PROJECT REPORT

ON
TIME ANALYSIS ON TAT(TOTAL AROUND TIME)
OF INGOT & SOW INGOT BY TRUCK

By

By

VISHNU RUNTHALA

Under the Guidance of

Mr. MANVEER AJAZD

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 PREFACE
Education becomes more meaningful when its theoretical aspects are combined with
practical experience this provides an opportunity for the student to improve their
understanding of the studies.

Summer training is an integral part of our academic curriculum. During the

training, students get an opportunity to understand the practical aspects of various
functional domains in an organization. This builds a better understanding of practical
challenges that bone phase during his performance of the task. This project is the outcome
of summer training that I have undergone,” HINDALCO INDUSTRY LIMITED” The
topic suggested to me by my company guide is “TIME ANALYSIS ON TAT(TOTAL
AROUND TIME) OF INGOT & SOW INGOT

ADDED BY HINDALCO INDUSTRY LIMITED”. The project emphasizes the Total time
taken from the Tare Weight of the truck to the Loading of the Product(Ingot & Sow Ingot) to
the Gross Weight and then Dispatch. I have tried my best to make a good project report that
would be further used for any reference work. However, no one can claim perfection in its
entirety process. So, I apologize for the discrepancy, if any, crept in.

Preparation of a project requires perseverance, initiative, proper guidance, and

direction. So it’s mandatory to take aid of various departments.

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CONTENT
NO. Categories Page
No.
1 Preface 2
3 Introduction of Aditya Birla Group 4-5
3 Introduction Of Chairman 6
4 Introduction On Managing Director 7-8
5 About The Company 8-9
6 Board Of Directors List 10
7 Company Leadership Teams 11
8 Business Outlooks 12-14
10 Competitor Of Hindalco 14-18
14 Capital Structure Of Hindalco Industry Limited 19
16 Profit And Loss 20
17 Balance Sheet 21
18 Cash Flow Statement 22
22 SWOT Analysis Of Hindalco 23-24

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1.1 INTRODUCTION OF ADITYA BIRLA GROUP

The Aditya Birla Group is in Indian multinational Fortune 500 companies headquartered in Mumbai,
Maharashtra. The group has plants in 36 nations. As of 2022, the company's revenue is worth $60 billion and
derives over 50% of its revenue from its global operations, the company has turnover of over US $ 40 billion
and 136,000 employees, is among top three leading business houses in India. The Group was ranked Number
4 in the global Top Companies for Leaders' survey and Number I in Asia Pacific for 2011. Top Companies
for Leaders' is the most comprehensive study of organizational leadership in the world conducted by Aon
Hewitt, Fortune Magazine, and RBL (a strategic HR and Leadership Advisory firm). The Aditya Birla Group
is India's first truly MNC whose over 30% of revenues flow from its operations across the world.
The group is transactional conglomerate with 72 state-of-the-art manufacturing units and sectoral span, in
India, Thailand, Indonesia, Malaysia, Philippines, Egypt, Canada, Australia, China. (36 countries) Over
66 units in India as well as abroad (in Thailand, Indonesia, Malaysia, Philippines, Egypt, Canada,
Australia, China) and international trading operations spanning several countries included Singapore,
Dubai, Russia, Vietnam, Myanmar, and China make it India's first truly multinational conglomerate.
Company Consolidated Revenue stood at 1,95,059 crore for FY22 compared to 1,32,008 crore in the
previous year up 48% on account of higher global prices of aluminium and copper in FY22 versus FY21.
The Company recorded consolidated EBITDA (Earnings before Interest, Tax, Depreciation and
Amortisation) of 29,638 crore, up by 57% due to favorable macros, strategic product mix and an
improved performance by the downstream business in FY22 versus FY21. Consolidated Profit before Tax
(and Before Exceptional Items) was 18,992 crore in FY22, up by 126% compared to the previous year on
account of higher EBITDA. Net Profit after Tax in FY22, stood at 13,730 crores compared to 3,483 crores
in the previous year up 294% Year on Year on account of exceptional performance by India Business in
FY22

1.2 INDUSTRY PROFILE

Aluminium Industry in India
Indian Aluminium Industry is a highly concentrated industry with the top 5 companies constituting most
of the country's production. With the growing demand of Aluminium, the industry is also growing at an
enviable pace. India ranks fifth in terms of aluminium production and accounts for 5 percent of the total
production worldwide in fact; Aluminium production in India is currently outpacing the demand. Although
India's per capita use of aluminium is 1.2 Kilograms as compared to 10.6 in China, 12.4 in the USA and
the global average of 11.2 Kilograms.

1.3 THE PRODUCTION

According to the latest data from International Aluminium Institute, the global primary aluminium
production amounted 63.7 million metric tons in 2019, slightly reduced from 64.3 million metric tons in
2018. Another recent market report from Allied Market
Research also shows that the global aluminium market size was valued at $147.2 billion in 2018, and is
expected to reach $189.8 billion by 2026, Its expected registering a strong CAGR of 3.2% .

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1.4 THE CONSUMPTION
India's primary aluminium production capacity is expected to increase from 1.7 tons per annum (tap) at
present to 4.7 tap by end-2017, with much of the forecast expansion in capacity and production targeted
for export markets. Aluminium production capacity is forecast to increase by 8.7 tap to 13.3 tap, with
around 4 tap of capacity surplus to domestic requirements.
The Major Players
The Indian aluminium industry is dominated by four or five companies that constitute most of the India's
aluminium production. Following are the major players in the Indian aluminium industry:
• Hindustan Aluminium Company (HINDALCO)
• National Aluminium Company (NALCO)
• Bharat Aluminium Company (BALCO)
• Madras Aluminium Company Limited
(MALCO) Aluminium Companies in India

• Hindalco
• Vedanta Ltd.
• Hindustan Zinc
• Nalco
• Malco
• Balco
1.5 ADITYA BIRLA GROUP
1. GLOBALLY:
A metals powerhouse among the world's most cost-efficient Aluminium and copper producers. Hindalco-
Novelis from its fold in fortune five hundred company. It is the largest Aluminium rolling company.
• It ranks as No.1 in viscose staple fiber.
• The largest single location palm oil producer
• The third largest producer of insulators
• The third largest producer of carbon black
• The eleventh largest producer of cement and the largest in single geography.
• The largest single location copper smelter
• Among the world's top 15 BPO's and among India's top three Among the best energy efficient
fertilizer plants • The largest Indian MNC with manufacturing operations in the USA.
2. IN ASIA:
• The largest integrated aluminium producer
• Among the best energy-efficient fertilizer plants in Asia
3. IN INDIA:
• A premier branded garment player
• The second largest chore - alkali sector
• Among the top five mobile communication company
• Among the top three supermarket chains in the retail market

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 • Second largest player of viscous filament yarn
• Second largest private sector insurance company and a leading assets management company.
• Among the top 6 BPO companies

1.6 GROUP VISION

"To be the premium metals major, global in size and reach, with a passion for excellence"

1.7 GROUP MISSION

"To relentlessly pursue the creation of superior shareholder value by exceeding customer expectations
profitability, unleashing employee potential and being a responsible corporate citizen adhering to
our values."
1.8 GROUP VALUES
"Integrity – Honesty in every action”
“Commitment – Delivering the promise”
“Passion – Energized action”
“Seamlessness – boundary less letter and sprint”
“Speed – one step ahead always”

1.9 HINDALCO INDUSTRIES LTD.

INTRODUCTION
An industry leader in aluminium and copper an industry leader in aluminium and copper, Hindalco
Industries Limited, the metals flagship company of the Aditya Birla Group is the world's largest aluminium
rolling company and one of the biggest producers of primary aluminium in Asia. the visionary- late Mr.
G.D. Birla set up India's first integrated aluminium facility at Renukoot, in the eastern fringe of Uttar
Pradesh, India. It was backed by a captive thermal power plant at Renusagar in 1967. Hindalco attained its
leadership position in the aluminium industry under the dynamic leadership of the late Mr. Aditya Vikram
Birla - a formidable force in the Indian industry. In 1958, The Company was Incorporated on 15th
December, at Mumbai to manufacture alumina, aluminium, and aluminium fabricated items. The
Company was formed by the house of Birla’s in collaboration with the Kaiser Organization of U.S.A.
Manufacturing Location: - The Kollur foil plant (Andhra Pradesh). In 2008, consequent to the acquisition
of Indal by Hindalco. Other locations are: - Belur (west Bengal), Dahej. Hirakud (Odisha), Belgaum,
Silvassa(orissa). Taloja(maharashtra), Alupuram (Kerala), Renukoot(up), Muri (Jharkhand).
And it was through the vision and guidance of Mr. Kumar Mangalam Birla, the Group Chairman that the
business segments of aluminium and copper are consolidated to make Hindalco the nonferrous metals
powerhouse it is today. Later acquisitions and mergers, with Indal, Birla Copper and the Nifty and Mt.
Gordon copper mines in Australia, strengthened our position in value added alumina, aluminium, and
copper products.

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The acquisition of Novalis Inc. in 2007 positioned us among the top five aluminium majors worldwide
and the largest vertically integrated aluminium company in India. Today we are a metals powerhouse with
high- end rolling capabilities and a global footprint in 13 countries. Our consolidated turnover of USD
15.85 billion (Rs. 72,078 crore) places us in the Fortune 500 league.

• Nearly 1,000 aluminium panels make up the outer shell of 'Spaceship Earth', the world's most famous
geodesic dome, at the Walt Disney World's Epcot Centre, Florida.
• Operations in 5 continents, reaching customers in more than 50 countries. One of the world's leading
low-cost producers of aluminium.
• One of the world's leading largest custom copper smelters at a single location.
• Birla Copper is the only manufacturer of the 19 mm diameter copper rod in India. This rod is used for
groove conductors and profiles.
• Largest integrated aluminium producer in the world.

1.10 HISTORY OF HINDALCO INDUSTRIES

The Hindalco story dates to the young Indian democracy of the 1950s. Ready to take a giant leap, India
was geared to make it big, especially in terms of innovation and industrialisation.
Hindalco embarked on its journey in 1958. Its first real contribution to the vision of an industrial India
occurred four years later, when the late visionary GD Birla set up India's first integrated aluminium
facility at Renukoot, in the eastern fringe of Uttar Pradesh, India. It was backed by a captive thermal
power plant at Renusagar in 1967. Hindalco attained its leadership position in the aluminium industry
under the dynamic leadership of the late Aditya Vikram Birla — a formidable force in the Indian industry.
And it was through the vision and guidance of Mr. Kumar Mangalam Birla, the Group Chairman that the
business segments of aluminium and copper were consolidated to make Hindalco the non-ferrous metals
powerhouse it is today. This was achieved in part by expansion through mergers and acquisitions with
companies such as Indal and Birla Copper. Hindalco also secured copper reserves and amplified its
operating base by acquiring Australian copper mines.
Over the years, Hindalco has grown into a major vertically integrated aluminium company in the country
and among the largest primary producers of aluminium in Asia. Its copper smelter is today one of the
world's largest custom smelters at a single location.
In 2007, the landmark acquisition of Novelis Inc., the world's largest aluminium rolling company, placed
Hindalco's footprint across the globe, securing it a rank amongst the top five global aluminium majors.
1958
The Company was Incorporated on 15th December 1958, at Mumbai to Manufacture alumina, aluminium,
and aluminium fabricated items.
The Company was formed by the house of Birla's in collaboration with the Kaiser Organization of U, S.
An According to the Company's agreement with Kaiser Aluminium and Chemical Corporation, the
Collaborators agreed to allot to the Collaborators 4,80,000 fully paid-up equity shares of Rs 10 each.

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The Company also concluded Technical Advisers and Consultant Agreements with Kaiser Aluminium
Technical Services Inc., California, who agreed to train the Indian technical personnel, to supply the
Company necessary technical advice, to assist in operating the plant including aluminium fabrication and
to provide information for a period of 20 years on all technical matters. An agreement was also entered
into with Henry J. Kaiser Company for such design, engineering procurement and related services about
the construction of the plant at Rihand as were to be performed outside India and with Kaiser Engineers
Overseas Corporation for such services to be rendered in India.
1962 - Commencement of production at Renukoot (Uttar Pradesh) with an initial capacity of 20,000
MTPA of aluminium metal and 40,000 MTPA alumina
1965 Downstream capacities commissioned (rolling and extrusion mills at Renukoot) 1967 Commission
of Renusagar Power Plant- a strategic and farsighted move.
1991-Beginning of major expansion programme.
1995-Mr. Kumar Mangalam Birla takes over as chairperson of Hindalco
board. 1998-Foil Plant at Silvassa goes on stream.
1999 - Aluminium alloy wheels production commenced at Silvassa.
Brownfield expansion of metal capacity at Renukoot to 2,42,000 TPA
2000 - Acquisition in controlling stake in Indian Aluminium Company Limited (Indal) with 74.6% equity
holding.
2002- The amalgamation of Indo Gulf Corporation Limited copper business, the Birla Copper with
Hindalco with the effect of 1" April 2002
2003
Hindalco acquires Nifty copper mine in March 2003 through Aditya Birla Minerals Ltd (ABML, formally
Birla Minerals Pvt Ltd)
ABML acquires the Mount Gordon Copper Mines in November 2003.
Equity stake in Indal increased to 96.5% through an open offer.
Brownfield expansion of aluminium smelter at Renukoot to 3,45,000
TPA 2004-Copper smelter expansion to 2,50,000 TPA
MOU signed with state government of Odisha and Jharkhand for setting up Greenfield alumina refining,
smelter, and power plant.
2006
Hindalco announces 10:1 stock split. Each share with face value of Rs 10 per share split into 10 shares of
Re.1 each. Hindalco completes largest Right issue in the history of Indian capital market with total size of
Rs 22,266 million. Equity offering and subsequent position of Birla Minerals Ltd. On Australia stock
Exchange. Joint venture with Alumax USA for manufacture of high strength aluminium alloys for
application in aerospace, sporting goods, and surface transport industries.

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2007
Successful acquisition of Novelis, making Hindalco the largest in aluminium rolling and among the global
top five metals major, with the presence in 11 countries outside India. Acquisition of Alcan's 45% equity
stake in the Utkal Alumina project, thereby making Hindalco the 100% project owner.
2008
The company has issued rights in the ratio of 3:7at a premium of Rs * 0.95/- Per Share.
2009
Hindalco Industries, Aditya Birla group flagship firm, has decided to cut its overseas operations and is
restructuring its capital Expenditure in India to stabilize operations. As part of this overall plan, Novelis,
which Hindalco acquired for billion 2007, is closing its sheet mill at Rogers tone in the UK, involving 440
job losses.
2010
Hindalco ranked ninth across industries on Forbes Asia's Fab 50 Companies list of Asia's 50 most valued
companies.
Hindalco has entered into an agreement with Coal India Ltd (CIL) for securing mine-specific coal supplies
to the Renukoot facility of Hindalco at 10% premium over the agreed price.
Hindalco Industries Ltd has announced that its subsidiary - Utkal Alumina International Ltd. (UAIL) has
tied up a debt of Rs. 4,906 Crore from a group of banks.
Hindalco Industries Ltd, Utkal Alumina International Ltd. (UAIL), 100% subsidiary of Hindalco, is setting
up a 1.5 MPTA alumina Refinery in Ravaged district of Odisha. The project will feed the alumina
requirements of the Mahan and the Aditya smelters presently Under construction.
Hindalco- Novelis Inc. Announces Pricing of 5 billion Senior Unsecured
Notes. 2011
The Company is setting up a Greenfield Aluminium Smelter Project in Madhya Pradesh (Mahan Project)
with a capacity of 359,000 TPA of aluminium supported by 900 MW captive power plant at a cost
(Including financing cost) of Rs. 10,500 Cr.
An Imminent name in aluminium production in India, Hindalco Industries has recently got Government
approval for cutting down the Forest of Orrisa, Rayagada district. The proposed reason for acquiring this
green clearance is an alumina refinery project to be set up in Rayagada that would involve an investment
up to Rs. 6,000 Crore.
2012
Hindalco Industries, an integral part of the Aditya Birla Group announced it is expecting to commence its
1.5 million tons per Annum (MTPA) alumina refinery by January 2013, located in Odisha.
Moving against the trend of avoiding any plan by companies amid global economic slowdown, Hindalco
Industries has achieved financial closure for Rs 9,896 crore debt for its Greenfield Smelter project at
layanga in orissa in one of the largest syndications in recent times.

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 1.11 COMPANY PROFILE HINDALCO
General Overview HINDALCO was set up in collaboration with Kaiser Aluminium and Chemicals
Corporation USA, in a record time of 18 month. Hindalco started its commercial production in the year
1962 with aluminium facility at Renukoot in the eastern part of Uttar Pradesh with a capacity of
20,000 tons per annum. Over the year, it has grown into the largest integrated Aluminium manufacturer
in the country. The company has grown manifold and managed by Board of Directors, with Shri
Kumar Mangalam Birla as a chairperson of the Board of Directors. Mr. Debu Bhattacharya, the
managing
Director, leads the entire Aluminium and copper business of the group. Day to day affairs of the company
is managed by professional executives headed by Shri Ratan k Shah as the Chief Operations Officer,
Aluminium, and power. HINDALCO ranks as a largest Aluminium producer In India, who’s more than 58
% sale is in the value-added product and has more than 40% in total market share. Hindalco’s integrated
operations and operational efficiency have enabled the company to be one of the world’s lowest cost
producers of Aluminium. HINDALCO also own a large Captive power thermal plant at Renusagar that
meets the power requirement of the company very effectively. Hindalco currently has a primary
Aluminium capacity of 3,45,000 tons.

1.12 OUR VISION

“To strengthen our position as a premium Aluminium company, sustaining Domestic Leadership and
Global Competitiveness through Innovation, Quality and Value-Added Growth."

1.13 OUR MISSION

"To pursue the creation of value for our Customers, Shareholders, Employees and society at large"

1.14 OUR VALUES

Integrity: honesty in every action
Commitment: on the foundation of integrity, doing whatever it takes to deliver, as promised.
Passion: Missionary Zeal, arising out of an emotional engagement with work.
Seamlessness: Thinking and working together across functional silos, hierarchy levels business and
geographies.
Speed: Responding to stakeholders with a sense of urgency.

1.15 BOARDS OF DIRECTORS

Non-Executive Chairman Mr. Kumar Mangalam Birla

Non-Executive Director Mrs. Rajshree Birla

Independent Director Mr. Kailash Nath Bhandari

Independent Director Mr. Yazdi Piroj Dandiwala

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 Independent Director Dr. Vikas Balia
Independent Director Ms. Alka Marezban Bharucha

Independent Director Mr. Sudhir Mital

Independent Director Mr. Anant Maheshwari
Non-Executive Vice Chairman Mr. Debnarayan Bhattacharya
Managing Director Mr. Satish Pai
Non-Executive Director Mr. Askaran Agarwala
Whole time Director & CFO Mr. Praveen Kumar Maheshwari

Company Leadership Teams

1.16 ORGANIZATION STRUCTURE OF HINDALCO INDUSTRIES LIMITED

UNIT HEAD
 HEAD MANUFACTURING
 HEAD FINANCE COMMERCE & IT
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1
  HEAD HR
 PURCHASE AND STORE
 HEAD LEGAL &ADMINISTRATION
 PURCHASE AND STORE
 ALUMINA AND REDUCTION
 FABRICATION AND OTHER
 HEAD RENUSAGAR POWER DIVISION
1.17 BUSINESS OUTLOOKS
This Company has successfully demonstrated the benefit of an integrated approach with low-cost
upstream operations and significant abilities and reach in the downstream business. The robustness of
Novelis' de-risked business model by virtue of its geographic spread - strong presence in emerging
markets, product portfolio
- with a strong proportion of recession-proof and yet high-potential beverage cans in the product mix and
a focused approach to leverage the status of the preferred vendor to global auto majors have withstood
these uncertain times. Hindalco's aggressive expansion programme has made significant headway, despite
tough ground conditions at its project locations.
Greenfield Projects: - Greenfield Projects have made significant progress during the year despite tough
ground conditions at the project locations.
Utkal Alumina International Ltd (UAIL): Utkal Alumina, 1.5 MTPA alumina refining, is progressing
well. The construction of the alumina refinery, along with a 90 MW captive cogeneration plant is in
progress at UAlL100% subsidiary of the Company. The output from UAIL would be sufficient to feed
alumina to the Mahan and the Aditya Smelters.

• Detailed engineering will be fully completed by Sep 09.

• All necessary statutory approvals are in place for the construction of the Project.
• Contractors are fully mobilized for civil and structural work.
• Almost all long delivery orders have been placed.
• Team is in place for the execution of the project.
• Mechanical completion Date -Jan 2011.
Mahan Aluminium Project: Company has been progressing well on the proposed captive power plant
(900MV) and smelter (3, 59,000 TPA) Mahan Aluminium Project.
This 359 KTPA Aluminium Smelter, along with 900 MW CPP, is coming up in Bargwan, Madhya
Pradesh. The project is on the verge of commissioning.

• Land: Private land of 2270 acres Section 9(1) for two villages completed on 5 January 2009, 3, village
on 21 February 2009 and 4° village on 14 May 2009, Cash distribution has commenced and transfer of
land to commence by July 2009.
• Process for govt. land of 500 acres to be completed at District Headquarters in July 2009.
• Coal: Coal block allotted. Production of coal likely to start in FY 10. Environmental, Rail and Water
clearances have been obtained.
• Basic Engineering is 100% complete and ahead of schedule.
• Plans to finalize major orders for Transformers, GTC, FTC and GAP by end July 2009, • R and R
colony: Consultant engaged for designing of R and R colony.
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• Major turnkey packages like BTG, Conversion substation and propriety equipment’s orders finalized.

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• Site work is expected to start by the end of July 2009. • Milestones: First Metal by July 2011
• First TG unit by March 2011.
• Overall engineering work by EIL is 26% complete and ahead of schedule.
The Aditya Aluminium and Refinery project: Company's integrated The Aditya aluminium project,
Aditya Aluminium. comprising 1.5 MTPA alumina refinery, 3,59,000 TPA aluminium smelter and 900MV
captive power plant is well on course.
A 359 KTPA, Aluminium smelter along with a 900 MW captive power plant, identical to the
Mahan Project is coming up in Odisha. The project is slated for completion in 2013. A coal block has been
allotted for this project jointly with Mahanadi Coal Fields Limited and Neyveli Lignite Corporation
Limited. Alumina Refinery along with a Cogen plant, is also coming up.

• Plans to finalize major orders for Transformers, GTC, FTC and GAP by end July 09.
• Soil testing is 95% complete. Boundary wall is under construction and R and R colony planning is
going on.
• Land acquisition is at an advance stage. 1500 acres registered in the name of the company.
Application for 295 acres of forest land has been forwarded by State to centre.
• Major turnkey packages like BTG, Conversion substation and propriety equipment’s orders finalized.
• Water: Agreement signed for drawl of water.
• Basic Engineering is 100% complete and overall Engineering is 23% complete and is ahead of schedule.
• Technology agreement with Aluminium Pechiney (AP) signed. SIA clearance from Government
received. Ahmina technology tie up with ALCAN signed.
• Coal Black: JV Company MNH Shakti Ltd registered office opened at Buria. Forest clearance
proposal in progress.
• Expected date of Smelter Project completion 9first metal): October 2011.
• The refinery should be mechanically completed by June 2013.
• Railways: Rail layout plan approved by East Coast Railways. Project management consultancy job
awarded to VCC, New Delhi.
The Jharkhand Aluminium project: The Jharkhand Aluminium Project, company has been allotted
Tubed coal block of Auranga Coal fields in Jharkhand in JV with TATA Power. It plans to construct a
900 MW captive power plant and 3,59,000 TPA aluminium smelter. The company has taken steps
towards this objective.
Aluminium smelter along with a captive power plant is coming up in Sonahatu, Jharkhand. The land
acquisition process has already begun. For this project, the Tubed coal mine has been allotted to the
project jointly with Tata power.

• Joint venture formed between TATA power and Hindalco. JV agreement in progress.
• Water allocation-awaiting clearance from Gol for 70 MCM water from Subarnarekha basin.
• Land Acquisition: 7,000 acres of land earmarked till date and topographic, demographic, and Socio-
economic surveys have been completed.
• CSR activities have been ramped up.
• Water clearance received from Gol for 55 MCM water from Subarnarekha basin. Water drawl system
will be finalized in July 09.
• Consultant for EIA clearance already finalized and consultant for Railway Siding has been approved.

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 • Expected commissioning date (extended): June 2013.
• Hindalco-Almex JV for Aerospace Project.
• The HAAL project is located at SEZ, Shendra, and Aurangabad in 20 acres of land. The facility has
started production and has successfully casted India's largest aluminium billet (42" dia) so far. The
financing plan for the projects is already in place. These projects will significantly enhance the scale of
operations of your Company. These will further improve the cost competitiveness of your company
and will firmly establish it as one of the lowest cost global alumina and aluminium producer.
Brownfield Projects: There were important developments in India w.r.t. your Company's strategic goal of
higher VAP proportion.
The Hirakud FRP project has made a significant progress. This project, which involved relocation of some
equipment’s from a closed facility of Novelis, will be the first and the only facility that will have the
capability to produce can body stock in India. This facility will take Hindalco's FRP play on a higher
plateau in terms of capability and profitability in the coming years.

1.18 COMPETITORS

BHP
BHP Billiton is a natural trading company engaged in the exploration, development, production and processin
g of mineral resources. He discovered, bought and sold many commodities, including iron ore, coal, nickel, co
pper, lead, silver, potash, molybdenum, uranium, zinc and gold. The company's operations include iron ore in 
Brazil and Australia and copper in Peru, Australia and Chile. The company also has potash development proje
cts in Canada and coal mines in Australia, the United States and Colombia. BHP Billiton also explores, develo
ps, produces and markets oil and gas in the Gulf of Mexico, Trinidad and Tobago, Algeria, the USA and the U
K.BHP Billiton is headquartered in Melbourne, Victoria, Australia.

ALUMINIUM CORPORATION OF CHINA LTD.

Aluminum Corporation of China (Chinalco) is a manufacturer of aluminum and other products. The company 
is engaged in the exploration and mining of bauxite, the production and sale of alumina, primary aluminum an
d aluminum alloy products. Provide hydrated alumina, aluminabased chemical products, coal products, galliu
m products, raw materials and equipment, carbon products and other nonmetallic products. The company also 
handles coal mining, trading, logistics, purchasing and electricity generation businesses. Energy products inclu
de electrical power and renewable energy such as wind power and photovoltaic power.The company serves Ch
ina's construction, transportation and defense industries. Aluminum Corporation of China is headquartered in 
Beijing, China.
.

NATIONAL ALUMINIUM COMPANY LIMITED (NALCO)

Incorporated in 1981 as a public sector enterprise government of India, NALCO is Asia's largest
integrated aluminium, encompassing bauxite, alumina refining, aluminium smelting and casting, power
generation, rail, and port operations. Commissioned during 1985-87, NALCO has emerged to be a star
performer in production and export of aluminium, and more significantly, in propelling in self-sustained
growth.

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MADRAS ALUMINIUM COMPANY LTD (MALCO)
MALCO is a part of Vedanta resources, a London listed metals and mining major with aluminium with
copper and zinc in operations in U.K., India, Australia. MALCO is a primary aluminium producer in
South India with operations encompasses mining, refining, smelting and power generation, MALCO is
surging ahead to achieve global recognition in aluminium production.
Maan Aluminum

The company is one of the pioneers in the Aluminium extrusion industry in India; its plant in central India
was one of the first to be commissioned in the year 1989. In the year 2009, the company was rebranded as
Maan Aluminium Ltd.; the new entity now includes trading and manufacturing operations, having industry
experience and knowledge of over 32 years.
The company had a humble beginning in manufacturing Aluminium extrusions, in a record time of
eleven months commenced commercial operations, and today has the distinction of being one of the
nation's largest manufacturers and exporters of Aluminium extruded products from central India.
Today, Maan Aluminium Ltd. is a preferred choice by many companies worldwide. The company is
exporting its products globally and is accredited with One Star export house status
Competition
Name Last Market Sales Net Total
Price Cap. Turnover Profit Assets
(Rs. cr.)
Hindalco 214.95 48,268.51 42,798.04 1,436.49 69,742.64
NALCO 55.75 10,400.82 9,618.31 1,342.41 10,549.80
Maan 92.05 62.23 447.08 6.42 75.12
Aluminium

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1.19 PRODUCT PROFILE
ALUMINIUM
Hindalco's major products include standard and specialty grade alumina’s and hydrates, aluminium
ingots, billets, wire rods, flat rolled products, extrusions, and foil. The integrated facility at Renukoot
houses an alumina refinery and an aluminium smelter, along with facilities to produce semi-fabricated
products namely: redraw rods, flat rolled products and extrusions. The plant is backed by a co-generation
power unit and a 742 MW captive power plant at Renusagar to ensure the continuous supply of power for
smelter and other operations. A strong presence across the value chain and synergies between operations
has given us a dominant share in the value-added products market. As a step towards expanding the
market for valueadded products and services, we have launched various brands in recent years Everlast
roofing sheets, Fresh wrap kitchen foil and Fresh Pak semi-rigid containers.
COPPER
Birla Copper, Hindalco’s copper unit, is located at Dahej in Gujarat, India. The unit has the unique
distinction of being the largest single-location copper smelter in the world. The smelter uses state-of-the-
art technology and has a capacity of 500,000 taps. Birla Copper also produces precious metals, fertilizers,
sulphuric and phosphoric acid. The unit has captive power plants for continuous power generation and a
captive jetty to facilitate logistics and transportation. Birla Copper upholds its longstanding reputation for
quality copper cathodes and continuous cast copper rods by assuring its management processes meet the
highest standards. It has acquired certifications such as ISO-9001:2000, ISO-14001:2004 and
OHSAS18001:2007.
MINES
Hindalco acquired two Australian copper mines, Nifty and Mt. Gordon, in 2003. The Birla Nifty copper
mine consists of an underground mine, heap leach pads and a solvent extraction and electro winning
(SXEW) processing plant, which reduces copper cathode. The Mt. Gordon copper operation consists of an
underground mine and a copper concentrate plant. Until recently, the operation produced copper cathode
through the ferric leach process. In 2004, a copper concentrator was commissioned to provide
concentration for use at Hindalco's operations in Dahej. During FY2009, Mt. Gordon produced 17,815
tons of copper in concentrate. Both Nifty and Mt. Gordon have a long-term life of mine off-take
agreement with Hindalco for supply of copper concentrate to the copper smelter at Dahej.

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CORNERSTONES OF GROWTH
Hindalco's well-crafted growth and integration hinges on the three cornerstones of cost, they are
competitiveness, quality, and global reach. The company is also committed to the triple bottom line
accountability of economic, environmental and social factors. Care for the community around our
operating units is best exemplified by our deep-rooted social commitment.

1.20 HINDALCO PRODUCT RANGE

PRIMARY ALUMINIUM
Ingots
Hindalco produces high-purity ingots through smelting. Alloy ingots of various grades are also produced
and mainly used to produce castings in the auto industry and in electrical applications. Both these
products are re-melted and further processed into many products for various downstream applications.
Hindalco metal is accepted under the high-grade aluminium contract on the London Metal Exchange
(LME) as a registered brand.
Wire rods
Hindalco manufactures wire rods in a continuous casting and rolling process. Electrical conductor (EC)
wire rods are used to produce cables and ACSR and AAC conductors. Alloy wire rods are used to
produce.
Billets
Hindalco's aluminium billets are produced by a state-of-the-art Wag staff casting process using Airship
technology. These are top-quality billets with a smooth finish. They are used mainly to produce extrusions
and forgings.
HINDALCO. EXTRUSIONS
A leading player in the extrusions industry in India, Hindalco offers a wide range of alloys, including hard
alloys and some special alloys for the defence and space sectors, Hindalco's extrusions capacity stands at
46,000 tap Hindalco has two extrusion plants in India, one in Renukoot, Uttar Pradesh, and the other in
Alupuram, Kerala. Both plants have well-established manufacturing processes and QA at homed over five
decades of experience. Extrusions are manufactured from high quality billets made from virgin in-house
metal and offer the widest range of shapes and alloys.
Hindalco Extrusions is a leading brand for a wide spectrum of industries, including architectural,
electrical, industrial, transport, and defence and consumer durables industries. We export extrusions
primarily to the US, Canada, Germany, the UK, France, the Netherlands, South Africa, UAE, Singapore,
Malaysia, Sri Lanka, and Bangladesh. Quality accreditations
 ISO 9001:2000 Quality Management System
 The company has ISO 2002 Certification since 1994
 ISO 14001 Environment Management System since 1998.OHSAS 18001:1999

Occupational Health and Safety Assessment Series

Hindalco has accorded the Star Trading House status in India.
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 Hindalco's copper quality standards are also internationally recognized and registered on the LME with
Grade A accreditation.

1.21 PRODUCTION CAPACITY

Alumina
RENUKOOT
700000 TPA
BELGAUM
350000 TPA
MURI
450000 TPA
Aluminium
RENUKOOT
345000 TPA
HIRAKUD
161400 TPA
Extrusions

RENUKOOT
230000 TPA
ALUPURAM
8000 TPA
Flat Rolled Products

RENUKOOT
80000 TPA
BELUR
45000 TPA
TALOJA
50000 TPA
MOUDA
30000 TPA
Redraw Rods Foil &
56400 TPA RENUKOOT
Packing
30000 TPA SILVASSA
4000 TPA KOLLUR

Captive Power
742 MW RENUKOOT
638 MW HIRAKUD
84 MW RENUKOOT COGEN

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 30 MW MURI

1.22 APPLICATION OF ALUMINIUM IN INDIA

• Automotive industry
• Aviation industry
• Railways
• Ship building industry.
• Transportation industry
• Dairy industry
• Packing industry
• Electrical industry
• Household utensils
• Consumer durable products

1.22 MAJOR ALUMINIUM PRODUCER INDUSTRIES IN INDIA

COMPANY OWNERSHIP LOCATION CAPACITY

Hindalco A B Group Renukoot 345,000

Alupuram 14,000
Hirakud 65,000
Belgaum 31,000

Public sector Angul 345,000

NALCO
Sterlight Kobra 350,000
BALCO
Sterlight Mettur 40,000
MALCO

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 WAREHOUSE & LOGISTICS
HINDALCO RENUKOOT

Warehouse & Storage Capacity

NOTE: - Billets & Slab are directly loaded from the production area
*These warehouses are under construction by Project Team

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Warehouses & Products – PRIMARY

Warehouses & Products – FRP & EXTRUSION

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Truck Parking Facility

Truck parking facility developed for drivers & vehicles with all facilities like washroom, rest room, lunch
Room, canteen, security, truck calling mechanism etc.

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2
Warehouse & Logistics Process Flow

Production Declare Material Released Location Wise Transporter Allocation

By Packing by Marking (DGP) Grouping(HSP) & Vehicle Hiring(HSG)

Vehicle Loading as Tare weight at RFID Vehicle plant entry Vehicle entry
Per loading slip based weighing scale through RFID based from P-type
System gate

Gross weight at within permissible Invoice, LR & E Gate Out

RFID based limit than trip waybill generation
Weighing scale completed

Bill Submission LR Receipt and Final Delivery Vehicle Tracking

and processing Acknowledgement to the customer
by customer

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Finish Goods Clearance Process

 Production declaration by the packing team.

 As per order condition material is released from marketing which appears in warehouse DG Pending status.
 Material shifting from packing to the warehouse through internal transport vehicles.
 Grouping team, destination wise group the material of different customers to complete a truckload.
 Our vehicle hiring team allocates the vehicle requirement to the concern transporter as per share of
business(SOB)- this stage is known as HS(Hiring Slip) pending.
 Transporter arranges the vehicle and confirms the vehicle number to our hiring team. Once the vehicle
number is confirmed against the order number then this is called HS Generated.
 Transporter takes the DO to handover the driver so vehicle entry in Hindalco premises.
 With the complete set of documents, the vehicle reached our P-type gate.
 At the P-type gate necessary documents are checked & issued a Green card to each vehicle (The same
green card is applicable for the next time entry).
 After P-type entry vehicle came into the truck parking area. Once the vehicle crosses the P-type than it
appears to our calling window.
 As per loading sequence & capacity vehicles are called in the system. This will give an auto announcement
in truck parking for calling of that vehicle.
 After calling, the vehicle came to security in the gate (RFID-based entry for each vehicle).
 At the security gate document are checked & enter in our RFID system. An RFID strickers is pasted on the
window & another RFID card is issued to the vehicle.
 From nearby PPE’s booth driver collect the required PPE’s for gate entry.
 Vehicle came to the Main gate in front of RFID based boom barrier.
 At the main gate, vehicle entry is done through an RFID card & sticker combination & image of the
vehicle number plate is saved in the system. The boom barrier gets opened & vehicles takes entry in the
plant premises.
 After gate entry vehicle came to the weighing scale for tare weight. It is RFID based weighing scale
system. Images are saved in the system at the weighing scale also.
 Driver came to the warehouse office for collection of the loading slip and material godown (after the
Covid-19 loading slip is sent to the area by our person, with no interaction with drivers).
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  Driver inform to shift in charge and as per advice placed the truck in the required loading bay.
 As per the loading slip & loading pattern of different customers, the loading crew loads the material &
marks the packets in the loading slip.
 Loading slip returned to warehouse office for clearance & further process.
 After loading truck went to the weighing scale for gross weight.
 The same weight appears in the clearance window. If the difference between the net weight of the
weighing scale & invoice weight is ± 25kgs then the vehicle trip is completed. Otherwise, the vehicle send
to the loading area for cross-checking & further remarks for closing the trips.
 After trip completion, the invoice is generated.
 After 2nd weighing & trip completed, vehicle went for lashing & tarpaulin activity.
 After lashing & tarpaulin, the invoice is handover to the driver & the security gate marks it out from the
RFID system & takes the RFID card return back.
\

PRIMARY PRODUCT ( INGOT & SOW INGOT)

GRADES
 P1020 - 99.7%
 CG GRADE - 99.5%
 LP - 99.0%
 OFF GRADE - 98% & below

Daily Process at plant -2 warehouse office, Hiring office, line 11(Ingot & Sow Ingot
Warehouse & Plant)

 Firstly, the office person downloads the DG pending report from Oracle (Ekayan system). Excel sheet
of allocated & unallocated material.
 They print the list of unallocated material (on paper) and check it with the ingot warehouse office
person.
 While at the line 11 office, the person downloads and checks the same report of the pending material
and also the daily dispatch report sent by the sales marketing coordinator (Mr. MD.S. Jombay).

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 Then in the Hiring Office, they also check the same pending report daily and the daily dispatch
scheduled report. On the basis of the report, they generate the offer number for the truck by looking at
the SOB(share of business) of the transporter as per their percentage of business on location-wise
Quota( L1, L2, L3, L4, L5)
1. OFFER NO. (for material grouping)
2. HIRING NO. (for truck entry

 As per the requirement of the truck the person in the Line 11 office calls the truck by the truck calling

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 system. (Like the trucks are already in for loading or the production house has not delivered the
product which is going to be dispatched and its process is still left for entering in inventory).
 Then when the calling announcement made for the particular truck. It will come from parking to the
scanning gate after scanning the card and truck details security allow it to enter the company and at
10m theirs a weighbridge for truck.
 Tare weight of the truck will be done and the kanta parchi will be given to the truck driver.

 Then the truck goes to the line 11 ingot & sow ingot warehouse office and gives the paper of
unallocated product if given by the plant 2 warehouse office and he shows him the kanta parchi(tare
weight) to the line 11 office.
 Then the office person told him to park the truck at the respective location told by him.
 Then the loader collects the sheets of unallocated material, white sheet, and pen, and then he comes to
the loading area.
 Now he will start writing down and checking the product specification(grade-wise) given for location-
wise, as per the truck capacity he will select the no. of packets and match the quantity by truck
capacity. while at the same time, the forklift person segregates the product told by the loader to him.

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2
 Then the person driving Hydra starts to load the product with extra 4 men. 2 men standing on the
truck and 2 on the ground. In their work is to the 2 people that are standing on the ground put the
belt on the 2 sets of the bundle(each set has 44 pieces of ingot, and in the case of sow ingot it will be 2
pieces of sow ingot because they are bigger in size and have a weight of 450-500kg each) than the
other 2 people they are standing on the truck they give direction to the hydra driving person and also
put the product properly and then remove the belt for another product and through this, the loading
process goes on.

 After loading then the lacing process takes place in which 2 lacing persons are there to pack and
tighten the product with the truck so that the transportation from the company to the consignee will
go easy for the product safety and no issue will come further.

 When loading and lasing are done then the loader gives the written paper of the loaded
product(batch, weigh) to the employee of the ingot warehouse office, he again checks the loaded
quantity and grade with the requirement of the location and truck capacity wise.

 Then through the Ekaayan system he generates the loading slip of the product for that particular
truck.

 While on the meantime the truck driver will go to the weighbridge for the gross weight of the truck.

 Then he moves out his truck to the gate near the weighbridge and parks the truck in front of Plant-2
outbound warehouse office for the paperwork through which he can leave the premise and start his
journey to deliver the product.

 He will give the kanta parchi of W1 & W2 to the required person in the office and in the meantime
when the paperwork process is being done, he will do the packing(tarpaulin) of his truck to prevent
damage to the product.

 In paperwork there are a few steps through which it will go like,

1. The loading slip will be faxed from line 11 office to the Plant-2(outbound
warehouse) office.
2. Then the person in the Plant-2 office to whom the driver gave the kanta parchi
will match and fill in the details of it in the system and check the gross and net
weight of the truck through its passing capacity if any issue will come like
extra weight that is not acceptable then again the driver has to take its truck to
the ingot warehouse and check for the product and after that again do the
gross weight of that truck.

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 3. After checking the capacity and all he will finish it.
4. Then the clearance process will start the employee working in clearance will
check the paper match it and then clear the trip for that truck through which
the invoice will be generated as well as the security gate pass for it.
5. Then the pune will take the clearance, security gate pass paper to the Invoice
Office for the rest of the paperwork (E-WAY Bill) generation to start the trip
and through which it will get permission to go out from the premises.

 While the meantime the driver takes the kanta parchi of both W1 and W2 to the Hiring Office – GPS
Section and gives it to the respective person for setting up the GPS in the truck. The GPS is of two
types 1. Device Based, 2. Sim Based. Then the respective person does his paperwork and then puts
their stamp on the note they give to the driver which he submits to the warehouse of

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  After all the paperwork and GPS work, the employee gives the papers to the driver and he will lastly stop
at the security gate and check out. Where the head security guard takes the weighmend card and checks the
papers and the checkout of that particular truck and it will be dispatched & this process goes on.

*This process will go on regularly for ingot & sow ingot product dispatch.

Hence this is all the process that I have seen in dispatching the Ingot & Sow Ingot products from the dispatch report
from marketing to the hiring of the truck, then from calling that truck to enter the premises of the plant and then from
tare weight measurement to loading & lacing to again gross weight, then the paperwork process to the GPS work and
then dispatch of that truck.

I have taken time analysis of a few trucks depending on the process that is going for the dispatch of Ingot &
Sow Ingot by the average TAT that is taking in ingot monthly wise by the company officials on that what
exactly timing that are taken by the trucks for the overall process and also what problems comes in that
through which time efficiency is not maintained so, on that I have given the recommendations to reduce the
time and make our dispatch process more time efficient.

TRUCK CALLING GATE TARE LOADING LACING GROSS GATE

NO. TIME IN WEIGHT TIME TIME WEIGHT OUT
TIME TIME TIME TIME
CG15AC4694 21/7/23 21/07/23 9:46:31AM 12:10- 6:00- 6:43:59PM 10:19:08PM
8:50AM 9:35:31AM 12:50PM 6:29PM
NL01AG4412 21/7/23 9:26:07AM 9:31:00AM 11:00- 3:50- 4:23:53PM 19:42:53PM
8:52am 11:41AM 4:06PM
HR69C5206 21/7/23 9:32:44AM 9:42:32AM 1:20-2:10PM 6:32- 7:05:00PM 11:22:28PM
8:51am 6:51PM
PB65AQ8865 20/7/23 20/7/23 8:26:33PM 9:15- 5:55- 21/07/23 11:25:32PM
7:21pm 8:22:34PM 10:00AM 6:24PM 6:36:43PM
GJ16AV6078 20/7/23 20/7/23 8:13:09PM 9:30- 11:15- 21/7/23 6:30:37PM
7:20pm 8:10:01PM 10:30AM 11:40AM 12:33:22PM

UP70LT8287 21/7/23 21/7/23 12:49:45PM 1:45-2:30PM 4:10- 5:52:20PM 10:31:43PM

12:11 pm 12:47:20PM 5:01PM

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MH10CC7821 21/7/23 21/7/23 12:44:49PM 4:25-4:55PM 6:30- 7:13:12PM 10:15:56PM
11:32am 12:42:16PM 6:58PM
MH40CM0711 20/7/23 20/7/23 6:12:51PM 21/7/23 9:15- 10:36:43AM 4:41:08PM
4:02pm 6:08:41PM 8:00-8:45AM 9:40AM
MH15EG9515 21/7/23 21/7/23 4:51:20PM 6:00-7:00PM 7:19- 7:53:39PM 11:29:37PM
3:26pm 4:47:30PM 7:39PM
RJ14GG3185 21/7/23 21/7/23 5:02:08PM 7:00-7:40PM 7:42-8:05 8:47:17PM 11:32:51PM
4:19pm 4:59:46PM

NOTE: - For GPS, it would take hardly 10-15 minutes for any capacity wheeler.

Problems that cause time gaps in each stage from calling of vehicles to dispatch of vehicles

From Calling Time to Gate In Time:- I have taken total 10 trucks example in which their timing
from calling them from announcement to their gate entry in is
45min
34min
41min
31min
20min
37min
60min
126min
81min
41min

The average of the 10 trucks is 51.5 min. in these times, from calling the trucks to gates in their few
issues, it generally takes more time.

 Trucks which are standing in the parking for a few hours or days will not be aware that when
their calling will be done, so they were in their own work, sleep, having food, etc. through
which they are not so active and after the announcement also it takes them this much of time
to come.

Solutions
 At parking and entry office there are 3-4 guards working so we can do that after the
announcement/calling of the truck, we can assign one guard to work to note the truck no.
mention on the announcement and go for a check on that in parking and tell him to go.

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From Tare gate to Loading Area time: - in this, I have seen that old drivers know the area but the
person who is coming for the 1st or 2nd time will not know the area through which the actual time
that can take from Tare gate to loading area will not be taken. Even sometimes the security person
or worker will not tell them the directions properly. The average time that is taken is 10 min but due
to the issues, it will take them 15-20 min. of time.

Solution: - proper word of mouth

The time gap in loading time:- loading most time is taken because of the segregation of the
product at the time when the truck is there then they start their work for it, and also the truck batta
issue that came because the driver didn't open it before entering the loading area and it's not allowed
in the loading area so he has to go outside and then remove the batta. The average time that is taken
is 46min, but we can make it less as

Solution: - on the security gate in at tag area or at the calling time when we send the guard to the
parking will make a word of mouth to them to remove the batta, and when the calling is made for
the particular truck through that time only the loader will start the segregation of the product that
will be loaded in that truck which will also decrease the time.

The time gap in lacing: - well doing lacing will not have any time wastage while lacing but theirs
the issue of location and manpower as the Ingot & Sow Ingot warehouse is far from each other
through which the person has to walk to do the lacing at the particular warehouse and because of
only 2 men are their so it will take the time. The average time taken is 26.5 min.

Solution: - we can have two more men for the lacing so that the time will be less taken.

From the lacing of the product in the truck to the weighing bridge (gross weight): -
The average time that a truck can take from the loading area to the weighing bridge is 15 min but
due to their timing of moving sometimes at shift out in which they have to stop so for that it will
take time.

From gross weight to gate-out timing: - The average time from the gross weight to the gate-out is
4 hrs. 24min. in that time the paperwork process is being done which mostly time starts from when
the line 11 office send the loading slip to the plant 2 office and then the other paperwork will start in
which again the capacity and net weight measurement will be checked, then clearance process, then
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invoice, IRN generation, E-way bill. All these will take time but loading slips and then another
paperwork process will be done in the more fast way depending on the speed of the employee and
the system. And some issues at the gate out like tag scanning or any overwriting on the paper.

Solution: - loading slip will be made and sent after loading each truck so that the time will be
decreased. Then it depends on the clearance person and GST office person how fastly they will
do the work. Gate out problems are minor but as we know sometimes minor problem gives
bigger damage so for that in paper overwriting – word of mouth to not be done by our plant-2
office employees will be taken care off. And tag issue will be solved technically or by the hiding
of other tags while scanning the entry tag.

Overall Problems That I Identified In The Process Of Dispatch Of Ingot & Sow Ingot Which
causes Time gap in our process:-

 Storage Space problem for both Ingot & Sow Ingot warehouse area.
 Manpower Issue: for lacing as only 2 people are there for both areas which are not close to each other
so lets say theirs 3 trucks in loading for ingot and the same for sow ingot at that time which will add in
the loading time.
 Truck Batta(wooden, iron)-regular problem that causes minimum 15-20min. of time to remove for
loading. Mostly 99% of the truck driver did not open it before entering the plant.
 Cooling issues
 Hydra movement will also take much time as their not very good space for movement because products
are fully taking space and also while loading big open wheelers slightly seeing issues were faced.
 Open warehouse causes dust issues, and heat issues in summer and also in the rainy season theirs is a
timed lap for loading.
 Segregation of the product is also the bigger time taken to process which causes a time gap.
 Paperwork from line 11 (loading slip) will take time to reach to plant-2 office as the driver already
reached there.
 Range-grade materials mostly don’t have batch stickers on them by the production team which it will
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 be very time taking for the loader to find out the products in the inventory.
 In Gate-Out Entry- paper overwriting, GPS paper not given for checking, Tag issues.
 Slow System Issues.

Recommendations That I Would Like TO Mention on the Problems of Time Gap That I
Mentioned Earlier: -

 Well-solving storage issues will help in storing more finished goods and through which the vehicle
movement will be easier for loading as well as segregation, safety-wise will also be helpful as their hot
products will also be there for weighing and then storing. So for that the area left near the warehouse
would be a one-time investment but long-term profit to fill up that space and make the warehouse
bigger. So that from 1500MT our current capacity,330feet*42feet of working area will increase more
and we can load and store more with more safety.

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 For manpower we can have a good agreement with the outsourcer to provide on a current basis also
whenever needed.
 Well it seems truck batta issues have to be taken care of on an immediate basis as we have to give the
announcement through word of mouth by the security at the gate in time only or at the parking area
by the security person so that the time gap will be decreased.
 For cooling issues we should take preventive measures by converting our open warehouse to semi
packed warehouse in which we can put ups some cooling fans or water sprinklers. It also help the
employees, workers to work in rainy as well as summer season so that loading process will not stop.
 If theirs a good storage space then the hydra movement will be easier for loading and also reduce oil
consumption for waiting to the truck to move aside and then it will go for another place to load.
 Segregation is must in any inventory before the loading process so that the time which we take on the
loading process will be reduce and our time efficiency will increase. And also, it will be easier for the
loader to select and set the product for each order wise in truck.
 See, after the dispatch plan come from Mr. Jombay sir to the respective teams, then the hiring process
will start on that Mr. shoolpani sir will have to give the loading plan to line 11 office employees so, that
they will start segregating the material for loading till the truck will come to their storage yard and
then it will be easy for them to load and time will be less taken. This is the process what I think for to
recommend so that our time will not be wasted.
 Range grade materials are the FG product that takes more time for selecting, segregation as they are
not labeled most of the time and also without proper inventory setup it will cause time gap. We have to
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 take some request and then Action wise measures for the production/packing team as it’s their
responsibility.
 Gate out problems are minor but as we know sometimes minor problem gives bigger damage so for
that in paper overwriting – word of mouth to not be done by our plant-2 office employees will be taken
care off. And tag issue will be solved technically or by the hiding of other tags while scanning the entry
tag.
 Slow system issues will only be taken care of by the IT department as now theirs mostly this issue came
of slow working of site . so if its done by the IT side them our time will be reduced too.

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 Some Extra Suggestions That I Would Like To Tell Are: -
 In addition to these recommendations, I would also suggest that we hold regular
DMT meetings that each area will also conclude with Mr. Gopal sir in either
online or offline mode to discuss the progress of the loading process and to
identify any other areas where improvements can be made. And, that everyone
will feel the pressure and energy to work on achieving more than the daily targets.
 More Surprise visits or if possible on alternate days by Mr. Gopal sir will make
the employees to be in a situation of looking more towards their work.
 Weekly meetings with all the products warehouse offices as well as concluding
sometimes invoice too for the problems they are facing, the performance stage of
their work so that this also will motivate the employees and make them eager
towards their work.

CONCLUSION
In conclusion, the time gap in the TAT of ingot and sow ingot by truck is a serious issue that
needs to be addressed. The factors that contribute to this problem include storage space
problems, manpower issues, truck batta issues, cooling issues, hydra movement issues,
segregation issues, paperwork delays, range grade material issues, gate-out entry issues, and
slow system issues.

I have made a number of recommendations to address these issues, including expanding the
warehouse area, providing more manpower, requiring truck drivers to remove battas before
entering the plant, installing cooling fans or water sprinklers in the warehouse, providing
more space for hydra movement, requiring the production team to label range grade
materials, requiring plant-2 office employees to not overwrite paperwork, requiring the IT
department to improve the speed of the system, holding regular DMT meetings with Mr.
Gopal sir, making surprise visits to the warehouse on a regular basis, and holding weekly
meetings with all of the product warehouse offices.
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I believe that these recommendations would help to significantly reduce the time gap in the
TAT of ingot and sow ingot by truck. However, it is important to note that these are just
recommendations. The specific actions that need to be taken will vary depending on the
specific circumstances of the plant.

I urge the management to take these recommendations seriously and to implement them as
soon as possible. The time gap in the TAT of ingot and sow ingot by truck is a serious problem
that is costing the company money. By implementing these recommendations, the company
can save money and improve its efficiency.

In addition to the recommendations that I have made, I would also like to suggest that the
management consider the following:

Requiring the production team to provide a loading plan to the warehouse in advance. This
would help to ensure that the warehouse is properly prepared for the arrival of the trucks.
Establishing a system for tracking the progress of the loading process. This would help to
identify any bottlenecks in the process and to take corrective action.
Providing training to warehouse employees on the loading process. This would help to ensure
that employees are familiar with the procedures and that they are able to load the trucks
efficiently.
I believe these additional measures would help further reduce the time gap in the TAT of ingot
and sow ingot by truck. I urge the management to consider these recommendations and to
take the necessary steps to improve the loading process.