ORGANIZATIONAL EXCELLENCE

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CHAPTER - I

INTRODUCTION AND DESIGN OF THE STUDY

1.1 INTRODUCTION

Success of every business enterprise depends on its human resource.

Money, material and machines are inert factors; but man with his ability to

feel, think, conscience and plan is the most valuable resource. At the same

time human elements are most difficult to be inspired, controlled and

motivated. The upcoming competition in India, will demand high

motivational level of its employees.

Growth of an enterprise is vital for the economic development of the

country. This is possible only by maintaining the enthusiasm and motivation

of the employees, which is vital for carrying out the operations in most

efficient manner. The most successful companies, all over the world have

designed their business policies to achieve higher productivity by using

potentiality and strength of people.

The basic aim of human policies is the genuine concern for the

people. Proper design of human policies is based on the higher

responsibilities, personal and positive approach in the total perspective of

organisational interest. The world's best companies have established their

strength with their people. The employees identify themselves with the

company they are working for. This also help in building up their spirit,

morale and espirit-de-cops which becomes strength of the company. The

culture of excellence thus nurtured contributes to growth with stability and

continuous improvement in productivity.


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Finding the right man for the job and developing him into a valuable

resource is an indispensable requirement of every organisation. Human

resources are capable of enlargement i.e. capable of providing an output that

is greater than the sum of the inputs. Proper recruitment helps the line

managers to work most effectively in accomplishing the primary objective

of the enterprise. In order to harness the human energies in the service or

organisational goals, every manager is expected to pay proper attention to

recruitment, selection, training, development activities in an organisation.

Proper promotional avenues must also be created so as to motivate

employees to peak performance. Thus, personnel functions such as

manpower planning recruitment, selection and training, when carried out

properly, would enable the organisation to hire and retain the services of the

best brains in the market.

The human resource management is very crucial in respect of

information technology services than other manufacturing or marketingenterprises. The IT services are technical in nature and at every stage the

human touch is involved. Hence it is well motivated and devoted manpower

which is very much essential for the success of IT industry.

Role of HR Managers

And Some industry commentators call the Human Resources functionthe last bastion of bureaucracy. Traditionally, the role of the Human

Resource professional in many organizations has been to serve as the

systematizing, policing arm of executive management. In this role, the HR

professional served executive agendas well, but was frequently viewed as a

road block by much of the rest of the organization. While some need for this

role occasionally remains you would no want every manager putting his

own spin on a sexual harassment policy, as an examplemuch of the HR


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role is transforming itself. The role of the HR manager must parallel the

needs of his changing organization. Successful organizations are becoming

more adaptable, resilient, quick to change direction, and customer-centered.

Within this environment, the HR professional, who is considered necessary

by line managers, is a strategic partner, an employee sponsor or advocate,

and a change mentor.

Strategic Partner:-In todays organizations, to guarantee their

viability and ability to contribute, HR managers need to think of themselves

as strategic partners. In this role, the HR person contributes to the

development of and the accomplishment of the organization-wide business

plan and objectives. The HR business objectives are established to support

the attainment of the overall plan and objectives. The tactical HR

representative is deeply knowledgeable about the design of work systems in

which people succeed and contribute. This strategic partnership impacts HR

services such as the design of work positions, hiring; reward, recognition,and strategic pay; performance development and appraisal systems; career

and succession planning; and employee development.

Employee Advocate:-As an employee sponsor or advocate, the HR

manager plays an integral role in organizational success via his knowledge

about and advocacy of people. This advocacy includes expertise in how tocreate a work environment in which people will choose to be motivated,

contributing, and happy. Fostering effective methods of goal setting,

communication, and empowerment through responsibility build employee

ownership of the enterprise. The HR professional helps establish the

organizational culture and climate in which people have the competency,

concern, and commitment to serve customers well. In this role, the HR

manager provides employee development opportunities, employee


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assistance programs, gain sharing and profit-sharing strategies, organization

development interventions, due process approaches to problem solving, and

regularly scheduled communication opportunities.

Change Champion:-The constant evaluation of the effectiveness of

the organization results in the need for the HR professional to frequently

champion change. Both knowledge about and the ability to execute

successful change strategies make the HR professional exceptionally

valued. Knowing how to link change to the strategic needs of the

organization will minimize employee dissatisfaction and resistance to

change. The HR professional contributes to the organization by constantly

assessing the effectiveness of the HR function. He also sponsors change in

other departments and in work practices. To promote the overall success of

his organization, he champions the identification of the organizational

mission, vision, values, goals, and action plans. Finally, he helps determine

the measures that will tell his organization how well it is succeeding in all ofthis.

Leadership and employee involvement.

The main role of leadership was seen as creating a participatory

process for employee involvement, to build collective wisdom. Control has

given way to collaboration and the old paradigm of promoting competitionand motivating through incentives shifted to creating co-operation and

oneness amongst people. This is a marked shift to build effective teams.

Research shows that six out of every 10 employees like to work in teams. 87

per cent of all Fortune 500 companies use parallel teams and about 100 per

cent of all companies use project teams.


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Storytelling and appreciative enquiry are emerging as a new

dimension in positive motivation. Finding out what's wrong seems to be the

trend. In Walt Disney, telling success stories is one of the important methods

used to remind people of greatness and goodness of the organisation.

Leaders in Disney concentrate on quality, values and involvement. Speaking

in the plenary sessions, Tom Peters said, " We have transitioned from an

asset-based economy to a talent-based economy. The new definition of

lay-off is untalented go talented stay. Leaders must realise that talent is

equal to brand". His new theory is EVP which means "Employee Value

Proposition".

Rosabeth Moss Kanter said, " Human beings are good raw material,

they become assets when you train them to increase their knowledge and

skills". She added that only a few organisations really train people to make

them a success. Seconding this, Mr Peters pointed out how most

organisations are not serious about developing people. They spend on anaverage 26.3 hours per person per year on training. A surgeon, a pilot or an

athlete on the other hand spends 10-15 times more on training.

He also stated that the HRD department should be renamed TDFD

(Talent Development Fanatic Department) and wealth for this new regime

will flow from innovation, not organisation. Quoting Gary Hamel he said,only those employees will succeed who are "certified radical". Only those

companies will succeed who create a cause, not a business. Leaders

according to him are living individuals, whom people can smell, feel and

touch. Their passion for work must be infectious.

Another aspect of leadership if the decision to introduce fun in the

work place. Research shows that this reduces absenteeism and builds


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stronger, deeper and longer lasting relationships. It appears out of every 100

Fortune companies in the last decade, 69 are dead and only 31 are alive. In a

Forbes Magazine study of around 100 companies from '17 to '87, only 39

companies were found to survive. Management of Change:-Research proves

that many change models don't consider the human experience during

change. The overriding concern seems to be to downsize. It was found that

most change processes go through four fundamental stages.

People try to resist or deny changeThey adapt, participate in the changeThey attempt to add valueThe culmination or formation of a new status-quo

A number of presentations revealed that leaders who initiate change

must do so with one foot in the future and the other planted in past values.

Forgetting tradition must can devalue existing strengths. The success of a

change process depends on the skill of the facilitator to create a participatoryprocess to enlist the support of people and address the issue of grief.

E-Learning :- Organisations like Ford Motor, Hewlett Packard, Intel

and IBM are using e-learning to increase the knowledge of their people.

Companies like Fordstar even manage time differences between countries

while conducting virtual class rooms, chats, demos, presentations tocommunicate new concepts, product details, core values, issues of

governance and corporate communities.

CEO's are talking to their people about new ideas and enlisting their

support through forums and message boards. This is changing the way

people behave and work. The advantages of e-learning are many: It is

self-paced, flexible, less expensive, modular and has a huge reach.


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Universities like Cornell, MIT, Stanford, etc, have started

emphasizing e-learning to attract a worldwide audience. Web-centric

universities are becoming the order of the day. William Taylor, editor and

managing partner of the Fast Pace magazine, said, "There is no going back

from back from dotcoms". He was of the opinion that there is a merger

taking place between computers and human beings.

1.2 TITLE OF THE PROBLEM

The research study is titles as A Study on organizational excellence

with reference to Sri Vela Smelters Private Limited, Paramathi Velur.

1.3 STATEMENT OF THE PROBLEM

This research is pertaining to evaluation of the present organizational

excellence among Sri Vela Smelters Private Limited, Paramathi Velur. A

study on organizational excellence helps to know the problem of employee,

what about their requirements, about the maintenance of relationship with

other persons in organization and performance of the work towards their job

and also to know the opinion towards the facilities provided by an

organization.

1.4 REVIEW OF LITERATURE

With signs indicating the gradual end to the recession, its likely that

well start to see organizations injecting capital back into their companies.

Typically, when I think of capital, I think of monies being put into

infrastructure improvements, equipment, or other assets in order to build

and grow the business.


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Based on the drastic workforce reductions weve seen in recent

months though, I think a new paradigm will emerge. I believe we will start

to see organizations looking to first invest in their talent inventory and

strategies to rebuild the workforces.

This development illustrates the continuing maturation of Human

Resources (HR) as an incredibly strategic discipline for firms to achieve

growth objectives. Already a key member of the executive team, HR is

being looked upon to evaluate every area of the workforce, and now is being

pressured to offer up much more than ever before.

Theyre looking at labor-related expenses against operational

realities, with the objective of increasing cost efficiencies and developing an

honest-to-goodness talent supply chain.

Becker, B. & Gerhart, B. (1996). The impact of human resourcemanagement on organizational performance: progress and

prospects.Academy of Management Journal, 39 (4), pp. 779-801.

The research attempts to advance debates on a nascent link

between the human resource systems and the strategic impact of human

resource management (HRM) decisions on performance outcomes. The

implications ofbest practice for HR system structure and effects areextensively discussed to literally build the ground of the organizational

value creation. Nonetheless, researchers need to give careful thought to

the meaning of HR measure at the corporate level because HR practices

usually different across business units and facilities within a

corporation, particularly as diversification and size increase.
http://blog.yoh.com/2010/10/in-case-you-missed-it-oct-15.htmlhttp://blog.yoh.com/2009/07/best-practices-for-evaluating-workforce-composition.htmlhttp://blog.yoh.com/2009/06/achieving-talent-supply-chain-efficiency.htmlhttp://blog.yoh.com/2009/06/achieving-talent-supply-chain-efficiency.htmlhttp://blog.yoh.com/2009/07/best-practices-for-evaluating-workforce-composition.htmlhttp://blog.yoh.com/2010/10/in-case-you-missed-it-oct-15.html


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Hiltrop, J. (1996). The impact of human resource management on

organizational performance: theory and research. European

Management Journal, 14 (6), pp. 628-637.

The author argues that there is little empirical evidence that HRM

policies and practices are improving organizational performance

though the theoretical literature on the link between an organizations

HRM and performance is prevalent. And although it will take time

before the longitudinal data exists to fully test the theories and models,

the evidence is consistent with the view that the HRM policies and

practices of an organization have a powerful influence in motivating

employees to exhibit the kinds of attitudes and behavior that are needed

to support and implement the competitive strategy of an organization.

This research raises a number of questions about the nature of these

practices-including what would be widely recognized as best

practices.

Huselid, M. (1995). The impact of human resource management

practices on turnover, productivity and corporate financial

performance.Academy of Management Journal, 38 (3), pp. 635-672.

The research reveals that the use of high performance work

practices (including comprehensive employee recruitment and

selection procedures, incentive compensation and extensive employeeinvolvement and training) have a statistically significant impact on both

intermediate employee outcomes (turnover and productivity) and short-

and long-term measures of corporate financial performance.

Orlando, R. C. & Johnson, N. B. (2001). Understanding the impact

of human resource diversity practices on firm performance.

Journal of Managerial Issues, 13 (2), pp. 177-196.


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The authors aim to develop a model that illustrates the

complexities of diversity initiatives which may not be appreciated for

all organizations. A diversity orientation requires procedural justice for

all employees so that a problem of discrimination is not on the

highlight. If firms must deal with a diverse workforce, a diversity

orientation may yield positive performance effects through the genuine

integration and acceptance of diverse employee perspectives which

leads to a reduction in turnover and absenteeism.

Roberts, K. (1995). The proof of HR is in the profits. People

Management, February, pp. 42-43.

The author studies how HR strategy affects profits in 3000

businesses throughout the world. The study suggests that businesses

can increase their profitability by up to 15 percent by ensuring that

managers are satisfied with their level of participation in

decision-making, sharing information and involvement withdeveloping ideas for the business. The research also shows that a

well0run, professional appraisal system can significantly improve the

performance of individuals, and therefore the profitability of the

business.

Truss, C. (2001). Complexities and controversies in linking HRMwith organizational outcomes. Journal of Management Studies, 38

(8), pp. 1121-1149.

The paper contributes to the debate by analyzing in detail the

human resource policies and practices of one case-study organization

over a two-year time period, using a variety of methodologies and

drawing on a broad range of informants across the organization. Instead

of devising a list ofbest practice HRM from the literature and testing


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its impact on performance, the author invert the question and take a firm

that is financially successful and ask what HR policies and practices it

uses. This methodology shows that even successful organizations do

not always implement best practice HRM, and that there is frequently

a discrepancy between intention and practice. Outcomes at the

individual and organizational levels are complex and often

contradictory; the author questions the extent to which is it at the level

of the formal system, and organizational performance, without taking

into consideration the role played by the informal organization in the

process and implementation of HR policies.

Tyson, S. (1997). Human resource strategy: a process for managing

the contribution of HRM to organizational performance.

International Journal of Human Resource Management, 8 (3), pp.

277-290.

This paper describes human resource strategy as a managementprocess, as part of emergent strategy formation. A framework is proposed to

explain the different levels of analysis, societal, organizational and

individual, which managers seek to integrate so that the meanings

organization members bring to their work are managed. The consequences

of taking this approach as opposed to the rational view of HR strategy are

outlined and the benefits of a processual, intepretationist perspective to thestudy of strategy for example by studying symbols and the processes of

meaning construction are discussed.


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1.5 OBJECTIVE OF THE STUDY

To study about the Organizational Excellence of the Sri VelaSmelters P.Ltd., Paramathi Velur.

To study about or organizational structureTo study among employees safety welfare measuresTo study about the human resource policies and practices.

1.6 SCOPE OF THE STUDY

Organizational Excellence continues to be a subject of interest and

importance to human resource specialists. For decades, Organizational

Excellence has received considerable attention in the literature, from both

researchers and practitioners alike. Many authors maintain that there is a

considerable gap between theory and practice, and that human resource

specialists are not making full use of the psychometric tools available.

1.7 OPERATIONAL DEFINITIONS

Good is no longer good enough. To survive in today's competitive

environment, you need to excel. To excel, a company needs to focus on all

parts of the organization, optimizing the use and effectiveness of all of its

resources. After years of working with many types of organizations using

various approaches to improve performance, we have come to realize that

there are only five elements that need to be managed for an organization to

excel. We call these key elements the five pillars of organizational

excellence. All five must be managed simultaneously. Top management's

job is to keep all of them moving forward at the same time. To concentrate


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on one or two of them and let the others slide is a sure-fire formula for

failure.

Organizational excellence is designed for permanent change by

focusing on managing the five key pillars. Each of these five organizational

pillars is not new by itself. The key to organizational excellence is

combining and managing them together.

1.8 LIMITATION OF THE STUDY

The study is based on employees self evaluation. So there is apossibility of change in the attitude in relation of the original attitude.

The study is restricted to the employees of one company and so theresults can be generalized.

Due to time constraint the sample size is limited to 125 only.


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1.9 CHAPTER DESIGN

The study is divided into five chapters of which the presentintroduction chapter deals with introduction about the study, consumer

attitude, statement of the problem, relevant review of literature,

objective, scope and limitations of the study.

Chapter two deals on research methodology of the study.

Third chapter describes profile of the study and area.

Chapter four makes a detailed analysis and interpretation on collecteddata.

At last findings, suggestions and conclusion is given in fifth chapter.


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CHAPTERII

RESEARCH METHODOLOGY

2.1 INTRODUCTION

Research is common parlance which refers to a search for knowledge.

The advance learners dictionary of current English lays down the meaning

of research as a Careful investigation or inquiry specially though search for

new facts in any branch of knowledge.

Research methodology is a way to systematically solving the research

problem which may be understood as a science of how research is done

scientifically.

If the study with various steps that are generally adopted by a

researcher in studying the research problem along with the logic behind

them.

2.2 RESEARCH DESIGN

A Research design is arrangement of conditions for collection and

analysis of data in a manner that aims to combine relevant to the research

purpose with economy in procedure

Descriptive research design is used in this project study.

Descriptive research design

Descriptive research includes surveys and fact- finding enquiries of

different kinds. The main characteristic of this method is that the researcher

has no control over the variables that can be only reported about what has

happened or what is happening in the organization.


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a. Area of the studyThe area of study refers to Sri Vela Smelter Private Limited,

Paramathi Velur, due to availability of people at all levels of educational and

finance status. It is also easy to collect the needed relevant primary data

from the employees.

b. Period of the studyThe present study period was two months for collecting primary data

from the employees and secondary data collected by the consumers of

laptops.

c. Collection of dataThe data is collected for the study by using both primary and

secondary data.

1. Primary DataPrimary data are those which are collected freshly with originality in

character and were collected through structured questionnaire and schedule

from the labours.

2. Secondary Data

Secondary data are collected with the help of, Company records. Annual reports. Discussion with the personnel manager and staff.

d. Sampling designA sampling design is a definite plan for obtaining a sample from a

given population. It refers to the techniques or the procedure that researcher


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would adopt in selection items for the sample.

Simple random sampling is used in this project study. Simple random

sampling is where each and every item in this population has an equal

chance of inclusion in the sample and each one of the possible samples in

case of finite universe which has the same probability of being selected.

Sample Size

The sample size is approximately 120

Sampling Technique

The total population is initially divided into areas in and around

Namakkal District. Convenient sampling is felt to appropriate for the

present study because convenience sampling is a strategy that uses the most

readily accessible objects or persons as subjects for the present study.

e. Hypothesis :

1. Null hypothesis: There is no significant relationship between age andopinion level regarding safety and measures.

2. Null hypothesis: There is no significant relationship betweenexperience and opinion level regarding safety welfare measures.

f. Statistical tools

The data collected were analysis using tests like simple percentage

method, Mean score method and Chi-square analysis.

I. Simple percentage methodPercentage = Number of respondents x 100

Total respondents


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II. Mean score method:Mean score = Total score x 100

Maximum score

III. Chi-square testIt is applied in statistics to test the significance of association

between two attributes.

The procedure followed

1. Formulate the null hypothesis2. Fix the level of significance3. Calculate the test statistic

2= (O-E)

2

E

Degrees of freedom = (R-1) (C-1)

Where

O = Observed frequency

E = Expected frequency

R = No. of rows

C = No. of columns

The expected frequency is calculated by using the following formula

E =

If the calculated value is equal or greater than the table value, the null

hypothesis is rejected. But if the calculated value is less than the table value,the null hypothesis is accepted. .

Row Total x Column Total

Grand Total


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2.3 CONCLUSION

It describes about design the project of the study in the research

methodology part using sampling design, data collection methods and

analytical tools. We also come to identify that the limitations of this project

work.


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CHAPTER - III

PROFILE OF THE STUDY

3.1 INTRODUCTION

M/s. SRI VELA SMELTERS PRIVATE LIMITED is an

industrial unit in the SME Sector (Small and Medium Enterprises)

manufacturing MS INGOTS, TMT Rods. Angles and Squares in the

Southern part of the Indian Sub-continent. The plant is situated at 1/628

Pommakkapalayam. Nallur Kandampalayam Village, Paramaihi Velur,

located in Namakkal District of Tamil Nadu. The registered office is

situated at 76-D. Valarai Gate, Velur Road, Tiruchengode, Namakkal

District.

3.2 HISTORY OF THE COMPANY

The unit has a success story behind the tireless efforts of Sri. S.

Marimuthu, who started scrap iron trading activity some 50 years ago. In the

late 1980s his sons Sarvasri M. Varadharaju, M. Lakshmanan and T. M.

Murugesan ably supported the good efforts of their father and together they

have ventured into this big industrial unit.

The TMT Rods are branded as "VELA TMT" & "VELA TOR". The

company's products are ISI certified and is having a growing demand in

Namakkal, Salem, Dindigul, Tiruchi, Coimbatore, Tripur, Chennai Districts

in Tamil Nadu, Kerala and other states of southern India.

Vision and Values

Total Customer Satisfaction. That's what driving us to do the best.

Right from offering high quality TMT Bars to ensure total customer


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satisfaction through the provision of value added products delivered on time

and to the specification.

3.3 MANAGEMENT

The company is presently headed by Sri. T.M. Murugusan, Managing

Director who is sincere, motivated with hands on approach towards all

issues and leading from the front. He is ably assisted by his brother Sri. M.

Varadharaju and his sister in law Smt. L. Dhanalakshmi. Sri. M.

Varadharaju has been involved in the running of the business for the past

twenty years and have acquired considerable knowledge in scrap purchase,

transport and general management. Smt. L. Dhanalakshmi has been

inducted into the management after the sad demise of her husband Late M.

Lakshmanan. She is also looking after the scraps purchase and general

management. The future of the management will also be still rosy as two of

the family members has completed their engineering studies in MS in the

United States. Hence, succession planning is given a right consideration bythe present management.

The boards of directors consist of:

Board of Directors:

1. Sri. T.M. Murugesan. Managing Director2.

Sri. M. Varadharaju, Director

3. Smt. L. Dhanalakshmi, Director

Ms Ingot Manufacturing Project

During the month of May 2004, the company successfully established

6.0 tons capacities Induction Furnace, with a production capacity of 60

tonnes of MS INGOTS per day. A standby furnace of the same capacity

supports this furnace. They have established the second furnace during


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February 2005 supported by a second standby furnace. The capacity of the

two furnaces put together is 120 tonnes per day.

Rolling Mill Project

After the big success in establishing and running the MS INGOT

project, the company ventured into establishing the ROLLING MILL, as a

measure of forward integration. They initiated the steps in this direction

during January 2007 and in June 2007 a rolling mill with a capacity of 42000

tonnes was commissioned successfully. The Licensed and the Installed

capacity is 42000 tonnes. Commercial production of the Rolling Mills

started from July 2007. This forward integration gives the company a niche

to the steel market. This also gives the company an entry into the retail

market and with proper channels of marketing; they are able to realize a

higher margin for their products. Within a very short period after the

commercial run of the rolling mill, the company has got ISO certification for

the TMT rods during October 2007.

3.4 MANUFACTURING PROCESS

PRODUCTS

VELA TMT BAR [ 8, 10, 12, 16 , 20, 25, 32 mm] with Fe 415 gradeVELA 500 [ 8, 10, 12, 16 , 20, 25, 32 mm ] Fe 500 gradeVELA PLAIN ROUNDSVELA ANGLESVELA SQUAREVELA FLATSVELA CHANNELS


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DESCRIPTION OF THE MANUFACTURING PROCESS FOR MS

INGOTS:

The raw material required for the manufacture of MS INGOTS is Iron

Scrap of 75-80 tons per day, Sponge iron at 10 tons per dayand Electric

Power is required for melting.

The iron scrap is stored in the scrap yard inside the factory and

consumables and stores in the storeroom. The required quantities of iron

scrap, metals and sponge iron are charged into the furnace with the help of

magnetic cranes. The furnaces are medium frequency essentially consisting

of a power source, a coil, refractory lining, housing for coil in the lining and

crucible.

The process consists of charging the furnace with scrap and then


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inducing a much heavier secondary current in the charge, which result in

heating the metal charge by resistance. Any slag formed on the top of the

surface of the molten metal is periodically removed out.

The top of the furnaces are provided with MS hood with ducting and

connected to induce draft fan to remove any small quantities of gases

produced during the melting and sent to scrubbing system. Since these are

electric furnaces, the fumes generation from them is very less.

When the required temperature is attained (1100 Degree Celsius) the

furnace is titled with the help of a hydraulic system and the molten metal is

poured in to the cast iron ingot moulds kept prepared in the pouring pit. The

furnace has a melting capacity of6.0 tones per every two hours, taking into

consideration the time for patching and sintering. Testing of liquid metal

ensures chemical composition of the final products. The INGOTS are then

striped out of the moulds with the help of crane, allowed to cool, stacked andthem dispatched.

The induction furnaces are cooled by circulating water through

cooling coils inside the furnace. Fresh water is added in to cooling water

sump to compensate the evaporation losses. This water is never thrown out.

The power requirement will be 620 - 650 unit per tone of ingots produced.

Good green belt in an area of about 4.00 acres is developed in the peripheraland other locations inside the plant premises for arresting propagation of

particulate and gaseous discharge from the plant.

The domestic wastewater discharged, which is about 5 cu.m/day. will

be collected in a common collection tank and treated in septic tank and soak

pits.The solid waste of slag formed during the melting process, which is

removed by the workers and disposed off as landfill within the factory


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premises in low lying area. The quantity of slag generated is about 6.0

tonnes/day.

ROLLING MILL PROJECT

After the big success in establishing and running the MS INGOT

project, the company ventured into establishing the ROLLING MILL, as a

measure of forward integration. They initiated the steps in this direction

during January 2007 and in June 2007 a rolling mill with a capacity of 42000

tonnes was commissioned successfully. The Licensed and the Installed

capacity is 42000 tonnes. Commercial Production of the Rolling Mills

started from July 2007. This forward integration gives the company a niche

b the steel market. This also gives the company an entry into the retail

market and with proper channels of marketing; they arc able to realize a

higher margin for their products. Within a very short period after the

commercial run of the rolling mill, the company has got ISO certification for

the TMT rods during October 2007.

Technology

Vela TMT high quality Thermo Mechanically Treated (TMT) bars

are manufactured using the most contemporary technology available

worldwide and supervised by metallurgists and engineers. Reheating

furnace, pre-finishing & finishing mill, continuous shear to cut bars,roughing mill, intermediate mill, besides the most modern TMT facilities.

Our TMT steel bars are made using the 'Quenching & tempering' (Q

&T) technology. This technology is introduced by RA TMT

TECHNOLOGY, A contemporary technology, it allows the production of

bars to be on par with international standards. Hot rolled from steel billets

and subjected to PLC-controlled online thermo-mechanical treatment, the


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bars are made to pass through heat treatment over three successive stages.

1) Quenching

In the first stage of 'Quenching', intense water quenching is executed

on the periphery while the core stays unchanged, leading to a martensitic

surface and austenitic core. The quenching is done using a special water

spray system.

2) Tempering

Subsequently, the bar leaves the quenching box to undergo a process

of'Self Tempering In this stage, heat from the austenitic core flows to the

Surface, causing the tempering of die outer martensitic layer into a structure

referred to as Tempered Martensite'.The core remains austenitic.

3) Cooling

In the final stage of 'Atmospheric Cooling' that takes place on theCooling Bed, the austenitic core is transformed into ductile ferrite-peariite

structure. The end result is a line combination of a strong outer rim

(tempered martensite) and a ductile core (ferrite-pearlite), thereby imparting

strength as well as ductility.

After the quenching process, the bars are cut to desired sizes with theShearing machines and transferred to the Cooling Bed wherein they are

cooled to get the defined structure. Unlike conventional bars that are

subjected to cold twisting.TMT bars have high strength, greater yield &

elongation, uniform micro structure, toughness, ductility and weldability.

They also bond better with cement concrete mix. Hence they are equipped

with the requisite properties to provide strength to Structures for enduring

natural hazards.


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Quality

At Vela TMT, we believe that quality is not an end-product, it is a

continuous process. Which is the watchword in all our operations.

Committed to manufacture and sell quality steel products that conform to

relevant standards and as per customer's requirements, our goal is to

continually endeavour in enhancing the customer-centric activities. Further

we are using UTM for the TMT Rods tensile strength, yield strength and

elongation.

Features

Earthquake ResistantExcellent Weldability & DurabilityUniform strength throughout the bar due to PLC Controlled TMT

Process

Uniform space and depth of lugs maintained by CNC MachineHigher strength with better elongation10 - 15% cost savings due to improved strengthDelivery as per your convenience

Certifications

Our efforts to exceed expectations and endorse excellence arereflected in the certifications conferred on us. It is our continuous pursuit to

excel that enables us to set standards as well as achieve them.

Certifications Description

IS : 2830 : 1992 INGOT Products

1786 TMT Bars for Fe 415 & 500 Grade


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ISO 9001 : 2000 Quality Management System

14001 Environmental Management System

OHSASOccupational Health and Safety Assessment

Series

Bureau of Indian Standards (BIS)

We are the 1st Indian company in the Private Sector to have been

bestowed with a rare honour - the 'ISI certification (ISI 14650 for Cast

Billets). This certificate was awarded to us in 2004 by the BIS in recognition

of the quality of our ingots. Along with the IS 14650, we have also beencertified with the IS 2830 for the Cast Billets that go into the manufacture of

rods.

A testimonial to our single-minded focus on attaining flawless quality

is the 'ISI mark. The entire range of steel rods that we manufacture has been

certified with the ISI' mark. Our products comply with not just Indianstandards but also international standard codes of practice. The quality

parameters for Fe 415, Fe 500 and Fe 550 conform to French & German

Standards that are equivalent to IS 1786-2008, and also the international

recommendation by CEB. An efficient and experienced team of Quality

Control Engineers manning our hi-tech laboratory ensures that no effort is

spared in the achievement of these standards.


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CONTACT DETAILS OF SRI VELA SMELTERS PVT. LTD

Registered Office

SRI VELA SMELTERS PVT. LTD.

76/D valarai Gate,

Vellur Road,

Trichengode - 637 211.

Nammakkal District.

Phone : +91 - 4288 - 255227

Mobile : +91 - 98427 56803

E - mail :[email protected], [email protected]

Factory Address

SRI VELA SMELTERS PVT. LTD.

4/322, 388, Pommakkapalayam,

Nallur Kandampalayam,

Paramathi Velur,Namakkal Dist.

Pincode - 637 203

ORGANIZATIONAL EXCELLENCE

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