This document describes a new outsourced instrumentation and electrical operations and maintenance (O&M) service for power plants. It discusses gaps in current O&M services in India, including lack of experience, trained manpower, quality focus, and proper contracts. It also cites opportunities for O&M outsourcing due to capacity additions by inexperienced private entities, manpower shortages, and use of imported equipment. The proposed new service would address these issues through specialized expertise, access to skilled personnel, and technical know-how to properly maintain various power plant equipment and systems.
The document discusses Lucas-TVS, an Indian auto-components company that won the Deming Prize award. It provides details about:
1. The history and criteria of the Deming Prize award, which was established to honor Dr. William Deming and recognize top-performing Japanese companies for quality excellence.
2. Lucas-TVS's implementation of total quality management principles and consultation with quality experts to prepare for the rigorous Deming Prize examination process.
3. How winning the award led to quality stabilization, productivity and profit improvements, and higher customer satisfaction for Lucas-TVS. It also discusses the company's subsequent application for the Deming Grand Prize.
4. The key lessons that
Rishabh Daga wants to open an auto repair garage called Come 2 Us (C2U) Auto Repairs in Cardiff, Wales with his friends. C2U will offer superior services like tune-ups, oil changes, and new technologies to gain customers' trust and change perceptions of auto repair shops. The business report outlines C2U's marketing strategies, products/services, target markets, and competitive advantages over other local repair shops and dealerships in Cardiff. C2U aims to provide personalized, hassle-free service and educate customers to increase their vehicles' lifespans.
MTS Driver Recruiters offers flexible and scalable commercial driver recruiting programs to help companies attract qualified drivers. Their programs broadcast job openings directly to over 300,000 drivers, generating candidates faster than traditional methods. They provide options like direct job advertising, outsourcing recruitment, and contract-to-permanent placement. MTS aims to improve clients' recruiting performance and give them an advantage in a competitive market for drivers.
This document provides a pre-feasibility study for an automobile repair and service workshop. It recommends establishing a workshop offering mechanical repairs, denting and painting services, wheel alignment and balancing, and high pressure cleaning. The total project cost is estimated to be 2.94 million BDT. With projected revenues and costs, the internal rate of return is estimated to be 37% with a payback period of 2.5 years, indicating a financially viable investment opportunity.
This resume summarizes the qualifications and experience of Engr. Farhan Ahmed Memon. He has over 15 years of experience in oil marketing retail engineering, project management, and facilities maintenance. He is currently working as an Area Manager for Total Parco Pakistan, overseeing retail outlets across Sindh and Balochistan. Previously, he worked for 10 years at Pakistan State Oil as a senior facilities executive. He holds an MBA in Marketing and a Bachelor's degree in Civil Engineering from NED University.
Sagar Vashisht has over 7 years of experience in mechanical engineering and quality assurance roles at Maruti Suzuki India Limited, the largest passenger car manufacturer in India. He currently works as a Deputy Manager focusing on vendor system upgradation and quality audits. Prior to this, he held roles in market quality assurance and supply chain logistics. Sagar has an M.Tech and B.Tech in Mechanical Engineering and has won awards for quality-related case study competitions. He is looking to build on his experience in a technology-focused environment.
The document discusses Lucas-TVS, an Indian auto-components company that won the Deming Prize award. It provides details about:
1. The history and criteria of the Deming Prize award, which was established to honor Dr. William Deming and recognize top-performing Japanese companies for quality excellence.
2. Lucas-TVS's implementation of total quality management principles and consultation with quality experts to prepare for the rigorous Deming Prize examination process.
3. How winning the award led to quality stabilization, productivity and profit improvements, and higher customer satisfaction for Lucas-TVS. It also discusses the company's subsequent application for the Deming Grand Prize.
4. The key lessons that
Rishabh Daga wants to open an auto repair garage called Come 2 Us (C2U) Auto Repairs in Cardiff, Wales with his friends. C2U will offer superior services like tune-ups, oil changes, and new technologies to gain customers' trust and change perceptions of auto repair shops. The business report outlines C2U's marketing strategies, products/services, target markets, and competitive advantages over other local repair shops and dealerships in Cardiff. C2U aims to provide personalized, hassle-free service and educate customers to increase their vehicles' lifespans.
MTS Driver Recruiters offers flexible and scalable commercial driver recruiting programs to help companies attract qualified drivers. Their programs broadcast job openings directly to over 300,000 drivers, generating candidates faster than traditional methods. They provide options like direct job advertising, outsourcing recruitment, and contract-to-permanent placement. MTS aims to improve clients' recruiting performance and give them an advantage in a competitive market for drivers.
This document provides a pre-feasibility study for an automobile repair and service workshop. It recommends establishing a workshop offering mechanical repairs, denting and painting services, wheel alignment and balancing, and high pressure cleaning. The total project cost is estimated to be 2.94 million BDT. With projected revenues and costs, the internal rate of return is estimated to be 37% with a payback period of 2.5 years, indicating a financially viable investment opportunity.
This resume summarizes the qualifications and experience of Engr. Farhan Ahmed Memon. He has over 15 years of experience in oil marketing retail engineering, project management, and facilities maintenance. He is currently working as an Area Manager for Total Parco Pakistan, overseeing retail outlets across Sindh and Balochistan. Previously, he worked for 10 years at Pakistan State Oil as a senior facilities executive. He holds an MBA in Marketing and a Bachelor's degree in Civil Engineering from NED University.
Sagar Vashisht has over 7 years of experience in mechanical engineering and quality assurance roles at Maruti Suzuki India Limited, the largest passenger car manufacturer in India. He currently works as a Deputy Manager focusing on vendor system upgradation and quality audits. Prior to this, he held roles in market quality assurance and supply chain logistics. Sagar has an M.Tech and B.Tech in Mechanical Engineering and has won awards for quality-related case study competitions. He is looking to build on his experience in a technology-focused environment.
Symphony, a Software and ITES company offers Information Technology Services, Software Development , Software Management and Maintenance , Managed Processes, Consultancy, Products and Project Management to its clients and partners as part of its package-based solutions approach.
The document is a feasibility study for a proposed "Car Care" car service center project in Al Rehab City, Egypt. It includes sections on location selection, legal requirements, market analysis, technical considerations, and financial projections. The market analysis finds demand for additional car cleaning services and projects steadily increasing annual demand and profits over 5 years. The financial analysis shows the project would obtain a bank loan to cover initial costs and generate positive cash flow and returns above the loan interest rate, with a payback period of less than 3 years.
The document describes a training report submitted by Akhilendra Shukla for partial fulfillment of a Bachelor of Technology degree in Mechanical Engineering. The report provides details of a 6-week summer training project completed at Wioska Moldings Private Limited. It includes sections on introduction, management summary, proposed system, and recommendations. The training focused on plastic injection molding processes and helped improve Akhilendra's understanding of designing and fabricating molds.
Hitech Machine Tools is a manufacturing company located in Faridabad, Haryana, India that produces jigs, dies, and other equipment for automotive companies. It was founded in 1996 and has an annual turnover of 3 crores. The company has 50 employees and produces a variety of products including gauges, hydraulic systems, and automotive components. It aims to provide quality products at reasonable prices and good after-sales service to customers. The founder, Mr. Rakesh Sharma, started the company with a goal of supporting the domestic automotive industry in India.
This document is a summer project report submitted by Shubhajit Mitra to partially fulfill the requirements of a PGDM degree. The project involved inventory optimization at Tata Cummins Ltd. by separating unique parts, creating a nomenclature for the part creation process, and defining minimum and maximum quantities for C-class category items. The report includes an introduction to TCL, descriptions of the project and parts creation process, research methodology, and recommendations for creating a nomenclature for part descriptions and defining min-max quantities.
The document is a project report submitted by Shoab Khan detailing the creation of a custom application for Tata Cummins Limited to request and track non-CGD items in Oracle Applications. The project involved designing database tables, developing a form to request items, and a report to view item details. The form allows users to enter item requests which are then routed to approvers. Approved requests are sent to the helpdesk for fulfillment.
Technology Audit Grid for Egyptian SME’S by Magdy El messiry Magdy El Messiry
The document provides a guideline for conducting a technology audit of Egyptian small and medium enterprises using the START methodology. It includes a questionnaire template to collect data on various aspects of a company's technology including human resources, R&D, production, and marketing. The questionnaire data is used to calculate a Technology Index score which can help companies evaluate their technological capabilities and identify areas for improvement.
Research project on customer sentiment indexAditya Basu
First of it's kind Project attempted it India , working closely with VP, Innovation ,conceptualizing and devising a framework to gauge Customer Sentiment Index for the Indian Broadband Industry .The deliverable included :-
• Consider customer life-cycle touch-points for a Broadband customer
• Identify & define the relationships between Key determinants of the Broadband services
• Use ACEI Model as the baseline towards the Indian broadband Industry and help understand customer behaviour, their intention to spend, intent to recommend, usage of interactive service, intent to change operator etc
• Help understand key business drivers & their impact on service delivery
• Identify target customer segments for future strategic decisions
Highly appreciated for project completion within 9 months of inception, for first of its kind project attempted in India
Won best Research Project for the Amdocs Innovation Team 2013
Successful Pilot run completion in 2014 displaying huge impact to Amdocs Customer Experience Solutions (CES) Portfolio.
Connected Services Study – Facility Managers Respond to IoTSchneider Electric
This document appears to be a summary of the results of a research study conducted by Morar Consulting on behalf of Schneider Electric regarding building facilities management. It includes responses from 301 participants on topics such as their current approach to maintaining building systems, how efficiently their facilities operate compared to peers, their perception of and engagement in performance tracking, how they measure the success of their facilities team, what types of key performance indicators would be most ideal, and their level of information and interest in analytics for maintenance planning. The participants provided priorities and preferences on various process, asset, financial, satisfaction and business-oriented metrics that could be used to measure building system and service performance.
This document provides an overview of CNC India Tools and Services Pvt Ltd, including:
- The company was founded in 1992 and provides services related to CNC machines such as retrofitting, reconditioning, annual maintenance contracts, fixture design, and special purpose machine design.
- It has over 125 employees across various departments and is ISO certified. The company aims to be a one-stop-shop for CNC machine solutions.
- Products and services include retrofitting, reconditioning, annual maintenance contracts, fixture design and manufacturing, special purpose machine design, laser calibration, tool distribution, and factory automation solutions.
- The company aims to achieve excellence in providing total automation solutions to improve customer
Making the Business Case for Remote Service CapabilitiesPTC
Manufacturers are looking to make their service more efficient and more profitable. Adopting remote service capabilities allows OEMs to move from vendor to partner, building customer trust along the way.
March 2020 Entrepreneur India Monthly Magazine
Entrepreneur India, a monthly magazine published by NPCS, is geared toward simplifying the method of selecting the suitable project for investment. It makes business decisions easier and untroubled by providing a listing of right projects for investment. Distinctive among project investment magazines, ‘Entrepreneur India’ is dedicated to the business of distinguishing sound investment projects. Each issue consists of new list of projects that are meticulously selected by the NPCS team when being screened on various investment factors. NPCS team, before labeling a project as ‘Right investment’ studies various aspects of investment like product demand, market potential, raw material availability, suitable location, payback period, costs involved and breakeven point.
More:-https://www.entrepreneurindia.co/entrepreneur
ERP Scope, Procurement and ImplementationRoshni814224
This document provides information on the procurement of an Integrated Financial Management Information System (IFMIS), a Revenue Management System (RMS), and Project Management Consultancy services.
It summarizes the key parameters, scope of work, timelines and modules for both the IFMIS and RMS projects. It also outlines the eligibility criteria for system integrators for both projects.
Finally, it lists the recommendations expected from the Project Management Consultant, including suggestions to modify technical evaluation criteria and license requirements, confirm the extension period, allow consultants to bid for both consultant and system integrator roles, and clarify the consultant's scope of work in the Terms of Reference.
This industrial training report provides details about Sonu Yadav's 6-month training at Digilog Automation Pvt. Ltd. The report includes details about Digilog such as the services they offer and their clients. It also discusses automation and key concepts in industrial automation including programmable logic controllers, SCADA systems, and HMIs. The report focuses on explaining PLC components and operation including the CPU, memory types, input/output modules, and ladder logic programming.
Marc Schuetz (PTC): Solving Manufacturing & Service Challenges with Augmented...AugmentedWorldExpo
A talk from the Enterprise Track at AWE EU 2018 - the World's #1 XR Conference & Expo in Munich, Germany 18 -19, October, 2018.
Marc Schuetz (PTC): Solving Manufacturing & Service Challenges with Augmented Reality
For today’s industrial enterprise, the rapid competitive pace of the global market, digital transformation, and the increasing shortage of highly skilled workers is an immensely disruptive threat. However, businesses who adapt have the opportunity for competitive advantage. Learn how best-in-class manufacturing and service organizations are using Vuforia to increase performance, efficiency and effectiveness with remarkable business results.
http://AugmentedWorldExpo.com
111201 Product Presentation Amplifon.pptSujit Panda
Reliance is one of India's largest private sector business groups with interests spanning communications, financial services, power generation and distribution, infrastructure, and entertainment. It has a customer base of over 100 million and a shareholder base of over 12 million. Reliance's Global Enterprise Unit provides leading enterprise services globally including managed services, data center services, and international connectivity. The presentation provides an overview of Reliance's portfolio and roadmap for new product launches across application aware networking, cloud computing, video conferencing, security, and unified communications.
The document discusses how integrated service can help manufacturers transform their business models in today's changing landscape. It argues manufacturers should shift their focus from simply selling products to maximizing the value generated from products over their lifetime. With integrated service, manufacturers can make strategic, product-based decisions, run their service departments as profit centers, and gain valuable insights from customer data to improve products and services. Adopting integrated service solutions allows manufacturers to increase efficiency, profitability, and customer satisfaction in the new manufacturing environment.
Brand Management - Tata – JLR: Future of the marriageGopalakrishnan D
This document analyzes the brands and identities of Tata, Jaguar, and Land Rover following Tata's acquisition of Jaguar Land Rover from Ford in 2008. It begins with brief backgrounds of the Tata group, Jaguar Land Rover, and the acquisition deal. It then analyzes the brands through a strategic brand analysis including self, competitor, and customer analyses. Key points made include that Jaguar and Land Rover are prestigious supercar brands that should focus on exclusivity over volume. BMW is identified as the main competitor significantly outselling Jaguar Land Rover. The analysis concludes that Jaguar Land Rover will continue losing money for Tata over the next decade even if investments are made in reviving
The document discusses the global computer services industry and India's role as an offshore outsourcing hub. It summarizes that India accounts for less than 6% of global IT spending despite having over 30% growth in its domestic IT industry. While offshore adoption is still low at under 10% of global 500 company budgets, it presents opportunities for continued growth. The document also outlines some of the key advantages and challenges for India's IT services industry.
Market segmentation & Positioning - effect on company performance Rakesh Halder
1) The document discusses market segmentation and positioning strategies used by Ashok Leyland to increase market share and performance.
2) It details how Ashok Leyland segmented the commercial vehicle market and positioned its new 37-ton rigid truck to target bulk haulers.
3) The strategies led to increased sales and a 45% market share in the 10x2 truck segment, contributing significantly to Ashok Leyland's revenues.
The document is about Chapter 1 of an automotive servicing technology course. It discusses the automotive industry, including design, manufacturing, marketing, sales, and services. It defines services as installations, maintenance, or repairs provided by dealers or manufacturers. The chapter also covers old and new automotive technologies, the main players in the automotive business, and the effects of not implementing new technologies, such as declining prices and environmental pollution.
Symphony, a Software and ITES company offers Information Technology Services, Software Development , Software Management and Maintenance , Managed Processes, Consultancy, Products and Project Management to its clients and partners as part of its package-based solutions approach.
The document is a feasibility study for a proposed "Car Care" car service center project in Al Rehab City, Egypt. It includes sections on location selection, legal requirements, market analysis, technical considerations, and financial projections. The market analysis finds demand for additional car cleaning services and projects steadily increasing annual demand and profits over 5 years. The financial analysis shows the project would obtain a bank loan to cover initial costs and generate positive cash flow and returns above the loan interest rate, with a payback period of less than 3 years.
The document describes a training report submitted by Akhilendra Shukla for partial fulfillment of a Bachelor of Technology degree in Mechanical Engineering. The report provides details of a 6-week summer training project completed at Wioska Moldings Private Limited. It includes sections on introduction, management summary, proposed system, and recommendations. The training focused on plastic injection molding processes and helped improve Akhilendra's understanding of designing and fabricating molds.
Hitech Machine Tools is a manufacturing company located in Faridabad, Haryana, India that produces jigs, dies, and other equipment for automotive companies. It was founded in 1996 and has an annual turnover of 3 crores. The company has 50 employees and produces a variety of products including gauges, hydraulic systems, and automotive components. It aims to provide quality products at reasonable prices and good after-sales service to customers. The founder, Mr. Rakesh Sharma, started the company with a goal of supporting the domestic automotive industry in India.
This document is a summer project report submitted by Shubhajit Mitra to partially fulfill the requirements of a PGDM degree. The project involved inventory optimization at Tata Cummins Ltd. by separating unique parts, creating a nomenclature for the part creation process, and defining minimum and maximum quantities for C-class category items. The report includes an introduction to TCL, descriptions of the project and parts creation process, research methodology, and recommendations for creating a nomenclature for part descriptions and defining min-max quantities.
The document is a project report submitted by Shoab Khan detailing the creation of a custom application for Tata Cummins Limited to request and track non-CGD items in Oracle Applications. The project involved designing database tables, developing a form to request items, and a report to view item details. The form allows users to enter item requests which are then routed to approvers. Approved requests are sent to the helpdesk for fulfillment.
Technology Audit Grid for Egyptian SME’S by Magdy El messiry Magdy El Messiry
The document provides a guideline for conducting a technology audit of Egyptian small and medium enterprises using the START methodology. It includes a questionnaire template to collect data on various aspects of a company's technology including human resources, R&D, production, and marketing. The questionnaire data is used to calculate a Technology Index score which can help companies evaluate their technological capabilities and identify areas for improvement.
Research project on customer sentiment indexAditya Basu
First of it's kind Project attempted it India , working closely with VP, Innovation ,conceptualizing and devising a framework to gauge Customer Sentiment Index for the Indian Broadband Industry .The deliverable included :-
• Consider customer life-cycle touch-points for a Broadband customer
• Identify & define the relationships between Key determinants of the Broadband services
• Use ACEI Model as the baseline towards the Indian broadband Industry and help understand customer behaviour, their intention to spend, intent to recommend, usage of interactive service, intent to change operator etc
• Help understand key business drivers & their impact on service delivery
• Identify target customer segments for future strategic decisions
Highly appreciated for project completion within 9 months of inception, for first of its kind project attempted in India
Won best Research Project for the Amdocs Innovation Team 2013
Successful Pilot run completion in 2014 displaying huge impact to Amdocs Customer Experience Solutions (CES) Portfolio.
Connected Services Study – Facility Managers Respond to IoTSchneider Electric
This document appears to be a summary of the results of a research study conducted by Morar Consulting on behalf of Schneider Electric regarding building facilities management. It includes responses from 301 participants on topics such as their current approach to maintaining building systems, how efficiently their facilities operate compared to peers, their perception of and engagement in performance tracking, how they measure the success of their facilities team, what types of key performance indicators would be most ideal, and their level of information and interest in analytics for maintenance planning. The participants provided priorities and preferences on various process, asset, financial, satisfaction and business-oriented metrics that could be used to measure building system and service performance.
This document provides an overview of CNC India Tools and Services Pvt Ltd, including:
- The company was founded in 1992 and provides services related to CNC machines such as retrofitting, reconditioning, annual maintenance contracts, fixture design, and special purpose machine design.
- It has over 125 employees across various departments and is ISO certified. The company aims to be a one-stop-shop for CNC machine solutions.
- Products and services include retrofitting, reconditioning, annual maintenance contracts, fixture design and manufacturing, special purpose machine design, laser calibration, tool distribution, and factory automation solutions.
- The company aims to achieve excellence in providing total automation solutions to improve customer
Making the Business Case for Remote Service CapabilitiesPTC
Manufacturers are looking to make their service more efficient and more profitable. Adopting remote service capabilities allows OEMs to move from vendor to partner, building customer trust along the way.
March 2020 Entrepreneur India Monthly Magazine
Entrepreneur India, a monthly magazine published by NPCS, is geared toward simplifying the method of selecting the suitable project for investment. It makes business decisions easier and untroubled by providing a listing of right projects for investment. Distinctive among project investment magazines, ‘Entrepreneur India’ is dedicated to the business of distinguishing sound investment projects. Each issue consists of new list of projects that are meticulously selected by the NPCS team when being screened on various investment factors. NPCS team, before labeling a project as ‘Right investment’ studies various aspects of investment like product demand, market potential, raw material availability, suitable location, payback period, costs involved and breakeven point.
More:-https://www.entrepreneurindia.co/entrepreneur
ERP Scope, Procurement and ImplementationRoshni814224
This document provides information on the procurement of an Integrated Financial Management Information System (IFMIS), a Revenue Management System (RMS), and Project Management Consultancy services.
It summarizes the key parameters, scope of work, timelines and modules for both the IFMIS and RMS projects. It also outlines the eligibility criteria for system integrators for both projects.
Finally, it lists the recommendations expected from the Project Management Consultant, including suggestions to modify technical evaluation criteria and license requirements, confirm the extension period, allow consultants to bid for both consultant and system integrator roles, and clarify the consultant's scope of work in the Terms of Reference.
This industrial training report provides details about Sonu Yadav's 6-month training at Digilog Automation Pvt. Ltd. The report includes details about Digilog such as the services they offer and their clients. It also discusses automation and key concepts in industrial automation including programmable logic controllers, SCADA systems, and HMIs. The report focuses on explaining PLC components and operation including the CPU, memory types, input/output modules, and ladder logic programming.
Marc Schuetz (PTC): Solving Manufacturing & Service Challenges with Augmented...AugmentedWorldExpo
A talk from the Enterprise Track at AWE EU 2018 - the World's #1 XR Conference & Expo in Munich, Germany 18 -19, October, 2018.
Marc Schuetz (PTC): Solving Manufacturing & Service Challenges with Augmented Reality
For today’s industrial enterprise, the rapid competitive pace of the global market, digital transformation, and the increasing shortage of highly skilled workers is an immensely disruptive threat. However, businesses who adapt have the opportunity for competitive advantage. Learn how best-in-class manufacturing and service organizations are using Vuforia to increase performance, efficiency and effectiveness with remarkable business results.
http://AugmentedWorldExpo.com
111201 Product Presentation Amplifon.pptSujit Panda
Reliance is one of India's largest private sector business groups with interests spanning communications, financial services, power generation and distribution, infrastructure, and entertainment. It has a customer base of over 100 million and a shareholder base of over 12 million. Reliance's Global Enterprise Unit provides leading enterprise services globally including managed services, data center services, and international connectivity. The presentation provides an overview of Reliance's portfolio and roadmap for new product launches across application aware networking, cloud computing, video conferencing, security, and unified communications.
The document discusses how integrated service can help manufacturers transform their business models in today's changing landscape. It argues manufacturers should shift their focus from simply selling products to maximizing the value generated from products over their lifetime. With integrated service, manufacturers can make strategic, product-based decisions, run their service departments as profit centers, and gain valuable insights from customer data to improve products and services. Adopting integrated service solutions allows manufacturers to increase efficiency, profitability, and customer satisfaction in the new manufacturing environment.
Brand Management - Tata – JLR: Future of the marriageGopalakrishnan D
This document analyzes the brands and identities of Tata, Jaguar, and Land Rover following Tata's acquisition of Jaguar Land Rover from Ford in 2008. It begins with brief backgrounds of the Tata group, Jaguar Land Rover, and the acquisition deal. It then analyzes the brands through a strategic brand analysis including self, competitor, and customer analyses. Key points made include that Jaguar and Land Rover are prestigious supercar brands that should focus on exclusivity over volume. BMW is identified as the main competitor significantly outselling Jaguar Land Rover. The analysis concludes that Jaguar Land Rover will continue losing money for Tata over the next decade even if investments are made in reviving
The document discusses the global computer services industry and India's role as an offshore outsourcing hub. It summarizes that India accounts for less than 6% of global IT spending despite having over 30% growth in its domestic IT industry. While offshore adoption is still low at under 10% of global 500 company budgets, it presents opportunities for continued growth. The document also outlines some of the key advantages and challenges for India's IT services industry.
Market segmentation & Positioning - effect on company performance Rakesh Halder
1) The document discusses market segmentation and positioning strategies used by Ashok Leyland to increase market share and performance.
2) It details how Ashok Leyland segmented the commercial vehicle market and positioned its new 37-ton rigid truck to target bulk haulers.
3) The strategies led to increased sales and a 45% market share in the 10x2 truck segment, contributing significantly to Ashok Leyland's revenues.
The document is about Chapter 1 of an automotive servicing technology course. It discusses the automotive industry, including design, manufacturing, marketing, sales, and services. It defines services as installations, maintenance, or repairs provided by dealers or manufacturers. The chapter also covers old and new automotive technologies, the main players in the automotive business, and the effects of not implementing new technologies, such as declining prices and environmental pollution.
This document contains the resume of Khollam Sandeep Satyanarayan. It summarizes his experience as a Business Analyst and Quality Management consultant with over 25 years of experience in roles of increasing responsibility. It details his educational qualifications and areas of expertise including quality management, manufacturing processes, project management, and business analysis. Key highlights include implementing quality management systems and lean manufacturing practices to improve business performance and efficiency.
Introduction:
Objective:
Benefits of attending the course:
Learning Outcome:
In a fiercely competitive business environment of today, availability and reliability of productive assets is a key issue.
An emerging trend across industry is - outsourcing maintenance activities to contractors. Maintenance contracts are being used as an effective tool to manage and control the process of outsourcing aiming at deriving an economic and
efficient outcome from the service provider at the agreed levels of responsibility and performance.
To equip practicing managers and professionals with advanced concepts in managing Contracts, different types of
contracts and their application, learn the features, functions and benefits of Maintenance Contracts and contemporary
practices, the rationality of outsourcing maintenance and efficient management of a maintenance contract.
The course takes a wide sweep of Maintenance Contracts and Outsourcing activities.
This seminar introduces participants to the skills and knowledge areas of Maintenance Contracts &
Outsourcing of today, such as:
Understanding Outsourcing considerations
Contracting types, including Service Level Agreements (SLA)
Key Performance Indicators to monitor performance
Developing contracts – the contracting cycle
Negotiating skills
Continuous improvement and performance management: how to evaluate the performance with all parties involved
This training course will help to understand:
The issues and considerations for a rational decision-making on outsourcing maintenance
The process of selection of contractor, develop and negotiate a maintenance contract, defining of service levels,
monitoring and evaluation of the contractor performance
The types of contracts and a better understanding of the existing contracts used in your organization
A set of lectures, interactive discussions and group activity equip you with the tools to improve your contract
management skills
The knowledge of the concepts learned will help them improve the productivity of operations contributing to corporate
success
The document is an industrial training report submitted by Shakeer Hussain during their 6 month training at Premium Honda in Anantapur district. It details the various systems Shakeer learned about during the training, including the engine, lubrication system, cooling system, transmission, braking system, fuel system, suspension system and steering system. It also describes the repair and maintenance processes Shakeer assisted with, such as troubleshooting engines, addressing brake problems, and fixing suspension and transmission issues. The training provided Shakeer with practical experience of automotive mechanical systems to complement their classroom knowledge.
This document discusses outsourcing to India, including the benefits and challenges. It outlines India's dominance in the outsourcing market and notes the cost savings and access to skilled labor. The document also describes different engagement models for outsourcing, including pure offshore, hybrid, and freelance models. It provides an overview of Service Wing Solutions, an outsourcing company based in India and California.
Six Month Industrial Training Report at Milestone Gears Ltdyogesh thakur
The document provides details about Yogesh's 6 month industrial training at Milestone Gears Pvt. Ltd. It includes information about the company, the various machines and manufacturing processes Yogesh learned about during his training such as lathes, CNC machines, and shot blasting. The training report was submitted in partial fulfillment of Yogesh's Bachelor of Technology degree in Mechanical Engineering from IEC University, Baddi.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
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The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
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L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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Service marketing o&m service
1. POWER PLANT E&I MAINTENANCE, TRAINING &
CONSULTANCY BUSINESS OUTSOURCING SERVICE
A report submitted in fulfilment of the end term
project for SERVICE MARKETING- M&S Services to
Prof. Anirban Chakraborty
WMP-2013
By: MAHENDRA SINGH WMP6026,
2012
2. Table of Contents
INTRODUCTION: .................................................................................................................................. 3
SERVICE DESCRIPTION: ....................................................................................................................... 3
TESTING & COMMISSIONING DIVISION: ......................................................................................... 3
TRAINING DIVISION:........................................................................................................................ 4
CONSULTANCY DIVISION: ............................................................................................................... 4
PRESENT SERVICE GAP IN THE INDUSTRY: .......................................................................................... 5
O&M SERVICE BUSINESS GAP IN INDIAN INDUSTRY: ..................................................................... 5
INDUSTRIAL CUSTOMER BEHAVIOUR: .............................................................................................. 13
PRE-PURCHASE STAGE .................................................................................................................. 14
SERVICE ENCOUNTER STAGE ........................................................................................................ 16
POWER GENERATION CUSTOMER NEEDS: ................................................................................... 17
POWER GENERATION CUSTOMER BUYING BEHAVIOUR: ............................................................. 17
POST-ENCOUNTER STAGE: ............................................................................................................ 18
SPECIFIC ATTRIBUTES OF O&M SERVICE OFFERING AND SERVICE DIMENTIONS: ....................... 19
PRICING STRATEGY: .......................................................................................................................... 22
INTERNAL OPERATION DESIGN: ........................................................................................................ 24
EMPLOYEE MANAGEMENT SYSTEM: ................................................................................................ 25
CUSTOMER MANAGEMENT SYSTEM: ........................................................................................... 29
ABSTARCT ...................................................................................................................................... 31
BIBLIOGRAPHY: ............................................................................................................................. 32
3. NEW SERVICE TO BE INTRODUCED: INSTRUMENTATION & ELECTRICAL O&M,
E&C&TESTING SERVICE
INTRODUCTION:
Globally, the electrical power industry has changed radically over the last two-three decades as a
result of regulatory and technological changes. This has allowed many new investors (mostly in the
private sector) to enter the market. In the modern competitive industry, asset owners face risks and
uncertainties related to plant Operation and Maintenance (O&M).
For many asset owners, the main driver for outsourcing includes a reduction in lifecycle cost and
risks. A service provider is able to reduce cost through economies of scale and mitigate the risks
leveraging technical know-how of operating similar power plants.
The first phase of growth in outsourced power O&M industry in the developed markets was driven
by sheer capacity additions of IPPs and distributed generators (mainly private players). The second
phase of growth is now expected to happen through enhanced penetration of outsourced services in
overall O&M spend by the private sector. These two aspects are contributing to growth of power
O&M services market globally.
We could expect to observe a similar trend in India. Apart from the global drivers such as cost and
risk mitigation, there are certain India specific drivers which make the case for outsourcing stronger
in the Indian context.
SERVICE DESCRIPTION:
M&S Services supports its customers throughout the life cycle of their installations by optimising
efficiency and performance. We provide the broadest portfolio and best services in the industry for
both marine solutions and power plants. We offer expertise, proximity and responsiveness for all
customers regardless of their equipment make in the most environmentally sound way.
Automation Services
Condition Monitoring Training Services
Sales & Distribution Training Services
Green technology & Sustainability Consultancy Services
TESTING & COMMISSIONING DIVISION:
AUTOMATION SERVICES:
Automation services offers system integration, installation, commissioning, maintenance and repairs
of control systems, instrumentation and all associated end devices, including all connections in
between.
4. WORLD CLASS AUTOMATION SERVICES:
Our aim is to be highly responsive, flexible and versatile in providing world class automation
services:
By delivering technological leadership and engineering excellence
By creating value and enhancing performance of customer operation
By providing total solution and high class system integration capabilities
By advancing with the leading edge of technology
Scope of Automation Services
Engineering
Programming
Manufacturing
Technical Sales
Turnkey Projects
Installation and Commissioning
Maintenance
Repair and Reconditioning
Spare Parts
Areas of Automation Activities
Supply of VFDs & Soft Starters
Retrofit of BOP control & Safety System
Calibration activities.
Up-gradation of existing WOIS systems supplied by WFI
TRAINING DIVISION:
Condition Monitoring Training Services
Sales & Distribution Training Services
CONSULTANCY DIVISION:
Green Technology PMC services
Business Sustainability Consultancy Services
Market Research Consultancy Services
5. PRESENT SERVICE GAP IN THE INDUSTRY:
O&M SERVICE BUSINESS GAP IN INDIAN INDUSTRY:
Key Challenges in Power Plant O&M in India:
Only 6% of IPPs have O&M experience of more than 25 years
Companies with < 25
years of O&M exp
Companies with >25 years
of O&M exp
Lack of Trained Manpower
Lack of service orientation. More focus on production.
Present contractors lack quality aspect of O&M services.
Contracts with IPP are not drafted properly creating service issues during execution.
Lack of awareness among the plant owner for availability of O&M service
Lack of trust on service provider capability.
Current market defragmented with only few reputed service providers & high presence
incompetent service providers whose main thrust is on making money out of the business &
service quality is a secondary issue.
OPPORTUNITIES FOR M&Sin O&M service outsourcing:
Globally, IPPs outsource O&M activities to reduce costs and risks. Global drivers of outsourcing are-
Cost reduction: Estimates show that outsourcing of O&M processes could potentially save
15-20% direct cost over the life cycle of a plant.
Risk reduction: O&M service providers help mitigate operational risk by bringing in technical
knowhow based on operating similar plants elsewhere.
6. Focus on core activities: Private-funded IPPs are increasingly focussing on strategic, integral
activities like project finance, feedstock sourcing, sale of power – thereby outsourcing non-
core activities like O&M, AMC, etc.
Specialized O&M service providers emerged as the global power marketmatured and same trend in
India is also expected.
EVOLUTION OF THE GLOBAL POWER O&M MARKET (India Positioning)
7. Power industry in India is undergoing a change from being in a nascent phase to developing phase.
STAGES OF MATURITY OF SELECT MARKETS:
INDIA GROWTH:
There are India-specific drivers for growth in O&M outsourcing.
8. Over the next five years, almost 55% of total planned capacity addition is expectedfrom private
players. So, they will be dominant players affecting the outsourcing business in India.
O&M OUTSOCURING DRIVERS (1/4): CAPACITY ADDITION
Implications &outlook :
Increased participation of entities with relatively low experience in managing power plant
operations:
New private sector companies.
Private equity investor backed IPPs.
Likely to run the risk of inefficiently managing O&M processes in-house.
Willing to mitigate risk and cost by roping in specialized experience ofservice providers.
9. Increasing shortage in technically skilled manpower is likely to drive the need for specialized O&M
service providers
O&M OUTSOURCING DRIVERS (2/4): MANPOWER SHORTAGE
Implications & outlook
Shortage of almost 27,000 personnel in technical cadre during 12th plan period (2012-2017).
Attracting scarce, specialized talent is achallenging task for private IPPs.
Likewise, an established O&M company gives direct & instant access to services of skilled &
experienced manpower.
10. Increasing use of imported equipment by IPPs expected to create a need for reliable, local O&M
service providers with technical knowhow. This is going to be tough challenge for the technical
manpower in the power industry.
Implications & outlook
As demand for power equipment outpaced domestic mfg. capacity, critical equipment are
now being sourced from abroad.
However, the foreign OEMs do not have a strong service presence in India – availing support
services from OEMs costly & time consuming.
Creating space for JV/ partnership between foreign OEMs and local service providers.
11. Private players are likely to concentrate on core activities while outsourcing O&M – which is
viewed as a non-core activity-
O&M OUTSOURCING DRIVERS (4/4): PRIVATE COS. FOCUSSING ON CORE PROCESSES
DEMAND OUTLOOK
With robust increase in O&M spend and increasing penetration of outsourcing, market for O&M
services is likely to become significant
12. SUPPLY LANDSCAPE:
O&M outsourcing could help power companies to reduce risks of operation and reduce fuel
expenses in the long run.
HOW SERVICE PROVIDERS COULD BENEFIT CLIENTS
1. Reduced planned outage time: Since the service providers are doing the same job they are
expert in their domain & better manage the O&M part & reduce the planned outage time.
2. Reduced unplanned shutdowns
3. 15-20% savings on lifecycle cost
4. Fuel cost savings through efficiency improvement
5. Direct access to expertise in power plant operations
6. Addressing manpower shortage
7. Free up bandwidth to focus on strategic activities
8. Better inventory management
13. INDUSTRIAL CUSTOMER BEHAVIOUR:
As per Lovelock and Wirtz consumers go through three major stages when theyconsume services:
the pre-purchasestage, the service encounter stageand the post-encounter stage. We will use this
framework as it is helpful because it assists academics in forming a clear research focus
anddirection, and businesses in identifying the stages that need the most improvement and
therefore need more resources allocatedto them.
PRE-PURCHASE STAGE
Consumer Behaviour Key Concepts
• Need awareness Need Arousal
• Information search Information Sources
• Evaluation of alternatives Perceived Risk
• Make decision on service purchase Multi-Attribute Model
Search, Experience and Credence Attributes
SERVICE ENCOUNTER STAGE
Consumer Behaviour Key Concepts
Theoretical Approaches:
– Moments of Truth
• Request service from chosen supplier or – Role Theory
initiation of selfservice – Script Theory
– The Servuction Model
– The Servicescape/Environmental Perspective
• Interaction with service personnel Frontline Employees-Consumer Interactions
The Service Environment
The Role of Other Consumers
• Service delivery by personnel or self-service
Low-Contact Service Encounters
POST-ENCOUNTER STAGE
Consumer Behaviour Key Concepts
The Expectancy/Disconfirmation Paradigm
The Attribute-Based Approach: Attribute
Satisfaction, Service Quality, Service Value
Evaluation of service Service Failure & Dissatisfaction
Evaluation of service recovery – Complaining Behaviour
Future intentions – Dysfunctional Behaviour
– Switching Behaviour
Satisfaction and the “Service Recovery Paradox”
Repurchase Intentions, Trust, Engagement &
Loyalty
14. PRE-PURCHASE STAGE
Need awareness- Need Arousal:
Industrial customers require the engineering erection, commissioning and testing services in
following situations-
1. Green field& Brown field Projects- These projects are those projects which are started from
scratch. The main EPC contract is awarded to a big contractor, who in turn sub contract the
electrical & automation jobs to small sub-contractors. Customer is aware that it has to focus
on their core area i.e. main equipment & subcontracts others jobs.
2. Operational Projects- Operation & Maintenance services are required for the running
projects. The current Practice in India is to carry out these activities on their own. Since
there is shortage of trained manpower & the core competence of the plants are production,
the current trend in industry is to outsource the services. This trend is more prevalent in
western countries but steadily catching up in India also.
3. Operational plant needs to train their manpower for technical & process improvement
trainings.
4. Operational plants require condition monitoring, residual life analysis & performance
monitoring test & solution services.
15. B2B sales organizations require soft skill & technical training for their employees. These
trainings include communication skill development, sales & marketing & commercial
trainings
Business sustainability & green technologies hold future for industries to survive. There is
great need for the consultancy services in this segment for the industries. Though developed
countries have almost adopted the green & sustainable technologies for future growth, in
India also the awareness towards sustainability in increasing among corporates.
Information search - Information Sources:
The industrial customers searches the information regarding required services from following
sources-
Industrial Journals & Magazines.
Internet.
Industrial forums like conference, seminars, trade shows etc.
Word of Mouth.
Evaluation of alternatives - Perceived Risk:
After careful examination of alternatives, customer evaluates the alternative on following two
criterions-
1. Technical evaluation of services regarding nature of services, their scope, and technical
competence in resource like manpower, tools & tackles, past experience, reference jobs
completed in the industries etc.
2. Commercial evaluation: commercial evaluation includes financial health of the vendor &
price negotiation.
Make decision on service purchase:
1. Technically superior vendor is given rating from the technical screening team as T1.
2. Commercially most economical vendor is given rating as L1. Normally PSU organizations go
by L1 basis & Private sector organizations use both criterions & selected as per the combined
preference.
16. 3. Experience & credence plays one important role where customer wants to stay with the
competent vendor with whom he has experience in past. Vendor with good credibility of
service performance in the industry is given preference.
SERVICE ENCOUNTER STAGE
A number of approaches have been proposed to provide a better understanding of consumer
behaviour and experiences during service encounters. Moments of truth Service encounters have
been regarded as moments ofTruth &the concept of moments of truth underlines the importance of
effectively managing touch-points. Industrial customers prefer a clean service encounter as it is
related to the day to day plant operation & productivity. Normally any deviation from agreed &
expected service may attract heavy penalties including liquidated damages, consequential damages
& may be permanent black listing of the firm for future business. So, moment of truth is the actual
performance of the service at customer site w.r.t. the customer expectation.
This is a high engagement service job where industrial customer is engaged with the service prodder
on day to day basis. In service encounters, employees and consumers both have roles to play. If
either party is uncomfortable in arole, or if they do not act according to their roles, it will affect the
satisfaction and productivity of both parties.The actors in a theatre need to know what roles they
areplaying and be familiar with the script. Similarly, in service encounters, knowledge of role and
script theories can help organizations to better understand, design and manage both employee and
industrial consumer behaviour.
The servuction system includes all the interactions that together make up a typical consumer
experience in a high-contact service. Consumers interact with the service environment, service
employees, and even otherconsumers present during the service encounter. Each type of interaction
can either create value (e.g., a pleasant environment, friendly and competent employees, and other
consumers who are interesting to observe) or destroy value (e.g., another consumer blocking your
view in a movie theatres). Firms have to coordinate all interactions to ensure their consumers have
the service experience they came for.
High-contact service encounters like industrial service contracts facilitate the development of high-
qualityrelationships with consumers by encouraging consumer-employee bond building. Vendor
Employees play an important role in service encounters because consumer’s interactions with
frontline personnel are a significant determinant of their satisfaction or dissatisfaction with the
service firm. Customer interactions with courteous,knowledgeable and efficient frontline employees
lead to an enhancedcorporate image and to increased perceptionsof service excellence, customer
satisfaction and repurchaseintentions. Similarly, employeefriendliness has a positive influence on
unplanned purchasingbehaviour among consumers.Consumer self–employeecongruency directly
influences consumer satisfaction with employee relationshipsand their loyalty towards employees,
which in turn contribute tooverall consumer satisfaction with the firm.
17. An integrative model of the servuction model and the servicescape environment
POWER GENERATION CUSTOMER NEEDS:
TRAINED MANPOWER
QUICK SERVICE DELIVERY i.e. PLANT RESTORATION
O&M PROCESS IMPROVEMENT
RISK MINIMIZATION
BETTER INVENTORY MANAGEMENT
POWER GENERATION CUSTOMER BUYING BEHAVIOUR:
MORE EMPHASIS IS ON QUALITY OF SERVICE, CREDIBILITY OF SUPPLIER PLAYS AN
IMPORTANT ROLE.
TECHNICAL SUPERIORITY PLAYS AN IMPORTANT ROLE.
PRICE SHOULD BE COMPETETIVE BUT NOT THE SOLE CRITERION OF PURCHASE.
PAST REFERENCE OF O&M PROJECT.
PAST EXPERIENCE.
18. POST-ENCOUNTER STAGE:
Consumer satisfaction and perceived service quality have dominated the research agenda at this
stage of the service consumption process due to their association with business performance
Consumer satisfaction (expectancy-disconfirmation)and itsoutcomes in services
When service performance is well above the expected level, consumers might be delighted.
Consumer delight is a function of three components:
1. Unexpectedly high levels of performance
2. Arousal (e.g., surprise, excitement)
3. Positive affect (e.g., pleasure, joy or happiness)
Consumer’s expectations might be raised once they have been delighted. This can lead to consumers
becoming dissatisfied if service levels return to the previously lower levels, and it will probably take
more effort to delightthem in the future.
When consumers use a service, they rate its transaction qualitywhich when combined with the
satisfaction derived from keyattributes (i.e. attribute satisfaction) and the perceived value of the
specific transaction then lead to a judgment of the level of overall satisfaction with a particular
service experience. Over time and over many satisfactionjudgments, customers then form a belief
about the overall service quality a firm offers. This in turn influences behavioural intentions (e.g.
purchase intentions, remaining loyal to the firm and positive word of mouth).
19. SPECIFIC ATTRIBUTES OF O&M SERVICE OFFERING AND SERVICE DIMENTIONS:
Ascertaining hassle free operation of machinery in a power plant is its utmost priority. Maintenance
of the operative machinery makes the plant function more efficiently. M&Swill have a team of
diligent members providing Operation & Maintenance of Power Plants. The in-depth knowledge of
the members will assist the customers to avail maximum benefit of the Operation & Maintenance
Services. M&Swillbe counted one amongst the trusted O&M Service Provider in India. Moreover,
M&S will provide professional O&M Services at prompt basis.
Operation & maintenance contract of the plant with following backup support.
Guaranteed generation / production with penalty / Bonus clause.
Energy auditing with latest instruments on periodical basis to operate the plant on the best
efficiency.
Periodical condition monitoring of all equipment’s which include.
Vibration monitoring, bearing condition monitoring, dynamic balancing of impellers etc.
Spare parts planning to have optimum level of inventory.
Availability of specialist of different discipline like Electrical, Instrumentation, Turbine, Boiler,
Rotary kiln, Water treatment on short notice from central pool.
The specialties of M&S O & M Division
Backed by technically and financially sound management with VC investment.
Experience of employees of more than two decades in Thermal Power Plants.
Experience in the Plant betterment, RLA studies, performance monitoring and testing.
Complete Electrical & Instrumentation (E&I) services
Management experience in power plant consultancy
Large base of highly dedicated knowledgeable manpower pool within the group.
Main objective of O & M
Ensure high plant availability
Achieving the target PLF
Keep up the designed plant efficiency with the selected fuel mix
Accident free plant operation
Operation with awareness of environmental impact
M&Sis aware of the impact of fuel costs on variable component of generation cost and confident of
contributing towards economic generation cost by way of participating with the customer in
choosing appropriate fuel mix, tuning combustion control, attending to high flue gas temperature,
20. excess air, steam consumption, auxiliary power consumption, specific coal consumption, condenser
vacuum etc.
TYPICAL SCOPE OF O&M CONTRACT
Pre Commissioning
Development of Operation & Maintenance Management systems.
Prepare documents such as plant systems description, spare parts list & maintenance practices
etc.
Prepare Standing Instructions & Procedures as necessary for day to day management of the
plant
Post Commissioning
Man the power station on round the clock basis.
Manage all Operations & Maintenance in compliance with the applicable laws, regulations,
O&M manuals, Client’s requirements.
Support by deploying experts on deputation to resolve major technical problems.
Annual O&M budgeting.
Maintenance of the power station covering maintenance planning; establish and implement
preventive maintenance programs, routine, scheduled, non-scheduled maintenance,
emergency repair work, planning & execution of major overhauls.
Assist Client during statutory inspections/ and approvals.
Warranty/guarantee monitoring.
Optimization and periodical energy auditing.
Assist in periodical safety and environment audit of the power station.
MIS Reporting
Performance Audits
M&S conduct a performance audit (Quality Control) at the facility once per year on a schedule basis
and once per year on a “Surprise” basis. The purpose of the audit is to monitor plant management’s
execution of:
O & M Contract obligations,
Compliance with our policies, programs and procedures and
Maintaining a positive morale within the facility staff. The owner will be invited to either
conduct his or her own evaluation or attend the meeting with plant management, which
immediately follows our evaluation.
21. Consultancy
M&S will provide consultancy services to implement the best practices in equipment
management improve equipment performance and enhance the effectiveness of maintenance
management.
We have a group of condition monitoring specialists with advanced data collectors and
analysers, to carry out predictive maintenance services.
The condition monitoring methods M&S use are:
Vibration Analysis
Lube Oil Monitoring
Temperature Monitoring
Thickness Monitoring
Performance Monitoring
Relocation and Refurbishment of Used Plants
The following tasks will bepoint of differentiation:
Equipment Audit with Relevance to Usability and Maintainability
Audit and Review of Spares
Supervision and Approval of Refurbishment
Recommendations for Failure Analysis and Modifications
Commissioning
Completion of job to the utmost satisfaction
22. PRICING STRATEGY:
Plant Cost is exceptionally site specific.
Labour costs
Shipping and material costs
Environmental costs
Site preparation costs
Site impacts on performance
Fuel costs
Cooling water type and availability
Connection costs
The CERC has specified O&M costs for thermal power stations on the normative parameters (Rs.
lakh/MW), depending on the class of the machine installed by the power station. The normative
O&M expenses allowed are:
Normative O&M costs for Thermal Power Projects:
Total O&M Cost
200/210/250 300/330/350 500 MW and 600 MW and
Rs. Lakh/MW MW MW Above above
Last year of tariff period 2004-09
2008-09 12.17 - 10.95 -
O&M Expenses applicable for the new tariff period
2009-10 18.2 16 13 11.7
2010-11 19.24 16.92 13.75 12.37
2011-12 20.34 17.88 14.53 13.08
2012-13 21.51 18.91 15.36 13.82
2013-14 22.74 19.99 16.24 14.62
Since we are concerned with the O&M cost only, we will consider only labour cost, site preparation
cost & site impacts on performance cost only.
As per CERC the service expenditure of the O&M cost for thermal power is about 15% of the total
cost. So, the per MW service cost is-
200/210/250 300/330/350 500 MW and 600 MW and
Rs. Lakh/MW MW MW Above above
Last year of tariff period 2004-09
2008-09 2.434 - 2.19 -
O&M Expenses applicable for the new tariff period
2009-10 3.64 3.2 2.6 2.34
2010-11 3.848 3.384 2.75 2.474
2011-12 4.068 3.576 2.906 2.616
2012-13 4.302 3.782 3.072 2.764
2013-14 4.548 3.998 3.248 2.924
23. As plant is bearing the complete liability of the manpower it engages for O&M we will charge 10% of
the total cost as the service cost. Following would be advantages to the customer-
Long term liability reduction
5% saving on the existing expenditure.
Risk reduction.
Guarantee of efficient operation.
Can concentrate on core competence and not to bother of the other trivial issues like HR,
Admin, training etc.
Cost charged by M&S per MW-
200/210/250 300/330/350 500 MW and 600 MW and
Rs. Lakh/MW MW MW Above above
Last year of tariff period 2004-09
2008-09 1.217 - 1.6425 -
O&M Expenses applicable for the new tariff period
2009-10 1.82 1.6 1.3 1.17
2010-11 1.924 1.692 1.375 1.237
2011-12 2.034 1.788 1.453 1.308
2012-13 2.151 1.891 1.536 1.382
2013-14 2.274 1.999 1.624 1.462
Competition Charges: Competition is also charging the same prices but M&S will offer better service
in terms of response, reliability, plant efficiency, plant availability & service quality.
24. INTERNAL OPERATION DESIGN:
Installation & Commissioning Services Design:
M&S Installation Services division will be a premierturnkey provider of power plant
installationservices, offering clients experienced projectsupervision, estimating, rigging and tooling
toexecute the following:
M&S diversified experience professionals will provide the customerswith services spanning all
aspects of the projectcycle, while maintaining a strict focus on safety,quality and schedule. M&S will
provide their clients with anumber of advantages, including a large and variedequipment inventory,
specialized rigging plans, as well as the flexibilityto adapt to site requirements and procedures.
Thequality and quantity of experienced personneland solid corporate base, many of whom
haveserved in the field, allow M&S to support customer needsand onsite efforts.
Head office:
Head office will comprise of the experienced staff with domain expertise in Electrical &
Instrumentation. It will be backed by HR, Admin, Legal, Trainer, Site Controller/Coordinator, Finance,
supply chain & online / offline 24X7 customer service & support staff.
Once the contract is signed the pool of trained engineers / technicians will be moved to site. The will
be backed by strong technical support from HQ.
HQ will monitor the status of present contracts & their service quality by continuous customer
feedback system & net promoter score. Availability of the trained manpower is major concern in this
field, so the recruitment process & their training will be a key area of focus.
25. EMPLOYEE MANAGEMENT SYSTEM:
People before profitswill the guiding principle behind the HR policies at M&S. M&S will be
committed to the development and growth of all employees. Competence building, Commitment
building, Culture building and Systems building are the four building blocks on which M&S HR
systems will be based.
HR Vision: Nurture & promote competence personally & professionally to build customer service
attitude among employees.
Recruitment: M&S will follow the scientific selection process. Attitude of the applicant will the prime
focus & then the technical competence. Technicians/ Engineers/ commercial staff will be hired
through nation-wide open competitive examinations and campus recruitments. Lateral entry
provision will be there for deserving candidates as per the project requirement.
Career Advancement & Opportunities: M&S will have a well-established talent management system
in place, to ensure that it deliver on the promise of meaningful growth and relevant challenges for
employees. M&S talent management system will comprise PERFORMANCE MANAGEMENT, CAREER
PATHS and LEADERSHIP DEVELOPMENT.
Rewards & Recognitions: M&S will have a culture of rewards and recognitions through celebration of
various achievements and events and recognising the contributions behind such success.
Innovate, Create, and Compete: M&S will introduce numerous initiatives which seek to enhance the
creativity, innovation, functional aptitude and teamwork of employees. These initiatives include
Professional Circles, Quality Circles, TPM and TQM initiatives. Manage will organize the competition
to improve the operation & maintenance process for better efficiency & productivity.
Quality of Work-Life: M&S will provide systems for a good quality of work-life for its employees. In
addition to providing beautiful and safe work places, M&S will encourage a culture of mutual respect
and trust amongst peers, superiors and subordinates.
Away from hectic city life, M&S will negotiate with customer for accommodation of it’s employees in
customer townships &provide an environment of serenity, natural beauty and close community
living. It will also negotiate with customer for the membership of welfare and recreation facilities
including schools, hospitals and clubs are provided at the townships to enhance quality of life & the
well-being of employees and their families. An entire range of benefits, from child care leave to post-
retirement medical benefits are extended to employees to meet any exigency that may arise in a
person's life.
Knowledge Management: To meet ultimate objective of becoming best O&M service and a learning
organisation, an integrated Knowledge Management System will be developed tofacilitate tacit
knowledge in the form of learning and experiences of employees to be captured and summarized for
future reference.
26. Training & Development: M&Sacknowledges to the belief that efficiency, effectiveness and success
of the organisation, depends largely on the skills, abilities and commitment of the employees who
constitute the most important asset of the organisation.
M&S Training Policy will envisage a minimum of 14 man days of training per employee per year.
M&S will develop their own comprehensive training infrastructure. This will be used for
commercially training people of other organization also on changeable basis and act as a profit
centre.
Seeking Feedback: M&Swill encourage employee feedback to ensure that HR interventions and
practicesremain relevant and meaningful. M&S will regularly conduct Employee Satisfaction and
Organisational Climate Surveys.
Selection Process:
Manpower planning:Manpower Planning which is also called as Human ResourcePlanning consists of
putting right number of people, right kindof people at the right place, right time, doing the right
thingsfor which they are suited for the achievement of goals of theorganization. Human Resource
Planning has got an importantplace in the arena of industrialization. Human ResourcePlanning has to
be a systems approach and is carried out in aset procedure. The procedure is as follows:
Analysing the current manpower inventory
Making future manpower forecasts
Developing employment programs
Design training programs
The Manpower forecasting techniques commonly employed bythe organizations are as follows:
Expert Forecasts:This will include informal decisions, formalexpert surveys and Delphi
technique for the upcoming projects & manpower required.
Trend Analysis:Manpower needs can be projected throughextrapolation (Projecting past
trends), indexation (using base year as basis), and statistical analysis (central tendency
measure).
Work Load Analysis:It is dependent upon the nature of work load in a department, in a
branch or in a division of M&S.
Work Force Analysis:Whenever production and timeperiod has to be analyzed, due
allowances have to be made forgetting net manpower requirements.
SOURCES OF MANPOWER SUPPLY
Advertisement
Employment Agencies
On campus Recruitment
Employee recommendations
E-Hiring
27. SELECTION PROCESS
Screening of Applications
Selection Tests
Interview
Checking of References
Physical Examination
Approval by appropriate Authority
Placement
Training:
1. Three month induction & orientation training at M&S training centre. Candidate will work on
simulators besides from the theoretical class room training.
2. One month onsite training under experiences engineer.
3. Frequent small training modules (technical + management) during job.
4. External training at professional training centre.
Job design:
Responsibilities O&M Manager at M&S
Review and evaluate project organization, operating records, maintenance records, contractor
performance records, budgets, policies, and procedures.
Review, evaluate, and recommend improvements in project asset management for benefit of
company investment.
Review and evaluate contractor compliance.
Review employment and assignment of project staff; recommend improvements for improved
project performance.
Oversee and coordinates activities of project personnel and contractors to ensure project
performs in accordance with established technical, environmental, safety, and financial
guidelines.
Review and evaluate project status reports and schedules.
Confer with project personnel to provide technical advice and to resolve problems.
Coordinate project activities with public and/or regulatory agencies.
Review project operating and maintenance policies and procedures to ensure safe, reliable, and
efficient project performance compatible with the environment and public interest.
Monitor and evaluate periodic testing of project systems and equipment.
Compensation will be based on:
Fixed Component: 70%
Variable Component: 30% (Variable can be achieved by ensuring benchmark efficiency, PLF & NPS).
28. Incentive Scheme:
Reduction of down time by 10% of the planned: additional 5% of basic salary
Increase in PLF by 5% of agreed: Additional 10% of basic salary
Increase in efficiency by 1% by efficient operation & maintenance: additional 10% of basic salary.
29. CUSTOMER MANAGEMENT SYSTEM:
M&S Customer Management System will include all customer-facing applications, including:
Sales Force Automation (SFA)
Customer Service (CS)
Sales and Marketing Management (SMM)
Contact & Activity Management
M&S CRM business strategy will go beyond increasing transaction volume with power generation
utility customers. Its objective will be to increase profitability, revenue, and customer satisfaction.
To achieve successful CRM, a companywide set of tools, technologies, and procedures promote the
relationship with the customer will be employed to increase sales & above all customer satisfaction.
CRM for M&S will be primarily a strategic business and process issue rather than purely a technical
issue.
M&S will consider different factors like business strategies and theories, technology & budget
for the adequate CRM practices. Since, its start-up organization & budget will be a constraint, it
will focus mainly on adopting customer relationship strategy that is not technology centric &
more customers focussed. M&S is going to operate in niche segment where the number of
customers is less, so, this strategy will work without intervention of technology. Later on as
business will grow, technology will come into action. Following will be key area of focus-
1. 24X7 customer support line backed with technology expert.
2. Employing positive attitude & customer centric employees.
3. Proper feedback mechanism for resolution of customer complaint.
4. KAM for managing key clients who will be single point of contract for that account.
5. Proper IT infrastructure for web meetings & customer support.
6. Daily review with customer & site office people from HO.
When the business will mature, following strategies will be adopted:
1. SALES FORCE AUTOMATION: M&S will be using cloud based software to automate the
business tasks of sales, including order processing, contact management, information
sharing, inventory monitoring and control, order tracking, customer management, sales
forecast analysis, account management and employee performance evaluation.
2. CUSTOMER SERVICE: M&S aim will be to delight customers with faster, more responsive
service across every channel-from the contact center to customer social networks. With
the Service Cloud M&S can meet customers wherever they are-including social networks
such as LinkedIn and Twitter. M&S suppliers will also benefit from employee social
networks that help them work together. With a service customer portal, customers can
get service on their own, 24 hours a day. They can get case updates and search the
knowledge base, all without picking up the phone. Customers can even interact in the
ideas and answers communities.You'll see loyalty go up while your service costs go
down.
3. SALES AND MARKETING MANAGEMENT: With proper CRM software, marketing and
sales come together for better management of leads & market creation activities. It will
30. be command center for managing and tracking campaigns across all channels-including
social media-from lead capture to close. This will help to make smarter decisions about
where to invest and show the impact of marketing activities on company's bottom line.
4. CONTACT & ACTIVITY MANAGEMENT: M&SWeb CRM will provide a comprehensive,
easily updated system for managing customers and prospects. Users of Web CRM will
get a quick overview on all dialogue with the contacts: who talked to whom about what
and when to follow up. CRM will organise information under individual clients and will
be easy to view – this includes activities, sales opportunities, projects, emails, proposals,
meetings etc. Web CRM helps to follow up on enquiries and activities. Web CRM will
display activity reminders when due for the relevant user. Multiple users will be able to
update the log of each customer so one can be sure all information is in one place, and
nothing is lost. Web CRM will be fast and easy to update, for example: create a new
contact, set up a meeting or send an email / SMS. Existing information can be merged
into emails and documents including PDFs. Everything in CRM will be online and web-
based. No software installation required. All one needs to have only need Internet
access.
31. ABSTARCT
A wave of O&M outsourcing is quite visible in developed markets. Outsourcing of O&M activities has
started showing its presence in India with contract award announcement by a few service providers.
There are obvious challenges of managing the mind sets and expectations of IPPs. In the days to come,
this could become a significant domestic industry and, along with export of skilled services, it could
become an attractive global opportunity.
We have touched various points in this report like identifying the service scope in power generation
industry, service gap in industry, customer needs, customer service expectation, customer behaviour,
specific attributes of O&M services, pricing strategy, internal operations design and employee
management system.
We conclude that there is huge market potential in this service segment & an efficient & well designed
service offering can be a real success.
32. BIBLIOGRAPHY:
1. CERC website.
2. Alstom Website
3. Handbook of Developments in Consumer Behavior- Edward Elgar
4. CEA Website
5. TATA STRATEGIC MANAGEMENT GROUP
6. CRM- Paul Gray, JongbokByun
7. Wartsila technical resource
8. Salesforce.com
9. NTPC