Final Report Of Ind Relation(manisha)[1]

ACKNOWLEDGEMENT I am extremely thankful & indebted to the numerous BHEL executives and managerial staff who provided vital information about the functioning of their respective departments thus helping me to gain an over all idea about the working of organization. I am highly thankful for the support & guidance of each of them. I am extremely thankful to DR. Santosh Kr. Mishra (ManagerHRD) for providing me the opportunity to undergo this training and to work on my project. I also express my thanks to all the members of HRD for their help & cooperation. I am highly indebted and thankful to my project guide, Mr. S.C. Shukla (Welfare Officer) for giving me his valuable time and helping me to grasp the concepts of industrial relation. Last but not the least, I would like to thank my parents & all my fellow trainees who have been a constant source of encouragement & inspiration during my studies & have always provided me support in every walk of life.

PREFACE The summer training is an integral part of the MBA course. As a matter of fact every management students, has to undergo practical training in an approved business or organization, under the guidance of professional managers, as to become aware of the real life, business situation and the environment. During the course of training, the trainees are expected to use and apply there academic knowledge and again valuable insight into corporate cultures with all its environment operational complexity the said training offers, a valuable of the trainings to meet their academic knowledge with the real world situation. I undertook my training in BHEL (Jhansi unit), which is one of the “NAVRATANS” of India. ISO-9001, ISO-14001 and OHSAS-18001 Company. During the training period as a project trainee, I visited various departments of the organization and did empirical analysis of their inter-relationship. After the analytical study reticulated sections of the organization emphasized towards affair concerning HRD.

DECLARATION This project work has been conducted for partial fulfilment of the degree of MASTER OF BUSSINESS ADMNISTRATION (MBA) in DR. BHIM RAO AMBEDKAR UNIVERSITY, (SETH PADAM CHAND JAIN INSTITUTE OF COMMERCE BUSINESS MANAGEMENT & ECONOMICS), AGRA. This is my original work, which is completed with the help of managing staff of the BHARAT HEAVY ELECTRICALS LIMITED (B.H.E.L.), JHANSI.

MANISHA SHAKYWAR

OBJECTIVES OF TRAINING The objective of training is to bridge the gap between existing performance ability and desired performance, which can be achieved to the following stages:

1. To impart new entrants the basic knowledge & skill required for efficient performance of definite tasks. 2. To assist employees & workers to function more effectively in their present positions by exposing them to latest concepts. 3. To improve health & safety of personal.

SYNOPSIS • • • •

PREFACE ACKNOWLEDGMENT DECLARATION OBJECTIVE OF TRAINING

Introduction • Objective of the Study • Scope of the Study • Research Methodology • Limitation of Study

COMPANY PROFILE • A Brief Introduction • Growth of Production & Milestone ROTATION REPORT INDUSTRIAL RELATION (A Theoretical Approach) INDUSTRIAL RELATION (In BHEL, Jhansi) FACTORIES ACT Findings & Analysis (Graphical & Tabulate Presentation) Conclusion & Suggestion Annexure (Questionnaire)

Bibliography

INTRODUCTION 1.OBJECTIVE OF THE STUDY 2.SCOPE OF THE STUDY 3.RESEARCH METHODOLOGY 4.

LIMITATION OF STUDY

OBJECTIVE OF THE STUDY The main objective of the project “INDUSTRIAL RELATIONSHIP” in B.H.E.L. Jhansi is to know the philosophy of trade unionism in B.H.E.L. which maintains sound and spontaneous relationship between management and workers. It also designed to:1. To know how they provide mechanism to safeguard interest of the workers. 2. To know whether any kind of training programmes organized by the trade unions for workers development. 3. To know that what extent they are aware of factories act and labour laws. 4. To know about militant/negative activities of the trade union. 5. To know about the political effect on the trade union. 6. To know good or bad effect of more number of trade union in B.H.E.L. 7. To know the role of the trade union in the organization. 8. To know how management deal with the trade union.

SCOPE OF THE STUDY Scope of the study to cover all the aspect of the TRADE UNIONS and the MANAGEMENT in BHARAT HEAVY ELECTRICALS LIMITED (B.H.E.L.) situated in JHANSI and by the process by which both of them maintain good INDUSTRIAL RELATION.

RESEARCH METHODOOGY Meaning and objective: Research simply means a search for fact- answer to question and solution to problem. It is purposive investigation, it is an organised inquiry. It seeks to find explanation to unexplained phenomenon to clarify the doubtful fact and to correct the misconceived fact. The objective of my research is to know about the INDUSTRIAL RELATION in any particular organisation and how they are helpful for the workers and management. The reason for choosing BHEL is very simple BHEL is successful pubic sector undertaking (psu) which employed large workers and have many trade unions (7 in case of BHEL JHS). PRIMARY AND SECONDARY DATA: A methodology is the way of approaching the problem in order to find out truth involved in a problem. SIZE OF SAMPLE: Sample size for the survey was units of units in which are workers, management and trade unions. The sample represented the whole of workers, management and trade union, which are selected through “Random Sampling Method” on the basis of data collected, and conclusions are drawn. SURVEY WORK: The information regarding the functioning of trade unions is obtained from almost every department of organisation on I

DATA SOURCES: Data is collected in three ways:1. Interview and Discussion 2. Observation. 3. Questionnaires INTERVIEWS AND DISCUSSION: Unstructured interview was conducted with HR officer. During the interview question were asked about trade unions and discussion were made regarding the effective implementation in BHEL. At the time of filling questionnaire some question were also asked respondent to obtain insight about the organisation. OBSERVATION: Second step for collecting data is observation. At the time of field survey, observation were made at there natural setting, employees were being observed therefore, observation were under taking in every realistic conditions. QUESTIONNAIRE: The third steps for collecting the data are structured questionnaire consist of a set of question presented to a respondent for his response. A structured questionnaire is one were the listing of question was in a pre-arranged order and were the object of inquiry was revealed to the respondent. The form of question was used in questionnaire such as ended question dichotomous question. The present work is based on the open-ended question. DATA PROCESSING: In the last step, collected data have been presented in the form of table, which has been analysed subsequently below the table. This analysis finally helped in drawing conclusion and making suggestion.

LIMITATION OF THE STUDY Completion of a project work is not a simple task. Many problems came into existence with passes of time. I had also faced many problems in my project work because my project was based on the survey work by distributing questionnaire. As the methodology adopted by me was a survey work through questionnaire, many respondents were unable to fill questionnaire within the time, because of their busy schedule. This causes lots of inconviences in getting filled questionnaire at the right time. Organisation is established in a large area and going from one department to another takes lots of time. 1. The time was the major limiting factor. 2. Some workers and officers were hesitating to give the information. 3. Random sampling method, on the basis of data is collected did not provide the correct insight of the organisation in some extent. 4. The answers received from the respondent sometimes were unable to meet the enumerated expectation.

AN OVERVIEW OF BHEL BHEL is the largest engineering and manufacturing enterprise in India in the energy/infrastructure sector today. BHEL was established more than 40 years ago when its first plant was set up in Bhopal ushering in the indigenous Heavy Electrical Equipment industry in India, a dream that has been more than realized with a well-recognized track record of performance. It has been earning profits continuously since 1971-72 and achieved a sales turnover of Rs.7286.6 crores with a profit before tax of Rs. 662.8 crores in 2001-2002.

BHEL caters to core sectors of the Indian Economy viz., Power Generation

&

transmission,

Industry,

Transportation,

Telecommunication, Renewable Energy, Defence, etc. The wide network of BHEL’s 14 manufacturing divisions, four Power Sector regional centers, over 100 project sites, eight service centers and 18 regional offices, enables the company to promptly serve its customers and provide them with suitable products, systems and servicesefficiently and at competitive prices. BHEL has already attained ISO 9000 certification for quality management and ISO 14001 certification for environment management.

POWER GENERATION Power generation sector comprises thermal, gas, hydro, and nuclear power plant business. As on 31.3.2002,BHEL supplied sets account for nearly 67,232 MW or 64 % of the total installed capacity of 1,04,917 MW in the country, as against Nil till 1969-70.

TRANSMISSION AND DISTRIBUTION (T&D) BHEL offers wide-ranging products and systems for T&D applications. Products manufactured include: power transformers, instrument transformers, dry type transformers, series &shunt reactors, capacitor banks, vacuum &SF6 circuit breakers, gas-insulated switchgears and insulators.

INDUSTRIES BHEL is a major contributor of equipment and systems to industries, cement, sugar, fertilizer, refineries, petrochemicals, paper, oil and gas, metallurgical and other process industries. The range of systems & equipment supplied includes: captive power plants, co-generation plants, DG power plants, industrial steam turbines, industrial boilers and auxiliaries, waste heat recovery boilers, gas turbines, heat exchangers and pressure vessels, centrifugal compressors, electrical machines,

pumps,

valves,

seamless

steel

tubes,

electrostatic

precipitators, fabric filters, reactors, fluidized bed combustion boilers, chemical recovery boilers and process controls.

TRANSPORTATION BHEL is involved in the development, design, engineering, marketing, production, installation, and maintenance and after-sales service of rolling stock and traction propulsions systems. BHEL manufactures electric locomotives up to 5000 HP, diesel electric locomotives from 350 HP to 3100 HP, both for mainline and shunting duty applications. It also produces rolling stock for special applications viz. overhead equipment cars, special well wagons, and Rail-cum road vehicle.

TELECOMMUNICATION BHEL also caters to Telecommunication Sector by way of small, medium and large switching systems.

RENEWABLE ENERGY Technologies that can be offered by BHEL for exploiting nonconventional and renewable sources of energy include: wind electric generators, solar photovoltaic systems, solar heating systems, solar lanterns and battery-powered road vehicles.

OIL AND GAS BHEL’s products range includes Deep Drilling Oil Rigs, Mobile Rigs, Work Over Rigs, Well Heads and X-Mas Trees, Choke and Kill Manifolds, Full Bore Gate Valves, Mudline Suspension System, Casing

Support system Sub-Sea Well Heads, Block valves, Seamless pipes, Motors, Compressor, Heat Exchangers etc.

INTERNATIONAL OPERATIONS BHEL is one of the largest exporters of engineering products & services from India, ranking among the major power plant equipment suppliers in the world.

VISION, MISSION AND VALUES OF BHEL

VISION A World-Class Engineering Enterprise Committed to Enhancing Stakeholder Value.

MISSION To be an Indian Multinational Engineering Enterprise providing Total Business Solutions through Quality Products, Systems and Services in the fields of Energy, Industry, Transportation, Infrastructure and other potential areas.

VALUES  Zeal to Excel and Zest for Change.  Integrity and Fairness in all Matters.  Respect for Dignity and Potential of Individuals.  Strict Adherence to Commitments.  Ensure Speed of Response.  Foster Learning, Creativity and Teamwork.  Loyalty and Pride in the Company HEALTH, SAFETY AND ENVIRONMENT MANAGEMENT. BHEL, as an integral part of business performance and in its endeavor to becoming a world class organization and sharing

the

growth

global concern on issues related to Environment, Occupational Health and Safety, is committed to protecting Environment in and around its own establishment, and providing safe and healthy working environment to all its employees. For fulfilling these obligations, Corporate Policies have been formulated as:

ENVIRONMENTAL POLICY • Compliance

with

Legislation/Regulation;

applicable

Environmental

• Continual Improvement in Environment Management Systems to protect our natural environment and control pollution; • Promotion of activities for conservation of resources by Environmental Management. • Enhancement of Environmental awareness amongst employees, customers and suppliers.

OCCUPATIONAL HEALTH AND SAFETY POLICY • Compliance with applicable Legislation and Regulations. • Setting objectives and targets to eliminate/control/minimize risks due to Occupational and Safety Hazards. • Appropriate structured training of employees on Occupational Health and Safety (OH&S) aspects. • Formulation

and

maintenance

of

OH&S

Management

programmes for continual improvement; • Periodic review of OH&S Management System to ensure its continuing suitability, adequacy and effectiveness; • Communication of OH&S Policy to all employees and interested parties. FIRST GENERATION UNITS Bhopal

: Heavy Electrical Plant.

Haridwar

: Heavy Electrical Equipment Plant.

Hyderabad : Heavy Electrical Power Equipment Plant. SECOND GENERATION UNITS Tiruchy

:

High Pressure Boiler Plant.

Jhansi

: Transformer and Locomotive Plant.

Haridwar

:

Central Foundry and Forge Plant.

Tiruchy

:

Seamless Steel Tube Plant.

UNITS THROUGH ACQUISTION & MERGER Bangalore :

Electronics Division

Electro Porcelain Division. NEW MANUFACTURING UNITS Ranipet

:

Boiler Auxiliaries Plant.

Jagdish

:

Insulator Plant.

Govindwal :

Industrial Valve Plant.

Rudrapur

:

Component and Fabrication Plant.

Bangalore

:

Energy Systems Division

BHEL is growing concern to meet the changing needs of the nation has taken it beyond power into the total gamut of energy, industry and transportation BHEL is able to offer a service in each of this fields. It’s manufacturing capability is supported by a corporate R&D division at Hyderabad works closely with the research and development cells at various units and Welding Research Institute at Tiruchnapalli.

ACTIVITY PROFILE OF BHEL 1. POWER SECTOR PROJECTS • Thermal sets and Auxiliaries. • Steam generators and Auxiliaries. • Industrial fans. • Electrostatic precipitators. • Air pre heaters. • Nuclear power equipments. • Hydro sets and Auxiliaries. • Motors. • Transformers. • Rectifiers. • Pumps. • Heat Exchangers. • Capacitors. • Porcelain/Ceramics insulators. • Seamless steel tubes. • Casting and forging. 2. SYSTEMS/SERVICES • Turnkey power station. • Data acquisition Systems.

• Power systems. • HVDC Commissioning systems. • Modernization and Rehabilitation. 3. TRASPORTATION SECTOR • Diesel Electric generators. • AC/DC locomotives. • DC locomotives and loco shunters. • Traction system for railways. • Electric trolley buses. 4. INDUSTRY SECTOR • Boilers. • Valves. • T.G. sets. • Power devices. • Solar Cells. • Photo Voltaic cells. • Gas Turbines. • Compressors. • Drive Turbines. • Oil rigs. • Blow out preventers.

• Wind mills. • Control systems for electric devices.

BHARAT HEAVY ELECTRICALS LIMITED, JHANSI (UNIT) A Brief Introduction

By the end of 5th five-year plan, it was envisaged by the planning commission that the demand for power transformer would rise in the coming years. Anticipating the country’s requirement BHEL decided to set up a new plant, which would manufacture power and other types of transformers in addition to the capacity available in BHEL Bhopal. The Bhopal plant was engaged in manufacturing transformers of large ratings and Jhansi unit would concentrate on power transformer upto 50 KVA, 132 KV class and other transformers like Instrument Transformer s, Traction transformers for railway etc. This unit of Jhansi was established around 14 km from the city on the N.H. No 26 on Jhansi Lalitpur road. It is called second-generation plant of BHEL set up in 1974 at an estimated cost of Rs 16.22 crores inclusive of Rs 2.1 crores for township. Its foundation was laid by late Mrs. Indira Gandhi the prime minister on 9th Jan. 1974. The

commercial production of the unit began in 1976-77 with an output of Rs 53 lacs since then there has been no looking back for BHEL Jhansi. The plant of BHEL is equipped with most modern manufacturing processing and testing facilities for the manufacture of power, special transformer and instrument transformer, Diesel shunting locomotives and AC/DC locomotives. The layout of the plant is well streamlined to enable smooth material flow from the raw material stages to the finished goods. All the feeder bays have been laid perpendicular to the main assembly bay and in each feeder bay raw material smoothly gets converted to sub assemblies, which after inspection are sent to main assembly bay. The raw material that are produced for manufacture are used only after thorough material testing in the testing lab and with strict quality checks at various stages of productions. This unit of BHEL is basically engaged in the production and manufacturing of various types of transformers and capacities with the growing competition in the transformer section, in 1985-86 it under took the re-powering of DESL, but it took the complete year for the manufacturing to begin. In 198788, BHEL has progressed a step further in under taking the production of AC locomotives, and subsequently it manufacturing ACD/DC locomotives also.

SECTIONS OF BHEL JHANSI UNIT BHEL has many departments, while production and administrative departments are separate. Broadly speaking BHEL has two-production categories1. Transformer section. 2. Loco section. THE PRODUCT PROFILE OF BHEL JHANSI UNIT PRODUCTS

RATINGS

1. Power transformer

up to 220 KV class 250 MVA.

2. Special transformer

up to 132 KV.

3. ESP transformer

100 KV, 1400 MA.

4. Freight Loco transformer

3900 to 5400 KVA & 7475

.

KVA for 3 phase. 5. ACEMU transformer

up to 1000KVA 2(1-phase) 1385kVA (3 phase).

6. Bus-Duct transformer

up to 5000 KVA.

7. Instrument transformer

VT & CT up to 220 KV

8. Diesel electric locomotives

up to 2600 HP.

9. AC/DC locomotives

5000 HP.

10. Over Head Equipment cum Test Car 11. Well wagon

200 tone.

class.

GROWTH OF PRODUCTION AND MILESTONES Year

Output (Rs. Crores)

1976-77 1977-78

0.53 3.49

Milestones Start of Instrument Transformer Start of Traction Transformer and power transformer (up to 132 KV)

1978-79

7.56

Start of HFTT type freight Loco transformer.

1979-80

7.02

commissioning of 2,500 KV DG Set (due to server Power Cuts)

1980-81

15.74

1981-82

19.78

Start of ESP Transformer Start of 220 KV Power

Transformers 1982-83

28.54

Achieved Break Even

1983-84

37.42

Start of Bus-duct

1984-85

38.61

Start of dry Type Transformer

1985-86

43.67

Re-powering of Diesel Loco

Started 1986-87

51.87

Start

of

new

Manufacturing

Diesel

Loco

1987-88

65.29

Manufacturing facilities for AC

Loco 1988-89 1990-91

109.41 128.10

Crossed 100 crores target Successful design and manufacturing of 450 HP 3 Axel Diesel CCI

1991-92

155.82

Manufacturing of first 2600 HP DESL for NTPC

1992-93

215.61

Successful designs and development of 5000 HP Thirstier Control Locomotive

1993-94

215.00

240

MVA

power

transformer

produced first time 1994-95

225.05

Unit has been awarded ISO 9001 certificate for quality

1995-96

238

AC/DC locomotive first time in India

1996-97

328.43

100 Th loco manufactured

1997-98

435.6

1998-99

287

250 mva transformer produced development

overhead

equipment

oum test car 1999-00

218.96

2000-01

120.71

2001-02

169.22

2002-03

209.34

Diesel hydraulic shunting

ISO 14001 awarded and successful manufacturing

2003-04

217

manufacturing tower car

2004-05

315

manufacturing synchronolift

2005-06

440

first times it will cross

2006-07

587

target of budget.

AN IMPACT FEATURE BHARAT HEAVY ELECTRICALS LIMITED BRIGHTENING LIVES…… POWERING PROGRESS Establishment of B.H.E.L. At the time of independence, there was hardly any industrial infrastructure worth the name except perhaps the railways, post & telegraph and the only large steel mill of TISKO. Over two-third of India’s GNP was contributed by the agriculture sector and the country was woefully short of the basic ingredient for economic development, power. For a country with a population of 360 million in 1947, the total power generation was a meagre 1347 MW, with a per capita electric consumption of 14kWh. Led by Pt. Nehru’s vision, policy planners realized that without an adequate base to manufacture equipment required for generation, transmission and distribution of electric power, the desired levels of industrialization and economic development could not be achieved for the growth of the country. This led to the setting up of Bharat Heavy Electricals Limited (BHEL) in the late 1950s. Its mandate was to make the country self-sufficient in the indigenous manufacture of power equipment. The power equipment industry was thus established in India with setting up of the plant of BHEL at Bhopal in 1956 (under Heavy Electricals India Ltd. – HEIL). Subsequently, during the third five year plan, 3 more manufacturing plants were set up at HARIDWAR, HYDRABAD and TIRUCHIRAPALLI under BHEL. The formal merger of HEIL with BHEL happened in January, 1974. Since then, there has been no looking back and BHEL has fulfilled the objective of making India

self-reliant in the field of power plant equipment. BHEL has the unique distinction of being one of the very few companies in the world, manufacturing all major power plant equipment under one roof. BHEL has become an icon of an incredible success story, from its humble inception to becoming the largest engineering enterprise of its kind in the country and one of the foremost companies in the international power arena. There are 125 organised players in the machine tools segment, followed by welded steel pipes and tubes (123) and material handling equipments (50). There are as many as 34 public sector enterprises, with Bharat Heavy Electricals Limited (BHEL) being the largest engineering and manufacturing enterprise in the country. Engineering India Ltd, Hindustan Aeronautics Ltd. Crompton Greaves, HMT and Larson & Toubro comprise others players in the segment. A liberal policy regime, relaxation on import duties in some product categories and de-licensing of heavy electrical industry with 100% FDI allowed serve as icing on the cake. Quality control is gaining momentum, with more than 2,500 corporate in the engineering sector acquiring ISO 9000 accreditation. Many others are in the process of getting ISO certification. While India showed a magnificent growth in thermal generation in the past 50 years, a lot needs to be done in hydro and nuclear fronts.

The economy is slated to grow at over 8% in 2007-08. The future seems perfect, provided companies continue to focus on operational excellence through strategic planning. Indian corporate seems to be now setting the standards for themselves and offering world-class products and services. They are also marketing their products and services aggressively to thrive in the global competition. “A plethora of engineering colleges across the country are training thousands of students in electronics and electrical engineering every year”. With all its highs and lows, the heavy Electricals industry has managed to survive even in the most difficult situations, and today, when the market scenario seems favourable, it can look ahead for bigger gains.

STRENGTHS OF BHEL

“The customer is centric to all activities in a business organization. The real challenge in all about marshalling the resources in pursuit of customer excellence.” BHEL is today, a multi-product company offering over 180 highly sophisticates engineering products under one umbrella. The company is one of the most successful public sector enterprises consistently making profits since 1971-72 and paying dividends since 1976-77. One of the strongest points of BHEL has been its international competitiveness, which the company has successfully

proved by begging over 86% of power plant orders international competitive bidding in the domestic market, since 1978. BHEL’s inherent potential and consistently excellent performance has resulted in it being chosen as the only engineering “NAVRATNA” PUBLIC SECTOR ENTERPRIE. The company has a committed workforce of 43,000 employees at 14 manufacturing division, 8 service centers, 4 power sector regional centers and regional officers, besides project sites all over India and abroad.

BHEL has a corporate R & D center at Hyderabad and product-based R & D centers at its manufacturing division. Siemens, General Electric, Alstom etc. BHEL’s investment in R & D in amongst the largest in the corporate sector in India. BHEL has filed 84 patents during 2005-06, taking the total no. of patents to 339. In addition, 13 copyright applications were also filed during the year. The non-power business segment also includes supplies to the Indian Railways. The company has supplied over 55,000 traction machines to the Indian Railways. Its traction electrics and AC/DC locos power a railways network of over 12,000 kms.

A quality conscious organization with a strong customer focus, BHEL has upgraded to the latest ISO-9001:2000 Version for all its operations. To fulfill its corporate commitment towards protection and conservation of the environment and ensuring that its products and systems also meet such requirement, all the unit/divisions of BHEL have been awarded ISO-14001 environmental management system certification. As a responsible corporate in occupational health and safety, BHEL has secured the prestigious OHSAS-18001 certification for all its units/division. A pioneer in Human Resource Development India. BHEL realizes the value of quality human resource and that the development of this critical resource as an imperative, in the current business environment. As a step in this direction, aimed at encouraging individuals to take up improvement projects for capability building and for continuous improvement projects Reward Scheme (IMPRESS) has also been introduced company-wide.

POWER FOR ALL, BY 2012 The heavy electrical equipment and engineering sector is taking giant strides and is expected to flourish in the coming years, thank to liberal policies regimes, globalization. Heavy electrical and engineering is leading industrial production segment in India. Conglomerates in the field offer a wide variety of services and products for core sectors like power, oil and gas. The country, which had only 1.300 mw of power capacity in 1947, has an installed generating capacity of over 11,800 mw, nearly six decades after independence. This has to be further increased to more than

20,000 mw in the next six years if the government has to accomplish it mission of “POWER FOR ALL BY 2012”. About Rs. 80,000 crores will be required for doubling the power capacity by that period. Of this, Rs. 20,000 crores will required for the associated transmission system. The $10- billion electrical industry can provide up to 5000 mw generating sets, 400 kv AC, high voltage DC equipment and enough equipment for setting up of nuclear power plants, steel plants and petrochemical complexes. India’s transformer industry has gained a dominant position at the global level with companies foraying into joint ventures with manufacturers abroad. Rotating machines industries, comprising motors and generators, is meeting alternative power needs of SMEs, MNCs, as well as the domestic sectors. “Upgrading the technology and equipment has promised better efficiency and increased reliability”. The growth of the engineering sector can be attributed to end user industries (refining, automotive, textiles, railways), strides in power and construction sector, well developed supply chain qualified engineers, and global manufacturers interest in India as an out sourcing destination due to its cheap, yet skilled labour. Engineering exports

may notch up $30 billion by 2008-09, according to the Engineering Exports Promotion Council. Industrial machinery production rose from Rs. 8,932.24 million in April- September 2003-04 to Rs. 11646.47 million in April September 2004-05, a growth of 30.39%. The production of machine tools shot up from Rs. 10,782.86 million to Rs. 11,647.95 million in the same period ‘ELECTRICAL generators’ production went up from Rs. 4,438.87 million to Rs. 5,903.55 million, registering a remarkable jump to 33%.

NEW INITIATIVES FOR POWER CAPACITY ADDITION •

Ministry of power has proposed Ultra mega power projects using coal-fired, environment friendly supercritical technology at five locations, totalling to 20,000 MW additional capacity in the 11th and 12th Plans. Additionally, two new locations are in the process of identification.

• To accelerate the hydro-power development, 50,000 MW hydroelectric initiatives were launched by the Prime Minister of India on May 24, 2003.

RAJIVE GANDHI GRAMEEN VIDYUTIKARAN YOJNA • Central government has launched this new scheme for providing access to electricity to all households in the country in five years. The scheme would be implemented through Rural Electrification corporation (REC).

• Under the scheme 90% capital subsidy would be provided for the overall cost of the project. • Till February 2006, approximately 5,000 villages have been electrified during 2005-2006.

ROTATION REPORT

TRANSFORMER COMMERCIAL (TRC): The objective of the department is interaction with the customers. It brings out tenders and notices and also responds to them. It is this department that bags contracts of building transformers. After delivery regarding faults, this department does failures and maintenance. All such snags are reported to them and they forward the information to the concerning department. One of the major task of this department is to earn decent profits over all negotiations. Transformer industry has become very competitive. The company offering the lowest price gets the contract but this process may continue does the work on very low profits. To avoid such a situation, a body by the name of India Electrical Manufactures Association (IEMA) was set up. This association helps to maintain a healthy competitive atmosphere in the manufacturing of electrical appliances. The main work of the TRC is classified as: Tenders and notices. Interaction with design department. Place of the work. Approximate cost of the work. Earnest money. The place and time where contract documents can be seen. The place and time where tender documents can be obtained.

The time up to which the tender documents will be sold. The amount if any to be paid for such documents. The place and the date and the time when tenders are to be submitted and are to be opened. TRANSFORMER ENGINEERING (TRE): The transformer manufactured in BHEL Jhansi range from 10 MVA to 240 MVA and up to 220 KV. The various transformer manufactured in this unit are:Power transformer a) Generator transformer b) System transformer. c) Auto transformer. Special transformer. a) Freight loco transformer. b) ESP transformer. c) Instrument transformer. d) Dry type transformer. All above types are oil cooled except dry type, which are air-cooled. The generated voltages at the power station are 6.9 KV, 11 KV and 13.8 KV but due to certain advantages like economical generation 11 KV is the most widely used. For this voltage needs to be stepped up. Transmission at high voltage is desirable because it results in lesser losses, needs thinner wire and hence is economical. If the current is

kept high the copper losses become very high but iron losses are practically constant. In certain cases the required voltage may be less than the output voltage, so in order to obtain it we require a tapping circuit. The output voltage may have a certain percentage variation, which may be tapped in 4 or 6 equal steps. The type of tap changer depends on the application of the transformer. Where a continuous power supply is not required an Off Circuit Tap Changer (OCTC) may be used. Where a continuous power supply is a must e.g. at a sub station in cities etc. On Load Tap Changer (OLTC) is used. FABRICATION: Fabrication is nothing but production. It comprises of 03 bays i.e., Bay0, Bay1 &Bay 2.

BAY-0: It is the preparation shop while the other two bays form the assembly shop. This section has the following machines : o Planner machine – To reduce thickness o Shearing machine

o CNC / ANC Flame Cutting machine – To cut Complicated shaft items using Oxy-Acetylene flame o Bending machine o Rolling machine o Flattening machine o Drilling machine o Nibbling machine o Pantograph flame cutting machine BAY-1: It is an assembly shop where different parts of tank come from bay 0.Here welding processes are used for assembly, after which a rough surface is obtained Grinder operating at 1200 rpm is used to eliminate the roughness. BAY-2: It is an assembly shop dealing with making different objects mentioned below. 1-Tank assembly

5-cross feed assembly

2-Tank cover assembly

6-core clamp assembly

3-End Frame assembly

7-pin and pad assembly

4-foot assembly Before assembly, short blasting (firing of small materials i.e., acid picketing) is done on different parts of jobs to clean the surface before painting.

After assembly some tests are done known as NON DESTRUCTIVE TEST 1.

Ultrasonic test: to detect the welding fault on the CRO at the fault place high amplitude waves are obtained.

2.

Die Penetration test: Red solution is put at the welding and then cleaned. After some time white solution is put. Appearance of a red spot indicates a fault at the welding.

3.

Magnetic crack detection: Magnetic field is created and then iron powder is put at the welding. Sticking of the iron powder in the welding indicated a fault.

4.

X-Ray Test: It is same as human testing and the fault is seen in X-ray film.

BAY-3: Here are basically three sections in the bay: 1. Machine section 2. Copper section 3. Tooling section MACHINE SECTION : The operations to form small components of power and traction transformer are done in this section. The shop consist of following machines:

CENTRAL LATHE: it consist one tailstock, headstock, lower part of tailstock is fixed and tail stock spindle is moving. On this machine facing, turning and threading is done TURRET LATHE: its function is same as central lathe but it is used for mass production. Here turret head is used in presence of tailstock because turret head contains many tailstocks around six. CAPSTAN LATHE: It is belt drive. RADIAL ARM DRILLING MACHINE: It is used for drilling and boring. HORIZONTAL BORING MACHINE: It is computerized and used for making bore, facing etc. MILLING MACHINE: a) Horizontal milling machine: It is used for making gear and cutting operations. b) Vertical milling machine: By the machine facing cutting, and T-slot cutting is done COPPER SECTION: All the processes related to copper are done here. TUBE SLITTING MACHINE: This machine is developed here and is used for cutting the tube along its length and across its diameter. Its blade thickness is 3mm. SHEARING MACHINE: Ii is operated hydraulically and its blade has V-shape and a thickness of 15mm

DIE AND PUNCHING MACHINE: It is also hydraulically operated and has a die and punch for making holes. HYDRAULIC BENDING MACHINE: It is used for bending the job upto 90°. SHEARING MACHINE: It is fully mechanical and is used to cut the job along its width. FLY PRESS MACHINE: It is used to press the job. It is operated mechanically by a wheel, which is on the top of the machine. BEND SAW MACHINE: This machine is used for cutting job having small thickness. It has a circularly operated blade, around 5.1 mar long. WATER COOLED BRAZING MACHINE: It contains two carbon brushes. The sheet is put along with a sulphas sheet and the carbon brushes are heated. A Lap Joint is formed between the sheets as the sulfas sheet melts. LINCING BELT MACHINE: It creates a smooth surface. HYDRAULIC PRESS MACHINE: To press the job. SOLDER POT MACHINE: It has a pot that contains solder. Solder has a composition of 60% Zn and 40% Pb.

TOOLING SECTION: In this section the servicing of tools is done.

BLADE SHARP MACHINE: It sharpens the blade using a circular diamond cutter. Blade of CNC cropping line machine is sharpened here. MINI SURFACE GRINDER MACHINE: It serves grinding purposes. It has a grinding wheel made of “Aluminium Oxide”. TOOL & SURFACE GRINDING MACHINE: This is specially used to grind the tools used in Bay 7. DRILL GRINDING MACHINE To grind the drills. BAY 4: It is the winding section. TYPES OF WINDING: 1. Reverse section winding. 2. Helical winding 3. Spiral winding 4. Interleaved winding 5. Half sectional winding There are four TYPES OF COIL fixed in a transformer, they are: 1. Low voltage coil (LV) 2. High voltage coil (HV) 3. Tertiary coil 4. Tap coil

The type of winding depends upon job requirement. Also, the width and thickness of the conductors are designed particulars and are decided by design department. Conductors used for winding is in the form of very long strips wound on a spool, the conductor is covered by cellulose paper for insulation. For winding first the mould of diameter equal to inner diameter of required coil is made .The specification of coil are given in drawing. The diameter of mould is adjustable as its body is made up of wooden sections that interlock with each other. This interlocking can be increased or decreased to adjust the inner diameter of coil. The moulds are of following types:1. Belly types 2.Link types 3. Cone type

BAY-5: It is core and punch section. The lamination used in power, dry, ESP transformer etc for making core is cut in this section. CRGO(cold rolled grain oriented) silicon steel

is used for

lamination, which is imported in India from

Japan ,U.K.

Germany. It is available in 0.27 and 0.28 mm thick sheets, 1mt

wide and measured in Kg.The sheet s are coated with very thin layer of insulating material called “carlites”. For the purpose of cutting and punching the core three machines are installed in shop 1. SLITTING MACHINE: It is used to cut CRGO sheets in different width. It has a circular cutter whose position can be changed as per the requirement. 2. CNC CROPPING LINE PNEUMATIC: It contains only one blade, which can rotate 90° about the sheet .It is operated pneumatically. 3. CNC CROPPING LINE HYDRAULIC: It is also used to cut the CRGO sheet. It contains two blades, one is fixed and the other rotates 90° above the sheet. It is operated hydraulically .M4 quality sheet 0.23-0.33 mm thickness is used

BAY-6: Single-phase traction transformer for AC locomotives is assembled in this section. These Freight locomotive transformers are used where there is frequent change in speed. In this bay core winding and all the assembly and testing of traction transformer is done. Three-phase transformers for ACEMU are also manufactured in this section. The supply lines for this transformer is of 25 KV and power of the transformer is6500 KVA.

The tap changer of rectifier transformer is also assembled in this bay. Rectified transformer is used in big furnace like the thermal power stations / plants ( TPP). BAY-7: This is the insulation shop. Various types of insulations are 1-AWWW: All Wood Water Washed press paper. The paper is 0.2-0.5mm thick cellulose paper and is wound on the conductors for insulation. 2-PRE-COMPRESSED BOARD: This is widely used for general insulation

& separation of conductors in the forms of

blocks. 3-PRESS BOARD: This is used for separation of coils e.g. L.V. from H.V. It is up to 38 mm thick. 4-UDEL:

UnDemnified

Electrical

Laminated

wood

or

Permawood This is special type of plywood made for insulation purposes. 5-FIBRE GLASS: This is a resin material and is used in fire pron areas. 6-BAKELLITE 7-GASKET-It is used for protection against leakage. 8-SILICON RUBBER SHEET-It is used for dry type transformer. The machines used for shaping the insulation material are:1-Cylindrical machines

2-Circle cutting machine 3 Scarfing machines 4-Punching press machine 5-Drilling machine 6-Guilletin machines 7-Bench saw (spl for OD) 8-Jig saw (spl for ID) 9-Circular saw 10-Linesin machines

BAY 8: It

is

the

instrument

transformer

and

ESP transformer

manufacturing section. INSTRUMENT TRANSFORMER These are used for measurement. Actual measurement is done by measuring instruments but these transformers serve the purpose of stepping down the voltage to protect the measuring instrument. They are used in AC system for measurement of current voltage and energy and can also be used for measuring power factor, frequency and for indication of synchronism. They find application in protection of power system and for the operation of over voltage, over current, earth fault and various other types of relays.

They are of two types. 1-Current transformer (CT) 2-Voltage transformer (VT) CURRENT TRANSFORMERIt is a step down transformer. High current is not directly measured by the CT but is stepped down to lower measurable voltages. BODY: • The main body is a bushing, which houses the winding and also acts as an insulator. • The CT has a bottom and top chamber. • The top chamber is a cylindrical tank of mild steel. It has terminals

for

connection of HV coils. It also has a glass

window to indicate the oil level. • Below the top chamber is the bushing made of porcelain. It has several folds or “rain sheds” to provide a specific electric field distribution and long leakage path. Some bushings are cylindrical while modern ones are conical as amount of oil porcelain used is reduced without any undesirable defect. • Bottom chamber houses the secondary winding. There is also connection box to which the connection of the low voltage (LV) coil is made.

WINDINGS: The primary winding consist of hollow copper/aluminium pipe bent in form of a ‘U’ aluminium is used for low rating. For higher rating a set of wires is passed through the pipe. For still higher ratings, a copper pipe is used and for highest rating copper pipe with copper wires passing through it is used. This arrangement depends on the current carrying capacity. The bent portion of primary as in the bottom chamber where as the free end is the top chamber. The straight portion lies inside the bushing. The primary is wound with crepe paper insulation. The thickness of the insulation goes in increasing as we go downwards in the bottom chamber. The free ends are provided with ‘ferrules’, which are, small hollow cylinders through which wires can pass connection to the primary are made through these ferrules. The secondary is divided in a number of coils for different set of tapings. Connections are different tapings are made in connection box. Each coil has an annular core of CRGO (silicon steel). The wire use is insulated copper wire. The winding may be done both manually and by machine. After winding the coils are covered with paper tape insulation. The coils are then slipped into both the legs of the primary winding and connections are made in connection box for different tapping. VOLTAGE TRANSFORMERS:

This is also a stepped down transformer. The outer construction is same as that of the CT that is this also has a top chamber, bushing and a bottom chamber. The difference is only in the winding.

WINDINGS: The primary winding is of the thick wire having a few turns. The winding is heavily insulated with paper insulation. It has a hollow cylinder passing centrally through it, which houses the secondary winding. The clean and painted with either enamel or epoxy paint. The customer gives the choice of paint. Epoxy paint is generally used in chemical plants and seashore installation. Terminals are then mark and ratings and diagram plate is fixed. The job is then sent to the shipping department, which takes care of its dispatch by packing it in the wooden boxes. ESP TRANSFORMER: The

Electrostatic

Precipitator

transformer

is

used

for

environmental application. It is used to filter in a suspended charge particle in the waste gases of an industry. They are of particular use in thermal power stations and cement industry. The ESP is a single-phase transformer. It has a primary and secondary. The core is laminated and is made up of CRGOS. It is a step up transformer. An AC reactor is connected in series with primary coil. The output of the transformer must be DC the is

obtained by rectifying AC using a bridge rectifier (bridge rectifier is a combination of several hundred diodes). A radio frequency choke (RF choke) is connected in series with the DC output for the protection of the secondary circuit and filter circuit. The output is chosen negative because the particles are positively charged. The DC output from the secondary is given to a set of plates arrange one after the others. Impurity particles being positively charged stick to these plates, which can be jerked off. For this a network of plates has to be setup all across the plant. This is very costly process in comparison with the transformer cost. A relive vent is also provided to prevent the transformer from bursting it higher pressure develops, inside it. It is the weakest point in the transformer body. An oil temperature indicator and the secondary supply spark detector are also provided. One side of the transformer output is taken and other side has an ‘marshalling box’ which is the control box of the transformer.

BAY-9: In this bay power transformer are assembled. After taking different input from different bays 0-9 assembly is done Power transformer is used to step and step down voltages at generating and sub-stations. There are various ratings –11KV, 22KV, manufactured, they are a) Generator transformer. b) System & c) Autotransformer. A transformer in a process of assemblage is called a job. The design of the transformer is done by the design department. & is unique of each job; depends on the requirement of customer. The design department provides drawing to the assembly shop, which assembles it accordingly. The step involved in assembly are: 1. Core building 2. Core Lifting. 3. Unlacing. 4. Delacing and end-frame mounting. 5. High voltage terminal gear and low volt terminal gear mounting.

6. Vapour phasing and oil soaking 7. Final servicing and tanking. 8. Case fitting. Core Building: It is made of cold rolled grain oriented steel ‘CRGO’. The punched core is sent to this shop from core punching shop. Here it is assembled with the help of drawing a set of 4 laminations is called a packet. The vertical portion of the core is called a ‘leg’ the horizontal one is called as ‘yoke’. Packets of both are interlinked. It is undesirable to keep the X section of core circular to provide low reluctance part with out air space. A perfect circle can not be made so the core is stepped to achieve a near circle. Whatever spaces left are filled with thin wooden rod. After core building the end frames are bolted. The bolts are insulated from the core.

Core Lifting: The core is lifted by a crane and is placed vertical. The rest of assembly is done on the core in this position.

Unlacing & Core Coil Assembly: The yoke of the core is removed using crane. Bottom insulation in form of 50MM thick UDEL sheets is placed PCB and press board are also used for filling the gap and to provide a good base

for the coil to rest. The coil are then lowered primary, secondary, tertiary and tap in that sequences. Replacing & End-frame Mounting : After lowering a coil the top insulation similar to the bottom one is provided. The removed yoke is placed end-frame bolted back into its position. The connections are then made as per drawings. All the conductors are insulated using crepe paper. Brazing copper makes the connections. For brazing silphos is used. The following tests are done during re lacing: 1. Megger Test. 2. Ratio test. 3. Meg current / High Volt test. Testing at this stage is called pre testing. This is essential because if false are seen at a later stage, whole of the transformer will have to be dissembled. H.V.T.G & L.V.T.G. : Terminals gears are accessories provided at high voltage and low voltage terminals. Main device used is tap changer. Tap changer can be on load or offload. In offload type the supply has to be tripped, then the tapings changes but in on load type the tapings can be changed while the supply is on. On load tap changer (OLTC) are used where the supply is desired to be continuous.

The upper portion of the OLTC contains mechanism by which tapping is changed. There is switch which changes tap in very small type (Micro-seconds). But there is a possibility of sparking. To get rid of it, OLTC

IS

filled with oil. The bottom part houses

the terminals and the mechanism, which makes automatic connections. The terminals are made of thick aluminium strips. Vapour Phasing & Oil Soaking: It is well known fact that water (impure) is a conductor electricity. Therefore, moisture presence in transformer will effect insulation, the process of moisture removal from transformer is called vapour phasing. The job is put in dummy type and place in a vacuum vessel. It is an airtight chamber with heating facilities. A solvent vessel is released is the chamber which enters all transformer parts and insulations. It absorbs water rapidly. The job is heated in vacuum. All the solvent vapours are sucked out with moisture. Metals contain no moisture but a lot of insulations is provided which contains this moisture and if not taken care of, may burst the job After moisture removal tank is filled with transformer oil and soaked for at least three hours, so that every gets wet with oil.

The job remains in vessel for three days during phasing. It is then taken out of the vessel and also out of the dummy time. Final Servicing & Tanking : After taking the job out of dummy time all the parts retightened any other defects are rectified and job is retimed in mild steel tank. After tanking oil is filled. Case Fitting: The accessories are fixed and final touches given to job. The accessories include tank cover, fixing bushing, fixing valves etc. The terminals are marked and R and D. (Rating and Diagram) plate is fixed. Bolting and not riveting because it may require maintenance and hence opening close the tank. Bushings are hollow to provide a passage for conductor; oil is filled inside the hollow spaces for better insulation. Bushing is built on a mild steel base, which is bolted to bottom chamber with a cork gasket in vacuum. The bottom chamber is mild steel tank with a steel frame attached to its base for earthling. This chamber houses the secondary winding. STORE: There are three sections in store: • Control Receiving Section

• Custody Section • Scrap Disposal Section FUNCTIONS: list of material coming in stores is prepared and Quality Control people are called for inspection. If material is found as per standard, SRV (Store Receipt Voucher) is issued for each material. A total of 08 SRV’s are prepared. Some materials such as Silicon oil, Transformer oil, Insulating material etc are directly stored in the Bays. LOCOMOTIVE PRODUCTION(LMP): There are two products • Alternating Current Locomotive (ac Loco) 

WAG-5H



AC./D.C. Loco

o WCAM-2P o WCAM-3 W-broad gauge C-running in DC mode P-hauling passenger train

A-running in AC mode G-hauling goods train M-hauling passenger&

goods train • Diesel Electric Locomotive Shunting (DESL) 

350 HP



700 HP

o Single Power Pack (SPP): One 700 HP m/c is made as a single unit. It is a meter gauge locomotive. o Twin Power Pack (TPP): 2 350HP m/cs are combined in 1 engine & can be operated individually or in combination depending on the load. 

450 HP



1400 HP



1150 HP



1350 HP



2600 HP

1150 HP and 1350 HP DESL s are non-standard locomotives and are modified versions of 1400 HP DESL based on requirement of customer. Under mention are the new non-conventional products designed and developed for Indian Railways based on their requirement. 

OHE (Overhead electric) recording and testing cars



UTV(Utility vehicle )



RRV(Rail cum road vehicle)



DETV( Diesel electric tower car)



BPRV(Battery power road vehicle)



BCM(Blast cleaning machine)



200 T Well wagon for BHEL Haridwar



Metro Rake-Kolkata Metro Railways

LOCOMOTIVE MANUFACTURING (LMM): This section deals with manufacturing of locomotives. The main parts of the locomotive are 

Under frame: The frame on which a locomotive is built



Super

structure:

superstructure

The

body

of

locomotive

is

called

or Shell and is made of sheet of Mild steel



DC motor



Alternator



Compressor



Flower



Static Rectifier-MSR



Static Converter-SC



Exchanger



Bogie-The wheel arrangement of a loco is called a bogie. A bogie essentially contains

1-wheel axle arrangement 2-Suspension 3-Brake rigging 

Traction transformer: It is fixed on under frame and gets supply from an overhead line by equipment called pantograph. The type of pantograph depends on supply. This transformer steps down voltage and is fitted with a tap changer. Different taps are taken from it for operating different equipment. One tap is taken and is rectified into DC using MSR and is fed to the DC motor.

Railways has two types of power supplies – 25 KV , 1 Phase ,50hz AC -1500 V DC An AC/DC loco is able to work on both of these supplies. For e.g. WCAM-3. WORK ENGINEERING & SERVICES (WE&S) This department looks after the commissioning and maintenance of all the machinery used in the factory. It also has 3 two-stage air compressors for supplying compressed air to the various bays. The department has 03 different divisions : 

Electrical Engg



Electronics Engg



Mechanical Engg

ELECTRICAL ENGINEERING: This division looks after all the electrical machinery and power distribution of the factory. Snags detected in the system are immediately reported to this dept by the concerning dept.WE&S takes prompt action to rectify it. The factory has a feeder of 11KV .The total load sanctioned for the factory is 2500MVA But the maximum demand reaches the range of 1700-2000 MVA.

here are various sub-station (SS) inside the factory, for distribution of power to different sections. SS -1

Supplies

Bay-6 to Bay –9

SS -3

Supplies

Bay 1to Bay-4

SS -4

Supplies

Boiler and loco plant

SS -5

Supplies

Bay -5

SS -6

Supplies

Administrative building

TECHNOLOGY: This department analyses the changes taking place in the world. and suggest changes accordingly. This is very important because the products must not get obsolete in the market otherwise they will be rejected by the customer. FUNCTIONS: Technology functions can be classified as : 

Processing

Sequence:

The

sequence

of

process

of

manufacturing is decided for timely and economic completion of the job. 

Operation time estimate : It includes incentive scheme management



Allowed operation time: It includes incentive amount



Facilities identification: It includes looking for new equipment or plant or tools to increase productivity



Special process certification: Special processes are the ones requiring expertise for example identifying errors, cracks, air bubbles in welding



Special tools requirement: Special tools are allotted, if possible, when required else the design has to be reconsider.



Productivity projects compilation: It includes the initial analysis of the problem and their appropriate solution to enhance productivity.

The

principle

of

working

is

that

“IF YOU DO NOT MAKE THE CHANGES IN YOUR COMPANY, THE CUSTOMER WILL CHANGE YOU”. BUS DUCT: Bus ducts are used as connections between generators and transformers. They are used in power connections over 150 MV. The question now arises why are bus duct preferred over ordinary conductors, in such connections? In high power applications, insulation is the major problem and frequent insulation breakdown occurs. If this does happen then there is a possibility of shorting of conductors and hence serious damage may occur t both the transformer and generator. Bus ducts are hollow pipes made of aluminium. The cross-section of these ducts depends on the requirement of the customer and is done by the design department. The cross-section may have different shapes circular, square, hexagonal, octagonal etc. the casing is also made of

aluminium sheets. Although aluminium is not as good a conductor as copper still is preferred over it because it is lighter than copper. Moreover it is cheaper than copper. Bus ducts are of two types: - (i) Segregated bus ducts. (ii) Isolated bus duct In segregated bus ducts one casing is divided into three separate chambers for three phases. In the isolated bus duct each phase is provided with a separate casing. The conductor i.e. the duct is separated from the casing by porcelain or epoxies (chemical) insulators. The bus duct assembly contains three cubicles: P.T and S.P cubicle. N.G cubicle. L.A.V.T cubicle. These cubicles have the circuits and the controls of the bus duct assembly. The connections may be star or delta. The line enters from the top of the top of the top chamber. The top chamber has the neutral side and the line side. On each side there are three terminals of aluminium to provide connections. The bottom chamber lies below the top chamber. These chambers are provided just below the generator.

CENTRAL QUALITY SERVICE:

First we get acquainted with a few terms concerning this department. QUALITY It is the extent to which products and services satisfy the customer needs. QUALITY ASSURANCE All those plants and systematic action necessary to provide adequate confidence that a product or service will satisfy the given requirement is called quality assurance. QUALITY CONTROL The operational technique and activities that are used to fulfil requirement for quality are quality control. QUALITY INSPECTION Activities such as measuring, testing, gauging one or more characteristics of a product or service and comparing these with specified requirement to determine conformity are termed quality inspection.

INDUSTRIAL RELATION 1. Industrial relation:- The concept Industrial relations are viewed as the process by which people and their organisation interact at the place of work to establish the terms and conditions of employment. The term “industrial relation” commonly denotes” employee-employer relations” in both organised and unorganised sectors of the economy. Industrial relations also known as labour-management relationship or labour relations. The basic thrust of the discussion is to examine the relationship between the management, workers and the tradeunions representing the work force. 2. Features of industrial relation 1- Industrial relations do not emerge in vacuum. They are born out of “employment- relationship” in an industrial setting without the existence of two parties i.e. labour and management, this relationship cannot exist. It is the industry which provides the environment for industrial relations. 2- Industrial relations are characterized by both conflict and cooperation. This is the basics of adverse relationship. So the focus of Industrial relations is on the study of attitude, relationship, practices and procedures developed by the contending parties to resolve or at least minimize conflicts. 3- As the labours and the management do not operates in the isolation but are part of large system. So the study of industrial relation also includes vital environmental issues like technology of work place, country’s socio- economic and political environment, nation’s labour policy, attitude of trade-union, workers and employers.

Industrial relations also involve study of conditions conductive to labour, management co-operation as well as they practices and procedures required to elicit the desired the co-operation from both the parties. 5- Industrial relations also study the law, rules, regulations, agreements, award of court, tradition as well as policy framework laid down by the government for the eliciting co-operation between labour and management. 4-

2. Principles of sound industrial relations Maintenance of sound Industrial relations is as critical and difficult as that of human relation. Hence, the following principle should be followed to maintain sound Industrial relation. 1. Recognition of the dignity of the individual and of his right to personal freedom and equality of opportunity. 2. Mutual respect, confidence, understanding, goodwill and acceptance of responsibility on the part of both employer, management and workers and their representative in the exercises of the rights and duties in the operation of the industry. 3. Similarly, there has to be an understanding between various organisations of employers and who represent the management and workers.

FUNCTION OF INDUSTRIAL RELATION Function of Industrial relation include:1. Communication is to be established between workers and the management in order to bridge the traditional gulf between the two. 2. To establish a rapport between managers and the workers. 3. To ensure creative contribution of trade unions to avoid industrial conflicts, to safe-guard the interest of workers on the one hand and the management on the other hand, to avoid unhealthy, unethical atmosphere in an industry. 4. To lay down such consideration this may promote under-standing, creativity and cooperativeness to raise industrial productivity, to ensure better workers participating.

COMPONENTS OF INDUSTRIAL RELATION According to JOHN T. DUNLOP, “Industrial societies necessarily create industrial relation defined as the complex of interrelations among workers, management and workers”. There major participants or actors of Industrial relation:1. Workers and their organization. 2. Management. 3. Government.

FACTOR AFFECTING INDUSTRIAL RELATION The Industrial relation system of an organization influenced by a variety of factors. A few important are:1. Institutional Factors- Under institutional factors are include items like stage policy, labour laws, voluntary codes, collective bargaining agreements, labour unions, employers organizations/federation Act. 2. Economic Factors- Under economic factor are included economic organizations. (socialist, communist, capitalist) type of ownership, individual, company- whether MMC or domestic, government economic cycle etc. These variable influence Industrial relations in myriad ways. 3. Social Factor- Under social factor items like social group (like caste or joint family) creed, social values, norms, social status (high or low) influences industrial relation in the early stage of industrialization, these factors gradually lose their entity but one cannot overlook their importance. 4.Technological factors-Under technological factors fall items like work method, type of technology used, to cope with emerging trends etc. These factor considerably influence the industrial relation. OTHER FACTORS ARE5.PSYCHOLOGICAL FACTORS 6.POLITICAL FACTORS 7.ENTERPRISE-RELATED FACTORS 8.GLOBAL FACTORS

INDUSTRIAL RELATION IN B.H.E.L., JHANSI B.H.E.L. JHANSI is one of the production unit which is achieving success in every sphere of power sector and locomotives. The credit goes to both the management and workers. In BHEL JHANSI, there are mainly 7 trade unions which are in contract with the management for the workers enlistment. In JHANSI unit, the industrial relation between the management and trade unions are very sound i.e. very good industrial relations. In Jhansi unit the healthy labour-management relation develops due to following condition:(1)

In BHEL Jhansi, the existence of strong, well-organized, democratic and responsible trade unions and associations of employer. These organizations enhances job security of employees, help in increased workers participation in management and give labour a dignified role in a society. These associations in BHEL Jhansi also tend to create vantage ground for negotiation, consultations and discussions on a mutual basis which ultimately lead to good labour-management relationship.

(2) The spirit of collective bargaining and willingness to take recourse to voluntary arbitration. The collective bargaining recognizes equality of status between the two conflicting groups and prepares the ground in an atmosphere of trust and good will for discussions, consultations and negations on matters of common interest to both industry and labour. BHEL JHANSI the collective bargaining, plant discipline and union relation are the principle items which form the core of industrial relations. (3)Besides all these, welfare works whether statutory or non-statutory, provided by the BHEL MANAGEMENT. Trade-unions and employers create, maintain and improve labour-management relations.

IN BHEL JHANSI, INDUSTRIAL DEMOCRACY exists in which labour have the right to be associated with the management which is an important factor in this plant for maintaining very good industrial relation. IN BHEL, for industrial democracy worker’s participation in management occurs through the JCM, plant council, shop councils and other committees. The main councils and committees which exist in BHEL,JHANSI are1. PLANT COUNCIL. 2. SHOP COUNCIL – 1(Production transformer & PPC)

3. SHOP COUNCIL – 2 ( Loco PPC, BUSDUCT & FBM) 4. SHOP COUNCIL- 3 ( Design, Productivity & Main store, FCX) There are nine committee exist in BHEL JHANSI. They are1. NATIONAL FESTIVAL ORGANIZES COMMITTEE. 2. CULTURAL COMMITTEE 3. PROVIDENT FUND COMMITTEE 4. SAFETY COMMITTEE 5. CANTEEN COMMITTEE 6. MEDICAL COMMITTEE 7. TOWNSHIP COMMITTEE 8. BHEL EDUCATION COMMITTEE 9. SPORTS AND WELFARE COMMITTEE

The trade unions members become the part of such committees.

STYLE OF MANAGEMENT IN BHEL JHANSI:Every the industry believe to sound i.e. very good relationship with the workers through trade-unions as medium so was the case in BHEL, JHANSI. In BHEL JHANSI, participative style is adopted by the BHEL management. Under this type, labour is treated on an equal footing by management i.e. neither as a “commodity” nor as a “child” but as an ally and a friend, even a partner in the joint endeavor of improving the efficiency and productivity of the enterprise. • Very sound personal policies are adopted by the BHEL jhansi management so that very good industrial relation is maintained in the industry and plant go on the path of productivity and success. •

Statuary and non-statuary welfare in the worker’s favours are provided and supported by the BHEL management.

•

Besides all this, BHEL management had provided white passes, telephone connections. Mobile connection, space for office, furniture for the trade-unions so that good industrial relation being maintained.

• As a social responsibility, BHEL management had adopted a nearby village providing primary level education and facilities for the factor which maintained good relation with the trade-unions. BHEL management always supports the fair, democratic and free trade union election in jhansi unit which maintains very good Industrial relations.

TRADE-UNIONS IN B.H.E.L., JHANSI 1.BHEL SHARAMIK SANGH(BMS)It is an active union from the establishment of Jhansi unit BHEL. Sharamik sangh is very influence from the starting years of foundation in 1975 elections. It was placed at IInd position & emerged as strong opposition union. In initial era of its emergence one representative of BMS got the opportunity to represent the joint committee and also got the chance to took to management. BMS representative above got the opportunity to represent the different committees.

In July 2002 JCM election, BMS secured the highest vote stood at first position which is 33.62% of total votes. As it is secured more than 10% vote it got the chance to represent the joint committee & councils. BHEL sharmik sangh affiliated with BMS (Bhartiya Mazdoor Sangh).

2. BHARAT HEAVY ELECTRICALS MAZDOOR UNION JHANSI(CITU)It is also active from the initial years of foundation but it is not much effective among workers. In recent years it gained popularity among the workers through maintaining deep personal relationship with workers to improve their living standard. In 2002, JCM elections it

secured 20.10% vote & placed at IInd position CITU has the right to talk to most & it is affiliated with CITU(CENTER OF INDIAN TRADE UNION).

3.

HEAVY

ELECTRICALS

SHRAMIK

TRADE

UNIONS(HMS)After the establishment of jhansi unit, there were five- trade unions which are active, heavy trade unions is one of these. If we go through the study of history of heavy electrical shramik trade unions, it was not influence in organization. But after 1985 when it stake its struggle against management for the safe guards among workers eventually it emerged as a strong unions in 1997 elections and gained IInd position. But it didn’t retain its position so as. In 2002, JCM elections placed at IIIrd position. It is affiliated with HMS (HIND MAJDOOR SABHA).

4. BHEL KARAMCHARI UNIONIt is newly born union in BHEL. It is existing in unit from last seven years basically it is originated from the personal differences of INTUC which was pertaining to leadership of union (INTUC). In 2002 election it emerged as new rising stars & placed 4th position among seven union.

OTHERS UNION ARE:-

5. BHEL WORKERS TRADE UNION:This union is also active from the foundation year of unit. This union was never able to make good position in its weak leadership and neutral attitude towards workers. Its effectiveness always is negligible in unit. But in last few years its gradually increasing and make the workers feel about its presence and emerged as active and aware unit. Eventually in 2002 elections, its got 119 votes and stood at 5th position. It is affiliated with AITUC (All India Trade Union Congress). 1.

BHEL EMPLOYEE UNION :-

Its is also active from establishment of unit. After the establishment, in its earliest JCM election BHEL employees trade union placed at first position for 20 years. But because of its neutral attitude towards workers and closeness to most made its unpopular among workers. Eventually they had to pay for that in 1997 election it placed at 5th place and in 2002 election it continue to loose its reputation and placed at 6th position. It got only 78 votes which was only 6.67% of total votes. It is affiliated with INTUC (The Indian National Trade Union Congress). 2.

BHEL KARAMCHARI SANGH :-

It became active in unit from nineties. It was never recognized as strong union, the reason behind it was weak leadership lack of struggling nature &lack of awareness which made its presence negligible.

In 2002 JCM election it secured only 60 votes (4.47%) &stood at & 7th position. It is not affiliated with any trade union.

These are the certain provisions in BHEL Jhansi which maintains a “HEALTHY RELATIONSHIP” between “LABOUR – MANAGEMENT”.

One of the important factor which is also very important in maintaining good industrial relationship is that in BHEL Jhansi every provision given in factory act and labour loss or in other acts is followed by management.

WELFARE FACILITIES Welfare service may broadly be classified into two categories:1. Intramural activities as rest centers, canteens, uniforms, library, medical aid, subsidized food, and shift allowance etc.

2. Extramural activities which are undertaken outside the establishment such as family planning, child welfare, cooperative stores, credit societies, vocational guidance, holiday homes, leave travel facilities, transport to and from the place of work etc. Labour welfare work may also be divided in to two categories:1. Statutory welfare work comprising the legal provisions in various pieces of labour legislation.

2. Voluntary welfare work includes those activities, which are undertaken by employers for their workers voluntarily. Many employers now a day offers the following welfare amenities voluntarily.

Statutory Employee’s Welfare Provision Employers are required to offer welfare facilities to workers under different labour laws. These are given below:

The Factories Act 1948 This act provides the following services to worker: • Washing facilities to male and female workers separately. • Facilities for storing and during clothes. • Facilities for occasional rest for workers who work in a standing position for long hours. • First aid boxes or cup boards one for every 150 workers and the ambulance facilities if there are more than 500 workers. • Canteens, where there are more than 250 workers. Shelters, rest rooms and lunchrooms where over 150 workers are employed. • Creche, if 30 or more workers are employed. • Welfare officer, if 500 or more workers are employed.

Non-Statutory Employees Welfare (1)

Education:

A scheme of workers education was envisaged on all India bases by the government of India, way back in 1957. The scheme had four main objectives. • To develop strong unions through trained officials and more enlightened members. • To develop leadership from the rank and file. • To equip organised labour to take its place in 9 democratic societies and discharge its social and economic function. • To promote among workers a greater understanding of the problems of their economic environment and their privileges and obligations as unions members and official and as citizen. After assessing the scheme the National Commission on labour, 1969 (NCL) felt that scheme is not perfect and requires improvement. The committee on labour welfare 1969 recommended that trade unions should assume on active role in educating workers and run school for promoting literacy among the children of workers. To be effective the programme of workers education should be formulated administered and implemented by the trade union themselves.

(2) Transportation: The committee on labour welfare 1969, recommended the provision of transport facilities to workers so that they can reach the work place punctually and comfortable, most employers have, how even recognised the workers need for transport services and therefore responded favourably by providing company owned/leased vehicles to workers in major industrial centers- especially in the private sector. They have also come out with innovative financing schemes in recent times enabling workers to buy their own bicycle, scooters, motorcycle etc.

(3)

Housing:

Housing is the primary need of a family in civilized life without of roof to cover his head, the worker naturally feels frustrated about his poor standard of living in big cities. Good houses mean possibility of home life happiness and health; bad houses spell squalor, drink, diseases, immorality crime etc. Overcrowding of people in dark quarter in slum areas is mainly responsible for the outbreak of tuberculosis. According to Radha Kamal Mukherjee “In the thousand slums of the industrial centres, manhood is unquestiable brutalised womanhood dishonoured and childhood poisoned at its very source. Recognising the need for housing accommodation. An industrial housing scheme was introduced in 1952. Under this scheme the central government offers loans to industrial workers for constructing houses at confessional rates. The low-income grouphousing scheme (1954) subsidized housing scheme for economically weaker section of society (1952). Rural house site-cum-hut construction scheme for landless workers (1972) has been introduced to reduce the housing shortage to workers. The government has also introduced housing scheme for winners and plantation workers in early 50s. Housing scheme for dockworkers was drawn up in 1964. To reduce shortage of housing units in major industrial centers the central government must extend it’s helping hand in a big way. Employers and housing finance institution must also join hand to improve the lot of workers. The problem of housing in India is of such a nasty climenslon that no single agency can reasonably be expected to solve it.

Other facilities: Other amenities such as washing facilities, drinking water provision of first aid box, rest room, canteens, recreation centres have more or less, because statutory obligation of employers now a days. Consumer cooperative societies have also been flooded in various units to meet the credit needs of industrial workers.

Employers: Enlightened employers like TISCO, Hindustan lever, Godrej, L&T Siemens, Voltas, Philips, HMTY, LIC, and B.H.E.L. have undertaken welfare activities in the interest of workers. The management of TISCO runs a well-equipped hospital in Jamshedpur, supported by health centers and dispensaries in different residential gymnasiums. Clubs, & school are also set up by TISCO for the benefit of workers. Employers association have also joined hand with employers in doing some welfare work for their workers. The Indian jute mill Association, The Bombay mill owner Association are worth mentioning here medical educational recreation facilities are also extended in paper, sugar, steel, engineering industries also by the “employers to employers” association.

QUESTIONNAIRE (TRADE UNIONS) 1. Do you think that your union is fulfilling its basic objective, “harmonizing the relationship between management and workers”? Table no. 1 S.No. Response a. Yes b. No

No. Of response 20

Total

% 100

0

0

20

100

Table no.1 is showing the responses regarding question no.1 where we have received (100%) positive answers. It shows that trade unions accept the importance of unions & their role in the organisation. They accept that trade unions are helpful in harmonising the relationship between the management and workers.

b 0%

a b

a 100%

Graph no. 1

2. Do you think that you are raising the life standard of workers and also the developing the company? Table no. 2 S.No. Response No. Of response a. Raising the life standard 0 b. Development of the company 6 c. Both 14 d. 0 None of them 20 Total

% 0 30 70 0 100

In the table no.2 we have received responses of question no. 2 in which 70% trade unions members responded that they are helpful in raising the life standard of workers as well as developing the company other 30% said that they are helpful in the development of the company.

d a 0%

b 30% a b c d

c 70%

Graph no. 2

3. Which of the following steps you would take in order to solve the problems of workers? Table no. 3 S.No. Response No. Of response 1. Through communication 18 2. Through Notices 2 3. Gheroas 0 4. 0 Lockout 5. 0 Strikes 20 Total

% 90 10 0 0 0 100

Most of the trade unions are peace oriented they don’t believe in any militant/negative activities which has shown by the table no. 3. 90% of the trade union wants to solve their problems through communication (peaceful talk) and other 10% through notice.

b 10%

ce d 0% a b c d e a 90%

Graph no. 3 4. What steps or programmes you would organised for the welfare of the company?

Table no. 4 S.No. Response No. Of response a. Provide training to workers 8 b. Awareness programmes 6 c. Social programmes 2 d. 4 Corporation by the management 20 Total

% 40 30 10 20 100

Table no. 4 shows that for the welfare of the workers (40%) trade union responded that they provided training to the workers, (30%) responded they organise awareness programmes, (20%) provide corporation by the management while (10%) responded that they organised social programmes.

d 20% a 40%

a b

c 10%

c d b 30%

Graph no. 4

5. Are more number of trade unions an obstacle for the development of the company? Table no. 5 S.No. Response a. Yes b. No

%

No. Of response 15

Total

75

5

25

20

100

Regarding this question we have received 15(75%) responses as “yes” and 5(25%) responses in “no” it shows that trade union leaders and members themselves consider that more no. of unions are an obstacle for company development so they also suggested reducing the numbers of trade unions in organisation.

b 25%

a b a 75%

Graph no. 5

6. What are the reasons for the more numbers of unions in an organisation? Table no. 6 S.No. Response a. Individual welfare b. Giving preference to personnel benefits c. Personnel welfare Total

%

No. Of response 6 8

30 40

6 20

30 100

Table no.6 shows that 40% trade union members says that the reasons behind more numbers of unions is that they give preference to personnel benefits and 30% says that they give preference to individual welfare and personnel

c 30%

a 30% a b c

b 40%

Graph no. 6 7. For the welfare of the workers whether all the unions should come on the same platform to communicate with the management?

Table no. 7 S.No. Response a. Yes b. No

No. Of response 18

Total

% 90

2

10

20

100

Pertaining to question no.7 we have received 90% positive response and 10% negative response which shows that all unions should come on the same platform to communicate with the management for workers welfare.

b 10%

a b

a 90%

Graph no. 7 8. Is the effect of unions is decreasing, in present scenario? Table no. 8 S.No. Response

No. Of response

%

a. b.

Yes No Total

12

60

8

40

20

100

Table no.8 showing the responses that 60% trade union members are agreed that the effect of union is decreasing and 40% are disagreed with this.

b 40% a b a 60%

Graph no. 8 9. Are you satisfied by the welfare schemes of the employees in BHEL Jhansi? Table no. 9 S.No. % Response No. Of response a. Fully satisfied 2 10 b. Satisfied 18 90 c. Unsatisfied 0 0 d. 0 0 Fully unsatisfied 20 100 Total

In the table no.9 we have received responses that 10% trade union members are fully satisfied and 90% are just satisfied by the welfare schemes of the employees in BHEL Jhansi. No one is unsatisfied.

c d 0%

a 10% a b c d

b 90%

Graph no. 9

10. Do you accept third party intervention in case of any industrial dispute? Table no. 10 S.No. Response a. Yes b. No

No. Of response 6

Total

% 30

14

70

20

100

Table no. 10 shows that (70%) of the trade union discarded third party intervention and the remaining (30%) accepted the any kind of intervention.

a 30% a b b 70%

Graph no. 10

SUMMARY: After the analyzing questionnaire and it is coming out that trade unions understand their role in the organization and try to fulfil their basic objective of harmonizing the relationship between workers and management. They are well aware of factories act and labour laws. The most striking fact which is coming out from the survey that is, more number of trade unions are an obstacle for the development the company which is also accepted by the trade union leaders and their workers and suggested to reduce the number of trade union so as to lessen the inter-rivalry and intra-rivalry and improving the industrial relationship. Another fact which came out from this survey that trade union leaders are concerned about workers and they struggle against management for its irrational policies if those are not in favour of workers.

QUESTONNAIRE (FOR MANAGEMENT) 1.What kind of communication channel you prefer between you and workers for management policies and procedure? Table no. 11 S.No. Response No. Of response a. Direct communication 22 b. Through trade union 8 c. Both 20 50 Total

% 44 16 40 100

In the table no. 11 we have received 22 (44%) positive response for the first option, remaining 8(16%) for the second option and 20(40%) for the third option. It shows that 44% of the management wants direct communication with workers and 40% wants both the procedures for communication.

c 40%

a 44%

a b c

b 16%

Graph no. 11

2. What kind of personality development programme organised by the management? Table no. 12 S.No.

Response No. Of response a. Training programme 39 b. Touring programme 3 c. Higher education programme 8 50 Total

% 78 6 16 100

Response of question no.2 shows that 78% training programme organised by the management for personality development and sometimes touring programmes and higher education programmes are also organised but these are limited.

c 16% b 6%

a b c a 78%

Graph no. 12 3.Do you think that all the statutory/non statutory benefits provided to workers are reviewed and implemented at regular period of time? Table no. 13 S.No. Response

No. Of response

%

a. b.

Yes No Total

36

72

14

28

50

100

In the table no. 13 regarding question no.3 we have received 72% answer in favour of first option which shows that all the statutory and non-statutory benefits reviewed and implemented at regular period of time and 28% says that benefits are not reviewed at regular period of time.

b 28% a b a 72%

Graph no. 13 4. What kind of method used by the trade unions to express their dissatisfaction? Table no. 14 S.No. Response a. Lockout b. Strikes c. Gheroas d. Peacefully table talk

No. Of response 0 14 3 27

% 0 29 6 53

e.

Dharna Total

6

12

50

100

Most of the trade unions are peace oriented they don’t believe in any militant/negative activities which has shown by the table no.14. 53% responses came in the favour peacefully table talk. Sometimes they also use other tools for making their demands acceptable for the organisation, which are strikes, Gheroas and Dharna but percentage of using these tools are very less.

e 12%

a 0%

b 28%

a b c d

c 6%

d 54%

e

Graph no. 14 5.In case of peacefully talk what’s steps are taken by the management regarding this matter? Table no. 15 S.No. Response No. Of response a. Timely talk with unions 25 b. Open meetings with workers 10 c. Timely 10 Implementation/solution

% 50 20 20

d.

Any grievance committee Total

5

10

50

100

This is the continuation of question no.4 table no.15 shows different steps taken by the management in case of table talk, 50% came in favour of timely talk with unions so that they could able to reach their policies to workers at time. Sometimes open meetings (20%) are also organised by the management. Management also believe in creating any grievance committee only (10%) at management level for knowing the workers problem & recommended the solution to higher management.

d 10% c 20%

a b a 50%

c d

b 20%

Graph no. 15 6. In present scenario, trade unions are active for what? Table no. 16 S.No. Response a. In favour of workers b. For their own benefit c. For both

No. Of response 22 8 17

% 44 16 34

d.

3

6

50

100

Can’t say Total

In the table. no. 16. It shows that 44% of the management thinks trade unions are active for the workers, 16% thinks they works for their own benefits & 34% are in the favour of both while 6% doesn’t share their views.

d 6% a 44%

c 34%

a b c d

b 16%

Graph no. 16 1. Giving more rights to unions will affect in decisions making and the development of the company? Table no. 17 S.No. Response a. Yes b. No

No. Of response 31

Total

% 62

19

38

50

100

In the table no. 17 regarding question no.7 we have received 62% answer in favour of first option which shows that giving more rights to unions will effect in decisions making and the development of the company while 38% says that it doesn’t effect.

b 38% a b a 62%

Graph no. 17 8. In present globalized environment, for the development of the organisation is it necessary to have union? Table no. 18 S.No. Response a. Yes b. No

No. Of response 34

Total

% 68

16

32

50

100

In the table no. 18 regarding question no.8 we have received 68% answer in favour of first option which shows that it is necessary to have unions for the development of the organisation and 32% doesn’t think unions are important in an organisation.

b 32% a b a 68%

Graph no. 18

9. In present scenario of globalisation and liberalization, the role and effect of unions are decreasing? Table no. 19 S.No. Response a. Yes b. No

No. Of response 22

Total

% 44

28

56

50

100

According to the response of this question, in the present scenario of globalisation and liberalization 56% thinks that the role and effect of unions are not decreasing while 44% thinks in the against.

a 44%

a b

b 56%

Graph no. 19

10. Without involvement of trade unions which kind of relationship with workers you have maintained? Table no. 20 S.No. Response a. Very good b. Good c. Satisfactory d. Dissatisfactory Total

No. Of response 14 19 17 0 50

% 28 38 34 0 100

These responses show that without the involvement of trade union management maintained good (38%), satisfactory (34%) and very good (28%) relationship with the workers.

c 34%

d 0%

a 28% a b c d b 38%

Graph no. 20

SUMMARY: After the analysis it came out from survey that management and trade unions maintained a sound and spontaneous relationship in the organization except sometimes, they have strained relationship on some matters like presently trade unions are not satisfied with the promotional policies of the management. According to management trade unions also maintained good relationship with workers and they are concerned about the workers welfare. Management provides all kind of statutory & non-statutory benefits to the workers and at regular period of time they provide different kind of training programme to educate and develop them. Management and trade union both are peace oriented and always try to resolve the disputed matters through peaceful talk.

QUESTIONNAIRE (FOR WORKERS) 1. How is the relation between workers and your union leaders? Table no. 21 S.No. Response a. Harmonious b. General c. Formal d. Moderate e. Tensionful

No. Of response 46 138 6 4

Total

% 23 69 3 2

6

3

200

100

In the table no. 21 regarding question no.1, most of the workers thinks that the relation between them and union leaders are general(69%) & harmonious (23%).

e d c 3% 2% 3%

a 23% a b c d e

b 69%

Graph no. 21

2. How is the relation between trade unions and management? Table no. 22 S.No. Response a. Harmonious b. General c. Formal d. Moderate e. Tensionful

No. Of response 42 132 16 4

Total

% 21 66 8 2

6

3

200

100

In the table no. 22 regarding question no.2, most of the workers thinks that the relation between management and trade unions are general (66%) & harmonious (21%).

c 8%

e d 2% 3%

a 21% a b c d e

b 66%

Graph no. 22

3. How you convey your needs and complaints to management? Table no. 23 S.No. Response No. Of response a. Self 128 b. Through colleague workers 32 c. Through union leader 36 d. 4 There is no union 200 Total

% 64 16 18 2 100

Most of workers convey their needs and complaints to management by themselves (64%) while some workers prefer to colleague workers (16%) or union leader (18%).

c 18%

d 2% a b c

b 16%

a 64%

Graph no. 23

d

4. Would you like to accept third party intervention in case of industrial disputes? Table no. 24 S.No. Response a. Yes b. No

%

No. Of response 72

Total

36

128

64

200

100

When this question asked by the workers during the survey we have received 128(64%) responses in against which means they are not ready to accept the third party intervention so it is analysed that in case of disputes they have complete faith on management policies. Remaining 72(36%) workers don’t rely on management policies regarding industrial disputes.

a 36% a b b 64%

Graph no. 24

5. Are you aware of factories Act? Table no. 25 S.No. Response a. Yes b. No

No. Of response 174

Total

% 87

26

13

200

100

Table no.25 representing the awareness level of the workers about factories Act, 87% workers responded, as they are aware of factories Act and remaining 13% of the workers are unaware of factories Act.

b 13%

a b

a 87%

Graph no. 25

6. Either any programme organised by management or by the trade unions to make you aware of factories act? Table no. 26 S.No. Response

No. Of response

%

a. b. c.

Yes No To some extend Total

100 38 62 200

50 19 31 100

Regarding this question we have received 50%(100) responses, that this kind of programme organised by the management, 19%(38) responded negatively and 31%(62) said that they are satisfied to some extent. During the survey it was found that these kinds of programmes don’t organized by the trade unions directly but during their road meetings they try to make them aware time to time.

c 31% a b

a 50%

c

b 19%

Graph no. 26 7. Do trade unions act properly for labour welfare? Table no. 27 S.No. Response a. Yes b. No c. Can’t say Total

No. Of response 132 56 22 200

% 63 27 10 100

According to table no.27, 63% of the responses are in favour that trade unions work properly for labour welfare 27% are against and 10% can’t say anything.

c 10% b 27%

a b c

a 63%

Graph no. 27

8. Trade unions do not work properly, why? Table no. 28 S.No. Response No. Of response a. Selfish elements 48 b. Lack of coordination with 48 management c. Preference to personal work 54 d. 50 All of the above 200 Total

% 24 24 27 25 100

Regarding this question we got the responses as that 27% workers thinks trade unions do not work properly because they give preference to personal work and 24% workers responded as because of selfish elements and lack of coordination with management while 25% workers are in the favour of all the above options.

a 24%

d 25%

a b c d b 24%

c 27%

Graph no. 28

9. In your opinion, unions works for workers benefits or for management? Table no. 29 S.No. Response a. For workers b. For management c. For union leader’s d. Can’t say Total

No. Of response 128 40 26 6 200

% 64 20 13 3 100

These responses shows that 64% of workers are in favour that trade unions works for the workers benefits, 20% responded that they work for management and 13% says they works for union leaders while 3% can’t says anything.

c 13%

d 3% a b c

b 20%

d

a 64%

Graph no. 29

10. Do you think, if there were no trade unions then it is more beneficial for organisation? Table no. 30 S.No. Response a. Yes b. No c. Can’t say Total

No. Of response 30 164 6 200

% 15 82 3 100

In question no.10, (82%)workers responded that trade unions are beneficial for the organisation and (15%) workers responded against this while (3%)workers can’t say any thing about this.

c 3%

a 15% a b c

b 82%

Graph no. 30

11. In your opinion, union numbers should be one or more? Table no. 31 S.No. Response a. One b. Two c. More Total

No. Of response 4 180 16 200

% 2 90 8 100

Table no.31 shows that how many trade unions are acceptable by the workers in the organisation. 90% of workers wants only 2 unions in the organisation, 2% wants only 1 union while 8% of workers can accept more than 2 unions.

c 8%

a 2%

a b c

b 90%

Graph no. 31

12. Are you satisfied with unions works? Table no. 32 S.No. Response a. Fully satisfied b. Partially satisfied c. Fully dissatisfied d. Moderate e. Tensionful Total

No. Of response 26 146 14 10

% 13 73 7 5

4

2

200

100

Table no.32 shows the satisfaction level of workers regarding the role of trade unions in the organisation. This table clearly shows that the workers are not fully satisfied with the unions only (13%) workers are fully satisfied. Most of the workers are partially satisfied. Remaining either fully dissatisfied or moderate or Tensionful.

c 7%

d 5%

e 2%

a 13% a b c d e

b 73%

Graph no. 32 13.(a) If satisfied then why? Table no. 33 S.No. Response No. Of response a. Secure the objective of unions 22 b. Security from management’s 98 monopoly c. Unity in workers through 38 unions d. 32 Desired fulfilled through unions e. 10 Above all 200 Total

% 11 49 19 16 5 100

Regarding this worker responded that (49%) trade unions provide security from management monopoly, (19%) thinks that workers get united through unions, (16%) responded that union fulfilled their desire while (11%) workers are in the favour that union secure the objectives.

d 16%

e 5%

a 11% a b c d

c 19%

b 49%

e

Graph no. 33

13.(b) If dissatisfied then why? Table no. 34 S NO> Response No. Of response a. Improper working by unions 132 b. Puppet of management 42 c. Inactive union 8 d. 10 Leaders of unions are corrupted e. 8 Emotional harassment of workers by union 200 Total

% 66 21 4 5 44 100

According to the responses of the workers, they are dissatisfied because (66%) workers thinks that unions are not working properly, (21%) responded that they are puppet of management while (44%) responded that unions emotionally harasses the workers.

c 4%

d 5%

e 4% a

b 21%

b c d a 66%

e

Graph no. 34

14. Are trade unions helpful in harmonising the relationship with management? Table no. 35 S.No. Response a. Yes b. No

No. Of response 140

Total

% 70

60

30

200

100

Although workers are not completely satisfied with the trade union but they have given (70%) response to first option in which they consider that trade unions are helpful in establishing the good relationship with the management and remaining (30%) said that they are not helpful.

b 30% a b a 70%

Graph no. 35

15. What efforts should be done by unions for workers welfare? Table no. 36 S.No. Response No. Of response a. Dedication for work 28 b. Dutiful and liable 38 c. Organise awareness 38 workshops d. 96 Honest and transparent 200 Total

% 14 19 19 48 100

Table no. 36 shows that workers responded, trade unions must be honest and transparent towards workers welfare, (19%) responded that they should be dutiful and liable as well as organise awareness workshops while (14%) responded that they should dedicated towards works.

a 14% b 19%

d 48%

a b c d

c 19%

Graph no. 36

SUMMARY: This analysis which is based on workers questionnaire has given the correct view of the organization. After the analyzing, the very fact which came out is that workers are partially satisfied with the trade unions. During the survey it was found that those who are close to the trade unions are satisfied with them but those who are neutral to them are not satisfied with them. Although workers are no satisfied with them but still they consider that trade unions are helpful in harmonizing the relationship between management and workers in some extent also accept their existence in the organization for their betterment.

SUGGESTIONS B.H.E.L. Jhansi a very good Industrial relationship is maintained between trade union and management. Although trade union in B.H.E.L. Jhansi are well disciplined and workers well framed oriented but still there is some lapses in trade unions policies which make workers discontented. So for the purpose of removing all those weaknesses and lapses and to maintain good industrial relations management and workers themselves give few suggestions to the trade union leader and members during the survey, which are:1. Apathetic attitude of trade union towards work and workers create the climate of unrest and annoyance. So it is needed that they must devoted and dedicated them towards work so as to increase the productivity and profitability of the organization. 2. Trade union must organized training programme for workers which can increase their level of awareness and develop them for more advance technology. 3. Most of the workers believe that management and trade union both is the chip of the same block. They all are involved in personal satisfaction and not a bit concerned about workers so they must create the climate of believe and faithfulness among the workers. 4. Personal benefits by the union leader should be abolished. By following all the suggestion trade union may prove productive for the organization which directly or indirectly benefited the industry, nation and more that is benefited to humanity.

very HEALTHY INDUSTRIAL RELATIONSHIP is maintained between workers (trade union) and management in B.H.E.L. JHANSI. In

this

way,

a

CONCLUSION

After analysis every aspect by the data obtained through personal interview questionnaires, the main substance that is extracted is that “a very healthy industrial relationship is maintaining between the trade unions and management in B.H.E.L. Jhansi”. Trade unions are essential part of the organization, without the mediation of trade union management can’t communicate with the workers properly because trade unions are close to the workers so they can easily interact with them, can understand their problems in better manner. In case of the BHEL all the seven trade unions believes in peaceful table talk none of them involves in any kind of destruction negative activities. Although workers are not fully satisfied with the trade union’s polices but still they consider that unions play important role in the organization for their welfare. Trade union act as bargainers for demanding the fair wages from management for them and also act as enemies if they find that management is trying to exploit the workers. To achieve their objective, trade union may employ a variety of means- the means depend upon the attitude of the management regarding the matter. On the other hand, participative type of management occurs in B.H.E.L. Jhansi. Under this type, labour is treated as equal footing by the management that is neither as a “commodity nor as a child but as an ally and a friend”, even a partner in the joint endeavour of improving the efficiency and productivity of the enterprise. Every police which is made by the management has got the full support of the trade union which was in power. Management also accept the importance of the trade union in an enterprise.

SOME MORE SUGGESTIONS FOR ORGANIZATION 1. Number of trade union must be decreased so as to reduce the inter rivalry and intra rivalry in the organization. 2. Management must talk to representative of trade unions timely to make them aware of the new polices. 3. Management must have complete faith on the workers. 4. Management and trade union must work as team and provide workers adequate support to enhance their efficiency. 5. Higher management should need to reduce the lower grade management so that it can reduce the over-head. 6. Management should adopt fair polices for all workers. 7. Management should constitute a grievance committee which can understand the problem of workers and recommend the solution to management. 8. Adopt positive attitude towards workers. 9. Surveys regarding the problems in plant should be done frequently. 10. Management should give equal respect for the suggestion for problems from the worker level. By acting on the above suggestion by both “trade union and management”, a healthy INDUSTRIAL RELATIONSHIP will be maintained at B.H.E.L. JHANSI.

FOR MANAGEMENT 1. Management should deal strictly for stopping of corruption which occur in the production line managers occasionally. So that workers remain satisfy. 2. Selection of right person at right place at right time should adopted by the management. 3. Fair selection of sports men should done by committees without any pressure.

ISSUES TAKEN REGARDING B.H.E.L., JHANSI 1. Maintenance of golf ground in BHEL, Jhansi. 2. Doctor’s problem in BHEL hospital. 3. Workers have to wear liberty shoes due to union. 4. Fear of unions among production line managers. 5. Issue of Jayanti bhawan in BHEL, Jhansi. 6. Role of unions in recruitment process. 7. Role of unions in selection of sportsmen. 8. Issue of spittoons in BHEL, Jhansi. 9. Issue of social responsibility for both management & unions. 10. Work of contact labour in superior house without payment. 11. Purchasing of locomotives part 150 crores in BHEL, Jhansi by the management officials without any order. 12. Issue of safety shoes in boiler house & fabrication.

BIBILIOGRAPHY I have taken the reference of the following books, journals & websites to collect information related to my project. 2. 3. 4. 5. 6. 7.

Industrial Relation – C.B.MAMORIA Elements of Mercantile Law – N.D. KAPOOR Research Methodology – C. R.KOTHARI Dynamics of Industrial Relation Essential of Human Resource Management and Industrial Relation. Personnel Management – Ashvathama, S. Sharma

1. www.bhel.com 2. www.bheljhs.co.in 3. www.google.com