an indepth anaysis of material management in gammon india ltd dmrc project delhi
DESCRIPTION
This project report is based on Material management in Construction industry.TRANSCRIPT
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1 INTRODUCTION
This chapter begins with the
background and the purpose of the
PGDM Project Report. Goals are
specified and delimitations are
presented. The chapter ends with
disposition and reading directives of
the Project Report.
1 INTRODUCTION
This chapter begins with the background and the purpose of the PGDM Project Report.
Goals are specified and delimitations are presented. The chapter ends with disposition
and reading directives of the Project Report.
1.1 BACKGROUND
Many industries have experienced an intensified global competition in just a few years.
The reasons for this are many and some relate to: deregulation, forming of trade unions,
improved transportation facilities and better information and communication technology.
The intensified competition has increased the interest of purchasing and storing. Since
most companies spend more than half their sales turnover on purchased parts & services,
efficient supplier relationships are of great importance to the company’s short term
financial position and long term competitive strength.
Today if a company saves 1% of its total materials then its profit will increase up to 2-
3%. So issuing and storing of materials is an important task in construction industry.
Gammon India specializes in the areas of bulk storage structures; energy projects and
high-rise structures; ground engineering and environment protection; hydraulic works
and irrigation projects; industrial structures; marine structures; tunnel engineering; public
utility structures; and transport engineering. As on Mar 2009, it has executed 69 projects
out of which 32 were in transport engineering, 17 in energy and high-rise projects, 10 in
hydro-power/tunnel/irrigation projects, and five in pipeline projects, to name a few.
The company also undertakes PPP projects in sectors like ports, highways, power,
bridges etc through its subsidiary Gammon Infrastructure Projects Ltd. Some PPP
projects include the 53-km Rajahmundry-Dharmavaram road project, and two
multipurpose berths (EQ-8 and EQ-9) at Vishakhapatnam port. Hydro-electric projects
include Teesta HRT and Parbati Stage II and III amongst others. As on Mar 2007, the
company’s order book position was Rs 70 bn. Some of its major ongoing projects
include the 99.5-km Vadape-Gonde road project and the Gorakhpur bypass project etc.
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1.2 PURPOSE
The purpose of this report is to examine if and how the internal customers’
understanding deviates from the store’s perception regarding the task of the store
department i.e. Issue of materials.
The purpose is also to create a communication package with the purpose of increasing
the internal customers understanding of what is the actual method of preparing issue
slips.
1.3 GOALS
The goals of this project report are:
a. To do a gap-analysis concerning the internal customers’ and the store’s
perception of the task of the issue of materials method.
b. To create a communication package consisting of material and instructions ready
to use.
1.4 DELIMITATIONS
a. All materials are not included in this report.
b. Because of the time frame and the fact that this project report was performed
in Gammon’s internal customers including PRW and pretty contractors.
c. This report includes only GIL’s DMRC project only.
1.5 DISPOSITION
The report is divided into ten chapters and the content of the chapters are presented
below.
Chapter 2: Gammon facts – This chapter gives the reader an introduction to Gammon
India Ltd and the stores.
Chapter 3: Methodology – This chapter explains the method used in the project report
and also explains the authors’ course of action.
Chapter 4: Theory – This chapter describes issuing theory regarding why issuing is
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important and what a store department should do. It also contains communication theory
regarding internal communication, communication strategy and communication
planning.
Chapter 5: Present situation – This chapter describes what the store does and who are
their internal customers?
Chapter 6: Empirical data – This chapter presents the empirical data gathered from the
survey which later is used in the gap analysis.
Chapter 7: Analysis & Finding – This chapter covers the gap analysis and findings.
Chapter 8: Finding – This chapter describe this report’s findings.
Chapter 9: Results & Suggestions – This chapter describes the communication package
which was created in the result of analysis and suggestions are given.
Chapter 10: Conclusions & Limitations – This chapter presents the conclusions from
the findings of the thesis and discusses some problems which the authors came across
and future research is suggested.
1.6 READING DIRECTIVES
Reading directives are given in this section.
A person from Gammon’s store’s interested in the authors’ course of action and the
background to the conclusions – This reader should read chapter 3 and forward.
A person from Gammon’s store’s interested in the results from the gap analysis – This
reader should read chapter 6 and 7.
Person from Gammon interested in the communication package – This reader should
read chapter 8.
External readers without former knowledge of Gammon and Gammon’s store
department of DMRC Project – This reader is recommended to read chapter 2 and
forward.
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2 GAMMON FACTS
This chapter introduces the reader to
Gammon and the store department of
GIL DMRC project, Delhi, which is
the department where the report was
done.
2 GAMMON FACTS
This chapter introduces the reader to Gammon and the store department of GIL DMRC
project, Delhi, which is the department where the report was done.
2.1 GAMMON THE COMPANY
Gammon India specializes in the areas of bulk storage structures; energy projects and
high-rise structures; ground engineering and environment protection; hydraulic works
and irrigation projects; industrial structures; marine structures; tunnel engineering; public
utility structures; and transport engineering. As on Mar 2007, it has executed 64 projects
out of which 29 were in transport engineering, 15 in energy and high-rise projects, 10 in
hydro-power/tunnel/irrigation projects, and five in pipeline projects, to name a few.
2.1.1 ABOUT FOUNDER
In the beginning was a man and his vision a colossus throbbing with dynamism and
pulsating with energy. A man born to build. A man whose very presence was a source of
inspiration.
Mr. John C. Gammon. The founder of Gammon India Limited.
A Civil Engineer who can more aptly be called 'The Sculptor
of Concrete in India'. A man who preached and practiced
order and functional expression in structures - the enduring
values that helped build the Gammon edifice.
From monuments and bridges to reservoirs and jetties, his innovative vision and
engineering skill, his intuitive understanding of the materials and systems of
construction sought and fought answers to some of the most challenging
examples in civil engineering projects.
His abiding faith in people and their abilities inspired them to meet challenge
after challenge.
Mr. Gammon had several firsts to his credit. The RCC pile foundations for the
Gateway of India, the thin shell structures of the Meerut Garages, the colloidal
grouting process at Mundali Weir, the hyperbolic cooling towers at Sabarmati -
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are but a few of his outstanding achievements. Bridges like Bonum and
Patalganga, built by him have stood the test of time as monuments to his
ingenious skill.
Today, Gammon India Ltd., not only carries his name and vision, but stands out
as a Gateway for technological excellence in civil engineering.
2.2 HISTORY OF GAMMON
YEAR EVENTS 1922 - The Company was incorporated and then converted into a public
Ltd. company on 31st April 1962. The main object of the company was Builders and
contractors, reinforced concrete specialists, engineers, architects, surveyors’ estimators
and designers.
1956 - At the time of incorporation, the name of the Company was J.C. Gammon
(Mumbai) Ltd. The name was changed to Gammon India Ltd.
1975 - On 23rd August, Gammon Nirma Ltd., was incorporated as a subsidiary of the
company. 10,200 equity shares of Rs. 100 each out of 10,204 shares issued a held by
Gammon India Ltd.
Gammon Turnkeys Ltd., is a subsidiary of the Company with a holding of 9,990 No. of
equity shares of Rs. 100 each out of 10,000 No. of equity shares issued.
Bhagirathi Bridge Construction Co. Ltd., is an associated company of Gammon India
Ltd., while Gammon-Shah is a partnership firm with 50% share for Gammon India Ltd.
1977 - The company is associated with Gammon Eastern Union Ltd., Hong Kong, who
promoted Gammon Midest Ltd. joint venture company in Sharjah, United Arab Emirates
with a participation of Dh. 7,85,000 representing 50% of the capital of the joint venture
entered with Dh. 27,15,000 (Dh. 1 = Rs.2.2 approximately) as term loan for three years.
This joint venture company was incorporated in April, and was to undertake construction
and service contracts in the Middle East and elsewhere.
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1979 - The Company entered into a collaboration agreement with Koninklijke
Machinenfabrick Stork B.V. Hengelo, Netherlands for a period of 5 years for the
manufacture of fiberglass impeller blades for cooling towers.
A new joint venture company, Heitkamp Gammon Ltd., was being established with
Gammon India Ltd., and Heitkamp Rohrbau GmbH, West Germany as the principal
promoter shareholder.
1989 - The R&D Division undertook development of energy efficient GFRP bladed fans
for ID Cooling towers and PP splash grid modular packing system for ND/ID covering
towers, alternative packing systems etc.
Also, development and manufacture of places booms for concreting, mobile shuttering
systems complete with hydraulic arrangement. For jacking and lowering up to a height of
2.5 mm, integrated serried vibration systems for deck concreting, spiral tube making
machine up to 200 mm dia. for prestressing cables etc. were undertaken.
1990 - A turnkey contract of the approximate value of Rs. 120.00 crores secured from
International Youth Travel Bureau of USSR and `SPUTNIK', Moscow, USSR for the
contraction of a 900 bed hotel in Moscow. Contracts valued at Rs. 100 crores were under
negotiation.
1994 - The company was awarded a time bound large size Civil Engineering contract for
construction of three bridges with approach road replacing flood damaged bridge of
Prithvi Highway towards Noubise and Malekhu section of sakkar, Nepal.
R & D division developed, fabricated and put into commission the headmast and tail-
mast for 700 m span cable ropeway for Alamatti Dam as also 1500 mm dia. double-wall
casing for executing the pile foundations for transmission towers at Tezpur for 60 m
deep piles.
The R & D division designed and manufactured a special reverse circulation pilling rig
for 1500 mm diameter piles capable for depths up to 75 m. The R&D division also
developed special techniques for installation of 1500 mm diameter piles through the
reinforced concrete well steining for a Bridge across Brahmaputra River at Jogighopa.
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2.3 GAMMON WORLDWIDE
Gammon India Ltd (Gammon India), established in 1919, and is engaged in engineering
and construction activities. It became public in 1962. Its core business includes
transportation, power projects, pipelines, ground engineering and environment protection
projects, irrigation projects etc. The company has a presence across India as well as in
the Middle East, North and West Africa, and in the SAARC countries.
The company also undertakes PPP projects in sectors like ports, highways, power,
bridges etc through its subsidiary Gammon Infrastructure Projects Ltd. Some PPP
projects include the 53-km Rajahmundry-Dharmavaram road project, and two
multipurpose berths (EQ-8 and EQ-9) at Vishakhapatnam port. Hydro-electric projects
include Teesta HRT and Parbati Stage II and III amongst others. As on Mar 2007, the
company’s order book position was Rs 70 bn. Some of its major ongoing projects
include the99.5-km Vadape-Gonde road project and the Gorakhpur bypass project etc.
2.3 AWARDS AND ACHIEVEMENTS
And many more………….
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ACCE-L&T Endowment Award for Excellence in construction of Haldia Induced Draught Cooling Towers, 2001
The Arch of Europe Gold Award Ganga Bridge, 1987
Award By Gujarat Electricity Board Gujarat Electricity Board 1965
IFAWPCA Certificate for Thane Creek Bridge Thane Creek Bridge, 1971
IIBE-7th Annual Award Nite for Noida Bridge at Delhi Noida Bridge at Delhi 2001Towers, 2001
2.4 THE STORE DEPARTMENT OF GIL DMRC PROJECT, DELHI
The store department is a unit in Gammon India Ltd DMRC project, New Delhi.
Currently the whole store is divided into four site-stores in which one is called main
store. Currently GIL is having three site stores in Noida Sector-94, Sarita Vihar, New
Delhi and Kalkaji, New Delhi. One main store has been established in Noida Sector- 37.
The main works of these stores are to receive the materials and issue it’s to its indenter
and maintaining the store accounting for the further reference. The hierarchy of stores in
Gammon India Ltd in DMRC Project, New Delhi are as follows; shown in figure-2.4
Figure- 2.4 Hierarchy of Store in GIL in DMRC Project, Delhi
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3 METODOLOGY
In this chapter the research strategy,
course of action and collection of
data is described. The reliability and
validity of the report are discussed in
the end of this chapter.
3 METHODOLOGY
In this chapter the research strategy, course of action and collection of data is described.
The reliability and validity of the report are discussed in the end of this chapter.
3.1 RESEARCH STRATEGY
The research strategy is a general plan of how to answer the purpose of the study. There
are four main strategies; experiment, survey, case study and action research.
This PGDM’s report is considered a survey because the characteristics of a survey fit
with the purpose of the report. American Statistical Association (web) defines the
following as the characteristics of a survey:
a. A wide and extensive coverage: In the concept of “survey” lies an implicit idea of
that the research should have a broad coverage.
b. Focus on a specific moment in time: The purpose is often to get a general view of
a variety of things at the time of the data collection.
c. Dependent on empirical data: A survey includes looking for details in concrete
things that can be measured and registered.
The whole group of internal customers was considered in this study which implies that a
survey was suitable. Also, the gap-analysis needed empirical data and it was important to
examine what the gap was at the moment.
It is important to be aware of the fact that a survey approach is a research strategy and
not a method. Researchers choosing this strategy can use different methods:
questionnaires, interviews, printed sources and observations. (Web)
3.2 COURSE OF ACTION
The work of this report began with defining the purpose and the forming of a research
strategy. At the same time a pre-study was performed by conducting interviews with
internal customers, and managers at the store department. Information was also gathered
from Gammon’s intranet and the books published by GIL. The aim of the pre-study was
to get an understanding of what the store department does, how the internal customers
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acquire material and services, and to identify the internal customers.
Next a questionnaire was designed, and sent to internal customers, store managers, in
order to be able to perform the gap-analysis and their tasks. The result from the survey
was then analyzed with the help from store theory which was gathered in a literature
study. When the gaps had been identified a communication package was produced. The
communication package was made with input from the gap-analysis and from a literature
study covering communication. The pre-study also provided information which was
included in the communication package. Finally the communication package was tested
on a small group of internal customers. The “pilot” groups of internal customers were
interviewed about the communication package for further improvements and then the
communication package was finalized. The course of action is illustrated in figure 3.1.
Figure: 3.1 Course of action
3.3 COLLECTION OF DATA
3.3.1 PRIMARY AND SECONDARY
Data can be categorized in two different categories depending on how it was collected;
primary and secondary data. Primary data consists of data which the researcher gathers
through observations, surveys and interviews. Secondary data, on the other hand,
consists of data which has been collected in another context. In order to fulfill the
purpose of this study, primary and secondary data was used jointly.
Regarding primary data, there are many ways to collect information about people’s
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attitude, behavior and knowledge. But when it comes to people answering questions, one
can separate it into two different methods of collecting data. The first method is doing
interviews directly in person or by phone. The second method is by implementing
questionnaires. In this survey both interviews and questionnaires were used when
collecting data. Secondary data is data collected by other people, and from books
published by Gammon India Ltd. Secondary data was used when conducting the
literature studies. The literature studies covered two areas; store and communication. The
search for literature was conducted via Internet and books. Examples of keywords used
when searching for store related material was; store and supply chain management.
Keywords used when searching for communication related material was; internal
communication, communication planning, communication strategy and persuasive
communication. Secondary data was also collected from Gammon’s intranet and
Internet. Intranet provided information about Gammon’s store process and organization
for example.
3.3.2 QUALITATIVE AND QUANTITATIVE
There is not a clear distinction between quantitative and qualitative research.
However they have some characteristics. The quantitative research often uses numbers as
the central unit of analysis and the qualitative research has a tendency to use words as the
central unit of analysis. The qualitative research is more often connected with description
and the quantitative is more often connected to analysis. The qualitative research is most
often used in smaller studies and the qualitative in larger studies.
The interviews conducted in this study should be considered as qualitative because; they
were of smaller scale, the interviewees were often asked to describe or clarify something,
and the unit of analysis was words.
The questionnaires and the analysis of the questionnaires were more of a quantitative
character. Although the unit of analysis was both words and numbers the final analysis
was based on numbers. The scope of the survey was also relatively large.
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3.3.3 INTERVIEWS
Interviews are usually classified as interviews with high or low degree of
standardization. A high degree of standardization implies that the questions are
formulated in advance and are of great extent. A low degree of standardization on the
other hand implies that only the question areas are decided in advance and not the actual
questions. The reason is to let the interviewer formulate questions in order to clarify or
deepen the earlier answers of the respondent.
The interviews conducted were of both a high and a low degree of standardization. Low
degree interviews were often conducted when the authors needed something explained
and high degree interviews were used when specific information was needed.
3.3.4 QUESTIONNAIRE
Questionnaires were created and sent to both the store department and to the internal
customers of the store department. The purpose of the questionnaires was to gather data
for the gap analysis. Two different questions were used in order to examine the gap; the
internal customers and employees at Gammon were asked to shortly describe what they
believe that the process of the store department is.
The internal customers and employees at Gammon were asked how often they would like
the store department to be involved in several different stages of a store.
Other kinds of questions were included with the purpose of gathering background
information about the respondents. There were also questions included with the purpose
of evaluating the store department, and those answers were used for other purposes
besides the ones stated in this report. The questionnaires sent to the internal customers
and stores are presented in appendix1
When designing the questionnaires relevant literature was studied, and the following
section includes some of the things that were considered when making the
questionnaires.
According to Ejlertsson & Axelsson, a questionnaire is a form containing questions with
predominantly set alternatives of answers. The most common ways to distribute
questionnaires are by mail, e-mail or by handing them out directly to a preferred target
group. There are some advantages using a questionnaire instead of an interview. The
questionnaire can for instance easily be implemented on a great selection in relation to
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cost and time and also within a great geographical area. Another benefit when using a
questionnaire is that the respondent is not affected by an interviewer’s way of asking
questions.
The questionnaires were sent by e-mail in order to make them easy to distribute and easy
to answer.
When constructing a questionnaire there are a lot of things to consider, for instance the
composition of questions. The following is stated as important when designing a
questionnaire by both Ejlertsson & Axelsson and Andersson:
a. Keep the language simple
b. Unambiguous questions
c. Avoid leading questions if possible
d. One question at a time, one answer at a time
e. Avoid questions of sensitive issues
f. Avoid long questions
g. Avoid negation
h. To instruct when questions are only relevant to some respondents
i. Keep the same order of the answer alternatives
j. Don’t forget questions about background
Ejlertsson & Axelsson mentions that when constructing a matrix question one has to be
careful not to include too many sub questions and the questions should always have the
same alternatives of answers.
3.3.5 SELECTION OF INTERNAL CUSTOMERS
To map a target population in this report was complex, since there was not a list of all the
internal customers of Gammon. A pre-study was carried out in order to find out who the
internal customers were. Information was gathered by interviewing store managers and
other employees. The selection of the survey was made by randomly choosing internal
customers.
The total amount of internal customers chosen to participate in the questionnaire was 20.
The total number of internal customers at Gammon was unknown. And 100 issue slips
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are collected for the empirical data.
It is important to mention that the selection of internal customers is not representative of
all the internal customers of Gammon. The chosen selection does not fulfill the criteria of
a random selection on a population basis because it was not possible to create one list of
all the internal customers and from that list randomly select internal customers. To
compile a list of all employees with a certain working title was not possible within a
reasonable amount of time. Therefore a complete list of all the internal customers could
not be made. The way the internal customers were selected was considered when the data
was analyzed. Regarding the questionnaire sent to the store department and internal
customers were chosen.
3.4 METHODOLOGY ISSUES
Regarding the choice of research strategy, there were other alternative strategies which
could have been relevant. For instance a case study would have been more suitable if
researching for a more narrow coverage. But due to the fact that a broad and extensive
coverage was preferred in order to cover a broad selection of internal customers the
survey strategy was chosen.
3.4.1 RELIABILITY
According to Svenning (1999) and Denscombe (2000) the definition of reliability is that
if nothing changes in a population two surveys with the same purpose and method should
give the same results.
The reliability of the interviews was assured by selecting interviewees who had the right
knowledge, and they were often chosen with the help of sourcing managers at the store
department. Most of the interviews were also recorded and I took notes during the
interviews in order to secure that the information was interpreted correct.
The reliability of the questionnaires is dependent on the rate of response and the
following measures were taken to increase the rate of response:
a. Store was asked to inform about the questionnaires and advise the internal
customers to answer before the questionnaires were sent.
b. E-mails were sent to the internal customers who did not answer within the stated
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date in order to remind them to answer the questionnaire.
c. The compilation of the results from the questionnaires was handled confidential
and the internal customers were informed about this in the questionnaire.
The reliability regarding the questionnaires was also improved by using relevant theory
when designing them which increased the quality of the questionnaire.
3.4.2 VALIDITY
Svenning (1999) defines the concept of validity as measuring what one really intends to
measure. According to Sapsford & Jupp (1996) the definition of validity is: “The design
of a research effort with the purpose of giving trustworthy conclusions and that the
results and evidence that a survey leads to will form a strong support for the
interpretations being made.”
A pre-study was performed in order to get an understanding of the research object, which
made it easier to design valid questions. The validity of the questionnaires was assured
by reviewing and testing the questions on both internal customers and stores before
sending them and thus making sure that the questions were unambiguous. The
questionnaire was also designed with the help from literature which helped me to
construct unambiguous questions.
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4 THEORY
In this chapter store function and
communication theory are presented.
First of all store activities are
presented and then the importance
and the role of store are described.
The second section includes a
description of the purpose of internal
communication, communication
planning and communication
strategy.
4 THEORY
In this chapter store function and communication theory are presented. First of all store
activities are presented and then the importance and the role of store are described. The
second section includes a description of the purpose of internal communication,
communication planning and communication strategy.
4.1 STORE
Store work start from the receiving of indent from its internal customers i.e. engineers
and ends with the delivery of materials to its indenter. The major activity of a store is to
maintain its account properly and make a health system to receive and issue of materials.
There are following steps which are taken by store department.
4.1.1 REQUISITION SYSTEM
At this site we have a single requisition system which is manual and it is made by the
head of the department (engineers). When a need of materials is arises then head of the
engineers came at store and in Indent Register made their requisition manually.
Gammon India is having an ERP system of requisition also but this is not properly
working at this site. In this site engineer came to store and in Indent register they write
their material name, quantity required, status of requirement i.e. urgent or normal, and
then they write the due date.
In some materials cases a store keeper need to follow up the materials and at a minimum
stock level he/she need to order that materials without asking anybody. Such materials
include all the consumable items like Oxygen cylinder, LPG cylinder, welding rod and
many more.
4.1.2 CLASSIFICATION OF MATERIALS:
Requisition is made by the engineers to us and we as purchase manager/ officer or store
keeper classified those materials according to the size availability and the quality
availability. In each material we have to follow different-2 parameters and standards.
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There are following examples of this classification according to the GIL at this site table
no: 4.1.2
SN Name of Materials Classified By Remark
1. Cement Client Client classified the material and
they give us brand name of cement.
2 Steel Client Client classified the material and
they give us brand name of steel.
3 Aggregate Quality Control
Lab
Our QC Lab classified the standard
of aggregate.
4 Sand Quality Control
Lab
Our QC Lab classified the standard
of sand.
5 Diesel & Lubricant Company We go with the No.1 brand Indian
Oil
Table: 4.1.2
4.1.3 PROCESS OF RECEIVING MATERIALS
Normally, we receive the materials through supply order/ purchase order and materials
transferred from site to site (office to office). The processes of receiving materials are as
follows-
a. The driver of the truck brining the goods first delivers the challan and other
documents.
b. A challan is known by various names, supplier’s dispatch note, delivery note,
consignment note or material’s transfer advice note etc. along with this there
might be a packaging slip giving the list of packages showing in brief and the
content is in each of them.
c. The original delivery challan is retained by the store’s and one of the important
factor to remember is that if the document is signed without any endorsement like
damage or short able then it is deemed that goods have been properly delivered.
d. The material is taken into stores after this preliminary checking then it is
inspected and checked for quality and quantity.
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e. The receipts are entered in a good receipt register some times also called the
goods inward register.
4.1.4 QUANTITY CHECKING
The goods have been invariably to be physically counted or measured. A part from the
quantity checking there are other types of measurement of items involving:
a. Checking of weight by weighting scale.
b. Checking of length with the help of scale or measurement tape.
c. Checking of square area by measuring tape.
d. Checking of volume with measuring tape and mathematical calculations.
While receiving the materials the following steps are also help to avoid mistake, in
recording, quantity and quality checking. These steps are:
a. The storekeeper will supervise the unloading operations.
b. If the material is found to be defective after unloading. It will be returned to the
concerned driver.
c. Measurement of truck /material will be taken in the presence of the driver.
d. The driver will be informed of any comments to be written on the challan and his
consent signature will be taken on both the copies.
e. He should also prepare the gate pass in triplicate.
f. The gate pass is the permission for the truck to leave the site premises.
Note: 1- The watchman should sign and stamp the duplicate challan copy. He should also
check the gate pass for the contents in the out going vehicle only then the vehicle is
permitted to go out.
Note: 2- In case of material is to be rejected the store keeper inform the project in charge
about it. He turn will intimate the purchase department and a decision will be taken after
the discussion.
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4.1.5 METHOD OF TESTING MATERIALS
Each and every received material is separately tested in our QC lab or out side the site in
materials testing centers approved by our client DMRC. Some materials are tested at our
QC lab but for some material are tested at out side of our site. Following materials are
tested at following places; Table no. 4.1.5
SN Name of Materials Tested By Base of Testing.
1. Cement Store Cement quality and checked by
Batch No.
2 Steel Out Side We check the weight of the steel.
3 Aggregate Quality Control
Lab
QC lab checks the quality of the
aggregate.
4 Sand Quality Control
Lab
QC lab checks the quality of the
sand.
5 Diesel & Lubricant Store Quality is checked with the help of
Batch NO.
Table No. 4.1.5
4.1.6 MATERIAL HANDLING AND PRECAUTION
The storekeeper should take precaution while handling all materials general norms are as
follows:
a. The site engineer should be informed immediately about receipt of materials.
b. The materials should be stocked near their consumption place.
c. It should be stocked so that the materials received first are utilized first.
d. All materials should be stocked in locked godown. In case of bulk materials like
steel, sand and aggregate we use MS chain for steel safety.
e. Fragile and expensive items should be utilized immediately. And unnecessary
handling should be avoided.
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f. Up to date records of the stock must be maintained on the daily basis. A
minimum level of stock should maintain for each item and stocked at convenient
location. In case inter office correspondence IOC is received for the transfer of
materials to other sites. It should be easily located.
g. The storekeeper should also check the collection, accumulation of scrap materials
periodically. It should be stocked properly. The project In Charge should inform
the purchase department to arrange for the disposal of scrap.
4.1.6.1 EXAMPLES OF MAINTENANCE AND HANDLING OF SOME
MATERIALS
Cement: This is the one of the most important material in the construction industry and
no one can construct any thing without this material. So this is very important for a store
keeper to maintain the higher degree of maintenance so that wastage and theft become
less. While handling this material as a store keeper we need to make a separate godown
to store it.
Because cement is finely ground, it easily absorbs water and also moisture from the air.
Protect cement from getting damp – especially during the monsoons – by storing cement
bags correctly.
a. Ideally, store cement in a weatherproof warehouse.
b. Stack bags close together, to reduce air circulation, about 30 cms away from the
walls and, preferably, on wooden planks.
c. Keep the stacked pile up to a maximum of 15 bags high and about 3 meters in
width – alternately placing the bags lengthwise and crosswise, to safeguard
against toppling.
d. For extra safety during monsoon, or when the bags are to be stored for long
periods, cover the pile with a polythene sheet.
e. Due to pressure, cement – in the lower bags in the stacked pile – may tend to cake.
When taken out to use, all you need to do is to roll these bags over. Also, when
removing stored bags, remove them from two or three tiers, rather than all from
one tier. This will prevent toppling.
f. When removing bags for use, do it on a "first in, first out" system. This means
stacking bags separately as they arrive, with date of arrival placards attached to
each pile.
Page | 24
Bricks: we have to take following action while handling the bricks.
a. While unloading the truck, bricks should not be thrown.
b. Bricks should be stacked systematically for easy use and counting.
c. Bricks should be unloaded on a fairly level of ground.
d. The stocking place should be located so that debris/ scrap thrown from the
building do not fall on bricks below.
Steel: While storing the steel a store keeper have to follow following points:
a. Steel should be stored diameter wise in a steel yard and should be locked with
M.S. Chain.
b. Access to the steel yard with approach road for vehicles should be provided.
c. To avoid rusting steel should not be placed directly at ground, cement blocks
should be used as platform.
d. Cut pieces of steel should be stored separately in the steel yard.
e. Internal area of yard should be sufficiently compacted with a wide space for easy
truck movement.
f. On each stock of steel, cement & water wash should be done to avoid rusting and
loss in strength.
Sand, Metal, Dust & Grit: The following points must have to follow while storing all
these materials:
a. All these materials should be stacked separately.
b. Dust and Grit should be unloaded near the block making machine.
c. A base surface of slab flooring or 3” PCC (Plain Cement Concrete) laid in
leveled surface should be prepared to unload all these materials with to avoid any
possible direct contact of materials with the soil.
d. Proper access road should be provided up to the stacking place.
Page | 25
Diesel: This is another material in this company which is used in huge quantity. All
machines and vehicles are running through this material. Currently GIL is having two
diesel pumps at Noida Sector- 94 and Sarita Vihar and every day they are purchasing
12,000 ltr of diesel. So handling diesel is very important work at this site because
installing pump bound us with some Acts also. While handling diesel we have to follow
following points.
a. Diesel should be stored in a ground tank.
b. Before unloading and after unloading we have to measure the tankar.
c. While unloading the diesel from tankar to tank one earthing is used in tankar.
d. Diesel should be stored in No Smoking Zone.
e. No mobile phone is allowed while distributing the diesel.
4.1.8 INTER OFFICE CORRESPONDENCE
The storekeeper should exercise caution while handling an IOC when the purchase
department issues an IOC for collection of materials from the site. Jr. Engineer/
Supervisor from other site approach with the IOC to collect the materials. In this
situation following precaution should be taken:
a. All transfer of materials should be assigned Jr. Engineer/ supervisor. Labour
should not be deputed for such transactions.
b. Store keeper should check the quantities and specification of the materials to be
issued. The person accepting the materials should also check all the details in the
IOC.
c. If the materials refereed to in the IOC is not available in stores the purchase
department should be informed of the details of consumption of the materials and
hence the non-availability of the same.
d. After the transfer as per the IOC consumption entire of the material should
entered immediately and the records should be up-dated by storekeeper.
Page | 26
4.1.9 ISSUE OF MATERIALS
Store keeper should observe the following points while issuing the materials;
a. Store should be issued only after receiving the material issue slip the respective
site engineer for respective building.
b. While issuing materials from store the material should be checked for any
wastage/ damage. He/ she must follow the golden rule of first in first out.
c. Any balance material should be collected from respective person, making the
requisite entry after the day’s work.
d. Materials should be exactly as per the mention on the issue slip.
e. At the end of the day’s work all materials issued should be recorded on daily
materials consumption chart.
f. This chart should also indicate day to day balance stock of each consumed
materials after deduction of the day’s consumption.
g. This chart is submitted to Project Engineer by the store keeper for further
reporting to Chief Engineer along with the daily progress report.
4.1.9.1 PROCESS OF ISSUE OF MATERIALS
There is following steps which is used while issue a materials;
a. The contractor or his/her representative or an employee of GIL will demand
material required for the day’s work.
b. The engineer will fill the issue slips against the name of that individual i.e. an
employee of GIL or contractor or a representative of contractor. A specimen of
issue slip is given in Appendix 2
c. The engineer should be authorized and he must be following the rules of writing
issue slip.
d. He /she must write the name of the material, required quantity, specification of
material and the place where this material is going to use and after that his/her
signature is mandatory.
e. All materials should be issued strictly under the supervision of store keeper.
f. The materials should be checked before issue.
g. Materials which are received first, issue first.
h. Quantity of material should be exact as shown in issue slip.
Page | 27
i. The contractor or his/her representative or an employee of GIL should sign the
issue slip after receiving the materials.
j. All issued materials should be recorded immediately on the consumable and non-
consumable registers.
k. After the day’s work the balance materials, if any should be returned to the
stores.
l. The store keeper should visit the work place during working hours to see that
there is wastage or not.
m. Entry of any returned material should be recorded immediately in the respective
registers and the concern person must be signed that register.
4.1.9.2 CONTROL POINT DURING ISSUE OF MATERIALS
The contractor should be carried out as per the instruction and planning of the site
engineer. If it is observed that the contractor is not working as per the specification the
issue of materials can be delayed or stopped. This decision should be taken in following
situation;
By engineers-
a. If the contractor does not clear the previous day’s work properly.
b. If manpower for repair (if any) is not arranged on priority basis.
c. If contractor divert his/ her worker for other work rather than specified.
By store keeper-
a. If contractor does not returned balance materials to the store.
b. If contractor does not returned scraps or empty bags of cement or other materials.
c. If he /she does not return shuttering materials to the store after the work
complication.
d. If he/she does not co-operate to sign the memo, notes against his /her name.
4.1.10 WHY STORE IS IMPORTANT
Store is a department which is important because:
a. This is a department which provides raw materials to the engineer’s for making
finish products.
Page | 28
b. This is a place which keeps all materials safe and issues it as per the requirement
of the engineer’s.
c. This is a place from where company can increase its profit (by reducing wastage).
d. This is a department which work in dark and give light to others (engineers).
4.2 COMMUNICATION THEORY
The literature was reviewed to understand the consequences of good and inadequate
internal communication. In order to create a communication package theories regarding
communication strategy and planning was reviewed.
4.2.1 PURPOSE OF INTERNAL COMMUNICATION
Internal communication represents a great deal of potential to organizations and can
certainly stimulate operations as a whole, but when inadequate it leads to failure. Internal
communication can be divided into formal and informal communication.
The formal communication consists of goals, policies, guidelines, produced information
for meetings and information material. It is highly dependent on the structure of an
organization. The informal communication is more about discussions, spontaneous group
meetings, stories and rumors or more concretely the interaction the co-workers create by
themselves for different reasons along with the formal communication. (Larsson, 2001)
4.2.2 COMMUNICATION PLANNING
Effective planning is a vital effort for every organization. The planning shall guide and
support the realization of the previously set goals. Planning work can be divided into five
different planning instruments.
a. Strategic planning: Refers to planning of the comprehensive communication
efforts on the basis of the company’s target and situation. Strategic planning
should be integrated into the management work plan.
b. Planning of operations: Refers to coordination and planning of the work
regarding information of a certain period of time, for instance a fiscal year.
c. Project and Campaign planning: Refers to bigger and longer actions and often
contains several measures that will be joined into a tactical entirety.
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d. Individual activity planning: Refers to individual activities which could be a part
of a campaign or something produced for a different cause. For instance printed
material, a conference, a homepage on the internet and even long-term efforts.
e. Operative planning: Refers to the planning of the implementation.
The communication plan which is going to be produced in this report has the purpose of
increasing the internal customers’ understanding of what and how store department does
and is considered an individual activity. Therefore the individual activity planning level
is going to be considered.
According to Larsson (2001), the work process regarding the individual activity planning
can be divided into ten process steps:
I. Pre-study: Factors related to communication that need to be examined in a pre-
study is; the relation between the different groups within an organization, the
internal situation, experiences and analysis from similar activities. If the
employees are positive and aware of the activity should also be considered in the
pre-study.
II. Goals: In order to implement a communication activity there must be an ambition
to achieve something, a goal. Goals can often be formulated as wanted changes in
knowledge, attitude and behavior.
III. Planning: The purpose of planning is to lead and support the realization of the
stated goals. The plan in this case is the individual activity plan.
IV. Target groups: The work of selecting target groups is divided into two steps
where the first is to choose target groups and the second is to analyze the groups
which are suitable to communicate with. When the target group is set it is
important to categorize and analyze them. It is also common to try to calculate
the size and the geographical location of the target group.
V. Communication strategy: The communication strategy theory is described in
section 4.2.3.
VI. Message: It is important to choose the right type of message which is expected to
interest and lure the recipients. According to Palm Windahl (1989), one can
divide the message into What-information Why- information and How-
information. The What-information is the knowledge based information. With the
Why-information one arguments, it is the value related information. The How-
information is the information related to action. Repetition and comprehensibility
Page | 30
are also of importance.
VII. Selection of communication channel: Regarding the choice of communication
channel or channels there are many aspects to consider.
For instance, the character of the message, in what environment will the message be
presented and what is the general attitude regarding the chosen communication channel
or channels. The different kinds of communication channels are described in section
4.2.4.
VIII & IX. Operative planning and implementation: The operative planning involves
planning of the practical activities of the near future, for instance meetings and
conferences. It also involves manufacturing of the material created regarding layout and
distribution of the material.
X. Evaluation: The main issue is to consider if the activity and material gave the
intended effect. These were the process steps that helped to organize the form of
the communication package.
4.2.3 COMMUNICATION STRATEGY
If the goals show us where we want to be and what we want to achieve, the strategy
points out the road, how to get there in the best way possible and how to avoid obstacles
on the way.
There are certain aspects of importance when making a communication strategy. One
aspect is to investigate if a certain problem really can be solved by using communication,
or if it in fact could be an organizational problem or a problem regarding distribution of
responsibility.
According to Erikson (2005) the following choices are of importance in order to have a
clear communication strategy. Choosing a sender – a choice dependent on the message
being sent. Selecting contents – regarding the situation, choose the most relevant
messages. This is highly connected with the target groups.
Communication channels – which single channel or combination of channels, will give
the most successful result? Choosing target groups – who is relevant?
Principally one can divide strategy into distribution strategy and supply strategy.
Distribution strategy is when the organization spreads the information to its target groups
while supply strategy is basically when service and support is given to those groups that
want information from the organization.
Page | 31
4.2.4 COMMUNICATION CHANNELS
According to Smith (2005), the selection of media should not be of highest ranked
priority when planning a strategy for internal communication. The main focus should be
on what needs to be communicated. Keeping the messages as simple as possible and
presented in language which the selected recipients is comfortable with. When choosing
media one should consider if it is appropriate to the message, the timing, and also to the
needs and preferences of the recipient. A good communication strategy recognizes both
weaknesses and strengths of each medium.
There are principally three different channels of communication: verbal channels, printed
media channels and interactive/electronic channels and they all have their advantages
and disadvantages.
Verbal channels: Meetings and other forms of verbal contacts is the foundation for any
development in a workplace. A verbal dialog has obvious advantages regarding the
possibility to ask questions, get clarifications, present opinions and mutual exchange of
thoughts.
According to Smith, the most valued form of communication is face-to- face, one-to-one
communication, which is highly dependent on mutual understanding especially regarding
critical issues. This form is preferable when messages are relatively simple and it gives
the recipient a chance to directly give feedback which is of importance regarding
understanding and absorption. By not using face-to-face communication there is a risk
that the recipients concerned find their own channels for plugging the gaps in their
knowledge.
Obviously there are occasions when face-to-face communication involves more than just
one recipient. A group of recipients increases the need of more supporting material such
as audio-visual tools and information packs. Different kinds of recipients require
different kinds of material. Mass face-to-face meetings are preferable when delivering
crucial messages, leading to the benefit that a large group gets the messages in the same
way at the same time.
The main disadvantage of face-to-face communication is that it is limited to small groups
in order to be effective, with the exception of if it is a critical issue. Examples of verbal
channels are planned or informal meetings, conferences, educations and seminars.
Page | 32
Printed media channels: The main advantage with printed media is the possibility to go
back and read the content once again. By using graphics complex questions can easily be
explained, and assuming that the content is correct the risk of misunderstanding is very
small. The greatest disadvantage of printed media channels is the lack of dialog
possibility. Printed media channels are therefore better suited when it comes to
documenting and arranging facts.
According to Smith many companies that once abandoned print in favor of e-mail and
intranet have added it back. Publications do not only give time for reflection and
feedback, they are also a good way of ensuring that important messages are elaborated.
Printed matters can also serve as support for face-to- face activities and reach recipients
that normally cannot be reached by face-to- face communication. Some examples of
printed media channels are company publications, printed material, OH-material, notice
board, protocols and reports.
Interactive/electronic channels: The development in the past couple of years has lead
to an explosive increase in the usage of intranet and e-mail. The electronic channels that
enable a direct dialog are referred to as interactive channels.
According to Smith one of the main advantages of for instance e-mail and intranet is that
they are unsurpassed when it comes to speed.
Information can be delivered immediately to a specific person or group. The
disadvantages are that electronic channels sometimes demand a certain kind of
equipment in order to work, for instance some co-workers might not always have access
to a computer. A Computer is often not suitable when it comes to giving extensive
information because it will probably lead to the co-workers printing it. It would be better
to directly hand out a printed copy along with the electronic version of the material.
Examples of interactive/electronic channels are phone and video conferences, e-mail,
intranet, cd-rom, dvd, video, internal television, radio and telefax.
Page | 33
Page | 34
5 PRESENT SITUATIONS
The store department of Gammon India Ltd
DMRC Project, Delhi is described in this
chapter. The task of store department and
internal customers are presented. The present
situation was mapped with information
gathered from the interviews with internal
customers and store staffs and store in-charge
of Kalkaji and Sarita Vihar. The purpose of
describing the present situation was to get an
understanding of what store does and who the
internal customers of stores are.
5 PRESENT SITUATIONS
The store department of Gammon India Ltd DMRC Project, Delhi is described in this
chapter. The task of store department and internal customers are presented. The present
situation was mapped with information gathered from the interviews with internal
customers and store staffs and store in-charge of Kalkaji and Sarita Vihar. The purpose
of describing the present situation was to get an understanding of what store does and
who the internal customers of stores are.
5.1 STORE DEPARTMENT OF GIL DMRC PROJECT, DELHI
The mission of Gammon India Ltd is;
“To Develop, Build & Service Physical Infrastructure for better Living, Work
Environment and Transportation.”
Store does following functions; Shown in figure 5.1
5.1.2 CURRENT SITUATION
Page | 35
Currently Gammon India Ltd is constructing DMRC project phase II. GIL is having
three sub-stores and one main store. The three sub stores are located in Noida sector-94,
Sarita Vihar and Kalkaji New Delhi. I have visited two sub-stores i.e. Sarita Vihar store
and Kalkaji Store. Both places I have expanded my 30-30 days and I have seen the
process of issuing the materials and how store people are maintaining their store’s
accounts.
5.1.3 SARITA VIHAR
This store is located in Sarita Vihar opposite DDA Market Sarita Vihar, New Delhi. This
is a pre-casting yard and here we are constructing segments which are going to use to
construct duct for Delhi Metro. Here we are issuing mostly consumable items which are
directly going to use. From here we are also issuing materials to the metro stations which
are going to construct.
Mr. B.C. Sharma is store in-charge of this store, and he is maintaining a higher degree of
discipline so that store must be run efficiently. Here we have also a diesel tank capacity
of 20,000 liters and from here we are distributing diesel to Kalkaji store and Sarai Kale
Khan Office.
Approximately every day we are receiving 220-250 issue slips in which we are issuing
more that 100 different kind of materials. Maintaining store ledger, DMR, Summery
Statement, Diesel Statement and Diesel Abstract are another function for store people.
5.1.4 KALKAJI
This store is made to supply materials to the Nehru Place area. Here Gammon is
constructing seven stations and duct which is connecting these seven stations.
Mr. Azad Khan is store –in-charge here and he is maintaining his responsibilities very
carefully and performing his duty very politely. Here we are also working in 24*7 bases
so that work of Metro will be finished at the given time.
Here we are receiving approximately 220-250 issue slips in a day in which we are
issuing more that 85-90 different kinds of materials. Maintaining store ledger, DMR,
Summery Statement, Diesel Statement and Diesel Abstract are another function for store
people.
Page | 36
5.2 INTERNAL CUSTOMERS
All people who are working in GIL and coming to us for issuing the materials are our
internal customers. Basically all engineers and contractor of GIL are the internal
customers. Following is the category of GIL’s internal customers;
5.2.1 CIVIL ENGINEERS
All civil engineers are our big customers at least 40 % of the materials are issued to the
civil works. Basically all civil materials are issued through the contractors. We issued
these materials against the name of respective contractor (here we call them PRW).
5.2.3 MECHANICAL ENGINEERS
Mechanical engineers are the second big customers of stores. And we issue them all kind
of the spare parts, hand tools, diesel, lubricants and other materials. The materials are
issued against of name of respective vehicle driver or respective machine operator.
5.2.4 ELECTRICAL ENGINEERS
Electrical engineers are people who are maintaining the in-house supply of electricity
and other component. And we issue them all kind of electrical materials.
5.2.5 SAFETY ENGINEERS
Safety engineers are again our internal customers and we issue them all kind of the safety
materials.
Actually we are not issuing materials to the individual engineer but we are issuing
materials against the PRW’s who are working for Gammon India Ltd as a sub-contactor
or petty contractors.
Page | 37
6 EMPERICAL DATA
The empirical data collected from the
100 issue slips which are collected
from the store. 6.1 presents all
collected issue slips descriptions. 6.2
present problems of stores.
6 EMPIRICAL DATA
Page | 38
The empirical data collected from the 100 issue slips which are collected from the store.
6.1 presents all collected issue slips descriptions. 6.2 present problems of stores.
6.1 THE ISSUE SLIPS
During my report study I have collected 100 issue slips and more that 2000 issue slips I
have analyzed in which I tried to include all type of issue slips. Actually GIL is having
two types of issue slips one is white and one is pink. Both type of issue slips are used for
different kind of purpose. White issue slips are normal issue slips and this is used
normally for issuing any material. Pink issue slips are known as recovery issue slips
which are used if we are going to recover amount of issued materials from the contractor
or petty contractor.
6.1.1 DESCRIPTION OF ISSUE SLIPS
Following are the description of issue slips which is used in this project report;
a. All issue slips are collected from Kalkaji Store, New Delhi.
b. All HSD i.e. diesel, Steel i.e. TMT Bars, Sand and aggregate issue slips are
excluded.
c. Issue slips are selected randomly.
d. All issue slips are issued as on 26-06-09.
e. All the analysis is based upon my personal knowledge and discussion with
experienced people of GIL.
f. All issue slips are analyzed as per the GIL column number.
Table 6.1 Details of all 100 Issue Slips
SN Issue Slip
date
No of Materials Issue Slip
No
Whether issue slip are as per the
column no or Not Yes/No
1 26-06-2009 3 3851 Yes
2 26-06-2009 3 3852 Yes
3 26-06-2009 3 3853 Yes
4 26-06-2009 4 3854 Yes
5 26-06-2009 2 3855 Yes
Page | 39
6 26-06-2009 1 3856 Yes
7 26-06-2009 1 3857 Yes
8 26-06-2009 1 3858 Yes
9 26-06-2009 1 3859 Yes
10 26-06-2009 1 3860 Yes
11 26-06-2009 1 3861 Yes
12 26-06-2009 1 3862 Yes
13 26-06-2009 1 3863 Yes
14 26-06-2009 1 3864 Yes
15 26-06-2009 1 3865 Yes
16 26-06-2009 1 3866 Yes
17 26-06-2009 1 3867 Yes
18 26-06-2009 1 3868 Yes
19 26-06-2009 1 3869 Yes
20 26-06-2009 3 3870 Yes
21 26-06-2009 1 3871 Yes
22 26-06-2009 1 3872 Yes
23 26-06-2009 1 3873 Yes
24 26-06-2009 1 3874 Yes
25 26-06-2009 1 3875 Yes
26 26-06-2009 3 3876 Yes
27 26-06-2009 1 3877 Yes
28 26-06-2009 1 3878 Yes
29 26-06-2009 1 3879 Yes
30 26-06-2009 1 3880 Yes
31 26-06-2009 2 3881 Yes
32 26-06-2009 2 3882 Yes
33 26-06-2009 1 3883 Yes
34 26-06-2009 4 3884 Yes
35 26-06-2009 3 3885 Yes
36 26-06-2009 7 3886 No
37 26-06-2009 1 3887 Yes
38 26-06-2009 1 3888 Yes
39 26-06-2009 2 3889 Yes
40 26-06-2009 2 3890 Yes
Page | 40
41 26-06-2009 4 3891 Yes
42 26-06-2009 1 3892 Yes
43 26-06-2009 6 3893 No
44 26-06-2009 1 3894 Yes
45 26-06-2009 2 3895 Yes
46 26-06-2009 2 3896 No
47 26-06-2009 1 3897 Yes
48 26-06-2009 2 3898 NO
49 26-06-2009 1 3899 Yes
50 26-06-2009 1 3900 Yes
51 26-06-2009 3 3901 Yes
52 26-06-2009 9 3902 No
53 26-06-2009 3 3903 No
54 26-06-2009 1 3904 Yes
55 26-06-2009 3 3905 No
56 26-06-2009 1 3906 Yes
57 26-06-2009 1 3907 Yes
58 26-06-2009 1 3908 Yes
59 26-06-2009 1 3909 Yes
60 26-06-2009 1 3910 Yes
61 26-06-2009 1 3911 Yes
62 26-06-2009 1 3912 Yes
63 26-06-2009 2 3913 Yes
64 26-06-2009 1 3914 Yes
65 26-06-2009 1 3915 Yes
66 26-06-2009 1 3916 Yes
67 26-06-2009 1 3917 Yes
68 26-06-2009 1 3918 Yes
69 26-06-2009 2 3919 Yes
70 26-06-2009 1 3920 Yes
71 26-06-2009 2 3921 NO
72 26-06-2009 1 3922 Yes
73 26-06-2009 2 3923 Yes
74 26-06-2009 7 3924 No
Page | 41
75 26-06-2009 1 3925 Yes
76 26-06-2009 1 3926 Yes
77 26-06-2009 1 3927 Yes
78 26-06-2009 2 3928 No
79 26-06-2009 2 3929 No
80 26-06-2009 1 3930 Yes
81 26-06-2009 1 3931 Yes
82 26-06-2009 1 3932 Yes
83 26-06-2009 2 3933 No
84 26-06-2009 2 3934 No
85 26-06-2009 1 3935 Yes
86 26-06-2009 1 3936 Yes
87 26-06-2009 2 3937 Yes
88 26-06-2009 1 3938 Yes
89 26-06-2009 1 3939 Yes
90 26-06-2009 9 3940 Yes
91 26-06-2009 2 3941 Yes
92 26-06-2009 1 3942 Yes
93 26-06-2009 4 3943 Yes
94 26-06-2009 1 3944 Yes
95 26-06-2009 1 3945 Yes
96 26-06-2009 2 3946 Yes
97 26-06-2009 4 3947 Yes
98 26-06-2009 1 3948 Yes
99 26-06-2009 1 3949 Yes
100 26-06-2009 2 3950 Yes
Page | 42
7 ANALYSES
The empirical data which was presented in
the previous chapter is analyzed in this
chapter. The analysis is divided in to three
different sections. How much average
materials are issued in one issue slip is
presented in first section? Upper and
lower limit of issue of materials in one
issue slip is presented in section second.
And third section presents that how much
internal customers are deviation to write
issue slips as per column wise instruction.
7 ANALYSES
Page | 43
The empirical data which was presented in the previous chapter is analyzed in this
chapter. The analysis is divided in to three different sections. How much average
materials are issued in one issue slip is presented in first section? Upper and lower limit
of issue of materials in one issue slip is presented in section second. And third section
presents that how much internal customers are deviation to write issue slips as per
column wise instruction.
7.1 AVERAGE ISSUE OF MATERIALS IN ONE ISSUE SLIP.
The purpose of analyzing this section is to know how much materials are going to issue
in a single issue slips. To finding the average materials in single issue slip I added all
materials issue in 100 issue slips and after adding them I divide the sum total with 100.
The number of materials in each issue slip is shown in following graph; Figure 7.1 (Data
for this graph is taken from Table 6.1)
This result is shown with the help of following table;
No of Materials in One Issue Slip No of Issue Slips Total Materials
Page | 44
MATERIAL
QUANTITY
1 to 100
1 60 60
2 20 40
3 10 30
4 5 20
6 1 6
7 2 14
9 2 18
Total 100 188
Table 7.1
7.1.1 DESCRIPTION
Table 7.1 shows all data related to collected from 100 issue slips. First column of table
7.1 shows the number of materials in a single issue slip. Second column shows the
number of issue slips which have respective no of materials and last column shows the
total no of materials issued in respective issue slips.
For calculating average number of materials issued in one issue slip. We simply use
following formula;
Average materials = total materials issued / total issue slips.
Average materials = 188/ 100 = 1.88 issued in one issue slip
7.2 UPPER AND LOWER LIMIT OF ISSUING MATERIALS IN ONE SLIP
The purpose of analyzing this section is to know that how much deviation the internal
customer follows while issuing the materials. In this section we see the upper limit and
lower limit of issuing the materials in one issue slip. i.e. means minimum materials
issued in one slip and maximum materials issued in one issue slip. Following diagram
shows the limit of materials in one slip.
Page | 45
Above diagram shows the limit of materials. The data for this diagram is collected from
table 7.1 column no.1
7.3 INTERNAL CUSTOMER DEVIATION FROM COLUMN WISE
Page | 46
The analysis of this section tells us that how much our internal customers are deviating in
writing issue slip. This section also tell us that how much our internal customers are
following our column wise system which is adopted by GIL to improve the store
accounting and simplicity of store accounting. Figure 7.3 shows a pictorial figure of this
analysis and data for this analysis is collected from table 6.1 (from previous chapter -6).
The figure shows that 13% of issue slips are not going to write in right manner. i.e. our
internal customers are not following the column wise system properly which is a big
cause of mistake in store accounting as well as delay in store accounting. Figure 7.3.
Figure 7.3
Page | 47
Page | 48
8 FINDINGS
This chapter describes the finding of
this report which I got after
analyzing whole situation of stores
and issue slips of Gammon India
Ltd.
8 FINDINGS
This chapter describes the finding of this report which I got after analyzing whole
situation of stores and issue slips of Gammon India Ltd.
8.1 FINDINGS OF THIS REPORT
a. It is found those internal customers are not aware of right way of writing issue
slip.
b. Internal customers are not aware of column wise system which is used by GIL.
c. It is found that there are 13% mistakes in issue slip out of 100 issue slips writing.
d. It is found that there are 2% issue slips out of 100 in which 9 materials are issued.
e. It is found that there are 60% issue slips out of 100 in which 1 material is issued.
f. It is found that there are average 1.88 materials are going to be issued in one slip.
g. It is found that due to these mistakes in issue slip work load of a store accountant
has been increased up to 50%.
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9 RESULTS &
SUGGESTION
This chapter describe the
communication package which is
created to fill the gap after the
Analysis and Findings i.e. chapter 7
& 8. This communication package is
created because all internal
customers can remind the column
wise system and follow the system.
9 RESULTS & SUGGESTION
This chapter describe the communication package which is created to fill the gap after
the Analysis and Findings i.e. chapter 7 & 8. This communication package is created
because all internal customers can remind the column wise system and follow the
system.
9.1 COMMUNICATION CHART
To fill the gap of information regarding the column wise system which has adopted by
Gammon India Ltd.? I created a table of materials which describe that which material
related to which column. This is created because the internal customer can read this and
make issue slips as per this system so that store people maintain their accounts in easy
way. Summery of communication chart is given below in Table-8.1 and detailed
communication package is given at the last of this report in Appendix-3
S N Material Category Unit Column No
1 Cement (Purchase) MT 4-0
2 Cement (Client) MT 4-0
3 Tor. Steel (Purchase) MT 5-0
4 Tor. Steel (Client) MT 5-0
5 Structural Steel (Purchase) MT 5-1
6 Structural Steel (Client) MT 5-1
7 Binding Wire Kg 5-0
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8 Sand M3 6-0
9 Boulder M3 6-0
10 Boulder for crushing M3 6-0
11 Aggregate M3 6-0
12 Gravel M3 6-0
13 Direct Materials Lot 8-0
14 Consumable Materials Lot 9-0
15 Electricals Lot 9-0
16 Water Connection Lot 9-0
17 Shuttering Materials with scaffolding Materials Lot 9-2
18 Centering Materials Lot 9-1
19 Tyre Lot 10-1
20 Heavy Tools Lot 10-4
21 Hand Tools Lot 10-5
22 Office Equipment/ Furniture Lot 10-4
23 Plant Spare Lot 10-6
24 Wire Rope Lot 10-6
25 HSD Diesel Ltr 16-0
26 Petrol Ltr 16-0
27 Oil & Lubricant Lot 16-1
28 Hutting & Shading Lot 18-0
29 Transportation Lot 10-3
Figure 8.1
9.2 SUGGESTIONS
9.2.1 SELECTING COMMUNICATION CHANNELS
According to chapter 5, face-to-face is the most valued form of communication between
co-workers. Not only does it enable direct feedback but it also increases the probability
that the sender and the receiver are connecting appropriately.
Theories also show that choosing only one channel is very risky and the aim should be to
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at least combine two or more channels. The channels chosen were face-to-face
presentations in smaller groups and a presentation stored on the intranet. Due to the fact
that the communication package should work as presentation material as well as
something for the internal customers to review by themselves on their computers, two of
the channels mentioned in chapter 5 are taken into consideration.
The most suiting sender of the presentation should preferably be someone with a
managerial position within the store department. The reason is because the sender should
have a broad understanding and knowledge about the store organization as a whole. The
presentation should be stored online on the store department’s homepage on the intranet
in order to make it accessible to the internal customers.
9.2.2 PRESENTATION MATERIAL
The presentation material was created in Microsoft Excel because
MS-Excel is a recognized application at Gammon India Ltd. By using MS-Excel the
presentation can be used in two different ways:
a. As support when someone from Gammon India Ltd wants to give a presentation
to internal customers.
b. Reviewed by the internal customers on Gammon’s intranet.
c. GIL can make a PPT presentation on the basis of this communication chart to
show it new employee.
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10 Conclusion & Limitation
This chapter includes the conclusion
part of this report and the limitation
which are faced by me during the
making this report.
10 CONCLUSIONS & LIMITATION
This chapter describes the conclusion of this report along with all limitations which I
faced while making this report. Suggestions of future research are also presented in this
chapter.
10.1 CONCLUSIONS & LIMITATION
Many problems and thoughts have arisen during this study and the most important ones
will be explained here. The selection of internal customers in the survey was a problem.
Because no available information covering the whole population of internal customers
was available, and the time frame did not allow me to investigate the matter more, a
representative selection of the whole population of internal customers was not possible to
make.
Considering the question about what store department does, I have to ask myself if the
same result would appear if the selection of respondents would have been chosen
differently. The method of selecting issue slips was kept mind when analyzing the
empirical data. The amount of respondents mentioning a certain statement was not the
most important fact, instead all statements considered together. I believe that all
statements considered together would have been mostly the same but the amount of
respondents mentioning each statement would probably be a little different.
Regarding the analysis of empirical data I had to create my own analysis model with the
help of internet and my friends who are already working with Gammon India Ltd. The
analysis could probably have been done in several different ways. I also tried other
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methods of conducting the analysis but the one presented in this report was the preferred
one and provided the clearest result.
The creation of content in the communication package was also a problem. The work of
the store was not mapped in a scientific way. Information available and information
gathered from interviews with employees at the store department was used to get an
understanding of the activities which store performs.
The target group of the communication package is the internal customers. Another target
group which was not considered when producing the presentation but which the
presentation could be applied on are new employees at Gammon. The presentation would
provide a new employee with general information about Gammon.
The tool provided in this thesis for increasing the use of services and contracts which the
purchasing department provides is communication. Communication is probably not the
whole solution to the problem and other measures are most likely needed.
Regarding future research it would be interesting to study where the potential
improvements from better communication are the greatest and also where the potential
benefits are the greatest. Research regarding why the internal customers do not use the
Gammon’s actual system would also be interesting in order to get a better understanding
of which measurements that are needed.
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Bibliography
Books
C.S Rayudu, Communication, Himalaya Publishing House, 1st edition, 2007
Pal Rajendra & Korlanalli, Sultan Chand & Sons, 10th edition, 2007
Chhabra T.N. , Business Communication concepts & skills, Sun India
Publication, 3rd edition, 2006-07
Donald Waters, Inventory Control & Management, Wiley Publications, 2nd
edition.
Chary S.N. , Production & Operation Management, Tata Mcgraw Hill, 3rd edition,
2006
Kothari C.R. , Research Methodology Methods & Techniques, New age
International Publisher, 2nd edition, 2008
Magazines/ Newspapers
The Economics Times
The Times of India
Gammon’s internal circular store book.
Websites
http://en.wikipedia.org/wiki/Communication (web)
http://www.gammonindia.com/about.html (web)
http://performance-appraisals.org/Bacalsappraisalarticles/articles/comstrat.htm
(web)
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Appendix: 1 Questionnaire sent to the Store Department and Internal Customers of GIL.
Hello As a part of my Master’s degree project report I am going to examine how internal customers and store people are deviating on different-2 parameters. Below is questionnaire which I would like you to complete.
The questionnaire consists of 08 questions which take about 5 minute to answer. I would appreciate if you send your answer the 10th of July the latest.
InstructionsTo answer the questionnaire mark Yes/ No. according to the example below.
Example How to answer a question Are you a Gammon Employee?Yes No
1. Which department do you work at Gammon India Ltd?Answer………………………………………………………………….
2. What is your working title?Answer: ………………………………………………………………….
3. How long have you been on your current position?Answer…………………………………………………………………….
4. Describe what you consider that the task of the store department is (open answer)
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Answer:…………………………………………………………………….………………………………………………………………………...
5. Do you know how store people classified materials?Answer: By Category By Column
By Material Code Classification is not required
6. What is column?Answer:……………………………………………………………………7. Which material does not belong to similar column?Answer: Transmission Oil
ThinnerBattery Water Coolant
8. Can you write down the column numbers of following materials?
Answer: a. Oxygen Cylinderb. LPG Regulatorc. Cutting wheel 180mmd. Cement Grade 43e. White cementf. Survey nails 3”g. Mono block 1 HPh. H.S.D. oili. Binding wirej. Ply 10mm
Thank you for your participation!
RegardsAshwani Kumar
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Appendix- 2 Format Issue Slip
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Appendix- 3 Detailed Communication Package
S N Materials Name Column No
S N Materials Name Column No
1 53 Grade Cement 4--0 41 "D" shackle 02 ton 10--52 43 Grade Cement 4--0 42 "D" shackle 03 ton 10--53 HSD Oil 16--0 43 "D" shackle 05 ton 10--54 Starter ~~ 44 "D" shackle 10 ton 10--55 Field Coil CC 148F ~~ 45 "D" shackle 20 ton 10--56 U Clamp 12 mm ~~ 46 Measuring tape 03 mtr 10--57 U Clamp 10vmm ~~ 47 Measuring tape 05 mtr 10--58 U Clamp 16 mm ~~ 48 Measuring Tape 15 mtr 10--59 Hole Punch ~~ 49 Measuring tape 30 mtr 10--5
10 Mono Block 1 HP 10--4 50 L N Key set 10--511 Table 10--4 51 Hammer 01 kg 10--512 Chair 10--4 52 Hammer 02 kg 10--513 Chain Pully Block 2 ton 10--4 53 Hammer 03 kg 10--514 Tiffin Box 10--4 54 Hammer 05 kg 10--515 Wire Rope 24mm 10--4 55 Chisel 10--516 Petrol Vibrator 10--4 56 Spade 10--517 Water Pump 5HP 10--4 57 Pickaxe 10--518 Oxygen Regulator 10--5 58 Iron Pan 10--519 LPG Regulator 10--5 59 Belcha 10--520 Cutting Torch 10--5 60 Ceiling 16mm * 6 mtr 10--521 Oxygen Key 10--5 61 Ceiling 16mm * 3 mtr 10--522 Fire Cylinder 10--5 62 Ceiling 12mm * 3 mtr 10--523 Safety Torch 10--5 63 Ceiling 20 mm * 3 mtr 10--524 Garden Net 10--5 64 Ceiling 25mm * 1.5 mtr 10--525 Safety Net 3/8 10--5 65 Aluminum Fanty 10--526 Safety Belt 10--5 66 Ceiling 20mm * 1mtr 10--527 Road Barrier W200 H-50 10--5 67 Ceiling 16mm * 2 mtr 10--528 Fire Bucket 10--5 68 Ceiling 16mm * 1.5 mtr 10--5
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29 Combination Pillar 10--5 69 Ceiling 32mm * 4.5 mtr 10--530 Ceiling Fan 48" 10--5 70 Ceiling 20mm * 6 mtr 10--531 Wall Fan 10--5 71 Ceiling 20mm * 4 mtr 10--532 Armature C.C. 148F 10--5 72 Ceiling 25mm * 7 mtr 10--533 Line Tester 10--5 73 Ceiling 25mm * 2 mtr 10--534 Screw Driver 905 10--5 74 Drill Bit 22mm 10--535 Combination Pillar 3" 10--5 75 Drill Bit 26mm 10--536 Rotary Switch 415V68Amp 10--5 76 Drill Bit 18mm 10--537 Cooler 18" 10--5 77 Drill Bit 25 mm 10--538 Drill Bit 20mm 10--5 78 Screw Driver 905 10--539 Drill Bit 12mm 10--5 79 "D" Spanner 21/23 10--540 "D" shackle 01 ton 10--5 80 "D" Spanner 24/26 10--5
S N Materials Name Column No
S N Materials Name Column No
81 Ring Spanner 21/23 10--5 121 Yellow Paint 16--182 Ring Spanner 24/26 10--5 122 Ply 3mm 18--083 Drill Bit 16 mm 10--5 123 Ply 10mm 18--084 Pipe Rinch 10--5 124 Binding Wire 5--085 "D" Spanner 10/11 10--5 125 Hacksaw Blade 5--086 Ring Spanner 10/11 10--5 126 Steel 8mm 5--087 Hacksaw 10--5 127 Steel 10mm 5--088 G I Bucket 10--5 128 Steel 12mm 5--089 Goti Socket 36mm 10--5 129 Steel 16mm 5--090 Goti Socket 41mm 10--5 130 Steel 20mm 5--091 Spade with handle 10--5 131 Steel 24mm 5--092 Thermometer 10--5 132 Steel 32mm 5--093 Water Tank 500 ltr 10--5 133 Steel 36mm 5--094 Volt Meter 0.500 10--6 134 Admixture SP-430 8--095 Amp Meter 0.30 10--6 135 Rendroc Plug 5 kg 8--096 Wire rope 10mm 10--6 136 Sika grout GP2 8--097 Wire rope 12mm 10--6 137 Steel Putty 8--098 Break Oil 16--1 138 Drainage Pipe 200mm 8--099 Coolant 16--1 139 Drainage Tea 200mm 8--0
100 Bearing Grease 16--1 140 Drainage Sport 8--0101 T. Q. Oil Transmission 16--1 141 Tea MS pipe 800 8--0102 Grease Wheel Bearing 16--1 142 Bearing 530 * 530 * 96 8--0103 M.P. Grease 16--1 143 Bearing 460 * 460 * 96 8--0104 Mobil Oil 15W40 16--1 144 Bearing 620 * 620 * 96 8--0105 Mobil Oil 20W40 16--1 145 Bearing 560 * 560 * 96 8--0106 Hydraulic Oil 46 16--1 146 Bearing 620 * 620 * 106 8--0107 Hydraulic Oil 68 16--1 147 PVC Pipe 110mm 8--0108 Gear Oil 90 16--1 148 PVC Pipe 90mm 8--0109 Transmission Oil Kobelco 16--1 149 PVC Pipe 70mm 8--0110 Curing Compound 16--1 150 LPG 19 Kg Cylinder 9--0111 Yellow Paint 100 Ml 16--1 151 Welding Rod 3.15*350 9--0
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6013112 Red Paint 100 ml 16--1 152 Welding Rod 4.00*350
60139--0
113 Florcent Paint Red 16--1 153 Steel cutting wheel 14" 9--0114 Florcent Paint White 16--1 154 Leather Hand gloves 9--0115 Thinner 16--1 155 Black Glass 9--0116 Blue Paint 16--1 156 White Glass 9--0117 Deep Orange Paint 16--1 157 Black Goggle 9--0118 White Paint 16--1 158 White Goggle 9--0119 Red Paint 16--1 159 Welding Holder 9--0120 Red ox side 16--1 160 Earthing Holder 9--0S N Materials Name Column
NoS N Materials Name Column
No161 Hose Pipe Red & Blue 9--0 201 1/2" * 3" Bolt 9--0162 Aluminum Lugs 9--0 202 1/2 * 4" Bolt 9--0163 Welding lead 9--0 203 1/2" Washer 9--0164 Earthing Lead 9--0 204 1/2" Nut 9--0165 Welding Helmet 9--0 205 5/8" * 1 1/2" Bolt 9--0166 Nozzle 1/16 9--0 206 5/8" * 2" Bolt 9--0167 Nozzle 3/64 9--0 207 5/8" * 3" Bolt 9--0168 Hose Clamp 9--0 208 5/8" * 4" Bolt 9--0169 Hose Joint Nipple 9--0 209 5/8" Nut 9--0170 Grinding Wheel 180mm 9--0 210 5/8" Washer 9--0171 Cutting Wheel 180mm 9--0 211 20 mm Washer 9--0172 Grinding Wheel 100mm 9--0 212 20 mm Nut 9--0173 Cutting Wheel 100mm 9--0 213 20mm * 150mm Bolt 9--0174 Multi Core Cable 19 Core 9--0 214 16mm * 150mm Bolt 9--0175 Welding Rod 2.5mm 9--0 215 10mm * 3" Bolt 9--0176 Well Barrow 9--0 216 10 mm Nut 9--0177 Safety Helmet B type 9--0 217 10mm Washer 9--0178 Safety Shoes A Type 9--0 218 6mm * 32mm Bolt 9--0179 Safety Shoes B Type 9--0 219 Anchor Bolt 24*1350 9--0180 Gum Boot 9--0 220 Unbreko Bolt
20mm*100mm9--0
181 Reflective Jacket 9--0 221 Unbreko Bolt 24*50mm 9--0182 Caution Tape 9--0 222 Unbreko Bolt 16*100mm 9--0183 N.R.V. 9--0 223 3/8 * 3 MS Bolt 9--0184 Flash Back Arrestor 9--0 224 3/8 Nut 9--0185 Battery Cell 9--0 225 25mm Bolt 1 * 4" 9--0186 Safety Cone 9--0 226 MS Nut 1" 9--0187 Safety Helmet A type 9--0 227 MS Bolt 1" * 6" 9--0188 Spring Post 9--0 228 Quarter Pin 9--0189 Road Divider 9--0 229 MS Hex Bolt 3/4 * 12 9--0190 Road Breaker 500*450 9--0 230 3/8 Washer 9--0191 Nose Mask 9--0 231 25 mm Washer 9--0
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192 Radium Tape " 9--0 232 26mm Nut macallow Bar 9--0193 Battery Water 9--0 233 32mm Nut 9--0194 Shuttering Oil 9--0 234 1 1/4 Washer 9--0195 Acid 9--0 235 Nut 36mm 9--0196 Painting Brush 2" 3" 4" 9--0 236 Nut 32 mm 9--0197 Writing Brush 9--0 237 20mm * 75mm Bolt 9--0198 1/2" * 1 1/2" Bolt 9--0 238 Survey Nails 3" 9--0199 1/2" * 2 1/2 " Bolt 9--0 239 3/4" * 14 MS Hex Bolt 9--0200 1/2" * 2" Bolt 9--0 240 32mm * 600, 500mm 9--0S N Materials Name Column
NoS N Materials Name Column
No241 Bolt 24 * 150 H8Ag 9--0 281 Sheet with wooden Box 9--0242 3/4 Nut 9--0 282 Cable Tie 100mm 9--0243 Bolt 7/8 * 3" 9--0 283 Cable Tie 200mm 9--0244 7/8 Nut 9--0 284 Tube Light 40 W 9--0245 7/8 Washer 9--0 285 Fan Regulator 9--0246 3/4 Washer 9--0 286 Rope Light 9--0247 HT Bolt 20 * 125 9--0 287 3/20 PVC Wire * 4 core 9--0248 HT Bolt 24 * 110 9--0 288 Carbon Brush 9--0249 HT Bolt 24 * 90 9--0 289 35mm Single core wire 9--0250 HT Nut 24 9--0 290 2.589mm * 4 core Cable 9--0251 PVC Tape 9--0 291 RCCB 100 Amp 4 Pole 9--0252 Hallogen Tube 1000 W 9--0 292 MCB 32 Amp single pole 9--0253 Hallogen Tube 500 W 9--0 293 4.89mm * 4core Alu Cable 9--0254 Hallogen Set 500 W 9--0 294 2.589mm * 2core Cable 9--0255 Hallogen Set 1000 W 9--0 295 16 Amp Switch 9--0256 Hallogen Holder 500 W 9--0 296 16 Amp Socket 9--0257 Hallogen Holder 1000 W 9--0 297 CFL 15 W Bulb 9--0258 10mm * 4 Core Cable 9--0 298 RCCB 80 Amp 4pole 9--0259 6mm * 4core Cable 9--0 299 Relay 2.5 9--0260 2.5mm * 3core Cable 9--0 300 MCB 20 Amp 1 Pole 9--0261 1.5mm * 3core Cable 9--0 301 MCB 10 Amp 1 Pole 9--0262 1.5mm * 2core Cable 9--0 302 MCB 63 Amp 3 pole 9--0263 1.5mm * 4core Cable 9--0 303 Capacitor 2.5 9--0264 Condenser 9--0 304 7/20 PVC copper wire 9--0265 32 Amp Top 5 Pin 9--0 305 6 Amp 3 pin Plug Top 9--0266 32 Amp Female 9--0 306 100 Amp Distribution
Panel9--0
267 16 Amp Top 3 pin 9--0 307 Limit Switch P-67 9--0268 16 Amp Female 9--0 308 Cotton Waste 9--0269 32 Amp Socket 9--0 309 Cotton Hand Gloves 9--0270 16 Amp MCB 9--0 310 Earthing Plate 9--0271 40 Amp MCB 9--0 311 Hassion Cloth 9--0272 Sodium Tube 400 W 9--0 312 Wire Brush 9--0273 Combined Switch 16 Amp 9--0 313 Brown Tape 9--0
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274 15 W Bulb 9--0 314 Foam Tape 9--0275 Sodium Fitting 9--0 315 Glass Putty 9--0276 PT Holder 9--0 316 Chalk 9--0277 100 W Bulb 9--0 317 Foam 6 mm 9--0278 6 Amp Switch 9--0 318 Line Dori 9--0279 6 Amp Switch Socket 9--0 319 White Cement 9--0280 Tube Light Set 40 W 9--0 320 M-Seal 9--0S N Materials Name Column
NoS N Materials Name Column
No321 Thermocol 25mm 9--0 361 U type Hook Bolt 9--0322 Adhesive 9--0 362 Hook washer 9--0323 16 mm Nylon rope 9--0 363 Aluminum Hook Washer 9--0324 05 mm Nylon rope 9--0 364 Hook Nut 9--0325 08 mm Nylon rope 9--0 365 Black Sheet 9--0326 25 mm Nylon rope 9--0 366 Cover Block 9--0327 20 mm Nylon rope 9--0 367 G I Elbow 9--0328 12 mm Nylon rope 9--0 368 Tank Nipple 9--0329 Marble Powder 9--0 369 Ball Valve 1" 9--0330 Lime Powder 9--0 370 C P long body 9--0331 Emery Paper 9--0 371 Oxygen Cylinder 9--0332 Carbondan Stone 9--0 333 Rubber Hand Gloves 9--0 334 PVC Hand Gloves 9--0 335 Broom with handle 9--0 336 Buffing Wheel 9--0 337 Teflon tape 9--0 338 Curing Pipe 9--0 339 Shuttering Oil 9--0 340 G I tea 9--0 341 G I Union 9--0 342 Reducer 9--0 343 G I pipe 1" 9--0 344 G I pipe 20mm 9--0 345 Water level Pipe 9--0 346 L Bend 9--0 347 G I Pipe 12mm 9--0 348 PVC Pipe 25mm 9--0 349 Plug 1/2" 9--0 350 G I Bend 2" * 13" 9--0 351 G I Bend 3" * 21" 9--0 352 MS Bend 4" * 12" 9--0 353 G I Union 3" 9--0 354 Gate Valve 9--0 355 Nipple 3" 9--0
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356 Reducer 3" 9--0 357 Socket 3" 9--0 358 Tea 3" 9--0 359 G I pipe 9--0 360 J Bolt 9--0
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