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ORGANIZATION STUDY ON
Carborabdum Universal Limited
Submitted By
DIVYA GIREESH
REG. NO: 711411631014
In partial fulfillment for the award of the degree
Of
MASTER OF BUSINESS ADMINISRTATION
IN
Department of management Studies
KPR SCHOOL OF BUSINESS
July-August 2012
INTERNSHIP REPORT
KPR SCHOOL OF BUSINESS
Department of Management Studies
INTERNSHIP WORK
PHASE II
July-2012
This is to certify that the project Entitled
Organization Study on Carborabdum Universal Limited
Is a bonfide record of project work done by
DIVYA GIREESH
REG. NO: 711411631014
Of ………………………….. (MBA) during the year 2011-13
………………………… ……………………….
Project Guide Head of the Department
Submitted for the Project Viva-Voce Examination held on …………………….
……………………….. ………………………….
Internal examiner External Examiner
2
Declaration
I affirm that the project work titled organization study on Carborandum Universal Limited being
submitted in the partial fulfillment for the award of Master of Business Administration is the
original work carried out by me. It has not formed the part of any other project work submitted
for any degree or diploma either in this or any other university.
(Signature of the Candidate)
Divya Gireesh
REG. NO: 711411631014
I certify that the declaration made above by the candidate.
Signature of the Guide
With Name & Designation
3
Acknowledgement
Success of every internship depends largely on the self & encouragement and guidance of many
others. I take this opportunity to express my gratitude to the people who have been instrumental
in the successful completion of this study project.
First of all I would like to thank the Management at CUMI (Carborandum Universal Limited) for
giving me the opportunity to do my one-month internship training in their esteemed organization.
I would like to thank Mr.Prabakaran (Internal Guide) for providing me with valuable advice and
endless supply of new ideas and support for this project.
I would like to thank Mr.Balakumar and Mr.Betraj for providing practical exposure for the
project and his valuable guidance during the project work.
4
TABLE OF CONTENTS
Chapter No. Particulars Page No.
Executive Summary 6
List of Figures 7
List of Tables 7
Chapter 1 Organization 8
1.1 Organization Introduction 9-12
1.2 Products and services 13-17
1.3 Company Profile 18-21
1.4 Organogram 22
Chapter 2 Inter Departments 23
2.1 Production 23
2.2 R&D 23
2.3 Marketing 24
2.4 Finance 24
2.5 HR 24-41
Chapter 3 Learning from internship 42-43
Chapter 4 Knowledge Gained 44-45
Chapter 5 Skill Development through
internship
46
Chapter 6 Specific tasks 47-50
Chapter 7 Conclusion 51
Bibliography/ References 52
5
Executive Summary
This is the organization study on CUMI (Carborandum Universal Limited). This is the
organization under the conglomerate Murugappa Group.
This report is about my internship at CUMI from 6th of July to 4th of august for five weeks.
During my internship I was able to learn practical features of an organization and obtain a good
working experience from professionals.
This report includes introduction about the company and the products and functioning of the
organization.
This report also gives introduction about internal working of the organization and different
departments functioning in the organization.
This report also discusses with objectives and policies of the organization and the competitors of
them. It also gives the structure of the organization and the company profile including key
persons in the organization.
At the end it includes the key learning’s and skills developed during internship. It also gives
description about the tasks assigned during the internship process.
At the completion of my internship program, , internship issued me an Internship Completion
Letter. I hope that this report will provide you a complete momentary look of the organization,
where I have completed my internship. Moreover this report depicts my practical experience that
I have gained and learned during this internship program.
6
List of Figures
Figure 1: The Spirit of Murugappa Group
Figure 2: Major Companies
Figure 3: Abrasives
Figure 4: Coated Abrasives
Figure 5: Bonded Abrasives
Figure 6: Electro Minerals
Figure 7: Super Refractory’s
Figure 8: Organization Structure
List of Tables
Table 1: Company Profile
Table 2: Competitors
Table 3: Policies of HR
7
Chapter -1
ORGANIZATION
8
1.1Organization- Introduction
Murugappa Group
The making of Murugappa group Headquartered in Chennai, the Rs. 22314 crores (USD 4.4
billion as on March 31, 2012) Murugappa Group is one of India's leading business
conglomerates. Market leaders in diverse areas of business including Engineering, Abrasives,
Finance, General Insurance, Cycles, Sugar, Farm Inputs, Fertilizers, Plantations, Bio-products
and Nutraceuticals, its 28 businesses have manufacturing facilities spread across 13 states in
India. The organization fosters an environment of professionalism and has a workforce of over
32,000 employees. The Group has forged strong joint venture alliances with leading international
companies like Mitsui Sumitomo, Foskor, Cargill and Groupe Chimique Tunisien has
consolidated its status as one of the fastest growing diversified business houses in India.
From Acorn to Oak the business has its origins in 1900, when Dewan Bahadur A M Murugappa
Chettiar established a money-lending and banking business in Burma (now Myanmar), which
then spread to Malaysia, Sri Lanka, Indonesia and Vietnam. In these 100-plus years, it has
withstood enormous vicissitudes, including strategically moving its assets back to India and
restarting from scratch in the '30s, before the Japanese invasion of Burma in World War II.
Starting with a sandpaper plant, the Group forayed into making steel safes, and then into
manufacturing. It set up an insurance company, and bought a rubber plantation; making a small
but significant beginning. The rest is history.
9
Fig.1
Today, it is one of the country's biggest industrial houses. Group achieved a turnover of Rs.
13617 crs during 2009-10. Today, they have set to achieve a total turnover of USD 7.2 Billion by
2013-14.
The group is a market leader in India across a spectrum of products like fertilizers, abrasives,
automotive chains, car door frames and steel tubes. Neemazal, a neem-based organic pesticide, is
the market leader in bio-pesticides. Some of the country's best-known brands like BSA and
Hercules in bicycles, Parrys Spirulina and Parry’s Beta Carotene in nutraceuticals, Ball master
and Ajax in abrasives, Gromor and Paramfos in fertilizers, and many more come from the
Murugappa Group.
10
Major Companies
Fig.2
Carborundum Universal Limited
Carborundum Universal Limited (CUMI) was founded in 1954 as a tripartite collaboration between the
Murugappa Group, Carborundum Inc, USA, and the Universal Grinding Wheel Co Ltd, UK.
They pioneered the manufacture of coated and bonded abrasives in India, besides super refractories,
electro minerals, industrial ceramics and ceramic fibers. In sync with the global vision, CUMI is
expanding its product spread. The Company makes over 20,000 varieties of products manufactured at 25
locations across India, Russia, South Africa, Australia, China, Thailand and Canada. They exports its
products to 43 countries spread across the globe. All the manufacturing facilities of CUMI are ISO
9001:2008 and ISO 14001: 2004 certified for quality standards and environment-friendly manufacturing
practices.
State-of-the-art facilities and strategic alliances with global partners have earned them a reputation for
quality and innovation. It is one of the few manufacturers of abrasives and ceramics in the world with
fully integrated operations that include mining, fusioning, power generation and manufacturing, besides
marketing and distribution.
CUMI is equipped with a state-of-the-art Research and Development centre and they work aggressively
on product development and efficiency enhancement. Its in-house R&D and collaborative research with
leading research institutions have ensured market leadership in India and abroad. CUMI has
manufacturing practices like Lean and Six Sigma in place to improve its cost competitiveness.
11
The Company has a commanding list of subsidiaries across the globe that include Volzhsky Abrasive
Works-Russia, CUMI Australia Pty Ltd, Foskor Zirconia Pty Ltd-South Africa, CUMI Middle East-
RAK, CUMI Canada Inc, CUMI America Inc, Sterling Abrasives Limited-Ahmadabad, Net Access India
Limited, Southern Energy Development Corporation Limited (SEDCO), CUMI Abrasives and Ceramics
China Limited (CACCL), Cellaris Refractories India Limited and CUMI International Limited, Cyprus.
CUMI's joint ventures include Wendt (India) Limited – manufacturing super abrasives, Murugappa
Morgan Thermal Ceramics - manufacturers of ceramic fiber and Ciria India Limited - specializing in
design and installation of refractory liners for petrochemical and fertilizer industries. This unique strength
allows the Company to serve diverse markets and geographies leveraging the local strength of its
partners.
12
1.2 Products and services
Products
Abrasives & Allied Products
Fig.3
An abrasive is a hard, tough and wear resistant substance for grinding and polishing operations.
Manufactured through a complex and high technology process, these abrasives are used in metal removal,
cutting and finishing operations in almost all industries.
Coated abrasives
Fig.4
These are manufactured by depositing grains over a backing material like cloth, paper or fiber. Depending
on the requirement of the customer, the backing material and type of grains will vary. There are various
types of grains like sintered aluminum oxide, silicon carbide, zircon, emery and flint. The grains are of
varied sizes referred as 'grits' and their sizes also vary from grit 12 to grit 2000. The backing on which
these grains are coated will vary depending on the industry and application to which the coated abrasives
are supplied.
13
Coated abrasives are used in light polishing applications in automobile, auto ancillaries, white goods,
hand and power tools, sanitary ware, furniture, and fabrication and construction industry.
Bonded abrasives
Fig.5
These are divided into vitrified, retinoid and rubber products and manufactured by mixing grains
with bonding material, molding them to shape and then subjecting the output to firing or baking
in high temperature and finishing the same to desired dimensions. The composition of the
product depends on the type of grains and type of bonding materials used. Sizes will vary
between 10 mm to 1200 mm with thickness ranging from 1 mm to 650 mm. Bonded abrasives
are mostly in the form of wheels but also in other shapes such as segments, sticks etc. Bonded
abrasives for internal purposes classified as Standard Products (i.e. those products which are
made to standard dimensions, grit sizes, shapes and grain / bond composition). Bonded
Abrasives are used in diverse applications like floor polishing, fabrication, polishing, off-hand
tool grinding and precision grinding of diverse products like crank shaft, balls and razor blade across a
wide spectrum of industries ranging from automobile, construction, fabrication, steel, bearing etc.
Tools for stones
Diamond and cubic boron nitride (CBN) are known as Tools for Stones. Wheels and tools made with
these abrasives are used in high end applications. CUMI is present in this segment, through its joint
venture Wendt India Ltd., Bangalore, India.
14
The major user industries for Tools for Stones are automobile, engineering, cutting tools, refractory’s,
ceramics tile, glass and steel.
Allied products
Metal Working Fluids
Apart from abrasives, CUMI also manufactures metal working fluids for grinding applications. In the
metal working process, the right combination of machine, cutting tool and metalworking fluid is required
to produce an acceptable part. Therefore this product line is a logical extension of CUMI's abrasives.
Power Tools
CUMI recently launched a range of power tools used in metal working, construction, wood working and
interior decoration. Abrasives are used as accessories in power tools. The Company's strong brand image
and well established marketing network provide good synergies for this product line with abrasives.
Electro Minerals
Fig.6
CUMI's electro minerals products group offers sintered aluminum oxide and silicon carbide grains as the
major product lines. Upon completion of the acquisition in South Africa, CUMI's product range would get
enlarged to include fused zirconia as one more major product line . Electro minerals are used as basic raw
material in the manufacture of abrasives and refractory’s. They are also used for surface preparation and
in tile and paint industries. They are also increasingly being used for silicon wafer slicing in solar cell
15
manufacture, dental care and skin therapy. Silicon carbide is also used as an input in metallurgical
industries.
Industrial ceramics
The Ceramics product group offers products which harness the heat resistance / containment, wear
resistance and insulation properties of ceramics and also corrosion resistance properties of various
materials.
Industrial ceramic materials are non-metallic, inorganic compounds Industrial ceramics products made
mostly of high alumina. They have high melting points, low wear resistance, and a wide range of
electrical properties.
Anticorrosion products
CUMI offers a range of corrosion protection products mainly for industrial applications viz. acid resistant
cements, custom made equipment manufactured of fiber reinforced plastics, precast polymeric products,
construction chemicals and anticorrosive coatings and industrial floorings. The products are used in a
wide variety of industries for meeting anti corrosive requirements in industries particularly
petrochemicals, copper and zinc refineries, paper and pulp, fertilizers etc.
Bio-Ceramics
CUMI also offers a ceramics wound dressing products. These consist of micro-porous ceramics granules
in a permeable container. These products helps to siphon off excess wound exudates. They have
application in health care industry for post surgical medical care and treatment of various wounds and
ulcers.
16
Super Refractory’s
Fig.7
Refractory is a material that will retain its shape and chemical identity when subjected to high
temperatures and is used in applications that require extreme resistance to heat, such as furnace linings.
Refractory products are basically used in industries for heat resistant and containment.
CUMI's manufactures Super Refractories (which can be in two forms fired refractory’s and monolithic)
and also Refractory Fiber.
17
Company profileCOMPANY NAME: CUMI (Carborandum Universal Limited)
Headquarters: 'Parry House',
43 Moore Street,
City: Chennai (Madras)
State: Tamil Nadu
Pincode:600001
Email ID:[email protected]
Web Url:http://www.cumi.murugappa.com
Name Designation
K Srinivasan CEO
K Srinivasan Managing Director
M Lakshminarayan Director
M M Murugappan Chairman / Chair Person
M Muthiah Sr. Vice President - Human Resources
N Ananthaseshan Sr. Vice President - Electro Minerals Division
P L Deepak Dorairaj Sr. Vice President (Operations) - Abrasives
P R Ravi President - Industrial Ceramics
R Rajagopalan Sr. Vice President - Refractories & Prodorite
S Dhanvanth Kumar Company Secretary & Compliance Officer
S Dhanvanth Kumar Secretary
Sanjay Jayavarthanavelu Director
Shobhan M Thakore Director
Sridhar Ganesh Director
Sridharan Rangarajan Chief Finance Officer
Subodh Kumar Bhargava Director
18
Table.1
Company background: - Industry name: abrasives and grinding wheels
House name: Murugappa Group
Incorporation date: 21-04-1954
Carborundum Universal Ltd is a largest high alumina ceramic manufacturing company in India.
They are an industrial ceramic material-based products and service provider, with operations spread
across three business segments namely Abrasives, Ceramics and Electro minerals. They pioneered
the manufacture of coated and bonded abrasives in India, besides super refractories, electro minerals,
industrial ceramics and ceramic fibers. The company's major customers include bearing, automobile
and auto ancillary, alloy steel, foundry and forging, fabrication and general engineering industries.
The company products are manufactured in fourteen locations across various parts of the country in
which all their manufacturing units are ISO 9001:2000 certified. The company has their presence in
43 countries and also has 200,000 retail outlets. Carborundum Universal Ltd was incorporated in the
year 1954 as a joint venture between Carborundum company, USA, Universal Grinding Wheel
Company, UK and Murugappa Group, India. Within ten year, they acquired a coated abrasives
facility from Ajax Products Pvt Ltd and set up a bonded abrasive facility at Thiruvottiyur in Chennai
and bauxite mining in Bhatia. In the year 1978, the company acquired the Eastern Abrasives Ltd
which is a coated abrasives manufacturer in Kolkata. In the year 1982, the company established
MMTCL as a joint venture company with Morgan Group plc for manufacturing ceramic fibers. The
company had collaboration with Wendt GmBH of Germany, Morgan Crucible Co, UK, and also a
Joint venture in Australia for the supply of wear resistant ceramics to coal washeries. The industrial
ceramics division was started in the year 1991 in technical collaboration with Coors Ceramics, USA
and the manufacturing plant is located at Hosur in Tamil Nadu. During the year 1994-95, in order to
augment infrastructure facilities, the company commissioned a 2 MW wind farm at Perungudi,
Tamilnadu. Cutfast Abrasive Tools Ltd, Eastern Abrasive Ltd, Cutfast Polymers Ltd and
Carborundum Universal Investment amalgamated with the company with effect from April 1, 1997.
During the year 1999-2000, the company set up a 5 MW natural gas based thermal power plant in
Tiruvarur with an outlay of Rs. 16 crore. In March 2002, the company commissioned the cloth
processing facility at Maraimalainagar in Tamil Nadu. Sterling Abrasives Ltd, which is engaged in
bonded abrasives business, and SEDCO, which operates a 5.5 MW natural gas based thermal power
19
plant in Tamil Nadu became the subsidiary of the company with effect form March 31, 2003. During
the year 2003-04, the company acquired 51% stake in CUMI Australia Pty Ltd. During the year
2004-05, the company established state-of-the art facilities for certain product lines in their
Tiruvottiyur and Pallikaranai plants and also they installed new kilns in their Hosur industrial
ceramics plant and the Ranipet super refractories plant. During the year 2005-06, the company set up
a 100% subsidiary with the name CUMI Middle East FZE in Ras Al Khaimah, UAE to promote
exports in the region and also in February 2006, they set up a 100% subsidiary in Canada, CUMI
Canada Inc and acquired the business of a coated abrasive supplier, Abrasive Enterprises Inc at an
investment of 2.25 million Canadian Dollars. In October 2006, the company acquired 48.7% stake in
Sanhe Yanjiao Jingri Diamond Industrial Company Ltd, which is engaged in the manufacture of
synthetic diamond grits, which serves as a raw material for super abrasives. The coated abrasive
plant at Sriperumbudur in Tamil Nadu commenced their production in December 2006. During the
year 2006-07, the company consolidated their coated abrasive back-end operations of cloth
processing and polymer manufacturing at Maraimalai Nagar near Chennai. In order to strengthen
their position in the monolithic market, the company acquired two industrial units at Jabalpur,
Madhya Pradesh, one, which manufactures monolithic refractories and the other high quality
refractory cement, which is an input for monolithic refractories. Also they completed the first phase
expansion of silicon carbide during the year. Prodorite Anticorrosive Ltd, a wholly owned subsidiary
of the company merged with the company with effect from April 1, 2007 which is engaged in the
business of acid resisting cements, corrosion resisting products, polymer concrete and fiber
reinforced plastics. Also, the company set up a 100% subsidiary in Cyprus, CUMI International Ltd
with an investment of nearly Rs. 100 crore. CUMI International Ltd acquired 86% stake in Volzhsky
Abrasive Works, Russia which is ranked as the world’s second largest silicon carbide manufacturer,
with an installed capacity of 65,000 tons per annum. In November 2007, CUMI acquired the
engineered ceramic business of IVP Ltd in Aurangabad to strengthen their presence in the high
alumina ceramics business. During the year 2007-08, the company commissioned a modern 2000
tone facility for resin bonded abrasives and a 1000 tone vitrified bonded abrasives plant and also
they spent Rs. 1030 million for the Greenfield / brownfield expansions, new product and technology
upgradation projects. They set up new automated plant at Hosur for manufacturing wear resistant
liner tiles at a cost of Rs. 318 million. The company is in the process of setting up a green field
facility in Vellore district in order to strengthen their position in the fired refractories segment. In
20
July 2008, the company entered into an agreement with Foskor (Proprietary) Ltd, South Africa to
acquire 51% equity stake in Foskor Zirconia (Proprietary) Ltd, Phalaborwa, South Africa which is
engaged in the manufacture of zirconia and fumed silica.
Competitors
Company
1 Grind well Norton ltd
2 Orient Abrasives Ltd
3 Valley abrasives
4 Wendt India Ltd
Table.2
21
Organogram
Fig.8
22
Shareholder
Board
Financial center Legal Department
Director
Production department
Investment department
Marketing Department
Technical department
Human Resource Department
Production Planning
Technical/Industrial Design
Production
Maintenance
QA Manager
Planning Department
Research Department
Engineering Department
Brand/Advertising
Promotions/Media
Trade Marketing
Public Relations
Market Analyst
Product Design Department
Research Development
department
Technical Audit Department
Technical Service
Departemnt
Customer Service
Department
Training Group
Recruiting Team
Office Support
Compensation Benefits
Chapter-2
Inter departments
The major departments under CUMI are:
Production
R & D
HR
Marketing
Finance
2.1 Production
CUMI pioneered the manufacture of coated and bonded abrasives in India, besides super
refractoriness, electro minerals, industrial ceramics and ceramic fibers. In sync with the global
vision, CUMI is expanding its product spread. The Company makes over 20,000 varieties of
products manufactured at 25 locations across India, Russia, South Africa, Australia, China,
Thailand and Canada. CUMI exports its products to 43 countries spread across the globe. All the
manufacturing facilities of CUMI are ISO 9001:2008 and ISO 14001: 2004 certified for quality
standards and environment-friendly manufacturing practices.
2.2 R & D
CUMI is equipped with a state-of-the-art Research and Development centre that works
aggressively on product development and efficiency enhancement. Its in-house R&D and
collaborative research with leading research institutions have ensured market leadership in India
and abroad. CUMI has manufacturing practices like Lean and Six Sigma in place to improve its
cost competitiveness.
23
2.3 Marketing
The domestic and international markets for electro minerals, was very buoyant both on account
of supply constraints and also demand growth. The business recorded a growth of 25 per cent in
revenues with the Indian operations achieving a growth of 34 per cent and the Russian operations
by 24 per cent over last year. The South African operations grew by 21 per cent. The increase in
sales was both on account of volume increase and also escalation in prices.
The market structure in the global electro minerals business remained largely unchanged with the
Company continuing to be the second largest player in the silicon carbide segment of this
business.
2.4 Finance
Substitution of debt with more favorable terms has been done at CUMI International Cyprus.
The relationships with the CUMI’s bankers in India have been leveraged to get credit facilities
for overseas subsidiaries. All debts have been serviced on time (including scheduled
Repayments). All capital expenditure was funded from internal accruals. The rates even when
the market rates increased during the latter part of the year.
The Company continued to retain its strong credit ratings - P1+’ for short-term borrowings and
‘AA+ Stable’ for long-term borrowings - from CRISIL.
The software used by them is ‘Ramco’
2.5 HR
The leadership team revisited ‘Vision CUMI 2020’ in a session facilitated by a consultant of
international repute, setting the tone behaviors that they are committed to uphold at all times.
The team also followed through with their 360-degree feedback, by taking up individual
development plans focusing on leveraging their strengths and working on developmental needs.
The second-line leaders were also being geared up for their turn. The CUMI Leadership Program
saw its second batch graduate successfully with the promise to be at the helm when CUMI 2020
happens. Young aspirants weren’t far behind with CUMI ‘Ustaad’ programs conducted to hone
24
their technical skills, especially the application engineering capabilities, which are at the heart of
CUMI’s business. The engagement levels of employees was measured and found to be higher
compared to similar companies in India. Based on a comparison of market compensation levels
across locations, compensation package was selectively restructured during the year. An ‘Online
Performance Management System’ was launched in order to align to the Group’s performance
management framework and also to make it user-friendly for employees spread across various
locations. ‘My Space’, the enhanced employee portal, was unveiled to provide a single window
of access to employees’ information needs.
The Company continues its commitment to employment and empowerment of women through
its ‘Mitr’ Forum and other initiatives. Women’s Day Awards and participation in the MMA
Women’s Convention events were some of the additional activities of this year. At the workmen
level, successful long-term settlements were signed in major locations towards a healthy and
productive work environment. A basic training centre was started to build
a supply of skilled workforce to meet future needs, through an apprenticeship model approved
and recognized by the State Government in Tamilnadu. It also proved to be a socially impactful
program, turning school drop-outs and unemployed youth from the local communities into a pool
of employable and skilled candidates. Safety and Environment initiatives were undertaken in the
form of awareness campaigns, competitions, continuously monitoring matrices and training
programs. Retaining critical talent and acquiring new talent to meet the business needs was the
biggest challenge in the last year; going forward, initiatives like Graduate Engineer Training
programs and recognizing top talents are expected to help the Company counter this challenge in
the coming years
Human Resource Strategy
CUMI’s business strategy is evolved from Domestic & Global market trends, Economic Growth,
Competitor Analysis and Customer Industries’ Growth Plan. HR strategy is linked to business
strategy and facilitates the organization to achieve the objective by building people capabilities.
25
CUMI’s concern for people has been driving force for the growth of the organization over the
last 5 decades. The sustained growth over the past several years attributed to the knowledge, skill
of the people and technology. HR has always been one of the focus points in the business
strategy.
Principles
Whether workmen or management staff, employees are employees. They are not different
blocs, but two faces of the same coin
Unions are treated with respect and are made partners in the progress
Harmony and peace cannot be at the cost of dilution of organization ethos. Fairness and
Firmness will govern all employee relations
Communication and dialogue would be the essence of managing relationships
A proactive approach and a state of mental and physical preparedness would help in
managing unpleasant surprises
Integration of HR polices and strategies with the organizations strategy
The formulation of new policies and changes to the existing policies are done in line with the
business plan, business model, market trends, best practices of benchmarked companies,
suggestions, employee feedback through communication meetings and through Employee
Satisfaction Surveys.
Synergy across divisions/relationship with alliance/logistics-distribution
The initiative on the above was started with the facilitation by Mr. Richard West, a
Transformation Facilitation Expert.
Adopting the framework articulated in the CII Business Excellence Model and
identification of 12 key processes.
Strategic planning for the future based on analysis of discontinuities and emerging
technologies.
Mutually beneficial Long Term Agreements with Unions focusing on productivity and
flexibility for the organization, and a good quality of life for the employees.
26
“Welfare is non-negotiable”- P.P.Sukumaran, Vice-President, Group HR.
And the management focuses on Long Term welfare schemes like Health, Housing and
Education of children.
Introduction of modern manufacturing concepts and practices like Modular system of
production, Lean Manufacturing System, ERP, etc.
TQM made a way of life through extensive use of 7 QC tools in daily work. Intensive
employee involvement activities in Cross Functional Teams (CFTs) and Small Group
Activities (SGAs).
CUFEST being the much awaited annual event displaying the best of the talents in the
areas of TQM and TEI (Total Employee Involvement) initiatives are reviewed by the top
management and external experts. Rewards and recognitions in the Annual Quality
Festival are a great source of motivation to the participants.
Performance oriented organization as reflected in the increased share of variable pay for
workmen as well as management staff
Development initiatives like Balanced Scorecard, Hay’s evaluation, Development
Centers, 360 degree appraisal, Policy Deployment
Intense Training and Development initiatives across the organization focusing on
business knowledge, functional skills and attitude.
Regular feel of the emotional pulse of employees as well as the customers through
periodic satisfaction surveys.
Commitment to SHE not only for employees but also for the other stakeholders as
reflected in working conditions, health management practices, product design, work
related to ISO 9002 and 14001 accreditation, etc.
Active participation as a responsible corporate citizen focusing on community
development initiatives, social upliftment and professional / academic interface.
Stimulating and encouraging empowerment, creativity and innovation
To address the dynamic needs of the market, CUMI continuously reinvents the functioning
approach to the customer.
Organization’s Structural Change
27
Learning new tools and technology.
Annual /sales Conference
Quality Improvement Steering Group (QISG):
Product development and Product application teams
Stimulating and encouraging collaboration within the organization
As an outcome of the Transformation Exercise, many Cross Functional Teams have been formed
and work on the improvement projects paved way to team work and collaborative culture. They
encourage Suggestions, CFT and SGA teams to go for external participation. Our teams have
won many prizes in external events also.
The continuous efforts in Total Employee Involvement related training has resulted in
continuous participation of teams in different forums like QCFI, INSSAN, National Productivity
Council and other participative forums like AU-TVS and winning awards.
At the Group level also, we encourage our teams to participate in all events. The role of
leadership is to encourage our employees to participate in TQM activities by way of committing
resources of time and money. The culture at CUMI encourages and applauds innovation, by
building the knowledge required to recognize opportunities, by honing the skills to develop
inventive strategies and have the courage to carry them out.
Chairman’s Award for Innovative Organization
The culture at CUMI encourages and applauds innovation. At CUMI differentiation is a way of
life - the one that pervades and touches everyone. CUMI won the Innovative Organization
Award instituted for the first time in the Murugappa Group in the year 2003.
Ensuring a process for the development, deployment and updating of policy and strategy is
developed and implemented
The business strategies are encompassed into Balanced Score Card (BSC). This has been further
deployed down to each individual.
28
HRM Practices
CUMI’s policy on Human Resources Planning
CUMI will Endeavour to ensure effective staffing, the right person for the right position. We
would also attempt to develop and optimize the internal human resources and its potential.
Recruitment Policy Policy on Career Planning
CUMI will recruit based on integrity,
competency and the ability to work in a team.
We would also endeavor to select individuals
with leadership potential, customer orientation
and quality focus. Above all, we also take the
Value-fit of the individual with the group into
consideration.
CUMI believes that it is our responsibility to
develop employees to their fullest potential so
that future challenges could be met with
existing talents.
Table.3
Succession planning
CUMI identifies its potential employees who can generate operational and cultural excellence in
work place. They are called as Change Managers. The selection of change managers is done
through
Assessments
360 Degree Profiling
Behavioral/Leadership Styles
Functional Head’s Feedback
Identified Areas - Operational / Cultural Excellence
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Development plan
The 3 Cs of Retention of Talent at CUMI.
Challenge
Compensate
Competency
Performance Management System
The Performance Management System is based on the Balance Score Card.
The Balance Score Card is the culmination of the Business plan and is the complete
strategic map which identifies the strategic indicators and thrust areas of the Business.
This Balance Score Card is the authentic document approved by the Murugappa
Corporate Board.
Based on the Approved Balance Score Card the functional score cards are evolved.
The monthly plans are then evolved from the above. These plans are reviewed on a
monthly basis against the plan.
The feedback and the learning’s from the monthly reviews and course corrections are
incorporated.
The Performance Management System is on line with Policy Deployment. The steps
involved in Policy Deployment or Hoshin Kanri is explained in the table.
The system is designed to capture the objectives and measures in the Policy Deployment
table drawn up for the current year.
The objectives and measures are to be clear cut, specific and quantifiable
The appraiser and appraisee will jointly discuss and arrive at the best regrouping possible
of the objectives.
In the discussions, the Appraiser and Appraisee agree on action plans including resources
and support. This is summarized and signed off by both the appraiser & appraisee.
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A review mechanism is also built in the system to ensure frequent monitoring of
objectives and course correction, if necessary.
The review calendar is drawn up to regularly monitor the progress of the objectives and
provide resources if any on the part of the appraisee.
Control charts are maintained at agreed frequency and reviewed
Policy deployment (Hoshin Kanari)
Evolve Long Term Policy
Identify linking long term strategy
Define objectives (what)
Clarify methods (how)
Pick Control Charts (visual charts)
Deploy
Establish Review Mechanism
Corrective Steps
Compensation
CUMI believes that compensation should be based on the performance of the individual and the
individual performance is classified through a quantifiable / objective measure.
The performance rating will be:
Exceptional Contribution
Significant Contribution
Good Contribution
Not meeting the requirements
Not suitable
Performance Linked Incentives
The incentive, a part of the compensation and linked to Balance Score Card helped CUMI,
initiate the process of :
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Rewarding stretch, effort and risk taking
Encouraging inter-functional and organizational perspective
Providing thrust to sustainable processes
Giving impetus to innovation and learning
Incentive is an important and integral part of the compensation package. It would be based only
on the Achievement of Company/SBU Score Card, with weightings specified for each
perspective.
Rewards & Recognition
CUMI has evolved a rewards and recognition scheme
Kaizen Scheme: The objective of this scheme is to encourage and recognize management staff
for their participation & contribution in Work/ Method/Productivity improvement and cost
reduction exercises which benefit the organization.
This scheme is applicable to all Management Staff up to MG6 including Management Trainees
category of CUMI for their individual contribution.
Suggestion Scheme: The objective of the Suggestion scheme is to encourage and recognize
employees for their participation & contribution in Work/ Method/Productivity improvement and
cost reduction exercises which benefit the organization. This scheme is applicable to all
Operatives of CUMI for their individual contribution.
Areas of suggestion: The suggestion shall be on the following areas :
To improve production / productivity
New methods / devices improvement for simplification.
To improve quality of product / maintenance / service
To improve general upkeep & cleanliness
To eliminate wasteful practices
To eliminate pilferage of material
To improve process
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To reduce cost.
Q-Man Award: The Objective is to encourage and recognize employees for their participation
& contribution in Work/ Method/ Productivity improvement and cost reduction exercises which
benefit the organization. This is applicable to all Operatives and Staff of CUMI for their
individual contribution.
Best Sales Engineer Award: The objective of this scheme is to reward Sales engineer for their
good work. This scheme is applicable to all Sales Engineer (Supervisory staff & Management
staff) who have performed exceptionally well over & above their PD measures assigned to them
in his or her area of work or outside their scope of work shall be eligible for the scheme.
Muthiah Memorial Best Performance Award : The objective of this award is to encourage
and recognize employees for their contribution in Breakthrough activities which benefits the
organization. This Award is applicable to all employees in the Management and unionised
cadres.
Innovative HR
Innovative Organizational Methodologies
E-Recruitment
Among the Murugappa Group, CUMI was the first unit to adopt the e-recruitment and later the
tie-up with Naukri and Murugappa Group got established.
E-Learning
CUMI was the first to establish the e-learning concept way ahead of the other companies. Virtu
Versity - a concept developed by CUMI and an external agency scaled new heights in training.
These e-learning enabled employees to learn at his/her own pace.
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Psychometric assessment tests
CUMI has redefined its recruitment policy with the inclusion of the psychometric test for the
recruitment of management staff. Once the candidates identified for the position clear the
preliminary interview, they need to undergo the psychometric assessment tests which is
organized through an external agency. The candidates’ key attributes and his potential strengths
and weaknesses helps CUMI in making the selection & placement decisions and also the areas
for improvement.. The psychometric test covers the personality scales and the ability tests and
compares the same with the key attributes of the position identified in CUMI.
Knowledge management council
The KMC as it is known in CUMI is known for its wide range of initiatives in knowledge
management. Some of the efforts are:
Intranet
The Managementor.Com
Knowledge Officer
Knowledge Management was judged as the Winner of the Best Innovation in the Human
Resource Category by the Murugappa Group Chairman Mr. P.S. Pai
CUFEST.
CUMI organizes an annual Quality Festival, CUFEST, first of its kind in the entire Murugappa
Group. This event was started in the year 1999 and held in different locations of CUMI. Every
year the grandeur in which the participating units participates and wins is greatly improving. So
also the quality of the event. The event captures the pulse of the employee involvement in its full
form-with events like SGA, CFT, Kaizen and Suggestion capturing the best improvement
initiatives of each division.
Employee satisfaction survey
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CUMI took the initiative way back in 1998, to understand how satisfied its employees are with
its existing systems and practices. Feedback from the survey is given to the senior members in
the BGMC for implementation of the areas of dissatisfaction, which are identified. The first
follow up survey was done in 2000 to assess the effectiveness of the initiatives taken to address
the areas of dissatisfaction identified in the previous survey and the second follow up in the year
2003. The survey is designed to cover all categories of CUMI-workmen, staff as well as
management staff.
Flexibility/ Multi skilling
Earlier the workforce was working on the Single man -Single machine concept. And ‘working to
the norms’- culture prevailed in the shop floor. The shift from “working to norms “to “no-norms”
was made feasible in the workforce through a continuous amount of training programmes, which
emphasized the Change Management. This paradigm shift facilitated the Customer Centric
Approach. The workforce is now multi-skilled. This was achieved through the skill-matrix based
training initiatives.
CUMI’s policy is to:
Provide a safe working environment
Impart continuous education on Safety, Health and Environment hazards with stress on
preventive measures and ensure Zero Accidents
Provide Personal Protection Equipment and ensure compliance to the same.
Give priority for Safety, Health and Environment considerations while planning for new
products / processes
Adhere to Safety, Health and Environment norms even beyond Statutory Requirements.
Job rotation/ Enrichment
The business requirements over the past few years had emphasized the concept of Job
enrichment. For e.g., TQM initiatives, Lean Manufacturing, TPM, Six Sigma which were
brought in as a part of the business requirement not only resulted in enhancement of the
knowledge but also on effectively implementing the growing business needs.
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Communication channels
CUMI always believes in transparent dialogue with its employees and over a period of time has
fine-tuned a formal communication system vertical and horizontal, to support information flow
and knowledge management.
Sharing of best practices:
The best practices and knowledge are shared in various forums across CUMI as shown in table.
Presentation in sales conference
Annual Group HR & Finance meet
In-house magazines DART/Red Indian
Murugappa Group Best Practices
Sharing session
CFT/SGA presentations
Monthly communication meeting
SHE Initiatives
SHE: Safety, Health and Environment Initiatives
CUMI is committed to protect its people, environment and property by continuously improving
all its operations and provide a work place free of hazards.
Objectives
Integrate safety health and environmental consideration into Business Planning.
Comply with all applicable laws, regulations, standards and Codes of Practice
Monitor and Assess health, Safety and environmental Performance on a continual basis.
Provide workplace free of hazards
To be recognized as a responsible citizen
Key initiatives
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Safety
Reduce Accident rates both Reportable and Non Reportable
Reduce Severity Rate and Frequency Rate in all divisions.
Health
Employee Well Being and Satisfaction
CUMI believes people are their asset. Therefore health towards its employees is reflected in the
well-developed and well-conceived HEALTH PLAN
CUMI has a tie-up with the Diagnostic centre / Laboratory / Hospital near the Unit to conduct
the medical checkup as per the prescribed format. All employees will have to take up the medical
check-up between April and February. In the case of Management Staff, the spouses can also get
the medical checkup done at the prescribed diagnostic centre / Laboratory / Hospital.
Communication / Education
Under this preventive measure:
Health Camps are arranged every year.
Guest lectures are arranged once a quarter.
Occupational health - To ensure that safety / protective equipment are provided to the
employees and they use them while at work.
Information on health
On-line information on health like clippings, pamphlets, etc. shall be provided at all units. In
addition to this a regular bulletin is available in the Intranet which carries
Curative
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Under ‘Curative’ there are three phases:
Dispensary
ESI coverage and/or Insurance scheme
Chronic illness
Dispensary
First aid centre to direct accident / emergency cases to a nearby hospital where the
company has a tie-up.
Treat employees for minor common illness.
Maintains the health records of all employees, card index and other statutory records.
The employee health records are available online-Health Monitoring System. (Illustrated in the
diagram)
ESI coverage and/or Insurance scheme
For those covered under ESI, hospitalization is taken care of by the ESI. For those who cross the
salary limit for ESI coverage and where the benefits derived under ESI is not enough to meet the
medical expenses, an Insurance scheme under the Cholamandalam Insurance Scheme is
available. This caters to both the NMS and MS.
Chronic illness
Employees with chronic diseases (like diabetes, hypertension, and cancer) are identified. This
scheme is drawn up to provide reimbursement of such expenses and also to extend interest free
loans to employees.
Environment
Implementation of ISO 14000 in the major divisions is one of the significant indicator.
Identifying the need in neighboring community by developing Employee Animators is an
ongoing project.
For more details see environment policy
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Training and Development
Employee Education, Training and Development
CUMI’s Human Resource Strategy is to develop and sustain critical competencies and to
leverage on these, through a facilitating structure and culture.
Evolution of training
CUMI underwent a transition in training- From Training to Learning.
This was facilitated through
Job rotation
Team work to resolve issues - in the form of TQM initiatives
Sharing breakthroughs and learning’s
Flexibility / Multi skilling
SHE initiatives
Career Planning
Development of Change Agents
This has enabled in creating a team of involved, responsive and innovative people.
From 2000 to 2002, CUMI switched over from the “Target on Training Mandays” concept to
Training for Business requirement approach.
“Employee Learning through Instructor Led Learning to Business Driven on the job training
resulting in job enrichment.”
The employee learning plans are:
Business Driven
Personalised
On the job / job specific
As per the HR strategy, the input for the training need identification is obtained from :
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Business Requirements
Skill matrix / Competency requirements
Quality System Procedure-requirements
Environment System Procedure requirements
Performance Appraisal.
The needs identified are consolidated in the form of a training calendar. The program
deliverables are met by finding the suitable internal or external faculty.
Designing and promoting individual, Team, and organizational learning opportunities
Individual Learning:
Fast trackers are trained through B’School and ACME.
Business Leadership Programme is a programme developed by Murugappa Group in
strategic alliance with IIM, Bangalore. The potential managers below the age of 45 are
identified to undergo this process. CUMI has to its credit 4 of its management staff
among a select list of 26 for the year 2003.
HR policy on higher education encourages employees for expanding their learning
horizon in India and abroad.
Team Learning
CUMI Learning Centre (CLC) The ability to learn purposefully from our past and from our work
and to work and to foster the learning of one another has become critical business skills. These
skills are shared and developed across all levels of the organization. With this objective CUMI
Learning Centre was established. This facility is used extensively for team learning activities like
CFT, SGA, seminars and conventions.
Organizational Learning
Companywide training for initiatives like TQM, Business Excellence Model, TPM, Lean
Manufacturing was imparted from 1999 onwards.
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Customer Visits
Employee industrial visit to companies with best practices with a view to implement the
learning’s. Employees have been sent to key customers like MICO, SKF, Maruti Udyog Ltd.,
Tata Motors, IP Rings and Rane to understand customer expectations and our product
application.
CUMI took the first step in conceptualizing and activating the Train the Trainer concept. The
Functional Heads of the Abrasives Division were identified and were taken through a 4 day
rolling out process. The trainers were given inputs on essentials of training through NIS-Sparta
and were facilitated by an external agency.
Knowledge management center
CUMI being knowledge based and technology driven company, with a view to retain such
knowledge base, KMC was established in 1999-00.
Health Camps
Supporting and engaging in activities that aims to improve the organization’s contribution
to society:
CUMI has initiated structured need identification with the help of Madras School of Social Work
in the neighborhood community. For example, infrastructure development in Schools, Village
Hospitals and organizing Health Camps and safety camps. Some of CUMI's Corporate Social
Responsibility projects in Chennai are given below:
Chapter-3
Learning/ internship experience
My internship at CUMI has been a valuable learning experience. At CUMI I never felt like an
intern, I felt like part of the organization. I was given the same work as a full-time employee.
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From preparing salaries to analyzing labor law —my everyday tasks were interesting and
rewarding.
HR works were not a easy field to understand, especially since I came into this internship with
no HR experience. I had completed the works given but many times I felt confused.
The work environment at CUMI is amazingly supportive. There is a feeling that CUMI
employees are like family. I am sincerely grateful for the help I received from the entire team.
My time at CUMI reinforced my belief that an internship is essential for anyone looking to go
into the work world. It’s no secret that the job market right now isn’t great. An internship could
not only develop our skills but also lead to employment.
My experiences at CUMI, during my internship are:
1. The works given were new to me like salary preparation; but that gave the idea about how the
works were done practically.
2. Different incidents during internship gave me the confidence to work in a organization, like
preparation of JD (Job Description) and finding the matching resumes was a responsible job
and competing it well gave me lot of confidence.
3. During my internship I learned to be organized and disciplined. I used to get lot of emails
regarding JD given at once giving a variety of tasks that need to get done. I need to organize the
mails properly and arrange the CV’s to a particular folder according to job location.
4. Sometimes during internship I had to take decisions. During attending the calls of the
candidates for interviews I had to answer their queries which sometimes will be unexpected and I
won’t have time for referring my guide.
5. I learned to have a good attitude towards work without considering it as a negative aspect.
The work competed in a proper manner will be finally appreciated. At the end of the day what
does matters is the work done.
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Chapter-4
Knowledge Gained
An internship is a way to get foot in the door and start to understand choosing career from a real
world perspective. The classes in colleges teach the concept and theories but nothing takes the
place of actual real-life experience.
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The knowledge gained by me during my internship at CUMI is:
• Understanding the field of interest
An internship gets the opportunity to understand the interest in different fields. While doing an
internship, there are more opportunities than do the work you are being asked to do, it’s the time
to learn from people around. Clarifying things that are not clear through asking the employees
and getting knowledge is an invaluable experience. Each day I got a better and better
understanding of the career path I am interested in and the job to which I am working toward.
Being involved with those around the organization gives the culture of the organization.
• Learning about the company and the industry
In an internship, I had an excellent opportunity to learn about the company I am working for.
What are their goals? What are their challenges? What do they make or sell? Who are their
customers? Do they have other divisions, plants or sales offices? Who is the competition? Is this
some place I would like to work for in the future?. All of these questions were cleared at the end
of my internship. Internship also gives an opportunity to start learning about the industry you are.
They only had a few projects asking me to do during my internship but still I had the opportunity
to get the information that will help me in the future. I took time each day to learn something
important about the company I am working for and the industry.
• Making valuable contacts
During internship I not only got chance to learn from experts, but also made contacts with
important persons. In the future we need a resume with good job experience but we will also
need people who can be references for our work. Internship is the opportunity to show our talent,
skills and abilities and impress people so they will vouch for us as a person. Being on time, work
hard; being positive and enthusiastic during internship will create a good impression on us.
These values helped me to getting the offer of doing the main project in the same organization.
• Developing and improving our self
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During my internship, I took what I had learned and tried apply it. I started using the tips and
tricks I learned and discovered. This increased my confidence. Each day I went with the belief
that I am going to learn something important that will benefit in future.
A - Ask questions of the experts you are working with
L - Listen to the valuable insight and information being shared
O - Observe how the company operates and how things are done
T - Think about and reflect on your experience often and apply what you learn
Internship at CUMI is an excellent first step in my career. It offerd many benefits to me and my
future.
Chapter 5
Skill Development through Internships Programs
My achievement through the internship is fruitful due to my working skills which are essential to
the career development have been enhanced. These skills include business communication skills,
time management skills, risk management skills, problem resolving skills. The other significant
experience I have gained through the internship is how to be a competent team member in a large
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organization. There are many useful and practical things that can be explored. For example, how
a large organization structured, what’s the main role of each functional department to play, how
to perform as an ethical and professional team member, and the normal ways of communication.
Upon completion of the internship program, I got the skills like:
• apply theories and principles to specific situations within the work environment
• function well within a team as well as in a leadership role
• demonstrate confidence in personal and professional skills
• understand the business world from an experiential perspective
• demonstrate advanced critical thinking and communication skills
• Overall explanation of the learning experience and personal development achieved
• Analysis of observations and experiences as relative to specialization and coursework
Other than these specific skills general skills achieved are:
advanced oral and written communication skills
Team work and leadership capabilities
Experiential reflexivity Time management
Work ethics
Flexibility/Adaptability
Tactfulness
Chapter 6
Specific Assignment or Research work
Task1:
The first task given to me was preparation of salary for the month of July. Salary is prepared
through 3 kinds of forms. They are: P, Q, R forms. P form is for advances given or deductions
46
due to damages. Q form is for leave taken by the employees. Then based on these the
wage/salary form i.e. R form is prepared.
Task2:
The second task assigned was preparing database for the labor law. The document given to me
contained the different cases filed under different courts in India. The task was to prepare the
prepare data base by taking only the important points of the verdict.
Task3:
The third task assigned to me was to finding the matching profiles from the web portal
Nakuri.com according to the job description given. The job descriptions given were as:
JD1:
The following are the details about the job of executive/deputy manager - sales and marketing
Job title : executive/deputy manager - sales and marketing
Department : marketing
Exposure : tooling industries- channel/dealer management (Abrasives, power tools,
cutting tools)
Knowledge, Skills & experience: Educational qualification of BE/B.Tech(Mechanical) with 2-5
yrs of experience.
CTC : 2.5 to 5.5 lacks
Job purpose: to manage channel sales primary/ secondary and also project sales handling to
generate the maximum amount of profitable sales through the achievement of sales target and by
making new and existing customers aware of the company's product range.
Key responsibilities: to achieve maximum profit annual sales target
Attending and participating in sales meeting, product seminars, and trade shows.
JD2:
The following are the details about the job of executive/deputy manager - sales and marketing
Job title Executive/deputy manager-sales and marketing
Department Marketing
Exposure FMCG/food industries
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Job purpose To identify and generate potential customers for non woven scrub for home
care need for private labeling/bulk packaging and increase sales of our
products
Key
responsibilities
Identify potential customers for private labeling from FMCG/food/ home
cleaning product manufactures
Identify competitors activity and new entrants in this product segment
Maintain awareness of company products and of relevant sales techniques to
ensure that the sales roles are carried out effectively.
Experience FMCG companies/ paints, (pidlite, HUL, asian paints, ITC, Cavinkare
Job location Mumbai/ Pune
Education Graduation in science with 1-3 yrs experience
CTC 3-5 lacks
JD3:
The following are the details about the job of executive/deputy manager - sales and marketing
1 Job Title Sales Executive
2 Department Sales
3 Exposure FMCG/ HLL/ PIDILITE/ ASIAN PAINTS- Channel/ Dealer
Management
4 Job
Purpose
The SDP Executive plays a pivotal role in the company in:
Ensuring adequate coverage& stocking for the company products
Success of new product introductions
Managing future product sales&
Feed back of quick and accurate market information to the company
Achieving secondary sales target
5 Job
location
Ahmadabad, Mumbai, Ludhiana, Gurgaon, Jaipur
6 Education Graduation with 1-3 yrs experience in sales
7 CTC Depending on the candidate
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JD4:
This is the job profile for the job Executive/ Deputy manager- sales& marketing-CIMCOOL
Job Title Executive/ Deputy manager- sales& marketing-CIMCOOL
Department Marketing
Exposure Industrial lubricants/ Metal working fluids
Job Purpose To generate the maximum amount of profitable sales through the
achievement of sales targets and by making new and existing customers
aware of the company’s product range.
Key
responsibilities
Generate maximum profitability
Identify new sales opportunities
Monitor customer accounts
Maintain accurate records
Job location Rajkot(Gujarat)
Experience Channel/ dealer sales experience of 2-7 yrs
Education BE/B.Tech with 2-5 yrs experience in sales
After finding the matching profiles I had to intimate with them and prepare the final interview
list.
Task4:
The fourth assigned was to find the effectiveness of training from 250 feedback forms of training
conducted at different locations and preparing the data base.
The data base should be included with effectiveness of training and when to implement, and
expectations.
These were the tasks given to me during my internship atCUMI.
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Chapter 7
Conclusion
Carborundum Universal Limited (“CUMI”), as a constituent of the Murugappa Group, is
committed to high standards of corporate in all its activities and processes. CUMI looks at their
business as the cornerstone for sustained superior financial performance and for serving all its
stakeholders. Apart from drawing from the various legal provisions, the group practices are
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continuously benchmarked with industry practices. The entire process begins with the
functioning of the Board of Directors, with leading professionals and experts serving as
independent directors and represented in various Board Committees. Systematic attempt is made
to ensure symmetry of information.
Key elements in the organization working are transparency, internal controls, risk management,
internal/external communications and good standards of safety and health. The Board has
empowered responsible persons to its broad policies and guidelines and has set up adequate
review processes
During my internship period at CUMI I understood the way of works done in the organization
and how they are achieving the success without compromising the values they believe.
The experience at CUMI is a value addition to my career and it prepared me for the corporate
environment
Bibliography / References
www.cumi.murugappa.com (10/10/2012)
www.indianfoline/cumi.com (2/10/2012)
www.ecnomictimes/organizations/cumi.com (10/10/2012)
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www.murugappa.com (10/10/2012)
www.wikipedia/cumi.com (2/10/2012)
Annual Report of CUMI (2012)
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