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CHAPTER- 1AIM &ESTABLISHMENT
OF COMPANY
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Establishment of the company
The history of OSRAM is bound up closely with the rapid development of
lighting engineering. It was this company that in 1919 under one roof the
scientific expertise and decades-long experience of the top three lamp
producers in Germany. Only 1, 1919 a limited partnership, OSRAM GmbH,
was called into existence in Berlin by the manager of Allgemeine
Elektricitats - Gesellschaft , Deutsche Gasgluhlicht - Aktiengesellschaft
( Auergesellschaft ), and the electric lamp production facilities of Sieman
& Halske.
The Auergesellschafthad already in 1906 Registered the name OSRAM
with the Imperial Patent Office as the official trademark forits incandescent
and arc lamps. 1906 was thus the birth date of a trade name that was
destined to win world renown : OSRAM. The origin of the OSRAM
name came about thus : OS - (OS)MIUM which is a lamp making metal.
The history of electric light and the history of OSRAM are inextricably
intertwined. Again and again , new developments from OSRAM have
changed the way we live.
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As early as 1925, for example, OSRAM made night time driving much
safer with the development of the first twin filament headlight lamp worth
high and low beams. These BILUX lamps became famous throughout the
world. From filaments to fluorescents - In 1936, OSRAM launched the
first fluorescent lamp. Its economical light revolutionized artificial lighting
in offices, shops, factories and public buildings.
Halogen light, a brilliant idea - By including halogens in the filler gas,
lighting specialists as OSRAM set the incandescent lamp on a completely
new course in 1960.
OSRAM has made constant improvements to the range. We have been
able; for example to reduce the tube diameter of fluorescent lamps from 38
mm to 26 mm and less, which saves glass and fluorescent material and at
the same time increases luminous efficacy.
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INTRODUCTION TO COMPANY
OSRAM India Pvt. Ltd. Sonepat
The plant of OSRAM India Pvt. Ltd. Sonepat was established by Birla
Group of company as ECE Industries Sonipat in the year 1973 in
collaboration with M/s Tungsram, Hungary. It is situated 45 km from
Delhi, in industries-oriented environment of Sonepat (Haryana).
In Oct.1998, ECE Industries Ltd. Sonepat was taken over by OSRAM India
Pvt. Limited a wholly owned subsidiary of OSRAM GmbH. OSRAM India
Pvt. Ltd. having its registered at New Delhi, was primarily formed for sales
and marketing operations in India. The company has got three regional
offices at Bombay, Calcutta and Bangalore in addition to 14 other
distribution centers. The total turnover of OSRAM India pvt. Ltd. Were
worth Rs.42 crore in acquisition, innovation and expansion has been
regular feature of this plant. Currently a high speed CFL manufacturer line
and slim tube manufacture line have been brought from (Germany). Withthis new induction, total investment at this to approximately Rs.100 crore.
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OSRAM India Pvt. Ltd. Has Governments approval for manufacturing and
Trading of the following lamps:-
Metal Halide and High Intensity discharge lamps.
Tri phosphor and energy efficient fluorescent tubes.
Automotive Halogen and Discharge lamps.
Photo-Optic lamps for films, TV, Theatre, etc.
Other high technology, innovation lamps for Medical, Germicidal,
UV lamps.
Incandescent Lamps.
Note: all figures are fictitious.
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Types of services/products
given/produced
Producing more light with less energy is our maxim. We are increasingly focusing
on the overall life cycle of our products, from environmentally sound product
design to environmentally sound disposal. In addition, we strive to reduce the
amount of mercury and other toxic chemicals that are required for certain types of
lamps and, whenever possible, find replacements for these harmful substances.
The EU directive 2002/95/EG on the of the use of certain hazardous restriction
substances in electrical and electronic equipment (RoHS), that was implemented on
July 1st, 2006, forbids the use of certain hazardous substances such as lead, chrome
VI, cadmium mercury, and specific flame retardant agents in electronic product
(PBBs AND PBDEs)
They do not only confine ourselves to the legal minimum requirements but also
strive to systematically reduce ecologically relevant substances. As we can only
avoid or deplete materials that we know of, we ask our suppliers to clearly index all
substances contained in their products on the basis of our index list. This list
contains all prohibited toxics as well as all substances we try to avoid. Substances
that can be found on that list have to be declared and the compliance of this list is
mandatory for all our suppliers.
Due to our responsibility for the safe handling of our products, we also provide our
customers with eco-information on our products. Technical tips and suggestions for
safe handling are included as well as helpful advice for disposal at the end of the
lamp's useful life. Acting responsibly, our engagement for active and sustainable
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environmental protection, and our social commitment constitute the basic values of
our company and are represented in our business principles.
LED
In contrast to incandescent lamps, light-emitting diodes produce light in a certain
color. This color varies depending on the materials system used and ranges from
yellow, orange, and red to green and blue.
HALOGEN LAMPS WITH IRC TECHNOLOGY
Halogen light has virtually the same spectrum of light as the sun, so colors look
natural under halogen lamps. In comparison to conventional incandescent lamps,
halogen lamps feature a high degree of color stability, high lighting efficiency, and
a much longer service life.
XENARC
A growing number of new car buyers and used car owners are equipping their
vehicles with OSRAM Xenon headlights. According to automotive industry
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experts, nearly 45% of all newly registered cars in Europe have these new safety
lights.
PLANON
PLANON is a new high-performance discharge lamp from OSRAM that looks like
a tile. The special shape and constant high light performance of PLANON creates
new construction possibilities and applications.
ENDURA
OSRAM developed the ENDURA system especially for application areas where
changing lamps is extremely costly and difficult, such as tunnel lighting or lighting
for industrial production areas.
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Product offerings from OSRAM India
OSRAM India is in a position to supply all products listed in the E-
Catalogue with major focus on:
Incandescent GLS Lamps both in screw type E 27 and B22d caps
Low Voltage and Mains Voltage Halogen Lamps
A wide variety of Fluorescent Lamps including the latest generation
of Tri-Phosphor Lumilux plus Lamps.
The widest range of Compact Fluorescent Lamps, in particular, the
retrofit Dulux EL which meets the Indian conditions of wide
fluctuations in voltage, high ambient temperature and high humidity.
HID Lamps including high pressure Mercury Vapor Lamps (HQL),
Blended lamps (HWL), High Pressure Sodium Vapor Lamps (NAV),
Metal Halide Lamps (HQI) and other high discharge lamps for special
applications.
Widest range of Automotive Lamps for 4 Wheelers, 3 Wheelers and 2
Wheelers.
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Incandescent lamps Tungsten halogen lamps
Compact fluorescent lamps/ Energy saving lamps
LED lamps
Fluorescent lampsHigh intensity discharge (HID)
lamps
Special lampsDisplay and signal lamps and
lamps for traffic light installationsLED systems, Light
Engines and ModulesOLED light design
Automotive lamps Display/Optic
Control gears Light management systems
LuminariesOSRAM Opto Semiconductors:
LED and optical semiconductors
http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105119http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105185http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105225http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105225http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_1001280http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105321http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105358http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105358http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105417http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105427http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105427http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105439http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105439http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_1024017http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105468http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105536http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105593http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_1014022http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105667http://catalog.osram-os.com/http://catalog.osram-os.com/http://catalog.osram-os.com/http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105185http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105225http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105225http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_1001280http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105321http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105358http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105358http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105417http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105427http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105427http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105439http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105439http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_1024017http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105468http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105536http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105593http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_1014022http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_105667http://catalog.osram-os.com/http://catalog.osram-os.com/http://catalog.myosram.com/zb2b/osram/catalogentry.do?it_c=GPS_1051197/31/2019 Final Nisha
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Mission statement and aim of the
company
OUR VISION
The expectations and targets of company are reflected in its policy and
Continuous efforts for expanding its share in the market. The OSRAM India
Vision 2010 Proves to be the statement of its goals and would shape its
future in India. The highlights of OSRAM India.
Vision is:- OSRAM No.2 in lamps business in India.
OSRAM India sales over INR 3 billion. OSRAM India leader
in CFL, FO And ECG.
OSRAM the most respected brand name in the country.
OSRAM products available in all parts of India.
Cost leadership in halogen, T8 Luminous, CFL, NAV
Super and HQI.
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OUR MISSION
We shape the future of light
By advancing solutions for
Illumination
Visualization
and Sensing
OUR VALUES
To achieve our vision, we build on:
Speed
We value the opportunities of change
We drive performance by speed in processes and projects
Quality
We provide best quality and service to our customers from the beginning
We strive for continuous improvement and show zero tolerance to defects
Focus
We set priorities and are consistent in achieving our targets
Our focus is driven by our customers` expectations
Trust
We encourage and honor initiative, creativity and commitment
We build on the capabilities of each other and value working in teams
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CHAPTER-2
POLICY OF THE
COMPANY
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CORPORATE CITIZENSHIP
UN GLOBAL COMPACT
OSRAM is committed to behaving responsibly towards people and the
environment. To support this commitment we have signed up to the Global
Compact initiated by UN General Secretary Kofi Annan. See our communication
on Progress
SOCIAL COMMITMENT
As a global company Osram does business in many cultures and societies and are
involved in local activities. For example, around 90 percent of the employees at our
factory in New York, USA support the company's charity projects with voluntary
work or donations. Employees build houses for the "Habitat for Humanity" scheme;
donate clothing and food for needy children and books for the local reading and
writing education center.
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DEVELOPMENT PROJECTS
OSRAM works together with NGOs (Non-Governmental Organizations) for
projects in developing countries. These projects include lighting for regions without
a permanent power supply, and technology for mobile water purification. The
African Medical and Research Foundation (AMREF) is currently testing OSRAM
water purification lamps for use in Kenya.
EDUCATION
OSRAM China provides support to poor families so that their children can go to
school. OSRAM employees provide the children with financial help for day-to-day
living.
ART
With our Art Projects at our Munich gallery we promote young artists who take
new approaches. The gallery was established 40 years ago. The latest additions are
LED lighting masts. On the SEVEN SCREENS in front of OSRAM headquarters in
Munich we are displaying digital art in public. Once or twice a year, artists will be
invited by OSRAM to develop works of art on a local theme.
ENVIRONMENTAL PROJECTS
The giant tortoises on the Galapagos Islands are threatened with extinction.
Scientists at the Darwin Research Station have given the tortoises a lifeline with the
help of OSRAM by incubating their eggs under OSRAM lamps.
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OSRAM ENVIRONMENTAL GUIDELINES
The OSRAM environmental guidelines were introduced in 1998. They were signed
by the chairman of the management Dr. Wolf Dieter Bopst, the managing director
for technology Dr. Jorg Schaefer and the managing director for finances &
personnel Dr. Thomas Seeberg.
Osram hereby commit us to respect the environment, assume responsibility for it,
deal with resources economically and avoid any negative impact on the
environment. We underline our commitment to active environmental protection
with these environmental guidelines. They apply to all OSRAM activities and to
each individual employee.
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ENVIRONMENT, HEALTH SAFETY & SOCIAL POLICY
To ensure health & safety of its employees, prevent pollution and
protect the environment by complying with relevant legal
requirement.
Prevent behavior which is integral to the quality policy shall be the
guiding principle for implementation.
To conserve natural resources by optimum utilization minimization
wastage of Raw Material, water energy & other associated factors
affecting the Environment.
This policy shall be deployed at all level of the orgn. And interested
parties through awareness / training about EHS aspect and hazards
and motivate them for active participation. The management shall review EHS performance at regular interval for
continual improvement.
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CHAPTER-3ORGANIZATIONAL
STRUCTURE OF THE
COMPANY
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CHAPTER-4
INTRODUCTION TO THE
PROJECT & REVIEW OF
LITERATURE
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INTRODUCTION TO THE PROJECT
(LABOR EFFICIENCY)
LABOR FORCE
The total number of people employed or seeking employment in a country or
region is called Labor force orWork force.
EFFICIENCY
A level of performance that describes a process that uses the lowest amount
of inputs to create the greatest amount of outputs. Efficiency relates to the
use of all inputs in producing any given output, including personal time and
energy.
LABOR EFFICIENCY VARIANCE
Labor efficiency variance is calculated by comparing the actual hoursworked with standard hours allowed, both at the standard labor rate. Thestandard hours allowed figure is determined by multiplying the number of
direct labor hours established or predetermined to produce during the periodfor which the variances are being computed. The units produced are theequivalent units of production for the labor cost being analyzed. Laborefficiency variance is also known as labor time variance and labor usagevariance.
[Labor efficiency variance = (Actual hours worked Standard rate)
(Standard hours allowed Standard rate)]
EXAMPLE:-
Assume that 1,880 hours are worked at a rate of $6.50 per hour to produce
530 equivalent units of product. The standard labor rate per hour is $6.00
and standard time allowed to produce a unit of product is 3 hours.
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Required: Calculate direct labor efficiency variance.
Solution:
Time Rate = Amount
Actual hours worked atactual rate
1,880 $6.00standard
$11,280
Actual hours worked at
standard rate1,590
$6.00
standard 9,540
290 $1,740
unfav.
The standard hours allowed is the result of multiplying 530 units of product
by three standard hours per unit. The unfavorable labor efficiency variance
of $1,740 is due to the use of 290 hours in excess of standard hours allowed.
Rates paid to the workers are usually predictable. Nevertheless, ratevariances can arise through the way labor is used. Skill workers with highhourly rates of pay may be given duties that require little skill and call forlow hourly rates of pay. This will result in an unfavorable labor ratevariance, since the actual hourly rate of pay will exceed the standard ratespecified for the particular task. In contrast, a favorable rate variance wouldresult when workers who are paid at a rate lower than specified in thestandard are assigned to the task. However, the low pay rate workers maynot be as efficient. Finally, overtime work at premium rates can be reason ofan unfavorable labor price variance if the overtime premium is charged tothe labor account.
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CAUSES OF UNFAVOURABLE LABOR EFFICIENCY/USAGE
VARIANCE:-
Poorly Trained Workers
Poor Quality Materials
Faulty Equipment
Poor Supervision
Insufficient Demand For Companys Product
Who is Responsible for the Labour Efficiency/Usage Variance?
The manager in charge of production is generally considered responsible for labor
efficiency variance. If customers orders are insufficient to keep the workers busy,
the work center manager has two options, either accept an unfavorable labor
efficiency variance or build up inventories. The second option is opposite to the
basic principle of just in time (JIT). An inventory with no immediate prospect of
sale is a bad idea according to just in time approach. Inventories, particularly work
in process inventory leads to high defect rate, obsolete goods, and generally
inefficient operations. As a consequence, when the work force is basically fixed in
the short term, managers must be cautious about how labor efficiency variances are
used. Some managers advocate dispensing with labor efficiency variance entirely in
such situations at least for the purpose of motivating and controlling workers on the
shop floor.
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This paper probes the role of labour efficiency in promoting energy efficiency and
economic performance with reference to small scale brick enterprises' cluster in
Malur, Karnataka State, India. In the bricks industry, the technology in use being
similar, labour efficiency has a negative influence on energy cost. Therefore, those
enterprises that exhibited higher labour productivities had lower average energy
intensity and higher returns to scale as compared to those that had lower labour
productivities. Considering this, improvement of labour efficiency can be an
alternative approach for energy efficiency improvement in energy intensive small
scale industries in developing countries like India, which face the obstacle of
financial constraints in up-grading technology as a means of energy efficiency
improvement.
Workforce productivity is the amount of goods and services that a worker
produces in a given amount of time. It is one of several types ofproductivity that
economists measure. Workforce productivity can be measured for a firm, a process,
an industry, or a country. It was originally (and often still is) called labor
productivity because it was originally studied only with respect to the work of
laborers as opposed to managers orprofessionals.
The OECD defines it as "the ratio of a volume measure of output to a volume
measure of input".[1] Volume measures of output are normally gross domestic
http://en.wikipedia.org/wiki/Goodshttp://en.wikipedia.org/wiki/Serviceshttp://en.wikipedia.org/wiki/Workerhttp://en.wikipedia.org/wiki/Productivityhttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Professionalhttp://en.wikipedia.org/wiki/OECDhttp://en.wikipedia.org/wiki/Workforce_productivityhttp://en.wikipedia.org/wiki/Gross_domestic_producthttp://en.wikipedia.org/wiki/Goodshttp://en.wikipedia.org/wiki/Serviceshttp://en.wikipedia.org/wiki/Workerhttp://en.wikipedia.org/wiki/Productivityhttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Professionalhttp://en.wikipedia.org/wiki/OECDhttp://en.wikipedia.org/wiki/Workforce_productivityhttp://en.wikipedia.org/wiki/Gross_domestic_product7/31/2019 Final Nisha
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product (GDP) or gross value added (GVA), expressed at constant prices i.e.
adjusted forinflation.
The three most commonly used measures of input are:
hours worked;
workforce jobs; and
Number of people in employment.
Measured labour productivity will vary as a function of both other input factors and
the efficiency with which the factors of production are used (total factor
productivity). So two firms or countries may have equal total factor productivity
(productive technologies) but because one has more capital to use, labor
productivity will be higher.
Output per worker corresponds to the "average product of labour" and can be
contrasted with the marginal product of labor, which refers to the increase in output
those results from a corresponding (marginal) increase in labor input.
http://en.wikipedia.org/wiki/Gross_domestic_producthttp://en.wikipedia.org/wiki/Gross_value_addedhttp://en.wikipedia.org/wiki/Inflationhttp://en.wikipedia.org/wiki/Capitalhttp://en.wikipedia.org/wiki/Marginal_producthttp://en.wikipedia.org/wiki/Gross_domestic_producthttp://en.wikipedia.org/wiki/Gross_value_addedhttp://en.wikipedia.org/wiki/Inflationhttp://en.wikipedia.org/wiki/Capitalhttp://en.wikipedia.org/wiki/Marginal_product7/31/2019 Final Nisha
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REVIEW OF LITERATURE
SOURCE-1: www.endseurope.com
8Aug2011
Resource efficiency lags behind labour gains - study
ENDS Europe (subscription) - 8 Aug 2011
The report attributes the difference to tax regimes that have made labour more
expensive while resources costs have generally fallen. Resource efficiency ...
Energy and resource efficiency have improved more slowly in the EU than worker
productivity, according to a survey of the last three decades compiled for the
European Environment Agency.
SOURCE-2:www.deccanherald.com
2 Aug 2011
Contract labour for business advantage
Deccan Herald - 2 Aug 2011
Whereas in contact labour, the external organization appoints the people in its right
solution not only to save on costs but also to improve efficiency. Whereas in
contact labour, the external organization appoints the people in its role and deploys
them to your organization. These contract workers will work in your premises under
your supervision.
http://www.endseurope.com/http://www.google.co.in/url?q=http://www.endseurope.com/26900/resource-efficiency-lags-behind-labour-gains-study&sa=U&ei=UZdMTqrLGMHSrQfMouHEAw&ved=0CDIQqQIwBw&usg=AFQjCNGQBPNKJZnI2qhFHIzTZuXbpd9PBwhttp://www.deccanherald.com/http://www.deccanherald.com/http://www.google.co.in/url?q=http://www.deccanherald.com/content/180880/contract-labour-business-advantage.html&sa=U&ei=LphMTv2-N8rZrQeRt-SnAw&ved=0CDMQqQIwCTgK&usg=AFQjCNFyYGUu5z2NaNKFl9Sx-yHZ8zd8Zwhttp://www.endseurope.com/http://www.google.co.in/url?q=http://www.endseurope.com/26900/resource-efficiency-lags-behind-labour-gains-study&sa=U&ei=UZdMTqrLGMHSrQfMouHEAw&ved=0CDIQqQIwBw&usg=AFQjCNGQBPNKJZnI2qhFHIzTZuXbpd9PBwhttp://www.deccanherald.com/http://www.google.co.in/url?q=http://www.deccanherald.com/content/180880/contract-labour-business-advantage.html&sa=U&ei=LphMTv2-N8rZrQeRt-SnAw&ved=0CDMQqQIwCTgK&usg=AFQjCNFyYGUu5z2NaNKFl9Sx-yHZ8zd8Zw7/31/2019 Final Nisha
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SOURCE-3:www.ghananewsagency.org
9 Aug 2011
Official says we will bring efficiency into small-scale mining
Ghana News Agency - 9 Aug 2011
Has said he would bring more efficiency into small-scale mining and reduce child
labour, prostitution, drug abuse and growing truancy among school. The policy of
the government, he said, was to develop the industry to become as efficient as their
large-scale counterparts, adding that it was for this reason that the Natural
Resources and Environmental Governance (NREG) Programmed was being
implemented.
SOURCE-4:www.leftfootforward.org
17Aug 2011
Government needs to take on the energy companies to bring down
prices
Left Foot Forward - 14 hours ago
The Labour government brought in winter fuel payments to the elderly to tackle ...
as to what levels of insulation and energy efficiency must be achieved. The Labour
http://www.ghananewsagency.org/http://www.ghananewsagency.org/http://www.google.co.in/url?q=http://www.ghananewsagency.org/details/Economics/Official-says-we-will-bring-efficiency-into-small-scale-mining/%3Fci%3D3%26ai%3D32109&sa=U&ei=_JlMTqebB4nnrAf6zLG7Aw&ved=0CEMQqQIwBzge&usg=AFQjCNFkB8nF_ymPEiieN9eNKwyuApCX3Ahttp://www.leftfootforward.org/http://www.leftfootforward.org/http://www.google.co.in/url?q=http://www.leftfootforward.org/2011/08/government-needs-to-take-on-the-energy-companies-to-bring-down-prices/&sa=U&ei=SZtMTvODCc2mrAfdgLGvAw&ved=0CDgQqQIwBjgo&usg=AFQjCNG3_8jIDvlDfvKsYzcfJSXczddTUghttp://www.google.co.in/url?q=http://www.leftfootforward.org/2011/08/government-needs-to-take-on-the-energy-companies-to-bring-down-prices/&sa=U&ei=SZtMTvODCc2mrAfdgLGvAw&ved=0CDgQqQIwBjgo&usg=AFQjCNG3_8jIDvlDfvKsYzcfJSXczddTUghttp://www.ghananewsagency.org/http://www.google.co.in/url?q=http://www.ghananewsagency.org/details/Economics/Official-says-we-will-bring-efficiency-into-small-scale-mining/%3Fci%3D3%26ai%3D32109&sa=U&ei=_JlMTqebB4nnrAf6zLG7Aw&ved=0CEMQqQIwBzge&usg=AFQjCNFkB8nF_ymPEiieN9eNKwyuApCX3Ahttp://www.leftfootforward.org/http://www.google.co.in/url?q=http://www.leftfootforward.org/2011/08/government-needs-to-take-on-the-energy-companies-to-bring-down-prices/&sa=U&ei=SZtMTvODCc2mrAfdgLGvAw&ved=0CDgQqQIwBjgo&usg=AFQjCNG3_8jIDvlDfvKsYzcfJSXczddTUghttp://www.google.co.in/url?q=http://www.leftfootforward.org/2011/08/government-needs-to-take-on-the-energy-companies-to-bring-down-prices/&sa=U&ei=SZtMTvODCc2mrAfdgLGvAw&ved=0CDgQqQIwBjgo&usg=AFQjCNG3_8jIDvlDfvKsYzcfJSXczddTUg7/31/2019 Final Nisha
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government brought in winter fuel payments to the elderly to tackle fuel poverty
and will point to figures that show the number of excess winter deaths plummet
from almost 50,000 in 1999/2000 to 25,000 in 2009/20
TYPES OF LABOUR IN OSRAM INDIA PVT. LTD.
There are 2 types of direct labour in Osram India Pvt. Ltd.:-
Permanent Labour which is recruited through recruitment process (HR deptt.),basically from ITI or internal training center
Casual Labour which is recruited on daily basis from three contracting agencies:-
Bhagwati Pvt. Ltd.
Surya Packing Pvt. Ltd.
Shivam Pvt. Ltd.
CALCULATE THE ACTUAL OUTPUT PER HOUR:-
MAN-DAY
A unit of one days work by one person.
ACTUAL PRODUCTION PER HOUR
The actual number of unit produced by one person in one hour.
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Actual production per hour = Total output of a day
Total number of man hours in a day
FACTORS AFFECT LABOUR EFFICIENCY
In order to understand the causation of labour efficiency it is essential to
know first what the term behavior actually means. Different behavioral
scientists have defined Behavior differently. Some observations are as
follows;
Behavior simply means as a response to certain stimuli which is observable
directly and indirectly
Behavior is observed directly by studying the responses of people to their
work environment indirect observation refers to those people describe
decision making processes and attitude verbally.
This is seen that human behavior is caused by certain reasons behavior is the
result of interaction between individual characteristics and the characteristics
of the environment in which behavior occurs.
Personal characteristics remain inside the person whereas environmental
once outside the person. These personal and environmental characteristics
secure as foundation of individual behavior in the efficiency of there work.
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THE CAUSES OF HUMAN BEHAVIOR ON THE
EFFICIENCY OF THE WORK
INHERITED CHARACTERISTICS: Some of the characteristics
inherited from birth, may or may not be changed by external environment
PHYSICAL CHARACTERISTICS: - relate to height, slim body, and
vision and stamina results in quality, performance in such jobs that
require artistic skills.
AGE:- the age may influence the efficiency of labour in a physiological
as well as psychological ways
INTELLIGENCE:-Some people are born Intelligent However
intelligent can be enhanced with efforts, hard work proper environment
and motivation.
RELIGION:-It play important role in determining the efficiency. High
religious people have high moral standards. They strive for achievement
and self fulfillment.
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LEARNED CHARACTERISTICS: These characteristics involve
individuals attitudes, values and perceptions about the environment in
which he/she function. They are a result of parental values and expectation.
PERCEPTION: - Is a process by which individuals organize and interpret
there sensory impression in order to give meaning to their environment. It
refers to the manner in which a person experiences the world.
PERSONALITY: - It is a set of traits and characteristics, habit patterns and
conditioned responses to certain stimuli that formulate the impression upon
others. It indicates the type of activities, jobs and assignment suitable to a
particular person which will enable him to perform that task effectively.
ATTITUDES: - it may be defined as the way a person fells about
something- a person, a place, a commodity, a situation or an idea. It
addresses an individuals positive or negative feeling about some object.
VALUES: - values are important in relation to study of organizational
behavior. Because an organization is a composite of attitude, perceptions,
personalities and individual behavior of managers as well as workers. Values
determine what is right and what is wrong. The values behavior pattern.
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FACTORS AFFECTING LABOUR EFFICIENCY
ENVIROMENTAL FACTORS :-
ECONOMIC FACTORS- the economic environment is an important
determinant of individual behavior. All work is performed with in economic
framework .the concept of economic environment is a synthesis of several
factors like employment level, wage rate, economic outlook and
technological change rate.People work for money but not only for money.
However wages satisfied various needs of individuals.
POLITICAL FACTORS- the stability of government can affect the
employment opportunities both in quantity and quality. Management
structures and philosophies in controlled societies have a significant impact
on decision, strategies and methods of implementation available to
managers. The relative freedom available can affect carrier choice, job
design, motivation methods and finally individual behavior.
SOCIO-CULTURAL FACTORS: people grow up in a particular society
that shape their basic values, beliefs and behavior. Cultural vary from
country to country and these variation produce different behavior across the
country.
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LEGAL ENVIRONMENT: rules and laws are formalized ad written
standards of behavior both rules and laws is strictly enforced by the legal
system .laws relate to all members of society observing laws voluntarily
allow predictability of individual behavior.
ORGANIZATIONAL FACTORS:- the characteristics of an organization
are also affects human behavior.
PHYSICAL FACILITIES: The physical facilities such as ventilation
,proper lighting , painting on wall, proper space for employee and like that
put impact on employee behavior and performance. Hence physical
environment at work place may be said to be the arrangement of people and
thinks in such a manner. So that they may have a positive impact on the
efficiency of the work.
ORGANISATIONAL STRUCTURES AND DESIGNS- It refers to the
way in different departments in organizations are set up and the way in
which the emoting relationship and lines of communication are established
among different departments in the organizations.
QUALITY OF LEADERSHIP-The organizational establish a system ofleadership and supervision to pride direction assistance, advice, training, to
individual members. The behavior of a leader is therefore a potential source
of influence on an individual. In other words the behavior of individual by a
large extent influenced by their leaders.
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REWARD SYSTEM:-Organization establishes reward system to
compensate the employees. The behavior of an employee influenced by
reward system of an organization.
CHAPTER-5
METHODOLOGY
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RESEARCH METHODOLOGY
RESEARCH
RESEARCH IS SEARCH FOR KNOWLEDGE
OR
RESEARCH IS SYSTEMATIC EFFORTS TO GAIN
KNOWLEDGE.
RESEARCH DESIGN
A RESEARCH DESIGN IS THE FRAMEWORK OR PLAN FOR A
STUDY WHICH IS USED AS A GUIDE IN COLLECTING AND
ANALYZING THE DATA COLLECTED.
It is the blue print that is followed in completing the study. The basic
objective of research cannot be attained without a proper research design. It
specifies the methods and procedures for acquiring the information needed
to conduct the research effectively. It is the overall operational pattern of the
project that stipulates what information needs to be collected, from which
sources and by what methods.
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TYPES OF RESEARCH DESIGN
Research design can be classified into following types:-
Descriptive research design
Exploratory research design
Experimental research design
In this project I have used exploratory research design because it describes new
ideas and events.
TYPE OF DATA COLLECTION
There are two types of data used. They are primary and secondary data. Primary
data is defined as data that is collected from original sources for a specific purpose.
Secondary data is data collected from indirect sources.
PRIMARY SOURCES
These include the survey or questionnaire method, telephonic interview as well as
the personal interview methods of data collection.
SECONDARY SOURCESThese include books, the internet, company brochures, product brochures, the
company website, competitors websites etc, newspaper articles etc.
In this project I have used internet, company brochures, product brochures, and the
company website as a secondary source.
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FINDINGS OF THE STUDY
Most of the workers have a friendly relationship with their superior as
well as their colleagues; this in turn depicts the open communication
available in organization.
Most of the workers are often guided by their supervisors in their
sphere of work and agree that they understand their work pressures
and problems and try to solve them if it is within their reach.
Most of the workers feel that unbalanced interpersonal relations affect
the efficiency level of employees mainly due to stress which is mainly
caused because of individual and organizational related factors.
The negative behavior of workers is mainly due to psychological and
behavioral problems although they get full co-operation and unbiased
attention from their superior in their work place.
Group cohesiveness prevails among different groups in org. mainly
due to competition.
No superior is afraid to express any kind of views about the worker to
him.
To some extent, the management is concerned about maintaining good
relations with trade unions.
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LIMITATIONS
I had put my best effort in gathering the data and i have tried my level best
that the data provided and the survey done are authentic as they could be, but
there are some limitations, which are mentioned below :
The study period is limited, the researcher has to collect the necessary
and important information within the limited period of time and it is not
possible to collect it, due to lack to time.
Some consumers give half-hearted response or false information, which
may lead to wrong conclusion.
It is not possible to carry out the detailed survey due to limited finance.
The crew members were hesitates to speak freely as they feared the
informations to leak in the head office.
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CHAPTER -6INTERPRETATIONS AND
ANALYSIS OF DATA
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DATA ANALYSIS
ACTUAL OUTPUT PER HOUR OF DIFFERENT LINES
LINE OUTPU
T
MAN-
HOUR
S
ACTUAL
OUTPUT/HOUR
S
PRODUCTION LINE-1
300216 6804 44.12
ASSEMBLY LINE-1
410980 9656 42.56
PRODUCTION LINE-2
368260 4096 89.91
ASSEMBLY LINE-2
373820 17144
21.80
SPIRAL 170978 5496 31.11T-5 164730 4006 41.12
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INTERPRETATIONS
SWOT ANALYSIS
STRENGTHS:-
a) The globally cost competitive
b) Adheres to strict quality controls. Has access to latest technology.
c) Provides support to critical infrastructure and metal industries.
WEAKNESSES:-
a) Industry has a lower level of research and development capability.
b) Industry is exposed to cyclical downturns in the automotive lamps. Most
component companies are dependent on global majors for technology
OPPURTUNITIES:-
a) May serve as sourcing hub for lamps globally.
b) Majors significant export opportunities may be realized through
diversification of export basket.
c) Implementation of value added tax vat) in fy2004 will negate the
cascading impact of price.
THREATS:-
a) The presence of large counterfeit components market poses a significant
threat.
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b) Pressure on prices from gems continues. Imports pose price based
competition in the replacement market. Further marginalization of smaller
players likely outlook
PESTE ANALYSIS
POLITICAL ENVIRONMENT
The stability of government can affect the employment opportunities; both
in quantity and quality .politically unstable environment have difficulty and
attracting experience problems in maintaining steady level of employment.
The political ideology of a country affects interpersonal behavior primary
through relative freedoms available to its citizens. Management structures
and philosophies in controlled societies have a significant impact on
decisions, strategies, strategies and methods of implementation available to
managers .The relative freedoms can affect career choice, job design
motivation methods and finally efficiency of the labour.
SECONOMIC ENVIRONMENT
The Economic environment is an important determinant for the efficiency of
the labour. All work is perform with in economic framework .the concept of
economic environment is a synthesis of several factors, like employment
level, wage rates, economic outlook and technological change.
People work for money but not only for money. However have wages
satisfied various needs of an individual? It is well known that wage attract
people to certain organizations and determine their satisfaction on jobs.
Inequality in wages will have adverse effect on employees
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SOCIAL ENVIRONMENT
People grow up in a particular society that shape their basic beliefs, values
and behaviors. Culture varies from country to country and these variation
produce different behaviors across the country .culture vary between two
regions with in a country too and these variations produce different
behaviors across the country. Work ethics, achievement needs, effort
reward expectations and values are important factors having behavioral
implications as suggested by Stephenss p.robbins.it always desirable for
organization effectiveness that direct there must be direct relationship
between effort and reward.
TECHNOLOGICAL ENVIRONMENT
It is seen that technological change is included as an economic factor
because of potential effects on individual job opportunities
Technological change has its strongest effect at lower level jobs although
increased automation, computerization and more sophisticated production
technologies can affect individuals at all levels.
LEGAL ENVIRONMENT
Rules and laws are formalized and written standards of behavior. Both rules
and laws are strictly enforced by the legal system .laws relate to all
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members of society. Observing laws voluntary allows for predictability of
individual behavior which will give a great impact on the efficiency of the
labor.
CHAPTER-7 DISCUSSION
OF RESULTS AND
CONCLUSIONS
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DISCUSSION OF RESULT AND CONCLUSIONS
Actual Production per Man-Hour of Production Line-1 is 44.12.Actual
Production per Man-Hour of Assembly Line-1 is 42.56.Actual Production per
Man-Hour of Production Line-2 is 89.91.Actual Production per Man-Hour of
Assembly Line-2 is 21.80.Actual Production per Man-Hour of Production of
Spiral is 31.11, finally T-5s actual production per hour is 41.12.
In the organization most of employees are satisfied with all the facilities
provided by company. But there are some employees also who are not satisfied
with the company.
Management should try to convert unsatisfied employees in to satisfied
employees. Because if employee is not satisfied than the he is not able to give his
100% to his work and the productivity of employee decrease.
Management should try to satisfy his employees because employees are the
assets of the company not a liability.
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