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INDUSTRIAL TRAINING REPORT

AND
ANALYSIS OF THE COMPANY

ASEA BROWN BOVERI, BANGALORE

SUBIMITTED IN PARTIAL FULFILLMENT OF

THE REQUIREMENTS OF THE
MBA DEGREE OF BANGALORE UNIVERSITY

BY
BHAVANA A

REGISTRATION NO.: 02XQCM6016

M.P.Birla Institute of Management

Associate Bharatiya Vidya Bhavan
Bangalore-560001
2001-2003
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AT

SUBMITTED IN PARTIAL FULFILLMENT

O THE REQUIREMENTS OF MBA
PROGRAM
OF BANGALORE UNIVERSITY

BY
BHAVANA.A
02XQCM6016

M.P.BIRLA INSTITUTE OF MANAGEMEN

ASSOCIATE BHARATIYA VIDYA BHAVA
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Student Declaration

I hereby declare that the internship report titled “Industrial Train

Report and Analysis of the Company ,ABB (Asea Brown Bov
Bangalore” submitted to Bangalore University in partial fulfillment of
requirements for the award of the degree of Masters of Busin
Administration, is my original work and not submitted for the award of
other degree/ diploma/ fellowship or other similar titles or prizes.

Place: Bangalore
Date: 15-12-2003

(BHAVANA
Registration #: 02XQCM6
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GUIDE’S CERTIFICATE

This is to certify that the internship report titled “Industrial Train

Report and Analysis of the Company, ABB (Asea Brown Bov
Bangalore” has been prepared by Ms. BHAVANA A,  bearing registra
number 02XQCM6016, under my guidance. This has not formed a basis
the award of any Degree/Diploma by Bangalore University or any ot
university.

PLACE: BANGALORE
DATE: 15-12-2003

PROF. B. SRINIVAS
(Internal Guide)
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Acknowledgement

At the very outset, I take this opportunity to express my sincere regards

gratitude to every individual linked with my Project Work..

I would like to thank  Mr. N.S.Malavalli, Principal, M P BIR

INSTITUTE OF MANAGEMENT for giving me an opportunity

undertake the study.

I take the privilege to thank  Mr.Gopal Krishna B S, Finance Execut

ABB India and Mr. Ananthanarayanan, , Business Controller, ABB

giving me an opportunity to take up the study.

I am grateful to Mr. H K Aravind for his insightful guidance and sup

in completion of the project.

I would also like to thank staff of ABB, Peenya for sharing their valua

knowledge with me.

Last but not the least, I wish to express my gratitude to all those who h

lent a helping hand, directly or indirectly, for the successful completion

the project.
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CONTENTS

Company Profile 1
History 2
Business Focus 3
ABB India 4
Business Segments 6
Product Profile 9
Vision & Mission 11
ABB & Technology 14
ABB & Global Research 15
Environmental Policy of ABB 16
Social Policy of ABB 17
A Financial Overview 18
Organization Structure 22
Personnel Policy 41
Systems 42
Project Undertaken 43
Conclusions & Recommendations 59
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List of Charts & Graphs

i. ABB Network in India 5

ii. Revenue 18

iii. Profit 19

iv. Return on Capital Employed 20

v. Employee & Productivity 21

vi. Organization Structure-Overview 22

vii. Organization Structure-CEO 23

viii. Organization Structure-CFO 24

ix. Organization Structure-Business areas 25

x. Organization Structure-ABB India 27

xi. Organization Structure-Capacitors Unit 30

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COMPANY PROFILE

ABB is a global automation ad power technology company, in business for m

than 100 years. The history of ABB goes back to the late 19 th century and
long and illustrious record of innovation and technological leadership in m
industries. Having helped countries all over the world to build, develop
maintain their infrastructures, ABB has in recent years shifted from large-sc
solutions to alternative energy and the advanced products in power
automation technologies that constitute its Industrial IT offering.

ABB’s entire global organization is built around their main customer grou
order to serve individual customers more efficiently and create more value
them.

ABB operates in more than 120 countries and has office in 87 of those count
to give its global and local customers the support they need to develop
conduct their business successfully.
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HISTORY

1883-Ludvig Fredholm established Elektriska Aktiebolaget in Stockholm

manufacturers of Electrical Lighting and Generators.
1890-Elektriska Aktiebolaget merges with Wenstroms and Granstroms Elektri
Kraftbolag to form Allmanna Svenska Elektriska Aktiebolaget, l
shorterned to Asea.
1891-Charles E.L. Brown and Walter Boveri established Brown, Boveri &
st
(BBC) in Baden, Switzerland, which was the 1 company to transmit H
Voltage AC Power.
1932-Asea builds the world’s largest Self-Cooling Transformer and expands
business by acquiring AB Svenska Flaktfabbriken
1988-Asea and. BBC merges to form ABB (Asea Brown Boveri Ltd.) one of
largest Electrical Engineering Companies in the world.
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ABB’S BUSINESS FOCUS

  A new simpler ABB – Simplification of structure for enhanced operati
efficiency, cost rationalization and core competency focus.
ABB is a leader in Power and Automation technologies that enables utility
industry customers to improve performance while lowering environmental imp
The ABB Group of Companies operates in more than 100 countries and empl
about 139,000 people.
In 2002, ABB simplified its organizational structure with the key objectiv
levering its domain expertise and building on a clear Market Leadership in Po
and Automation Technologies. This reorganization will enable the compan
serve its utility and industry customers across the value chain with our wor
class products, systems and solutions, faster and more efficiently.

Simplification is done in the following manner –

 7 Divisions to 3 Divisions

 13 Business Areas (Automation Technology) to 6 Business Areas

 7 Business Areas (Power Technology) to 6 Business Areas

Strategy- Build on our leadership in power and automation technologies for ut

and industry customers.

Culture- Shared Intentions- “our ABB”, open communication and dialogue,

decisions, execution, disciplined culture, acting in the overall interest of ABB.

Structure-Slimmer structure reduces complexity and reflects focused portfolio.

People- Leadership based on respect for values, trust and accountability –

what we mean, mean what we say.
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ABB INDIA

“Thinking Global, Acting Local”

ABB in India serves utility and industry customers with the complete range
ABB’s offerings. The company has a vast installed base, extensive l
manufacturing at 8 units and a countrywide marketing and service presence.
a strategic thrust to our standard products business, ABB has develope
national channel partner network, which ensures geographical reach
penetration for our products and services.

In order to leverage India’s intrinsic technology strengths and the vast poo
highly qualified software professionals, ABB has set up a dedicated global R
Center in Bangalore, which focuses on software development and Industria
development and deployment. It also helps maintain and support a range
software intensive products and acts as a partner for ABB R&D centers as
as business areas within the group.
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 3200 employees
 8 manufacturing f
 25 marketing offic
 4 service centers
 3 training centers
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BUSINESS SEGMENTS OF ABB

ABB has streamlined its divisional structure to focus on two core businesses:
Power Technologies and Automation Technologies. ABB is a recognized glob
leader in all its businesses

The businesses of the ABB Group is organized into 3 Business Segments, w

are as follows-
 ABB Power Technologies serves electric, gas and water utilities as wel
industrial and commercial customers, with a broad range of produ
systems and services for power transmission, distribution and automati
ABB is the World’s largest supplier in the field of Power Transmissi
ABB has the widest global presence and the most complete product ra
available. The Power Transmission Segment provides Products
Services like
 Air and Gas Insulated Switch Gear Products
 Solution and High Current Systems
 Power Transformers and Reactors
 Products and Solutions for Power Cables
 High Voltage Direct Current Systems.
ABB also provides a complete range of equipment for Power Distribution, fr
Transformers and Switchgears to complete Distribution Systems. It provi
products for distribution of Electrical Energy including Medium-Volt
Switchgears, Apparatus and Prefabricated Factory Assemblies. It also provi
Solutions and Systems for Distribution of Energy to Rural, urban and Indust
consumers as well as for Airport Installations.
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 ABB Automation Technologies blends a robust product and ser

portfolio with end-user expertise and global presence to deliver soluti
for control, motion, protection, and plant integration across the full ra
of process and utility industries.
ABB’s Automation Business Segment provides a wide variety of produc
systems used in almost all industries as well as solutions for
particular applications and industries. It provides Automation Power
Products like Drives, Motors and Power Electronics, Instrumentation
and Control Products like Field Devices for Sensing, Controlling and
Actuating, Analyzers, Metering Equipment, Control and Information
Systems, Dies Engine Supercharges etc..

 ABB Oil, Gas and Petrochemicals supplies a comprehensive rang

products, systems and services to the oil- and gas-industries, f
onshore and offshore exploration technologies to the design and suppl
production facilities, refineries and petrochemicals plants.
ABB serves as a supplier and business partner for Oil, Gas
Petrochemicals Companies. World’s Fossil Reserves are finite. But t
will not run out in the foreseeable future if we use them wisely and repl
them with renewable energy sources wherever possible. Advanc
innovative technology is required to make their use sustainable.
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ABB provides such technology for all parts of the Oil and Gas Industri
Onshore and Offshore, as a supplier of Equipment and Systems, Tur
Projects, Services and Technology Licensing. ABB’s offer of Petrole
Industries include-

 Refineries

 Gas Processing Plants

 Sub-sea production Systems

 Petrochemical Plants

 Offshore Drilling Equipment

 Floating Production Systems

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PRODUCT PROFILE

Product Guide:

 Building Systems and Services

 Control Systems

 High Voltage Capacitors

 Instrumentation
o Actuators and Positioners
o Analytical Instruments
o Control Valves
o Flow Measurement
o Interface Products
o Pressure and Level
o Measurement
o Process Control
o Recorders and Indicators
o Temperature measurement

 Low Voltage Products

 Medium Voltage Products

 Motors and Drives

 Oil and Gas

 Robotics

 Transformers

 Valves and Actuators

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Service Guide:

 Asset Assessment

 Consulting
o Eutuch Process
o Solutions

 Environmental Services

 Installation and Commissioning

 Maintenance and Field Services

 Optimization

 Performance Services

 Spare Parts and Repairs

 Training

 Financial Services
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VISION AND MISSION

Vision:
To be as the most capable and reliable partner while build fu
competitiveness.

 We want our customers to become “Front Runners”

 We want to become “Main Partners” on the road to Excellence, by offe
Innovative, “Best in Class” level products and services by fostering
growth of resources that will play responsibility roles in the compan
within the ABB Group.

Mission Statements:
 We supply competitive, top-market level Consultancy Service.
 We support change projects including the implementation step and
get the planned results.
 We optimize all companies Processes.
 We promote Know-how at International level.
 We sustain the implementation of “Global Process”.
 We foster the growth of resources that will play managerial roles.

Values:
We create value:
By making our customers more competitive in a networked world.

We strive to help our customers gain competitive advantage from technolo

advances and developments in their markets. We do this by creating
comprehensive industrial IT offerings that combine World Class products
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We reward creativity, flexibility and results-oriented actions that h

make our customers successful. Through adoption of common busine
processes we realize energies and creativity to focus on serving
customers.

 By achieving returns that meet or exceed the expectations of

shareholders.

We generate the growth that creates investor confidence by managing

value. The power of being close to the market and understanding how
can create more value for our customers will generate the financial stren
needed in fast changing capital markets.

 By living our commitment to sustainability.

We strive for a balance in the economic, environmental and social impact
our business and we actively contribute to economic progress,
environmental stewardship and sustainable development in the communiti
and countries in which we operate.

ABB’s strategy
In the short to medium term, this is our strategy for sustainability:

 To ensure that all operating units implement environmental managem

systems and continuously improve their environmental performance;
to encourage them to set an example by going beyond mere complia
with local environmental standards and laws

 To continuously improve the eco-efficiency of all our products, syste

and services, and publish this information in environmental pro
declarations
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 To apply our social policy, including occupational health and sa

policies, throughout the Group, and develop procedures and indicator
improve social performance continuously

 To favor and encourage suppliers who have environmental and so

policies similar to our own

 To apply resources to common efforts that foster econo

environmental, social and educational development

 To analyze and reduce the environmental impact of our transportatio

goods and people

 To use ABB’s communications resources to raise awareness

sustainability matters, particularly among our own employees

Towards a new consensus

Strategies and policies can take us some of the way. But to make real progres
we need to implement our policies and help shape the environment in which w
are active.
In short, it is not enough for ABB alone to place a premium on sustainability.
Our customers, our suppliers, in fact, all our stakeholders must agree on the
value of sustainability.
More, we must constantly strive to transform sustainability into customer value
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ABB AND TECHNOLOGY

ABB has been recognized as a Technology Leader for over a century, w

many pioneering breakthroughs to its credit. The company invests about 7%
its Group’s Turnover in research and order related development, which
weaved into a fabric of its business offering. The company has an excelle
track record when it comes to “intensity of innovation”, with around 75% of th
business being based on products developed in the past five years. T
ultimate aim of their technology initiatives is to make their utility and indus
customers more competitive while reducing environmental impact.

In today’s competitive business environment, all business are seeking radi

productivity and efficiency improvements through increased automation a
integration of manufacturing and business processes. ABB is spearheading t
effort through its open architecture based Industrial IT platform aimed at re
time, seamless integration of plant operations and business processes acro
the entire value chain. The company combines its knowledge of the indus
and business processes with world-class products, systems and services. T
domain competence has been gained through years of experience acro
industries and in all parts of the world. ABB is also “information enabling”
products, which forms an integral part of the automated manufactur
processes of many industries.
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ABB AND GLOBAL RESEARCH

ABB is unique in their approach to R&D. The work is organized via Resea
labs in Business Areas and Corporate Research Centres. Currently it has ab
1200 researchers and scientists working in Corporate Research Centres. T
also have Research Centres located in Sweden, Switzerland, Germany, Norw
Finland, Italy, 2in the US ad the latest additional is an Indian Centre, which
their 1st Research Centre in Asia.

Combined they have over 6000 scientists and engineers working in R&D in t
Divisions and in Corporate Research Centres. All of these are working har
invent new technologies, which will ensure a continued successful partners
with their customers. Additionally, the fresh and innovative thinking arising fr
synergies with over 70 universities and research institutes is an important fa
in keeping ABB a world Technology Leader.
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ENVIRONMENTAL POLICY OF ABB

ABB is a signatory to the International Chamber of Commerce Business Char

for Sustainable Development, and in 1992 adopted the 16 principles of t
Charter as its group-wide environmental policy.

The 16 Principles are as follows-

o Corporate priority

o Integrated management

o Process of improvement

o Employee education

o Prior assessment

o Products and service

o Customer advice

o Facilities and operations

o Research

o Precautionary approach

o Contractors and suppliers

o Emergency preparedness

o Transfer of technology

o Contributing to the common effort

o Openness to concerns

o Compliance and reporting

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SOCIAL POLICY OF ABB

ABB’s social policy was adopted in February 2001. It draws on four sources: t
United Nations’ Universal Declaration of Human Rights, the International Lab
Organization’s fundamental principles on rights at work, the OECD Guidelin
for Multinational Enterprises and the Social Accountability 8000 (SA 80
standard, an auditable standard for the protection of workers’ rights develop
by the Council on Economic Priorities Accreditation Agency.

o ABB in society

o Human rights

o Protection children and young workers

o Freedom of engagement

o Health and safety

o Employee consultation and communication

o Equality of opportunity

o Mobbing and disciplinary practices

o Working hours

o Employees

o Suppliers

o Community involvement

o Business ethics
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A FINANCIAL OVERVIEW

5 YEAR HIGHLIGHTS OF ABB INDIA

Revenues

(Rs. In Millions)

14000
12006
12000 10558
10000 8934
7934 8068
8000
6000
4000
2000
0

1998 1999 2000 2001 2002

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Profit After Tax

(Rs. In Millions)

900 813.5
800
700 653.3
600 540.1
500
400 377.3 372
300
200
100
0

1998 1999 2000 2001 2002

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Return on Capital Employed (%)

30
26
25 21.8

20 18.4

13.6
15 12.4

10

0
1998 1999 2000 2001 2002
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Employees and Productivity

 Number of Employees

5000 4726

4000 3606 3642

3356 3235
3000

2000

1000

1998 1999 2000 2001 2002

 Revenue per Employee (Rs. In Thousands)

4000
3500 371
3000
2500 2899
2000 2402
2200
1500 1890
1000
500
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ORGANISATIONAL STRUCTURE

ABB is not only unique at its business front but also in its Organizatio
Structure. The Company follows Matrix Form of Organizational Structure.

Board of 
Directors

Executive
Committees

Chief Executive Officer 

Chairman and Chief Finance Officer 

ECM For Human Resources

ECM For Power Technologies

ECM For Automation Technologies

ECM-Executive Committee Member 

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GROUP FUNCTIONS

CEO

Reporting to CEO

Corporate Communications

Group Internal Audit

Legal Affairs and Compliance

Research and Development

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CFO

Reporting to CFO

Chief Information Officer 

Group Controlling

Corporate Finance and Taxes

Investor Relations

Finance Advisory

Risk Management

Mergers& Acquisitions and New Ventures

EXECUTIVE COMMITTEE MEMBER FOR HUMAN RESOURCES

Reporting to ECM
Human Resources

Sustainability Affairs
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AUTOMATION TECHNOLOGIES

Automation Technologies

Drives, Motors and Power Electronics

Low-Voltage Products and Instrumentation

Robotics, Automotive and Manufacturing Indust

Control Platform and Enterprise Products

Petroleum, Chemical and Consumer Industrie

Paper, Minerals, Marine and Turbo charging

POWER TECHNOLOGIES
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Power Technologies

Distribution Transformers

Power Systems

Medium-Voltage Products

High-Voltage Products

Power Transformers

Utility Automation Systems

OIL, GAS AND PETROCHEMICALS

Oil, Gas and Petrochemicals

Downstream Upstream
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ABB INDIA

ABB India

Automation Power 
Technology Technology

Business Business
Areas Areas

Business Business
Units Units

Automation Technologies

The Automation Technologies division serves customers across the indu

spectrum in the automotive, chemicals, consumer, electronics, life scien
manufacturing, marine, metals, minerals, paper, petroleum, turbo charging
utilities. ABB’s competitive edge is its unparalleled domain expertise and cutt
edge technologies which include a comprehensive portfolio comprising Indus
IT-based measurement, control, instrumentation, process analysis, dri
motors, power electronics, robots, software, low-voltage products, f
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ABB offers complete solutions, fully integrating industrial processes that

backed by world-class platforms. The offering includes complete electri
process control & automation and a broad range of software applications.

We are committed to harnessing the power of information technology, Inter

and e-commerce to deliver faster and more effective solutions, moving ah
along with our customers, into the knowledge based economies of the future.

Power Technologies

The Power Technologies division serves electric, gas and water utilities as
as industrial and commercial customers, with a broad range of products, servi
and solutions for power transmission and distribution. The portfolio inclu
transformers, switchgear, breakers, capacitors and cables, as well as high-
medium-voltage applications.

ABB’s solutions facilitate the flow of electrical power from generating statio
transmitted through cross-country power lines. ABB’s distribution systems furt
help to bring electric power from high-voltage substations to end-users. A
delivers end-to-end solutions, playing a key role in electrification and en
projects- both new and retrofit – for urban and rural utilities as well as
industrial and commercial customers.

ABB has pioneered several technologies in India including the introduction of

blast SF6 technology, first HVDC back-to-back converter station, first SVC, f
HVDC transmission line, first 400 kV switchyard, India’s first IPP, turn
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ABB India has also delivered several turnkey substation solutions up to 400
for central and state power utilities across the country and beyond. Re
international successes include significant orders in Syria, Bhutan and Icela
Our focus on technological innovation helps us provide state-of-the-art produ
and solutions to our customers, making them more efficient and competitive.

As part of our global optimization philosophy, ABB India’s state-of-the

manufacturing facility in Vadodara has been designated as a global sourc
base for 72.5 kV outdoor circuit breakers. The Nashik unit has also been nam
a global focused feeder factory for 11 kV and 33 kV outdoor vacuum/SF6 cir
breakers, Magnetic Actuators and indoor HPA SF6 breakers. Several o
products and components manufactured in India are increasingly being expo
across the world. As part of our strategic business thrust on projects
services we have broken new ground in international markets winning signific
orders, thus consolidating our position globally.
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Organizational Structure
of The Capacitors Unit
(A Business Unit under Power Technologies Division)
At Peenya Factory, Bangalore.

UNIT
HEAD

UNIT HT
CAPACITORS

UNIT LT
CAPACITORS

INDUSTRIAL
SOLUTIONS

SERVICE &
COMMISIONING

CONTROLLER 

LOGISTICS
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UNIT HV CAPACITORS

UNIT HV
CAPACITOR 

MARKETING TECHNICAL PRODUCTION

MANAGER  MANAGER  MANAGER 

ORDER  QUALITY TECHNICAL

PL
HANDLING MANAGER  ENGINEER 

CUSTOMER 
INSP
CLEARANCE

COMMERCIAL S
ASPECTS K

SUP

WORKERS
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Marketing Department:
The basic aim of the department is to meet its Order Target as per the bud The Company has its
Regional Marketing Offices spread across the Coun offices tender the prospective orders, quote as
per the specifications of th Manufacturing Unit and bag the orders which are forwarded to the Man
Unit. For Tendering, Standard Tenders are used that lists the Specialty of functions of the Marketing
Department of the Business Unit include-
 Order Handling
o Sending orders based on enquiry
o Studying the customers need by visiting the site
o Assisting in Designing and Manufacturing
o Preparing Production and Dispatch Schedule
o Conducting Seminars for customers for Product Awareness, etc.
 Customer Clearance
o Getting the Drawings Approved
o Re-engineering and Follow-up
 Commercial Aspects
o Checking the Creditworthiness of the customer 
o Getting Bank Guarantee
o Preparing Invoice
o Receivables Management on the receipt of Materials Acceptance S
Materials Receipt Certificate from the customer 

The Department also carries out Developmental Activities like Training

Development etc..
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Technical Department:
 Quality Manager 
o Quality Control at the following stages
 Inward Inspection- specifies the parameters for inward inspection
 On Process –
 Material Specifications
 Production Instructions
 Process Modules
 Work Instructions
 Final Inspection – with respect to Final Product
o Instructs in case of Deviation in the Production Process and not involved i
to-day activities
o Vendor Identification – In case of new equipments, with respect to
 Sustainability
 Quality
o Vendor Development – Vendor Rating, every Quarter on the basis of 
 Delivery Rating
 Price
 Quality

 Technical Engineer 
o Designing
o Re-engineering
o Preparing Bill of Materials (BOM)
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Production Department:
 Planner 
o Prepares the Purchase Requisition along with the preferred Supplier 
o Prepares the Production Schedule
o Participates in Subcontracting
 Inspection
o Inspects the Materials received
o Prepares Material Receipt Advice (MRA) if accepted
o Records the acceptance in the SAP system that alters the Stores Ledger 
 Store Keeper 
o Accepts the Goods against the MRA
o Issues the Materials to the Production against the Issue List
o Dispatching the Finished Goods
o Physical Stock Taking
 Supervisor 
o Carries on Material Planning
o Issues Materials Requisition to Stores
o Issues materials for Production at Plant
o Documentation at the end of each process
o Other Activities
 Supervision
 Operations
 Control
 Stores Data
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UNIT LV CAPACITORS

UNIT LV
CAPACITORS

MARKETING TECHNICAL
MANAGER  MANAGER 

MANUFACTURING AND TESTING- LT CAPACI

MANUFACTURING AND TESTING- STATCO

LV Capacitors- a new range of solutions for quality power 

With accountability coming to the power distribution sector there is increa
on enhancing operational efficiency. Applications such as motors, tra
welding equipment, induction furnaces and lighting consume both re
active power resulting in reduced availability and lower quality of p
translates into lower capacity utilization and eventually, additional c
running costs.
ABB with its extensive experience and the latest technology has des
developed a comprehensive range of products and solutions to improve
quality of low voltage networks by eliminating disturbances and improv
factor. ABB’s highly advanced and cost-effective solutions for improv
quality while also reducing unnecessary costs.
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 Order Handling
o Sending orders based on enquiry
o Studying the customers need by visiting the site
o Assisting in Designing and Manufacturing
o Preparing Production and Dispatch Schedule
o Conducting Seminars for customers for Product Awareness, etc.
 Customer Clearance
o Getting the Drawings Approved
o Re-engineering and Follow-up
 Commercial Aspects
o Preparing Invoice
o Receivables Management on the receipt of Materials Acceptance S
Materials Receipt Certificate from the customer 

INDUSTRIAL SOLUTIONS

INDUSTRIAL SOLUTIONS

MANAGER 

The Department deals in Complicated Systems that require special en

usually tailored, like-
 Harmonic Filters
 Static Var Compensation
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 Techno- Commercial Offers

 Negotiations with the customers
 Booking the order 
 Systems study at the customers site
 Collecting Design Data
 Designing
 Follow up of the order 

SERVICE AND COMMISIONING

SERVICE &
COMMISSIONING

COMMISSIONING
ENGINEER 

The Service and Commissioning Department is basically concerned with

Services and its activities include-
 Purchases Spares and Components for the customers
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CONTROLLER

CONTROLLER 

HT CAPACITORS LT CAPACITORS

The Controller looks after the overall business and the financial Aspe Business Unit and reports both
to the Business Area Manager and the Finance Controller. His activities are centralized for the Petty
Issues, ‘Group Service System’ or ‘GP’.
Preparation of Full Cost Module(FCM)- Before a Quotation is made,
prepared to test the feasibility of the project by considering-
o Overhead Recovery
o Gross and Net Margins, etc.
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Forecasting- This function includes Verifying the Compliance of the targ per the Budget by checking-
o Invoice for Order Target- The rate of converting the orders to invoice
o Receivables for Revenue Target
o Working Capital for EBIT Target
o Capital Employed for Cash Flow Target -Here the Target will be to m
Positive Cash Flow

o The Confirmation of the Targets is reported through ‘Rolling Foreca

o The Country Management every Month

o The Global Management every Quarter 
Receivables Management – Although the Commercial Aspects of rManagement are taken care of by the
Marketing Personnel, the aims at “Reducing the Receivables and Collecting More by v Regional Offices and Meeting the
Customers Personally”.
Inventory Management- The Controller also participates in the Management in the matters like, the
preparation of Purchase consider 

o Cash Flow Situations

o Prices, etc.
Costing- The Controller also monitors the Material Cost and the Cost incurred at the Production
Site for each Job.
Monthly Closure of Accounts- The Books of Accounts pertain Business Unit are closed every month,
for the purpose of Reporting
areas of Concentration, among others will be-
o Level of Work-in-progress
o Closing Inventory as per Accounting Standards
o Provision for Future Orders
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 Auditing- The Controller is also responsible to get the books aud

Business Unit Level. The Audits along with the External An
includes-
o Quarterly Audit
o Half-Yearly Audit
o Transactional Audit
o Quarterly Audit

Logistics is handled by a Single Person, whose Functional Responsibilit

follows-

 To receive Purchase Requisition from the Planner. This clearly states the
Quantity, Preferred Supplier and the Date by which the materials are requi

 To place the Order 

 To ensure the procurement of the Materials in time

 To participate in the Vendor Development Programme

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PERSONNEL POLICY OF ABB INDIA

Satisfied Customers and motivated employees are of vital importance to AB

long term competitiveness.

Each Employee shall-

 Understand his / her role

 Have necessary empowerment

 Take Responsibility

 Develop his / her competence- Knowledge, Will and Ability

 Clearly defined objectives for both the individual and the work teams s
be the corner-stone for their activities

 Respect for, and confidence in, the individual shall characterize their w
environment. This must be safe and stimulating

 The local Unions shall be natural cooperation partners

 Each Manager at ABB shall continually develop his/ her Managem

Skills and Leadership so as to be able to assume full responsibility for
employees

 Planning Discussions shall be held atleast once a year with e

individual employee

 The goal of their learning organization is to achieve a continu

development and provide career opportunities consistent with abilities

 Ethics, equal opportunities and an open and honest exchange of thoug

and ideas are the corner-stone of their actions
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SYSTEMS

The company has a SAP system which covers the transactions relevan
booking of order received from customers, to dispatch of finished product to
customer to the clearance of Accounts. Thus the system covers the areas
order handling, engineering, planning, purchasing, quality control, inspect
stores, manufacturing, servicing and commissioning, and accounting.

The SAP picks up data from the database and uses this data for the purpos
the above said departments. This system is presently fulfilling all the rou
requirements of the users.
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INVENTORY MANAGEMENT PRACTICES AT ABB, PEENYA

INTRODUCTION TO SAP SYSTEM

Role of SAP System with respect to Inventory Management are-

 Provides information about the Stock-on-hand and helps in the creation

Purchase Requisition.

 Provides details about the suppliers to the Purchase Department. Thu

Purchase Order is raised in the system.

 Maintains a record of Stock-on-hand and tracks the movement of Material

 Perpetual Inventory System

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PROCESS OF INVENTORY MANAGEMENT

AND
THE ROLE OF VARIOUS DEPARTMENTS

The Marketing Department bags the order for the products from the custom
Once the order is obtained a mail in which the details of the order are explain
is sent to the Engineering Department. The Department also keeps track of
project.

The Engineering Department is mainly concerned with order handling and in

preparation of documents needed for production. The Department prepares
the Engineering Designs with the assistance of AutoCAD Software Package.
Designs are sent for Customer Clearance. The necessary alterations are m
in the Drawings, if required, which calls for re-engineering.
The department also prepares a BOM (Bill of Materials) using the MS Ex
Package which is later transferred to SAP. The BOM lists all the mater
required for the said project and the Quantity of each item. The document a
states the Substitute Materials that can be used when the original material
not available. A copy of BOM, enclosed with the supporting Drawing
forwarded to each of the following departments –
 Planning or Purchase
 Quality Control/Inspection
 Stores
 Production
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The Planning or Purchasing Department decides the Quantity of each mate

stated in the BOM with the assistance of the system which considers-
* Safety Stock/Minimum Stock
* Materials already ordered but awaiting receipt
* Requirement of the materials by other projects
* Maximum Stock Level

Thus a PR (Purchase Requisition) is raised for such articles for which the sto
in-hand is not sufficient to fulfill the requirements. If the item for which the P
raised is an earlier supplied item, the Materials Master is checked which cont
a list of Suppliers with the price details. The criteria for selecting the supplier
*Price, *Quality and *Delivery Time. If the item required is a new item, the It
Specification is explained to the Vendor, Capacity of the Vendor is Judg
Quotations for the Products are received. Once the Supplier is selected a
(Purchase Order) is raised which is placed with the supplier.
There are three types of PO’s. They are:
1. Stock PO- for those goods that go to the Stores and are accounted in
System.
2. Miscellaneous or Miss PO- for those goods that go to the Produc
directly and are not accounted in the System. This includes consuma
Items like Soaps, Auxiliaries, Grease etc..
3. Subcontract PO- This is raised in case of subcontracting the or
wherein all the Raw-Materials are supplied to the Subcontractor,
carries on only labour work on the materials.
The Department also issues an IL (Issue List) to the stores, which is a basis
which the issues are made by the Stores to the Production.
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Equipments, the Supplier, himself should test the materials in a Laboratory an

copy of the Test Results should be enclosed to the DC which usually deno
the max./min. capacity in terms of percentage, which is cross-checked with
design specifications or the Planner’s orders.

If the goods received are as per the designs a MRA (Materials Receipt Advic
generated in the system which alters the Stock Figures.

Whenever a MRA is prepared, the system cross-checks the Quantity of go

received as against the PO. If the is any discrepancy, it alerts the user about
difference.

The goods then move to the Stores Department where the stores per
receives the goods and verifies them against the MRA. The stock is put in
respective Bin Location. Whenever the production department requires
materials, the stores make the necessary issues on the basis of the IL recei
from the Planner. Once the goods are issued, the system is again updated
the changes.

Once the goods are issued to the Production and the Production Proces
complete, the Production Manager issues the IO (Issue Order) to the Stores
the Finished Goods move to the stores. The department which is also in cha
of Dispatch of the Final Product to the customer dispatches the Final Prod
along with the Mounting Equipments and other accessories to the custom
site.

The product moves out of the factory along with the Invoice and the relev
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Apart from this the department also follows the Perpetual Inventory System,
taking Physical Stocks every Quarter.
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ACCOUNTING POLICIES FOR INVENTORY AT ABB

Inventories are stated at the lower of 

 Cost

 Net Realisable Value

The cost of various categories of Inventories is arrived at as follows:

o Stores, Spares, Raw-Materials and Components are charged at r
determined on the Weighted Average Method.
o Work-in-progress and Finished Goods are charged at Full Absorp
Costing Method based on Annual Average Cost of Production. Ex
Duty is included in the value of Finished Goods Inventory.
o Packaging Materials, Loose Tools and Consumables are charged o
the point of Purchase.

Provision for Obsolescence is made wherever necessary.

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MONITORING AND CONTROLLING OF INVENTORIES

1) Target /Maximum Stock Holding:

The SAP System while raising the Purchase Requisition sees to that Total
Value of the Inventory in the Factory should not exceed the Maxim Level
at any point of time. Here the Total Inventory includes those in Sto on
Production, already Ordered and To Be Ordered.

2) ABC Analysis:
It is a Selective Approach aimed at keeping the Investment low and at
same time avoiding stock-outs of Critical items. The high value items
terms of money value consumption get segregated for Pinpoint Control
extensive paper-work is avoided in case of low value items.
ABB does this analysis in the following way:
 The consumption of each of the Raw-material used at the plan
observed over a period of time. On the basis of their usage, the t
money value of each of the items consumed is extrapolated fo
year.
 The materials are arranged in descending order of the consump
value.
 The cost of each material is expressed as a Percentage of the T
Cost of the Raw-materials consumed during the last year.
 The Materials constituting the first 60% by Value will form the A C
items, the next 30% form B Class items and the Last 10% form th
Class items.

3) FSN Analysis:
For the purpose of Monitoring and Controlling the Inventories, the Comp
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The category is done as under-

 Non Moving Items- It includes Stock which has not at all moved
the past 6 months.
 Slow Moving Items- It includes Stock which has not at all moved
the past 3 months.
 Fast Moving Items- It includes the stock which is not included in
above 2 categories.

The FSN Analysis considers only Quantity of Stock and the Transactions
movement of Quantity of Stock) and not the Value of Stock.
The Non Moving and Slow Moving Items are found at 10% each of the T
Stock.

A list of these stocks is provided to the Planner and the Engineer, who tr
accommodate these items in the Prospective Projects. Thus efforts are m
to minimize these stocks.

4) Perpetual Inventory System:

The Perpetual Inventory System followed by ABB is as follows-
The Stores Department does not maintain Bin cards (Quantitative Perpe
Inventory) and Stores Ledger (Quantitative or Valued Perpetual Invento
Both are maintained in the system. Each item is given a separate
Location and number. Details about the availability of stock and the valu
the stock are available in the SAP system. The Stores Department has b
given a separate Module in the SAP Package where the relevant informa
about the Stock is found. Hence this module satisfies the requirements of
efficient Perpetual Inventory System.
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Physical Verification only. The Stores Department does Physical St

Taking in each Quarter.
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INVENTORY IDENTIFICATION

It may happen that different departments may refer the same materials
different ways. When such a thing happens, the Purchase Department
place several orders on the same item and this may lead to unneces
blocking of funds. This problem can be avoided if only every item of Inventor
identified in a unique way. Identifying Inventories is very important for invent
Control, i.e. Inventories can be controlled only if they are identified. Uni
Identification of inventory helps in avoiding confusions and duplications. It
help Standardization and application of Cost Reduction Techniques.

Presently, ABB operates on a 14 character Codification System. A combina

of Numbers and Alphabets are user for coding, along with an Hyphen in the
position. However, the Alphabets I,O&Q are not allowed due the risk of mix
with 1&0.

The general norm for Coding is as follows:

The Positions are filled in as follows-

1 2 3 4 5 6 7 8 9 10 11 12 13 14
N A A A N N N N N N N/A N/A N/A

N – Number A
– Alphabet
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Position 3&4- Area of Business

Positions 5 onwards- The codes are decided by the Business Units

The Capacitors Unit at ABB, Peenya, Bangalore follows the following criteria-
Position 5- Size of the Paper used for Drawing; usually A4 or A3
Positions 6 to 10- General Category of Articles- like Insulators, films, Foils etc.
Position 11- Hyphen
Positions 12 to 14- Sub-category to the main numbers in the Positions 6 to 10

Note: While assigning numbers in positions 6 to 10 and 12 to 14, all posit

shall be filled in, including leading Zeros. (E.g. – 00001)

However, in case of Order Specific Articles the Coding will be as follo

Positions 1&2- Area of Business
Positions 3&4-Country

The rest of the position remains the same as Standard Articles. Whe
component part numbered under this system is called up again repeatedly
other new orders, the article shall be treated as Standard Article and
numbered according to Standard Items and the will be amended.
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ANALTSIS OF INVENTORY OF ABB INDIA

Diagram No. 1

Graph Showing the Composition of Total Assets

Loans/Adva Fixed
nces 8% Assets 13%

Cash &
Sundry Bank Balances 25%
Debtors 42% Inventories 10%

Investments
2%

The above graph shows that the Inventory constitutes 10% of the Total Assets
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Diagram No. 2

Graph Showing the Composition of Current Assets

Loans and
 Avances 10%

Inventories
Cash and 12%
Bank
Balances 29%

Sundry
Debtors 49%

The above graph shows that Inventory constitutes 12% of Total Curr
Assets.
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RATIO ANALYSIS
(ABB INDIA)

1. Raw-Materials Turnover Ratio = Raw-Materials Consumed / Average R

Materials Inventory
(Rupees in Thousands)
Raw-Materials Consumed = 4,672,112
Average Raw-Materials Inventory = 654,219
Raw-Materials Turnover Ratio = 4,672,112 / 654,219
= 7.14 Times

Raw-Materials Inventory Holdings = 365 / Raw-Materials Turnover Ratio

= 365 / 7.14
= 51.10 or 51 Days
It indicates that on an average the company carries 51 days inventories.

2. Work-in-Progress Turnover Ratio = Cost of Production / Average Work

Progress Inventory
(Rupees in Thousands)
Cost of Production = 10,325,620
Average Work-in-Progress Inventory = 426,078
Work-in-Progress Turnover Ratio = 10,325,620 / 426,078
= 24.23 Times

Work-in-Progress Inventory Holdings = 365 / Work-in-Progress Turnover Ratio

= 365 / 24.23
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3. Finished Goods Turnover Ratio = Cost of Goods Sold / Average Finis

Goods Inventory
(Rupees in Thousands)
Cost of Goods Sold = 10,776,047
Average Finished Goods Inventory = 74,555
Finished Goods Turnover Ratio = 10,776,047 / 74,555
= 144.53 Times

Finished Goods Inventory Holdings = 365 / Finished Goods Turnover Ratio

= 365 / 144.53
= 2.52 or 3 Days
It takes 3 days to convert Finished Goods to a Sale.

This ratio is not of much relevance because most of the Products in

Capacitors Segment are made to orders. So the efficiency with which
company converts Finished Goods to Sales is not of any significance as go
are manufactured only when the order is obtained.
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REASONS FOR PILING UP OF INVENTORIES

Some items are specific to particular projects. Customer specifications may

change in the midway of production. Such products can not be used for
other projects and therefore lie as Non Moving Items.

The reasons identified for the piling up of Inventories-

a) Some materials have to be ordered as per the Minimum Order Qua
which may be more than what is required for the project. The exc
material piles up as Inventory.
b) The Planner may order for Safety Buffers because of lack of trust on
suppliers for On Time Delivery. These Buffers pile up as Inventory.
c) Products in Stock get Out-dated and remain as unused Inventory.
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CONCLUSIONS AND RECOMMENDATIONS

Conclusion
During the project work the Inventory Management Practices at ABB is fo
satisfactory. A few conclusions where changes are needed have been dra
from the study.

 Inventory Holdings were not as per the target levels set, the reasons
which are explained earlier.

 Non Moving Stock and Slow Moving Stock account for 10% each of
total inventory which increases the carrying cost of Inventories.

 The products are classified into ABC categories on the basis of t

values alone. Also the categories are not considered while ta
Physical Stock.

Recommendations
In case of changes in specifications made by the customer at a later d the items piles up in the
Inventory. This should be avoided by charging
cost of the product to the customer and disposing the items immediatel

 The Planner should select the best of the Suppliers considering the fa
of Delivering Time, thus avoiding the Buffers pile up as inventory.

 The Minimum Order Quantity Should be reduced.

 If the Non Moving Items that are not likely to be required for fur
projects, should be sold or scrapped. Also, action must be taken
remove Slow Moving Items.

 In case of Physical Stock taking, the ABC materials of stores co

should be adopted. The product should be classified into catego
considering their value as well as the Frequency of Replenishment du
a period.