Final Nisha

7/31/2019 Final Nisha

1/45

CHAPTER- 1AIM &ESTABLISHMENT

OF COMPANY


2/45

Establishment of the company

The history of OSRAM is bound up closely with the rapid development of

lighting engineering. It was this company that in 1919 under one roof the

scientific expertise and decades-long experience of the top three lamp

producers in Germany. Only 1, 1919 a limited partnership, OSRAM GmbH,

was called into existence in Berlin by the manager of Allgemeine

Elektricitats - Gesellschaft , Deutsche Gasgluhlicht - Aktiengesellschaft

( Auergesellschaft ), and the electric lamp production facilities of Sieman

& Halske.

The Auergesellschafthad already in 1906 Registered the name OSRAM

with the Imperial Patent Office as the official trademark forits incandescent

and arc lamps. 1906 was thus the birth date of a trade name that was

destined to win world renown : OSRAM. The origin of the OSRAM

name came about thus : OS - (OS)MIUM which is a lamp making metal.

The history of electric light and the history of OSRAM are inextricably

intertwined. Again and again , new developments from OSRAM have

changed the way we live.


3/45

As early as 1925, for example, OSRAM made night time driving much

safer with the development of the first twin filament headlight lamp worth

high and low beams. These BILUX lamps became famous throughout the

world. From filaments to fluorescents - In 1936, OSRAM launched the

first fluorescent lamp. Its economical light revolutionized artificial lighting

in offices, shops, factories and public buildings.

Halogen light, a brilliant idea - By including halogens in the filler gas,

lighting specialists as OSRAM set the incandescent lamp on a completely

new course in 1960.

OSRAM has made constant improvements to the range. We have been

able; for example to reduce the tube diameter of fluorescent lamps from 38

mm to 26 mm and less, which saves glass and fluorescent material and at

the same time increases luminous efficacy.


4/45

INTRODUCTION TO COMPANY

OSRAM India Pvt. Ltd. Sonepat

The plant of OSRAM India Pvt. Ltd. Sonepat was established by Birla

Group of company as ECE Industries Sonipat in the year 1973 in

collaboration with M/s Tungsram, Hungary. It is situated 45 km from

Delhi, in industries-oriented environment of Sonepat (Haryana).

In Oct.1998, ECE Industries Ltd. Sonepat was taken over by OSRAM India

Pvt. Limited a wholly owned subsidiary of OSRAM GmbH. OSRAM India

Pvt. Ltd. having its registered at New Delhi, was primarily formed for sales

and marketing operations in India. The company has got three regional

offices at Bombay, Calcutta and Bangalore in addition to 14 other

distribution centers. The total turnover of OSRAM India pvt. Ltd. Were

worth Rs.42 crore in acquisition, innovation and expansion has been

regular feature of this plant. Currently a high speed CFL manufacturer line

and slim tube manufacture line have been brought from (Germany). Withthis new induction, total investment at this to approximately Rs.100 crore.


5/45

OSRAM India Pvt. Ltd. Has Governments approval for manufacturing and

Trading of the following lamps:-

Metal Halide and High Intensity discharge lamps.

Tri phosphor and energy efficient fluorescent tubes.

Automotive Halogen and Discharge lamps.

Photo-Optic lamps for films, TV, Theatre, etc.

Other high technology, innovation lamps for Medical, Germicidal,

UV lamps.

Incandescent Lamps.

Note: all figures are fictitious.


6/45

Types of services/products

given/produced

Producing more light with less energy is our maxim. We are increasingly focusing

on the overall life cycle of our products, from environmentally sound product

design to environmentally sound disposal. In addition, we strive to reduce the

amount of mercury and other toxic chemicals that are required for certain types of

lamps and, whenever possible, find replacements for these harmful substances.

The EU directive 2002/95/EG on the of the use of certain hazardous restriction

substances in electrical and electronic equipment (RoHS), that was implemented on

July 1st, 2006, forbids the use of certain hazardous substances such as lead, chrome

VI, cadmium mercury, and specific flame retardant agents in electronic product

(PBBs AND PBDEs)

They do not only confine ourselves to the legal minimum requirements but also

strive to systematically reduce ecologically relevant substances. As we can only

avoid or deplete materials that we know of, we ask our suppliers to clearly index all

substances contained in their products on the basis of our index list. This list

contains all prohibited toxics as well as all substances we try to avoid. Substances

that can be found on that list have to be declared and the compliance of this list is

mandatory for all our suppliers.

Due to our responsibility for the safe handling of our products, we also provide our

customers with eco-information on our products. Technical tips and suggestions for

safe handling are included as well as helpful advice for disposal at the end of the

lamp's useful life. Acting responsibly, our engagement for active and sustainable


7/45

environmental protection, and our social commitment constitute the basic values of

our company and are represented in our business principles.

LED

In contrast to incandescent lamps, light-emitting diodes produce light in a certain

color. This color varies depending on the materials system used and ranges from

yellow, orange, and red to green and blue.

HALOGEN LAMPS WITH IRC TECHNOLOGY

Halogen light has virtually the same spectrum of light as the sun, so colors look

natural under halogen lamps. In comparison to conventional incandescent lamps,

halogen lamps feature a high degree of color stability, high lighting efficiency, and

a much longer service life.

XENARC

A growing number of new car buyers and used car owners are equipping their

vehicles with OSRAM Xenon headlights. According to automotive industry


8/45

experts, nearly 45% of all newly registered cars in Europe have these new safety

lights.

PLANON

PLANON is a new high-performance discharge lamp from OSRAM that looks like

a tile. The special shape and constant high light performance of PLANON creates

new construction possibilities and applications.

ENDURA

OSRAM developed the ENDURA system especially for application areas where

changing lamps is extremely costly and difficult, such as tunnel lighting or lighting

for industrial production areas.


9/45

Product offerings from OSRAM India

OSRAM India is in a position to supply all products listed in the E-

Catalogue with major focus on:

Incandescent GLS Lamps both in screw type E 27 and B22d caps

Low Voltage and Mains Voltage Halogen Lamps

A wide variety of Fluorescent Lamps including the latest generation

of Tri-Phosphor Lumilux plus Lamps.

The widest range of Compact Fluorescent Lamps, in particular, the

retrofit Dulux EL which meets the Indian conditions of wide

fluctuations in voltage, high ambient temperature and high humidity.

HID Lamps including high pressure Mercury Vapor Lamps (HQL),

Blended lamps (HWL), High Pressure Sodium Vapor Lamps (NAV),

Metal Halide Lamps (HQI) and other high discharge lamps for special

applications.

Widest range of Automotive Lamps for 4 Wheelers, 3 Wheelers and 2

Wheelers.


10/45

Incandescent lamps Tungsten halogen lamps

Compact fluorescent lamps/ Energy saving lamps

LED lamps

Fluorescent lampsHigh intensity discharge (HID)

lamps

Special lampsDisplay and signal lamps and

lamps for traffic light installationsLED systems, Light

Engines and ModulesOLED light design

Automotive lamps Display/Optic

Control gears Light management systems

LuminariesOSRAM Opto Semiconductors:

LED and optical semiconductors
http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105119http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105185http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105225http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105225http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_1001280http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105321http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105358http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105358http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105417http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105427http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105427http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105439http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105439http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_1024017http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105468http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105536http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105593http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_1014022http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105667http://catalog.osram-os.com/http://catalog.osram-os.com/http://catalog.osram-os.com/http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105185http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105225http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105225http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_1001280http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105321http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105358http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105358http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105417http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105427http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105427http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105439http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105439http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_1024017http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105468http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105536http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105593http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_1014022http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105667http://catalog.osram-os.com/http://catalog.osram-os.com/http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105119


11/45

Mission statement and aim of the

company

OUR VISION

The expectations and targets of company are reflected in its policy and

Continuous efforts for expanding its share in the market. The OSRAM India

Vision 2010 Proves to be the statement of its goals and would shape its

future in India. The highlights of OSRAM India.

Vision is:- OSRAM No.2 in lamps business in India.

OSRAM India sales over INR 3 billion. OSRAM India leader

in CFL, FO And ECG.

OSRAM the most respected brand name in the country.

OSRAM products available in all parts of India.

Cost leadership in halogen, T8 Luminous, CFL, NAV

Super and HQI.


12/45

OUR MISSION

We shape the future of light

By advancing solutions for

Illumination

Visualization

and Sensing

OUR VALUES

To achieve our vision, we build on:

Speed

We value the opportunities of change

We drive performance by speed in processes and projects

Quality

We provide best quality and service to our customers from the beginning

We strive for continuous improvement and show zero tolerance to defects

Focus

We set priorities and are consistent in achieving our targets

Our focus is driven by our customers` expectations

Trust

We encourage and honor initiative, creativity and commitment

We build on the capabilities of each other and value working in teams


13/45

CHAPTER-2

POLICY OF THE

COMPANY


14/45

CORPORATE CITIZENSHIP

UN GLOBAL COMPACT

OSRAM is committed to behaving responsibly towards people and the

environment. To support this commitment we have signed up to the Global

Compact initiated by UN General Secretary Kofi Annan. See our communication

on Progress

SOCIAL COMMITMENT

As a global company Osram does business in many cultures and societies and are

involved in local activities. For example, around 90 percent of the employees at our

factory in New York, USA support the company's charity projects with voluntary

work or donations. Employees build houses for the "Habitat for Humanity" scheme;

donate clothing and food for needy children and books for the local reading and

writing education center.


15/45

DEVELOPMENT PROJECTS

OSRAM works together with NGOs (Non-Governmental Organizations) for

projects in developing countries. These projects include lighting for regions without

a permanent power supply, and technology for mobile water purification. The

African Medical and Research Foundation (AMREF) is currently testing OSRAM

water purification lamps for use in Kenya.

EDUCATION

OSRAM China provides support to poor families so that their children can go to

school. OSRAM employees provide the children with financial help for day-to-day

living.

ART

With our Art Projects at our Munich gallery we promote young artists who take

new approaches. The gallery was established 40 years ago. The latest additions are

LED lighting masts. On the SEVEN SCREENS in front of OSRAM headquarters in

Munich we are displaying digital art in public. Once or twice a year, artists will be

invited by OSRAM to develop works of art on a local theme.

ENVIRONMENTAL PROJECTS

The giant tortoises on the Galapagos Islands are threatened with extinction.

Scientists at the Darwin Research Station have given the tortoises a lifeline with the

help of OSRAM by incubating their eggs under OSRAM lamps.


16/45

OSRAM ENVIRONMENTAL GUIDELINES

The OSRAM environmental guidelines were introduced in 1998. They were signed

by the chairman of the management Dr. Wolf Dieter Bopst, the managing director

for technology Dr. Jorg Schaefer and the managing director for finances &

personnel Dr. Thomas Seeberg.

Osram hereby commit us to respect the environment, assume responsibility for it,

deal with resources economically and avoid any negative impact on the

environment. We underline our commitment to active environmental protection

with these environmental guidelines. They apply to all OSRAM activities and to

each individual employee.


17/45

ENVIRONMENT, HEALTH SAFETY & SOCIAL POLICY

To ensure health & safety of its employees, prevent pollution and

protect the environment by complying with relevant legal

requirement.

Prevent behavior which is integral to the quality policy shall be the

guiding principle for implementation.

To conserve natural resources by optimum utilization minimization

wastage of Raw Material, water energy & other associated factors

affecting the Environment.

This policy shall be deployed at all level of the orgn. And interested

parties through awareness / training about EHS aspect and hazards

and motivate them for active participation. The management shall review EHS performance at regular interval for

continual improvement.


18/45

CHAPTER-3ORGANIZATIONAL

STRUCTURE OF THE

COMPANY


19/45

CHAPTER-4

INTRODUCTION TO THE

PROJECT & REVIEW OF

LITERATURE


20/45

INTRODUCTION TO THE PROJECT

(LABOR EFFICIENCY)

LABOR FORCE

The total number of people employed or seeking employment in a country or

region is called Labor force orWork force.

EFFICIENCY

A level of performance that describes a process that uses the lowest amount

of inputs to create the greatest amount of outputs. Efficiency relates to the

use of all inputs in producing any given output, including personal time and

energy.

LABOR EFFICIENCY VARIANCE

Labor efficiency variance is calculated by comparing the actual hoursworked with standard hours allowed, both at the standard labor rate. Thestandard hours allowed figure is determined by multiplying the number of

direct labor hours established or predetermined to produce during the periodfor which the variances are being computed. The units produced are theequivalent units of production for the labor cost being analyzed. Laborefficiency variance is also known as labor time variance and labor usagevariance.

[Labor efficiency variance = (Actual hours worked Standard rate)

(Standard hours allowed Standard rate)]

EXAMPLE:-

Assume that 1,880 hours are worked at a rate of $6.50 per hour to produce

530 equivalent units of product. The standard labor rate per hour is $6.00

and standard time allowed to produce a unit of product is 3 hours.


21/45

Required: Calculate direct labor efficiency variance.

Solution:

Time Rate = Amount

Actual hours worked atactual rate

1,880 $6.00standard

$11,280

Actual hours worked at

standard rate1,590

$6.00

standard 9,540

290 $1,740

unfav.

The standard hours allowed is the result of multiplying 530 units of product

by three standard hours per unit. The unfavorable labor efficiency variance

of $1,740 is due to the use of 290 hours in excess of standard hours allowed.

Rates paid to the workers are usually predictable. Nevertheless, ratevariances can arise through the way labor is used. Skill workers with highhourly rates of pay may be given duties that require little skill and call forlow hourly rates of pay. This will result in an unfavorable labor ratevariance, since the actual hourly rate of pay will exceed the standard ratespecified for the particular task. In contrast, a favorable rate variance wouldresult when workers who are paid at a rate lower than specified in thestandard are assigned to the task. However, the low pay rate workers maynot be as efficient. Finally, overtime work at premium rates can be reason ofan unfavorable labor price variance if the overtime premium is charged tothe labor account.


22/45

CAUSES OF UNFAVOURABLE LABOR EFFICIENCY/USAGE

VARIANCE:-

Poorly Trained Workers

Poor Quality Materials

Faulty Equipment

Poor Supervision

Insufficient Demand For Companys Product

Who is Responsible for the Labour Efficiency/Usage Variance?

The manager in charge of production is generally considered responsible for labor

efficiency variance. If customers orders are insufficient to keep the workers busy,

the work center manager has two options, either accept an unfavorable labor

efficiency variance or build up inventories. The second option is opposite to the

basic principle of just in time (JIT). An inventory with no immediate prospect of

sale is a bad idea according to just in time approach. Inventories, particularly work

in process inventory leads to high defect rate, obsolete goods, and generally

inefficient operations. As a consequence, when the work force is basically fixed in

the short term, managers must be cautious about how labor efficiency variances are

used. Some managers advocate dispensing with labor efficiency variance entirely in

such situations at least for the purpose of motivating and controlling workers on the

shop floor.


23/45

This paper probes the role of labour efficiency in promoting energy efficiency and

economic performance with reference to small scale brick enterprises' cluster in

Malur, Karnataka State, India. In the bricks industry, the technology in use being

similar, labour efficiency has a negative influence on energy cost. Therefore, those

enterprises that exhibited higher labour productivities had lower average energy

intensity and higher returns to scale as compared to those that had lower labour

productivities. Considering this, improvement of labour efficiency can be an

alternative approach for energy efficiency improvement in energy intensive small

scale industries in developing countries like India, which face the obstacle of

financial constraints in up-grading technology as a means of energy efficiency

improvement.

Workforce productivity is the amount of goods and services that a worker

produces in a given amount of time. It is one of several types ofproductivity that

economists measure. Workforce productivity can be measured for a firm, a process,

an industry, or a country. It was originally (and often still is) called labor

productivity because it was originally studied only with respect to the work of

laborers as opposed to managers orprofessionals.

The OECD defines it as "the ratio of a volume measure of output to a volume

measure of input".[1] Volume measures of output are normally gross domestic
http://en.wikipedia.org/wiki/Goodshttp://en.wikipedia.org/wiki/Serviceshttp://en.wikipedia.org/wiki/Workerhttp://en.wikipedia.org/wiki/Productivityhttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Professionalhttp://en.wikipedia.org/wiki/OECDhttp://en.wikipedia.org/wiki/Workforce_productivityhttp://en.wikipedia.org/wiki/Gross_domestic_producthttp://en.wikipedia.org/wiki/Goodshttp://en.wikipedia.org/wiki/Serviceshttp://en.wikipedia.org/wiki/Workerhttp://en.wikipedia.org/wiki/Productivityhttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Professionalhttp://en.wikipedia.org/wiki/OECDhttp://en.wikipedia.org/wiki/Workforce_productivityhttp://en.wikipedia.org/wiki/Gross_domestic_product


24/45

product (GDP) or gross value added (GVA), expressed at constant prices i.e.

adjusted forinflation.

The three most commonly used measures of input are:

hours worked;

workforce jobs; and

Number of people in employment.

Measured labour productivity will vary as a function of both other input factors and

the efficiency with which the factors of production are used (total factor

productivity). So two firms or countries may have equal total factor productivity

(productive technologies) but because one has more capital to use, labor

productivity will be higher.

Output per worker corresponds to the "average product of labour" and can be

contrasted with the marginal product of labor, which refers to the increase in output

those results from a corresponding (marginal) increase in labor input.
http://en.wikipedia.org/wiki/Gross_domestic_producthttp://en.wikipedia.org/wiki/Gross_value_addedhttp://en.wikipedia.org/wiki/Inflationhttp://en.wikipedia.org/wiki/Capitalhttp://en.wikipedia.org/wiki/Marginal_producthttp://en.wikipedia.org/wiki/Gross_domestic_producthttp://en.wikipedia.org/wiki/Gross_value_addedhttp://en.wikipedia.org/wiki/Inflationhttp://en.wikipedia.org/wiki/Capitalhttp://en.wikipedia.org/wiki/Marginal_product


25/45

REVIEW OF LITERATURE

SOURCE-1: www.endseurope.com

8Aug2011

Resource efficiency lags behind labour gains - study

ENDS Europe (subscription) - 8 Aug 2011

The report attributes the difference to tax regimes that have made labour more

expensive while resources costs have generally fallen. Resource efficiency ...

Energy and resource efficiency have improved more slowly in the EU than worker

productivity, according to a survey of the last three decades compiled for the

European Environment Agency.

SOURCE-2:www.deccanherald.com

2 Aug 2011

Contract labour for business advantage

Deccan Herald - 2 Aug 2011

Whereas in contact labour, the external organization appoints the people in its right

solution not only to save on costs but also to improve efficiency. Whereas in

contact labour, the external organization appoints the people in its role and deploys

them to your organization. These contract workers will work in your premises under

your supervision.
http://www.endseurope.com/http://www.google.co.in/url?q=http://www.endseurope.com/26900/resource-efficiency-lags-behind-labour-gains-study&sa=U&ei=UZdMTqrLGMHSrQfMouHEAw&ved=0CDIQqQIwBw&usg=AFQjCNGQBPNKJZnI2qhFHIzTZuXbpd9PBwhttp://www.deccanherald.com/http://www.deccanherald.com/http://www.google.co.in/url?q=http://www.deccanherald.com/content/180880/contract-labour-business-advantage.html&sa=U&ei=LphMTv2-N8rZrQeRt-SnAw&ved=0CDMQqQIwCTgK&usg=AFQjCNFyYGUu5z2NaNKFl9Sx-yHZ8zd8Zwhttp://www.endseurope.com/http://www.google.co.in/url?q=http://www.endseurope.com/26900/resource-efficiency-lags-behind-labour-gains-study&sa=U&ei=UZdMTqrLGMHSrQfMouHEAw&ved=0CDIQqQIwBw&usg=AFQjCNGQBPNKJZnI2qhFHIzTZuXbpd9PBwhttp://www.deccanherald.com/http://www.google.co.in/url?q=http://www.deccanherald.com/content/180880/contract-labour-business-advantage.html&sa=U&ei=LphMTv2-N8rZrQeRt-SnAw&ved=0CDMQqQIwCTgK&usg=AFQjCNFyYGUu5z2NaNKFl9Sx-yHZ8zd8Zw


26/45

SOURCE-3:www.ghananewsagency.org

9 Aug 2011

Official says we will bring efficiency into small-scale mining

Ghana News Agency - 9 Aug 2011

Has said he would bring more efficiency into small-scale mining and reduce child

labour, prostitution, drug abuse and growing truancy among school. The policy of

the government, he said, was to develop the industry to become as efficient as their

large-scale counterparts, adding that it was for this reason that the Natural

Resources and Environmental Governance (NREG) Programmed was being

implemented.

SOURCE-4:www.leftfootforward.org

17Aug 2011

Government needs to take on the energy companies to bring down

prices

Left Foot Forward - 14 hours ago

The Labour government brought in winter fuel payments to the elderly to tackle ...

as to what levels of insulation and energy efficiency must be achieved. The Labour
http://www.ghananewsagency.org/http://www.ghananewsagency.org/http://www.google.co.in/url?q=http://www.ghananewsagency.org/details/Economics/Official-says-we-will-bring-efficiency-into-small-scale-mining/%3Fci%3D3%26ai%3D32109&sa=U&ei=_JlMTqebB4nnrAf6zLG7Aw&ved=0CEMQqQIwBzge&usg=AFQjCNFkB8nF_ymPEiieN9eNKwyuApCX3Ahttp://www.leftfootforward.org/http://www.leftfootforward.org/http://www.google.co.in/url?q=http://www.leftfootforward.org/2011/08/government-needs-to-take-on-the-energy-companies-to-bring-down-prices/&sa=U&ei=SZtMTvODCc2mrAfdgLGvAw&ved=0CDgQqQIwBjgo&usg=AFQjCNG3_8jIDvlDfvKsYzcfJSXczddTUghttp://www.google.co.in/url?q=http://www.leftfootforward.org/2011/08/government-needs-to-take-on-the-energy-companies-to-bring-down-prices/&sa=U&ei=SZtMTvODCc2mrAfdgLGvAw&ved=0CDgQqQIwBjgo&usg=AFQjCNG3_8jIDvlDfvKsYzcfJSXczddTUghttp://www.ghananewsagency.org/http://www.google.co.in/url?q=http://www.ghananewsagency.org/details/Economics/Official-says-we-will-bring-efficiency-into-small-scale-mining/%3Fci%3D3%26ai%3D32109&sa=U&ei=_JlMTqebB4nnrAf6zLG7Aw&ved=0CEMQqQIwBzge&usg=AFQjCNFkB8nF_ymPEiieN9eNKwyuApCX3Ahttp://www.leftfootforward.org/http://www.google.co.in/url?q=http://www.leftfootforward.org/2011/08/government-needs-to-take-on-the-energy-companies-to-bring-down-prices/&sa=U&ei=SZtMTvODCc2mrAfdgLGvAw&ved=0CDgQqQIwBjgo&usg=AFQjCNG3_8jIDvlDfvKsYzcfJSXczddTUghttp://www.google.co.in/url?q=http://www.leftfootforward.org/2011/08/government-needs-to-take-on-the-energy-companies-to-bring-down-prices/&sa=U&ei=SZtMTvODCc2mrAfdgLGvAw&ved=0CDgQqQIwBjgo&usg=AFQjCNG3_8jIDvlDfvKsYzcfJSXczddTUg


27/45

government brought in winter fuel payments to the elderly to tackle fuel poverty

and will point to figures that show the number of excess winter deaths plummet

from almost 50,000 in 1999/2000 to 25,000 in 2009/20

TYPES OF LABOUR IN OSRAM INDIA PVT. LTD.

There are 2 types of direct labour in Osram India Pvt. Ltd.:-

Permanent Labour which is recruited through recruitment process (HR deptt.),basically from ITI or internal training center

Casual Labour which is recruited on daily basis from three contracting agencies:-

Bhagwati Pvt. Ltd.

Surya Packing Pvt. Ltd.

Shivam Pvt. Ltd.

CALCULATE THE ACTUAL OUTPUT PER HOUR:-

MAN-DAY

A unit of one days work by one person.

ACTUAL PRODUCTION PER HOUR

The actual number of unit produced by one person in one hour.


28/45

Actual production per hour = Total output of a day

Total number of man hours in a day

FACTORS AFFECT LABOUR EFFICIENCY

In order to understand the causation of labour efficiency it is essential to

know first what the term behavior actually means. Different behavioral

scientists have defined Behavior differently. Some observations are as

follows;

Behavior simply means as a response to certain stimuli which is observable

directly and indirectly

Behavior is observed directly by studying the responses of people to their

work environment indirect observation refers to those people describe

decision making processes and attitude verbally.

This is seen that human behavior is caused by certain reasons behavior is the

result of interaction between individual characteristics and the characteristics

of the environment in which behavior occurs.

Personal characteristics remain inside the person whereas environmental

once outside the person. These personal and environmental characteristics

secure as foundation of individual behavior in the efficiency of there work.


29/45

THE CAUSES OF HUMAN BEHAVIOR ON THE

EFFICIENCY OF THE WORK

INHERITED CHARACTERISTICS: Some of the characteristics

inherited from birth, may or may not be changed by external environment

PHYSICAL CHARACTERISTICS: - relate to height, slim body, and

vision and stamina results in quality, performance in such jobs that

require artistic skills.

AGE:- the age may influence the efficiency of labour in a physiological

as well as psychological ways

INTELLIGENCE:-Some people are born Intelligent However

intelligent can be enhanced with efforts, hard work proper environment

and motivation.

RELIGION:-It play important role in determining the efficiency. High

religious people have high moral standards. They strive for achievement

and self fulfillment.


30/45

LEARNED CHARACTERISTICS: These characteristics involve

individuals attitudes, values and perceptions about the environment in

which he/she function. They are a result of parental values and expectation.

PERCEPTION: - Is a process by which individuals organize and interpret

there sensory impression in order to give meaning to their environment. It

refers to the manner in which a person experiences the world.

PERSONALITY: - It is a set of traits and characteristics, habit patterns and

conditioned responses to certain stimuli that formulate the impression upon

others. It indicates the type of activities, jobs and assignment suitable to a

particular person which will enable him to perform that task effectively.

ATTITUDES: - it may be defined as the way a person fells about

something- a person, a place, a commodity, a situation or an idea. It

addresses an individuals positive or negative feeling about some object.

VALUES: - values are important in relation to study of organizational

behavior. Because an organization is a composite of attitude, perceptions,

personalities and individual behavior of managers as well as workers. Values

determine what is right and what is wrong. The values behavior pattern.


31/45

FACTORS AFFECTING LABOUR EFFICIENCY

ENVIROMENTAL FACTORS :-

ECONOMIC FACTORS- the economic environment is an important

determinant of individual behavior. All work is performed with in economic

framework .the concept of economic environment is a synthesis of several

factors like employment level, wage rate, economic outlook and

technological change rate.People work for money but not only for money.

However wages satisfied various needs of individuals.

POLITICAL FACTORS- the stability of government can affect the

employment opportunities both in quantity and quality. Management

structures and philosophies in controlled societies have a significant impact

on decision, strategies and methods of implementation available to

managers. The relative freedom available can affect carrier choice, job

design, motivation methods and finally individual behavior.

SOCIO-CULTURAL FACTORS: people grow up in a particular society

that shape their basic values, beliefs and behavior. Cultural vary from

country to country and these variation produce different behavior across the

country.


32/45

LEGAL ENVIRONMENT: rules and laws are formalized ad written

standards of behavior both rules and laws is strictly enforced by the legal

system .laws relate to all members of society observing laws voluntarily

allow predictability of individual behavior.

ORGANIZATIONAL FACTORS:- the characteristics of an organization

are also affects human behavior.

PHYSICAL FACILITIES: The physical facilities such as ventilation

,proper lighting , painting on wall, proper space for employee and like that

put impact on employee behavior and performance. Hence physical

environment at work place may be said to be the arrangement of people and

thinks in such a manner. So that they may have a positive impact on the

efficiency of the work.

ORGANISATIONAL STRUCTURES AND DESIGNS- It refers to the

way in different departments in organizations are set up and the way in

which the emoting relationship and lines of communication are established

among different departments in the organizations.

QUALITY OF LEADERSHIP-The organizational establish a system ofleadership and supervision to pride direction assistance, advice, training, to

individual members. The behavior of a leader is therefore a potential source

of influence on an individual. In other words the behavior of individual by a

large extent influenced by their leaders.


33/45

REWARD SYSTEM:-Organization establishes reward system to

compensate the employees. The behavior of an employee influenced by

reward system of an organization.

CHAPTER-5

METHODOLOGY


34/45

RESEARCH METHODOLOGY

RESEARCH

RESEARCH IS SEARCH FOR KNOWLEDGE

OR

RESEARCH IS SYSTEMATIC EFFORTS TO GAIN

KNOWLEDGE.

RESEARCH DESIGN

A RESEARCH DESIGN IS THE FRAMEWORK OR PLAN FOR A

STUDY WHICH IS USED AS A GUIDE IN COLLECTING AND

ANALYZING THE DATA COLLECTED.

It is the blue print that is followed in completing the study. The basic

objective of research cannot be attained without a proper research design. It

specifies the methods and procedures for acquiring the information needed

to conduct the research effectively. It is the overall operational pattern of the

project that stipulates what information needs to be collected, from which

sources and by what methods.


35/45

TYPES OF RESEARCH DESIGN

Research design can be classified into following types:-

Descriptive research design

Exploratory research design

Experimental research design

In this project I have used exploratory research design because it describes new

ideas and events.

TYPE OF DATA COLLECTION

There are two types of data used. They are primary and secondary data. Primary

data is defined as data that is collected from original sources for a specific purpose.

Secondary data is data collected from indirect sources.

PRIMARY SOURCES

These include the survey or questionnaire method, telephonic interview as well as

the personal interview methods of data collection.

SECONDARY SOURCESThese include books, the internet, company brochures, product brochures, the

company website, competitors websites etc, newspaper articles etc.

In this project I have used internet, company brochures, product brochures, and the

company website as a secondary source.


36/45

FINDINGS OF THE STUDY

Most of the workers have a friendly relationship with their superior as

well as their colleagues; this in turn depicts the open communication

available in organization.

Most of the workers are often guided by their supervisors in their

sphere of work and agree that they understand their work pressures

and problems and try to solve them if it is within their reach.

Most of the workers feel that unbalanced interpersonal relations affect

the efficiency level of employees mainly due to stress which is mainly

caused because of individual and organizational related factors.

The negative behavior of workers is mainly due to psychological and

behavioral problems although they get full co-operation and unbiased

attention from their superior in their work place.

Group cohesiveness prevails among different groups in org. mainly

due to competition.

No superior is afraid to express any kind of views about the worker to

him.

To some extent, the management is concerned about maintaining good

relations with trade unions.


37/45

LIMITATIONS

I had put my best effort in gathering the data and i have tried my level best

that the data provided and the survey done are authentic as they could be, but

there are some limitations, which are mentioned below :

The study period is limited, the researcher has to collect the necessary

and important information within the limited period of time and it is not

possible to collect it, due to lack to time.

Some consumers give half-hearted response or false information, which

may lead to wrong conclusion.

It is not possible to carry out the detailed survey due to limited finance.

The crew members were hesitates to speak freely as they feared the

informations to leak in the head office.


38/45

CHAPTER -6INTERPRETATIONS AND

ANALYSIS OF DATA


39/45

DATA ANALYSIS

ACTUAL OUTPUT PER HOUR OF DIFFERENT LINES

LINE OUTPU

T

MAN-

HOUR

S

ACTUAL

OUTPUT/HOUR

S

PRODUCTION LINE-1

300216 6804 44.12

ASSEMBLY LINE-1

410980 9656 42.56

PRODUCTION LINE-2

368260 4096 89.91

ASSEMBLY LINE-2

373820 17144

21.80

SPIRAL 170978 5496 31.11T-5 164730 4006 41.12


40/45

INTERPRETATIONS

SWOT ANALYSIS

STRENGTHS:-

a) The globally cost competitive

b) Adheres to strict quality controls. Has access to latest technology.

c) Provides support to critical infrastructure and metal industries.

WEAKNESSES:-

a) Industry has a lower level of research and development capability.

b) Industry is exposed to cyclical downturns in the automotive lamps. Most

component companies are dependent on global majors for technology

OPPURTUNITIES:-

a) May serve as sourcing hub for lamps globally.

b) Majors significant export opportunities may be realized through

diversification of export basket.

c) Implementation of value added tax vat) in fy2004 will negate the

cascading impact of price.

THREATS:-

a) The presence of large counterfeit components market poses a significant

threat.


41/45

b) Pressure on prices from gems continues. Imports pose price based

competition in the replacement market. Further marginalization of smaller

players likely outlook

PESTE ANALYSIS

POLITICAL ENVIRONMENT

The stability of government can affect the employment opportunities; both

in quantity and quality .politically unstable environment have difficulty and

attracting experience problems in maintaining steady level of employment.

The political ideology of a country affects interpersonal behavior primary

through relative freedoms available to its citizens. Management structures

and philosophies in controlled societies have a significant impact on

decisions, strategies, strategies and methods of implementation available to

managers .The relative freedoms can affect career choice, job design

motivation methods and finally efficiency of the labour.

SECONOMIC ENVIRONMENT

The Economic environment is an important determinant for the efficiency of

the labour. All work is perform with in economic framework .the concept of

economic environment is a synthesis of several factors, like employment

level, wage rates, economic outlook and technological change.

People work for money but not only for money. However have wages

satisfied various needs of an individual? It is well known that wage attract

people to certain organizations and determine their satisfaction on jobs.

Inequality in wages will have adverse effect on employees


42/45

SOCIAL ENVIRONMENT

People grow up in a particular society that shape their basic beliefs, values

and behaviors. Culture varies from country to country and these variation

produce different behaviors across the country .culture vary between two

regions with in a country too and these variations produce different

behaviors across the country. Work ethics, achievement needs, effort

reward expectations and values are important factors having behavioral

implications as suggested by Stephenss p.robbins.it always desirable for

organization effectiveness that direct there must be direct relationship

between effort and reward.

TECHNOLOGICAL ENVIRONMENT

It is seen that technological change is included as an economic factor

because of potential effects on individual job opportunities

Technological change has its strongest effect at lower level jobs although

increased automation, computerization and more sophisticated production

technologies can affect individuals at all levels.

LEGAL ENVIRONMENT

Rules and laws are formalized and written standards of behavior. Both rules

and laws are strictly enforced by the legal system .laws relate to all


43/45

members of society. Observing laws voluntary allows for predictability of

individual behavior which will give a great impact on the efficiency of the

labor.

CHAPTER-7 DISCUSSION

OF RESULTS AND

CONCLUSIONS


44/45

DISCUSSION OF RESULT AND CONCLUSIONS

Actual Production per Man-Hour of Production Line-1 is 44.12.Actual

Production per Man-Hour of Assembly Line-1 is 42.56.Actual Production per

Man-Hour of Production Line-2 is 89.91.Actual Production per Man-Hour of

Assembly Line-2 is 21.80.Actual Production per Man-Hour of Production of

Spiral is 31.11, finally T-5s actual production per hour is 41.12.

In the organization most of employees are satisfied with all the facilities

provided by company. But there are some employees also who are not satisfied

with the company.

Management should try to convert unsatisfied employees in to satisfied

employees. Because if employee is not satisfied than the he is not able to give his

100% to his work and the productivity of employee decrease.

Management should try to satisfy his employees because employees are the

assets of the company not a liability.


45/45

Final Nisha

Documents

Transcript of Final Nisha