A PROJECT REPORT ON

STUDY OF RECRUITMENT AND SELECTION PROGRAMME IN ORDNANCE FACTORY, KANPUR Submitted in partial fulfillment of the requirement For the award of the degree of

BACHELOR OF BUSINESS ISTRATION. DEPARTMENT OF BUSINESS ISTRATION SESSION (2011-2012)

Under the guidance of:

Submitted by:

Mr. D. Dhole

Himanshi Srivastava Roll No. 200808 Batch : BBA 2009-12

DAYANAND ACADEMY OF MANAGEMENT STUDIES, KANPUR D TO C.S.J.M. UNIVERSITY, KANPUR 1

A PROJECT REPORT ON

STUDY OF RECRUITMENT AND SELECTION PROGRAMME IN ORDNANCE FACTORY, KANPUR

Submitted in partial fulfillment of the requirement For the award of degree of BACHELOR OF BUSINESS ISTRATION of C.S.J.M University, Kanpur Session-(2011 - 12) By Himanshi Srivastava Roll no. 200808 Batch: BBA 2009 – 12

2

Acknowledgement

I would like to express my sincere gratitude and regards to my external guide Mr. D. Dhole

for his/her constant inspiration, supervision and invaluable

guidance during the training. I would also like to thank Mr. S. K. Bhola Of (Ordnance Factory, Kanpur) for giving me such an opportunity to continue my training in the (Ordnance Factory, Kanpur) and providing the facility. At last I would also like to extend my sincere gratitude to all my faculty and specially Mr. Ashish Jaiswal for giving their valuable suggestions.

With regards

(Himanshi Srivastava)

(Sign of Internal Guide)

(Sign of External Examiner)

3

Preface

A professional course in (Bachelor of Business istration) is incomplete unless the theoretical knowledge acquired in the class room is backed up by practical exposure, as theories alone do not give perfection to any discipline. The gap between theory and practiced is bridged by the Project training, which has been an integral part of the syllabus. This present Project report is an image of what I have done and observed during my research project in Ordnance Factory, Kanpur. I was assigned a project Recruitment and Selection Program in Ordnance Factory, Kanpur. This report is the result of the work done during the training period... I have tried my level best to be as a systematic as possible and to avoid any sort of biases.

4

STUDENT DECLARATION

I, Himanshi Srivastava student of B.B.A at Dayanand Academy of Management Studies, Kanpur of hereby declare that the Project work entitled A study on the Recruitment and Selection Program in Ordnance Factory, Kanpur is compiled and submitted under the guidance of Mr. Ashish Jaiswal This is my original work. Whatever information furnished in this project report is true to the best of my knowledge. Name:

Himanshi Srivastava

BBA Final Year RollNo: - 0200808

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Table of Contents

1. ORGANISATION PROFILE………………..………………...….07 1.1

Introduction ….....……………...………………………....07

1.2

Department of Defence …………….…………….….…...07

1.3

Defence Research ……….…………………..……… ….07

1.4

Department of Defence Production ………..…………..07

1.5

Defence PSU ………………………….……..…………..08

2.

HISTORY OF INDIAN FACTORIES..……..…………..………10

3.

STRUCTURE OF ORDANANCE FACTORY BOARD.……….15

4.

MISSION AND VISION …………………………………….……20

5.

ORGANISATION OF FACTORY..……………………………...31

6.

PRODUCTS FAMILIARIAZIATION …………………………….33

7.

ROLE OF S……. …………………………………….62

8.

THREE FOLD FUNCTIONS……………………………………..65

9.

ROLE OF (DGQA)…………………………………………………76

7

10.

ROLE AND FUNCTIONS…………………………………………80

11.

ROLE OF MES IN ORDNANCE………………………………….95

12.

RESEARCH METHODOLOGY ………………………….……..103

13.

DATA ANALYSIS & INTERPRETATION ……………………..109

14.

FINDINGS OF STUDY ……………………………………….…114

15.

RECOMMENDATION & SUGGESTIONS …………………....115

16.

BIBLIOGRAPHY ………………………………………………...116

17.

COPY OF QUESTIONNAIRE ………………………………….117

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ORDNANCE FACTORIES ORGANIZATION PROFILE INTRODUCTION Ministry of Defence comprises the following departments: 1.

Department of Defence

2.

Department of Defence Production

3.

Department of Defence Research

Department of Defence: 1.

Armed Forces of Union namely Army, Navy, Air force

2.

Reserves of the Army, Navy, Air force

3.

National Cadet Corps

4.

Military Farms Organization

5.

Canteen Stores Department

6.

Civilian Services Paid from Defence Services Estimates

7.

Acquisition, custody and relinquishment of land property for defence purpose. Eviction of unauthorized occupants from defence land.

8.

Formation of Cantonments

9.

Matters relating to Ex-serviceman 1

Defence Research: DRDO aims to make the country self sufficient in Technologies needed for defence. DRDO was formed in 1958. Operates through network of around 49 Laboratories.

Department of Defence Production: Department of Defence Production was created after 1962 war with a view to achieve the object of self reliance and self sufficiency in Defence Production units. It comprises:

1.

Ordnance Factories

2.

Defence Public Sector Units

3.

Directorate General of Quality Assurance

4.

Directorate General of Aeronautical Quality Assurance

5.

Directorate of Standardisation

6.

Directorate of Planning and Coordination

7.

Defence Exhibition Organization

2

Defence PSU :- DSPUs are 8 in number.

1. Hindustan Aeronautics Ltd. (HAL) 2. Bharat Electronics (BEL) 3. Bharat Earth Movers Ltd. (BEML) 4. Mazagon Dock Ltd. (MDL) 5. Garden Research Shipbuilders Engineers Ltd. (GRSE) 6. Goa Shipyard Ltd. (GSL) 7. Bharat Dynamics Ltd. (BDL) 8. Mishra Dhatu Nigam Ltd. (MIDHANI)

Indian Ordnance Factories is the oldest and largest industrial setup which functions under the Department of Defence Production of the Ministry of Defence. The ordnance factories form an integrated base for indigenous production of defence hardware and equipment, with the primary objective of self reliance in equipping the armed forces with state of the art battlefield equipments.

3

There are 39 Ordnance Factories geographically distributed all over the country at 24 different locations. There are 10 Factories in Maharashtra, 8 Factories in UP, 6 Factories each in Madhya Pradesh and Tamilnadu, 4 factories in west Bengal, 2 Factories in Uttaranchal and one each in Andhra Pradesh, Orissa and Chandigarh. The 40th Factory is being set up at Nalanda in Bihar.

The

39 Ordnance Factories form a strategic and dedicated production base

for both lethal and non-leathal defence stores. They form an integrated base for the indigenous

production

of

defence hardware and equipment that include highly

specialized, complex and large variety of ammunition and explosives, weapons vehicles and equipments,

materials

and

components,

armoured

vehicles

and

ordnance equipment. They also produce rockets, grenades, mines, transport vehicles, optical and fire control system, bridges, parachute, clothing and personal equipment for the armed forces. Products for the Defence Forces have to be safe, reliable, consistent and capable of operating under varying terrains as well as under extreme climatic conditions. Accordingly, the required technologies cover a wide spectrum of engineering, metallurgy, chemical, textile, leather and optical areas, they must ensure high quality and productivity, apart from meeting the important objective of self-reliance. The

Ordnance

Factories also fulfill certain requirements of the paramilitary and police forces for arms,

ammunition,

clothing

and equipment thereby ensuring that their capacity is

optimally utilized, not only by securing work from the defence forces, but also by diversification into non-defence customers and by exports.

4

HISTORY OF INDIAN ORDNANCE FACTORIES The history of Indian Ordnance Factories directly linked with the British reign in India. East India Company of England for their economic interest in India and to increase their political hold military implication became vital.

In 1801 established Gun Carriage

Agency at Cossipore, Kolkata presently known as Gun & Shell Factory, Cossipore and production started from 18th March, 1802.

This is the first Industrial establishment

of Ordnance Factories in its present organized form.

EXPANSION OF INDIAN ORDNANCE FACTORIES The growth of the Ordnance Factories of the present setup is as follows:

Pre Independence (18 factories) Pre World War - I 1801 - GSF COSSIPORE 1846 - O F DUMDUM 1859 - O.E.F. KANPUR 1869 - AF KIRKEE 1904 - CF ARUVANKADU 1904 - RFI ISHAPORE 1904 - GSF JABALPUR 1905 - MSF ISHAPORE 1914 - CF SHAJAHANPUR

5

During World War - II 1940 - HEF KIRKEE 1941 - OF KATNI 1941 - OF KHAMARIA 1941 - OPF KANPUR 1943 - OF KANPUR 1943 - OF MURADNAGAR 1943 - OF DEHRADUN 1944 - OF AMBARNATH

Post Independence 1949 - SAF KANPUR 1949 - OF BHUSAVAL 1953 - MTPF AMBARNATH 1961 - OCF AVADI 1961 - HVF AVADI 1962 - OF BHANDARA 1963 - OCF CHANDIGARH 1964 - OF VARANGAON 1966 - OF TRICHY 1969 - VF JABALPUR 1970 - OF CHANDA 1970 - OF AMBAJHARI 6

1976 - GIF JABALPUR 1977 - FGK KANPUR 1979 - OF ITARSI 1979 - OF DEHUROAD 1983 - OEF HAZARATPUR 1987 - OF MEDAK 1988 - OF BOLANGIR 1988 - OLF DEHRADUN 1989 - EF AVADI 1990 - HAPP TRICHI 2004 - OFP NALANDA

MAIN EVENTS Main events in the evolution of Ordnance Factory Organisation : 1801 -

Establishment of Gun Carriage Agency at Cossipore.

1802 -

Production started from 18 March, 1802.

1906 -

The istration of Indian Ordnance. Factories came under a separate charge as ‘IG of Ordnance Factories’.

1948 -

Post of DGOF created.

1962 -

Dept. of Defence Production setup at Ministry of Defence.

1979 -

Ordnance Factory Board came into existence.

1984 -

Dept. of Defence Production & Supplies formed.

1987 -

OFB Budget was separated from Army’s budget. 7

1999 -

Ordnance Factories started generating surplus.

O.F. BOARD CONSTITUTION AND OBJECTIVES The O.F.Board

was setup in

1979 for cohesive, effective and coordinated

working, based on the recommendations of high powered committee (Rajadyaksha Committee).

Objectives of O. F. Organisation (A) EXTERNAL  To meet the production targets of defence.  To maintain war reserve capacity of both physical and human skills.  To provide high level of service in regards to spares, technical  advice, fault analysis and rectification.  To meet s quality standards.  To produce at predetermined cost estimates.  To design & develop new products in liasion with & DRDO.  To build a cadre of professional and forward looking managers & manpower.  Co-operation & co-ordination with customers & suppliers.  Close rapport with IITS, state governments, universities etc.

(B) INTERNAL 8

 Maximise utilising installed capacity.

 Better material management for cost effective production.  Short long term time bound targets in all major fields such as product quality, capacity utilisation, cost of production, design & development, training of personnel & project.  Deligation of powers, responsibility & ability.  To streamline procedures, to retain essential checks and balances where ever required. 

To develop personnel recruitment policies, selection, Training and promotion policies.

 Strong in house research, design and development organisation with liaison with R & D units. 

Strengthen financial management in organization.



To

improve

production

planning

&

control

system,

safety

standards,

working conditions.  Harmonious industrial climate, creativity, initiative.  To develop ancillary units where ever possible.  To maximise indigenisation.  To minimise delay & in cost over runs and in implementation of projects.

9

STRUCTURE OF ORDNANCE FACTORY BOARD The Ordnance Factory Board was formed with Director General as Chairman and Nine in the rank of Addl. DGOF. One Member is from Finance stream.

At present, 39 Ordnance Factories are divided into Groups/Divisions,

depending

upon

the type

of

5 Operating the

main

products/technologies employed. These are as follows:

1. Ammn. & Explosives

-10

2. Weapons, Vehicles & Equip.

-10

3. Materials & Components

- 9

4. Armed Vehicles

- 5

5. Ordnance Equip.

- 5

(Clothing & General Stores)

Each of the above group of Factories is headed by a Member/Addl. DGOF. Armoured Vehicle Division and Ordnance Equipment Division have their Headquarters 10

at Avadi (near Chennai) and Kanpur respectively.

Three in charge

of Ammunitions, Weapons and Materials and Components have their Headquarters at Kolkata. The four remaining are responsible for staff functions, as follows 1. Planning & Material Management and Technical Services 2. Project Engineering Design Bureau 3. Finance 4. Personnel Special/extended Board provides for representation of two Senior Officers viz. Master General of Ordnance (MGO) and Director General of Quality Assurance (DGQA) to represent the s.

The special Board also has representation from the Ministry of

Defence as well as DRDO. t Secretary (Ordnance Factories), Addl. Finance Advisor from the Defence (Finance) and the Chief Controller Research & Development (CCR&D) participate in the Special Board Meetings held periodically to provide appropriate inputs and perspectives for planning of resources, upgrading technology demanded by products and process and on various other related issues necessary for the efficient functioning of Ordnance Factory Board.

11

3.1O. F. BOARD STRUCTURE Ordnance Factory Board DGOF/CHAIRMAN

STAFF FUNCTION

MEMBER F/N

MEMBER PER

MEMBER TS,CT,EXP

OPERATING DIVISION

MEMBER PEDB &MM

MEMBER WV&E

MEMBER A&E

MEMBER M&C

MEMBER OEF

MEMBER A.V.

Chairman assisted by Seven Full time incharge of various staff and line functions. There are two additional DGOF who look after Ordnance Equipment Group of Factories and Armoured Vehicles Division. 1. FIN

-

Finance

2. PER

-

Personal

3. TS,CT,EXP

-

Technical Services, Civil Trade and Export.

4. PEDB & MM-

Project Engineering and Design Bureau, Material Management.

5. WV & E

-

Weapons, Vehicles & Equipment

6. A & E

-

Ammunition and Explosives.

7. M& C

-

Material and Components.

8. AV

-

Armoured Vehicle H.Q. - Avadi.

9. OEF

-

Ordnance Equipment Fys. H.Q. - Kanpur

12

Ordnance Factories are divided into following five groups: AV Division

OEF

1. EFA

1. OEFC

2. HVF

2. OPF

3. OFPM

3. OCFS

4. OFD

4. OCFAV

5. OLF

5. OEFHZ

A&E 1. AFK 2. CFA 3. HEF 4. OFK 5. OFBA 6. OFV 7. OFCH 8. OFBOL 9. OFI 10. OFDR

WV & E 1. GCF 2. RFI 3. GSF 4. OFC 5. SAF 6. OFDUMDUM 7. OFT 8. VFJ 9. FGK 10. GIF

1. 2. 3. 4. 5. 6. 7. 8. 9.

M&C MSF OFA OFKAT OFM OFBH MPF OCFC OFAJ HAPP

PRODUCT PROFILE AND TECHNOLOGY The Ordnance Factories continuously upgrade their products and the manufacturing technologies to meet the emerging needs of the Defence Forces. We produce a wide range of arms and ammunitions for the Infantry, Artillery, Air Defence Artillery and Armoured Corps of the Army. Ordnance Factories produce ammunition for Navy and Air Force and are now taking up indigenous development of Naval armaments. The

factories

produce

Military

Transport

Vehicles,

Infantry

Combat Vehicles.

Armoured Vehicles, Optical and Opto-electronic Instruments, summer & winter uniforms, Parachutes, miscellaneous Leather Goods and General Stores and spares.

13

Ordnance Factories have endeavored to keep pace with the development in arms,

ammunition

and

other

equipment

by updating/upgrading technology either

through the Defence Research and Development Organisation or through the transfer of technology (TOT) route. Ordnance Factories try to achieve optimum capacity utilization not only by securing increased workload from the Defence Forces but also through sustained efforts in diversification to non-defence customers and exports. Similarly, thrust is also being given to strengthen the in-house R & D capability aimed at product and process & development. Ordnance Factories have also steadily increased their sales to non-defence customers, including exports.

During 2003-2004, 15% (Rs. 977 crore) of the total sales of the

Ordnance Factories were to non-defence customers. This represents a 11.8% growth over the previous years sales to non-defence customers (Rs. 874 crore). In 2004-2005, the sales to non-defence customers are expected to be higher at about Rs. 978 crore.

Ordnance factories customers:

a) Army b) Air Force c) Navy d) Ministry of Home Affairs e) Civil Trade f) Other Govt. Dept. g) Export

14

MISSION & VISION OF ORDNANCE FACTORY BOARD

MISSION

Production of the state of the art battle field equipments

VISION

• To equip our armed forces with modern defence and battle field equipments. • To continuously modernize our production facilities. • To train & motivate personnel. • To equip ourselves with technologies through acquisition facilities, synergy and in-house R & D. • To continuously improve quality. • To improve operational efficiency and communications by extensive use of information technology. • To achieve highest level of customer satisfaction. • To increase customer base in defence, non-defence and export markets and establish global presence.

15

SWOT ANALYSIS S - Strength W - Weaknesses O - Opportunities T - Threats

STRENGTHS  Core competency in manufacturing of arms & ammunition.  Multi - technology capability  Substantial backward integration  Training infrastructure & capability

16

WEAKNESSES  Non- economic capacities  Over/under capacities in certain areas  Aging plant & machinery  Unfavourable age & education profile of employee  Cumbersome rules & regulations  Inadequate R & D capability  Inappropriate organisation structure  Multiplicity of intermediatry agencies

OPPORTUNITIES  Large defence requirement  Civil market  Export market

17

THREATS  Competition from indeginious & global industry  Collapse of  Economics reforms  Liberalisation of defence industry  Meet the quest for high-tech military equipments  Reduce lead time for new products  Price competence with international suppliers

18

4.8 OFB AND ITS UNITS • Headquarters • Factories • Ordnance Factories Institute of Learning • Regional Marketing Centres • Regional Controller of Safety • Others

4.9 OFB Headquarters S.No.

Unit Name

1.

Ordnance Factory Board (OFBHQ)

2.

Armoured Vehicle Head Quarters (AVHQ)

3.

Ordnance Equipment Factories Head Quarters (OEFHQ)

4.10 S.No.

Ordnance Factories Unit Name

1.

Ammunition Factory Khadki (AFK)

2.

Cordite Factory Aruvankadu (CFA)

3.

High Explosive Factory (HEF)

4.

Ordnance Factory Khamaria (OFK)

5.

Ordnance Factory Bhandara (OFBA)

6.

Ordnance Factory Varangaon (OFV)

7.

Ordnance Factory Chandrapur (OFCH)

8.

Ordnance Factory Bolangir (OFBOL) 19

9.

Ordnance Factory Project Nalanda (OFPN)

10.

Ordnance Factory Itarsi (OFI)

11.

Ordnance Factory Dehu Road (OFDR)

12.

Gun Carriage Factory (GCF)

13.

Rifle Factory Ishapore (RFI)

14.

Gun and Shell Factory (GSF)

15.

Ordnance Factory Kanpur (OFC)

16.

Small Arms Factory (SAF)

17.

Ordnance Factory Dumdum (OFDC)

18.

Ordnance Factory Tiruchirapalli (OFT)

19.

Vehicle Factory Jabalpur (VFJ)

20.

Field Gun Factory Kanpur (FGK)

21.

Grey Iron Foundry (GIF)

22.

Metal and Steel Factory (MSF)

23.

Ordnance Factory Ambernath (OFA)

24.

Ordnance Factory Katni (OFKAT)

25.

Ordnance Factory Muradnagar (OFM)

26.

Ordnance Factory Bhusawal (OFBH)

27.

Machine Tool Prototype Factory (MPF)

28.

Ordnance Cable Factory Chandigarh (OCFC)

29.

Ordnance Factory Ambajhari (OFAJ)

30.

Heavy Alloy Penetrator Project (HAPP)

31.

Ordnance Factory Dehradun (OFDUN)

32.

Heavy Vehicle Factory (HVF)

33.

Ordnance Factory Project Medak (OFPM)

34.

Engine Factory Avadi (EFA)

35.

Opto Electronics Factory (OLF)

36.

Ordnance Equipment Factory Kanpur (OEFC)

37.

Ordnance Clothing Factory Shahjahanpur (OCFS)

38.

Ordnance Parachute Factory (OPF)

39.

Ordnance Clothing Factory Avadi (OCFAV)

40.

Ordnance Equipment Factory Hazratpur (OEFHZ) 20

4.11Training Institutions of Ordnance Factories S.No.

Unit Name/core area

Category

1.

National Academy of Defence Production (NADP)

Group ‘A’ Officers

2.

Ordnance Factory Institute of Learning Ishapore (OFILIS).Core areas: Metallurgy, small arms production.

Group ‘B & C’

21

3.

Ordnance Factory Institute of Learning Ambernath (OFILAM) Core areas: Mechanical maintenance, Mechatronics and design.

Group ‘B & C’

4.

Ordnance Factory Institute of Learning Khamaria (OFILKH) Core areas:Chemical explosives,ammunition filling & proof,safety,recent trends in propellant manufacture.

Group ‘B & C’ &

5.

Ordnance Factory Institute of Learning Kanpur (OFILKN) Core areas:leather,clothing,material management,financial management,ordnance production,modernization of clothing technology.

Group ‘B & C’

6.

Ordnance Factory Institute of Learning Ambajhari (OFILAJ) Core areas:Fire fighting,electrical engineering,Ammunition hard ware,High tension PLC.

Group ‘B & C’

7.

Ordnance Factory Institute of Learning Dehradun (OFILDD) Core areas: Civil technology,Optics & opto electronics technology,information technology,Cable technology.

Group ‘B & C’

8.

Ordnance Factory Institute of Learning Medak (OFILMK) Core areas: electronics and CNC,Avehicle production.

Group ‘B & C’

9.

Ordnance Factory Institute of Learning Avadi (OFILAV) Core areas: personnel management,industrial engineering,A-vehicle production.

Group ‘B & C’

4.12Regional Marketing Centres S.No.

Unit Name

1.

Regional Marketing Centre Delhi (RMCDL)

2.

Regional Marketing Centre Avadi (RMCAV)

3.

Regional Marketing Centre Pune (RMU)

22

23

4.13Regional Controller of Safety S.No.

Unit Name

1.

Regional Controller of Safety Avadi (RCSAV)

2.

Regional Controller of Safety Ambajhari (RCSAJ)

3.

Regional Controller of Safety Kanpur (RCSKN)

4.

Regional Controller of Safety Pune (RCSPU)

4.14Other Units S.No.

Unit Name

1.

Ordnance Factory Cell Mumbai (OFCEL-MUM)

2.

Ordnance Factory Cell Delhi (OFCEL-DEL)

24

25

Locations

Allied organizations of Department of Defence Productions

1. DGQA : Directorate General of Quality Assurance DGQA is responsible for ensuring high precision and quality respect of stores for the Army, Navy and of the common items of Air Force.

2. Directorate of Technical Development and Production (AIR) (DGAQA)

26

27

Primarily deals with quality assurance of aeronautical items manufactured indigenously for the defence forces and the development of indigenous sources for specialised air borne / ground equipment.

2.

Directorate of Standardisation

Responsible for establishing common equipment and components among three services with the distinct objective of curbing proliferation of items within the services. 1. Codification and Catag of Defense Inventory. 2.

Preparation

of

Standardization

documents

such

as

t Services

specification etc.

4. Directorate of Planning & Co-ordination It was setup with primary objective of preparing overall plans for production of Defence equipment in the country. In order to perform this role, the directorate represents the DDP & S in various Committee, R & D s, Task Groups there by providing a linkage between production units on one hand and and the R & D agencies on the other.

24

5. Defence Exhibition Organisation It was setup in

1981, with OFB, DRDO, Quality Assurance

Organisation and Defence PSUs as its co-opted , to project to visiting foreign dignitaries / purchase missions and general public wide range of our defence production infrastructure. In Participants in National /International defence exhibitions. It is also maintains a standing defence exhibition pavilion at Pragati Maidan, New Delhi which displays production manufactured by OFs & eight DPSUs.

25

ORGANIZATION OF THE FACTORY

Each Factory is divided into a number of Sections representing:( a ) Production Sections ( b ) Service Sections and ( c) istrative Sections.

Each Production Section is engaged in producing one or more similar products requiring the use of similar production facilities (machines etc.). The Service Sections are those connected with the generation and distribution of electric power, steam and water services, and maintenance of plant, machinery and buildings. The istrative sections are those connected with the general istration of the factory, labour bureau and labour welfare etc. Based on the manufacturing programme, the planning department releases production orders to various production sections, in batches, in the shape of Manufacture Warrants.

26

Predetermined control over utilization of material ands labour.

The most important feature of the cost ing system is control over utilization predetermined

of labour and material estimates.

For

repeat

items,

expenditure on each job through production

of

which

is

well

established, the estimates are standardized by proper time and motion study and these estimates are called Standard Estimates. The Estimate is prepared for a

standard batch

showing the details of various labour operations

required in the production of the article, the time required for

each operation

and the labour cost of the operation. Similarly, each material required for production of the article is shown in detail indicating the quantity required for a normal batch. The production shops can not exceed the limits indicated in the manufacture and material warrants for utilization of labour and material without obtaining special authorization from the planning department. Such authorization is issued in the form of nonrecurring revisions.

27

Ordnance Factories Products Familiarization. 1. Weapons:a) Small Calibre:.22 Sporting Rifle .22 Revolver Revolver 32 (7.65 Mm X 23) Pistol 0.32 .315 Sporting Rifle 12 Bore Pump Action Gun Pistol Auto 9 Mm 1a Sub

Machine

Gun

Carbine

9

Mm

1a1

Sub Machine Gun Carbine 9 Mm 2a1 5.56

Mm

Assault

Rifle

(Fixed

Butt)

Rifle 5.56 Mm Insas (Fixed Butt) 5.56 Mm Insas Rifle (Foldable Butt) Rifle Excalibur 5.56 Mm Minsas 5.56 Mm Personal Carbine Zittara Multi-Purpose Carbine Lmg 5.56 Mm Insas (Fixed Butt) Lmg 5.56 Mm Insas (Foldable Butt) Rifle 7.62 Mm 1a1 Gun Machine 7.62 Mm 1b Gun Machine 7.62 Mm (Mag) 2a1 Gun Machine 7.62 Mm 5a And Mo-32 Gun Machine 7.62 Mm (Mag) 6a Assault Rifle 7.62 Mm 28

38 Mm Multi Shot Riot Gun Anti Material Rifle Vidhwansak 14.5 Mm Artillery Trainer Projector Pyrotechnic Hand, 13mm, 1a Stablised Remote Controlled Weapon Station

b) Mortar Equipment:Mortar 51 Mm, E 1 Equipment 81 Mm Mortar Equipment 120 Mm Mortar 81mm Long Range Mortar

c) Medium Calibre:12.7 Mm Air Defence Gun 14.5 Mm Sub Calibre Device 23 Mm Ghasha Aviation Gun Equipment 40 Mm L70 Gun Aae1 40mm L-70 Upgraded Gun Multi Grenade Launcher 40 Mm Under Barrel Grenade Launcher 40 Mm Crn 91 Naval Gun

29

d) Large Calibre:84mm RCL GUN Equipment 106 Mm RCL GUN Equipment 105/37 IFG E1 And 105/37 LFG E2 Metamorphosis 155 Mm GUN

2.Ammunitions Explosives & chemicals:a) Small Calibre:-

CARTRIDGE SA 5.56 Mm BALL INSAS CARTRIDGE SA 5.56 Mm TRACER INSAS CARTRIDGE 5.56 MM BALL Mk N CARTRIDGE 5.56 MM BALL Mk M CARTRIDGE SA 7.62 Mm BALL M80 CARTRIDGE SA 7.62 Mm TRACER M62 CARTRIDGE SA 7.62 Mm Blank L.A. CARTRIDGE SA 7.62 Mm MARKSMAN CARTRIDGE SA 9 Mm BALL CARTRIDGE SA 9 Mm TRACER .840 CAP CARTRIDGE SA .303 BALL MK 7Z CARTRIDGE SA .50 SPOTTER TRACER CARTRIDGE SA .380 BALL REVOLVER CARTRIDGE RIM FIRE .22 BALL CARTG. SA .32 REVOLVER 30

CARTG. SA .455 REVOLVER CARTG. SA .315 IN AND 30 06 BALL CARTRIDGE SA 12 BORE 70MM CARTRIDGE SA 12 BORE 65 MM SPECIAL CARTRIDGE SA 12 BORE ANTIRIOT CARTRIDGE SA 12 BORE MAGNA AND DELUXE CARTRIDGE SA 12.7 Mm API And APIT CARTRIDGE 14.5 MM TRAINING AMMUNITION

b) Mortar Bombs

BOMB M.L. 2 MORTAR HE BOMB ML SMOKE 2 MORTAR BOMB ML MORTAR 2 ILLG BOMB ML 2 MORTAR SIGNAL SINGLE STAR MORTAR BOMB 51 MM HE MORTAR BOMB 51 MM SMOKE 1A MORTAR BOMB 51 MM ILLG 1A MORTAR BOMB 51 MM BOMB 81 Mm MORTAR HE BOMB 81 MM MORTAR SMOKE PWP BOMB 81 MM MORTAR ILLUMINATING 2A MORTAR BOMB 120 MM HE BOMB 120 MM MORTAR SMOKE PWP 31

BOMB MORTAR 120 MM ILLG IA 81 MM MORTAR TRAINING DEVICES 120 MM MORTAR TRAINING DEVICES

c) Medium Calibre:CARTRIDGE 23 MM SCHILKA HE/IT CARTRIDGE 23 MM SCHILKA AP/IT CARTRIDGE 23 Mm GHASHA HEI CARTRIDGE 23 MM GHASHA AP I 30 MM BMP II AMMUNITION HE/T 30 MM BMP II AMMUNITION AP/T 30 MM BMP II AMMUNITION HE/I CARTRIDGE. 30 MM NAVAL AMMN CARTRIDGE 30 MM ADEN GUN PRACTICE MK2Z CARTRIDGE 30 MM ADEN GUN HE MK 2Z CARTRIDGE 30 MM GHASHA HE / INERT CARTRIDGE QF 40 MM L-70 HE CARTRIDGE QF 40 Mm L/70 TPT Cartridge AA 40 Mm L-70 PFFC

d) Large Calibre:-

84 Mm TPT 65 84 Mm HE 441B 84 Mm HEAT 651 32

84 Mm ILLUMINATING FFV 545 CARTG. 105 Mm IFG NORMAL CHARGE CARTG. 105 Mm IFG SUPER CHARGE SHELL 105 Mm IFG HE SHELL 105 Mm IFG HESH SHELL 105 Mm IFG ILLG SHELL 105 Mm IFG BE SMOKE CARTG. QF 76.2 Mm PRACTICE AND HE CARTRIDGE 76.2 Mm PFHE 76 62 MM PRACTICE AA FLASH CARTRIDGE QF 105 Mm SH PRACTICE CARTRIDGE 105 Mm FSAPDS/T CARTRIDGE 105 Mm TANK HESH CARTRIDGE QF 105 MM APDS/T CARTRIDGE QF 105 MM DS/T PRACTICE ROUND 106 Mm RCL HEAT SHELL 73 Mm HE SHELL 73mm HEAT MAIN BATTLE TANK AMMUNITION 120 Mm HESH MAIN BATTLE TANK AMMUNITION 120 MM FSAPDS SHELL 125 Mm HE 125 Mm HEAT CARTG. 125 Mm FSAPDS SHELL 130 Mm HE 33

CARTRIDGE FVC RVC FOR 130 Mm HE 155 Mm SHELL HE 107 155 Mm SHELL HE M 77B 155 Mm SHELL HEER 155 Mm SMOKE SHELL FFV 007 ER 24KM SHELL 155 Mm ILLUMINATING SHELL 155 Mm HE SHELL 155 MM ILLUMINATING SHELL 155 MM SCREENING SMOKE BE M2A2 CARTG. 125 MM FSAPDS T MK1 130 Mm CARGO PROJECTILE 155 Mm EXTENDED RANGE CARGO PROJECTILE 155 Mm HE-ER BASE BLEED PROJECTILE

34

e) Grenades, Signaling Smoke, Other Stores

CARTG SIGNAL 16mm RED GREEN WHITE CARTRIDGE SIGNAL 1 RED GREEN ILLG. CARTG SIGNAL 1.5 GREEN RED YELLOW GRENADE 36 M HAND AND TUBE LAUNCHING 81 MM SMOKE GRENADE 3D6 CANDLE SMOKE GROUND MK 3 L TRAINING

SMOKE

GENERATOR

GENERATOR SMOKE NO.5 GRENADE HANDSMOKE RED GREEN MARKER SMOKE WHITE GENERATOR SMOKE ORANGE 3A CSES GRENADE RED GREEN YELLOW FLARE GROUND INDICATING NO. MK-1 YELLOW PORT FIRE FRICTION SIGNAL DISTRESS DAY AND NIGHT CARTRIDGE SEAT EJECTION PK 3M 1 CARTRIDGE R-4 PYRO CUTTER FLARE TRIP WIRE MK-1 SIGNAL FUZEE SIGNAL FOG HAND FLARE RED MK- II PARA FLARE RED

35

BUOYANT SMOKE ORANGE THUNDER FLASH MK - 4 MULTI MODE HAND GRENADE

f) Rocket Bombs

ROCKET 68 Mm HE ROCKET 68 Mm HC ROCKET 68 Mm PRACTICE BOMB HE A/C 1000 Lbs BOMB PRACTICE 25 Lbs No. 1 MK-1 BOMB 3 KG PRACTICE BOMB 250 KG HSLD BOMB BOMB 450 KG HSLD BOMB AERIAL BOMB 100 -120 KG

g) Fuzes FUZE FZ 104 Fuze 213 MK5 (M-1) & (M-2) And (M-3) & (M-4) FUZE L 29 A2/A3 FUZE PERCUSSION DA NO.117 FUZE FOR ROCKET 122 Mm HE PROXIMITY FUZE 76.2 FUZE DA- 4A FUZE 162 MK-8 AND FUZE 162 MK - 9 FUZE 161 MK 3 M-1 36

FUZE PD M 572 FOR 155 Mm

h) Demolition CHARGE DEMOLITION No. 2, 25 Ibs CHARGE DEMOLITION No.11, 30 Lbs CHARGE DEMOLITION No. 14, 11 Ibs MINE ANTI-TANK 4D ND (BAR) SWITCH NO. 4 PULL MK.1 SWITCH NO. 5 PRESSURE MK 1 SWITCH NO. 6 RELEASE MK 1 CHARGE DEMOLITION NO.1 BEEHIVE MAINDEKA ADVANCED LIMPET MINE

i) Explosives, Propellants And Chemicals CHEMICALS EXPLOSIVES PROPELLANTS LIQUID PROPELLANTS

3.Military Vehicles :STALLION 7.5 / 5 TON MK-III LPTA 2.5 TON 713/32TC WATER BOWSER 2KL FIELD AMBULANCE KITCHEN CONTAINER 37

LIGHT RECOVERY VEHICLE WATER BOWSER 5KL LIGHT MINE PROTECTED VEHICLE MINE PROTECTED VEHICLE BULLET PROOFING OF CARS (e.g. AMBASSADOR) BULLET PROOFING OF LCVs (e.g. TATA-407,4x4) BULLET PROOFING OF MUVs (e.g. MARUTI GYPSY, 413W)

4.Armoured Vehicles:Ajeya T 72 ARJUN MAIN BATTLE TANK TANK T 90 S SARATH APC BMP 2K CARRIER MORTAR TRACKED VEHICLE ENGINE UTD 20 ENGINE V46 6 UPGUNNING OF T 55 Tanks TARMOUR AFV

5. Optical Devices:COM PRISMATIC LIQUID MK-3A SIGHT UNIT CASED 102 B IVE NIGHT VISION GOGGLES 102A BINO NIGHT VISION IVE CASED 101A 38

IVE NIGHT VISION BINOCULAR (LIGHT WEIGHT) IVE NIGHT VISION MONOCULAR IVE NIGHT SIGHT FOR RIFLE AND LMG IVE NIGHT SIGHT FOR 84 mm CARL GUSTAF RCL PERISCOPE BATTERY COMMAND BINO 20 X 70 DAYLIGHT TELESCOPIC SIGHT FOR 5.56 mm RIFLE (INSAS) TELESCOPE SIGHTING 5.56 mm LMG (INSAS) DAYLIGHT TELESCOPIC SIGHT 6X FOR SNIPER RIFLE TELESCOPIC SIGHT (M-1) FOR 84 mm RCL IVE NIGHT SIGHT FOR AK-47 OPTICAL SIGHT FOR AGS-30 TELESCOPIC SIGHT FOR 14.5 20 MM AMR DRIVER'S IVE NIGHT PERISCOPE FOR T-55 TANK BINOCULAR 8 X 30 SIGHT DIAL 104A WITH MOUNT SIGHT 51 mm MORTAR 102A RANGE FINDER CASED 13 E COLLIMATOR INFINITY AIMING REFERENCE 102A COLLIMATOR K-1 PERISCOPIC AIMING CIRCLE (PAB-2M) SIGHT BORE MUZZLE AFV-125 MM CASED LASER RANGE FINDER TPD-K1 FOR T-72 COMMANDER'S SIGHT IVE FOR T-72/BMP-II DRIVER'S SIGHT IVE FOR TANK T-72 39

DRIVER'S SIGHT IVE FOR BMP-II GUNNER'S SIGHT IVE FOR T-72 GUNNER'S SIGHT IVE FOR BMP-II ANTI AIRCRAFT SIGHT IP3 3 FOR BMP-II DRIVER'S SIGHT IVE FOR T-90 S MISSILE SIGHT 9sh 119M1 FOR BMP-II LASER AIMING AID INSA LAKSHYA FOR RIFLE

6.Optical Devices :-

COM PRISMATIC LIQUID MK-3A SIGHT UNIT CASED 102 B IVE NIGHT VISION GOGGLES 102A BINO NIGHT VISION IVE CASED 101A IVE NIGHT VISION BINOCULAR (LIGHT WEIGHT) IVE NIGHT VISION MONOCULAR IVE NIGHT SIGHT FOR RIFLE AND LMG IVE NIGHT SIGHT FOR 84 mm CARL GUSTAF RCL PERISCOPE BATTERY COMMAND BINO 20 X 70 DAYLIGHT TELESCOPIC SIGHT FOR 5.56 mm RIFLE (INSAS) TELESCOPE SIGHTING 5.56 mm LMG (INSAS) DAYLIGHT TELESCOPIC SIGHT 6X FOR SNIPER RIFLE TELESCOPIC SIGHT (M-1) FOR 84 mm RCL IVE NIGHT SIGHT FOR AK-47 40

OPTICAL SIGHT FOR AGS-30 TELESCOPIC SIGHT FOR 14.5 20 MM AMR DRIVER'S IVE NIGHT PERISCOPE FOR T-55 TANK BINOCULAR 8 X 30 SIGHT DIAL 104A WITH MOUNT SIGHT 51 mm MORTAR 102A RANGE FINDER CASED 13 E COLLIMATOR INFINITY AIMING REFERENCE 102A COLLIMATOR K-1 PERISCOPIC AIMING CIRCLE (PAB-2M) SIGHT BORE MUZZLE AFV-125 MM CASED LASER RANGE FINDER TPD-K1 FOR T-72 COMMANDER'S SIGHT IVE FOR T-72/BMP-II DRIVER'S SIGHT IVE FOR TANK T-72 DRIVER'S SIGHT IVE FOR BMP-II GUNNER'S SIGHT IVE FOR T-72 GUNNER'S SIGHT IVE FOR BMP-II ANTI AIRCRAFT SIGHT IP3 3 FOR BMP-II DRIVER'S SIGHT IVE FOR T-90 S MISSILE SIGHT 9sh 119M1 FOR BMP-II LASER AIMING AID INSA LAKSHYA FOR RIFLE .

41

7. Parachutes :a) Brake Parachutes Brake Parachute for MiG-21 Brake Parachute for MiG-23 Brake Parachute for MiG-25 Brake Parachute for MiG-29 Brake Parachute for MIRAGE-2000 Brake Parachute for JAGUAR Brake Parachute for SU-30 A/C

b) Other Parachutes Parachute Paratroop Type PTR-M Parachute Paratroop Type PTR-R Parachute Tactical Assault Type PTA-M Parachute Tactical Assault Type PTA-R Parasail RAM AIR 9 CELL Parachute Parachute System for Mortar Bomb 81 mm Illuminating and Other ammunition Equipment Supply Dropping Parachute 8.5m High Altitude Parachute Pilot Parachute Seat MK-10 Pilot Parachute BMK-41 Heavy Drop System P-7

42

8. Equipment:-

INFLATABLE BOAT PRASHANT 465 MK - 2 BOAT RECCE 3 MEN - 2 A FLOAT FOR KM BRIDGE BRIDGE ASSAULT FLOATING (KRUPPMAN) MANUALLY LAUNCHED ASSAULT BRIDGE MLAB MLC-60 CABLES FIBRE OPTIC CABLE

10. Troop Comfort and General Stores:-

TENT ARCTIC MEDIUM MK 2 TENT ARCTIC LARGE MK-2 TENT 80 KG MK-3 TENT 20 KG INNER AND OUTER TENT PVT MK3 TENT STORE TENT EXTENDABLE FRAME ED 4M Tent Arctic Small Mk 2 TANK FABRIC COLLAPSIBLE MK-1 COVER WATER PROOF STEEL JERRICANS CAPACITY 20 LITRES HEATER SPACE (COAL/OIL BURNING) CHAGUL UNIVERSAL MK-II 43

BOOT ANKLE DIRECT VULCANISED SOLE BOOT ANTIMINE MK-1 DUAL DENSITY RUBBER COMBAT BOOT HIGH ANKLE BOOT FOR PARATROOPERS SUIT TERRY WOOL (JACKET & TROS) OVERALL COMBINATION DISRUPTIVE OVERALL COMBINATION OG COAT COMBAT DISRUPTIVE JACKET & TRO COMBAT DISRUPTIVE OVERALL COMBINATION OVERALL FLYING MK-II OVERALL WINTER COAT AND TROS PARKA COAT FEATHER & PANT FEATHER JERSEY WOOLLEN OG V-NECK SHIRT ANGOLA DRAB & TRO SERGE GENTS AND LADIES JACKET GLOVES LEATHER WHITE LINED SLEEPING BAG MK-4 LIGHT WEIGHT WEB EQUIPMENT ICK SYNTHETIC BELT WAIST OG INFANTRY COMBAT KIT HAVERSACK INFANTRY COMBAT KIT PACK WITH FRAME INFANTRY COMBAT KIT POUCHES AMMUNITION 44

Web Equipment G.I. Pattern JACKET ECC & TRO ECC COAT E.C.C SUIT YETI BULLET PROOF JACKET CAPES WATER PROOF KHAKI WITH HOOD MULTIPLE ELEMENT NET ASSEMBLY VEST AND JERSEY WOOLLEN OG BLANKET SOCKS WOOLLEN LYCRA NBC SUIT PERMEABLE NBC CASUALITY BAG FULL NBC CASUALITY BAG HALF NBC Facelet NBC Haversack TRO AND SHIRT POLYESTER AND VISCOSE OG

11.Material Components and SPMs :-

MATERIAL (NON-FERROUS & HEAVY ALLOYS) MATERIAL (FERROUS) COMPONENTS (NON-FERROUS & HEAVY ALLOYS) COMPONENTS (FERROUS) SPECIAL PURPOSE MACHINES

45

12.Sporting Arms and ammunition:a) Sporting Arms

0.22" Revolver 0.32" Revolver (7.65 mm x 23) 0.32" Pistol 0.22" Sporting Rifle 0.315" Sporting Rifle

b) Sporting Ammunition

CARTRIDGE RIM FIRE .22" BALL CARTG. SA .32" REVOLVER CARTG. SA .315" AND 30 06 BALL CARTRIDGE SA 12 BORE 70mm CARTRIDGE SA 12 BORE 65mm SPECIAL

46

Civil Trade:-

Besides the above, we have a large number of customers in the civil sector - government departments, PSUs, private companies and individuals, etc. - who purchase industrial chemicals, explosives, Non Prohibited Bores (NPB) arms and ammunition, brass ingots, aluminium alloy products, steel castings and forgings, vehicles, clothing and leather goods, cables and opto-electronic instruments.

Exports:-

We are making vigorous marketing efforts to boost export by participating in International Exhibitions, product promotion through ment in the international media, interaction with visiting delegations from friendly countries, agents and the customer's representative, both in India and abroad. We have been exporting our products by maintaining the foothold in traditional markets of Nepal, Thailand, Malaysia, , Turkey and making efforts for emerging new markets like USA, Indonesia, Oman, Sri Lanka, Bangladesh, Israel and Egypt. Arms and Ammunition, Weapon Spares, Chemicals & Explosives, Leather and Clothing items have been exported to the developing countries as well as to the developed nations worldwide.

47

SERVICES RENDERED BY OFys.

Ordnance Factories remain in close interaction with the customers to ensure after sales service is made available.

In case of services viz. Army, Air force, Navy etc.

t team of Ordnance Factory personnel & Quality Assurance visit even forward areas for proper maintenance of equipments, is including demonstration of equipments.

STANDARDS OF OUTPUT / SERVICES BY THE ORGANISATION Ordnance Factories provide product/services of the highest standards conforming to specifications required by the customers. The Ordnance Factories ensure consistent outturn of quality products ensuring continual customer satisfaction. This is ensured by the following points:

SERVICES RENDERED BY OFys.

Ordnance Factories remain in close interaction with the customers to ensure after sales service is made available.

In case of services viz. Army, Air force, Navy etc. t

team of Ordnance Factory personnel & Quality Assurance visit even forward areas for proper maintenance of equipments, is including demonstration of equipments.

48

STANDARDS OF OUTPUT / SERVICES BY THE ORGANISATION

Ordnance

Factories

provide

product/services

conforming to specifications required by the customers.

of

the

highest

standards

The Ordnance Factories ensure

consistent outturn of quality products ensuring continual customer satisfaction.

This is

ensured by the following points:

QUALITY:OFB recognizes that Quality is of utmost importance to the reliability of products meant for Defence of this country. The products are subjected to stringent quality tests in both in-house & finally by customer’s representatives. As a policy, OFB has undertaken quality through the route of ISO-9000:2000 quality management systems. All 39 Ordnance Factories have well established testing labs in the field of Mechanical, Chemical, NDT (Non destructive testing) Optical etc. 51 labs in 28 factories are accredited by NABL to ISO/IEC 17025 international standard. Balance factories are also in advance stage for obtaining NABL accreditation. The revision to ISO 9001:2000 of Quality Management Systems from ISO 9002: 1994 adopted by all 39 Ordnance Factories and certified by recognised accreditation bodies, had been very timely for reinforcing the plant modernization plans with improved integrated manufacturing management processes.

The Quality Management principles

outlined in ISO 9000:2000 have been adopted by all Ordnance Factories aimed at continual improvement in overall performance by focusing on TOTAL CUSTOMER SATISFACTION.

49

Ordnance Factories in its drive to achieve excellence have taken steps towards Environment Management Systems and three factories have already been certified for ISO 14001:1996 by Accreditation bodies.

In order to continuously improve the confidence of in Ordnance Factories Products, seven items from OEF group are now being delivered under Self Certification. The feed back from customer is found encouraging.

Ordnance Factories have now started

supplying 16 more items of Clothing/Ammunition boxes with revised and modified new procedure.

To ensure the quality of raw material/components supplied by vendors, it has been decided to incorporate ‘quality plans as a part of purchase order’ as per is 10005:1995 the system is under implementation Ordnance Factories are improving its Quality standards through various quality improvement tools including Statistical Quality Control (SQC)/Statistical Process Control (SPC). technological

cells

have

been

created

in

To

ensure

success

of

above,

the factories which will monitor the

improvement required in the processes & machines etc. ONLINE measurement, process control systems and automatic gauging systems are being provided with modernization proposals to ensure that the quality is built into the product. All Ordnance Factories are committed for improving housekeeping and implementation of 5-S is in various stages in Ordnance Factories. The results of effort made towards enhancing Quality of O. F. products need be assessed against various parameters as well as effectiveness of various programmes measured with reference to resource deployment.

50

The programmes already launched/being launched is being related to the expected tangible/intangible results and measurable standards indicated for achievement within a time frame. A three tier Quality Audit system has been introduced for effective and arranging continual improvement.

CUSTOMER SATISFACTION:

In order to ascertain the level of satisfaction/dissatisfaction among the complicated network of customers/actual s of various O.F. Products on continuous basis, board policy guidelines are being formulated to institutionalize the organisation-customer /performance measurement/analysis/actions for improvement with a PDCA approach. Such regular interactions for identifications of : I.

Customer priorities

II.

Customers tolerance band

III.

Performance of Ordnance Factories

IV. Performance of O.F. relative to customer’s priorities V. Performance of O.F. relative to competitors performance VI. Priorities for improvement These are being organized at various levels between OFB hierarchy and the hierarchy of customers as illustrated below in respect of the primary customers (ARMY) A) Product specific teams of the factories visiting field units of the ARMY. B) Planning/Quality executives of the factories visiting various ORDNANCE DEPOTS & units.

51

C) GMs/Reps of the factories visiting respective Head of field establishments/training schools and Directorates at Army HQ. D) Institutionalized Mechanism has started for /Manufacturer interaction meetings at regular interval. E) OFB with the ARMY COMMANDS and ARMY HQ as well as composite teams covering (A) to (C)

The change in Technology at a rapid pace is resulting in higher customer expectations. Ordnance Factories are committed to meet higher expectations of customer through continual improvement of existing product range and introduction of new products, as desired by the customer.

QUALITY:-

OFB recognizes that Quality is of utmost importance to the reliability of products meant for Defence of this country. The products are subjected to stringent quality tests in both in-house & finally by customer’s representatives.

As a policy, OFB has undertaken quality through the route of ISO-

9000:2000 quality management systems. All 39 Ordnance Factories have well established testing labs in the field of Mechanical, Chemical, NDT (Non destructive testing) Optical etc. 51 labs in 28 factories are accredited by NABL to ISO/IEC 17025 international standard.

Balance factories are also in advance

stage for obtaining NABL accreditation. The revision to ISO 9001:2000 of Quality Management Systems from ISO 9002: 1994 adopted by all 39 Ordnance Factories and certified by recognised accreditation bodies, had been very timely for reinforcing the plant modernization plans with improved integrated manufacturing management processes.

52

The Quality Management principles outlined in ISO 9000:2000 have been adopted by all Ordnance Factories aimed at continual improvement in overall performance by focusing on TOTAL CUSTOMER SATISFACTION.

Ordnance Factories in its drive to achieve excellence have taken steps towards Environment Management Systems and three factories have already been certified for ISO 14001:1996 by Accreditation bodies. In order to continuously improve the confidence of in Ordnance Factories Products, seven items from OEF group are now being delivered under Self Certification.

The feed back from customer is found encouraging.

Ordnance Factories have now started

supplying 16 more items of Clothing/Ammunition boxes with revised and modified new procedure. To ensure the quality of raw material/components supplied by vendors, it has been decided to incorporate ‘quality plans as a part of purchase order’ as per is 10005:1995 the system is under implementation.

Ordnance Factories are improving its Quality standards through various quality improvement tools including Statistical Quality Control (SQC)/Statistical Process Control (SPC). To ensure success of above, technological cells have been created in the factories which will monitor the improvement required in the processes & machines etc. ONLINE measurement, process control systems and automatic gauging systems are being provided with modernization proposals to ensure that the quality is built into the product.

53

All Ordnance Factories are committed for improving housekeeping and implementation of 5-S is in various stages in Ordnance Factories.

The results of effort made towards enhancing Quality of O. F. products need be assessed against various parameters as well as effectiveness of various programmers measured with reference to resource deployment. The programmes already launched/being launched is being related to the expected tangible/intangible results and measurable standards indicated for achievement within a time frame. A three tier Quality Audit system has been introduced for effective and arranging continual improvement.

CUSTOMER SATISFACTION:

In order to ascertain the level of satisfaction/dissatisfaction among the complicated network of customers/actual s of various O.F. Products on continuous basis, board policy guidelines are being formulated to institutionalize the organisation-customer /performance measurement/analysis/actions for improvement with a PDCA approach. Such regular interactions for identifications of

• Customer priorities • Customers tolerance band • Performance of Ordnance Factories

54

• Performance of O.F. relative to customer’s priorities • Performance of O.F. relative to competitors performance • Priorities for improvement These are being organized at various levels between OFB hierarchy and the hierarchy of customers as illustrated below in respect of the primary customers (ARMY) •

Product specific teams of the factories visiting field units of the ARMY.

• Planning/Quality executives of the factories visiting various ORDNANCE DEPOTS & units. • GMs/Reps of the factories visiting respective Head of field establishments/training schools and Directorates at Army HQ. • Institutionalized Mechanism has started for /Manufacturer interaction meetings at regular interval. • OFB with the ARMY COMMANDS and ARMY HQ as well as composite teams covering (A) to (C)

The change in Technology at a rapid pace is resulting in higher customer expectations.

Ordnance Factories are committed to meet higher expectations of

customer through continual improvement of existing product range and introduction of new products, as desired by the customer.

55

ROLE OF S IN ORDNANCE FACTORIES ROLE OF CONTROLLER OF FINANCE & S (FYS) IN ORDNANCE FACTORY ORGANISATION :-

Controller of Finance and (FYS) is in charge of all Branch s Offices under his group and will discharge his responsibilities through Branch s Offices and render financial advise to Factory Management and also give direction and Guidance to Branch s Offices. He will Report to PCA (FYS) Kolkata.

Three Fold Functions 1. s 2. Audit 3. Financial Advise. Aims of DAD - Economy, Efficiency and Effectiveness.

INTRODUCTION : Under Ministry of Defence (Expenditure) Defence Secretary will discharge his responsibilities as a Chief s Officer. He will be assisted by FA (OS) now upgraded as Secretary, he will be assisted by CGOA, New Delhi. He will be head of the department of Defence s Department. Who will be the responsible to maintain the s and audit of Defence expenditure. Under DAD Organisation there were different commands parallel to ARMED FORCES including Factory Command which are headed by PCDAs and CDAs.

56

In Factory command Principal Controller of s (FYS) Kolkata is the head of the department, who is responsible in rendering Annual Production and allied s of all Ordnance Factories (39+1 Factories) and in addition to that transactions relating Railways such as railway warrants used for movement of troops etc, Military Credit Notes (MC Note) used for movement of stores etc pertains to Armed Forces (Army, Navy, Air Force, Border Road Organisation etc) including Ordnance Factories.

GROUP CONTROLLERS :-

The PCA (Fys) will be assisted by Ten Group controllers at the rank of Controllers and one t Controller -Group(10+1) . RESPONSIBILITIES OF P C A (FYS) KOLKATA:a)

Preparation, audit and compilations of the store and

manufacturing s of all Ordnance and Ordnance Equipment Factories. b)

Audit Payment and compilations of the Pay s of civilian

Gazetted Officers and Establishment employed therein. c)

Maintenance of Fund in R/o GOs.

d)

Classification of railway warrants and credit notes in connection

with the movement of Troops and Military stores throughout India.

57

THE RESPONSIBILITY OF BRANCH S OFFICES ATTACHED TO EACH ORDNANCE FACTORY:Broadly the following sections will have in each Branch s Office: 1)

Record & General Section - work related to Office Staff .

2)

Costing section

- work related to Warrants, Estimates,

SWODs, Extracts/indents/IFDs, pricing of Civil Trade Items and maintenance of Machinery and Building Block s of charging of depreciation and its related work. Preparation of Annual production s and capital .

3)

Material Section - Pricing of Receipt Vouchers and Issue vouchers and ing of

adjustments to above RV5 / lVs, dealing with Railway claims and Store Losses. Preparation of monthly priced store and Annual Store . Audit of supply orders relating LP, IFDs and Indents. ing of Bills relating to Local purchase, Transportation and Contingent charges.

4)

Ledger Section - Maintenance of Priced store ledger, pricing of demand and return notes and ing of adjustments,

Stock analysis viz., Active Stock, slow and non moving of stores, maintenance stoles, insured spares, scrap, waste and obsolete stores and blocked inventory.

58

5)

Labour -

work related to payment of Industrial Employees wages, preparation of

Agreement form of Labour and Audit of Disbursement Certificate submitted by Cash Office. Audit of lE’s Pay fixation cases and periodical increment sheets. Payment of Advances and audit of Final bills relating to TA/DA, LTC and Medical bills.

6)

Pay Section - Work related to pay and allowances of GOs/NGOs

/NIEs. Payment of TAIDA Advances, scrutiny and forwarding of pay fixation cases and other work related to above category.

7)

Fund Cell - Maintenance of GPF s, Transfers In/Out

preparation of GPF Statement to NGOs/NIEsIIEs of Factory and allied establishments.

8)

Disbursement Section - Work related to all payment through

Cheques and onward and inward dak.

9)

Internal Audit Cell - Rendering of Internal Audit to Factory.

Local Audit to allied establishments under DGQA and other Inspection wings attached to Factories.

59

THREE FOLD FUNCTIONS - ING, AUDIT AND FINANCIAL ADVICE:• ing , ing of expenditure both Financial and Cost ing System. • Audit Before ing or ittance of any expenditure will be audited with reference to orders on the subject. •

Financial advice Before placement of supply order the finance member will give

financial advise in Tender Purchase committee.

BUDGET - FINANCIAL BUDGET, OVERHEAD BUDGET AND NET BUDGET:• Financial Budget Scrutiny and vetting of Financial budget statements to be consolidated at OFB and submit to Parliament through Ministry of Defence. • Monthly watching of progress of expenditure through CCO-2 prepared by PCA (Fys) Kolkata against receipts and expenditure of Factory and the financial codes operated by Branch s offices against each payment and also from other sources. • Overhead Budget at Factory level for fixation of Fixed and Variable overhead to be used in pricing of estimates and actual expenditure against warrants. • Net Budget is a statement consolidation statement which shows net budgetary from parliament i.e. difference of Revenue receipts and Revenue and capital expenditure. 60

Some important financial code used by branch s office are:

Revenue Receipts :Civil Trade : 800 Rent & Charges : 802

Revenue Expenditure :Manufacturing : 805 Store Code : 806 Maintenance of M & E : 807 Transportation 808 Maintenance of Buildings etc : 809 Contingent: 810 R & D Expenditure: 812 Machinery under RR Grant 813 Capital Civil Works : 920 Machinery under NC : 922

61

MEETINGS :Tender purchase committee meetings, Finance & s Meeting and ULMC. Tender Purchase Committee: Chairman, are section, quality section and finance. Secretary will be the officer of the Purchase group. The levels of Finance Member will attend the TPCs are:

• TPC Level 1 - Rs. 20 Iakhs and above - C of F & A (FYS)IJT.C OF F& A (FYS) • TPC Level 2- Rs. 10 lakhs to Rs. 20 lakhs - JT. C of F&A (FYS)/D C of F & A (FYS) •

TPC Level 3-Rs.4 Lakhs to Rs. 10 Lakhs - DC of F & A (FYS)/A C of F & A (FYS)

• TPC Level 4 - Rs. 50,000 to Rs. 4 Lakh - A C of F&A (FYS) I SR. A.O. / AO (FYS)

MONTHLY FINANCE & S MEETINGS:-

The controller or his representative will lead the s side and factory side the General Manager will be the Chairman. Various points and problems will be brought to the notice of the General Manager and will discussed and sorted out.

UNIT LEVEL MONITORING COMMITEE (ULMC):Only the top Factory management by taking Factory as a Unit, comprising GM as a Chairman and all head of cost centers are including Finance member (Branch In-Charge) will participate.

62

Here discussions relating production activities and targets and achievements, progressive expenditure against budget etc.

CIVIL TRADE IN ORDNANCE FACTORIES Introduction :

Marketing is an important economic activity in the organization of a business unit. More production of goods cannot be a successful one unless there is a proper marketing system.

Marketing involves the procedure adopted in making the products available

to the consumers. Selling is different from marketing. Selling refers to the form of activity where ownership of good is transferred from the seller to the buyer.

Difference between selling and Marketing. Sl.No. 01

Selling

Marketing

Emphasis on the product

Emphasis

Company first makes the product

Company first determines what the

and then figures out how to sell it

consumers want

02

profitably

figures

03

Internal Company Orientation

and deliver a product to satisfy

04

Emphasizes Company

those wants.

(sellers)

needs

is on consumer’s wants

and then the firm

out how to profitably make

External Market Orientation Emphasizes market (buyers) needs

63

Market :-

The term market has different meanings and used differently in different places. The common uses of the are following.

a.

A place where the market is held.

b.

An assembly of people - buyers & Sellers.

c.

An area of operation

d.

An organization which facilitates exchange of commodities.

e.

An act of buying and selling

f.

A course of commercial activity.

Marketing :-

“Marketing is getting the right goods or services to the right people at the right place at the right time at the right price using the right promotion techniques “.

Marketing is

:

A system of business activities.

Designed to

:

Plan price, promote and distribute

Something of value :

Satisfying goods and services

To the benefit of

The market present

:

and potential household

consumers of industrial units.

The marketing is a management process with two aims. Firstly to achieve its own aims and secondly to serve the society by satisfying wants of people. The term marketing is recent origin. It has wider meaning. It should not be misunderstood as selling, merchandising of distribution. The following will serve you to know the difference in the meaning. Selling is one part of promotion and promotion is one part of total marketing programme. Merchandising:- It is product planning the internal company planning to get the right product service to the market at the right time and at the right place and in the right colours and sizes. Distribution:-

It is market coverage - the retailing and wholesaling structure

the channels used to get the product to its market. Physical Distribution :- It is materials - flow activities such as transportation, warehousing and inventory control. Marketing :- It is the comprehensive concept. The others and referring to only one part one activity - in the total marketing system. Marketing

has

developed

involving

division

of

labor,

factory

industrialization and urbanization of the population. Trade is the heart of marketing. Marketing is concerned with handling and transportation of goods from the point of production to the point of consumption it is concerned with the creation of four utilities namely, form, places, and time and possession utilities. Form

-

Development of product

Place

-

Transportation to the places needed.

Time

-

Goods made available at the right time needed.

Possession

-

For transfer of ownership of goods.

Importance of Marketing :

1.

Efficient marketing devices reduce cost of distribution and in turn goods can be sold at lower prices to consumers.

2.

It brings new varieties of useful and quality goods to consumers.

3.

It provides wide employment opportunities.

4.

It has converted yesterday’s luxuries into today’s necessaries.

Civil Trade :

Definition of Civil Trade: The expression “Civil Trade” means sale of Products to non-military Govt.

O.F.

Deptts. State Govts. Public Sector undertaking, public

bodies such as Corporations, Municipalities, Educational Institutions etc.,. and Private Firms and individuals. Payment issues to Defense Units such as Navy, Air Force, E-inC etc. and to factory employees do not figure within the scope of “Civil Trade”.

2. Capacity utilization for Civil Trade :-

Capacities created in OF have intended to meet the requirement of the Services both in war and peace. Capacity in the factories is planned having regard to War Wastage Reserve, and training requirement of the Services during war. Capacity actually sanctioned is generally short of what would be the requirement to meet the above demands of the Services in full during war. Civil Trade is to be undertaken only after meeting the current Service demands in full.

However, even during war, in case of in-sufficient demand of a particular store from services or non-availability of raw materials and if the existing-plant can accommodate the alternative load to balance the capacity in full, Civil Trade orders can be executed provided the ultimate use for such store is for Defense purposes”. Thus, the pre-requisite for Civil trade activity in the Ordnance Fys. is availability of spare capacity. Such spare capacity cannot be expected to be available during war. The position is different during peace time, since demands of the Services during war and peace very widely once the War Wastage Reserves are filled up the O.Fs. can expect recurring demands from the Service to meet what the Services would require for training only. Thus availability of spare capacity in O.Fs. in peace time inherent in the capacity planning of O.F.s and the fluctuating nature of service demands.

3.

Importance

of

Civil Trade Activities in the economy of

O.Fs:Under utilization of capacity vitiates the economy of any production unit since in such circumstances

they are compelled to carry not only the idle machines but also

the idle man-power leading to disproportionate increase in overheads. Harnessing of such idle capacity to production of items which are in demand in civil trade will not only improve the economy of O.Fs from the point of view of cost-effectiveness but also in manpower

management

and consequently, in maintaining good industrial relation; in

addition the additional output will be welcome contribution to the overall productivity.

MARKETNG & EXPORT IN ORDNANCE FACTORIES Ordnance Factories has started direct export since 1989. The export have been subject to the following guidelines: 1.

To export its products where spare capacity is available as a result of

fluctuation in demand from the armed forces. 2.

The exports have been made to the countries not in the negative list of countries

conveyed by the Ministry of External Affairs from time to time. All exports have been made after obtaining proper end Certificate and obtaining clearance from the Ministry of Defence. Various public sector undertakings were associated to promote the exports of Ordnance Factories products. Few overseas agents have also been used for export of Ordnance Factories products after obtaining approval from Ministry of Defence. In addition all foreign mission abroad have been actively associated in export of Ordnance Factories.

PROMOTION OF EXPORT OF OFB’S PRODUCTS 1.

Potential items have been identified on the basis of spare ability and cost competitiveness.

2.

Thrust countries have been identified where OFB products can be marketed and where the weapon systems are similar to ours.

3.

Embassies and High Commission abroad have been approached to make in -roads in the respective countries

4.

Assistance is being taken from

PSUs and other firms abroad for sale of

OFB products. 5.

ments are being inserted in

International Defence Journals for

publicity of OFB products. 6.

Popularizing OFB products by participating in International Defence Exhibitions.

7.

Presentation of OFBs export capabilities to visitors and foreign delegates. Exports have been made to 27 countries world wide. The principal items exported

include ammunition, chemicals, explosives, parachutes, shirts and weapon spares (Linear Diversification) Repeat orders have been received from many customers thus proving reliability and quality of OFB products to customer’s satisfaction.

EXPORT PERFORMANCE FIGURES :-

YEAR VALUE IN

RS. CRORE

1989-90

0.82

90-91

1.62

91-92

3.27

92-93

5.85

93-94

9.48

94-95

7.15

95-96

19.01

96-97

9.65

97-98

14.62

Export Enquiries are received through any of the following channels. a)

Directly to the OFB/Fys.- as a result of participation in some of the International exhibitions.

b)

Direct approach to the foreign Embassies.

c)

Enquiries received from Indian Embassies in foreign countries.

d)

Enquiries received through authorized Agents.

Efforts are doing to increase the civil trade activities in Ordnance factories to fully utilize the existing capacities.

Role Of (DGQA) in Ordnance Factories INTRODUCTION:-

Directorate General of Quality assurance is an Inter services Organisation entrusted with the responsibility of Quality Assurance of Defence Stores for Army, Navy and Commo items of Airforce. • It is responsible for indigenization of equipment in services. • Responsible for Development of sources for Indigenous production of equipment hitherto imported. • Productionisation of stores and equipment developed by DRDO. • Coordinates product improvement activities under an apex body constituted for this purpose under DP&S providing link between various agencies DRDO,DGOF,PSUs and the s. The requirements of the Army for General Stores, Clothing and Armaments were met mostly by import from United Kingdom since the East India Company days uptill the end of World War I. Efforts were, however, made during this period to set up some production facilities in India so as to supplement the imports from the United Kingdom. It was realized even in those days that in the field of Defence supplies manufacturing establishments must be covered by adequate inspection units. The following Establishments were accordingly set up :• Inspectorate of the Ammunition Factory, Kirkee 1869

• Chief Chemical Inspectorate, Nainital

(Inspectorate of Explosives And

Chemicals, Kirkee - 1920) 1908 • Inspectorate of Guns & Rifles, Jabalpur 1911 • Inspectorate of Gun Carriages, Jabalpur 1911 • Inspectorate of General Stores, Kanpur 1912 • Inspectorate of Ammunition, Kirkee 1921 • Inspectorate of Small Arms, Ichapur 1921 • Inspectorate of Guns and Shells, Cossipore 1929 • Chief Inspectorate of Mechanical Transport, Chakala 1929 • Inspectorate of Scientific Stores, Rawalpindi 1939 • Inspectorate of Metal & Steel, Ichapur 1940 As the tempo of Defence Production and Defence Supplies increased during World War II, the Directorates of Inspection were created under the MGO/DGS&D, New Delhi • Directorate of Armaments, MGO’s Branch • Directorate of Mechanisation, MGO’s Branch •

Controllerate General of Inspection, DGS&D, Ministry of Industry and Supplies.

They were given the overall responsibility of ensuring the quality of stores manufactured by the Ordnance Factories/trade and supplied to the troops. These organizations were grouped in 1946 to form a composite inspection, research and development organization known as the Directorate of Technical Development in the MGO’s Branch. It was the first time that the full control of all functions relating to inspection, testing and research and development of armaments, instruments, electronic stores, vehicles and engineering stores, medical stores, POL, jute goods etc.

were vested in a single technical-cum-istrative authority. An ISSPO (InterServices Store Preservation Organization) was subsequently created and placed under the MGO. In 1947, the MGO’s post in the Army HQ was abolished and the DTD Organization was placed under the General Staff Branch. When the MGO’s Branch was re-established in April 1949, the Directorate of Technical development came under MGO’s control once again. In 1955, on the recommendations Forces

Reorganization

Committee,

of

the

Armed

the Directorate of Technical Development was

transferred from the Army HQ and placed under the MoD under the newly created Controller General of Defense Production (CGDP). The Directorate of Technical Development was bifurcated in 1956 into two separate Directorates i.e. Armaments and General. In 1958, a beginning was made to bifurcate the Research/Development and Inspection functions of these two Directorates. The re-organised Directorate of R & D (Armaments) was transferred to the newly created R & D Organisation. The Inspection Organisation was placed under the Controller General of Defence Production and was reorganised into • Directorate of Inspection Armaments • Directorate of Vehicles and Engineering • Directorate of R & D (General) • Directorate of Production and Inspection Electronics • Directorate of Stores Production (Navy). In 1961, the Directorate of Vehicles and Engineering was bifurcated into Directorate of Inspection of Vehicles (under CGDP) and Directorate of Engineering (under the R&D Organisation). In March 1963, the Planning

Cell of the CGIP was placed directly under the Secy (DP) and the CGIP was designated as the Director General of Inspection. In 1964, the

Directorate

of Stores Production

(Navy) was re-designated as the

Directorate of Development and Inspection (Marine Stores). A new Directorate viz., the Directorate of Warship Project was created in 1968 to assist the Leander Class Frigate Project. In 1968, the Directorate of R&D (General) was bifurcated into Directorate of Inspection (General Stores) and Directorate of R&D (General Stores).

The above agencies working so far as a part of single composite R&D and Inspection Organisation, was split into the following three independent Organisations in 1976

• Defense Research and Development Organizations. • Directorate General of Inspection • Directorate of Technical Development and Production (Air). Director General of Inspection has been re-designated was Director General of Quality Assurance (DGQA) on 04 Jul 1987

ROLE AND FUNCTION

The DGQA Organisation is vested with the responsibility of ensuring that Defence Forces of the country get the entire range of arms, ammunition, equipments and stores of desired quality that will enhance the combat efficiency and effectiveness of the fighting forces and that they are able to maintain easily and exploit the equipment and stores fully. This role is performed by carrying out multifarious functions. Some of the salient functions are given in the following paragraphs:

• Quality Assurance • Control of quality during design • Conformance of quality during productions • Assurance of reliable performance during service period • Development of indigenous production of defense stores.

(i) DGQA

Development of indigenous production of defense stores Organization

carries

Supplies, in that it

locates

Defense out

Equipment/stores

comprehensive

thus

industrial

out

this

function

and establishes

for

Department

sources of indigenous

effecting

import

substitution.

survey,

maintenance

and

It

of

production of

warrants

updating

Defense

of

carrying records

pertaining to capability/capacity of various industrial units and making specific recommendations regarding the suitability of an industrial organization/firm as a potential source of supply to Defense.

(ii)

Documentation Framing/adoption of specification to meet the ’s requirements and then

continuously updating them to keep them abreast with the latest technology available in the country. This includes preparation of detailed specifications, drawings and various other technical documents. In doing so the DGQA organisation maintains a close liaison and professional links with other technical bodies in the country such as BIS.

(iii)

Technical Consultancy and Guidance Services

Vetting of indents, testing of advance samples and pilot samples and providing complete technical guidance/liaison with the production agencies, carrying out quality audit and granting deviations whenever called for. Identification of stores for the s/indentor and recommending reutilization of surplus stores and material. Providing guidance to s regarding any technical aspects pertaining to the usage, maintenance and exploitation of equipment.

(iv)

Post Procurement Services

Investigation into causes of defects in equipment reported by army units and suggesting remedial measures to prevent recurrence of such defects and in the process, also suggesting modifications to the existing equipment wherever required. The defect investigation reports serve as a feed back to the designer and producer to ensure that suggested improvements are incorporated in future production.

(v) Other Technical Activities These include cataloguing, standardization, and preparation of Illustrated parts lists, s Hand Books, Operating Manuals etc.

STRUCTURE DGQA organization is vertically structured on a three tier pattern 1. Headquarter Technical Directorates 2. Authorities Holding Sealed Particulars 3. Field Quality Assurance Estts The tasks performed by each of the above are complementary to one another and are integrated to achieve maximum efficiency. The duties of each level are given in the following paragraphs :

1. Headquarters Technical Directorates These function as the Apex Body in each Technical Discipline and are responsible for planning, direction, co-ordination and control of various activities as pertinent to each discipline. It culminates in laying down policy with respect to the quality assurance and related areas. Headquarter also performs a very important function of liaison and inter-action with other connected agencies such as indenters/s in the service Headquarters, manufacturers e.g., DGOF and public/private sector purchase officers i.e., DGS&D and numerous other agencies.

2. Technical Committee Each Headquarter Technical Directorate also has a Technical Committee of that particular discipline. The Technical Committees are part of the Central Technical Committee in the Department of Defense Supplies. The Technical Committees are charged with the responsibility of locating, developing

and

establishing

sources

of Indigenous production/supply of defense

equipment/stores. Technical Committees play a vital role in effecting import substitution and indigenization. 3. Authorities Holding Sealed Particulars Authority Holding Sealed Particulars (AHSP) is a unit which is responsible for collecting, collating, developing, amending and updating the entire history and technical data and information of the store. They possess the complete knowhow with respect to all the technical aspects of the store and its quality assurance. Salient features of their duties are :•

Preparation, maintenance and supply of the necessary technical information e.g. drawings etc.

•

Maintaining all India standards of inspection by laying down necessary procedures and criteria

•

Grant of Deviation/relaxation where necessary for the acceptance of stores after carrying out the necessary evaluation of the stores/equipment

• Undertaking development projects, design and development of testing equipment and inspecting methodology

•

Defect investigation for the failures reported during storage and usage of stores and suggesting appropriate remedial measures

•

Carrying out technical trials for effecting minor modification

•

Providing guidance to procurement and production of all technical matters including capacity assessment of firms

•

Preparation of technical literature such as ’s Hand Book, Parts Lists, Manual etc., for equipment newly introduced

•

Participating in the standardization activities of the Ministry of Defense

•

Identification of stores and giving recommendation regarding alternate utilization etc.

•

Maintaining an up-to-date test house to carry out all the test necessary for proper

evaluation of stores peculiar to the responsibility of AHSP

4. Field Quality Assurance Establishments (QAEs) Field Quality Assurance Establishments are located all over the country. They may be either along with Ordnance Factories or the Public Sector Undertakings or in the region where from a large quantity of defense supplies are obtained through Private Sector Industries. Field Inspectorates are responsible for carrying out bulk inspection including laboratory testing and proof of samples where facilities are available as per the directives issued by the AHSP. Inspectorates are organized in wings/detachments for smooth functioning.

(A)1.Directorate of Quality Assurance (Stores) - DQA (S)

This discipline is responsible for all items of textile and clothing, chemicals, petroleum and General Stores

•

Textiles including heavy textiles, tentage stores, fabrics made out of wool, silk, man

made fibres, Bullet proof jackets etc. • Rubber items • Footwear and leather stores • Petroleum products - lubricants, fuel and preservatives • Drugs and pharmaceuticals •

Paints, Varnishes, Chemicals and chemical stores such as insecticides, polishes, soaps, oils, fats etc.

• All kinds of heating, lighting and cooking equipments for use in field • Hand tools • Timber and timber products • Glass, plastic and ceramics • Barrack and hospital equipment for mountain warfare and aerial delivery

(A) 2.Directorate of Quality Assurance (Armaments) - DQA

This discipline is responsible for the quality assurance and the related activities with respect to difference types of Armaments and connected areas.

• Weapons • Small Arms • Ammunition and Military Explosives • Metallurgy • Instruments and Optical and Opto-Electronics

(A)3.Directorate

of

Quality Assurance(Vehicles)-DQA (V)

It is responsible for the quality assurance of all kinds of vehicles needed by the Army. The vehicles include the common usage vehicles, Armoured and fighting vehicles, other heavy and specialist as also various kinds of trailers and transportation.

(A)4.Directorate of Quality Assurance (Electronics) - DQA(L)

This discipline deals with entire range of electronic and electrical equipment and stores required by the Army. The main areas are

• Tele-communication Equipment •

Electronic components of the various Weapons Systems and Combat Vehicles

including tanks. • Electronic Warfare Equipment • Radar • Computers and Micro-processors • Laser • Infra-red stores • Electrical equipment • Missiles

(A)5.Directorate of Quality Assurance (Naval) - DQA (N)

This discipline is responsible for quality assurance and acceptance inspection of the entire range of stores/spares used in the Indian Navy. It is also responsible for indigenous development of sophisticated complex Naval Stores e.g. hull, general engineering, electrical & electronic items, oils, lubricants, consumable stores ships’ main engines and guided, fire control systems, radar and communication systems and the dockyard plant machinery and equipment used for the maintenance and repair of ships.

(A)6.Directorate of Quality Assurance (Warship Project) - DQA (WP)

It is responsible for indigenous development and Quality Assurance of all

items which are required for fitment in new construction ships including Leander Frigates and other smaller ships being constructed at Garden Reach Workshop and other shipyards in the country.

(A)7.Directorate of Quality Assurance (Engineering Equipment) -DQA (EE).

Various types of engineering equipment is dealt with by DQAE.

• Fire fighting equipments • Bridging Equipments and Water Craft • Transportation and Material Handling Equipment • Refrigeration and Air-conditioning equipment • Compressors and Pneumatic Tools • Workshop Equipment including Machine Tools • Engineering Construction Plant • Pre-fabricated Structures • Electrical Equipments such as Transformers and Transmission Equipment • Nuclear, Chemical, Biological warfare items.

B(1).Defence Institute of Quality Assurance (DIQA) - Bangalore Defence Institute of Quality Assurance (DIQA) was established to meet a long felt need for an institutional in-house facility for training DQAO Personnel in the field of Quality Management Concepts. DIQA was inaugurated in Nov 92 at Bangalore. The present charter as approved by Ministry of Defence, prescribes the following role for DIQA :Plan and conduct Foundation/Orientation training for newly inducted officers, as also to conduct refresher training courses periodically to update the knowledge of officers/staff of DQAO organisation • Guide the training schools run by AsHSP of DQAO •

Maintain active interaction and Liaison within India and International Institutions

and organisations associated with training and Quality Assurance activities Undertake studies and Consultancy assignments

B(2).Directorate of Policy Planning and Training:-

• The Directorate of Policy Planning and Training acts as the central coordinating agency for all technical policy matters, training, security, cataloguing, and standardization. •

Sample rooms have been established at Delhi, Mumbai, Chennai, and Kolkata, to

display the Defense Stores warranting indigenisation. The activities of these Sample Rooms are co-coordinated by this Directorate.

B(3) Directorate of istration Directorate of istration is located at HQ DGQA along with the HQ Technical Directorates. It is responsible for providing complete istration cover to the entire organization. It includes all aspects of personnel management e.g. formulation of policy regarding recruitment, posting/transfers, promotion, budgeting and finances, accommodation, review of Peace Establishments etc. Directorate of istration also acts as the Central Co-coordinating agency for all technical policy

matters, security, cataloguing and standardization as well. Sample Rooms have been established at Delhi, Bombay, Madras and Calcutta to display the defense stores warranting indigenization. The activities of these sample rooms are also cocoordinated by Directorate of istration. The . Directorate has been reorganized with effect from 01 Dec 94 into the following Directorates :-

• Financial Planning, Procurement of Test Equipment and works. • Personnel Services • Policy, Planning and Training

ROLE OF MES IN ORDNANCE FACTORIES INTRODUCTION TO MES

Military Engineer Service (M.E.S) is responsible for carrying out capital works and repair services for the three arms of defence forces and allied department Ordnance factories & Research and Development Establishments. MES may also be required to carry out deposit works on behalf of cantonment boards, public bodies or private persons. Works services for Ordnance Factories will be carried out in accordance with the procedure laid down for army works. 1. Provision of Residential and office accommodation will be based on the scales approved by G of I from time to time. 2. Industrial and Storage accommodation will be on an ‘as required’ basis and will be approved by the CFA sanctioning the work. 3. The MES will not normally undertake the supervision of any works services carried out by the factory authorities under their own arrangements.

ORGANISATION

AND

INCLUDING THAT

OF

FUNCTIONS

OF

S

MES

SECTION

ATTACHED TO MES FORMATIONS

ORGANISATION OF MES :-

The Engineer in Chief is the head of the Corps of Engineers and of the Military Engineer Services. For all engineer services, he is the technical advisor to the Chiefs of Staff of the Army, Navy and Air Force and to their respective PSOs.

Similarly, he

advises the Ministry of Defence with regard to engineer services relating to Ordnance Factories and P and I & R and D Establishments. He is responsible to CGS and QMG for the procurement, holding and distribution of engineer stores of engineer supply.

2. The Military Engineer Services are organised by Army Commands under the

istration of Chief Engineers who act as technical advisors to the GOs C in C, istrative officers in charge of Naval Commands, AOC in C / AOs C and DGOF and are responsible for the execution of all Engineer Services for the Army, Navy, Air Force and Ordnance Factories within their jurisdiction.

A Chief Engineer may, in

special cases, be appointed for large projects, which cannot conveniently be handled by the Chief Engineer of a Command. ACE’s Command is divided into a number of MES Districts each under the control of a CWE. Districts are further subdivided into divisions and Sub-divisions under the control of GEs and SDOs respectively. boundaries of MES districts and

The

divisions normally correspond to those of Areas and Sub Areas. Where however such MES formations are intended primarily for the Navy, Air Force or Ordnance Factories or for specific projects, their boundaries will be limited to the extent of their responsibilities.

3.

The position of the senior MES officer in any formation in the matter of

rendering technical Advice to the local heads of services and departments under the Ministry of Defence is analogous to that of the CE at Command HQ. The Divisions may be formed with the approval of the E in C. Sub-divisions may, if circumstances demand, be placed directly under a CWE under the orders of a CE and will for all purposes be treated as Divisions.

4.

Stores and plant of engineer supply earmarked as operational reserves or

other requirements for units and works are held in ESDs. ESDs are under the control of the E-in-C who may delegate to the CEs such of his functions as he may deem fit.

MES

ARMY

E-in-C

Army HQrs. Chief of Staff

C.E. Command

GOC-in-C Command

C.E. Zone

Area

C.W.E.

District/Sub Area

G.E.

Divisions/Station

A.G.Es

Sub Division

GENERAL ISTRATION AND DISCIPLINE :The s Section of an MES Formation will be in charge of Unit ant belonging to the Defence s Department.

He will confirm to the

Organisation of the Garrison Engineer’s Office in the matter of hours of attendance and holidays. The UA and his staff will, for the purpose of conduct, discipline, leave and pay be under the orders of Controller of Defence s under whom they are serving. Casual leave as issible may be allowed to the s staff by the head of the MES formation concerned in case of other kind of leave the application of a member of the s staff will be submitted to the CDA through the head of the MES formation and the RAO (MES) The applicant will not be permitted to proceed on leave (except in cases of emergency when the permission may be granted by the RAO (MES) or the head of the MES formation in case the RAO (MES) is not present in the station) until the leave is granted by the C.D.A. The MES formation will be responsible for making necessary arrangements for the s sections in respect of:-

a. The receipt and dispatch work including charge for service labels and bearing charges on covers insufficiently stamped. b.

The services of class IV servants including a Daftry for sorting out and proper

maintenance of records of s section. c. Fuel during winter and hot weather establishment during summer for the use of staff.

d.

Indenting all forms bearing “W” Series, blank measurement books, receipt books,

books of USRs etc., on receipt of periodical demands.

e.

Supply of books of regulations other then DAD Codes and manuals.

Articles of stationery required for s Section will be obtained from stationery depot through the C.D.A.

PLANNING OF CIVIL CAPITAL WORKS UNDER CAPITAL GRANT

• Each production / non-productive section puts up the proposal to GM and obtains the approval in principle from necessity angle and forwards the same to engg. office - Civil Group.

• Engineering Office consolidates the requirements and sends the same to G.E. / MES for furnishing the rough indication of cost against each proposal.

• On receipt of rough indication of cost for each work after financial concurrence the proposals with full justification including rough cost will be submitted to CFS for Acceptance of necessity and accord approval.

• After obtaining in principle approval of the civil works plan from OFB.

• The Recce-costing-cum-siting board is convened to be held on a particular date and time

• The Recce-cum-costing-cum-sitting board consists of

1. CFA or his authorised Rep. in general GM/FY as presiding officer. 2. REP of CFA 3. Rep of finance

4. Rep of MES (Depending upon F. Powers) 5. Architect (Depending upon work) 6. section Rep 7. E.O. Rep 8. Any other member if necessary as decided by P.O.

•

The Board gives the approval for the work and recommend the detailed

scope/specifications involved in the work with time frame.

• Based on the finalised board proceedings the approximate estimates part I & II prepared as per standard schedule of rates will be prepared by AGE/B/R, AGE E/M will be submitted to E-2 Section of MES. The estimates preferred by age formation are scrutinized and sent to the factory for issue of A/A or sanction.

• On the approximate estimates which also specifies the period required for completion of work the factory or its higher formation (depending upon the financial powers) issues the istrative approval/sanction with the concurrence of C of A.

• On receipt of A/A the contract planning actions are initiated by E-8 section of MES. Competitive tenders with reasonable rates and lowest offer is accepted by MES authorities depending on financial powers and physical execution of work commences.

•

The engineering group obtains the date of commencement of work and probable

dates of completion of each work from MES.

• After completion of the work satisfactorily, handling and taking over process will be done by FY/MES through t inspection to completed works. After taking over of assets same will be regularised through ‘B series vouchers by factory and will be taken into block . MES will submit PSMB, RPMB and completion cost and drawings of particular works.

•

MES then will initiate CR Part ‘A’ - Closing report physically CR Part - ‘B’ -Closing

Report financially.

RESEARCH METHODOLOGY

MEANING

Research is totally based on the primary data. Secondary is only used only for the reference. Research has done by the primary data collection and data has been collected by the interacting by the various employees. The secondary data has been collected through various journals and websites and some publications.

DATA TYPES

Primary data

Primary data are the data gathered for the specific research project and directly taken from the very source of information. Primary data source for this research project is structured interview of employees sent for deputation program.

Secondary data

Secondary data are the data, which already exists and were collected for some other purpose or for similar previous studies. Secondary data were proved to be instrumental in structuring the questions to be asked for collecting primary data.

Ex. Different websites

For this research both type of data (Primary and Secondary data) were used, the secondary data used here were taken from different websites and this was the information on which the final report is based on.

SOURCES OF DATA

Primary data can be collected in several different ways these methods of collecting data are called research approach. Research approaches are of following types Observational research  Focus group research  Survey research  Experimental research  Behavioral data research For this project the Survey Research Method was adopted, and the survey was done by Structured Interview Method.

SAMPLING PLAN After deciding on research and research instrument the researcher must design a sampling plan. This plan calls for three decision. Sampling Unit The sampling unit consists of Industrial Employees (IEs) and Non-Industrial Employees (NIEs) from Ordnance Factory Kanpur.

Sampling Size Large sample gives more reliable results than small samples. However it is not necessary to sample the entire population or even a substantial portion to achieve reliable result. After considering time constraint and effectiveness for the project total 160 people were surveyed.

Where 120 people were selected randomly from employees and another 40 people were selected randomly from employer in which both IEs and NIEs are included.

SAMPLING PROCDURE

There are mainly two sampling methods Probability Sampling  Non-probability Sampling Probability Sampling In probability sampling method each of the population has the equal chance of being selected in the sample. This method is sub-divided into following

Simple Random Sampling



Stratified Random sampling



Cluster(area) sampling Non-probability Sampling In non-probability sampling researcher decide the basis of sample selection, unlike the probability sampling in this method every unit of population dose not have the equal chance of being selection. This method is sub-divided in following-



Convenience Sampling



Judgment Sampling



Quota Sampling

Stratified Random Sampling

If the population from which a sample is to be drawn does not constitute a representative sample. In this technique, the population is stratified into a number of non-overlapping sub-population or strata and sample items are selected from each stratum. If the items selected from each stratum is based on simple random sampling the entire procedure, first and then simple random sampling, is known as Stratified Random Sampling. In this research project Stratified Random Sampling was used because the population does not constitute homogeneous sample. The population was distributed among different training programs. Sampling Population It is segment of recruited employees of ORDNANCE FACTORY.

RESEARCH INSTRUMENT The two main research instruments in collecting primary data area - Personal Interview. b - Questionnaire.

For this research both type of research instrument (Personal Interview and Questionnaire) were used, the Personal Interview was used here for the employers and the Questionnaire was used for the employees. Personal Interview It is one of the important sources to collect primary data. Through personnel interview interviewer can ask question according to research requirement. Data which is collect by personnel interview is more reliable than other sources. Questionnaire

Questionnaire consists of a set of question presented to the respondent for their answer. Because of its flexibility the questionnaire is by far the most common instrument used to gather primary data. Questionnaire needs to be carefully developed and tested before they are actually used on a large scale. Questionnaires are of two types Open ended questionnaire It consists of open ended questions that allow the respondent to answer in their own words. Such questionnaires revel more because they do not constraint respondent’s ans.

Closed ended questionnaire This questionnaire consist of questions that pre-specified all the possible answer , tabulation and interpretation of such questionnaire are easier as compare to open ended questionnaire. For this research I have used only Closed Ended Questionnaire because it is very time consumable and easy to give answer for the respondents.

Location for Study

Ordnance Factory, Kalpi Road, Kanpur

Relationship between Hypothesis & Objective of Study As far from the research study following points can be concluded: 

Employees are not that much skilled but they do the job very well.



The performance of the organization are totally depends on industrial employees.



Non – industrial employees the industrial employee to do the job in the factory.



Almost all time employee of the organization can achieve their business goals.



The skilled employer plays an important role in organization.



The government takes necessary step to give training to employees by providing different types of programs.

DATA ANALYSIS & INTERPRETATION Data Based on employees status Gender a. Male.

b. Female.

Alternative

Response of employees

%

Male

110

92%

Female

10

8%

INTERPRETATION:

From the above diagram I calculate that 92% respondents are male and 8% respondents are female in the organization. This means that the ratio of the female respondents is less as compare to male

respondents.

Nativity a. Rural.

b. Urban

Alternative

Response of employees

%

Rural

30

25%

Urban

90

75%

INTERPRETATION:

The above pie diagram shows that 75% respondents are belong to urban area and

only 25% respondents are belong to rural area. This means most of the respondents are belong to the urban area.

Experience a. 0-1 yr

b. 1-3 yr

c. 3-5 yr

d. More than 5-7 yr

Alternative

Response of employees

%

0-1yr

7

6%

1-3 yr

15

13%

3-5 yr

30

25%

More than 5yr

68

56%

INTERPRETATION:

The above diagram shows the experience of the employees in organization. It shows that 56% respondents have more than 5 years experience in the organization. It means that they know very well how to work is done in the organization.

Nature of the job a. Highly skilled

b. Skilled

c. Semi-skilled

d. Unskilled

Alternative

Response of employees

%

Highly Skilled

35

29%

Skilled

20

17%

Semi-skilled

40

33%

Unskilled

25

21%

INTERPRETATION: The above diagram shows the nature of the job on the basis of skills and knowledge. 33% which is highest percentage in the graps shows that the highly educated people are not required for the job. Those who have work knowledge they get the job.

Negative effect of being untrained a. Unable to take right decision. b. Improper development in organization. c. Unable to perform duty. d. Lack of accuracy in work.

Alternative

Response of employees

%

Unable to take right decisions

16

40%

Improper development in organization

12

30%

Unable to perform duty

10

25%

Lack of accuracy in work

2

5%

INTERPRETATION: This diagram shows that 40% respondents believe that illiterate employee not able to take right decision, 30% respondents believe fully development are not possible,25% respondents believe unable to perform duty,5% respondents believe lack of accuracy is possible in work.

FINDINGS OF THE STUDY



The nature of job is simple and semi skilled people are required to perform the job.

 Industrial and non industrial employees play an important role in the organization.  Most of the employees participated different types of program which is organized by the organization and they take advantage for their job purpose.  Most of the employee says that lack of training is barriers for performing the task as required by superiors

 Employees also believe that if they get good training they can improve their efficiency.  Most of the employer thinks that lack of training is causes for the organization.  Employers also believe that due to untrained employees is unable to take right decision so that proper development is not possible in the organization.

RECOMMENDATIONS & SUGGESTIONS

 Those who know the technical work and they have good education they get the job.  The training should be made more interactive and personal attention to can trainee is also required.  Should be thought what is practically required in his/her work  Partiality should be avoided in the organization.  Improve the process of time management.  The feelings of satisfaction can be made better by making more employees friendly especially for the non-executive population.

 The interaction between the employees and employer should be strong and employees follow their decision and do the job accordingly, this will be happens only when employee are literate.

BIBLIOGRAPHY

Website Used  www.ofbindia.gob.in  [email protected] 

www.wikipedia.com

QUESTIONAIRE Based on Recruiment Candidate Name : Designation Department

: :

Q. (1) Age of the candidate? a. 18-25 ( )

c. 35-45

( )

b.

25-35 ( )

d. 45-55

( )

Q. (2) Gendera. Male ( )

b. Female ( )

Q. (3) Are you Married? a. Yes ( )

b. No ( )

Q. (4) Nativity-

a. Rural. ( )

b. Urban ( )

c. Semi Rural. ( )

d. Semi urban ( )

Q. (5) Experience a. 0-1 yr ( )

b. 1-3 yr ( )

c. 3-5 yr ( )

d. More than 5 yr ( )

Q. (6) Nature of the joba. Highly skilled ( ) c. Semi-skilled

( )

b. Skilled ( ) d. Unskilled ( )

Q. (7) Categorya. Industrial employees (IEs) ( ) b. Non-Industrial employees (NIEs) ( )

Q. (8) Apart from formal school or college education, have you attended or participated as a learner in any of the following: a. Literacy campaign b. Language Studies

( ) ( )

c. Correspondence Courses/ Distance learning. d. Apprenticeship / Craft Training.

( )

( )

e. Vocational / Professional Training.

( )

Q. (9) Due to Lack of Training - Do you face any problem? a. Yes. ( )

b. No. ( )

Q. (10) Do you feel any partiality in organization? a. Yes. ( )

b. No. ( )

Q. (11) Do you think these trainings are beneficial? a. Yes. ( )

b. No. ( )

Q. (12) Do you require training before ing? a. Yes. ( )

b. No. ( )

Q. (13) What is the most negative effect of being untrained? a) Unable to take right decision. ( ) b) Improper development in organization. ( ) c) Unable to perform duty.

( )

d) Lack of accuracy in work. ( )