ACKNOWLEDGEMENT

I am extremely thankful & indebted to the numerous BHEL executives and managerial staff who provided vital information about the functioning of their respective departments thus helping me to gain an over all idea about the working of organization. I am highly thankful for the support & guidance of each of them.

I am extremely thankful to DR. Santosh Kr. Mishra (Manager-HRD) for providing me the opportunity to undergo this training and to work on my project. I also express my thanks to all the members of HRD for their help & cooperation.

I am highly indebted and thankful to my project guide, Mr. S.C. Shukla (Welfare Officer) for giving me his valuable time and helping me to grasp the concepts of industrial relation.

Last but not the least, I would like to thank my parents & all my fellow trainees who have been a constant source of encouragement & inspiration during my studies & have always provided me support in every walk of life.

PREFACE

The summer training is an integral part of the MBA course.

As a matter of fact every management students, has to undergo

practical training in an approved business or organization, under the

guidance of professional managers, as to become aware of the real life,

business situation and the environment.

During the course of training, the trainees are expected to use and

apply there academic knowledge and again valuable insight into

corporate cultures with all its environment operational complexity the

said training offers, a valuable of the trainings to meet their academic

knowledge with the real world situation.

I undertook my training in BHEL (Jhansi unit), which is one of the

“NAVRATANS” of India. ISO-9001, ISO-14001 and OHSAS-18001

Company. During the training period as a project trainee, I visited

various departments of the organization and did empirical analysis of

their inter-relationship. After the analytical study reticulated sections of

the organization emphasized towards affair concerning HRD.

DECLARATION

This project work has been conducted for partial fulfilment of the degree of MASTER OF BUSSINESS ADMNISTRATION (MBA) in DR. BHIM RAO AMBEDKAR UNIVERSITY, (SETH PADAM CHAND JAIN INSTITUTE OF COMMERCE BUSINESS MANAGEMENT & ECONOMICS), AGRA.

This is my original work, which is completed with the help of managing staff of the BHARAT HEAVY ELECTRICALS LIMITED (B.H.E.L.), JHANSI.

MANISHA SHAKYWAR

OBJECTIVES OF TRAINING

The objective of training is to bridge the gap between existing

performance ability and desired performance, which can be achieved to

the following stages:

1. To impart new entrants the basic knowledge & skill required for efficient performance of definite tasks.

2. To assist employees & workers to function more effectively in their present positions by exposing them to latest concepts.

3. To improve health & safety of personal.

SYNOPSIS PREFACE ACKNOWLEDGMENT DECLARATION OBJECTIVE OF TRAINING

Introduction

Objective of the Study

Scope of the Study

Research Methodology

Limitation of Study

COMPANY PROFILE

A Brief Introduction

Growth of Production & Milestone

ROTATION REPORT

INDUSTRIAL RELATION

(A Theoretical Approach)

INDUSTRIAL RELATION

(In BHEL, Jhansi)

FACTORIES ACT

Findings & Analysis

(Graphical & Tabulate Presentation)

Conclusion & Suggestion

Annexure (Questionnaire)

Bibliography

INTRODUCTION1. OBJECTIVE OF THE STUDY

2. SCOPE OF THE STUDY

3. RESEARCH METHODOLOGY

4. LIMITATION OF STUDY

OBJECTIVE OF THE STUDY

The main objective of the project “INDUSTRIAL RELATIONSHIP” in B.H.E.L. Jhansi is to know the philosophy of trade unionism in B.H.E.L. which maintains sound and spontaneous relationship between management and workers. It also designed to:-

1. To know how they provide mechanism to safeguard interest of the workers.

2. To know whether any kind of training programmes organized by the trade unions for workers development.

3. To know that what extent they are aware of factories act and labour laws.

4. To know about militant/negative activities of the trade union.5. To know about the political effect on the trade union.6. To know good or bad effect of more number of trade union in

B.H.E.L.7. To know the role of the trade union in the organization.8. To know how management deal with the trade union.

SCOPE OF THE STUDY

Scope of the study to cover all the aspect of the TRADE UNIONS and the MANAGEMENT in BHARAT HEAVY ELECTRICALS LIMITED (B.H.E.L.) situated in JHANSI and by the process by which both of them maintain good INDUSTRIAL RELATION.

RESEARCH METHODOOGY

Meaning and objective: Research simply means a search for fact- answer to question and solution to problem. It is purposive investigation, it is an organised inquiry. It seeks to find explanation to unexplained phenomenon to clarify the doubtful fact and to correct the misconceived fact. The objective of my research is to know about the INDUSTRIAL RELATION in any particular organisation and how they are helpful for the workers and management. The reason for choosing BHEL is very simple BHEL is successful pubic sector undertaking (psu) which employed large workers and have many trade unions (7 in case of BHEL JHS).

PRIMARY AND SECONDARY DATA: A methodology is the way of approaching the problem in order to find out truth involved in a problem.

SIZE OF SAMPLE: Sample size for the survey was units of units in which are workers, management and trade unions. The sample represented the whole of workers, management and trade union, which are selected through “Random Sampling Method” on the basis of data collected, and conclusions are drawn.

SURVEY WORK: The information regarding the functioning of trade unions is obtained from almost every department of organisation on I

DATA SOURCES:

Data is collected in three ways:-1. Interview and Discussion2. Observation.3. Questionnaires

INTERVIEWS AND DISCUSSION: Unstructured interview was conducted with HR officer. During the interview question were asked about trade unions and discussion were made regarding the effective implementation in BHEL. At the time of filling questionnaire some question were also asked respondent to obtain insight about the organisation.

OBSERVATION: Second step for collecting data is observation. At the time of field survey, observation were made at there natural setting, employees were being observed therefore, observation were under taking in every realistic conditions.

QUESTIONNAIRE: The third steps for collecting the data are structured questionnaire consist of a set of question presented to a respondent for his response. A structured questionnaire is one were the listing of question was in a pre-arranged order and were the object of inquiry was revealed to the respondent. The form of question was used in questionnaire such as ended question dichotomous question. The present work is based on the open-ended question. DATA PROCESSING: In the last step, collected data have been presented in the form of table, which has been analysed subsequently below the table. This analysis finally helped in drawing conclusion and making suggestion.

LIMITATION OF THE STUDY

Completion of a project work is not a simple task. Many problems came into existence with passes of time. I had also faced many problems in my project work because my project was based on the survey work by distributing questionnaire.

As the methodology adopted by me was a survey work through questionnaire, many respondents were unable to fill questionnaire within the time, because of their busy schedule. This causes lots of inconviences in getting filled questionnaire at the right time. Organisation is established in a large area and going from one department to another takes lots of time.

1. The time was the major limiting factor.2. Some workers and officers were hesitating to give the information.3. Random sampling method, on the basis of data is collected did not

provide the correct insight of the organisation in some extent.4. The answers received from the respondent sometimes were unable

to meet the enumerated expectation.

AN OVERVIEW OF BHEL

BHEL is the largest engineering and manufacturing enterprise in

India in the energy/infrastructure sector today. BHEL was established

more than 40 years ago when its first plant was set up in Bhopal

ushering in the indigenous Heavy Electrical Equipment industry in

India, a dream that has been more than realized with a well-recognized

track record of performance. It has been earning profits continuously

since 1971-72 and achieved a sales turnover of Rs.7286.6 crores with a

profit before tax of Rs. 662.8 crores in 2001-2002.

BHEL caters to core sectors of the Indian Economy viz., Power

Generation & transmission, Industry, Transportation,

Telecommunication, Renewable Energy, Defence, etc. The wide

network of BHEL’s 14 manufacturing divisions, four Power Sector

regional centers, over 100 project sites, eight service centers and 18

regional offices, enables the company to promptly serve its customers

and provide them with suitable products, systems and services-

efficiently and at competitive prices. BHEL has already attained ISO

9000 certification for quality management and ISO 14001 certification

for environment management.

POWER GENERATION

Power generation sector comprises thermal, gas, hydro, and nuclear

power plant business. As on 31.3.2002,BHEL supplied sets account for

nearly 67,232 MW or 64 % of the total installed capacity of 1,04,917

MW in the country, as against Nil till 1969-70.

TRANSMISSION AND DISTRIBUTION (T&D)

BHEL offers wide-ranging products and systems for T&D applications.

Products manufactured include: power transformers, instrument

transformers, dry type transformers, series &shunt reactors, capacitor

banks, vacuum &SF6 circuit breakers, gas-insulated switchgears and

insulators.

INDUSTRIES

BHEL is a major contributor of equipment and systems to industries,

cement, sugar, fertilizer, refineries, petrochemicals, paper, oil and gas,

metallurgical and other process industries. The range of systems &

equipment supplied includes: captive power plants, co-generation

plants, DG power plants, industrial steam turbines, industrial boilers

and auxiliaries, waste heat recovery boilers, gas turbines, heat

exchangers and pressure vessels, centrifugal compressors, electrical

machines, pumps, valves, seamless steel tubes, electrostatic

precipitators, fabric filters, reactors, fluidized bed combustion boilers,

chemical recovery boilers and process controls.

TRANSPORTATION

BHEL is involved in the development, design, engineering, marketing,

production, installation, and maintenance and after-sales service of

rolling stock and traction propulsions systems. BHEL manufactures

electric locomotives up to 5000 HP, diesel electric locomotives from

350 HP to 3100 HP, both for mainline and shunting duty applications.

It also produces rolling stock for special applications viz. overhead

equipment cars, special well wagons, and Rail-cum road vehicle.

TELECOMMUNICATION

BHEL also caters to Telecommunication Sector by way of small,

medium and large switching systems.

RENEWABLE ENERGYTechnologies that can be offered by BHEL for exploiting non-

conventional and renewable sources of energy include: wind electric

generators, solar photovoltaic systems, solar heating systems, solar

lanterns and battery-powered road vehicles.

OIL AND GAS

BHEL’s products range includes Deep Drilling Oil Rigs, Mobile Rigs,

Work Over Rigs, Well Heads and X-Mas Trees, Choke and Kill

Manifolds, Full Bore Gate Valves, Mudline Suspension System,

Casing Support system Sub-Sea Well Heads, Block valves, Seamless

pipes, Motors, Compressor, Heat Exchangers etc.

INTERNATIONAL OPERATIONS

BHEL is one of the largest exporters of engineering products &

services from India, ranking among the major power plant equipment

suppliers in the world.

VISION, MISSION AND VALUES OF BHEL

VISION

A World-Class Engineering Enterprise Committed to Enhancing

Stakeholder Value.

MISSION

To be an Indian Multinational Engineering Enterprise providing Total

Business Solutions through Quality Products, Systems and Services in

the fields of Energy, Industry, Transportation, Infrastructure and other

potential areas.

VALUES

Zeal to Excel and Zest for Change.

Integrity and Fairness in all Matters.

Respect for Dignity and Potential of Individuals.

Strict Adherence to Commitments.

Ensure Speed of Response.

Foster Learning, Creativity and Teamwork.

Loyalty and Pride in the Company

HEALTH, SAFETY AND ENVIRONMENT MANAGEMENT .

BHEL, as an integral part of business performance and in its endeavor

to becoming a world class organization and sharing the growth

global concern on issues related to Environment, Occupational Health

and Safety, is committed to protecting Environment in and around its

own establishment, and providing safe and healthy working

environment to all its employees.

For fulfilling these obligations, Corporate Policies have been

formulated as:

ENVIRONMENTAL POLICY

Compliance with applicable Environmental

Legislation/Regulation;

Continual Improvement in Environment Management Systems to

protect our natural environment and control pollution;

Promotion of activities for conservation of resources by

Environmental Management.

Enhancement of Environmental awareness amongst employees,

customers and suppliers.

OCCUPATIONAL HEALTH AND SAFETY POLICY

Compliance with applicable Legislation and Regulations.

Setting objectives and targets to eliminate/control/minimize risks

due to Occupational and Safety Hazards.

Appropriate structured training of employees on Occupational

Health and Safety (OH&S) aspects.

Formulation and maintenance of OH&S Management

programmes for continual improvement;

Periodic review of OH&S Management System to ensure its

continuing suitability, adequacy and effectiveness;

Communication of OH&S Policy to all employees and interested

parties.

FIRST GENERATION UNITS

Bhopal : Heavy Electrical Plant.

Haridwar : Heavy Electrical Equipment Plant.

Hyderabad : Heavy Electrical Power Equipment Plant.

SECOND GENERATION UNITS

Tiruchy : High Pressure Boiler Plant.

Jhansi : Transformer and Locomotive Plant.

Haridwar : Central Foundry and Forge Plant.

Tiruchy : Seamless Steel Tube Plant.

UNITS THROUGH ACQUISTION & MERGER

Bangalore : Electronics Division

Electro Porcelain Division.

NEW MANUFACTURING UNITS

Ranipet : Boiler Auxiliaries Plant.

Jagdish : Insulator Plant.

Govindwal : Industrial Valve Plant.

Rudrapur : Component and Fabrication Plant.

Bangalore : Energy Systems Division

BHEL is growing concern to meet the changing needs of the nation has

taken it beyond power into the total gamut of energy, industry and

transportation BHEL is able to offer a service in each of this fields. It’s

manufacturing capability is supported by a corporate R&D division at

Hyderabad works closely with the research and development cells at

various units and Welding Research Institute at Tiruchnapalli.

ACTIVITY PROFILE OF BHEL

1. POWER SECTOR PROJECTS

Thermal sets and Auxiliaries.

Steam generators and Auxiliaries.

Industrial fans.

Electrostatic precipitators.

Air pre heaters.

Nuclear power equipments.

Hydro sets and Auxiliaries.

Motors.

Transformers.

Rectifiers.

Pumps.

Heat Exchangers.

Capacitors.

Porcelain/Ceramics insulators.

Seamless steel tubes.

Casting and forging.

2. SYSTEMS/SERVICES

Turnkey power station.

Data acquisition Systems.

Power systems.

HVDC Commissioning systems.

Modernization and Rehabilitation.

3. TRASPORTATION SECTOR

Diesel Electric generators.

AC/DC locomotives.

DC locomotives and loco shunters.

Traction system for railways.

Electric trolley buses.

4. INDUSTRY SECTOR

Boilers.

Valves.

T.G. sets.

Power devices.

Solar Cells.

Photo Voltaic cells.

Gas Turbines.

Compressors.

Drive Turbines.

Oil rigs.

Blow out preventers.

Wind mills.

Control systems for electric devices.

BHARAT HEAVY ELECTRICALS

LIMITED, JHANSI (UNIT)

A Brief Introduction

By the end of 5th five-year plan, it was envisaged by the

planning commission that the demand for power transformer would

rise in the coming years. Anticipating the country’s requirement BHEL

decided to set up a new plant, which would manufacture power and

other types of transformers in addition to the capacity available in

BHEL Bhopal. The Bhopal plant was engaged in manufacturing

transformers of large ratings and Jhansi unit would concentrate on

power transformer upto 50 KVA, 132 KV class and other transformers

like Instrument Transformer s, Traction transformers for railway etc.

This unit of Jhansi was established around 14 km from the city on the

N.H. No 26 on Jhansi Lalitpur road. It is called second-generation plant

of BHEL set up in 1974 at an estimated cost of Rs 16.22 crores

inclusive of Rs 2.1 crores for township. Its foundation was laid by late

Mrs. Indira Gandhi the prime minister on 9th Jan. 1974. The

commercial production of the unit began in 1976-77 with an output of

Rs 53 lacs since then there has been no looking back for BHEL Jhansi.

The plant of BHEL is equipped with most modern manufacturing

processing and testing facilities for the manufacture of power, special

transformer and instrument transformer, Diesel shunting locomotives

and AC/DC locomotives. The layout of the plant is well streamlined to

enable smooth material flow from the raw material stages to the

finished goods. All the feeder bays have been laid perpendicular to the

main assembly bay and in each feeder bay raw material smoothly gets

converted to sub assemblies, which after inspection are sent to main

assembly bay.

The raw material that are produced for manufacture are used only after

thorough material testing in the testing lab and with strict quality

checks at various stages of productions. This unit of BHEL is basically

engaged in the production and manufacturing of various types of

transformers and capacities with the growing competition in the

transformer section, in 1985-86 it under took the re-powering of DESL,

but it took the complete year for the manufacturing to begin. In 1987-

88, BHEL has progressed a step further in under taking the production

of AC locomotives, and subsequently it manufacturing ACD/DC

locomotives also.

SECTIONS OF BHEL JHANSI UNIT

BHEL has many departments, while production and administrative

departments are separate.

Broadly speaking BHEL has two-production categories-

1. Transformer section.

2. Loco section.

THE PRODUCT PROFILE OF BHEL JHANSI UNIT

PRODUCTS RATINGS

1. Power transformer up to 220 KV class 250 MVA.

2. Special transformer up to 132 KV.

3. ESP transformer 100 KV, 1400 MA.

4. Freight Loco transformer 3900 to 5400 KVA & 7475 .

KVA for 3 phase.

5. ACEMU transformer up to 1000KVA 2(1-phase)

1385kVA (3 phase).

6. Bus-Duct transformer up to 5000 KVA.

7. Instrument transformer VT & CT up to 220 KV class.

8. Diesel electric locomotives up to 2600 HP.

9. AC/DC locomotives 5000 HP.

10. Over Head Equipment cum Test Car

11. Well wagon 200 tone.

GROWTH OF PRODUCTION AND

MILESTONES

Year Output (Rs. Crores) Milestones

1976-77 0.53 Start of Instrument Transformer

1977-78 3.49 Start of Traction Transformer and

power transformer (up to 132 KV)

1978-79 7.56 Start of HFTT type freight Loco

transformer.

1979-80 7.02 commissioning of 2,500 KV DG Set

(due to server Power Cuts)

1980-81 15.74 Start of ESP Transformer

1981-82 19.78 Start of 220 KV Power

Transformers

1982-83 28.54 Achieved Break Even

1983-84 37.42 Start of Bus-duct

1984-85 38.61 Start of dry Type Transformer

1985-86 43.67 Re-powering of Diesel Loco

Started

1986-87 51.87 Start of new Diesel Loco

Manufacturing

1987-88 65.29 Manufacturing facilities for AC

Loco

1988-89 109.41 Crossed 100 crores target

1990-91 128.10 Successful design and manufacturing

of 450 HP 3 Axel Diesel CCI

1991-92 155.82 Manufacturing of first 2600 HP

DESL for NTPC

1992-93 215.61 Successful designs and development

of 5000 HP

Thirstier Control Locomotive

1993-94 215.00 240 MVA power transformer

produced first time

1994-95 225.05 Unit has been awarded ISO 9001

certificate for quality

1995-96 238 AC/DC locomotive first time in India

1996-97 328.43 100 Th loco manufactured

1997-98 435.6 250 mva transformer produced

1998-99 287 development overhead equipment

oum test car

1999-00 218.96 Diesel hydraulic shunting

2000-01 120.71

2001-02 169.22

2002-03 209.34 ISO 14001 awarded and successful

manufacturing

2003-04 217 manufacturing tower car

2004-05 315 manufacturing synchronolift

2005-06 440 first times it will cross

2006-07 587 target of budget.

AN IMPACT FEATUREBHARAT HEAVY ELECTRICALS LIMITED

BRIGHTENING LIVES……POWERING PROGRESS

Establishment of B.H.E.L. At the time of independence, there was hardly any industrial infrastructure worth the name except perhaps the railways, post & telegraph and the only large steel mill of TISKO. Over two-third of India’s GNP was contributed by the agriculture sector and the country was woefully short of the basic ingredient for economic development, power. For a country with a population of 360 million in 1947, the total power generation was a meagre 1347 MW, with a per capita electric consumption of 14kWh. Led by Pt. Nehru’s vision, policy planners realized that without an adequate base to manufacture equipment required for generation, transmission and distribution of electric power, the desired levels of industrialization and economic development could not be achieved for the growth of the country. This led to the setting up of Bharat Heavy Electricals Limited (BHEL) in the late 1950s. Its mandate was to make the country self-sufficient in the indigenous manufacture of power equipment. The power equipment industry was thus established in India with setting up of the plant of BHEL at Bhopal in 1956 (under Heavy Electricals India Ltd. – HEIL). Subsequently, during the third five year plan, 3 more manufacturing plants were set up at HARIDWAR, HYDRABAD and TIRUCHIRAPALLI under BHEL. The formal merger of HEIL with BHEL happened in January, 1974. Since then, there has been no looking back and BHEL has fulfilled the objective of making India self-reliant in the field of power plant equipment. BHEL has the unique distinction of being one of the very few companies in the world, manufacturing all major power plant equipment under one roof. BHEL has become an icon of an incredible success story, from its humble inception to becoming the largest engineering enterprise of its kind in the country and one of the foremost companies in the international power arena.There are 125 organised players in the machine tools segment, followed by welded steel pipes and tubes (123) and material handling

equipments (50). There are as many as 34 public sector enterprises, with Bharat Heavy Electricals Limited (BHEL) being the largest engineering and manufacturing enterprise in the country. Engineering India Ltd, Hindustan Aeronautics Ltd. Crompton Greaves, HMT and Larson & Toubro comprise others players in the segment. A liberal policy regime, relaxation on import duties in some product categories and de-licensing of heavy electrical industry with 100% FDI allowed serve as icing on the cake. Quality control is gaining momentum, with more than 2,500 corporate in the engineering sector acquiring ISO 9000 accreditation. Many others are in the process of getting ISO certification. While India showed a magnificent growth in thermal generation in the past 50 years, a lot needs to be done in hydro and nuclear fronts.

The economy is slated to grow at over 8% in 2007-08. The future seems perfect, provided companies continue to focus on operational excellence through strategic planning. Indian corporate seems to be now setting the standards for themselves and offering world-class products and services. They are also marketing their products and services aggressively to thrive in the global competition.

“A plethora of engineering colleges across the country are training thousands of students in electronics and electrical engineering every year”.

With all its highs and lows, the heavy Electricals industry has managed to survive even in the most difficult situations, and today, when the market scenario seems favourable, it can look ahead for bigger gains.

STRENGTHS OF BHEL

“The customer is centric to all activities in a business organization. The

real challenge in all about marshalling the resources in pursuit of

customer excellence.”

BHEL is today, a multi-product company offering

over 180 highly sophisticates engineering products under one umbrella.

The company is one of the most successful public sector enterprises

consistently making profits since 1971-72 and paying dividends since

1976-77.

One of the strongest points of BHEL has been its

international competitiveness, which the company has successfully

proved by begging over 86% of power plant orders international

competitive bidding in the domestic market, since 1978.

BHEL’s inherent potential and consistently excellent

performance has resulted in it being chosen as the only engineering

“NAVRATNA” PUBLIC SECTOR ENTERPRIE.

The company has a committed workforce of 43,000

employees at 14 manufacturing division, 8 service centers, 4 power

sector regional centers and regional officers, besides project sites all

over India and abroad.

BHEL has a corporate R & D center at Hyderabad and product-based R

& D centers at its manufacturing division. Siemens, General Electric,

Alstom etc. BHEL’s investment in R & D in amongst the largest in the

corporate sector in India.

BHEL has filed 84 patents during 2005-06, taking the total

no. of patents to 339. In addition, 13 copyright applications were also

filed during the year.

The non-power business segment also includes

supplies to the Indian Railways.

The company has supplied over 55,000 traction

machines to the Indian Railways. Its traction electrics and AC/DC

locos power a railways network of over 12,000 kms.

A quality conscious organization with a strong customer

focus, BHEL has upgraded to the latest ISO-9001:2000 Version for all

its operations. To fulfill its corporate commitment towards protection

and conservation of the environment and ensuring that its products and

systems also meet such requirement, all the unit/divisions of BHEL

have been awarded ISO-14001 environmental management system

certification. As a responsible corporate in occupational health and

safety, BHEL has secured the prestigious OHSAS-18001 certification

for all its units/division.

A pioneer in Human Resource Development India. BHEL

realizes the value of quality human resource and that the development

of this critical resource as an imperative, in the current business

environment. As a step in this direction, aimed at encouraging

individuals to take up improvement projects for capability building and

for continuous improvement projects Reward Scheme (IMPRESS) has

also been introduced company-wide.

POWER FOR ALL, BY 2012

The heavy electrical equipment and engineering sector is taking giant

strides and is expected to flourish in the coming years, thank to liberal

policies regimes, globalization.

Heavy electrical and engineering is leading industrial production

segment in India. Conglomerates in the field offer a wide variety of

services and products for core sectors like power, oil and gas.

The country, which had only 1.300 mw of power capacity in 1947, has

an installed generating capacity of over 11,800 mw, nearly six decades

after independence. This has to be further increased to more than

20,000 mw in the next six years if the government has to accomplish it

mission of “POWER FOR ALL BY 2012”. About Rs. 80,000 crores

will be required for doubling the power capacity by that period. Of this,

Rs. 20,000 crores will required for the associated transmission system.

The $10- billion electrical industry can provide up to 5000 mw

generating sets, 400 kv AC, high voltage DC equipment and enough

equipment for setting up of nuclear power plants, steel plants and

petrochemical complexes.

India’s transformer industry has gained a dominant position at the

global level with companies foraying into joint ventures with

manufacturers abroad. Rotating machines industries, comprising

motors and generators, is meeting alternative power needs of SMEs,

MNCs, as well as the domestic sectors.

“Upgrading the technology and equipment has promised better

efficiency and increased reliability”.

The growth of the engineering sector can be attributed to end user

industries (refining, automotive, textiles, railways), strides in power

and construction sector, well developed supply chain qualified

engineers, and global manufacturers interest in India as an out sourcing

destination due to its cheap, yet skilled labour. Engineering exports

may notch up $30 billion by 2008-09, according to the Engineering

Exports Promotion Council.

Industrial machinery production rose from Rs. 8,932.24 million in

April- September 2003-04 to Rs. 11646.47 million in April September

2004-05, a growth of 30.39%. The production of machine tools shot up

from Rs. 10,782.86 million to Rs. 11,647.95 million in the same period

‘ELECTRICAL generators’ production went up from Rs. 4,438.87

million to Rs. 5,903.55 million, registering a remarkable jump to 33%.

NEW INITIATIVES FOR POWER CAPACITY ADDITION

Ministry of power has proposed Ultra mega power projects using coal-fired, environment friendly supercritical technology at five locations, totalling to 20,000 MW additional capacity in the 11 th and 12th Plans. Additionally, two new locations are in the process of identification.

To accelerate the hydro-power development, 50,000 MW hydro-electric initiatives were launched by the Prime Minister of India on May 24, 2003.

RAJIVE GANDHI GRAMEEN VIDYUTIKARAN YOJNA

Central government has launched this new scheme for providing access to electricity to all households in the country in five years. The scheme would be implemented through Rural Electrification corporation (REC).

Under the scheme 90% capital subsidy would be provided for the overall cost of the project.

Till February 2006, approximately 5,000 villages have been electrified during 2005-2006.

ROTATION REPORT

TRANSFORMER COMMERCIAL (TRC):

The objective of the department is interaction with the

customers. It brings out tenders and notices and also responds to them.

It is this department that bags contracts of building transformers. After

delivery regarding faults, this department does failures and

maintenance. All such snags are reported to them and they forward the

information to the concerning department.

One of the major task of this department is to earn decent profits over

all negotiations. Transformer industry has become very competitive.

The company offering the lowest price gets the contract but this

process may continue does the work on very low profits. To avoid such

a situation, a body by the name of India Electrical Manufactures

Association (IEMA) was set up. This association helps to maintain a

healthy competitive atmosphere in the manufacturing of electrical

appliances.

The main work of the TRC is classified as: -

Tenders and notices.

Interaction with design department.

Place of the work.

Approximate cost of the work.

Earnest money.

The place and time where contract documents can be seen.

The place and time where tender documents can be obtained.

The time up to which the tender documents will be sold.

The amount if any to be paid for such documents.

The place and the date and the time when tenders are to be submitted

and are to be opened.

TRANSFORMER ENGINEERING (TRE):

The transformer manufactured in BHEL Jhansi range from 10 MVA

to 240 MVA and up to 220 KV. The various transformer manufactured

in this unit are:-

Power transformer

a) Generator transformer

b) System transformer.

c) Auto transformer.

Special transformer.

a) Freight loco transformer.

b) ESP transformer.

c) Instrument transformer.

d) Dry type transformer.

All above types are oil cooled except dry type, which are air-cooled.

The generated voltages at the power station are 6.9 KV, 11 KV and

13.8 KV but due to certain advantages like economical generation 11

KV is the most widely used. For this voltage needs to be stepped up.

Transmission at high voltage is desirable because it results in lesser

losses, needs thinner wire and hence is economical. If the current is

kept high the copper losses become very high but iron losses are

practically constant.

In certain cases the required voltage may be less than the output

voltage, so in order to obtain it we require a tapping circuit. The output

voltage may have a certain percentage variation, which may be tapped

in 4 or 6 equal steps.

The type of tap changer depends on the application of the transformer.

Where a continuous power supply is not required an Off Circuit Tap

Changer (OCTC) may be used. Where a continuous power supply is a

must e.g. at a sub station in cities etc. On Load Tap Changer (OLTC) is

used.

FABRICATION :

Fabrication is nothing but production. It comprises of 03 bays

i.e., Bay0, Bay1 &Bay 2.

BAY-0:

It is the preparation shop while the other two bays form the

assembly shop.

This section has the following machines :

o Planner machine – To reduce thickness

o Shearing machine

o CNC / ANC Flame Cutting machine – To

cut Complicated shaft items using Oxy-

Acetylene flame

o Bending machine

o Rolling machine

o Flattening machine

o Drilling machine

o Nibbling machine

o Pantograph flame cutting machine

BAY-1:

It is an assembly shop where different parts of tank come from

bay 0.Here welding processes are used for assembly, after which

a rough surface is obtained Grinder operating at 1200 rpm is used

to eliminate the roughness.

BAY-2:

It is an assembly shop dealing with making different objects

mentioned below.

1-Tank assembly 5-cross feed assembly

2-Tank cover assembly 6-core clamp assembly

3-End Frame assembly 7-pin and pad assembly

4-foot assembly

Before assembly, short blasting (firing of small materials i.e.,

acid picketing) is done on different parts of jobs to clean the

surface before painting.

After assembly some tests are done known as NON

DESTRUCTIVE TEST

1. Ultrasonic test: to detect the welding fault on the CRO at

the fault place high amplitude waves are obtained.

2. Die Penetration test: Red solution is put at the welding and

then cleaned. After some time white solution is put. Appearance

of a red spot indicates a fault at the welding.

3. Magnetic crack detection: Magnetic field is created and

then iron powder is put at the welding. Sticking of the iron

powder in the welding indicated a fault.

4. X-Ray Test: It is same as human testing and the fault is

seen in X-ray film.

BAY-3:

Here are basically three sections in the bay:

1. Machine section

2. Copper section

3. Tooling section

MACHINE SECTION :

The operations to form small components of power and traction

transformer are done in this section. The shop consist of

following machines:

CENTRAL LATHE: it consist one tailstock, headstock, lower

part of tailstock is fixed and tail stock spindle is moving. On this

machine facing, turning and threading is done

TURRET LATHE: its function is same as central lathe but it is

used for mass production. Here turret head is used in presence of

tailstock because turret head contains many tailstocks around six.

CAPSTAN LATHE: It is belt drive.

RADIAL ARM DRILLING MACHINE: It is used for drilling

and boring.

HORIZONTAL BORING MACHINE: It is computerized and

used for making bore, facing etc.

MILLING MACHINE:

a) Horizontal milling machine: It is used for making gear and

cutting operations.

b) Vertical milling machine: By the machine facing cutting,

and T-slot cutting is done

COPPER SECTION:

All the processes related to copper are done here.

TUBE SLITTING MACHINE: This machine is developed here

and is used for cutting the tube along its length and across its

diameter. Its blade thickness is 3mm.

SHEARING MACHINE: Ii is operated hydraulically and its

blade has V-shape and a thickness of 15mm

DIE AND PUNCHING MACHINE: It is also hydraulically

operated and has a die and punch for making holes.

HYDRAULIC BENDING MACHINE: It is used for bending

the job upto 90°.

SHEARING MACHINE: It is fully mechanical and is used to

cut the job along its width.

FLY PRESS MACHINE: It is used to press the job. It is

operated mechanically by a wheel, which is on the top of the

machine.

BEND SAW MACHINE: This machine is used for cutting job

having small thickness. It has a circularly operated blade, around

5.1 mar long.

WATER COOLED BRAZING MACHINE: It contains two

carbon brushes. The sheet is put along with a sulphas sheet and

the carbon brushes are heated. A Lap Joint is formed between the

sheets as the sulfas sheet melts.

LINCING BELT MACHINE: It creates a smooth surface.

HYDRAULIC PRESS MACHINE: To press the job.

SOLDER POT MACHINE: It has a pot that contains solder.

Solder has a composition of 60% Zn and 40% Pb.

TOOLING SECTION :

In this section the servicing of tools is done.

BLADE SHARP MACHINE: It sharpens the blade using a

circular diamond cutter. Blade of CNC cropping line machine is

sharpened here.

MINI SURFACE GRINDER MACHINE: It serves grinding

purposes. It has a grinding wheel made of “Aluminium Oxide”.

TOOL & SURFACE GRINDING MACHINE: This is

specially used to grind the tools used in Bay 7.

DRILL GRINDING MACHINE To grind the drills.

BAY 4:

It is the winding section.

TYPES OF WINDING:

1. Reverse section winding.

2. Helical winding

3. Spiral winding

4. Interleaved winding

5. Half sectional winding

There are four TYPES OF COIL fixed in a transformer, they

are:

1. Low voltage coil (LV)

2. High voltage coil (HV)

3. Tertiary coil

4. Tap coil

The type of winding depends upon job requirement. Also, the

width and thickness of the conductors are designed particulars

and are decided by design department. Conductors used for

winding is in the form of very long strips wound on a spool, the

conductor is covered by cellulose paper for insulation.

For winding first the mould of diameter equal to inner diameter

of required coil is made .The specification of coil are given in

drawing. The diameter of mould is adjustable as its body is made

up of wooden sections that interlock with each other. This

interlocking can be increased or decreased to adjust the inner

diameter of coil.

The moulds are of following types:-

1. Belly types

2.Link types

3. Cone type

BAY-5:

It is core and punch section. The lamination used in power, dry,

ESP transformer etc for making core is cut in this section.

CRGO(cold rolled grain oriented) silicon steel is used for

lamination, which is imported in India from Japan ,U.K.

Germany. It is available in 0.27 and 0.28 mm thick sheets, 1mt

wide and measured in Kg.The sheet s are coated with very thin

layer of insulating material called “carlites”.

For the purpose of cutting and punching the core three machines

are installed in shop

1. SLITTING MACHINE: It is used to cut CRGO sheets in

different width. It has a circular cutter whose position can be

changed as per the requirement.

2. CNC CROPPING LINE PNEUMATIC: It contains only one

blade, which can rotate 90° about the sheet .It is operated

pneumatically.

3. CNC CROPPING LINE HYDRAULIC: It is also used to cut

the CRGO sheet. It contains two blades, one is fixed and the other

rotates 90° above the sheet. It is operated hydraulically .M4

quality sheet 0.23-0.33 mm thickness is used

BAY-6:

Single-phase traction transformer for AC locomotives is

assembled in this section. These Freight locomotive transformers

are used where there is frequent change in speed. In this bay core

winding and all the assembly and testing of traction transformer

is done.

Three-phase transformers for ACEMU are also manufactured in

this section. The supply lines for this transformer is of 25 KV and

power of the transformer is6500 KVA.

The tap changer of rectifier transformer is also assembled in this

bay. Rectified transformer is used in big furnace like the thermal

power stations / plants ( TPP).

BAY-7:

This is the insulation shop. Various types of insulations are

1-AWWW: All Wood Water Washed press paper.

The paper is 0.2-0.5mm thick cellulose paper and is wound on the

conductors for insulation.

2-PRE-COMPRESSED BOARD: This is widely used for

general insulation & separation of conductors in the forms of

blocks.

3-PRESS BOARD: This is used for separation of coils e.g. L.V.

from H.V. It is up to 38 mm thick.

4-UDEL: UnDemnified Electrical Laminated wood or

Permawood

This is special type of plywood made for insulation purposes.

5-FIBRE GLASS: This is a resin material and is used in fire

pron areas.

6-BAKELLITE

7-GASKET-It is used for protection against leakage.

8-SILICON RUBBER SHEET-It is used for dry type

transformer.

The machines used for shaping the insulation material are:-

1-Cylindrical machines

2-Circle cutting machine

3 Scarfing machines

4-Punching press machine

5-Drilling machine

6-Guilletin machines

7-Bench saw (spl for OD)

8-Jig saw (spl for ID)

9-Circular saw

10-Linesin machines

BAY 8:

It is the instrument transformer and ESP transformer

manufacturing section.

INSTRUMENT TRANSFORMER -

These are used for measurement. Actual measurement is done by

measuring instruments but these transformers serve the purpose

of stepping down the voltage to protect the measuring instrument.

They are used in AC system for measurement of current voltage

and energy and can also be used for measuring power factor,

frequency and for indication of synchronism. They find

application in protection of power system and for the operation of

over voltage, over current, earth fault and various other types of

relays.

They are of two types.

1-Current transformer (CT)

2-Voltage transformer (VT)

CURRENT TRANSFORMER-

It is a step down transformer. High current is not directly

measured by the CT but is stepped down to lower measurable

voltages.

BODY :

The main body is a bushing, which houses the winding

and also acts as an insulator.

The CT has a bottom and top chamber.

The top chamber is a cylindrical tank of mild steel. It has

terminals for connection of HV coils. It also has a glass

window to indicate the oil level.

Below the top chamber is the bushing made of porcelain. It

has several folds or “rain sheds” to provide a specific electric

field distribution and long leakage path. Some bushings are

cylindrical while modern ones are conical as amount of oil

porcelain used is reduced without any undesirable defect.

Bottom chamber houses the secondary winding. There is

also connection box to which the connection of the low voltage

(LV) coil is made.

WINDINGS:

The primary winding consist of hollow copper/aluminium pipe

bent in form of a ‘U’ aluminium is used for low rating. For higher

rating a set of wires is passed through the pipe. For still higher

ratings, a copper pipe is used and for highest rating copper pipe

with copper wires passing through it is used. This arrangement

depends on the current carrying capacity. The bent portion of

primary as in the bottom chamber where as the free end is the top

chamber. The straight portion lies inside the bushing.

The primary is wound with crepe paper insulation. The thickness

of the insulation goes in increasing as we go downwards in the

bottom chamber. The free ends are provided with ‘ferrules’,

which are, small hollow cylinders through which wires can pass

connection to the primary are made through these ferrules.

The secondary is divided in a number of coils for different set of

tapings. Connections are different tapings are made in connection

box. Each coil has an annular core of CRGO (silicon steel). The

wire use is insulated copper wire. The winding may be done both

manually and by machine. After winding the coils are covered

with paper tape insulation. The coils are then slipped into both the

legs of the primary winding and connections are made in

connection box for different tapping.

VOLTAGE TRANSFORMERS:

This is also a stepped down transformer. The outer construction is

same as that of the CT that is this also has a top chamber, bushing

and a bottom chamber. The difference is only in the winding.

WINDINGS:

The primary winding is of the thick wire having a few turns. The

winding is heavily insulated with paper insulation. It has a hollow

cylinder passing centrally through it, which houses the secondary

winding. The clean and painted with either enamel or epoxy

paint. The customer gives the choice of paint. Epoxy paint is

generally used in chemical plants and seashore installation.

Terminals are then mark and ratings and diagram plate is fixed.

The job is then sent to the shipping department, which takes care

of its dispatch by packing it in the wooden boxes.

ESP TRANSFORMER:

The Electrostatic Precipitator transformer is used for

environmental application. It is used to filter in a suspended

charge particle in the waste gases of an industry. They are of

particular use in thermal power stations and cement industry.

The ESP is a single-phase transformer. It has a primary and

secondary. The core is laminated and is made up of CRGOS. It is

a step up transformer. An AC reactor is connected in series with

primary coil. The output of the transformer must be DC the is

obtained by rectifying AC using a bridge rectifier (bridge rectifier

is a combination of several hundred diodes). A radio frequency

choke (RF choke) is connected in series with the DC output for

the protection of the secondary circuit and filter circuit. The

output is chosen negative because the particles are positively

charged. The DC output from the secondary is given to a set of

plates arrange one after the others. Impurity particles being

positively charged stick to these plates, which can be jerked off.

For this a network of plates has to be setup all across the plant.

This is very costly process in comparison with the transformer

cost. A relive vent is also provided to prevent the transformer

from bursting it higher pressure develops, inside it. It is the

weakest point in the transformer body. An oil temperature

indicator and the secondary supply spark detector are also

provided.

One side of the transformer output is taken and other side has an

‘marshalling box’ which is the control box of the transformer.

BAY-9:

In this bay power transformer are assembled. After taking

different input from different bays 0-9 assembly is done

Power transformer is used to step and step down voltages at

generating and sub-stations. There are various ratings –11KV,

22KV, manufactured, they are

a) Generator transformer.

b) System &

c) Autotransformer.

A transformer in a process of assemblage is called a job. The

design of the transformer is done by the design department. & is

unique of each job; depends on the requirement of customer. The

design department provides drawing to the assembly shop, which

assembles it accordingly.

The step involved in assembly are:

1. Core building

2. Core Lifting.

3. Unlacing.

4. Delacing and end-frame mounting.

5. High voltage terminal gear and low volt terminal gear

mounting.

6. Vapour phasing and oil soaking

7. Final servicing and tanking.

8. Case fitting.

Core Building:

It is made of cold rolled grain oriented steel ‘CRGO’. The

punched core is sent to this shop from core punching shop. Here it is

assembled with the help of drawing a set of 4 laminations is called a

packet. The vertical portion of the core is called a ‘leg’ the horizontal

one is called as ‘yoke’. Packets of both are interlinked. It is

undesirable to keep the X section of core circular to provide low

reluctance part with out air space. A perfect circle can not be made

so the core is stepped to achieve a near circle. Whatever spaces left

are filled with thin wooden rod. After core building the end frames

are bolted. The bolts are insulated from the core.

Core Lifting:

The core is lifted by a crane and is placed vertical. The rest

of assembly is done on the core in this position.

Unlacing & Core Coil Assembly:

The yoke of the core is removed using crane. Bottom insulation

in form of 50MM thick UDEL sheets is placed PCB and press

board are also used for filling the gap and to provide a good base

for the coil to rest. The coil are then lowered primary, secondary,

tertiary and tap in that sequences.

Replacing & End-frame Mounting :

After lowering a coil the top insulation similar to the bottom one

is provided. The removed yoke is placed end-frame bolted back

into its position.

The connections are then made as per drawings. All the

conductors are insulated using crepe paper. Brazing copper

makes the connections. For brazing silphos is used.

The following tests are done during re lacing:

1. Megger Test.

2. Ratio test.

3. Meg current / High Volt test.

Testing at this stage is called pre testing. This is essential because

if false are seen at a later stage, whole of the transformer will

have to be dissembled.

H.V.T.G & L.V.T.G. :

Terminals gears are accessories provided at high voltage and low

voltage terminals. Main device used is tap changer. Tap changer

can be on load or offload. In offload type the supply has to be

tripped, then the tapings changes but in on load type the tapings

can be changed while the supply is on. On load tap changer

(OLTC) are used where the supply is desired to be continuous.

The upper portion of the OLTC contains mechanism by which

tapping is changed. There is switch which changes tap in very

small type (Micro-seconds). But there is a possibility of sparking.

To get rid of it, OLTC IS filled with oil. The bottom part houses

the terminals and the mechanism, which makes automatic

connections.

The terminals are made of thick aluminium strips.

Vapour Phasing & Oil Soaking:

It is well known fact that water (impure) is a conductor

electricity. Therefore, moisture presence in transformer will

effect insulation, the process of moisture removal from

transformer is called vapour phasing.

The job is put in dummy type and place in a vacuum vessel. It is

an airtight chamber with heating facilities. A solvent vessel is

released is the chamber which enters all transformer parts and

insulations. It absorbs water rapidly. The job is heated in vacuum.

All the solvent vapours are sucked out with moisture. Metals

contain no moisture but a lot of insulations is provided which

contains this moisture and if not taken care of, may burst the job

After moisture removal tank is filled with transformer oil and

soaked for at least three hours, so that every gets wet with oil.

The job remains in vessel for three days during phasing. It is then

taken out of the vessel and also out of the dummy time.

Final Servicing & Tanking :

After taking the job out of dummy time all the parts retightened

any other defects are rectified and job is retimed in mild steel

tank. After tanking oil is filled.

Case Fitting:

The accessories are fixed and final touches given to job. The

accessories include tank cover, fixing bushing, fixing valves etc.

The terminals are marked and R and D. (Rating and Diagram)

plate is fixed. Bolting and not riveting because it may require

maintenance and hence opening close the tank.

Bushings are hollow to provide a passage for conductor; oil is

filled inside the hollow spaces for better insulation. Bushing is

built on a mild steel base, which is bolted to bottom chamber with

a cork gasket in vacuum.

The bottom chamber is mild steel tank with a steel frame attached

to its base for earthling. This chamber houses the secondary

winding.

STORE:

There are three sections in store:

Control Receiving Section

Custody Section

Scrap Disposal Section

FUNCTIONS:

list of material coming in stores is prepared and Quality Control

people are called for inspection. If material is found as per

standard, SRV (Store Receipt Voucher) is issued for each

material. A total of 08 SRV’s are prepared. Some materials such

as Silicon oil, Transformer oil, Insulating material etc are directly

stored in the Bays.

LOCOMOTIVE PRODUCTION(LMP):

There are two products

Alternating Current Locomotive (ac Loco)

WAG-5H

AC./D.C. Loco

o WCAM-2P

o WCAM-3

W-broad gauge A-running in AC mode

C-running in DC mode G-hauling goods train

P-hauling passenger train M-hauling passenger&

goods train

Diesel Electric Locomotive Shunting (DESL)

350 HP

700 HP

o Single Power Pack (SPP): One 700 HP m/c is made as a

single unit. It is a meter gauge locomotive.

oTwin Power Pack (TPP): 2 350HP m/cs are combined in 1

engine & can be operated individually or in combination

depending on the load.

450 HP

1400 HP

1150 HP

1350 HP

2600 HP

1150 HP and 1350 HP DESL s are non-standard locomotives and

are modified versions of 1400 HP DESL based on requirement of

customer.

Under mention are the new non-conventional products designed

and developed for Indian Railways based on their requirement.

OHE (Overhead electric) recording and testing cars

UTV(Utility vehicle )

RRV(Rail cum road vehicle)

DETV( Diesel electric tower car)

BPRV(Battery power road vehicle)

BCM(Blast cleaning machine)

200 T Well wagon for BHEL Haridwar

Metro Rake-Kolkata Metro Railways

LOCOMOTIVE MANUFACTURING (LMM):

This section deals with manufacturing of locomotives.

The main parts of the locomotive are

Under frame: The frame on which a locomotive is built

Super structure: The body of locomotive is called

superstructure or Shell and is made of sheet of Mild steel

DC motor

Alternator

Compressor

Flower

Static Rectifier-MSR

Static Converter-SC

Exchanger

Bogie-The wheel arrangement of a loco is called a bogie. A

bogie essentially contains

1-wheel axle arrangement

2-Suspension

3-Brake rigging

Traction transformer: It is fixed on under frame and gets

supply from an overhead line by equipment called pantograph.

The type of pantograph depends on supply. This transformer

steps down voltage and is fitted with a tap changer. Different taps

are taken from it for operating different equipment. One tap is

taken and is rectified into DC using MSR and is fed to the DC

motor.

Railways has two types of power supplies – 25 KV , 1

Phase ,50hz AC

-1500 V DC

An AC/DC loco is able to work on both of these supplies. For

e.g. WCAM-3.

WORK ENGINEERING & SERVICES (WE&S )

This department looks after the commissioning and maintenance

of all the machinery used in the factory. It also has 3 two-stage air

compressors for supplying compressed air to the various bays.

The department has 03 different divisions :

Electrical Engg

Electronics Engg

Mechanical Engg

ELECTRICAL ENGINEERING: This division looks after all

the electrical machinery and power distribution of the factory.

Snags detected in the system are immediately reported to this

dept by the concerning dept.WE&S takes prompt action to rectify

it.

The factory has a feeder of 11KV .The total load sanctioned for

the factory is 2500MVA

But the maximum demand reaches the range of 1700-2000 MVA.

here are various sub-station (SS) inside the factory, for

distribution of power to different sections.

SS -1 Supplies Bay-6 to Bay –9

SS -3 Supplies Bay 1to Bay-4

SS -4 Supplies Boiler and loco plant

SS -5 Supplies Bay -5

SS -6 Supplies Administrative building

TECHNOLOGY:

This department analyses the changes taking place in the world.

and suggest changes accordingly. This is very important because

the products must not get obsolete in the market otherwise they

will be rejected by the customer.

FUNCTIONS:

Technology functions can be classified as :

Processing Sequence: The sequence of process of

manufacturing is decided for timely and economic completion of

the job.

Operation time estimate : It includes incentive scheme

management

Allowed operation time: It includes incentive amount

Facilities identification: It includes looking for new

equipment or plant or tools to increase productivity

Special process certification: Special processes are the

ones requiring expertise for example identifying errors, cracks,

air bubbles in welding

Special tools requirement: Special tools are allotted, if

possible, when required else the design has to be reconsider.

Productivity projects compilation: It includes the initial

analysis of the problem and their appropriate solution to enhance

productivity.

The principle of working is that

“IF YOU DO NOT MAKE THE CHANGES IN YOUR

COMPANY, THE CUSTOMER WILL CHANGE YOU”.

BUS DUCT:

Bus ducts are used as connections between generators and

transformers. They are used in power connections over 150 MV. The

question now arises why are bus duct preferred over ordinary

conductors, in such connections? In high power applications, insulation

is the major problem and frequent insulation breakdown occurs. If this

does happen then there is a possibility of shorting of conductors and

hence serious damage may occur t both the transformer and generator.

Bus ducts are hollow pipes made of aluminium. The cross-section of

these ducts depends on the requirement of the customer and is done by

the design department. The cross-section may have different shapes

circular, square, hexagonal, octagonal etc. the casing is also made of

aluminium sheets. Although aluminium is not as good a conductor as

copper still is preferred over it because it is lighter than copper.

Moreover it is cheaper than copper.

Bus ducts are of two types: - (i) Segregated bus ducts.

(ii) Isolated bus duct

In segregated bus ducts one casing is divided into three separate

chambers for three phases. In the isolated bus duct each phase is

provided with a separate casing. The conductor i.e. the duct is

separated from the casing by porcelain or epoxies (chemical)

insulators.

The bus duct assembly contains three cubicles: -

P.T and S.P cubicle.

N.G cubicle.

L.A.V.T cubicle.

These cubicles have the circuits and the controls of the bus duct

assembly. The connections may be star or delta. The line enters from

the top of the top of the top chamber. The top chamber has the neutral

side and the line side. On each side there are three terminals of

aluminium to provide connections. The bottom chamber lies below the

top chamber. These chambers are provided just below the generator.

CENTRAL QUALITY SERVICE:

First we get acquainted with a few terms concerning this department.

QUALITY

It is the extent to which products and services satisfy the customer

needs.

QUALITY ASSURANCE

All those plants and systematic action necessary to provide adequate

confidence that a product or service will satisfy the given requirement

is called quality assurance.

QUALITY CONTROL

The operational technique and activities that are used to fulfil

requirement for quality are quality control.

QUALITY INSPECTION

Activities such as measuring, testing, gauging one or more

characteristics of a product or service and comparing these with

specified requirement to determine conformity are termed quality

inspection.

INDUSTRIAL RELATION

1. Industrial relation:- The concept

Industrial relations are viewed as the process by which people and their organisation interact at the place of work to establish the terms and conditions of employment.

The term “industrial relation” commonly denotes” employee-employer relations” in both organised and unorganised sectors of the economy.

Industrial relations also known as labour-management relationship or labour relations.

The basic thrust of the discussion is to examine the relationship between the management, workers and the trade-unions representing the work force.

2. Features of industrial relation 1- Industrial relations do not emerge in vacuum. They are born out of “employment- relationship” in an industrial setting without the existence of two parties i.e. labour and management, this relationship cannot exist. It is the industry which provides the environment for industrial relations.2- Industrial relations are characterized by both conflict and co-operation. This is the basics of adverse relationship. So the focus of Industrial relations is on the study of attitude, relationship, practices and procedures developed by the contending parties to resolve or at least minimize conflicts.3- As the labours and the management do not operates in the isolation but are part of large system. So the study of industrial relation also includes vital environmental issues like technology of work place, country’s socio- economic and political environment, nation’s labour policy, attitude of trade-union, workers and employers.

4- Industrial relations also involve study of conditions conductive to labour, management co-operation as well as they practices and procedures required to elicit the desired the co-operation from both the parties.5- Industrial relations also study the law, rules, regulations, agreements, award of court, tradition as well as policy framework laid down by the government for the eliciting co-operation between labour and management.

2. Principles of sound industrial relations Maintenance of sound Industrial relations is as critical and difficult as that of human relation. Hence, the following principle should be followed to maintain sound Industrial relation.

1. Recognition of the dignity of the individual and of his right to personal freedom and equality of opportunity.

2. Mutual respect, confidence, understanding, goodwill and acceptance of responsibility on the part of both employer, management and workers and their representative in the exercises of the rights and duties in the operation of the industry.

3. Similarly, there has to be an understanding between various organisations of employers and who represent the management and workers.

FUNCTION OF INDUSTRIAL RELATION

Function of Industrial relation include:-1. Communication is to be established between workers and the management in order to bridge the traditional gulf between the two.2. To establish a rapport between managers and the workers.3. To ensure creative contribution of trade unions to avoid industrial conflicts, to safe-guard the interest of workers on the one hand and the management on the other hand, to avoid unhealthy, unethical atmosphere in an industry. 4. To lay down such consideration this may promote under-standing, creativity and cooperativeness to raise industrial productivity, to ensure better workers participating.

COMPONENTS OF INDUSTRIAL RELATION

According to JOHN T. DUNLOP, “Industrial societies necessarily create industrial relation defined as the complex of interrelations among workers, management and workers”.There major participants or actors of Industrial relation:-1. Workers and their organization.2. Management.3. Government.

FACTOR AFFECTING INDUSTRIAL RELATION

The Industrial relation system of an organization influenced by a variety of factors. A few important are:-1. Institutional Factors- Under institutional factors are include items like stage policy, labour laws, voluntary codes, collective bargaining agreements, labour unions, employers organizations/federation Act.

2. Economic Factors- Under economic factor are included economic organizations. (socialist, communist, capitalist) type of ownership, individual, company- whether MMC or domestic, government economic cycle etc. These variable influence Industrial relations in myriad ways.

3. Social Factor- Under social factor items like social group (like caste or joint family) creed, social values, norms, social status (high or low) influences industrial relation in the early stage of industrialization, these factors gradually lose their entity but one cannot overlook their importance.

4.Technological factors-Under technological factors fall items like work method, type of technology used, to cope with emerging trends etc. These factor considerably influence the industrial relation. OTHER FACTORS ARE-

5.PSYCHOLOGICAL FACTORS

6.POLITICAL FACTORS

7.ENTERPRISE-RELATED FACTORS

8.GLOBAL FACTORS

INDUSTRIAL RELATION IN

B.H.E.L., JHANSI

B.H.E.L. JHANSI is one of the production unit which is achieving

success in every sphere of power sector and locomotives.

The credit goes to both the management and workers.

In BHEL JHANSI, there are mainly 7 trade unions which are in

contract with the management for the workers enlistment.

In JHANSI unit, the industrial relation between the

management and trade unions are very sound i.e. very good

industrial relations.

In Jhansi unit the healthy labour-management relation develops due to

following condition:-

(1) In BHEL Jhansi, the existence of strong, well-organized,

democratic and responsible trade unions and associations of employer.

These organizations enhances job security of employees, help in

increased workers participation in management and give labour a

dignified role in a society. These associations in BHEL Jhansi also tend

to create vantage ground for negotiation, consultations and discussions

on a mutual basis which ultimately lead to good labour-management

relationship.

(2) The spirit of collective bargaining and willingness to take

recourse to voluntary arbitration. The collective bargaining recognizes

equality of status between the two conflicting groups and prepares the

ground in an atmosphere of trust and good will for discussions,

consultations and negations on matters of common interest to both

industry and labour.

BHEL JHANSI the collective bargaining, plant discipline and

union relation are the principle items which form the core of

industrial relations.

(3)Besides all these, welfare works whether statutory or non-statutory,

provided by the BHEL MANAGEMENT. Trade-unions and employers

create, maintain and improve labour-management relations.

IN BHEL JHANSI, INDUSTRIAL DEMOCRACY

exists in which labour have the right to be associated with the

management which is an important factor in this plant for maintaining

very good industrial relation.

IN BHEL, for industrial democracy worker’s

participation in management occurs through the JCM, plant council,

shop councils and other committees.

The main councils and committees which exist in BHEL,JHANSI are-

1. PLANT COUNCIL.

2. SHOP COUNCIL – 1(Production transformer & PPC)

3. SHOP COUNCIL – 2 ( Loco PPC, BUSDUCT & FBM)

4. SHOP COUNCIL- 3 ( Design, Productivity & Main store, FCX)

There are nine committee exist in BHEL JHANSI. They are-

1. NATIONAL FESTIVAL ORGANIZES COMMITTEE.

2. CULTURAL COMMITTEE

3. PROVIDENT FUND COMMITTEE

4. SAFETY COMMITTEE

5. CANTEEN COMMITTEE

6. MEDICAL COMMITTEE

7. TOWNSHIP COMMITTEE

8. BHEL EDUCATION COMMITTEE

9. SPORTS AND WELFARE COMMITTEE

The trade unions members become the part of such

committees.

STYLE OF MANAGEMENT IN BHEL JHANSI:-

Every the industry believe to sound i.e. very good relationship with the

workers through trade-unions as medium so was the case in BHEL,

JHANSI.

In BHEL JHANSI, participative style is adopted by the

BHEL management. Under this type, labour is treated on an equal

footing by management i.e. neither as a “commodity” nor as a “child”

but as an ally and a friend, even a partner in the joint endeavor of

improving the efficiency and productivity of the enterprise.

Very sound personal policies are adopted by the BHEL

jhansi management so that very good industrial relation is maintained

in the industry and plant go on the path of productivity and success.

Statuary and non-statuary welfare in the worker’s

favours are provided and supported by the BHEL management.

Besides all this, BHEL management had provided white

passes, telephone connections. Mobile connection, space for office,

furniture for the trade-unions so that good industrial relation being

maintained.

As a social responsibility, BHEL management had

adopted a nearby village providing primary level education and

facilities for the factor which maintained good relation with the trade-

unions.

BHEL management always supports the fair,

democratic and free trade union election in jhansi unit which

maintains very good Industrial relations.

TRADE-UNIONS IN B.H.E.L., JHANSI

1.BHEL SHARAMIK SANGH(BMS)-

It is an active union from the establishment of Jhansi unit BHEL.

Sharamik sangh is very influence from the starting years of foundation

in 1975 elections. It was placed at IInd position & emerged as strong

opposition union. In initial era of its emergence one representative of

BMS got the opportunity to represent the joint committee and also got

the chance to took to management. BMS representative above got the

opportunity to represent the different committees.

In July 2002 JCM election, BMS secured the highest vote stood at

first position which is 33.62% of total votes. As it is secured more than

10% vote it got the chance to represent the joint committee & councils.

BHEL sharmik sangh affiliated with BMS (Bhartiya Mazdoor Sangh).

2. BHARAT HEAVY ELECTRICALS MAZDOOR

UNION JHANSI(CITU)-

It is also active from the initial years of foundation but it is not much

effective among workers. In recent years it gained popularity among

the workers through maintaining deep personal relationship with

workers to improve their living standard. In 2002, JCM elections it

secured 20.10% vote & placed at IInd position CITU has the right to

talk to most & it is affiliated with CITU(CENTER OF INDIAN

TRADE UNION).

3. HEAVY ELECTRICALS SHRAMIK TRADE

UNIONS(HMS)-

After the establishment of jhansi unit, there were five- trade unions

which are active, heavy trade unions is one of these.

If we go through the study of history of heavy

electrical shramik trade unions, it was not influence in organization.

But after 1985 when it stake its struggle against management for the

safe guards among workers eventually it emerged as a strong unions in

1997 elections and gained IInd position. But it didn’t retain its position

so as. In 2002, JCM elections placed at IIIrd position. It is affiliated

with HMS (HIND MAJDOOR SABHA).

4. BHEL KARAMCHARI UNION-

It is newly born union in BHEL. It is existing in unit from

last seven years basically it is originated from the personal differences

of INTUC which was pertaining to leadership of union (INTUC).

In 2002 election it emerged as new rising stars & placed

4th position among seven union.

OTHERS UNION ARE:-

5. BHEL WORKERS TRADE UNION:-

This union is also active from the foundation year of unit. This union was never

able to make good position in its weak leadership and neutral attitude towards

workers. Its effectiveness always is negligible in unit. But in last few years its

gradually increasing and make the workers feel about its presence and emerged

as active and aware unit.

Eventually in 2002 elections, its got 119 votes and stood at 5th position. It is

affiliated with AITUC (All India Trade Union Congress).

1. BHEL EMPLOYEE UNION :-

Its is also active from establishment of unit. After the establishment, in its earliest

JCM election BHEL employees trade union placed at first position for 20 years.

But because of its neutral attitude towards workers and closeness to most made

its unpopular among workers.

Eventually they had to pay for that in 1997 election it placed at 5th place and in

2002 election it continue to loose its reputation and placed at 6th position. It got

only 78 votes which was only 6.67% of total votes. It is affiliated with INTUC

(The Indian National Trade Union Congress).

2. BHEL KARAMCHARI SANGH :-

It became active in unit from nineties. It was never recognized as strong union,

the reason behind it was weak leadership lack of struggling nature &lack of

awareness which made its presence negligible.

In 2002 JCM election it secured only 60 votes (4.47%) &stood at & 7th position.

It is not affiliated with any trade union.

These are the certain provisions in BHEL Jhansi which maintains a

“HEALTHY RELATIONSHIP” between “LABOUR –

MANAGEMENT”.

One of the important factor which is also very important in maintaining

good industrial relationship is that in BHEL Jhansi every provision

given in factory act and labour loss or in other acts is followed by

management.

WELFARE FACILITIES

Welfare service may broadly be classified into two categories:-1. Intramural activities as rest centers, canteens, uniforms, library, medical aid, subsidized food, and shift allowance etc.

2. Extramural activities which are undertaken outside the establishment such as family planning, child welfare, cooperative stores, credit societies, vocational guidance, holiday homes, leave travel facilities, transport to and from the place of work etc.

Labour welfare work may also be divided in to two categories:-1. Statutory welfare work comprising the legal provisions in various pieces of labour legislation.

2. Voluntary welfare work includes those activities, which are undertaken by employers for their workers voluntarily. Many employers now a day offers the following welfare amenities voluntarily.

Statutory Employee’s Welfare Provision

Employers are required to offer welfare facilities to workers under different labour laws. These are given below:

The Factories Act 1948

This act provides the following services to worker: Washing facilities to male and female workers separately. Facilities for storing and during clothes. Facilities for occasional rest for workers who work in a standing position for long hours. First aid boxes or cup boards one for every 150 workers and the ambulance facilities if there are more than 500 workers. Canteens, where there are more than 250 workers. Shelters, rest rooms and lunchrooms where over 150 workers are employed. Creche, if 30 or more workers are employed. Welfare officer, if 500 or more workers are employed.

Non-Statutory Employees Welfare

(1) Education: A scheme of workers education was envisaged on all India bases by the government of India, way back in 1957. The scheme had four main objectives. To develop strong unions through trained officials and more enlightened members. To develop leadership from the rank and file. To equip organised labour to take its place in 9 democratic societies and discharge its social and economic function. To promote among workers a greater understanding of the problems of their economic environment and their privileges and obligations as unions members and official and as citizen. After assessing the scheme the National Commission on labour, 1969 (NCL) felt that scheme is not perfect and requires improvement. The committee on labour welfare 1969 recommended that trade unions should assume on active role in educating workers and run school for promoting literacy among the children of workers. To be effective the programme of workers education should be formulated administered and implemented by the trade union themselves.

(2) Transportation:

The committee on labour welfare 1969, recommended the provision of transport facilities to workers so that they can reach the work place punctually and comfortable, most employers have, how even recognised the workers need for transport services and therefore responded favourably by providing company owned/leased vehicles to workers in major industrial centers- especially in the private sector. They have also come out with innovative financing schemes in recent times enabling workers to buy their own bicycle, scooters, motorcycle etc.

(3) Housing: Housing is the primary need of a family in civilized life without of roof to cover his head, the worker naturally feels frustrated about his poor standard of living in big cities. Good houses mean possibility of home life happiness and health; bad houses spell squalor, drink, diseases, immorality crime etc. Overcrowding of people in dark quarter in slum areas is mainly responsible for the outbreak of tuberculosis. According to Radha Kamal Mukherjee “In the thousand slums of the industrial centres, manhood is unquestiable brutalised womanhood dishonoured and childhood poisoned at its very source. Recognising the need for housing accommodation. An industrial housing scheme was introduced in 1952. Under this scheme the central government offers loans to industrial workers for constructing houses at confessional rates. The low-income group-housing scheme (1954) subsidized housing scheme for economically weaker section of society (1952). Rural house site-cum-hut construction scheme for landless workers (1972) has been introduced to reduce the housing shortage to workers. The government has also introduced housing scheme for winners and plantation workers in early 50s. Housing scheme for dockworkers was drawn up in 1964. To reduce shortage of housing units in major industrial centers the central government must extend it’s helping hand in a big way. Employers and housing finance institution must also join hand to improve the lot of workers. The problem of housing in India is of such a nasty climenslon that no single agency can reasonably be expected to solve it.

Other facilities:

Other amenities such as washing facilities, drinking water provision of first aid box, rest room, canteens, recreation centres have more or less, because statutory obligation of employers now a days. Consumer cooperative societies have also been flooded in various units to meet the credit needs of industrial workers.

Employers: Enlightened employers like TISCO, Hindustan lever, Godrej, L&T Siemens, Voltas, Philips, HMTY, LIC, and B.H.E.L. have undertaken welfare activities in the interest of workers. The management of TISCO runs a well-equipped hospital in Jamshedpur, supported by health centers and dispensaries in different residential gymnasiums. Clubs, & school are also set up by TISCO for the benefit of workers. Employers association have also joined hand with employers in doing some welfare work for their workers. The Indian jute mill Association, The Bombay mill owner Association are worth mentioning here medical educational recreation facilities are also extended in paper, sugar, steel, engineering industries also by the “employers to employers” association.

QUESTIONNAIRE(TRADE UNIONS)

1. Do you think that your union is fulfilling its basic objective, “harmonizing the relationship between management and workers”?

Table no. 1

S.No.Response No. Of response

%

a.Yes

20 100

b.No

0 0

Total 20 100

Table no.1 is showing the responses regarding question no.1 where we have received (100%) positive answers. It shows that trade unions accept the importance of unions & their role in the organisation. They accept that trade unions are helpful in harmonising the relationship between the management and workers.

a100%

b0%

a

b

Graph no. 1

2. Do you think that you are raising the life standard of workers and also the developing the company?

Table no. 2

S.No.Response No. Of response

%

a. Raising the life standard 0 0b. Development of the company 6 30c. Both 14 70d.

None of them0 0

Total20 100

In the table no.2 we have received responses of question no. 2 in which 70% trade unions members responded that they are helpful in raising the life standard of workers as well as developing the company other 30% said that they are helpful in the development of the company.

a0% b

30%

c70%

d0%

a

b

c

d

Graph no. 2

3. Which of the following steps you would take in order to solve the problems of workers?

Table no. 3

S.No.Response No. Of response

%

1. Through communication 18 902. Through Notices 2 103. Gheroas 0 04.

Lockout0 0

5.Strikes

0 0

Total20 100

Most of the trade unions are peace oriented they don’t believe in any militant/negative activities which has shown by the table no. 3. 90% of the trade union wants to solve their problems through communication (peaceful talk) and other 10% through notice.

a90%

b10%

c0%d

0%e

0%

a

b

c

d

e

Graph no. 3

4. What steps or programmes you would organised for the welfare of the company?

Table no. 4

S.No.Response No. Of response

%

a. Provide training to workers 8 40b. Awareness programmes 6 30c. Social programmes 2 10d.

Corporation by the management

4 20

Total20 100

Table no. 4 shows that for the welfare of the workers (40%) trade

union responded that they provided training to the workers, (30%)

responded they organise awareness programmes, (20%) provide

corporation by the management while (10%) responded that they

organised social programmes.

a40%

b30%

c10%

d20%

a

b

c

d

Graph no. 4

5. Are more number of trade unions an obstacle for the development of the company?

Table no. 5

S.No.Response No. Of response

%

a.Yes

15 75

b.No

5 25

Total 20 100

Regarding this question we have received 15(75%) responses as “yes” and 5(25%) responses in “no” it shows that trade union leaders and members themselves consider that more no. of unions are an obstacle for company development so they also suggested reducing the numbers of trade unions in organisation.

Graph no. 5

6. What are the reasons for the more numbers of unions in an organisation?

Table no. 6

S.No.Response No. Of response

%

a. Individual welfare 6 30b. Giving preference to

personnel benefits8 40

c. Personnel welfare 6 30Total 20 100

Table no.6 shows that 40% trade union members says that the reasons behind more numbers of unions is that they give preference to personnel benefits and 30% says that they give preference to individual welfare and personnel

a75%

b25%

a

b

a30%

b40%

c30%

a

b

c

Graph no. 6

7. For the welfare of the workers whether all the unions should come on the same platform to communicate with the management?

Table no. 7

S.No.Response No. Of response

%

a.Yes

18 90

b.No

2 10

Total 20 100

Pertaining to question no.7 we have received 90% positive response and 10% negative response which shows that all unions should come on the same platform to communicate with the management for workers welfare.

a90%

b10%

a

b

Graph no. 7

8. Is the effect of unions is decreasing, in present scenario?

Table no. 8

S.No.Response No. Of response

%

a.Yes

12 60

b.No

8 40

Total 20 100

Table no.8 showing the responses that 60% trade union members are agreed that the effect of union is decreasing and 40% are disagreed with this.

a60%

b40%

a

b

Graph no. 8

9. Are you satisfied by the welfare schemes of the employees in BHEL Jhansi?

Table no. 9

S.No.Response No. Of response

%

a. Fully satisfied 2 10b. Satisfied 18 90c. Unsatisfied 0 0d.

Fully unsatisfied0 0

Total20 100

In the table no.9 we have received responses that 10% trade union members are fully satisfied and 90% are just satisfied by the welfare schemes of the employees in BHEL Jhansi. No one is unsatisfied.

a10%

b90%

c0%d

0%

a

b

c

d

Graph no. 9

10. Do you accept third party intervention in case of any industrial dispute?

Table no. 10

S.No.Response No. Of response

%

a.Yes

6 30

b.No

14 70

Total 20 100

Table no. 10 shows that (70%) of the trade union discarded third party

intervention and the remaining (30%) accepted the any kind of

intervention.

a30%

b70%

a

b

Graph no. 10

SUMMARY: After the analyzing questionnaire and it is coming out that trade unions understand their role in the organization and try to fulfil their basic objective of harmonizing the relationship between workers and management. They are well aware of factories act and labour laws. The most striking fact which is coming out from the survey that is, more number of trade unions are an obstacle for the development the company which is also accepted by the trade union leaders and their workers and suggested to reduce the number of trade union so as to lessen the inter-rivalry and intra-rivalry and improving the industrial relationship. Another fact which came out from this survey that trade union leaders are concerned about workers and they struggle against management for its irrational policies if those are not in favour of workers.

QUESTONNAIRE(FOR MANAGEMENT)

1.What kind of communication channel you prefer between you and workers for management policies and procedure?

Table no. 11

S.No.Response No. Of response

%

a. Direct communication 22 44b. Through trade union 8 16c. Both 20 40

Total50 100

In the table no. 11 we have received 22 (44%) positive response for the first option, remaining 8(16%) for the second option and 20(40%) for the third option. It shows that 44% of the management wants direct communication with workers and 40% wants both the procedures for communication.

a44%

b16%

c40%

a

b

c

Graph no. 11

2. What kind of personality development programme organised by the management?

Table no. 12

S.No.Response No. Of response

%

a. Training programme 39 78b. Touring programme 3 6c. Higher education programme 8 16

Total50 100

Response of question no.2 shows that 78% training programme organised by the management for personality development and sometimes touring programmes and higher education programmes are also organised but these are limited.

a78%

b6%

c16%

a

b

c

Graph no. 12

3.Do you think that all the statutory/non statutory benefits provided to workers are reviewed and implemented at regular period of time?

Table no. 13

S.No.Response No. Of response

%

a.Yes

36 72

b.No

14 28

Total 50 100

In the table no. 13 regarding question no.3 we have received 72% answer in favour of first option which shows that all the statutory and non-statutory benefits reviewed and implemented at regular period of time and 28% says that benefits are not reviewed at regular period of time.

a72%

b28%

a

b

Graph no. 13

4. What kind of method used by the trade unions to express their dissatisfaction?

Table no. 14

S.No.Response No. Of response

%

a. Lockout 0 0b. Strikes 14 29c. Gheroas 3 6d.

Peacefully table talk27 53

e.Dharna

6 12

Total50 100

Most of the trade unions are peace oriented they don’t believe in any militant/negative activities which has shown by the table no.14. 53% responses came in the favour peacefully table talk. Sometimes they also use other tools for making their demands acceptable for the organisation, which are strikes, Gheroas and Dharna but percentage of using these tools are very less.

Graph no. 14

5.In case of peacefully talk what’s steps are taken by the management regarding this matter?

Table no. 15

S.No.Response No. Of response

%

a. Timely talk with unions 25 50b. Open meetings with workers 10 20c. Timely

Implementation/solution10 20

d.Any grievance committee

5 10

Total50 100

a0% b

28%

c6%

d54%

e12%

a

b

c

d

e

This is the continuation of question no.4 table no.15 shows different steps taken by the management in case of table talk, 50% came in favour of timely talk with unions so that they could able to reach their policies to workers at time. Sometimes open meetings (20%) are also organised by the management. Management also believe in creating any grievance committee only (10%) at management level for knowing the workers problem & recommended the solution to higher management.

Graph no. 15

6. In present scenario, trade unions are active for what?

Table no. 16

S.No.Response No. Of response

%

a. In favour of workers 22 44b. For their own benefit 8 16c. For both 17 34d.

Can’t say3 6

Total50 100

In the table. no. 16. It shows that 44% of the management thinks trade unions are active for the workers, 16% thinks they works for their own benefits & 34% are in the favour of both while 6% doesn’t share their views.

a44%

b16%

c34%

d6%

a

b

c

d

Graph no. 16

1. Giving more rights to unions will affect in decisions making and the development of the company?

Table no. 17

S.No.Response No. Of response

%

a.Yes

31 62

b.No

19 38

Total 50 100

In the table no. 17 regarding question no.7 we have received 62% answer in favour of first option which shows that giving more rights to unions will effect in decisions making and the development of the company while 38% says that it doesn’t effect.

a62%

b38%

a

b

Graph no. 17

8. In present globalized environment, for the development of the organisation is it necessary to have union?

Table no. 18

S.No.Response No. Of response

%

a.Yes

34 68

b.No

16 32

Total 50 100

In the table no. 18 regarding question no.8 we have received 68% answer in favour of first option which shows that it is necessary to have unions for the development of the organisation and 32% doesn’t think unions are important in an organisation.

a68%

b32%

a

b

Graph no. 18

9. In present scenario of globalisation and liberalization, the role and effect of unions are decreasing?

Table no. 19

S.No.Response No. Of response

%

a.Yes

22 44

b.No

28 56

Total 50 100

According to the response of this question, in the present scenario of globalisation and liberalization 56% thinks that the role and effect of unions are not decreasing while 44% thinks in the against.

a44%

b56%

a

b

Graph no. 19

10. Without involvement of trade unions which kind of relationship with workers you have maintained?

Table no. 20

S.No.Response No. Of response

%

a. Very good 14 28b.Good 19 38c. Satisfactory 17 34d.

Dissatisfactory 0 0

Total50 100

These responses show that without the involvement of trade union management maintained good (38%), satisfactory (34%) and very good (28%) relationship with the workers.

a28%

b38%

c34%

d0%

a

b

c

d

Graph no. 20

SUMMARY: After the analysis it came out from survey that management and trade unions maintained a sound and spontaneous relationship in the organization except sometimes, they have strained relationship on some matters like presently trade unions are not satisfied with the promotional policies of the management. According to management trade unions also maintained good relationship with workers and they are concerned about the workers welfare. Management provides all kind of statutory & non-statutory benefits to the workers and at regular period of time they provide different kind of training programme to educate and develop them. Management and trade union both are peace oriented and always try to resolve the disputed matters through peaceful talk.

QUESTIONNAIRE(FOR WORKERS)

1. How is the relation between workers and your union leaders?

Table no. 21

S.No.Response No. Of response

%

a. Harmonious 46 23b. General 138 69c. Formal 6 3d.

Moderate4 2

e.Tensionful

6 3

Total200 100

In the table no. 21 regarding question no.1, most of the workers thinks that the relation between them and union leaders are general(69%) & harmonious (23%).

Graph no. 21

a23%

b69%

c3%

d2%

e3%

a

b

c

d

e

2. How is the relation between trade unions and management?

Table no. 22

S.No.Response No. Of response

%

a. Harmonious 42 21b. General 132 66c. Formal 16 8d.

Moderate4 2

e.Tensionful

6 3

Total200 100

In the table no. 22 regarding question no.2, most of the workers thinks that the relation between management and trade unions are general (66%) & harmonious (21%).

Graph no. 22

a21%

b66%

c8%

d2%

e3%

a

b

c

d

e

3. How you convey your needs and complaints to management?

Table no. 23

S.No.Response No. Of response

%

a. Self 128 64b. Through colleague workers 32 16c. Through union leader 36 18d.

There is no union4 2

Total200 100

Most of workers convey their needs and complaints to management by themselves (64%) while some workers prefer to colleague workers (16%) or union leader (18%).

a64%

b16%

c18%

d2%

a

b

c

d

Graph no. 23

4. Would you like to accept third party intervention in case of industrial disputes?

Table no. 24

S.No.Response No. Of response

%

a.Yes

72 36

b.No

128 64

Total 200 100

When this question asked by the workers during the survey we have received 128(64%) responses in against which means they are not ready to accept the third party intervention so it is analysed that in case of disputes they have complete faith on management policies. Remaining 72(36%) workers don’t rely on management policies regarding industrial disputes.

a36%

b64%

a

b

Graph no. 24

5. Are you aware of factories Act?

Table no. 25

S.No.Response No. Of response

%

a.Yes

174 87

b.No

26 13

Total 200 100

Table no.25 representing the awareness level of the workers about factories Act, 87% workers responded, as they are aware of factories Act and remaining 13% of the workers are unaware of factories Act.

a87%

b13%

a

b

Graph no. 25

6. Either any programme organised by management or by the trade unions to make you aware of factories act?

Table no. 26

S.No.Response No. Of response

%

a. Yes 100 50b. No 38 19c. To some extend 62 31

Total 200 100

Regarding this question we have received 50%(100) responses, that this kind of programme organised by the management, 19%(38) responded negatively and 31%(62) said that they are satisfied to some extent.

During the survey it was found that these kinds of programmes don’t organized by the trade unions directly but during their road meetings they try to make them aware time to time.

a50%

b19%

c31%

a

b

c

Graph no. 26

7. Do trade unions act properly for labour welfare?

Table no. 27

S.No.Response No. Of response

%

a. Yes 132 63b. No 56 27c. Can’t say 22 10

Total 200 100

According to table no.27, 63% of the responses are in favour that trade unions work properly for labour welfare 27% are against and 10% can’t say anything.

a63%

b27%

c10%

a

b

c

Graph no. 27

8. Trade unions do not work properly, why?

Table no. 28

S.No.Response No. Of response

%

a. Selfish elements 48 24b. Lack of coordination with

management48 24

c. Preference to personal work 54 27d.

All of the above50 25

Total200 100

Regarding this question we got the responses as that 27% workers thinks trade unions do not work properly because they give preference to personal work and 24% workers responded as because of selfish elements and lack of coordination with management while 25% workers are in the favour of all the above options.

a24%

b24%c

27%

d25%

a

b

c

d

Graph no. 28

9. In your opinion, unions works for workers benefits or for management?

Table no. 29

S.No.Response No. Of response

%

a. For workers 128 64b. For management 40 20c. For union leader’s 26 13d.

Can’t say6 3

Total200 100

These responses shows that 64% of workers are in favour that trade unions works for the workers benefits, 20% responded that they work for management and 13% says they works for union leaders while 3% can’t says anything.

a64%

b20%

c13%

d3%

a

b

c

d

Graph no. 29

10. Do you think, if there were no trade unions then it is more beneficial for organisation?

Table no. 30

S.No.Response No. Of response

%

a. Yes 30 15b. No 164 82c. Can’t say 6 3

Total 200 100

In question no.10, (82%)workers responded that trade unions are beneficial for the organisation and (15%) workers responded against this while (3%)workers can’t say any thing about this.

a15%

b82%

c3%

a

b

c

Graph no. 30

11. In your opinion, union numbers should be one or more?

Table no. 31

S.No.Response No. Of response

%

a. One 4 2b. Two 180 90c. More 16 8

Total 200 100

Table no.31 shows that how many trade unions are acceptable by the workers in the organisation. 90% of workers wants only 2 unions in the organisation, 2% wants only 1 union while 8% of workers can accept more than 2 unions.

a2%

b90%

c8%

a

b

c

Graph no. 31

12. Are you satisfied with unions works?

Table no. 32

S.No.Response No. Of response

%

a. Fully satisfied 26 13b. Partially satisfied 146 73c. Fully dissatisfied 14 7d.

Moderate10 5

e.Tensionful

4 2

Total200 100

Table no.32 shows the satisfaction level of workers regarding the role of trade unions in the organisation. This table clearly shows that the workers are not fully satisfied with the unions only (13%) workers are fully satisfied. Most of the workers are partially satisfied. Remaining either fully dissatisfied or moderate or Tensionful.

Graph no. 32

13.(a) If satisfied then why?

Table no. 33

S.No.Response No. Of response

%

a. Secure the objective of unions 22 11b. Security from management’s

monopoly98 49

c. Unity in workers through unions

38 19

d.Desired fulfilled through unions

32 16

e.Above all

10 5

Total200 100

Regarding this worker responded that (49%) trade unions provide security from management monopoly, (19%) thinks that workers get united through unions, (16%) responded that union fulfilled their desire while (11%) workers are in the favour that union secure the objectives.

a13%

b73%

c7%

d5%

e2%

a

b

c

d

e

Graph no. 33

13.(b) If dissatisfied then why?

Table no. 34

S NO>Response No. Of response

%

a. Improper working by unions 132 66b. Puppet of management 42 21c. Inactive union 8 4d.

Leaders of unions are corrupted10 5

e.Emotional harassment of workers by union

8 44

Total200 100

According to the responses of the workers, they are dissatisfied because (66%) workers thinks that unions are not working properly, (21%) responded that they are puppet of management while (44%) responded that unions emotionally harasses the workers.

a11%

b49%

c19%

d16%

e5%

a

b

c

d

e

Graph no. 34

14. Are trade unions helpful in harmonising the relationship with management?

Table no. 35

S.No.Response No. Of response

%

a.Yes

140 70

b.No

60 30

Total 200 100

Although workers are not completely satisfied with the trade union but they have given (70%) response to first option in which they consider that trade unions are helpful in establishing the good relationship with the management and remaining (30%) said that they are not helpful.

a66%

b21%

c4%

d5%

e4%

a

b

c

d

e

a70%

b30%

a

b

Graph no. 35

15. What efforts should be done by unions for workers welfare?

Table no. 36

S.No.Response No. Of response

%

a. Dedication for work 28 14b. Dutiful and liable 38 19c. Organise awareness

workshops38 19

d.Honest and transparent

96 48

Total200 100

Table no. 36 shows that workers responded, trade unions must be honest and transparent towards workers welfare, (19%) responded that they should be dutiful and liable as well as organise awareness workshops while (14%) responded that they should dedicated towards works.

a14%

b19%

c19%

d48%

a

b

c

d

Graph no. 36

SUMMARY: This analysis which is based on workers questionnaire has given the correct view of the organization. After the analyzing, the very fact which came out is that workers are partially satisfied with the trade unions. During the survey it was found that those who are close to the trade unions are satisfied with them but those who are neutral to them are not satisfied with them. Although workers are no satisfied with them but still they consider that trade unions are helpful in harmonizing the relationship between management and workers in some extent also accept their existence in the organization for their betterment.

SUGGESTIONSB.H.E.L. Jhansi a very good Industrial relationship is maintained between trade union and management.

Although trade union in B.H.E.L. Jhansi are well disciplined and workers well framed oriented but still there is some lapses in trade unions policies which make workers discontented. So for the purpose of removing all those weaknesses and lapses and to maintain good industrial relations management and workers themselves give few suggestions to the trade union leader and members during the survey, which are:-

1. Apathetic attitude of trade union towards work and workers create the climate of unrest and annoyance. So it is needed that they must devoted and dedicated them towards work so as to increase the productivity and profitability of the organization.2. Trade union must organized training programme for workers which can increase their level of awareness and develop them for more advance technology.3. Most of the workers believe that management and trade union both is the chip of the same block. They all are involved in personal satisfaction and not a bit concerned about workers so they must create the climate of believe and faithfulness among the workers.4. Personal benefits by the union leader should be abolished.

By following all the suggestion trade union may prove productive for the organization which directly or indirectly benefited the industry, nation and more that is benefited to humanity.

In this way, a very HEALTHY INDUSTRIAL RELATIONSHIP is maintained between workers (trade union) and management in B.H.E.L. JHANSI.

CONCLUSION

After analysis every aspect by the data obtained through personal interview questionnaires, the main substance that is extracted is that “a very healthy industrial relationship is maintaining between the trade unions and management in B.H.E.L. Jhansi”.

Trade unions are essential part of the organization, without the mediation of trade union management can’t communicate with the workers properly because trade unions are close to the workers so they can easily interact with them, can understand their problems in better manner. In case of the BHEL all the seven trade unions believes in peaceful table talk none of them involves in any kind of destruction negative activities.

Although workers are not fully satisfied with the trade union’s polices but still they consider that unions play important role in the organization for their welfare. Trade union act as bargainers for demanding the fair wages from management for them and also act as enemies if they find that management is trying to exploit the workers.

To achieve their objective, trade union may employ a variety of means- the means depend upon the attitude of the management regarding the matter.

On the other hand, participative type of management occurs in B.H.E.L. Jhansi. Under this type, labour is treated as equal footing by the management that is neither as a “commodity nor as a child but as an ally and a friend”, even a partner in the joint endeavour of improving the efficiency and productivity of the enterprise.

Every police which is made by the management has got the full support of the trade union which was in power. Management also accept the importance of the trade union in an enterprise.

SOME MORE SUGGESTIONS FOR ORGANIZATION

1. Number of trade union must be decreased so as to reduce the inter rivalry and intra rivalry in the organization. 2. Management must talk to representative of trade unions timely to make them aware of the new polices. 3. Management must have complete faith on the workers. 4. Management and trade union must work as team and provide workers adequate support to enhance their efficiency. 5. Higher management should need to reduce the lower grade management so that it can reduce the over-head. 6. Management should adopt fair polices for all workers. 7. Management should constitute a grievance committee which can understand the problem of workers and recommend the solution to management. 8. Adopt positive attitude towards workers. 9. Surveys regarding the problems in plant should be done frequently.10. Management should give equal respect for the suggestion for problems from the worker level.

By acting on the above suggestion by both “trade union and management”, a healthy INDUSTRIAL RELATIONSHIP will be maintained at B.H.E.L. JHANSI.

FOR MANAGEMENT

1. Management should deal strictly for stopping of corruption which occur in the production line managers occasionally. So that workers remain satisfy.2. Selection of right person at right place at right time should adopted by the management.3. Fair selection of sports men should done by committees without any pressure.

ISSUES TAKEN REGARDING B.H.E.L., JHANSI

1. Maintenance of golf ground in BHEL, Jhansi. 2. Doctor’s problem in BHEL hospital. 3. Workers have to wear liberty shoes due to union. 4. Fear of unions among production line managers. 5. Issue of Jayanti bhawan in BHEL, Jhansi. 6. Role of unions in recruitment process. 7. Role of unions in selection of sportsmen. 8. Issue of spittoons in BHEL, Jhansi. 9. Issue of social responsibility for both management & unions.10. Work of contact labour in superior house without payment.11. Purchasing of locomotives part 150 crores in BHEL, Jhansi by the management officials without any order.12. Issue of safety shoes in boiler house & fabrication.

BIBILIOGRAPHY

I have taken the reference of the following books, journals & websites to collect information related to my project.

2. Industrial Relation – C.B.MAMORIA3. Elements of Mercantile Law – N.D. KAPOOR4. Research Methodology – C. R.KOTHARI5. Dynamics of Industrial Relation 6. Essential of Human Resource Management and Industrial Relation.7. Personnel Management – Ashvathama, S. Sharma

1. www.bhel.com2. www.bheljhs.co.in3. www.google.com