organizational excellence
TRANSCRIPT
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CHAPTER - I
INTRODUCTION AND DESIGN OF THE STUDY
1.1 INTRODUCTION
Success of every business enterprise depends on its human resource.
Money, material and machines are inert factors; but man with his ability to
feel, think, conscience and plan is the most valuable resource. At the same
time human elements are most difficult to be inspired, controlled and
motivated. The upcoming competition in India, will demand high
motivational level of its employees.
Growth of an enterprise is vital for the economic development of the
country. This is possible only by maintaining the enthusiasm and motivation
of the employees, which is vital for carrying out the operations in most
efficient manner. The most successful companies, all over the world have
designed their business policies to achieve higher productivity by using
potentiality and strength of people.
The basic aim of human policies is the genuine concern for the
people. Proper design of human policies is based on the higher
responsibilities, personal and positive approach in the total perspective of
organisational interest. The world's best companies have established their
strength with their people. The employees identify themselves with the
company they are working for. This also help in building up their spirit,
morale and espirit-de-cops which becomes strength of the company. The
culture of excellence thus nurtured contributes to growth with stability and
continuous improvement in productivity.
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Finding the right man for the job and developing him into a valuable
resource is an indispensable requirement of every organisation. Human
resources are capable of enlargement i.e. capable of providing an output that
is greater than the sum of the inputs. Proper recruitment helps the line
managers to work most effectively in accomplishing the primary objective
of the enterprise. In order to harness the human energies in the service or
organisational goals, every manager is expected to pay proper attention to
recruitment, selection, training, development activities in an organisation.
Proper promotional avenues must also be created so as to motivate
employees to peak performance. Thus, personnel functions such as
manpower planning recruitment, selection and training, when carried out
properly, would enable the organisation to hire and retain the services of the
best brains in the market.
The human resource management is very crucial in respect of
information technology services than other manufacturing or marketingenterprises. The IT services are technical in nature and at every stage the
human touch is involved. Hence it is well motivated and devoted manpower
which is very much essential for the success of IT industry.
Role of HR Managers
And Some industry commentators call the Human Resources functionthe last bastion of bureaucracy. Traditionally, the role of the Human
Resource professional in many organizations has been to serve as the
systematizing, policing arm of executive management. In this role, the HR
professional served executive agendas well, but was frequently viewed as a
road block by much of the rest of the organization. While some need for this
role occasionally remains you would no want every manager putting his
own spin on a sexual harassment policy, as an examplemuch of the HR
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role is transforming itself. The role of the HR manager must parallel the
needs of his changing organization. Successful organizations are becoming
more adaptable, resilient, quick to change direction, and customer-centered.
Within this environment, the HR professional, who is considered necessary
by line managers, is a strategic partner, an employee sponsor or advocate,
and a change mentor.
Strategic Partner:-In todays organizations, to guarantee their
viability and ability to contribute, HR managers need to think of themselves
as strategic partners. In this role, the HR person contributes to the
development of and the accomplishment of the organization-wide business
plan and objectives. The HR business objectives are established to support
the attainment of the overall plan and objectives. The tactical HR
representative is deeply knowledgeable about the design of work systems in
which people succeed and contribute. This strategic partnership impacts HR
services such as the design of work positions, hiring; reward, recognition,and strategic pay; performance development and appraisal systems; career
and succession planning; and employee development.
Employee Advocate:-As an employee sponsor or advocate, the HR
manager plays an integral role in organizational success via his knowledge
about and advocacy of people. This advocacy includes expertise in how tocreate a work environment in which people will choose to be motivated,
contributing, and happy. Fostering effective methods of goal setting,
communication, and empowerment through responsibility build employee
ownership of the enterprise. The HR professional helps establish the
organizational culture and climate in which people have the competency,
concern, and commitment to serve customers well. In this role, the HR
manager provides employee development opportunities, employee
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assistance programs, gain sharing and profit-sharing strategies, organization
development interventions, due process approaches to problem solving, and
regularly scheduled communication opportunities.
Change Champion:-The constant evaluation of the effectiveness of
the organization results in the need for the HR professional to frequently
champion change. Both knowledge about and the ability to execute
successful change strategies make the HR professional exceptionally
valued. Knowing how to link change to the strategic needs of the
organization will minimize employee dissatisfaction and resistance to
change. The HR professional contributes to the organization by constantly
assessing the effectiveness of the HR function. He also sponsors change in
other departments and in work practices. To promote the overall success of
his organization, he champions the identification of the organizational
mission, vision, values, goals, and action plans. Finally, he helps determine
the measures that will tell his organization how well it is succeeding in all ofthis.
Leadership and employee involvement.
The main role of leadership was seen as creating a participatory
process for employee involvement, to build collective wisdom. Control has
given way to collaboration and the old paradigm of promoting competitionand motivating through incentives shifted to creating co-operation and
oneness amongst people. This is a marked shift to build effective teams.
Research shows that six out of every 10 employees like to work in teams. 87
per cent of all Fortune 500 companies use parallel teams and about 100 per
cent of all companies use project teams.
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Storytelling and appreciative enquiry are emerging as a new
dimension in positive motivation. Finding out what's wrong seems to be the
trend. In Walt Disney, telling success stories is one of the important methods
used to remind people of greatness and goodness of the organisation.
Leaders in Disney concentrate on quality, values and involvement. Speaking
in the plenary sessions, Tom Peters said, " We have transitioned from an
asset-based economy to a talent-based economy. The new definition of
lay-off is untalented go talented stay. Leaders must realise that talent is
equal to brand". His new theory is EVP which means "Employee Value
Proposition".
Rosabeth Moss Kanter said, " Human beings are good raw material,
they become assets when you train them to increase their knowledge and
skills". She added that only a few organisations really train people to make
them a success. Seconding this, Mr Peters pointed out how most
organisations are not serious about developing people. They spend on anaverage 26.3 hours per person per year on training. A surgeon, a pilot or an
athlete on the other hand spends 10-15 times more on training.
He also stated that the HRD department should be renamed TDFD
(Talent Development Fanatic Department) and wealth for this new regime
will flow from innovation, not organisation. Quoting Gary Hamel he said,only those employees will succeed who are "certified radical". Only those
companies will succeed who create a cause, not a business. Leaders
according to him are living individuals, whom people can smell, feel and
touch. Their passion for work must be infectious.
Another aspect of leadership if the decision to introduce fun in the
work place. Research shows that this reduces absenteeism and builds
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stronger, deeper and longer lasting relationships. It appears out of every 100
Fortune companies in the last decade, 69 are dead and only 31 are alive. In a
Forbes Magazine study of around 100 companies from '17 to '87, only 39
companies were found to survive. Management of Change:-Research proves
that many change models don't consider the human experience during
change. The overriding concern seems to be to downsize. It was found that
most change processes go through four fundamental stages.
People try to resist or deny changeThey adapt, participate in the changeThey attempt to add valueThe culmination or formation of a new status-quo
A number of presentations revealed that leaders who initiate change
must do so with one foot in the future and the other planted in past values.
Forgetting tradition must can devalue existing strengths. The success of a
change process depends on the skill of the facilitator to create a participatoryprocess to enlist the support of people and address the issue of grief.
E-Learning :- Organisations like Ford Motor, Hewlett Packard, Intel
and IBM are using e-learning to increase the knowledge of their people.
Companies like Fordstar even manage time differences between countries
while conducting virtual class rooms, chats, demos, presentations tocommunicate new concepts, product details, core values, issues of
governance and corporate communities.
CEO's are talking to their people about new ideas and enlisting their
support through forums and message boards. This is changing the way
people behave and work. The advantages of e-learning are many: It is
self-paced, flexible, less expensive, modular and has a huge reach.
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Universities like Cornell, MIT, Stanford, etc, have started
emphasizing e-learning to attract a worldwide audience. Web-centric
universities are becoming the order of the day. William Taylor, editor and
managing partner of the Fast Pace magazine, said, "There is no going back
from back from dotcoms". He was of the opinion that there is a merger
taking place between computers and human beings.
1.2 TITLE OF THE PROBLEM
The research study is titles as A Study on organizational excellence
with reference to Sri Vela Smelters Private Limited, Paramathi Velur.
1.3 STATEMENT OF THE PROBLEM
This research is pertaining to evaluation of the present organizational
excellence among Sri Vela Smelters Private Limited, Paramathi Velur. A
study on organizational excellence helps to know the problem of employee,
what about their requirements, about the maintenance of relationship with
other persons in organization and performance of the work towards their job
and also to know the opinion towards the facilities provided by an
organization.
1.4 REVIEW OF LITERATURE
With signs indicating the gradual end to the recession, its likely that
well start to see organizations injecting capital back into their companies.
Typically, when I think of capital, I think of monies being put into
infrastructure improvements, equipment, or other assets in order to build
and grow the business.
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Based on the drastic workforce reductions weve seen in recent
months though, I think a new paradigm will emerge. I believe we will start
to see organizations looking to first invest in their talent inventory and
strategies to rebuild the workforces.
This development illustrates the continuing maturation of Human
Resources (HR) as an incredibly strategic discipline for firms to achieve
growth objectives. Already a key member of the executive team, HR is
being looked upon to evaluate every area of the workforce, and now is being
pressured to offer up much more than ever before.
Theyre looking at labor-related expenses against operational
realities, with the objective of increasing cost efficiencies and developing an
honest-to-goodness talent supply chain.
Becker, B. & Gerhart, B. (1996). The impact of human resourcemanagement on organizational performance: progress and
prospects.Academy of Management Journal, 39 (4), pp. 779-801.
The research attempts to advance debates on a nascent link
between the human resource systems and the strategic impact of human
resource management (HRM) decisions on performance outcomes. The
implications ofbest practice for HR system structure and effects areextensively discussed to literally build the ground of the organizational
value creation. Nonetheless, researchers need to give careful thought to
the meaning of HR measure at the corporate level because HR practices
usually different across business units and facilities within a
corporation, particularly as diversification and size increase.
http://blog.yoh.com/2010/10/in-case-you-missed-it-oct-15.htmlhttp://blog.yoh.com/2009/07/best-practices-for-evaluating-workforce-composition.htmlhttp://blog.yoh.com/2009/06/achieving-talent-supply-chain-efficiency.htmlhttp://blog.yoh.com/2009/06/achieving-talent-supply-chain-efficiency.htmlhttp://blog.yoh.com/2009/07/best-practices-for-evaluating-workforce-composition.htmlhttp://blog.yoh.com/2010/10/in-case-you-missed-it-oct-15.html -
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Hiltrop, J. (1996). The impact of human resource management on
organizational performance: theory and research. European
Management Journal, 14 (6), pp. 628-637.
The author argues that there is little empirical evidence that HRM
policies and practices are improving organizational performance
though the theoretical literature on the link between an organizations
HRM and performance is prevalent. And although it will take time
before the longitudinal data exists to fully test the theories and models,
the evidence is consistent with the view that the HRM policies and
practices of an organization have a powerful influence in motivating
employees to exhibit the kinds of attitudes and behavior that are needed
to support and implement the competitive strategy of an organization.
This research raises a number of questions about the nature of these
practices-including what would be widely recognized as best
practices.
Huselid, M. (1995). The impact of human resource management
practices on turnover, productivity and corporate financial
performance.Academy of Management Journal, 38 (3), pp. 635-672.
The research reveals that the use of high performance work
practices (including comprehensive employee recruitment and
selection procedures, incentive compensation and extensive employeeinvolvement and training) have a statistically significant impact on both
intermediate employee outcomes (turnover and productivity) and short-
and long-term measures of corporate financial performance.
Orlando, R. C. & Johnson, N. B. (2001). Understanding the impact
of human resource diversity practices on firm performance.
Journal of Managerial Issues, 13 (2), pp. 177-196.
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The authors aim to develop a model that illustrates the
complexities of diversity initiatives which may not be appreciated for
all organizations. A diversity orientation requires procedural justice for
all employees so that a problem of discrimination is not on the
highlight. If firms must deal with a diverse workforce, a diversity
orientation may yield positive performance effects through the genuine
integration and acceptance of diverse employee perspectives which
leads to a reduction in turnover and absenteeism.
Roberts, K. (1995). The proof of HR is in the profits. People
Management, February, pp. 42-43.
The author studies how HR strategy affects profits in 3000
businesses throughout the world. The study suggests that businesses
can increase their profitability by up to 15 percent by ensuring that
managers are satisfied with their level of participation in
decision-making, sharing information and involvement withdeveloping ideas for the business. The research also shows that a
well0run, professional appraisal system can significantly improve the
performance of individuals, and therefore the profitability of the
business.
Truss, C. (2001). Complexities and controversies in linking HRMwith organizational outcomes. Journal of Management Studies, 38
(8), pp. 1121-1149.
The paper contributes to the debate by analyzing in detail the
human resource policies and practices of one case-study organization
over a two-year time period, using a variety of methodologies and
drawing on a broad range of informants across the organization. Instead
of devising a list ofbest practice HRM from the literature and testing
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its impact on performance, the author invert the question and take a firm
that is financially successful and ask what HR policies and practices it
uses. This methodology shows that even successful organizations do
not always implement best practice HRM, and that there is frequently
a discrepancy between intention and practice. Outcomes at the
individual and organizational levels are complex and often
contradictory; the author questions the extent to which is it at the level
of the formal system, and organizational performance, without taking
into consideration the role played by the informal organization in the
process and implementation of HR policies.
Tyson, S. (1997). Human resource strategy: a process for managing
the contribution of HRM to organizational performance.
International Journal of Human Resource Management, 8 (3), pp.
277-290.
This paper describes human resource strategy as a managementprocess, as part of emergent strategy formation. A framework is proposed to
explain the different levels of analysis, societal, organizational and
individual, which managers seek to integrate so that the meanings
organization members bring to their work are managed. The consequences
of taking this approach as opposed to the rational view of HR strategy are
outlined and the benefits of a processual, intepretationist perspective to thestudy of strategy for example by studying symbols and the processes of
meaning construction are discussed.
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1.5 OBJECTIVE OF THE STUDY
To study about the Organizational Excellence of the Sri VelaSmelters P.Ltd., Paramathi Velur.
To study about or organizational structureTo study among employees safety welfare measuresTo study about the human resource policies and practices.
1.6 SCOPE OF THE STUDY
Organizational Excellence continues to be a subject of interest and
importance to human resource specialists. For decades, Organizational
Excellence has received considerable attention in the literature, from both
researchers and practitioners alike. Many authors maintain that there is a
considerable gap between theory and practice, and that human resource
specialists are not making full use of the psychometric tools available.
1.7 OPERATIONAL DEFINITIONS
Good is no longer good enough. To survive in today's competitive
environment, you need to excel. To excel, a company needs to focus on all
parts of the organization, optimizing the use and effectiveness of all of its
resources. After years of working with many types of organizations using
various approaches to improve performance, we have come to realize that
there are only five elements that need to be managed for an organization to
excel. We call these key elements the five pillars of organizational
excellence. All five must be managed simultaneously. Top management's
job is to keep all of them moving forward at the same time. To concentrate
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on one or two of them and let the others slide is a sure-fire formula for
failure.
Organizational excellence is designed for permanent change by
focusing on managing the five key pillars. Each of these five organizational
pillars is not new by itself. The key to organizational excellence is
combining and managing them together.
1.8 LIMITATION OF THE STUDY
The study is based on employees self evaluation. So there is apossibility of change in the attitude in relation of the original attitude.
The study is restricted to the employees of one company and so theresults can be generalized.
Due to time constraint the sample size is limited to 125 only.
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1.9 CHAPTER DESIGN
The study is divided into five chapters of which the presentintroduction chapter deals with introduction about the study, consumer
attitude, statement of the problem, relevant review of literature,
objective, scope and limitations of the study.
Chapter two deals on research methodology of the study.
Third chapter describes profile of the study and area.
Chapter four makes a detailed analysis and interpretation on collecteddata.
At last findings, suggestions and conclusion is given in fifth chapter.
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CHAPTERII
RESEARCH METHODOLOGY
2.1 INTRODUCTION
Research is common parlance which refers to a search for knowledge.
The advance learners dictionary of current English lays down the meaning
of research as a Careful investigation or inquiry specially though search for
new facts in any branch of knowledge.
Research methodology is a way to systematically solving the research
problem which may be understood as a science of how research is done
scientifically.
If the study with various steps that are generally adopted by a
researcher in studying the research problem along with the logic behind
them.
2.2 RESEARCH DESIGN
A Research design is arrangement of conditions for collection and
analysis of data in a manner that aims to combine relevant to the research
purpose with economy in procedure
Descriptive research design is used in this project study.
Descriptive research design
Descriptive research includes surveys and fact- finding enquiries of
different kinds. The main characteristic of this method is that the researcher
has no control over the variables that can be only reported about what has
happened or what is happening in the organization.
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a. Area of the studyThe area of study refers to Sri Vela Smelter Private Limited,
Paramathi Velur, due to availability of people at all levels of educational and
finance status. It is also easy to collect the needed relevant primary data
from the employees.
b. Period of the studyThe present study period was two months for collecting primary data
from the employees and secondary data collected by the consumers of
laptops.
c. Collection of dataThe data is collected for the study by using both primary and
secondary data.
1. Primary DataPrimary data are those which are collected freshly with originality in
character and were collected through structured questionnaire and schedule
from the labours.
2. Secondary Data
Secondary data are collected with the help of, Company records. Annual reports. Discussion with the personnel manager and staff.
d. Sampling designA sampling design is a definite plan for obtaining a sample from a
given population. It refers to the techniques or the procedure that researcher
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would adopt in selection items for the sample.
Simple random sampling is used in this project study. Simple random
sampling is where each and every item in this population has an equal
chance of inclusion in the sample and each one of the possible samples in
case of finite universe which has the same probability of being selected.
Sample Size
The sample size is approximately 120
Sampling Technique
The total population is initially divided into areas in and around
Namakkal District. Convenient sampling is felt to appropriate for the
present study because convenience sampling is a strategy that uses the most
readily accessible objects or persons as subjects for the present study.
e. Hypothesis :
1. Null hypothesis: There is no significant relationship between age andopinion level regarding safety and measures.
2. Null hypothesis: There is no significant relationship betweenexperience and opinion level regarding safety welfare measures.
f. Statistical tools
The data collected were analysis using tests like simple percentage
method, Mean score method and Chi-square analysis.
I. Simple percentage methodPercentage = Number of respondents x 100
Total respondents
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II. Mean score method:Mean score = Total score x 100
Maximum score
III. Chi-square testIt is applied in statistics to test the significance of association
between two attributes.
The procedure followed
1. Formulate the null hypothesis2. Fix the level of significance3. Calculate the test statistic
2= (O-E)
2
E
Degrees of freedom = (R-1) (C-1)
Where
O = Observed frequency
E = Expected frequency
R = No. of rows
C = No. of columns
The expected frequency is calculated by using the following formula
E =
If the calculated value is equal or greater than the table value, the null
hypothesis is rejected. But if the calculated value is less than the table value,the null hypothesis is accepted. .
Row Total x Column Total
Grand Total
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2.3 CONCLUSION
It describes about design the project of the study in the research
methodology part using sampling design, data collection methods and
analytical tools. We also come to identify that the limitations of this project
work.
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CHAPTER - III
PROFILE OF THE STUDY
3.1 INTRODUCTION
M/s. SRI VELA SMELTERS PRIVATE LIMITED is an
industrial unit in the SME Sector (Small and Medium Enterprises)
manufacturing MS INGOTS, TMT Rods. Angles and Squares in the
Southern part of the Indian Sub-continent. The plant is situated at 1/628
Pommakkapalayam. Nallur Kandampalayam Village, Paramaihi Velur,
located in Namakkal District of Tamil Nadu. The registered office is
situated at 76-D. Valarai Gate, Velur Road, Tiruchengode, Namakkal
District.
3.2 HISTORY OF THE COMPANY
The unit has a success story behind the tireless efforts of Sri. S.
Marimuthu, who started scrap iron trading activity some 50 years ago. In the
late 1980s his sons Sarvasri M. Varadharaju, M. Lakshmanan and T. M.
Murugesan ably supported the good efforts of their father and together they
have ventured into this big industrial unit.
The TMT Rods are branded as "VELA TMT" & "VELA TOR". The
company's products are ISI certified and is having a growing demand in
Namakkal, Salem, Dindigul, Tiruchi, Coimbatore, Tripur, Chennai Districts
in Tamil Nadu, Kerala and other states of southern India.
Vision and Values
Total Customer Satisfaction. That's what driving us to do the best.
Right from offering high quality TMT Bars to ensure total customer
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satisfaction through the provision of value added products delivered on time
and to the specification.
3.3 MANAGEMENT
The company is presently headed by Sri. T.M. Murugusan, Managing
Director who is sincere, motivated with hands on approach towards all
issues and leading from the front. He is ably assisted by his brother Sri. M.
Varadharaju and his sister in law Smt. L. Dhanalakshmi. Sri. M.
Varadharaju has been involved in the running of the business for the past
twenty years and have acquired considerable knowledge in scrap purchase,
transport and general management. Smt. L. Dhanalakshmi has been
inducted into the management after the sad demise of her husband Late M.
Lakshmanan. She is also looking after the scraps purchase and general
management. The future of the management will also be still rosy as two of
the family members has completed their engineering studies in MS in the
United States. Hence, succession planning is given a right consideration bythe present management.
The boards of directors consist of:
Board of Directors:
1. Sri. T.M. Murugesan. Managing Director2.
Sri. M. Varadharaju, Director
3. Smt. L. Dhanalakshmi, Director
Ms Ingot Manufacturing Project
During the month of May 2004, the company successfully established
6.0 tons capacities Induction Furnace, with a production capacity of 60
tonnes of MS INGOTS per day. A standby furnace of the same capacity
supports this furnace. They have established the second furnace during
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February 2005 supported by a second standby furnace. The capacity of the
two furnaces put together is 120 tonnes per day.
Rolling Mill Project
After the big success in establishing and running the MS INGOT
project, the company ventured into establishing the ROLLING MILL, as a
measure of forward integration. They initiated the steps in this direction
during January 2007 and in June 2007 a rolling mill with a capacity of 42000
tonnes was commissioned successfully. The Licensed and the Installed
capacity is 42000 tonnes. Commercial production of the Rolling Mills
started from July 2007. This forward integration gives the company a niche
to the steel market. This also gives the company an entry into the retail
market and with proper channels of marketing; they are able to realize a
higher margin for their products. Within a very short period after the
commercial run of the rolling mill, the company has got ISO certification for
the TMT rods during October 2007.
3.4 MANUFACTURING PROCESS
PRODUCTS
VELA TMT BAR [ 8, 10, 12, 16 , 20, 25, 32 mm] with Fe 415 gradeVELA 500 [ 8, 10, 12, 16 , 20, 25, 32 mm ] Fe 500 gradeVELA PLAIN ROUNDSVELA ANGLESVELA SQUAREVELA FLATSVELA CHANNELS
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DESCRIPTION OF THE MANUFACTURING PROCESS FOR MS
INGOTS:
The raw material required for the manufacture of MS INGOTS is Iron
Scrap of 75-80 tons per day, Sponge iron at 10 tons per dayand Electric
Power is required for melting.
The iron scrap is stored in the scrap yard inside the factory and
consumables and stores in the storeroom. The required quantities of iron
scrap, metals and sponge iron are charged into the furnace with the help of
magnetic cranes. The furnaces are medium frequency essentially consisting
of a power source, a coil, refractory lining, housing for coil in the lining and
crucible.
The process consists of charging the furnace with scrap and then
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inducing a much heavier secondary current in the charge, which result in
heating the metal charge by resistance. Any slag formed on the top of the
surface of the molten metal is periodically removed out.
The top of the furnaces are provided with MS hood with ducting and
connected to induce draft fan to remove any small quantities of gases
produced during the melting and sent to scrubbing system. Since these are
electric furnaces, the fumes generation from them is very less.
When the required temperature is attained (1100 Degree Celsius) the
furnace is titled with the help of a hydraulic system and the molten metal is
poured in to the cast iron ingot moulds kept prepared in the pouring pit. The
furnace has a melting capacity of6.0 tones per every two hours, taking into
consideration the time for patching and sintering. Testing of liquid metal
ensures chemical composition of the final products. The INGOTS are then
striped out of the moulds with the help of crane, allowed to cool, stacked andthem dispatched.
The induction furnaces are cooled by circulating water through
cooling coils inside the furnace. Fresh water is added in to cooling water
sump to compensate the evaporation losses. This water is never thrown out.
The power requirement will be 620 - 650 unit per tone of ingots produced.
Good green belt in an area of about 4.00 acres is developed in the peripheraland other locations inside the plant premises for arresting propagation of
particulate and gaseous discharge from the plant.
The domestic wastewater discharged, which is about 5 cu.m/day. will
be collected in a common collection tank and treated in septic tank and soak
pits.The solid waste of slag formed during the melting process, which is
removed by the workers and disposed off as landfill within the factory
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premises in low lying area. The quantity of slag generated is about 6.0
tonnes/day.
ROLLING MILL PROJECT
After the big success in establishing and running the MS INGOT
project, the company ventured into establishing the ROLLING MILL, as a
measure of forward integration. They initiated the steps in this direction
during January 2007 and in June 2007 a rolling mill with a capacity of 42000
tonnes was commissioned successfully. The Licensed and the Installed
capacity is 42000 tonnes. Commercial Production of the Rolling Mills
started from July 2007. This forward integration gives the company a niche
b the steel market. This also gives the company an entry into the retail
market and with proper channels of marketing; they arc able to realize a
higher margin for their products. Within a very short period after the
commercial run of the rolling mill, the company has got ISO certification for
the TMT rods during October 2007.
Technology
Vela TMT high quality Thermo Mechanically Treated (TMT) bars
are manufactured using the most contemporary technology available
worldwide and supervised by metallurgists and engineers. Reheating
furnace, pre-finishing & finishing mill, continuous shear to cut bars,roughing mill, intermediate mill, besides the most modern TMT facilities.
Our TMT steel bars are made using the 'Quenching & tempering' (Q
&T) technology. This technology is introduced by RA TMT
TECHNOLOGY, A contemporary technology, it allows the production of
bars to be on par with international standards. Hot rolled from steel billets
and subjected to PLC-controlled online thermo-mechanical treatment, the
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bars are made to pass through heat treatment over three successive stages.
1) Quenching
In the first stage of 'Quenching', intense water quenching is executed
on the periphery while the core stays unchanged, leading to a martensitic
surface and austenitic core. The quenching is done using a special water
spray system.
2) Tempering
Subsequently, the bar leaves the quenching box to undergo a process
of'Self Tempering In this stage, heat from the austenitic core flows to the
Surface, causing the tempering of die outer martensitic layer into a structure
referred to as Tempered Martensite'.The core remains austenitic.
3) Cooling
In the final stage of 'Atmospheric Cooling' that takes place on theCooling Bed, the austenitic core is transformed into ductile ferrite-peariite
structure. The end result is a line combination of a strong outer rim
(tempered martensite) and a ductile core (ferrite-pearlite), thereby imparting
strength as well as ductility.
After the quenching process, the bars are cut to desired sizes with theShearing machines and transferred to the Cooling Bed wherein they are
cooled to get the defined structure. Unlike conventional bars that are
subjected to cold twisting.TMT bars have high strength, greater yield &
elongation, uniform micro structure, toughness, ductility and weldability.
They also bond better with cement concrete mix. Hence they are equipped
with the requisite properties to provide strength to Structures for enduring
natural hazards.
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Quality
At Vela TMT, we believe that quality is not an end-product, it is a
continuous process. Which is the watchword in all our operations.
Committed to manufacture and sell quality steel products that conform to
relevant standards and as per customer's requirements, our goal is to
continually endeavour in enhancing the customer-centric activities. Further
we are using UTM for the TMT Rods tensile strength, yield strength and
elongation.
Features
Earthquake ResistantExcellent Weldability & DurabilityUniform strength throughout the bar due to PLC Controlled TMT
Process
Uniform space and depth of lugs maintained by CNC MachineHigher strength with better elongation10 - 15% cost savings due to improved strengthDelivery as per your convenience
Certifications
Our efforts to exceed expectations and endorse excellence arereflected in the certifications conferred on us. It is our continuous pursuit to
excel that enables us to set standards as well as achieve them.
Certifications Description
IS : 2830 : 1992 INGOT Products
1786 TMT Bars for Fe 415 & 500 Grade
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ISO 9001 : 2000 Quality Management System
14001 Environmental Management System
OHSASOccupational Health and Safety Assessment
Series
Bureau of Indian Standards (BIS)
We are the 1st Indian company in the Private Sector to have been
bestowed with a rare honour - the 'ISI certification (ISI 14650 for Cast
Billets). This certificate was awarded to us in 2004 by the BIS in recognition
of the quality of our ingots. Along with the IS 14650, we have also beencertified with the IS 2830 for the Cast Billets that go into the manufacture of
rods.
A testimonial to our single-minded focus on attaining flawless quality
is the 'ISI mark. The entire range of steel rods that we manufacture has been
certified with the ISI' mark. Our products comply with not just Indianstandards but also international standard codes of practice. The quality
parameters for Fe 415, Fe 500 and Fe 550 conform to French & German
Standards that are equivalent to IS 1786-2008, and also the international
recommendation by CEB. An efficient and experienced team of Quality
Control Engineers manning our hi-tech laboratory ensures that no effort is
spared in the achievement of these standards.
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CONTACT DETAILS OF SRI VELA SMELTERS PVT. LTD
Registered Office
SRI VELA SMELTERS PVT. LTD.
76/D valarai Gate,
Vellur Road,
Trichengode - 637 211.
Nammakkal District.
Phone : +91 - 4288 - 255227
Mobile : +91 - 98427 56803
E - mail :[email protected], [email protected]
Factory Address
SRI VELA SMELTERS PVT. LTD.
4/322, 388, Pommakkapalayam,
Nallur Kandampalayam,
Paramathi Velur,Namakkal Dist.
Pincode - 637 203