report suryabala

8/3/2019 Report Suryabala

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PSG COLLEGE OF ARTS AND SCIENCE

Coimbatore -14

College with potential of excellence

(Status awarded by the UGC)An autonomous college and

Affiliated to Bharathiar University

RE-Accredited with A+ Grade by NAAC

An ISO 9001:2000 Certified Institutions

PROJECT ON

HCL Infosystems Ltd,

Design Services & Manufacturing Services,

AmbatturREPORT:2011

Work done by

Name: SURYABALA.S

Register number: 10BBM055


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TABLE OF CONTENTS:

Introduction-HCL Infosystems Ltd Executive summary Organization layout Manufacturing units Organization study-HCL Infosystems Ltd, Ambattur

o DSMS-Design Services & Manufacturing serviceso Productso

Plant operation charto Shop flooro Process flow

Role ambiguity-DSMSo Introductiono Role ambiguity-a Boon or bano Problem statemento Data

Purchase department Sales & Marketing department Production department Quality Control department Accounts department Logistics department

Alternative analysiso Goal ambiguity

Action and implementation plano Transaction analysis

Illation Reference


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HCL INFOSYSTEMS

HCL Infosystems Ltd is Indias premier hardware, services and ICT systems IntegrationCompany offering a wide spectrum of ICT products that includes Computing, Storage,

Networking, Security, Telecom, Imaging and Retail. HCL is a one-stop-shop for all the ICT

requirements of an organization. India's leading System Integration and Infrastructure

Management Services Organization, HCL has specialized expertise across verticals including

Telecom, BFSI, E-governance & Power. HCL has India's largest distribution and retail network,

taking market to a range of Digital Lifestyle products in partnership with leading global ICT

brands, including Apple, Cisco, Ericsson, Kingston, Kodak, Konica Minolta, Microsoft, Nokia,

Toshiba, and many more.

HCL Infosystems Ltd., a listed subsidiary of HCL, is an India-based hardware and systems

integrator. It has a presence in 170 locations and 300 service centers throughout India. Its

manufacturing facilities are based in Chennai, Pondicherry and Uttarakhand. It is headquartered

at Noida.

HCL today has India's largest vertically integrated computer manufacturing facility with overthree decades of electronic manufacturing experience & HCL desktops is the largest selling

brand into the enterprise space. With Indias largest ICT services network that reaches to every

corner of India, HCLs award winning Support Services makes it the preferred choice of

enterprise and consumers alike. HCL Infosystems has a 100% subsidiary that addresses the

physical security technology system integration market.

EXECUTIVE SUMMARY

HCL Infosystems, India's premier information enabling and integration company, has received

the ISO 9001:2000 certification specifies requirements for a quality management system where

an organization needs to demonstrate its ability to consistently provide product and services that

meets customer and applicable regulatory requirements. ISO 9001:2000 also aims to enhance
http://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Pondicherryhttp://en.wikipedia.org/wiki/Uttarakhandhttp://en.wikipedia.org/wiki/Noidahttp://en.wikipedia.org/wiki/Noidahttp://en.wikipedia.org/wiki/Uttarakhandhttp://en.wikipedia.org/wiki/Pondicherryhttp://en.wikipedia.org/wiki/Chennai


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customer satisfaction through the effective application of the system, including processes for

continual improvement of the system and the assurance of conformity to customer and applicable

regulatory requirements.

HCL Insys chosen platform of total technology integration lends itself to some very significant

alliances with the global leaders. Among its partner are HP for high end AISCE/UNIX services

and workstation and HP Open view network management solution; Intel for PC and PC server

building blocks; Microsoft, Novell and SCO AG solutions; Red hat ;Linux; Samsung; Pivota for

CRM solution and ORACLE Sybase and Informix for RDBMS platform.

Today the company has aligned its operations into five entities that offer seamless linkages for

the customers seeking entry into the wired world through total Integration solution andservices.

HCL Infosystems focuses on the ever-growing segment in Imaging, Telecom and

Communication products solutions and services. Now it has an exclusive sale and support

partnership with Toshiba Corporation, Japan, for sales and servicing of its imaging and

photocopier products. HCL Infosystems product portfolio covers a range of other office

automation and communication products through alliances with world leaders.

The Managed Network Service offerings for corporate include VPNs, ASP offerings, Co

Location/ hosting, CDNs, security, corporate internet telephony solutions, technical and

consumer help desks, 24/7 Network Operations Centre monitoring and a host of value added

networking services. Consumer services include dialup PSTN/ISDN Internet access, Valufon

calling cards and VoIP telephony devices.

COMPANY PROFILE

Date of Establishment 1976

Revenue 2598.12 ( USD in Millions )

Market Cap 23313.2091934 ( Rs. in Millions )

Corporate Address 806 Siddharth,96 Nehru Place, New Delhi-110019, Delhi

www.hclinfosystems.in


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Management Details Chairperson - Ajai Chowdhry

MD -

Directors - Ajai Chowdhry, Ajay Vohra, Anita

Ramachandran, D S Puri, D S Puri, E A Kshirsagar, E A

Kshirsagar, Harsh Chitale, J V Ramamurthy, J V

Ramamurthy, Narasimhan Jegadeesh, Nikhil Sinha, R P

Khosla, R P Khosla, S Bhattacharya, S Bhattacharya,

Sandeep Kanwar, Sushil Kumar Jain, T S Purushothaman,

T S Purushothaman, V N Koura, V N Koura

Business Operation IT - Hardware

Background HCL Infosystems (HCLI) is one of the leading ICT

system integrator and distribution company. It was

incorporated in the year 1986.

HCLI has wide range of products and services such as IT

products, solutions and related services, which include

PCs, servers, imaging, voice and video solutions,

networking products, TV and FM broadcasting solutions,

communication solutions, system integration, ICT educ

Financials Total Income - Rs. 120119.1 Million ( year ending

Jun 2010)

Net Profit - Rs. 2615.5 Million ( year ending Jun 2010)

Company Secretary Sushil Kumar Jain

Bankers Canara Bank , HDFC Bank, HSBC Bank, ICICI Bank,

Standard Chartered Bank, State Bank of India, State Bank

of Patiala, State Bank of Saurashtra

Auditors Price Waterhouse


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VISION:

A global corporation enriching lives and enabling business transformation for our

customers, with leadership in chosen technologies and markets. Be the first choice foe

employees and partners with commitments to sustainability.

MISSION:

We enable business transformation and enrichment of lives by delivering sustainable

world-class technology products, solutions & services in our chosen markets, thereby creating

superior shareholder value.

MILESTONE:

1976 -HCL was born

1978 -Successfully ships in-house designed micro-computer at the same time as Apple

1983 -Indigenously develops RDBMS, a networking OS & a client server architecture, in the

same period as global IT peers.

1984 -Amongst first to launch MS DOS based IBM compatible PCs

1991 -Enters into joint venture with HP

1997 -HCL R&D spun-off as HCL technologies

1998 -Buys stake in HCL-HP

2000 -Launches HCL infinet with the announcement of national ISP/NLD policy

2004 -Largest manufacturer of PCs in India

2006 -Enters into IT outsourcing


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2007 -Announces HCL ecoSafe. Launches a new range of eco-friendly desktops & laptops

2008 -Incorporates HCL Security Ltd., Launches HCL Touch-a pioneering initiative in the

Indian ICT sector for customer care services.

2009 -Launched brand ME range of laptops

2010 -IDC (Dataquest Customer Satisfaction) Survey ranks HCL Infosystems as no.1 in IT

services in India for 2nd consecutive year. Launches cloud services.

MANUFACTURING UNITS:

Uttaranchal, (Rudrapur)

HCL Infosystems Ltd inaugurated its manufacturing unit at Rudrapur, Uttaranchal, at an

investment of about Rs 70-75 crore. With the start of the new facility, the manufacturing

capacity grew to two million from the current one million at its Puducherry plant.

Initially, the plant manufactured desktop computers and LCD monitors and later it covered

products such as notebooks, servers and thin clients.

Puducherry ( sedarpet, Tattanchady)

HCL Peripherals, a unit of HCL Infosystems Limited, began manufacturing LCD monitors and

laptops at its Puducherry unit. The Puducherry facility has a manufacturing capacity of 2,500

monitors per month. They also take up other higher electronic projects like Automated vending

machines, PC etc.

Chennai (Ambattur, Attaipet)

The Chennai Plant manufactures networking racks, information/interactive kiosks, touch-screen

kiosks, elevator components, power distribution boxes, sheet metals, enclosures, consoles etc.


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HCL INFOSYSTEMS CHENNAI (AMBATTUR)

The manufacturing unit of HCL Infosystems in Chennai is located at Ambattur Industrial

Estate. It is a well equipped facility for production and manufacturing of racks and enclosures. It

is facilitated with high level technology machineries along with labour efficiency for better

performance. They are one of the leading manufacturers of Racking Systems in India,

Equipments Enclosures, Cable Trays & Accessories, Boxes, Server Racks, Telecom Racks, Open

Racks, Networking & Power distribution equipments.

DESIGN & MANUFACTURING SERVICES

HCL Infosystems, with revenue of US$ 2.7 billion, is Indias premier technology enabling and

system Integration Company with focus on Indian market in the area of Information Technology,

Office Automation, Communication, Enterprise networking, Custom engineering and Design

Solutions. HCL has the highest caliber of design expertise backed with knowledge for offering

cost-effective solutions.

DESIGN SERVICES

Service Design is the activity of planning and organizing people, infrastructure, communication

and material components of a service, in order to improve its quality, the interaction between

service provider and customers and the customer's experience. The design (or redesign) of a

service may involve re-organizing the activities performed by the service provider. Service

Design agencies apply design tools, techniques and thinking to service challenges, either to

improve existing services or to create new ones. Typically, the work is based upon deep insights

gathered by shadowing service users. This technique produces more accurate insights into the

usability of a service than traditional remote surveys because what people say they do is

frequently different to what they actually do. Concepts and ideas generated are captured in

sketches or in service prototypes. The strong visual element, combined with the opportunity to

test and rapidly change services and interfaces, delivers real value in today's competitive

markets.
http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Service_(economics)


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AIM:

MANUFACTURING SERVICES

With significant investments in state-of-the art manufacturing and testing facilities, HCLs

manufacturing & testing services cater the specific needs of its aerospace customers including

low volume manufacturing, prototype manufacturing, sheet metal, environment testing and final

product testing.

HCLs Manufacturing Services for A&D sector

HCL owns/ manages the entire manufacturing cycle including outsourced operations through

strong partnerships with reputed vendors. HCL has high-end capabilities in Manufacturing and

Sheet Metal fabrication with dedicated state-of-the art prototyping units. HCL capabilities in

prototyping manufacturing ranges cover both electronics and electrical systems/components of

an aircraft.

ENGINEERING:

DRAWING PRODUCT

PRODUCTCONCEPT


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The services in this area include:

Manufacturing Offerings

Contract Manufacturingo Electro-mechanical parts/ assemblieso Sheet metal partso Plastic partso Machined parts

Sourcing of Systems and Components

o Electrical parts (PCBs, chips, discrete electronic components, switches,connectors, cables, etc.)

o Castings, forgings, etc.o Packing material

Assembly Operationo PCB assemblyo Cabling, routing and wiringo Build complete assemblies and systems

In-house Capabilitieso Plasticso Packing materialso Specialized assembly requirements

Manufacturing - Key Strengths

Well-defined manufacturing processes-ISO 9001, ISO 14001 BS7799 certification for IP security In-house capabilities in

o Industrial design


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o Design and development- mechanical, electrical and SWo Prototypingo Testing and certification

Strong tie-ups with leading component suppliers 30 years of manufacturing experience Sensitive to customer timelines, quality requirements and cost targets

Electronic design &

manufacturing

Software design service

Test & Certification service

DESIGN

&

MANUFACTURING

SERVICES

Engineering design &

manufacturing


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ORGANIZATION CHART/DSMS

ASSOCIATE VICE PRESIDENT

Product

Managers

Field Sales

R&D

Design & Engg

EXECUTIVE VICE PRESIDENT(BUSINESS HEAD)

Sales Support

V J Varghese

Quality

GM

Aerospace /

General

AVPPlant

OperationPROCUREMENT

HR

ACCOUNTS


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Vented top plate and louvered sides for optional air flow and heat dissipation Front door with lock and toughened glass/ Acrylic view panel Maximum load rating up to 50kgs Durable and attractive Epoxy powder coat finish

CUSTOMIZED SERVER RACKS:

Equipments of odd sizes and non standard dimensions demand custom made configuration of

server racks, such as,

Telecom/ETSI racksStandard configuration of HCL ETSI (Telecom) cabinet comprises of a top, base and 2 sided

with integrated ETSI equipment mounting slots.

Industrial/IP standard racksHCL IP rated racks have welded rock solid construction. Basic frame of the HCL IP rated

enclosure is made from 2mm CRCA sheet steel and is MIG welded for rock solid strength andrigidity.

EnclosuresThe Enclosures are constantly upgraded to keep abreast of technological development in Data

Communication field. With ease of installation the enclosures assure high strength to withstand

loads of various capacities while providing excellent aesthetics.

Various IP standards up to IP65 are available-Design & develop enclosures for specific

requirements both indoor and outdoor, telecom, power, control etc. Products are certified by

TEC, ETDC.


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Consoles

Console enclosures are designed as per the customer application requirements. These console

enclosures are used for console application like direct console, Operator console, Work station,

Command line consoles etc.

OPEN FRAME RACKS:

The open frame racks are typically used in research centers and other test environments. Open

frame racks are made of high grade steel/aluminium with two vertical members and two

horizontal members fixed to extended feet of heavy gauge steel. These could also be anchored tothe wall by means of support angles fixed at the top.

Features:

Multiple height option Choice of different base available End to end modular cable management solution Any number of switch racks can be coupled together

ACCESSORIES

Power management accessories Thermal management accessories Cable management accessories Equipment management

Equipment mounting shelves Equipment support angles Equipment mounting fasteners Vibration kit


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KVM switches Intelligent power distribution unit with remote monitoring & control

ELECTRO MECHANICALS

Ticket vending machine Automated test Power distribution unit

KIOSKS

A Kiosk is rugged standalone structure which has been designed to provide a simple friendly

interface to novice computer users. A kiosk performs a task which is easily automated freeing

personnel from boring tedious labor. Kiosk also called as Self-service terminals are hardware

devices that work in combination with self service software, allowing users to perform any

number of possible transactions. The method of input is a keyboard, touch-screen, or both. Some

kiosks include card readers, receipt printers, coin acceptors, metallic Keyboard and other more

complex mechanical devices.

Features:

Easy navigation with the use of touch screen technology Reduction in man power thus cutting costs Allows transactions to be made out of staffed hours -24x7 Transactions are carried out in a secured manner Increase in transparency with customer while transactions Can be used for variety of applications for almost every industry verticals Revenue generation through Advertising Rugged designed systems with very low maintenance requirement


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Plant Operation chart

ProductionPlanning

MIS-SAP Infrastructure

Logistics

Manager -

Quality Control

Deputy General

Manager

PROCUREMENT

HR

ACCOUNTS

Planning Production

AVP

Head - Operations

Head - Quality

Control

Maintenance

BDM

ProductionMechanical

Production

Electronics

RPT


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SHOP FLOOR

The machineries in the production unit are specially customized to minimize the

workload of the labour and to efficient the easy flow of production process. HCL is fully

equipped with the state-of-art manufacturing facility comprising CNC machines such as

MURATA Turrent punch presses CNC laser cutting machines KOMATSU NC press brake MURATEC CNC press brake Rapid prototyping machines etc

HCL is having a dedicated CAD/CAM design facility & systems supported by solid edge &

AUTODESK. These facilities enable to manufacture precision sheet metal products as per

customer requirements.

HCL also offers component level, assembled sub-systems as well as full machine building

services. Hinged on basic engineering strength as well as a comprehensive manufacturing

facility, including production of cast and machined components, high quality sheet metal parts,

heavy fabrication, high precision assembly, software, electrical & electronics. HCL is capable of

undertaking the most engineering intensive tasks and looks into the impending challenges of the

customer needs.

DESIGNING

HCL offers electronic design services in bringing out sophisticated equipments. Having 25 years

of experience in Designing and Developing Digital Information, communication technology

products and embedded solutions; HCL has gained the expertise in the following fields

Process control systems Industrial application terminals Automated test equipments


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Test jigs Display systems Robotics in various domains including Avionics, Automobile, Power and Medical

Expertise in micro controller based system boards including

Firmware/embedded application Display system design Power electronics Interface communication software over USB Parallel interface

HCL specializes in time-critical, application specific printed circuit board design. HCL has

striven for excellence in PCB design services and has thorough understanding of PCB design and

development processes which is the prime reason for their reduced turn-around time with

international quality output.

R&D- SOFTWARE DESIGNING

HCL has comprehensive expertise, experience and maturity in software development with a

dedicated team of R&D software professionals. HCL software personnel are trained to respond

to the customer inquires with prompt, accurate and informative answers.

Right from the project initial-meetings, HCL project management team comprising of technical

and functional experts work together with the customers in providing efficient and cost effective

solutions. HCL delivers customer centric solutions across the clients functional requirements.

The prominent customer segments include

PSUs R&D Defense Government & corporate


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Design & Engineering

R&D

Mechanical Electronics

Pre Sale

Mech/Kiosk

Presales

Electronics

PEG

Electronics

S/WPresales &

Delivery

PEG

Mech/Kiosk

AVP

Head - Operations

Design

Mechanical

Electronics Design

(Pondy)

Project

Manager


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PROCESS FLOW:

Creating repeatable business processes is an important part of building and running an effective

organization. Well-designed and documented organizational processes are critical for the success

of business activities. Organizations that don't take the time and care to create repeatable

processes run the risk of quality and consistency issues.

A process flow is a way of visualizing and documenting the steps in an organizational process.

A process flow consists of a sequence of connected steps. It is a depiction of a sequence of

operations, declared as work of a person, a group of persons, an organization of staff, or one or

more simple or complex mechanisms. Process flow may be seen as any abstraction of real work.

For control purposes, workflow may be a view on real work under a chosen aspect, thus serving

as a virtual representation of actual work. The flow being described may refer to a document or

product that is being transferred from one step to another.

The process flow of production goes like this,
http://www.ehow.com/business/http://www.ehow.com/business/http://en.wikipedia.org/wiki/Documenthttp://en.wikipedia.org/wiki/Producthttp://en.wikipedia.org/wiki/Producthttp://en.wikipedia.org/wiki/Documenthttp://www.ehow.com/business/http://www.ehow.com/business/


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> Presale

> Proposal Team

> R & D

> Manufacturing Support

> Procurement

> Presales> Sales

> Delivery

> Presales

> Proposal Team

> R & D

> Manufacturing Support> Procurement

> Delivery

> Sales

> Presales> Sales

> Delivery

> Sales

> Delivery

Sales Evaluation & Qualification Sales (To Qualify Cases)

Presale Evaluation

Presales(Presale to Qualify)

Proposal

Order Processing

Order Execution

On Going Support

RFQ Template

Technical Checklist

Margin Sheet

Order Processing

Checklist

Installation Note

NI Demand

Order Register

EnquiryReceived RF

Call Sheet

Call Re ister

> Sales> Presales


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ROLE AMBIGUITY

Role ambiguity has been described by Kahn(1964) as the single or multiple roles that

confront the role incumbent, which may not be clearly communicated in terms of behaviors or

performance levels. Role ambiguity exists when focal persons are uncertain about product-to-

evaluation contingencies and are aware of their own uncertainty about them. Breaugh & Colihan

(1994) have further refined the definition of role ambiguity to be job ambiguity and indicate that

job ambiguity possesses three distinct aspects:

work methods scheduling performance criteria

Most research suggests that role ambiguity is indeed negatively correlated with job satisfaction,

job involvement, performance, tension, propensity to leave the job and job performance variables

The multidimensional approaches to the study of role ambiguity began with Bedeian and

Armenakis (1981) .Based on their findings and the foundation provided by these works there are

four widely accepted dimensions to role ambiguity, which may be experienced by the role

incumbents, and are based on the role incumbents perspective.

The dimensions include:

1) Goal/Expectation/Responsibility AmbiguityWhat is expected? What should I be doing?

2) Process AmbiguityHow to get things done. The ways of achieving organizational objectives.

3) Priority AmbiguityWhen things should be done and in what order.


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4) Behavior AmbiguityHow am I expected to act in various situations? What behaviors will lead to the needed or

desired outcomes?

Kahn(1964) hypothesized that the presence of three organizational conditions contributes

to an environment of ambiguity:

the amount of organizational complexity rapid organizational or technological change management's philosophy about intra-company communications

Hofstede (1980) echoes these same concerns regarding uncertainty in organizations by

describing the rationale for his uncertainty avoidance construct, which he described as

"intolerance for ambiguity". According to Hofstede (1980), "The concept of uncertainty is often

linked to the concept of environment; the "environment" which usually is taken to include

everything not under direct control of the organization is a source of uncertainty for which the

organization tries to compensate."

The type of services that an organization provides may also influence the level of conflict

or role ambiguity. According to Rogers & Molnar (1976), organizations supplying human

services tend to employ larger numbers of specialists than organizations supplying services with

less uncertainty about the appropriate treatment or technique. This draws one to conclude that

professional roles are permitted greater discretion and are supported by the authority of

professional codes of conduct, which would reduce ambiguity levels, but may increase conflict.

AMBIGUITY- A BOON OR BAN

This leads us to the inevitable position of ultimately attempting to determine whether or

not the presence of ambiguity should be considered a "bad" thing. Ambiguity can be both


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"good" -resulting in productive stress, also called eustress by Selye (1976) and "bad" -the lack of

stress or too much stress which results in dysfunction, also known as distress (Selye, 1976). As

the concept of stress is considered to be highly individual in nature, we must attempt to

determine the point at which ambiguity causes distress. One avenue to consider is in evaluating

an individuals need for clarity. Lyons (1971) defines role clarity as the "subjective feeling of

having as much or not as much role relevant information as the person would like to have."

In organizational situations this often is related to the inherent position power of managers and

those in leadership roles. Employees in high power distance cultures often look to management

to solve problems. In low power distance cultures the reduction of ambiguity is part of the way

that supervisors promote subordinate performance.

TECHNICAL VS. MANAGERIAL ROLE

Management roles have historically been viewed as predominantly boundary spanning in

nature, where technical roles with greater clarity are less subject to ambiguity, but in some cases

having greater conflicting roles and responsibilities.

According to Miles (1976), persons occupying interunit and interorganizationalboundary-spanning roles between differentiated systems may be expected to experience greater

degrees of role conflict than persons linking different levels of a hierarchy within the same

organizational context. On the other hand, persons occupying internal, buffered roles, especially

non-supervisory scientists and engineers, would not be exposed to conflicting pressures or task

ambiguities as persons in linking roles.

PROBLEM STATEMENT:

The purpose of this paper is to review and to compare staffs on the perceived need for

clarity and tolerance for ambiguity, and to define parameters for continuing the study of role

ambiguity and role clarity.


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DATA:

The HCL Infosystems ltd., Design service & Manufacturing service, Ambattur has 6

major departments. They are,

Purchase department Sales & Marketing department Production department Quality Control department Accounts department Logistics department

Each department plays their major role in the entire function of the organization to achieve its

goal.


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PURCHASE DEPARTMENT:

The function of the Purchasing Department is to provide assistance in securing qualified vendors,

soliciting and obtaining proper equipment, supplies, and services at the right price, in the right

quantity, at the right time. Maximizing value obtained for the budget is paramount. At the same

time, purchasing procedures that protect the organizations budgets must be enforced.

The major functions of the accounts department are as follows:

To buy at the right time, right price and right terms Ensuring the continuity of supply Selection and evaluation of suppliers/vendors Aware of long-term and short term effects Preserving and enhancing reputation of company Aware of all supply options Maintain stock level

MAJOR PURCHASING ACTIVITIES

Obtaining and analyzing quotations of vendors/suppliers Interview representatives and correspondence Deciding best buying terms and conditions Negotiating and checking contracts Scheduling orders and following up Work with finance department to obtain discount, matching invoices, verify receipt,

purchase journal entry, passing of invoices for payment and settlement of accounts

Disposing of surpluses Other activities like assisting with preparation of material expenditure/purchasing budget.

Like any other department in the organization, even the purchase department faces the problem

of cash flow. Any delay or malfunction in this department may affect other departments

irrespective to any determinants.


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Procurement

Sr. Manager - Materials

Engineering Division AerospaceEngr Electronics Division AerospaceElectronics

Regular Products/

Projects/NPI/Proposals

Outsourcing

Sr.Engr - Materials

Products

Engr-Materials

Regular Products/

Projects/NPI/Proposals

Products

- Sr.Engr

IV Processing

- Materials


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SALES & MARKETTING DEPARTMENT:

The crippling problem of todays sales and marketing systems are

Sales typically engage prospects far too early in the sales cycle. Marketing is under pressure to bring in new leads, whilst Sales is pressured to close asap.

This puts pressure on the middle of the sales pipeline process.

Sales is so busy with final sales meetings to close the deal, that they dont have a spare

moment to make many calls to prospects earlier in the pipeline. And Marketing is doing a stellar

job of not only bringing in a fresh deal, but building desire, handling objections, and educating

the prospect until they are frothing at the mouth begging to have a sales person visit to finalize

the details of their particular implementation.

But various conflicts get in the way, including:

Upper management pressure and their chronic misunderstanding of sales and marketingin todays market place.

Salespeoples pride and ego to jump on anything that shows a hint of interest. The lack of sufficient opportunities that have progressed far enough in the pipeline

process.

Marketing focusing on new lead generation rather than throughput of hot opportunities(often due to being under resourced or pressured for a new lead)


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Sales & marketing


Field Sales

Karnataka Goa North East Tamil Nadu Kerala

Andhra West

Product

ManagersSales

Support

Racks

Enclosure

Kiosk

Executiv

MedicalElectronics,

S/W Services


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PRODUCTION DEPARTMENT:

The function of the production department is to produce the products on time, to the required

quality levels, at the defined product cost.

Production managers have targets which they are expected to strive to meet or exceed.

Note that Production can only meet its targets if Sales secure orders. Also production costs are

dependent on the price we pay for components and materials, etc.

Securing sales is outside the direct control of Production, but the relationship between

Production & Sales is intense. If sales are down, production targets cannot be met, on the other

hand if Production fails to meet its target output monthly income is down and customers are

likely to complain about late delivery. There is scope for friction between sales and production

personnel.

Component and materials procurement is another factor that strongly influences production,

production targets and delivery. If components cannot be purchased at the target price, profits are

down. If components arrive late at our factory production targets may not be met and customers

may experience late delivery.

The relationship between R&D and Production is also very important: if R&D are late in

developing a new product the loss in income to our company may be severe. If this occurs it maynot be possible to meet production targets for extended periods.


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QUALITY CONTROL DEPARTMENT:

Quality control is a process by which entities review the quality of all factors involved in

production. This approach places an emphasis on three aspects:

1. Elements such as controls, job management, defined and well managed processes,performance and integrity criteria, and identification of records

2. Competence, such as knowledge, skills, experience, and qualifications3. Soft elements, such as personnel integrity, confidence, organizational culture, motivation,

team, and quality relationships.

The quality of the outputs is at risk if any of these three aspects is deficient in any way.

List of activities of quality control department:

Testing and release or rejection of all incoming raw materials, packing materials, in-process / intermediates and finished products as per specified specifications.

Maintaining testing records as per standard procedures for raw materials, packingmaterials, in-process / intermediates and finished products.

Calibration of laboratory instrument / equipment. Performing stability study. Control sample storage. Analytical method validation. Preparation of standard volumetric solutions and maintain standardization record. Maintain Labeling procedure at all the stages and records. Analysis of complaint samples as and when required. To conduct technical audit / self-inspection.

The most important function of the Quality control department is to have a good flow of

communication with other departments as they play a vital role in the end process of production.

When there is any time lag in the Quality control department, it affects other departments

invariably. Even the absence of proper track and follow ups may cause proportionate effect on

the production process to meet the time schedule.
http://en.wikipedia.org/wiki/Integrityhttp://en.wikipedia.org/wiki/Confidencehttp://en.wikipedia.org/wiki/Organizational_culturehttp://en.wikipedia.org/wiki/Organizational_culturehttp://en.wikipedia.org/wiki/Confidencehttp://en.wikipedia.org/wiki/Integrity


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Quality control


QUALITY MANAGER

Quality-Mechanical Quality-Electronics Quality-Aerospace


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LOGISTIC DEPARTMENT:

Logistics is considered to be the complete process involving planning, managing and controlling

the flow of goods and services, information, real-time data and human resources from the point

of origin to the point of destination. There is hardly any manufacturing or marketing activity that

can be achieved without the support of an effective logistical department.

The logistics process consists of the process of integration of several aspects such as material

handling, warehousing, information, transportation, packaging and inventory. The primary duty

of an effective logistics system is to ensure geographical repositioning of unfinished goods, and

it is also concerned with the finished inventories of the organization being at the required place at

the lowest possible cost.

The logistics department is entrusted with the responsibilities of ensuring that the entire process

of logistics is maintained and developed in accordance with the goals of the business at an

economical cost. The various tasks performed by the department may be summarized as follows:

Ensuring all the requirements of the customers are met on time in an efficient and safemanner.

To coordinate with third party logistics

To ensure that there is a safe and timely dispatch of goods To draft plans, policies and procedures for successful implementation of logistics system. To ensure that the business goals of the organization are in synchronization with logistics

system.

To create and maintain customer support. To maintain coordination with vendors, service providers and transport carriers. To ensure that no fraud is committed. To ensure timely supply and payment of goods and reduce inventories.

The logistics department does play an important role in ensuring the delivery of goods and is

therefore rightly considered as an integral part of a modern-day organization.


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ALTERNATIVE ANALYSIS:

Goal ambiguity influences the effectiveness of performance management systems to driveorganizations toward enhanced results.

This study has three aims:

to test the validity of a measurement instrument for goal ambiguity, to investigate its main antecedents to explore the relationship between goal ambiguity and organizational performance

Conceptual Framework

The economic and psychological literature regarding choice suggests the concept of "ambiguity

aversion" to explain the observed deviations from rational decision making, whereas Simon

(1955) explained such deviations as the consequences of "bounded rationality." More

specifically, according to goal-setting theory, goal difficulty and specificity motivate people to

enhance their performances (Locke & Latham, 2002). A lack of either goal difficulty or

specificity might shift managers' attention toward actions that are inconsistent with the aims

implied by the performance system. For instance, DiMaggio and Powell (1983) argued that goal

ambiguity nurtures legitimacy concerns, which in turn promotes organizational isomorphism

(rather than performance enhancement), thus securing and retaining stakeholder support.

In addition, longitudinal studies that measure goal ambiguity have identified and tested specific

environmental, organizational, and managerial variables that are viewed as determinants of the

construct. The summary of these findings an the sign of the relationship between goal ambiguity

and each determinant are explained below. These studies investigated the determinants of goalambiguity using either objective or subjective measures through surveys.
http://journals.lww.com/hcmrjournal/Fulltext/2011/04000/Performance_management_and_goal_ambiguity_.8.aspx#P125http://journals.lww.com/hcmrjournal/Fulltext/2011/04000/Performance_management_and_goal_ambiguity_.8.aspx#P125http://journals.lww.com/hcmrjournal/Fulltext/2011/04000/Performance_management_and_goal_ambiguity_.8.aspx#P113http://journals.lww.com/hcmrjournal/Fulltext/2011/04000/Performance_management_and_goal_ambiguity_.8.aspx#P99http://journals.lww.com/hcmrjournal/Fulltext/2011/04000/Performance_management_and_goal_ambiguity_.8.aspx#P99http://journals.lww.com/hcmrjournal/Fulltext/2011/04000/Performance_management_and_goal_ambiguity_.8.aspx#P113http://journals.lww.com/hcmrjournal/Fulltext/2011/04000/Performance_management_and_goal_ambiguity_.8.aspx#P125http://journals.lww.com/hcmrjournal/Fulltext/2011/04000/Performance_management_and_goal_ambiguity_.8.aspx#P125http://journals.lww.com/hcmrjournal/Fulltext/2011/04000/Performance_management_and_goal_ambiguity_.8.aspx#P125


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DETERMINANTS OF GOAL AMBIGUITY

Managerial determinants:

Role ambiguity Managerial capacity to capacity Interpret goals, Commitment, motivation

Organizational determinants:

Organizational size

Organizational age Record keeping Task specification Red tape Centralization

Environmental determinants:

Financial publicness Policy complexity Institutional responsibility Institutional location Political salience Competing demand from constituencies

Remarkably, much less work has focused on the relationship between goal ambiguity and

organizational performance. Chun and Rainey (2005b, 2008) used their model of the

determinants of goal ambiguity to test its relationship with the selected performance measures of

managerial effectiveness, customer service orientation, productivity, and work quality. Their

results showed that goal ambiguity negatively influences performance.
http://journals.lww.com/hcmrjournal/Fulltext/2011/04000/Performance_management_and_goal_ambiguity_.8.aspx#P94http://journals.lww.com/hcmrjournal/Fulltext/2011/04000/Performance_management_and_goal_ambiguity_.8.aspx#P94


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PATH MODEL OF THE FACTORIAL STRUCTURE

As expected, all regression weights have negative signs, with the exception of "conflict," which

was positively associated with the latent variable: This confirms the empirical findings and the

theoretical expectations of the literature about the dimensions of goal ambiguity. In addition, the

instrument allows to assess the relative weight of each dimension measured on the basis of a

uniform method. "Clarity" and "realism" are the dimensions that were influenced the most by the

construct; stability and measurability, by contrast, seemed to be the dimensions that were

influenced the least by the construct.

GOAL AMBIGUITY

CLARITY

PRIORITY

CONFLICT

STABILITY

REALISM


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ACTION AND IMPLEMENTATION PLAN:

The first few steps towards achieving the ideal goal of Sales being used to close andMarketing being used to fill the pipeline with educated excited hot opportunities involves:

Aligning business strategy with marketing strategy Subordinating the sales function to the marketing strategy Understanding marketing as being far broader than a lead generation Restricting the sales force so they are focused on late sales process closure meetings,

rather than early cooler prospect calls.

Due to the higher scope of friction between the sales and production personnel, it is always

best to have a good and smooth flow of transactions between them for better performance.

We may consider the relationship between Production, Sales and Purchasing as some form of

eternal triangle.

For organizations to be competitive, Production and Marketing need to work in an integrated

way. Marketing is concerned with knowing and understanding the requirements of customers, so

that Production can provide the market led products that are required. This also requires

excellent communication systems to be in place.

TA is a neo-Freudian theory of personality. At any given time, a person experiences and

manifests their personality through a mixture of behaviors, thoughts and feelings. Typically,

according to TA, there are three ego-states that people consistently use:

Parent ("exteropsyche"): a state in which people behave, feel, and think in response toan unconscious mimicking of how their parents (or other parental figures) acted, or how

they interpreted their parent's actions. For example, a person may shout at someone out of

frustration because they learned from an influential figure in childhood the lesson that

this seemed to be a way of relating that worked.


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Adult ("neopsyche"): a state of the ego which is most like computer processinginformation and making predictions absent of major emotions that could affect its

operation. Learning to strengthen the Adult is a goal of TA. While a person is in the

Adult ego state, he/she is directed towards an objective appraisal of reality.

Child ("archaeopsyche"): a state in which people behave, feel and think similarly tohow they did in childhood. For example, a person who receives a poor evaluation at workmay respond by looking at the floor, and crying or pouting, as they used to when scolded

as a child. Conversely, a person who receives a good evaluation may respond with a

broad smile and a joyful gesture of thanks. The Child is the source of emotions, creation,

recreation, spontaneity and intimacy.

And according to Transactional Analysis, the transaction between the department personnel must

be complementary.

Transactions are the flow of communication, and more specifically the unspoken psychological

flow of communication that runs in parallel. Transactions occur simultaneously at both explicit

and psychological levels

A simple, reciprocal transaction occurs when both partners are addressing the ego state the other

is in. These are also called complementary transactions.

A: "Have you been able to write the report?" (Adult to Adult)

B: "Yes - I'm about to email it to you." (Adult to Adult)

In organizations on batch production of components for assembly into machines or units, the aim

is to arrange for all components to be completed as nearly as possible together and in time for

assembly. In some cases components are delivered to a component stores, and if manufacture of


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components is not synchronized reasonably well with assembly, the stores will have to be larger

than it need be. In assessing the production time for components (that is, the total time it takes to

get them form the raw material stores to finished part stores), it is not sufficient to add up the

time taken in each process or operation.

In conditions-flow production where convey or assembly is in use, this may be nearly so, but in

intermittent or batch production, where batch sizes differ, all parts do not need the same

operations, and operator times vary, there must always be a float of work behind each machine or

operator, and this fluctuates.

In addition, some kind of inspection or checking and some transport are required after each

operation, so that a job seldom moves to the next operation immediately the previous one is

finished. This is between operations n time is frequently longer than the direct operation time. In

any case, it must be allowed for and can only be found from experience. It will be found to vary

with the component and normal time for a batch on any machine or section.

The more effective the planning and subsequent control, the less is the work in progress between

operations, the smaller the total production time, and the better the production flow.


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ILLATION:

The implications of the changing mix of people in organizations must be investigated

further as it relates to roles and role clarity. At present, one can only guess, based on common-

sense notions, that differences in backgrounds can cause miscommunications and differing

expectations. The issue of role ambiguity is significant and warrants continued study. It has

been found to exist in a wide variety of organizations and remains an on-going problem. Fisher

and Gitelson (1983) note that the consequences of role stress have potentially important cost

implications for organizations. They further note that whereas the costs of turnover and

substandard performance are obvious, the costs of attitudinal difficulties are less direct and just

beginning to be understood.

Role transitions as studied by Black (1988) are another area, which warrants further study. As

roles evolve and change over time within the same organization and perhaps job classification

levels of ambiguity and conflict will rise and fall naturally. Black (1988) notes that throughout

the course of a career, an individual must make numerous role transitions, domestic transfers,

promotions, company reorganizations, and inter-company job changes. He further argues that

individuals can adjust by altering the new role that they are faced with to better match

themselves or by altering their own attitudes and behaviors to better match the new role

expectations.

An additional area of interest would be an evaluation of reported need for clarity and the

participant's personality type. Personality type has been studied in depth, but few if any linkages

have been made between need for clarity or ambiguity tolerance and personality style. This type

of study could illuminate further avenues for managerial intervention in trying to avoid the

detrimental effects of ambiguity.


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