project_report dipti singh.doc

7/23/2019 PROJECT_REPORT DIPTI SINGH.doc

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A

PROJECT REPORT

ON

PERFORMANCE APPRAISAL

OF

HINDUSTHAN NATIONAL GLASS & INDUSTRIES LTD.

In the Partial Fulfilment of the Degree of

MASTER OF !SINESS ADMINISTRATIONFrom

Omkarananda Institute Of Management & Technology

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1


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FOR2ORD

In todays highly competitive and rapidly changing environment, the companies need well-

trained and skilled worker to survive India is a very rich country in terms of resources,

whether natural or technical !ut it very infortunate to state that India, till now, has not

perfectly learnt how to deploy its manpower and its human resources for the !etterment of its

citi"enry and !usiness goal

On the whole the condition of our nation is not as well as it should !e the reason is that, we

have a great #uantity of people !ut unfortunately it is not well trained The only was to pullout India from this condition is concerting the human resources of the country into human

capital

Thats why management education has !ecome more popular and important as well !ut no

education is complete without some practical knowledge $o to get the student familiar with

the real life situation, a summer training of %- weeks duration has !een kept in the M'(

course

)or my summer training, I chose the $IND!ST$AN NATIONAL &LASS 3

IND!STRIES LTD%It is well esta!lished and renowned in its field and is serious a!out

training its working and intend to make it understood that they really care for them

*


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CONTENTS

A45no'le#gement

Prefa4e

E67erien4e #uring )ummer training

Intro#u4tion of $N&IL

$N&8) 0i)ion

$N&8) &rou7 7rofile

'oard of +irectors of the ompanyistory

industhan .ational /lass& industries 0imited

0ocation Of The ompany

0a! and machines e#uipments

Organi"ational chart

'ussiness standard

elfare activities

$OT analysis of the company

$afty measures

./s policies

uman resourse department activities

I$O awareness

Manufacturing process of glass

2eer!hadra unit profile

Performan4e a77rai)al )*)tem 3urpose of performance appraisal

harecterstisc of performance appraisal

O!4ectives of system

'usiness progress 5*611-*61*7

)inancial highlights of 5*611-1*7

Re)ear4h metho#olog*

Meaning

O!4ectives of research

8


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+ata collection of resousces

+ata analysis and interpretation

CKNOWLEDGEMENT

(.9 :.+:(2O;< I$ +I))I;0T TO :2:. I.ITI(T: without the help of many goodsouls, who are always there !y the grace of /od This report is result of many helps provided

!y many individuals, especially related with a!senteeism pro!lem in ./I0

I am grateful to ./I0,


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PREF CE

(s a part of my M'( 5Master in 'usiness (dministration7 program I

was asked to undergo forty five days summer training in any organi"ation, so as to give

e@posure to practical management and to get familiar with the various activities in the

organi"ation

I got an opportunity to undergo my summer training in the reputed organi"ation Aindustan

.ational /lass& industries 0imitedB in 2ir!hadra 5


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E67erien4e During Summer Training

:@periences make life en4oya!le and enriching 4ust as my summer training in industan

.ational /lass (nd Industries 0imited proved to !e an asset for me I got practical e@posure

in various aspects of finance and I also learnt the dynamics of work related !ehavior of thepeople working in the organi"ation

In the industan .ational /lass (nd Industries 0imited, employees of all level are instructed

to use same dress, canteen and conveyance I am very impress from this !ehavioral

approach used !y organi"ation The employees of industan .ational /lass (nd Industries

0imited are very helpful and cooperative with everyone I never face any pro!lem during my

training period

The company provided me all type of facility that I needed in my training period I learntvarious types of MI$ reports like how to make profita!ility reports of various glasses I

understood the process of glass manufacturing used !y the organi"ation I also gained

knowledge a!out the purchase and payment system of factory

Euality of every product is checked !y senior officials of #uality control department at every

step that provided me thorough learning a!out #uality controlling mechanism I hope all

these e@periences would help me in near future On the whole my summer training was an

enriching e@perience for my future and I am always o!liged to them for giving me such type

of knowledge

%


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INTROD!CTION TO $N&IL

./I0 is manufacturer of all varieties of glass !ottlesFvials Manufacturing

facilities are strategically located at


8/75

$omany and Mr Mukul $omany have turned every challenge into a winning

formula

$N&8S 0i)ion

ATo strive to !e a ma4or international producer of #uality

containers glass !y consistently following and adopting the most

modern methods and techni#ues in an environment friendly

manner with active involvement of its employees to meet the

needs of its customers and stakeholders so as to achieve

sustaina!le development and long term growthB

H


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G


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COMPANY

PROFILE

HNGIL Group Profile

A NAME TO REC,ON 2IT$/ ./I0, the largest and most prolific producer of

glass containers, operating at present 16 furnaces at five locations 5


11/75

'enckiser 5India7 0td, $mith =line 'eecham, ;' /roup etc :@ports to $outh :ast, Middle

:ast, (frica and )irst orld ountries in :urope & .orth (merica

ON S!PER FAST &RO2T$ TRAC,J Its spirit to ascend newer parameters

remains as insatia!le as ever The days ahead are gleaming with promise ithmoderni"ation, up gradation and foresight to meet the emerging and more distinctive

demands of the customers, the /roup is all set for unprecedented achievements ith

pro4ected planned investment of


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industan .ational /lass & Industries 0td 5./I07 is a rare !reed in the

international glass container community of the *1st entury, an e@tremely

successful family-owned and run !usiness, market leader and owner of four

significant manufacturing plants ith a total melting capacity of *866 tonesFday,

the company is constantly in search of improvements In total, 8H highly

productive lines are operated, from which pack efficiencies of !etter than G6

are now standard Introduction of the latest automation practices has also led to

reduced la!our costs, workforce having dropped !y two-thirds in the past 1D

years to appro@imately ?666

Di(er)ifie# 7ro#u4tion 4a7a.ilitie)

(longside the original


13/75

esta!lished its presence in all the four "ones of India The .ashik plant has a melting

capacity of 886 tones per day, operating a total of four lines 5flint7

Future 7lan)

./s endeavor to cater for the entire Indian market has !een successful !ut the #uest forfurther e@pansion has not ended as plans for a new facility !etween Mum!ai and 'aroda are

e@pected to !e progressed within the ne@t two years hen operational, this plant will !e

larger than any of ./Ks e@isting facilities, although precise details are still under wraps

The origins of this colla!orative approach stem from = $omanyKs plans to develop the

!usiness in the 1GD6s

(longside ./s e@pansion of glass manufacturing e@pertise is a commitment to ma@imi"e

the capa!ilities and efficiencies of its support services (part from owning sand #uarries, thecompany operates a state-of-the-art induction furnace to make castings in its own foundry

0ocated at 'ahadurgarh, this operation complements a well-e#uipped mould production shop

and the latest (+F(M facility to design articles in a variety of shapes

(lso situated at 'ahadurgarh is su!sidiary company /lass :#uipment 5India7 0td /:I0 was

created in 1G? and speciali"es in the manufacture of glass forming e#uipment urrently

operating at full capacity to keep pace with ./Ks own re#uirements as well as satisfying

orders from other glassmakers, /:I0 produces complete I$ machines as well as conversions,

electronic timing systems, feeders, conveyors, ware transfers, stackers, motor-driven presses

and spare parts

Future )u44e))e)

In recent years, the ./ group has emerged as IndiaKs leading glass container manufacturer,

e@panding and moderni"ing its production e@pertise to keep pace with growth in the local

market +emand is e@pected to grow !y a further H in the ne@t 1* months and while

smaller players !ecome increasingly regionali"ed and una!le to compete on an effective

level, there can !e little dou!t that ./--led !y the $omany family-can look forward to

continuing success in the future

$in#u)tan National &la)) 3 In#u)trie) Limite#

It is the pioneer in /lass container manufacturing in India

(/0 was formed in 1GG? as Owens 'ilt 0td 5O'07, a 4oint venture !etween Owens-

Illinois inc 5OI7, ;$( and 'allarpur Industries 0td 5'I0T7, is currently owned !y the =

$omany group (fter the takeover, O'I0 was renamed as (ce /lass ontainers 0td $ince

inception, (/0 is engaged in manufacturing container glass & tum!lers urrently, thecompany has three manufacturing plants at


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3rior to the takeover !y the = $omany group, the company had suffered huge operational

losses mainly on account of su!stantial overheads and tremendous competition from ./ in

respect of product pricing The new management was a!le to address the overhead issue

effectively !y adopting various cost cutting measures and leveraging on groups strong

position in the container glass market onse#uently, (/0 started earning profits

immediately after takeover 5from financial year *668 onwards7 owever in )9*66%, thecompany had suffered a loss on account of production loss, rise in the raw material prices

and increase in the capital charge

In the organi"ed segment of the domestic glass container industry, (/0 is the second

largest glass manufacturer after ./ with a market share of a!out *D It manufactures

a!out 866 types of glass containers, at an average of 1D lakh pieces per day, for industrial

customers Its ma4or customers include ;nited 'reweries, Mc+owell & company, 'acardi

Martini India, .estle, /la@o$mith=line and $eagram (/0 uses state-of-the-art technology

for glass manufacturing $ince (/0 alone has a market share of a!out *D and along with

its parent company, ./, the group has a share of %D in the domestic marketIn the )96%, (/0 refur!ished the second furnace at


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Incorporated in 1G?, /lass :#uipment 5 India 7 0imited is a reputed Indian container glass

manufacturing company, which accounts for the manufacture of sophisticated e#uipment for

glass plants It is also an e@pert in manufacturing critical spares for /lass container

manufacturing industries and provides solutions in setting up glass plants on a turnkey !asis

/:I0 not only provides the e#uipments for the glass industriesC it provides e@pert guidance

in the entire process of glass container manufacture/lass :#uipment 5 India 7 0imited is located in .ew +elhi 5on .ational ighway .o 167 at

a pro@imity to the 'ahadurgarh 3lant

AMCL Ma4hiner* Lt#%

(M0 Machinery 0imited is !ased in 'uti!ori 5 .agpur 7 on a prolific area of D666 s#uare

meters It is one of the well known companies in India that deals with the design and

production of machineries for the


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$N& Float &la)) Lt#%

./ )loat /lass 0imited was incorporated in *66% in alol 5 /u4arat 7 under the flagship of

the ./ /roup to manufacture the different varieties of float glass The company started

with a capital outlay of I.< DD6 r and has an installed capacity of %66 T3+./ )loat /lass 0imited was esta!lished !y the ./ /roup for a synergic diversification

of their line of !usiness This !usiness initiative gave the /roup an opportunity to e@plore the

new arenas of the glass !usiness, which is !ooming at present

Milestones

1G?% Incorporation of ./ in


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*66* 3roduction strength was raised to 1H66 T3+ with the ac#uisition of Owens

'rockway 5India7 0td

*668 ;nveiling of T3M with an o!4ective to improve the draw-to-pack efficiency

!y nearly 866 !asis points

*66D (c#uisition of 0arsen & Tou!ro 3lant 5.ashik7 led to the escalation of

installed capacity to *1D6 T3+

*66% +e!ottlenecking further raised the installed capacity of ./ to *?8D T3+

*66 0ean $i@ $igma was launched to reduce non-value added time 5!etween

production completion and revenue generation7

*66 (c#uisition of .eemrana 3lant through the merger of aryana $heet

/lassInstalled capacity increased to *D?6 T3+

Ne' De(elo7ment)

NNP Te4hnolog*

..3' is a revolutionary process that not only controls the distri!ution of glass

inside the container, !ut also reduces the weight of glass !y 88 without having anyadverse effects on the performance of the glass containers ./ is the first to

introduce and commerciali"e this technology in India

1


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./ introduced the narrow neck press and !low 5..3'7 technology in *66-6H,

which lead to the reduction in the consumption of molten glass per !ottle without

compromising on product strength )acilitating superior glass distri!ution, this

technology reinforces the !ottleKs resistance to pressure on the filling line It also

leads to a decrease in logistics cost and increase in consumer accepta!ility of the

!ottles

./ invested a capital of


19/75

Ma4hine) an# 2arehou)e) image)

u)ine)) Summar*

./I0, the largest and most prolific producer of glass containers, operating at present 16

furnaces at five locations 5


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IS machine Lab equipment Lab equipment On line inspection

On line inspection On line inspection Packing Plant overview

Power Generation Power Generation wherehouse Warehouse

*6
http://www.hngil.com/admin/galleryimage/large/Lab%20equipment%201.jpghttp://www.hngil.com/admin/galleryimage/large/on%20line%20inspection%203.jpghttp://www.hngil.com/admin/galleryimage/large/Power%20Generation.jpghttp://www.hngil.com/admin/galleryimage/large/warehouse%202.jpghttp://www.hngil.com/admin/galleryimage/large/Warehouse%201.jpghttp://www.hngil.com/admin/galleryimage/large/Power%20Generation.jpghttp://www.hngil.com/admin/galleryimage/large/Power%20Generation%201.jpghttp://www.hngil.com/admin/galleryimage/large/plant%20overview.jpghttp://www.hngil.com/admin/galleryimage/large/packing.jpghttp://www.hngil.com/admin/galleryimage/large/on%20line%20inspection%203.jpghttp://www.hngil.com/admin/galleryimage/large/On%20line%20inspection%202.jpghttp://www.hngil.com/admin/galleryimage/large/On%20line%20inspection%201.jpghttp://www.hngil.com/admin/galleryimage/large/Lab%20equipment%202.jpghttp://www.hngil.com/admin/galleryimage/large/Lab%20equipment%201.jpghttp://www.hngil.com/admin/galleryimage/large/IS%20machine.jpg


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OR&ANI:ATIONAL C$ART

*1


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LOCATION OF T$E COMPAN;

The pictures#ue surroundings against the !ackdrop of imalayas on side and the shivalik hill

on others, the healthy river /anga flanking the area a!undant supply of pure and cool water,

coupled with the low dust contained and negligi!le !acterial count of the atmosphere makes

the site on ideal one for the manufacturing and finishing of the !ottles

This plan is *** km from +elhi It is located at aridwar-


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Ra' Material !)e# 3 It) Sour4e)

Ra' Material) re9uire# in the organiaipur & +ehradun

)eldspar Lused for dura!ility.a, =*6 from >aipurC

)ine hemicals-+e-$elenium from special marketsC and

*8


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!SINESS STANDARD

A Name To Re45on 2ith

./I0 the largest and most prolific producer of glass containers, operating at present

16 furnaces at five locations 5


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Mile)tone)

In order to keep with changing technology and demands , the group has ac#uired the glass

division of 0 & T at .asik in Octo!er *66D, having one furnace of 8*6 T3+ melting capacity

./I0 has also entered into a scheme of amalgamation with (: /0($$ O.T(I.:


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oar# of Dire4tor) of $in#u)tan National &la)) an#

In#u)trie) Limite#

$hri = $omany hairman$hri $an4ay $omany Managing +irector

$hri Mukul $omany >oint Managing +irector

$hri 'hart $omany ead of +irector

*%


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MAIN CLIENTS OF T$E COMPAN;

*


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ETC.2ELFARE ACTI0ITIES

./ Industries limited provides various welfare facilities for the employees which are

enumerated as followsJ 3rovide uniform and shoes to the employees according to their department as per the

term of general agreement

3rovide 33:s to the employees

3rovide elfare facilities

3rovide canteen and mess facility

3rovide medical coverage to the employees

lu! facility

3roviding am!ulance and first aid facility Time to time various awards and rewards given to employees.

*H


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S2OT ANAL;SIS OF T$E COMPAN;

:very organi"ation has some strength, weakness, opportunities and threatsJ

industhan .ational /lass (nd Industries 0imited has some strength,

weakness, opportunities and threats These are follows

STREN&T$S

The company is strong and well esta!lished companyC

The company is customer oriented companyC

It e@ists )rom 86 yearsC

ompany produces good #uality of glass !ottlesC

It has dynamic and forward looking managementC

;p gradation & moderni"ation of e@isting machine resulted in higher

speed & efficienciesC

ompany has attained I$O-G661 certificate for #ualityC and

/oodwill in the eyes of pu!lic

2EA,NESS

*G


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(t present the factory !usiness strategies are not driven !y core

competencyC

(!sence of long terms planningC

(!sence of raw material near the factory placeC 0ocus of control is a!sentC

0ess space & less num!er of godownsC

)inancial weakness 5lack of working capital7C

OverstaffingC and

0ack of good marketing strategies

OPPORT!NITIES

$uita!le glass factory norms of governmentC

Increase in demand in e@isting line of !usinessC and

T$REATS

:mergence of new competitive pressure e@ample 0&T C

+ue to the introduction of plastic & disposa!le cold drinks & !eer

!ottles, glass product demand somewhat decreasesC

ompanies !ased on single product 5!ottles7 onlyC and

Import of nished product to India due to less government

regulation.

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SAFET; MEAS!RES

$N& In#u)trie) Limite# lays utmost care towards health and safety of all

personnel entral safety committee at the ape@ level and the department safety

committee at the shop floor are formed to review and monitor the safety activity

Training on safety, fire fighting is given to all level of employees at the regular

intervals The company is generally providing 3ersonal 3roductive :#uipments

like helmets, ear plugs, safety shoes, goggles etc to their employees

:mployees are working in 'atch Mi@ingF)urnace (rea are provided 1%6 gms

oconut oil per month and 166 gms /ur per day

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$N&8) 7oli4*

E67ort an# im7ort 7oli4*/

industan .ational /lass (nd Industries 0imited e@ports their glass products to $outh :ast,

Middle :ast, and (frica & )irst ord ountries in :urope &.orth (merica It follows the

:IM 3olicy which has some principal o!4ectsJ

To accelerate the countrys transition to a glo!ally vi!rant economy with a view to drives

ma@imum !enefit from e@panding glo!al market opportunitiesC

To stimulated sustained economic growth !y providing access to essential raw materials,

components, consuma!le and capital goods re#uired for augmented production

a- To enhance the technological strength and efficiency of Indian industry

and services, there !y improving their competitive strength whilegenerating new employment opportunities and encourage the attainment

of internationally accepted standard of #ualityC and

8*


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.- To provide consumer with good #uality product at reasona!le price

P!RC$ASE POLIC;

The purchase policy of the ./ Industries 0imited includes the following J

a7 ompany maintains the goodwill of approval vendors

!7 3urchase preference is given to those who have adopted internationally known #uality

management system

c7 There are continuous checks on inventory levels so as to avoid the situation of over

stocksd7 3urchases are done keeping the #uality aspect in view

The company aims at producing the higher #uality of glass to satisfy his customers This is

achieved !y J

(doption and implement of #uality utili"ation of re#uirement of I$OJ G661

ontinuous upgradation of technology for optimum utili"ation of resources and

manufacturing products in cost effective manner

Im!i!ing the culture of continuous #uality improvement through motivation and plant

training of all employees

$pecimen of various standardi"es forms !eing used in this company for carrying out the

various functions of purchase department as descri!e is enclosed at the end

88


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SALES POLIC;

The sales policy of ./ Industries 0imited includes the followingJ

a7 ompany maintains the goodwill of all the customers

!7 $ales preference is given to those who have adopted internationally known #uality

management system

c7 There are continuous checks on inventory levels so as to avoid the situation of

overstocks

d7 $ales are done keeping the #uality aspects in view

8?


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>!ALIT; ASS!RANCE AND >!ALIT; CONTROL IN

OTTLE FORMIN&

In >ualit* A))uran4e+

+imensionalJ

3erformanceC

eightC and

apacity%

In >ualit* Control (nnealing 5Temperature $etting7 & MonitoringC

0ehr $peed (d4ustmentsC

Online Inspection 5$orting7C

0ehr :nd avity5Mould7 Inspection !y 0ehr checkersC

0ot $amplingC

eight & apacityC

3ressure TestingC

Thermal $hock TestingC

'ottles +imensions heckingC (.+


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QM Oerie! "t HNG

Pro4e)) Control ?--------------------------@ Pro#u4t Control

Forming Pro4e))

"At I%S% Ma4hine)- Final >C

>ualit* A))uran4e

8%


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&la)) "&reenflint- Manufa4ture of 4ontainer

The manufacture of glass is !ased on utili"ation of the most widely occurring natural raw

materials (fter o@ygen, silicon and aluminium are the most widely represented elements in

the earth crust The minerals composed of these elements eg 5#uart", silicate, alumina

silicate7 (lso dolomite the essential raw material for the glass industries The Manufacture

silicate were from these and some other raw material !elong to The technology of silicate In

the sense of the term glass is an inorganic product of fusion which has !een cooled to a rigid

ondition without crystalli"ation Melting is in fact the large scale industrial method of glass

making

The main operations in making a soda lime glass 5green Fflint glass7

( 'atch preparation

' Melting

)orming

+ (nnealing

: Euality checking

B- of ra' material) nee#e# for manufa4turing of

8


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A% For green gla));-

i $and 5am!er7 56-*7

ii $oda ash 516-1D7iii 0ime stone 5H-G7

iv +olomite 51-*7

v )eldspar 58-?7

vi $odium sulphate 56*-687

vii hromite 51D-1H7

viii harcoal 56*-687

i@ ullet 5?6-D6

% For flint gla))=

i $and 5flint7 56-*7

ii $oda ash 518-1?7iii 0ime stone 5G-167

iv +olomite 58-?7

v )eldspar 5?-D7

vi $odium sulphate 568-6?7

vii ematite 5666*7

viii harcoal 56661-666*7

i@ ullet 5?6-D67

$o' .ottle) are ma#e

The entire process of !ottle making is almost fully automated (n automated

feeder separates a stream of molten glass into individual go!s These are then

dropped through tu!es in a moving track The go! is shaped into what looks like

a short !ottle with thick walls and is called aperson.The person is transferred toa final mould made of iron, which moves up and clamps around the glass (ir is

!lown into the glass till it ac#uires the final shape of the mould This procedure

8H


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involving e@pansion is called blowing. The !ottle is then released from the mould

and annealed

'ottle Making 5Moulding 3rocess7

(nnealing is done !y reheating the glass and gradually cooling it $uch a process removes

the stresses and strains in the glass after shaping This is an important step and if not done

may cause the glass to shatter as a result of the !uild-up of tension caused !y uneven

cooling (fter the !ottles have cooled to room temperature, they are inspected and finally

packaged3lastic !ottles may !e made from polyethylene, polypropylene or polyvinyl chloride 0arge

cold drink !ottles are made of polyethylene terephalate 53:T7 These !ottles are designed in

such a way that the gases used to car!onate the soft drinks are una!le to escape

8G


40/75

There are three different methods used for processing plastic !ottles L e@trusion !low

moulding 5in which the parison is tu!e shaped7, in4ection !low moulding 5in which the

parison is prepared !y in4ecting molten plastic through a small hole7 and in4ection stretch

!low moulding 5in which the plastic is !lown into the mould while it is simultaneously !eing

stretched !y a metal rod7

ISO A2ARENESS

Stan#ar#) S*)tem Signifi4an4e

?6


41/75

ISO /1 >ualit* Management

S*)tem ">MS- S*)tem to en)ure 9ualit* o.Ge4ti(e)

for the 7ro4e)) in totalit* to a4hie(e

4u)tomer )ati)fa4tion in through

4ontinual im7ro(ement) in the

7ro4e)) 3 ha(ing 7ro7ermetho#olog* to a))e)) 3 mea)ure

the re)ult) %

ISO H En(ironmental

Management S*)tem

"EMS-

S*)tem 4o=relate# 'ith >MS to

mea)ure 3 4ontrol) the effe4t) of

the 7ro4e)) + it) 7ro#u4t) 3

'a)tage) on the en(ironment 'ith

a (ie' to 4on)er(e 3 7re)er(e

energ* 3 en(ironment %

ISO O44u7ational $ealth 3

Safet* A))e))ment Serie)

"OA$SAS-

Safet* )*)tem 4o= relate# 'ith >MS

to en)ure health 3 )afet*

4on#ition) in the 7ro4e)) 3 it)

7ro#u4t) 'hi4h 4all) for 7ro7er

'or5ing 4on#ition) for e(er*one

in(ol(e# in the 7ro4e)) %

ISO 11 $a


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at4h hou)eThe !atch house holds the raw materials for glass, primarily sand, soda ash, limestone,

feldspar 5as well as others7 These materials are received 5typically !y truck or rail

transport7 and elevated into storage silos )rom the silos they are weighed out into a !atch

of several tones, using common glass !atch calculation procedures The !atch is mi@edand sent to silos over the furnace

$ot en#The common viscosity fi@ points, applica!le to large-scale glass production and

e@perimental glass melting in the la!oratory T

FurnaceThe hot end of a glassworks is where the molten glass is formed into containers,

!eginning when the !atch is fed at a slow controlled rate into the furnace The furnacesare natural gas or fuel oil fired and operates at temperatures up to 1%DP The

temperature is limited !y the #uality of the furnace superstructure material and !y the

glass composition /lass furnaces typically operate an energy recovery scheme known as

regeneration The hot e@haust gas flow !ack over one of two piles of loosely packed

!ricks, called regenerators These !ricks !ecome hot and every *6-86 minutes the flow of

the com!ustion system is changed over so that the com!ustion air, which is mi@ed with

the gas, is drawn through the heated !ricks, and the com!ustion e@haust flows through

the other pile of !ricks The !atch melts inside the furnace which is maintained as a poolof molten glass, perhaps 1*66mm deep !y D6 to 1D6 mQ The molten glass flows from a

su! ducted channel known as the furnace throat into the refiner and fore hearth channels

These channels, 1*66mm wide and ?66-1D6mm deep transport the glass to the glass

!ottle forming machines These channels cool the glass very precisely so that the glass at

the forming machine is of a uniform and e@act temperature

)orming processThere are currently two primary methods of making a glass container - the !low and !low

method and the press and !low method In all cases a stream of molten glass at its plastic

temperature 516D6P-1*66P7 is cut !y a shearing !lade to form a cylinder of glass called

a go! 'oth of the processes start with this go! falling !y gravity and guided !y troughs

and chutes into the !lank moulds In the !low and !low process, the glass first is !lown

from !elow into the !lank moulds to create a parison or pre-container This parison isthen flipped over into a final mould, where a final !low !lows the glass out in to the

mould to make the final container shape In the case of press and !low, the parison is

?*


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formed !y a metal plunger which pushes the glass out into the !lank mould The process

then continues as !efore, with the parison !eing transferred to the mould, and the glass

!eing !lown out into the mould

Forming machinesThe forming machines hold and move the parts that form the container /enerally

powered !y compressed air, the mechanisms are timed to coordinate the movement of all

these parts so that containers are made

The most widely used forming machine arrangement is the individual section machine

5or I$ machine7, invented in 1G68 !y Michael > Owens in Illinois This machine has a

!ank of D-1% identical sections, each of which contains one complete set of mechanisms

to make containers The sections are in a row, and the go!s feed into each section via a

moving chute, called the go! distri!utor $ections make either one, two, three or fourcontainers simultaneously 5


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Col# en#The role of the cold end is to inspect the containers for defects, package the containers

for shipment and la!el the containers

Inspection equipment/lass containers are 166 inspectedC every container is inspected (utomatic machines

inspect for a variety of faults Typical faults include small cracks in the glass called

checks, foreign inclusions called stones, !u!!les in the glass called !listers and

e@cessively thin walls In addition to re4ecting faulty containers, inspection e#uipment

gathers statistical information and relays it to the forming machine operators in the hot

end omputer systems collect fault information to the mould that produced the

container This is done !y reading the mould num!er on the container, which is encoded5as a numeral or a !inary code of dots7, on the container !y the mould that made it

Operators carry out a range of checks manually on samples of containers, usually visual

and dimensional checks

Secondary processing$ometimes container factories will offer services such as la!eling $everal la!eling

technologies are availa!le ;ni#ue to glass is the (pplied eramic 0a!eling process

5(07 This is screen-printing of the decoration onto the container with vitreous enamel

paint, which is then !aked on (n e@ample of this is the old oca-ola !ottle The

(!solute 'ottles have various added services such asJ :tching 5(!solute itron7 oating

5(!solute


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PERFORMANCE

APPRAISAL

SYSTEM

A77rai)al S*)tem

Introduction( new performance culture is !eing created with greater emphasis on the importance of the

motivation, development and optimal utilisation of human resources, towards the

achievementof a client focused and results oriented 3u!lic $ervice

?D


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This Manual has !een created to ensure that a common set of fundamental principles is

applied tothe 3erformance Management and (ppraisal $ystem 53M($7 implemented in all

Ministries and +epartments of the /overnment of >amaica The $ystem may !e adopted as

defined or it may !ecustomised 5without compromising the fundamental principles7 to satisfy

the particular needs of an entity 3ersons who are employed in esta!lished posts, whether on

contract or as a pensiona!le ivil $ervant, must have their performance managed andappraised in keeping with the fundamental principles set out in this Manual

.othing in this Manual is intended to replace the regulations as set out in the $taff Orders

and the 3u!lic $ervice


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1 The role of the organisation and the desired outcomes of its work are clearly

communicated and understood !y all mem!ers of staff

* orporate and Operational 3lans are in place with realistic and measura!le targets and

integrates and incorporates the inputs and e@perience of all functional areas of the

organi"ation

a Inter-linkages with other entities involved with the delivery of services and the needs ofusers and !eneficiaries of services are recognised as critical elements in effective planning

and delivery of outputs

! The role and value of the department, division or agency to its related ministry, and the

desired outputs and outcomes are purposefully communicated, linked to the ministrys

$trategicForporate 3lan

c The role and value of the individuals 4o! to the organisation, the desired outputs and

outcome of the 4o! are clearly communicated, and linked to departmental work programmes

and understood !y each 4o! holder

3erformance culture3erformance management systems must !e esta!lished to drive a culture of accounta!ility

for service delivery +emonstrated leadership commitment, including use of performance

information, is a critical success factor Other factors include the followingJ

1 :valuation processes that regularly monitor performance at the corporate, divisional and

individual levels, and which are an integral part of the operationsFwork life of the Ministry

* /ood performance !eing the !asis for recognition and e@cellence the !asis for reward

8 ( common set of core values and ode of onduct drive the !ehaviour of all employees

? Management adoption and practice of the !ehaviors e@pected of employeesD ustomer satisfaction !eing a critical element in evaluating performance

0eadership(ll organi"ational leaders have and e@hi!it the following competencies, which are harnessed

for the achievement of high levels of individual, team and organi"ational performance,

including the a!ility toJ

1 :sta!lish and communicate the organisations vision and mission

* 3rovide direction and motivational support

8 Manage performance? ;se interpersonal and listening skills

D Manage conflict

% oach others

'uild trust

H :ncourage innovation and creativity, and

G Take responsi!ility for results

Role an# re)7on)i.ilitie) of 5e* 7la*er)

The purpose here is to ensure that the o!ligations and e@pectations of employees, supervisorsand

Managers at all levels, are known and understood It will help people to understand the

desired

?


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3erformance culture change re#uired and how they can contri!ute to making it happen

Misunderstandings and disputes are likely to !e minimised when this is understood

3reparing for the (ppraisal $ession( colla!orative approach should !e taken in setting the agenda, venue and time for the

formal

3erformance review The following guidelines are recommendedJ

1 2enue should !e a neutral place

* If at all possi!le, ensure that there are no o!stacles eg desks !etween the appraiser and

(ppraisee to create an amica!le atmosphere

8 :nsure that you will not !e interrupted during the appraisal session ie hold all telephone

calls

and do not schedule any appointments close to the time of the session

O!4ective of the system1 (ll work programmes 5divisionFunitFindividual7 are geared to achieving the goals of the

Organi"ation

* $upervisors and employees have a common understanding of 4o! re#uirements

8 Individual performance is reviewed against mutually agreed 3erformance $tandards

? )eed!ack on performance is provided to employees, and training and development needs

are identified and addressed

D Improved communication !etween supervisors and employees foster the development of a

more open and participative environment/ood performance is recognised and improvement

encouraged and poor performance is appropriately managed

;M(.


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* 3olicies which support recruitment, retention, training and development, performance

appraisal, employee welfare, discipline and termination are in place, monitored and

evaluated to ensure that they support the performance culture desired

8 $taff are ade#uately trained to perform their duties and their skills and a!ilities are

developed and maintained in accordance with the current and future operational

re#uirements of the organi"ation? 3ositive la!or relations are fostered

D :ffective communication processes ensure that staff is kept informed of all relevant

information

% $taff recruitment is cost effective and suita!ly authori"ed in accordance with the

operational demands of the ministry

3ersonnel recordsJ

a (re maintained and protected from unauthori"ed accessC and

! 3rovide timely management information

H The < +epartment has an < 3lan in place that supports the strategic directionof the Ministry

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* :@cellent knowledge of the organisations policies and procedures

8 3roficiency in the use relevant computer applications

? :@cellent presentation, oral and written communication skills

D /ood 3ro!lem solving skills and tenacity

(;TO


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RESEARCH

METHODOLOG

Y

D1


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Meaning of Re)ear4h/


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DATA ANAL;SIS AND INTERPRETATION

% The .a)i4 o.Ge4ti(e of 7erforman4e a77rai)al

sino description no of respondents percentage1 fully 38 76

2 partially 12 23 .o ! !

total "# 1##

Interpretation:

This analysis a!dicates that ma4ority of employee fully understand the !asico!4ectives performance appraisal and only *? of respondents partially understand

the o!4ective of performance appraisal

D8


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1% ;our 7erforman4e i) a77rai)e# a)=

)i%no% De)4ri7tion no% of re)7on#ent) 7er4entage

1 Individually # 8#$

2 in team 1# 2#$

3 'oth

Total "# 1##$

Interpretation:

The analysis raveals that ma@imum no of employees performance isappraised is individually and a!out *6 of respondents performance is appraised in

team

D?


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K% ;our 7erforman4e i) a77rai)e# .*/

sino +escription

no. of%espondents percentage

1 manager 2 8$

2

personal

depttspecialist

3 high level manager 8 16$

total "# 1##$

Interpretation:

This answer shows that H? of respondents performance is appraised !ymanager while 1% of respondents performance is appraised !y high level

managers

DD


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The )*)tem of a77rai)al 7ro(i#e) the real mea)urement of the

7erforman4e of the em7lo*ee%

$i.o +escription .oof respondence 3ercentage

1 orrect 8 ?

* partially correct 16 *6

8 Incorrect 8 %

Total D6 166

Interpretation:

The analysis shows that ma@imum num!er of employees thinks that appraisalprovides real measurement of performance while *6 think that it provides partial

measurement and % were of the opinion that it does not provide real measurement

D%


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H% A77rai)al )*)tem )ho') an* )4o7e of im7ro(ement in one8)

7erforman4e%

sino description no of respondents percentage

1 agreed 8* %?

* partially agreed 16 *6

8 disagreed H 1%

total D6 166

Interpretation:

The analysis reveals that %6 of respondents are of the openion thatperformance appraisal shows scope of improvement in ones performance while *6

of them are partially agreed and 1% of them think it does not help

D


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% Performan4e a77rai)al hel7) *ou in/

sino description no of respondents percentage

1 promotion 8G H

* career planing 1?

8 goal achivement ? H

total D6 166

Interpretation:

This analysis implies that H of respondent think that it helps in promotion, 1?

of them think that it helps in career planning and H of them think that it helps in goalachievement

DH


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% A77rai)al )*)tem hel7) *ou to 5no' *our 7rogre)) in a4hi(ing the

)et target%

sino description no of respondents 3ercentage

1 T


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Interpretation:

This analysis indicates that ma@imum no of employees think that appraisal system

helps in achieving the set target and %6 respondents think that this system is not much

helpful in achieving the set targets

% To 'hat e6tent *ou are )ati)fie# 'ith the e6i)tent 7erforman4ea77rai)al )*)tem%

%6


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1 to a great e@tent 8D 6

* to a little e@tent D 16

8 to some e@tent 16 *6

total D6 166

%1


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Interpretation:

This analysis implies that 6 of respondents are satisfied with the e@isting

performance appraisal to a great e@tent, 16 of them are satisfied to a little e@tent and *6

of them are satisfied to some e@tent

% Time )7en# on *our fee#.a45%

%*


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1 86 min 16 *6

* %6 min ?6 H6

8 more then %6min

total D6 166

%8


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Interpretation/

The a!ove ta!le and pie chart reveals that almost H6 employees in the sample

indicated that organi"ation give almost one hour to take their appraisal owever it is

significant to note that *6 employees feels that they get less then half an hour to !e

appraised

% I) the 7erforman4e a77rai)al )*)tem i) tran)7arent%

%?


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1 yes ?% G*

* no ? H

total D6 166

%D


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Inter7retation/

This analysis shows that G* of respondents think that performance appraisal system

is transparent and H of them think that the system is not transparent

% Do *ou feel that re'ar#) are gi(en a44or#ing to *our

7erforman4e


1 yes 8% *

* no 1? *H

total D6 166

%%


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Inter7retation/

(s per the analysis * of respondents think that rewards are given according to theirperformance while *H of them think that rewards are not given to them according to their

performance

% I) hone)t fee#.a45 gi(en to *ou


1 yes ?1 H*

* no G 1H

)(0$:

total D6 166

%


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Interpretation/

This analysis shows that ma4ority of employees said that honest feed!ack is

given to them and H6 of them says that feed!ack given to them is not honest

1% If an* #e(elo7ment i) re9uire# after 7erforman4e a77rai)al then7ro7er training i) gi(en to *ou

%H


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1 yes ?* H?

* no H 1% total D6 166

Interpretation/

This analysis shows that H? of respondents says that training is given to them if anydevelopment is re#uired after performance analysis

a% Do *ou thin5 7erforman4e a77rai)al i) ne4e))ar* in the

organi


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1 yes 8H %* no % 1*

8 cant say % 1*

total D6 166

Interpretation/

This analysis indicates that ma4ority of employees think that performance appraisal is

necessary in the organi"ation

FINDIN&S

6


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Through the research conducted !y me, I found that

many the employees are satisfied with the e@isting

3:


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RECOMMENDATION

The 3:


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LIMITATIONS OF T$E ST!D;

.othing in the universe is free from limitation $othere is always a limitation when something is to !e

done 0ike so this investigation study also has which I

faced The time factor in any research is very important

The prime limitation is the short term duration, which is

the most important hindrance to complete the study

1 3eople are afraid of filling the #uestionnaire It might

!e possi!le that earlier they have not undergone this

process

* Organi"ation is reluctant to provide some data hich

are confidential so it very difficult to analy"e these

data

8 Most of the people did not answer the #uestion

properly

? Most of the response given !y respondent could !e

!la"ed

D The time given to conduct the study was short% The sample may not !e the e@act representative of the

universe

8


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CONCL!SION

(fter the critical analysis of performanceappraisal system of ./I0 the 3:


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ILIO&RAP$;

Books:

13ersonal Management and Industrial relation, prof

3 Tripathi, 18thedition,

project_report dipti singh.doc

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