OST - TCIL final

Mickey Thomas
June 7, 2016
AN ORGANIZATION STRUCTURE
STUDY
Note: All presented data is illustrative only.

Copyright©2013TheNielsenCompany.Confidentialandproprietary.
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HISTORY OF THE ORGANIZATION
• Formed in 1920, Headquartered in Kolkata, the Company’s Works is located at
Jamshedpur, Jharkhand. There are presently 11 offices in India and a distribution
network with 16 stocking points.
• TCIL was the first to set up a mixed line, equipped for creating both Electrolytic
Tinplate (ETP) and Tin Free Steel (TFS).
• Today, TCIL is the main indigenous maker of quality included Tinplate and TFS for
handled sustenance, battery, dairy item, refreshment and soda crown tops in
both single diminished and twofold lessened structures.

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VISION, MISSION & OBJECTIVES
• VISION - Be an industry leader in value creation, servicing packaging needs and
creating a greener future.
• MISSION - Service customer requirements of green packaging by offering reliable
cost-effective and value added tin mill products.
• OBJECTIVES and STRATEGIC GOALS –
1. Create and enhance value for the stakeholders through growth and
competitiveness.
2. Reach status of supplier of choice for tin mill products from Asia.
3. Establish as exemplar in corporate sustainability and
4. Create an exciting and safe workplace for our employees

4

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PROFILE OF PRODUCTS AND SERVICES
• ETP (Electrolytic Tinplate Products)
• Double Reduced Tinplate Sheets (DRTS)
• Electrolytic Tinplating Line
• Open Top Sanitary Cans

6

7

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ORGANIZATION STRUCTURE
Mr. Tarun Kumar Daga-Managing Director
Mr. Chacko Joseph-Chief Financial Officer
Mr. Santosh Antony-Vice President -Marketing & Sales
Mr. S Venkat Raman-Deputy General Manager - Works
Mr. Harjit Singh-Chief (Corporate Services)
Dr. Atul Srivastava-Chief (Medical Services)
Mr. Kaushik Seal-Company Secretary

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POLICIES AND PROCEDURES
• Quality Policy - TCIL will carry out its Responsibility to improve the quality of life
of the communities it serves by ensuring Integrity and Excellence in all its
activities.
• Human Resource Policy – TCIL maintains a congenial & harmonious work
environment to enrich the quality of life of our employees and be an "employer
of choice" to improve our competitiveness.
• Visitors Policy & Document Retention and Archival Policy
• Health and Safety Policy - The safety and health of all the people who work in
and with The Tinplate Company Of India Limited is our number one priority.
• Sexual Harassment (Prevention) Policy
• HIV/AIDS Policy

10
FUNCTIONS OF VARIOUS DEPARTMENTS
• HR Dept
• Finance Dept
• Marketing Dept
• I.T Dept.
• Operations Dept

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STRENGTHS
• Profound learning of tin plate business and worth chain.
• Item Diversification.
• Integration/Proximity to TSL for HRC supply.
• Downstream capacities.
• Item cost intensity general TSL-TCIL
• Continuous water and power supply.
WEAKNESS
• Accessibility of wearying abilities.
• Low in-house R&D abilities.
• Association with nourishment processors/filters.
• Scrutinize Management ineffectiveness.
SWOT ANALYSIS

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OPPORTUNITIES
• Developing Indian nourishment handling industry.
• Developing business sector in the India's region.
• Low per capita tinplate utilization.
• Organization with key suppliers.
• Expansion all together comparable plating business.
THREATS
• Operational Size.
• Developing utilization of substitute bundling.
• Plausible head chasing of learning laborers.
• Dumping of tinplate in India.
• Exploration of an environment sensitive plastic material .
• Acknowledgement of normal evaluation Tinplate as standard from Japan/Korea
at lower rates.

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KEY RESULT AREAS & ACTIVITIES
• Overseeing the production process, drawing up a production schedule.
• Establishes systems controls for and procedures for financial and accounting
systems to achieve corporate objectives.
• Take initiatives for brand visibility and popularity.
• Contribute to a safe work environment by complying with company
Occupational Health, and Safety System and safe work practices.
• Provide a role model for all staff in the department by demonstrating
responsibility and accountability and striving for excellence in personal
performance.
• Identify the competency requirements for all staff in the team.
• Maintain a high level of product quality of in line with internal and customers’
expectations and requirements.
• Coordinate labour, workflow and materials over shifts to achieve on time
delivery and quality.
• Recruitment/Selection

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ORGANIZATION DESIGN FACTORS & APPROACH
• Organizational size
• Organization life cycle
• Environment
• Customer Interaction
• Data Sensitivity

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ORGANIZATIONAL STRUCTURE : DESIGN
• Work Specialization - Employees within each department perform only the tasks
related to their specialized function. This is the concept which is followed in TCIL.
• TCIL follows different unity of command based on the department and also the
type of project. Sometimes, however, TCIL deliberately breaks the chain of
command, such as when a project team is created to work on a special project.
• Functional Authority - TCIL follows a Functional Structure Approach. This
approach implies that the team groups are created as per a specific function in a
bottom-up manner. This is evolved from the most common type of structural
design and is evolved from the concept of high specialization, high control
framework tuned towards high efficiency.
• TCIL staff managers enjoy functional authority i.e. they can issue orders down
the chain of command within the very narrow limits of their authority. This
provides skill specialization and improved coordination.
• TCIL solves the problem of overlapping relationship by clear designation of
individual activities that they have authority over.

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SIGNIFICANT FACTORS FOR SUCCESS
• Cash Operating costs
• Harnessing technological revolution
• Profitability
• Balance Sheet
• Dominance country / region
• Domestic market growth
• Expanding capacity
• Access to outside funds
• Cost-cutting efforts
• Downstream businesses
• Environment and Safety
• Iron ore and coal mines Liability for retired workers
• Location to procure raw materials

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SYSTEM OF ACCOUNTING FOLLOWED
• Basis for Accounting
• Revenue Recognition
• Employee Benefits
• Fixed Assets
• Depreciation
• Foreign Currency Transactions
• Investments
• Inventories
• Relining Expenses
• R&D
• Deferred Tax

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PRODUCT PROMOTIONAL MEASURES
• TCIL has embarked on a Viable Vision strategy as a guiding light towards
becoming a flourishing company. Their main drive was to establish, capitalize
and sustain a decisive competitive edge
• During the last few years, TCIL has fully transformed their sales approach. They
have changed from selling products to selling solutions, from price based selling
to value based selling. Their sales people are now equipped to comprehend that
more and more that chasing orders is not the key for growth; that they should
possess the skills to close business deals.
• TCIL has worked on a long term strategy to increase client base and also reduce
dependency on a specific set of big clients. For this they have ensured that TCIL
provides a good product mix to its competitors and addresses needs pf various
competitors irrespective of their size.

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CAREER PLANNING AND PROMOTION POLICY
• TCIL provides training to its employees and this form the basis of the promotion
policy. The employees receive training in various institutes and based on their
learning and calibre they are given promotion.
• Tata Management Development Centre (TMDC) also provides employees the
following benefits to employees.
• Talent management for Senior leadership
• Global Managers Program
• Foreign Language class and cross cultural tool kit.
• Gurukul series programs for building functional capabilities
• Project Management
• Supply Chain Management
• Program to meet organizations’ growth aspirations

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TRAINING MEASURES
• Pre-employment training
• Post-Employment Training - Post-employment training is given to employees
working in the plant. To cater to the need of such training programmes,
extensive plant wide training need assessment (TNA) is conducted to identify
and collect the training needs of employees.
• To bridge functional skill gaps and to identify candidates for focussed learning in
line with the current and future needs of TCIL, a scheme called ‘Directed
Learning Initiatives’ was introduced in TCIL.
• With a view to augment the technical capabilities of the employees, a pilot
programme in line with the Technical Competency Assessment System was
introduced in TCIL

21
HUMAN RESOURCE DEVELOPMENT
• Employee Participation – TCIL encourages mid-year and year-end talent reviews
through the Performance Management System known as EDGE. The
effectiveness of communication mechanism is measured through continuous
and regular feedback, satisfaction surveys, Employee Opinion Survey, intranet
usage.
• Leadership Development - During the year, the Company continued to support
and send senior executives to world-class leadership development programmes
at some of the world’s leading management development institutes.
• Employee Safety - TCIL has identified 2063 problem areas which are prone to
accidents and risks. A special Task Force has been formed in July 2002 which
focuses on safety of the people. Tinplate Hospital takes care of the health check-
ups of the employees.
• Employee Retention - Bonus during festivals.

22
EMPLOYEE WELFARE MEASURES
• Housing - The company has built 16, 698 quarters for employees and encourages
employees to construct their own homes.
• Medical - Health services are provided free-of-charge to company employees
and their families. Many of the hospitals are well equipped with the latest
medical equipment and treatment options.
• Education - All children attend school, and many night schools, technical schools,
and adult literary classes have been established for working adults. Furthermore,
scholarships are offered to children of employees.
• Family Benefit Scheme - In the tragic case of a fatality in the Works, a monthly
pension equal to the amount of the last drawn salary of the deceased is given to
the legal heir until the time the deceased would have attained the age of 60.
• Higher Studies

23
ANNUAL FINANCIAL ANALYSIS
Annual Results in brief
(Rs crore)
Mar ' 16 Mar ' 15 Mar ' 14 Mar ' 13 Mar ' 12
Sales 833.9 911.16 1,059.07 877.16 627.03
Operating profit 165.94 123.85 147.54 111.44 74.39
Interest 6.05 12.21 21.15 25.28 17.27
Gross profit 177.95 139.19 151.88 107.55 76.09
EPS (Rs) 7 4.26 5.99 2.69 1.58
NSE Symbol: TINPLATE

24
PLANS FOR GROWTH OF THE ORGANIZATION
• TCIL will follow short- to medium-term pricing strategy, which helps in flexibility.
Ensure optimum capacity utilization through small-lot supplies.
• TCIL had ongoing expansion projects to double its capacity to 380,000MT
• The only area which had a greater focus than before was working capital and
cash management. TCIL followed a tight credit policy during this phase with
increasing securitization and insurance coverage. There was a shift from ‘made-
to-stock’ to ‘made-to-order’ inventory practice.
• TCIL interact with brand marketers to understand their changing needs. The
focus is to engage with brand owners on matters that go beyond discussing input
raw material prices.
• There have been new designs in the shapes of cans and innovation in
convenience features such as easy-open ends and they look forward to keep that
in the future too.

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RECOMMENDATIONS
• Involve employees from all levels during the planning stage. In addition to
offering unique insights, these employees can help other employees informed
of the planning process while spreading excitement about the change.
• Explain thoroughly the reasons for the change, as well as the benefits that it
will afford to individual departments.
• Adoption of a Third Party Work Flow software will be crucial for establishing
the proper path a document must follow in order for that document to be used
effectively. The software will also help to keep a track of the status of a
document in the chain of command and faster resolution issues.
• A constant system of checks and feedback can help to ensure that the
corporate structure is working properly and that all information is being
received.
• More decision making power should be distributed among Top and middle
Level Management. This will aid in equal shouldering of responsibility while
making business decisions.

26
BIBLIOGRAPHY
• www.tatatinplate.com
• www.tata.com/company/profile/The-Tinplate-Company-of-India
• www.google.com

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