, 14000 unit
 Winner of the "National Quality Award" in Small Scale Sector – 1998
 "Ship to Use" supplier to Cummins India Ltd. Pune
 "Best Over All Performance" Award from Cummins India Ltd. Pune (2000-2001)
 Award for "Excellent Performance" from Cummins India Ltd. Pune (2004-2005)
 Rajiv Gandhi National Quality Award - 2007 in Small Scale Manufacturing Industry.

WORK FLOW MODEL:

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INDUSTRIES SERVED:
 Diesel Engines
 Machine Tools
 Air Compressors
 Earth Moving Equipments.
 C N C Machines

CLIENTS / CUSTOMERS:
 M/s Cummins Daventry, Daventry, Northampton shire, United Kingdom.
 M/s Ace Designers Ltd. Bangalore - for CNC Machines
 M/s Ace Manufacturing Systems, Bangalore - for Turning Centre
 M/s Atlas Copco India Ltd. Nashik - for Compressor Parts
 M/s Bharat Earth Movers Ltd-- Mysore- for Diesel Engine
 M/s Cummins India Ltd. Pune - for Diesel Engine
 M/s Pragati Automation Pvt. Ltd. Bangalore - Automatic tool changer & turrets for
CNC Machines
 M/s Prakash Home Industries, Belgaum-for Machine Tools
 M/s Motor Industries Company

FUTURE GROWTH AND PROSPECTUS:

J. P. foundry is very well developed and established foundry in industry. They have
created their good brand image in market. Now there is scope for expanding their business.
They can shift from their current manpower of 156 to a higher level. Currently J. P. Foundry
is receiving big orders from customers but is running short of production. Today Marketing
and Accounts departments have limited role in factory which can be expanded to perform
more activities.
J. P. Foundry has modern machines setup in factory. Now they can establish their own
R & D centre to develop new methods of castings and can work for achieving low cost cast-
ings.

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PART – B

MCKINSEY’S 7-S FRAME WORK

INTRODUCTION

Japanese first introduced this model. The 7-S model is better known as McKinsey‟s 7-
S. This is because the two persons who developed this model. Tom peters and Robert Wa-
terman, have been consultants at Mc Kinsey and company at that time. They published their
7-S model in their article “Structure is not organization” (1980) and in their books “The art of
Japan management” (1981) and „in search of excellent (1982)‟. The model starts on the pre-
cise that an organization is not first structure, but consists of seven elements:

 Structure
 Skill
 Style
 Strategy
 System
 Staff
 Shared value.

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They argued that when things went wrong, these Ss were manipulated to give a solu-
tion. Out of the 7, the three Ss across the top of the model are described as “Hard Ss” strate-
gy, structure and system. The 4Ss across the bottom of the model skills, staff, style, shared
value are less tangible, more cultural in nature, and were termed „soft Ss‟ by McKinsey.
These are difficult to describe since capabilities, values and elements of corporate culture are
continuously developing and changing. They are highly determined by the people at work in
organization.
The McKinsey‟s 7-S model is widely discussed framework for viewing the interrela-
tionship of strategy formulation and implementation.
It helps to focus on manager‟s attention on the importance of linking the chosen strat-
egy to a variety of activities that can affect the implementation of that strategy.
Originally developed as a way of thinking more broadly about the problems of orga-
nizing effectively, the 7-S framework provides a tool for judging the strategies.
It is much more difficult to plan or to influence the characteristics of the soft ele-
ments. Although the soft factors are below the surface, they can have a great impact of the
hard structures, strategies and systems of the organization.

I ORGANIZATIONAL STRUCTURE:

Business needs to be organized in a specific form of shape that is generally referred to

as organizational structure. Organizations are structured in a variety of ways, dependent on
their objectives and culture. The structure of the company often dictates the way it operates
and performs. Traditionally, the businesses have been structured in a hierarchical way with
several divisions and departments, each responsible for a specific task such as human re-
sources management, production or marketing. Many layers of management controlled the
operations, with each answerable to the upper layer of management. Although this is still the
most widely used organizational structure, the recent trend is increasingly towards a flat
structure where the work is done in teams of specialists rather than fixed departments. The
idea is to make the organization more flexible and devolve the power by empowering the
employees and eliminate the middle management layers.

It is seen that a rigid, hierarchical organizational structure normally leads to a bureau-

cratic organizational culture where the power is centralized at the higher management level.
In J. P. Foundries, organizational structure is very simple. Administration controls all the ac-
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tivities of other department. There is a person who is head of that particular function and he
will be supported by assistants.

Departments and Their Functions

A. Production:
In Production there are many sub departments as shown below. Each sub department
has its unique role. Every sub department is controlled by respective head of that department.

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Formalizing Exact Requirements – Planning

As a first step the basic requirements of sourcing need to be decided i.e. finalizing on
items which need to be sourced, their specification, batch and annual requirements by the
customer company. A request for quotation should be made for sending to the shortlisted
companies

Pattern Making and Sample Development

Pattern making is the first stage for developing a new casting. The pattern or replica
of the finished piece is typically constructed from wood, metal, plastic, plaster or other suita-
ble materials. These patterns are permanent and so can be used to form a number of moulds.
Pattern making is highly skilled and precise process that is critical for the quality of the final
product. Many modern pattern shops make use of computer aided design (CAD) to design
patterns. These systems can also be integrated with automated cutting tools that are controlled
with computer aided manufacturing (CAM) tools; cores are produced in conjunction with the
pattern to form to form interior surfaces of the casting. These are produced in a core box.

Mould Making
The mould is formed in a mould box (flask), which is typically constructed in two
halves to assist in removing the pattern. Sand moulds are temporary so a new mould must be
formed for each individual casting. The bottom half of the mould (the drag) is formed on a
moulding board. Cores require greater strength to hold their form during pouring. Dimen-
sional precision also needs to be greater because interior surface are more difficult to ma-
chine, making errors costly to fix. Cores are formed using one of the chemicals binding sys-
tem, once the core is inserted; the top half of the mould (the cope) is placed on the top. The
interface between the two mould halves is called a parting line. Weights may be placed on the
cope to help secure the two halves together, particularly for metals that expand during cool-
ing.

Melting and Pouring

Many foundries, particularly ferrous foundries, use a high proportion of scrap metal to
make up a charge. As such, foundries play an important role in the metal recycling industry.
Internally generated scrap from runners and risers, as well as reject product, is also recycled.
The charge is weighed and introduced to the furnace. The alloys and other material are added
to the charge to produce the desired melt. In some operations the chare may be preheated, of-

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ten using waste heat. The furnace commonly used in the industry is described below. In tradi-
tion processes metal is superheated n the furnace. Molten metal is transferred from the fur-
nace to a ladle and held until it reaches the desired pouring temperature. The molten metal is
poured into the mould and allowed to solidify.

Sand Reclamation
Most sand foundries recover a significant proportion of the waste sand for internal
reuse. This significant reduces the quality of sand that must be purchased and disposed off. In
Queensland, most sand is reclaimed mechanically; cores and large metal lumps are removed
by vibrating screen sand the binders are removed by attrition (i.e. by the sand particulars rub-
bing together). Fine sand and binders are removed by extraction and collection in a bag
house. In some systems metals are removed using magnets or other separation techniques.
For operations using mechanical reclamation, the recycle rate is often limited to around 70%.
This is due to the need to maintain a minimum sand quality. For large iron foundries, where
sand quality requirements are less stringent, over 90% reclamation can be achieved by me-
chanical means. For many processes, mechanically reclaimed sand is not sufficient high qual-
ity to be used for core production.

Fettling, Cleaning and Finishing

After the casting has cooled, the gating system is removed, often using band saws, ab-
rasive cut-off wheels or electrical cut-off devices. A „parting line flash‟ is typically formed on
the casting and must be removed by grinding or with chipping hammers. Casting may also
need to be repaired by welding, brazing or soldering to eliminate defects (environment Cana-
da, 1997). Shot blasting – propelling abrasive material at high velocity onto the casting sur-
face -- is often used to remove any remaining metal flash, refractory material or oxides. De-
pending on the type and strength of the metal cast, the grade of shot may vary from steel ball
bearings to fine grit. The casting may undergo additional grinding and polishing to achieve
the desired surface quality. The casting may then be coated using either a paint or metal fi-
nishing operation such as galvanizing, power coating or electroplating.

Machining & Grinding

Casting is produced with many unwanted things attached to it. E.g. Sand stick to the
castings, unwanted projections from risers and gating systems, additional metal edges formed
at the joint of casting parts. These things must be removed from the castings. For these ma-

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chine tools are used. Most of the foundries have in house machine shops or others outsource
from their developed vendors or offer castings in un-machined conditions.

Packing and Dispatch

Special packing instructions will be given by the customer in order otherwise standard
packing will be done. Proper care is taken while packaging. For delicate parts of the castings,
they are packed in boxes supported with soft packing. Handling instructions will be written
on the castings. Special packaging is provided to avoid the contact of castings with water.
Dispatch is made as per customer requirements. It may be delivered to a middleman or direct-
ly to the supplier.

B. HUMAN RESOURCE DEPARTMENT

Human Resource department in J. P Foundries is very dynamic. The functions of the
human resource department are as follows. They are fully aware that employee – manage-
ment relation help organization to achieve goals. They are actively engaged in employees
training and development, welfare related activities. Security department is also controlled by
HR Department. Following is the list of functions of HR department.
1) Employment
 Job design and analysis
 Planning
 Recruitment and selection
2) HR development
 Performance appraisal
 Training and development
 Career planning and development
 Promotion and transfer
3) Compensation
 Job evaluation
 Wage and salary administration
4) Human relations
 Motivation and job satisfaction
 Morale
 Communication
 Managing the work environment.

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C. QAD - INSPECTION & QUALITY CONTROL

The in-house inspection reports of foundry and inspection reports of the authorized
inspector will be reviewed to confirm the acceptance before dispatches of products are made.
Inspection is done to check whether the casting matches the required specification? Does it
have proper hardness? Are there any blow holes inside the casting? & Weight of the casting?
Etc.

D. PURCHASE DEPARTMENT

Location of J. P. Foundries is very convenient for the sourcing of raw material from
various locations.
 Sand required for castings is sourced from „Kumtha‟ near Karvar district in Karnata-
ka.
 Pig Iron and coal is sourced from Goa.
 Chemicals are purchased from places like Kolhapur and Pune. (State: Maharashtra)
 Scrap and other material are sourced from Bangalore.
After receiving techno-commercial clarifications from suppliers, the vendor valuation is
done based on the quotations given by the suppliers. Decision is taken after reviewing the qu-
otations and finally order is placed for supply.

E. MARKETING DEPARTMENT

J. P. Foundries does not have a strong marketing department. They do not follow any
particular marketing strategies and also doesn‟t have fully fledged marketing department.
There is only one person who is handling marketing activities with the help of HOD Admin.
J. P. Foundries is well known in its own way and does not need any marketing for its prod-
ucts.

Customers are not invited, they come by themselves and therefore the deals take
place. There is another reason for not having fully fledged marketing department is, com-
bined capacity of production of J. P. Foundries Unit – 1 & 2 is approximately 350 MT per
month. Most of the time orders are in excess than actual production.

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F. ACCOUNTS DEPARTMNET

Finance departments will acts as major part of every industry. It is the basic necessity
of every organization and these controls in flows and out flows of funds in an industry. The
finances department is treated as the one of the most significant departments. Finances are the
basic necessity to run each and every single activity of organization. Finance department in J.
P. Foundries is very traditional is called as Accounts department. The objective is only to set-
tle payments of suppliers, receipts of customers, filing returns and payments of salaries, pre-
paring Balance Sheet and Profit and Loss Account. Accounts department does not perform
any modern financial activities like financial planning, fund management etc. Every day
transactions are entered in a registers and the register is closed at 5.00 pm every day. After
that transactions were recorded in system. Another important activity performed by Accounts
department is they prepare Balance Sheet and Profit and Loss Account every quarter of the
year.

II SKILLS

Skills here refer to the skill set possessed by the employees as a result of training pro-
grams in the organization. Following are the steps taken to impart necessary skills:

On the job training

This is one of the oldest methods, under this method; the individual is placed on the
regular job and is taught the skill necessary to perform that job. On the job training has the
advantage of giving firsthand knowledge and experience under the actual working conditions.
This training is given to employees.

Off the job Training

In this method the trainee is separated from the job situations and his attention is fo-
cused upon learning the material related to his future job performance. There is an opportuni-
ty for freedom of expression for the trainees

Emphasis on employee training

The knowledge, skills and commitment of its employees are keys to the success of the
company. Wherever they work, they make a valuable contribution towards ensuring that sup-
plies and services meet the demanding requirements set by its customers. In return, the com-
pany utilizes a wide range of measures to ensure that its employees develop their professional

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skills further, that they qualify for demanding tasks and extend their general knowledge to
meet specific demands. The possibilities range from taking part in internal courses to attend-
ing seminars held at the company‟s Staff Academy. J. P. Foundries is emphasizing more on
giving training on Ms-Office (excel) to make their daily work easier. Here target has been
assigned to give minimum 100 hrs time for training of employees.

III STYLE / CULTURE:

All organizations have their own distinct culture and management style. It includes
the dominant values, beliefs and norms which develop over time and become relatively en-
during features of the organizational life. It also entails the way managers interact with the
employees and the way they spend their time. The businesses have traditionally been influ-
enced by the military style of management and culture where strict adherence to the upper
management and procedures was expected from the lower-rank employees. However, there
have been extensive efforts in the past couple of decades to change to culture to a more open,
innovative and friendly environment with fewer hierarchies and smaller chain of command.
Culture remains an important consideration in the implementation of any strategy in the or-
ganization.
The style which is portrayed to the outside world is derived from the style and beha-
viors exhibited inside organization. The internal style of the organization affects how the new
staff feels, think and do their jobs. Therefore an organization is a reflection of its structure.
a) Top down / Bottom up
At the time of policy framing, the style flows from top to bottom. If a policy has to be
framed then the policy has to be taken by upper level & it flows towards lower level. But
when the opinion of the policy is to known, at that time the style flows from bottom to up.
This is to know the attitudes of the employees about the policy which is framed by the
management.
b) Authoritarian/Participative/Collaborative
The style of functioning followed at J. P. Foundries is Authoritarian. All decisions are
taken at the top level. Since the organization structure is small and limited no. of em-
ployees working in factory, owners of the company have better control over decision
making. The organizations have been following a bureaucratic-style process model where
most decisions are taken at the higher management level and there are various and some-
times unnecessary requirements for a specific decision (e.g. procurement of daily use
goods) to be taken.

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IV STRATEGY:
Strategy is the plan of action an organization prepares in response to, or anticipation
of, changes in its external environment. Strategy is differentiated by tactics or operational ac-
tions by its nature of being premeditated, well thought through and often practically re-
hearsed. Strategy is designed to transform the firm from the present position to the new posi-
tion described by objectives, subject to constraints of the capabilities or the potential.
Employee Training: This is one important strategy adopted by HR department is to impart its
employee required training for their development and better productivity. For this reason HR
department has allotted minimum 100 hrs in a month for the training of employees. Here
training is given on Computer skills, Safety, Health & environment. After setting this strategy
within first month J. P. achieved a successful 140 hrs of training to employees 40% extra than
targeted.
Environmental Strategy: Another strategy of J. P Foundries is to keep environment
clean. For this J. P. has performed plantation activity within the premises and precincts of the
company. This work is highly appreciated in local newspapers and society. Proper care is be-
ing taken to keep these plants alive.

V SYSTEMS:
Every organization has some systems or internal processes to support and implement
the strategy and run day-to-day affairs. For example, a company may follow a particular
process for recruitment. These processes are normally strictly followed and are designed to
achieve maximum effectiveness. There are many common systems followed in J. P. Foun-
dries also. All external things must route through security gate, managing inventory levels,
segregation of defective castings with color etc.

VI STAFF:
Organizations are made up of humans and it's the people who make the real difference
to the success of the organization in the increasingly knowledge-based society. The impor-
tance of human resources has thus got the central position in the strategy of the organization,
away from the traditional model of capital and land. J. P. Foundries have good hard working
staff playing essential role in the success of company. They have 156 committed employees
who may not be highly educated but are hard working, experienced, co-operative, and sup-
portive with every person.

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Following table will show the existing no. of staff in various sub-departments

Sub - Departments No. Of Employee

BRICKS 1

CORE SHOP 9

DRIVER 2

FETTLING 9

FURNACE 2

KNOCKOUT 11

MACHINING 2

MAINTANENCE 3

MELTTING 12

MISCELLANEOUS 1

MOULDING 24

OFFICE BOY 1

PATTERN 5

PRODUCTION 6

QUALITY 8

SAND SECTION 10

SHELL MOULDING 29

STAFF 16

STORES 4

SUB-CONTR 1

TOTAL 156

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VII SHARED VALUES / SUPER ORDINATE GOALS:

All members of the organization share some common fundamental ideas or guiding
concepts around which the business is built. This may be to make money or to achieve excel-
lence in a particular field. These values and common goals keep the employees working to-
wards a common destination as a coherent team and are important to keep the team spirit
alive. The organizations with weak values and common goals often find their employees fol-
lowing their own personal goals that may be different or even in conflict with those of the
organization or their fellow colleagues. J. P. Foundries is having very high values and con-
cern with employees.

Following are some points showing how values are shared between management and
employees.

 Every morning a prayer of companies vision, mission, quality, safety, environmental pol-
icy is arranged.
 Employees are appreciated and awarded for no absenteeism.
 Anti-dots and injections are provided time-to-time in every season.
 Blood donation camp was arranged in J. P, Foundries.
 Every Saturday a meeting is arranged to know the personal and work related problems of
workers.
 J. P. Scholarship will be started very shortly in J. P. Foundries.
 The award, a cash prize received to J. P. Foundries from President of India is dedicated
and distributed among employees as reward for their sincere efforts.
 A temple is built inside factory premises.

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PART – C

SWOT ANALYSIS
Strengths:
 JP has its brand name for quality castings among customers.
 JP Foundries have new technology and machines in testing of raw material.
 JP Foundries are expert in manufacturing parts of diesel engine, compressors etc.
 JP Foundries have good, hard working, supportive staff.
 JP Foundries have acquired ISO 9001 and ISO 14001 quality certificates
 Lower labor cost, Modern foundry machine parks
Weakness:
 Low revenues
 India is known as a low cost country and despite good quality products it is unable to
achieve the equivalent prices of Western countries. Lower labor cost being is the only
remaining advantage. Currently capacities are full in exporting foundries and in order
to expand new investment is required.
 Bright engineers prefer to work in better paid, cleaner environment
Opportunities:
 Political stability
 A good name in international markets
 Existing customers are praising the virtues of the J. P. Foundries because of quali-
ty/price ratio, on time delivery and rapid prototype production.
 Developing local market
 The young population is fuelling growth; getting married, buying homes, buying cars
and white goods etc.
Threat:
 Low revenues prohibiting new investments in the sector
 In the past seven years no new foundry of any significant capacity has been built. All
investments are in quality, productivity and added value improvements.
 Rising cost of raw materials
 If the rising cost of raw materials cannot be compensated for by increasing the price
of products, foundries will witness even lower revenues.

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PART D

Summary of latest annual report of the company:

Since J. P. Foundries is a private limited organization; they didn‟t provide any information
regarding company‟s final accounts & balance sheet. According to company‟s policy, it is a
confidential matter and cannot be disclosed to any outside person.

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PART E

GLOBAL FOUNDRY INDUSTRY FUTURE

Technology, Innovation and Human Skills will be the key drivers of the casting indus-
try in the near future. Usage and advancement in alternate materials like composites and plas-
tics are already a threat to the metal casting industry. It will be imperative for manufacturers
to reorient their overall approach by adopting the best practices to be competitive from all
perspectives. Here are some distinct developments in the casting industry of late.
 Computer Based Design (CAD) for simulation of casting and tool manufacture.
 Alternative mold and core materials.
 High Pressure molding techniques.
 Rapid prototyping.
 Advances in Lost Foam, Investment Casting and Melting Techniques.
 Mechanization in fettling and cleaning operation of castings.
International foundry exhibition is conducted every year. IFEX 2008 is an Interna-
tional Foundry Exhibition that expects wide participation both from India and overseas. This
event is an appropriate platform to reflect the present state of the foundry technology world-
wide, spread over 11000 square meters.
 Profile of global participants will include Casting Buyers, Foundries, Foundry-
Equipment manufacturers, Raw Material suppliers, Machining and Software solution
providers.
 An excellent opportunity for industry suppliers and buyers to transact business for
mutual benefit.
 An ideal and informal platform for visitors to interact with exhibitors for seeking so-
lutions to their casting needs be it in the selection of processes, machinery, products
or technology for expansion or environment control.
 Will also show case latest software solutions and machining equipments
 Will be held at the Chennai Trade Centre, known for its state-of-the art facilities.

In terms of the growth of manufacturers, the sales volume of pure-play foundries will
maintain 13.4 percent growth rate and the business scale would reach $35.706 billion by
2011. For non pure-play foundries, the annual growth rate of the sales volume will be 6.3
percent and the business scale would reach $4.773 billion by 2011.

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PART F

LEARNING EXPERIENCE

ORGANISATION STUDY at J. P. Foundries provided me a very good opportunity to

know about the organizational structure, formations and its working helps to gain practical
knowledge about different functions of various departments of the company. All the staff in
the company was very much cooperative and very keen to explain each aspect. This training
helps to make a thorough study of the company‟s activities in each section and to acquire
practical knowledge in this field. This study will be of great benefit for the future career.

Four weeks Organization study gave an opportunity to know about the industrial
world. Being with the company helped to learn how the management theories and concept are
applied in an organization. It gives an opportunity to see how few managers managed a large
number of employees and machines to run the company with a profit. More over the in-plant
training was a good exposure to learn about the working conditions of the organization.
Another important aspect noticed in the company was regarding the discipline followed in the
office. The employees were very friendly and co- operative.

To ones understanding only a part of the theoretical aspects is being implemented in

practical working of the organization. This was evidently with regard to marketing were it
depended on the situations. The hierarchy followed was also not much rigid. Decisions are
taken quickly and instantaneously. The employee and employer were very friendly and open
relations and worked as a team. The works are systematically divided among the employees
and are assigned jobs on their skills. The entire system is well organized with eminent num-
ber of employees to handle different works.

Time was an important part of the training, which was followed strictly and had to re-
port the office at 10 am. During this period it is a busy schedule in the office and the em-
ployees are dedicated to their busy schedule of works.

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PART G

J. P. FOUNDRY EMPLOYEES TRAINING RECORDS

Background and inception of Requirement

J. P. Foundries HR department is maintaining records of training given to each em-
ployee. Recently HR department implemented a strategy of giving minimum 100 Hrs in a
month for employees training. Previously they were maintaining these records in a word file
format and were facing problems in maintaining and updating these records. But now a need
felt that there should be an application which will help in proper maintaining the records of
training given to employees.

Tools used for developing Application

To develop this application Microsoft‟s Visual Basic 6.0 is used for developing front-
end form and database is maintained in Microsoft Access. Reports are designed in Visual Ba-
sic Data Reports.

Database
Here two different tables are required to maintain the record details. One table is
created for maintaining employee‟s details like Employment No., Name, Joining Date, Quali-
fication etc. second table is created to maintain details about training given to each employee.
This table contains details about training topic, duration, training date, effectiveness etc.
Table 1 – emp (Employee Details) Table 2 – train (Training Detail)

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Front – End
For developing front end I‟ve used labels, images, textboxes and buttons. Two forms
are developed with one report. First login form shows login dialog box. Here users have to
enter login details to use the applications. This authentication is important to prevent unau-
thorized access of application.

Front end form helps to view, add, edit, and update records. Search facility is also
provided to find the required record. Date format used is MM/DD/YY. Departments and
grade detail is already filled in application. User has to select the required detail from combo-
box. ODBC connection engine is used to link the database to front end application.

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Report
Finally a report is required to show all the details of individual training records. This report
will appear when print button is clicked. Following is the sample report which will be dis-
played to user.

Conclusion and Future Scope

This application is user friendly and will help to maintain records in easy and effective way.
Further this software can be improved by providing multi-user access and interface. Complex
reports can be designed to show details of employees in every department and summarized
report details.

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PART H

RECOMMENDATIONS

 J.P. Foundries is emphasizing more on training and regular meetings. Most of the time
office staff is engaged either in training or in meeting. Few times it did happen that If a
person comes from outside to visit find nobody in admin department.
 Training need has to be assessed correctly. It should be also observed whether training
given on a particular topic is being applied in daily practices or not. I observed that a very
detailed training on Ms-excel is imparted to staff which may hardly be used in day-to-day
activities.
 J. P. Foundries web portal is not updated properly. The information provided on website
is outdated and old.
 It is observed that workers chew tobacco, drinks cigarette near or inside lavatory. This
should be considered.
 Space near Lavatory is not cleaned properly. Also this place is not utilized.
 J. P. Foundries should look to increase productivity; production has to be increased to
meet the demand.
 J. P. Foundries can work on the improvement of garden, cleanliness and also build a
compound wall which does not exist at present.
 J. P. Foundries can extend the office premises and make it more comfortable.
 J. P. Foundries can work towards emerging as a tier-I supplier to original equipment
manufacturers (OEM) from the current tier-II / tier III supplier status.
 Utilization of information technology (IT) in operations and product development would
help in the growth of the organization.
 Research & Development centre can be setup in J. P. Foundries

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PART I

CONCLUSION

Organization study programmed at J. P. Foundries for a period of 4 weeks provided a

good learning experience. All through it helped to gain a lot of practical knowledge also and
understand the working of an organization. The Organization study also provided the oppor-
tunity to be a part of the organization and understand the working.

It also helped to related to the understanding of various concepts studied during the
course and its implementation in practical working of an organization. Through the training,
it is understood that only a part of the theoretical aspects are being implemented in practical
working of the organization. This Organization study will further help to understand the stu-
dies and has helped to gain a lot of knowledge about the working of an organization.

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- Department of MBA
J P FOUNDRIES, BELGAUM

BIBLIOGRAPHY

 J. P. Foundries internal records,

 www.jpfoundries.com

 www.indianfoundry.com

 www.foundryinfo-india.org

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- Department of MBA