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Marathwada Shikshan Prasarak Mandal’s Deogiri Institute of Engineering and Management Studies, Aurangabad A Summer Training Project Report On ADITYA BIRLA MINACS Submitted by Mr. Jadhav amol gulabrao. Roll no.Hr-20 MBA III semester Batch 2011-2013 In partial fulfilment of the completion of the course of MASTER OF BUSINESS ADMINISTRATION 1

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Page 1: Aditya Birla Minacs

Marathwada Shikshan Prasarak Mandal’s

Deogiri Institute of Engineering and Management Studies, Aurangabad

A

Summer Training Project Report

On

“ADITYA BIRLA MINACS ”

Submitted by

Mr. Jadhav amol gulabrao.

Roll no.Hr-20

MBA III semester

Batch 2011-2013

In partial fulfilment of the completion of the course of

MASTER OF BUSINESS ADMINISTRATION

Of

Dr.Babasaheb Ambedkar Marathwada University, Aurangabad

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Marathwada Shikshan Prasarak Mandal’s

Deogiri Institute of Engineering and Management Studies, Aurangabad

A

Summer Training Project Report

On

“ADITYA BIRLA MINACS ”Submitted by

Mr. Jadhav amol gulabrao.

Roll no.Hr-20

MBA III semester

Batch 2011-2013

In partial fulfilment of the completion of the course of

MASTER OF BUSINESS ADMINISTRATION

Of

Dr.Babasaheb Ambedkar Marathwada University, Aurangabad

Prof. Rushina khan Prof. Vaishali Raodev Dr.UlhasShiurkar

Project guide HOD Director

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Acknowledgement

I, Jadhav amol gulabrao thanks to my project guide abdul kadir of aditya birla minacs. His expertise was invaluable during each step of the project from narrowing the scope of the research to theoretical development and analysis.

I also thank Prof. Rushina khan (Guide), Prof. Vaishali Raodeo (H.O.D) and Dr. Ulhas Shiurkar (Director), Deogiri Institute of Engineering and Management Studies, Aurangabad for encouraging and guiding me through the training project.

Mr. Jadhav amol gulabrao

Roll no. F-30

MBA III semester

Batch 2011-2013

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Certificate

This is to certify that, Jadhav amol gulabrao, is a student of Deogiri Institute of Management Studies, Aurangabad Batch 2011-2013 have duly completed the Summer training Project (CP- 304) Titled “B. G. Rubber products pvt Ltd” and had submitted satisfactory report to Dr. Babasaheb Am.0bedkar Marathwada University, Aurangabad in partial fulfilment of Master of Business Administration course 2011-2013.

We wish him all the best for future Endeavour.

Prof. Rushina khan Prof. Vaishali Raodev Dr.Ulhas Shiurkar

Project guide HOD Director

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Declaration

I hereby declare that I have formed, completed and

written the Summer Training Project entitled “aditya

birla minacs”. It has not been previously submitted for

the basis of the award of any degree or other similar title

for any other university.

Place: Aurangabad Name of the student

Date: Mr. Jadhav amol gulabrao

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Contents at a glance

Sr. No. Particulars Page

No.

1 Executive summary

2 Objective & Scope of the project

3 Introduction Company profile

4 vision mission of the company

5 Products

6 Achievement & award

6 Data analysis

7 Study of various department

8 S.w.o.t analysis

9 Conclusion

Bibliography

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Excutive summary

In-plant training is a project for management student to do the overall study of

any particular organization and analyzing its all the function, activities and all things

which are supporting for running that organization. The meaning of In-plant is very clear

in that particular name “IN-PLANT" means within a plant.

Training in any public, private or limited company for 45 days. Any student

while studying of MBA he or she learns all theoretical knowledge about the organization,

but in practically what exactly happen in that organization, it is also important. In-plant

gives the practical knowledge to student and with the help of that knowledge student gets

the exact idea about corporate culture and life.

During the in-plant training, student should visit that particular organization;

collect all the essential information of each and every department and analyzing the

information in to systematic format. In organization each and every department policy,

role and responsibilities are different. Employee must work properly then that

organization can run successfully.

In this Training students are getting the knowledge about the entire department

how the co-ordination of it with each other. so, this In-plant training is very important for

each and every management student.

I choose, my in-plant training, because of -one of the leading company in

industry .I learn lot of things in my training, which are help to me in my future. In my in-

plant training I had study overall departments of -which departments are mentioned detail

in this report.

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SCOPE OF STUDY:

1. To get insight with the company working style.

2. Interaction with the management people to learn about latest prevailing in

corporate sector.

3. To get acquainted with the work culture in an industry.

4. Obtaining in depth knowledge about the functioning of each and every department

of ABM

5. To learn about corporate and management ethics.

6. To learn about all the department relationship and their co-ordination of work.

7. To acquire different managerial skills required for getting the work done from

others.

8. It is platform for performance of one’s role in actual organization.

LIMITATION OF STUDY

There is certain limitation in this in-plant training, because all the things are not

disclosed by organization.

1. It is not possible to obtain some confidential data from the organization.

2. We can’t learn each and every factor of departments in organization.

3. Company did not provide details information about the financial department.

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ADITYA BIRLA GROUP

INTRODUCTION

The Aditya Birla Group is an Indian multinational conglomerate corporation

headquartered in Mumbai, India. It operates in 33 countries with more than 133,000

employees worldwide. The group has diversified business interests and is dominant

player in all the sectors in which it operates such as viscose staple fibre, metals, cement,

viscose filament yarn, branded apparel, carbon black, chemicals, fertilisers, insulators,

financial services, telecom, BPO and IT services.

The Aditya Birla group is a US$ 40 billion conglomerate which gets 60 % of its revenues

from outside India. The Aditya Birla Group has been adjudged the best employer in India

and among the top 20 in Asia by the Hewitt-Economic Times and Wall Street Journal

Study 2007. The origins of the group lie in the conglomerate once held by one of India's

foremost industrialists Mr. Ghanshyam Das Birla.

Organization

Aditya Birla is organized into various subsidiaries that operate across different sectors.

Among these are viscose staple fibre, non-ferrous metals, cement, viscose filament yarn,

branded apparel, carbon black, chemicals, Retail (under the 'More' brand of

supermarkets), fertilizers, chemicals, insulators, financial

services, telecom, BPO and IT services. The Group consists of five main companies,

which operate in various industry sectors through subsidiaries, joint ventures, etc. These

are Hindalco, Grasim, Aditya Birla Nuvo, Idea cellular and UltraTech Cement.

Operating countries

The Group operates in 33 countries – Australia, Austria, Bahrain, Bangladesh, Brazil,

Canada, China, Egypt, France, Germany, Hungary, India, Indonesia, Italy, Japan, Korea,

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Laos, Luxembourg, Malaysia, Myanmar, Philippines, Poland, Singapore, Spain, Sri

Lanka, Sweden, Switzerland, Tanzania, Thailand, UAE, UK, USA and Vietnam.

Non-ferrous metals

The Group's non-ferrous metals are under Hindalco. It is a dominant player in aluminum

and copper. Its manufacturing locations are primarily in India, and it owns mines in

Australia. On 11 February 2007, the company entered into an agreement to acquire the

Canadian company Novelis for U$6 billion, making the combined entity the world's

largest rolled-aluminium producer. On 15 May 2007, the acquisition was completed with

Novelis shareholders receiving $44.93 per outstanding share of common stock. The

Group plans to close a part of its aluminum foil making mill in UK and shift that to its

plant near Nagpur.

Cement

The Group's cement business was earlier under both Grasim Industries and UltraTech

Cement. The two entities are now merged into UltraTech cement to form India's largest

cement company. UltraTech cement was originally the cement business of L&T which

was acquired by Aditya Birla Group in 2004. On 7 June 2012, Group's chairman

Mr Kumar Mangalam Birla said that the company plans to invest Rs 2000 crore in a 4

million tonne cement plant at Malkhed (in Gulbarga district) Karnataka.

Carbon black

After purchasing Columbian Chemicals Co (Press Release), the Group is now the largest

manufacturer of Carbon Black worldwide. It operates facilities in Egypt, Thailand, India,

China, Korea, Brazil, Canada, Hungary, Italy, Spain, Germany, and the United States.

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Textile business

The Aditya Birla Group is the world's largest player in the Viscose Staple Fiber

industry. It operates out of India, Laos, Thailand, Malaysia and China. It owns the Birla

Cellulose brand. Apart from viscose staple fiber, the group also owns acrylic

fiber businesses in Egypt and Thailand, viscose filament yarn businesses and spinning

mills at several locations all over India and South East Asia. The group has pulp and

plantation interests in Canada and has recently invested in plantations in Laos. The

Aditya Birla group is also a major player in the branded garments market in India.

Telecom Services

Idea Cellular is now owned by Aditya Birla Group. Idea Cellular started off as a joint

venture with the group, AT&T and the Tata Group. However the stakes of the remaining

partners was eventually acquired by the group. After an Initial Public Offering on the

Indian Stock Markets, Idea Cellular now accounts for a third of the group's market

capitalization. The company is headquartered in Mumbai and has pan-India operations.

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History of Aditya Birla Minacs

Aditya Birla Minacs is the business process outsourcing (BPO) company.

What is Business process outsourcing (BPO)?

The Business Process Outsourcing or BPO Industry is by far the fastest growing

outsourcing industry for a wide variety of reasons. First of all, Business Process

Outsourcing is the contracting of third party organizations (outsourcing) to perform

specific business processes or functions. You can get into the details of what makes a

business process or function "outsourcable", but we'll get into that later. The BPO

Industry is divided into two sectors: back office outsourcing (non customer related

functions) and front office outsourcing (customer related functions). For example, a

function like Payroll or Human Resources is considered a back office function, and

telemarketing or customer support would b considered a front office function.

HISTORY

Aditya Birla Minacs was formed in 2007 with the coming together of Trans Works,

one of India’s first business process outsourcing (BPO) players, with Minacs, a

pioneering North American CRM services company. The unified Aditya Birla Minacs

entity was a result of the Aditya Birla Group acquiring a controlling stake in Minacs

Worldwide Inc., Canada in 2006 through its TransWorks subsidiary. Minacs was

founded in 1981 in Oshawa (near Toronto), Canada and Trans Works in 1999 in

Mumbai, India.

Having started out as a contact center business supporting the American and Canadian

automotive industries, Minacs subsequently grew its client portfolio to encompass

leading banking, telecom, and technology clients. It also expanded its services

portfolio from contact center to Customer Relationship Management (CRM), and

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added integrated marketing services by acquiring the US-based Phoenix Group in

2001.

Minacs was the first North American contact center / BPO company to achieve the

ISO:9001 quality certification in 1996. Similarly, TransWorks too helped develop the

Customer Operations Performance Center Incorporated (COPC Inc.) standard that

benchmarks BPO performance, going on to become one of the first companies in the

world to be COP C certified in 2002.

Aditya Birla Minacs integrated with PSI Data Systems, which was renamed as Aditya

Birla Minacs IT Services in 2009, to strengthen its portfolio with technology-enabled

BPO services, and a full range of IT outsourcing services. The Aditya Birla Group had

earlier acquired PSI in 2001.

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Vision mission of the company

V ision

To become one of the most admired life insurance company of India.Strong

Corporate Governance Model.

MISSION

Become one of the top quartile life insurance companies in India. Be a national player. Be the brand of first choice. Be the employer of choice. Become principal of choice for agents.

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ORGANISATIONAL STRUCTURE:

Structure of Support function:

STRUCTURE OF OPERATIONAL FUNCTION:

16

SITE HEAD

SR.MANAGER

EXECUTIVE

SR.EXECUTIVE

ASSISTANT MANAGER

MANAGER

VP

AVP

SITE HEAD

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17

SR.MANAGER

AGENT

MENTOR

MANAGER

ASSISTANT MANAGER

ASSOSIATE VOICE

TEAM LEADER

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Human resource BPO

The human resources (HR) department is critical for employee well-being in any

business, no matter how small. Just as companies have realised the importance of

customers and are taking proactive steps to ensure their satisfaction, they have also

recognised the key role played by its employees in winning the battle of the marketplace.

A motivated and innovative employee can work wonders for a company. Hence getting

and retaining a motivated workforce has found its way on to the CEO’s agenda. Also, the

slowing economy has forced the workforce to be productive; once employees become

productive, companies want to retain them at any cost.

This has meant a shift in the focus of HR departments from routine activities to playing a

more proactive role of constantly motivating and retaining employees. Usually, HR

departments are inundated with work related to employees; some of these activities are

routine, repairing little imagination and creativity. That is, most of the time the HR

department does activities ‘of’ the employees and not ‘for’ the employees. Some such

mundane HR responsibilities include payroll, benefits, hiring, firing, and keeping up-to-

date with state and central tax laws. Companies the worlds over is spending resources and

time on such critical activities (motivating and retaining the existing workforce) and

hence prefer to outsource routine activities.

HR outsourcing is defined as “a process of outsourcing involving particular tasks like

recruitment, making payroll, employee benefits administration, fixed assets

administration, employee logistics management, training and development to a third party

having expertise in these respective fields”.

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THE FUNCTIONS OF HRM

1. Recruiting

2. Training & Development

3. Payroll

4. Employee Engagement

5. Induction

6. IT

7. Administration

8. Quality

RECRUITMENT

Recruitment Process Outsourcing is a form of business process outsourcing (BPO)

where an employer outsources or transfers all or part of its recruitment activities to an

external service provider.

The Recruitment Process Outsourcing Association defines RPO as follows: "when a

provider acts as a company's internal recruitment function for a portion or all of its jobs.

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RPO providers manage the entire recruiting/hiring process from job profiling through the

on boarding of the new hire, including staff, technology, method and reporting. A

properly managed RPO will improve a company's time to hire, increase the quality of the

candidate pool, provide verifiable metrics, reduce cost and improve governmental

compliance."

The RPO Alliance, a group of the Human Resources Outsourcing Association (HROA),

approved this definition in February 2009: "Recruitment Process Outsourcing (RPO) is a

form of business process outsourcing (BPO) where an employer transfers all or part of its

recruitment processes to an external service provider. An RPO provider can provide its

own or may assume the company's staff, technology, methodologies and reporting. In all

cases, RPO differs greatly from providers such as staffing companies and

contingent/retained search providers in that it assumes ownership of the design and

management of the recruitment process and the responsibility of results."

Occasional recruitment support, for example temporary, contingency and executive

search services, is more analogous to out-tasking, co-sourcing or just sourcing. In this

model, the service provider is just a source for certain types of recruitment activity. The

distinction between RPO and other types of staffing is that in RPO, the service provider

assumes control of the process.

Recruitment process

1. Identify vacancy

2. Prepare job description and person specification

3. Advertising the vacancy

4. Managing the response

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5. Short-listing

6. Arrange interviews

7. Conducting interview and decision making

The recruitment process is immediately followed by the selection process i.e. the

final interviews and the decision making, conveying the decision and the

appointment formalities.

TRAINING AND DEVELOPMENT

Training and development is a subsystem of an organization. It ensures that

randomness is reduced and learning or behavioral change takes place in structured

format.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND

DEVLOPMENT

Traditional approach – Most of the organizations before never used to believe in

training. They were holding the traditional view that managers are born and not

made. There were also some views that training is a very costly affair and not worth.

Organizations used to believe more in executive pinching. But now the scenario

seems to be changing.

The modern approach of training and development is that Indian Organizations have

realized the importance of corporate training. Training is now considered as more of

retention tool than a cost.

The training system in Indian Industry has been changed to create a smarter

workforce and yield the best results.

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the

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availability of a skilled and willing workforce to an organization. In addition to that,

there are four other objectives: Individual, Organizational, Functional, and Societal.

1) Individual Objectives – help employees in achieving their personal goals, which

in turn, enhances the individual contribution to an organization.

2) Organizational Objectives – assist the organization with its primary objective by

bringing individual effectiveness.

3) Functional Objectives – maintain the department’s contribution at a level suitable

to the organization’s needs.

4) Societal Objectives – ensure that an organization is ethically and socially

responsible to the needs and challenges of the society.

PAYROLL

In a company, payroll is the sum of all financial records of salaries, wages, bonuses

and deductions. In accounting, payroll refers to the amount paid to employees for

services they provided during a certain period of time. Payroll plays a major role in a

company for several reasons. From an accounting point of view, payroll is crucial

because payroll and payroll taxes considerably affect the net income of most

companies and they are subject to laws and regulations (e.g. in the U.S. payroll is

subject to federal and state regulations).

From ethics in business viewpoint payroll is a critical department as employees are

responsive to payroll errors and irregularities: good employee morale requires payroll

to be paid timely and accurately. The primary mission of the payroll department is to

ensure that all employees are paid accurately and timely with the correct

withholdings and deductions, and to ensure the withholdings and deductions are

remitted in a timely manner.

This includes salary payments, tax withholdings, and deductions from a paycheck.

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The term 'payroll' encompasses every employee of a company who receives a regular

wage or other compensation. Some employees may be paid a steady salary while

others are paid for hours worked or the number of items produced. All of these

different payment methods are calculated by a payroll specialist and the appropriate

paychecks are issued.

Companies often use objective measuring tools such as timecards or timesheets

completed by supervisors to determine the total amount of payroll due each pay

period.

Employee Engagement

It is a must to take steps for employee engagement. This helps in keeping the

employees motivated and does help in reduction in attrition levels. The process calls

for a detailed strategy. A very significant part of the process of employee engagement

is rewarding good performances. An environment should be created for making

employees give their best.

The approach that is to be followed for employee engagement calls for taking

employee feedback on how satisfied they are with their jobs. The factors should then

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be addressed to ensure that all problems are attended to.

It is important for a team manager to speak to the team about the work in general.

Also, it is important to review the performance of each individual in the team. The

assessment process should not be critical. It calls for feedback for improvement. The

training process after the assessment should aim at removing the flaws in the

performance.

It is important for a manager to be closely involved with the team. This would come

about only when the person knows the team members well. The manager needs to

take the initiatives for this. A team leader needs to hear out his members. Listening

helps in exchange of ideas. This way the team members feel that they are contributing

to the achievement of goals. This is beyond their primary role. This encourages

employees into thinking about the team as a whole.

Engaging employees in activities that allow people to unwind and relax helps them in

sharing moments of joy that lead to a bonding in the team. Call centers need to stem

attrition. Employee engagement is a must for the same. The steps as mentioned are

being taken by call centers in Rajasthan. This is helping in keeping the employees

motivated and is thus bringing efficiency to the processes.

INDUCTION PROCESS

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"The importance of induction training cannot be underestimated, as it marks the

beginning of the relationship between an employer and an employee. It is of fundamental

importance in setting standards and patterns of behaviour for the future..."

Hero BPO has a unique approach to induction training, as we believe that it fully supports

individual learning capabilities, and assists in building team spirit and rapport with the

associates and operational management while they are at the induction phase. The

induction program at Hero BPO is a comprehensive module. During the program, we

take the audience through a journey covering:

Introduction to call centers

Hero Group

Hero BPO – Company profile

Roles & responsibilities of an associate

Understanding the company through functional interdependence

Policies governing the employees’ stay with the Company

Expectation management

Sharpen the saw

Training in BPO

Training at Hero BPO is a pivotal and critical function. The management clearly

appreciates the importance of investing in training to reap short- and long-term benefits.

The goal is to equip new hires with skills and competencies necessary to carry out their

duties. Our relationship with our people starts on the first day of joining and strengthens

over the time spent with Hero BPO. All our associates necessarily undergo a rigorous

training including Process Training before being assigned to different programs. A lot of

emphasis is put on self-evaluation, self-monitoring and trainee participation in order to

motivate and enthuse the trainees. Our training plan is designed to meet the following

requirements:

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To develop competency in process-specific activities.

Enhancing the associates’ vocal clarity when speaking English in a professional

context.

To equip participants with communication and inter-personal skills so that they

may communicate effectively with both clients and colleagues.

Depending upon the type and complexity of the program, Hero BPO has different

training processes in place for new hires. Once the new hires are inducted into the

system, they go through various training programs as categorized below:

Generic Skills Training: Training in Customer Service, Voice & Accent, Sales and Soft

Skills are conducted to fine-tune their embedded skills & develop new ones.

Process Training – Client-Specific Training: This training is very critical for quality &

compliance. It talks about client expectations & process knowledge that need to be used

in the project assigned to them.

Refresher Training Programs – Generic and Process: In case a trainee does not clear any

of the above-mentioned training programs, we have a methodology for bringing them up

the learning curve through counselling & coaching.

IT

From being a business support function, IT has become a business enabler. Businesses

flourish or stagnate based on the right choices, time to deployment and services

availability. Outsourcing IT infrastructure is evolving into an agility-creating strategy for

CIOs.

At Minacs, we understand this. We offer a suite of solutions that enable you to focus on

your core business while we manage your IT infrastructure.

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Solutions

End user computing

Data center and network management

Enterprise security

Systems availability

IT modernization.

ADMINISTRAION

In the highly competitive environment, the companies that are outsourcing resource

intensive administrative functions stand to gain substantially in the present business

scenario. Since success is dependent on smooth functioning of administration tasks, more

and more companies are resorting to outsourcing them, saving valuable time spent on

administrative activities and also major financial allocations.

At ABM, they have a trained staff with wide experience in a range of administration

processes, to ensure that the implementation is accurate, speedy and cost effective. We

are the right choice when it comes to successfully deliver administrative business ranging

from agency administration to HR administration to new business with a focus on

reducing the escalating costs associated with general administration.

In order to improve the range of choices for employees and significantly reduce turn-

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around- time for the client's administration department, we provide innovative BPO

administrative solutions in accordance with the corprate goals of companies.

Inform Administration

Master Updating - Title, Address etc.

Payment Processing

Loan Adjustments

Day end Balancing

Withdrawals

Statement Generation

Correspondence

Adjustment and Transfers

HR Administration

Record Keeping

Capturing Life Event Changes

Time Sheet Consolidation & Input

Leave Data Capture

Regulatory Reporting

Hiring Administration

Administration of Training Records

Capture & Maintenance of Performance Appraisal Data

Employee Self Service

Manage E-Mail Response to Employee Queries

E-Mail based Services for Master Data Changes like Enrolment, W2 Changes,

Employee Master Changes

Voice Response to Employee Queries

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Benefits Administration

Enrolment & Eligibility Administration

Claims Processing

Premium Reconciliation

Retirement Benefits Administration

Employee Master Capture/Maintenance

Record Keeping

Regulatory Reporting

QUALITY

What is quality?

Quality is vital when it comes to the outsourcing of business processes. However, the

quality I am referring to is the service that the company is planning to outsource;

therefore there are strategies that need to be covered prior to the outsourcing process.

Companies tend to introduce standards in their business to ensure that the quality is the

best it can possibly be. For example, a number of businesses have a benchmark that they

aim to reach to identify where they are heading in terms of products, as well as when they

need to make any improvements. In addition it helps to establish a relationship with other

companies and departments that will best help the process to go through with ease.

Indian Service Providers offer Unmatched Quality in Outsourced Services.

In a recently conducted survey on outsourcing, 82% of US and European companies

voted for India as the most preferred outsourcing destination over China, the Philippines

and Malaysia, mainly because of the high quality of services that India offers. Though

other outsourcing destinations also offer low cost services and fast turnaround time, it is

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only talent-rich India that has a track record of providing excellent IT, ITES and BPO

solutions over the past 25 years.

 Quality Dept in ABM: Methods:

Methods and Tools for Achieving Quality in ABM:

There is some irony in the fact that India has long been at the forefront of the quality

movement in business process outsourcing (BPO) and outsourcing in general. After all

and at least on the surface, India appears to be one of the most chaotic and volatile

societies on earth and Indians themselves are known for being confrontational, energetic

and willing to break rules – nearly all the time.

1. The Drive for Quality in BPO and Outsourcing

This drive for and focus on quality in India was first triggered by the need to have ISO

certification in order to export to Europe. However, the real momentum began when

Motorola’s software center in Bangalore became the second site in the word (the first

being NASA) to achieve Capability Maturity Model (CMM) Level 5 status in 1994. This

opened the floodgates in the drive for quality in the software industry and within a

decade, there were 80 software centers around the world with such a certification and 60

of these were located in India.

2. Globally Recognized Quality Methods or Tools

Hence and while many BPO and outsourcing organizations have developed their own

management philosophies, methods and quality tools, there are certain globally

recognized quality standards, certifications or philosophies that Indian outsourcers and

BPOs have not only strived to achieve but have also been at the forefront of achieving.

These include ISO 9000, Total Quality Management (TQM), Six Sigma, the Capability

Maturity Model Integration (CMMI), the eSourcing Capability Model for Service

Providers (eSCM) and the People Capability Maturity Model (People-CMM).

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3. Criticism of Quality Models or Tools

With so many different types of quality standards, certifications and philosophies to

choose from, all have attracted their share of criticisms. Much of the criticism has been

directed towards Six Sigma for its “lack of originality” while others have criticized the

cottage industry of consulting firms that have sprung up to offer training and certification

and often what amounts to short-cuts or quick fixes. Moreover, while TQM relies on

employee involvement, Six Sigma relies on training experts who work to solve the

organization’s problems and train others.

Finance & Accounting

CFOs are tasked with deriving greater results from fewer resources. At the same time,

they must ensure compliance with increasingly strict regulations.

ABM can help optimize Finance and Accounting (F and A) processes and minimize the

back office delays that can lead to missed opportunities

Delivering World-Class Finance and Accounting

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ABM's  F&A services cover a wide range of industries, including financial services,

manufacturing, utilities, distribution and retail. We work with over 30 companies on

more than 20 different accounting systems, in more than 35 different languages.

Company has also developed world-class methodologies for transitioning and

transforming Finance and Accounting operations into value-adding business functions.

These include our single benchmarked product, the Global Process Model (GPM) *. This

end-to-end process map comprises a group of processes that represents global and

industry best practices. GPM is designed to be implemented as a global standard, but it

can be adapted to regional regulatory requirements.

Transform the Compliance and Audit Capabilities

As the companies strategic partner, it helps transform their global processing model and

enhance your F&A operations.

They provide F&A services as end-to-end processes or process-specific services.

They have also developed a suite of management assurance services to address the

critical area of compliance. Their offer includes:

End-to-End Processes

Order-to-Cash

Procure-to-Pay

Record-to-Report

Process-Specific Services

Accounts Payable

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Accounts Receivable

General Accounting

Treasury

Planning and Performance Management

Travel and Expenses

Service Desk

Management Assurance Services

SOX compliance support

Entity level assessment

SAS 70 equivalent reporting

IT & general controls assessment

In addition, outsourcing your F&A operations toABM Business Process Outsourcing

(BPO) ABM enables your finance executives and managers to concentrate on the

strategic thinking and innovative programs that drive your business.

Combining Freedom and Flexibility

ABM combines several processes in its approach to optimizing your F&A operations,

including unique value-adding processes such as Concurrent Audit, Profit Recovery and

Ethical Fraud Detection. We have also developed a 3-dimensional measurement matrix

that analyzes the efficiency, effectiveness and value of your primary F&A processes.

They draw on business analysis and intelligence tools to pinpoint areas for improvement

across your data and workflow and deliver true business insight.

They give you the insight and freedom to make strategic decisions, based on reliable and

accurate information. This, combined with our optimized back-office processing,

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transforms your F&A operations into a value-adding business function and puts you on

the path to world-class F&A.

Business process outsourcing (BPO) or ITES is a subset of outsourcing that involves

the contracting of the operations and responsibilities of specific business functions (or

processes) to a third-party service provider. Originally, this was associated with

manufacturing firms, such as Coca Cola that outsourced large segments of its supply

chain.

BPO is typically categorized into back office outsourcing - which includes internal

business functions such as human resources or finance and accounting, and front office

outsourcing - which includes customer-related services such as contact centre services.

BPO that is contracted outside a company's country is called offshore outsourcing. BPO

that is contracted to a company's neighboring (or nearby) country is called nearshore

outsourcing.

Often the business processes are information technology-based, and are referred to as

ITES-BPO, where ITES stands for Information Technology Enabled Service. Knowledge

process outsourcing (KPO) and legal process outsourcing (LPO) are some of the sub-

segments of business process outsourcing industry.

Benefits and limitations

An advantage of BPO is the way in which it helps to increase a company’s flexibility.

However, several sources have different ways in which they perceive organizational

flexibility. Therefore business process outsourcing enhances the flexibility of an

organization in different ways.

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Most services provided by BPO vendors are offered on a fee-for-service basis. This can

help a company to become more flexible by transforming fixed into variable costs. A

variable cost structure helps a company responding to changes in required capacity and

does not require a company to invest in assets, thereby making the company more

flexible. Outsourcing may provide a firm with increased flexibility in its resource

management and may reduce response times to major environmental changes.

A third way in which BPO increases organizational flexibility is by increasing the speed

of business processes. Supply chain management with the effective use of supply chain

partners and business process outsourcing increases the speed of several business

processes, such as the throughput in the case of a manufacturing company.

Finally, flexibility is seen as a stage in the organizational life cycle: A company can

maintain growth goals while avoiding standard business bottlenecks. BPO therefore

allows firms to retain their entrepreneurial speed and agility, which they would otherwise

sacrifice in order to become efficient as they expanded. It avoids a premature internal

transition from its informal entrepreneurial phase to a more bureaucratic mode of

operation.

A further issue is that in many cases there is little that differentiates the BPO providers

other than size. They often provide similar services, have similar geographic footprints,

leverage similar technology stacks, and have similar Quality Improvement approaches.

Threats:

Risk is the major drawback with Business Process Outsourcing. Outsourcing of an

Information System, for example, can cause security risks both from a communication

and from a privacy perspective. For example, security of North American or European

company data is more difficult to maintain when accessed or controlled in the Sub-

Continent. From a knowledge perspective, a changing attitude in employees,

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underestimation of running costs and the major risk of losing independence, outsourcing

leads to a different relationship between an organization and its contractor.

Risks and threats of outsourcing must therefore be managed, to achieve any benefits. In

order to manage outsourcing in a structured way, maximizing positive outcome,

minimizing risks and avoiding any threats, a Business continuity management (BCM)

model is set up. BCM consists of a set of steps, to successfully identify, manage and

control the business processes that are, or can be outsourced.

Another framework, more focused on the identification process of potential

outsourceable Information Systems, identified as AHP, is explained.

L. Willcocks, M.Lacity and G. Fitzgerald identify several contracting problems

companies face, ranging from unclear contract formatting, to a lack of understanding of

technical IT- processes.

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Award & achivment of the company

2011

:: Mrs. Rajashree Birla was presented the All India Management Association (AIMA) Managing India Award 2011 for 'Corporate Citizen of the Year'. The award was presented by Mr. P. Chidambaram, India’s Union Minister for Home Affairs.

:: The Government of India has bestowed the Padma Bhushan Award on Mrs. Rajashree Birla for her exemplary contribution in the area of ‘Social Work’.The Padma Bhushan is among the highest civilian awards in India and was conferred on Mrs Birla at a special ceremony on 01 April 2011.

2010:: Indian Rayon, Veraval (a division of Aditya Birla Nuvo) is awarded The Rajiv

Gandhi Environment Award for Clean Technologies by The Ministry of Environment and Forests, Government of India.

:: Mrs. Rajashree Birla, Chairperson, Aditya Birla Centre for Community Initiatives and Rural Development receives 'Hello Hall of Fame' award for 'Exemplary Philanthropist of the year' from Worldwide Media Goup's 'Hello' celebrity journal.

:: Ultratech's 'Concern for Health' project awarded the Asian Corporate Social Responsibility Award by the Asian Institute of Management Centre for Corporate Social Responsibility.

:: Mrs. Rajashree Birla, Chairperson, Aditya Birla Centre for Community Initiatives and Rural Development, awarded the Global Golden Peacock Life Time Achievement Award for Community Development for the year 2010 for "Outstanding Contribution Towards Community Development and Social Welfare".

:: Hindalco and Birla White declared winners in the Golden Peacock Awards for Corporate Social Responsibility 2010 by an eminent international jury, headed by Justice P.M. Bhagwati, the erstwhile Chief Justice of India.

:: The Aditya Birla Centre for Community Initiatives and Rural Development teams up with Columbia University's research centre, the Columbia Global Centers' Earth Institute in Mumbai, to become its principal partner. The Earth Institute's goal is to help achieve sustainable development primarily by expanding people's understanding of the earth as one integrated system.

:: Hindalco wins Amity International Business School’s, ‘Amity Corporate Excellence

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Award for Corporate Social Responsibility’

2009:: Grasim's pulp and fibre division wins the highly prestigious Asian CSR Award. The

Asian CSR Awards, Asia's Premier CSR Awards program, is a project of the Asian Institute of Management, Manila.

:: Rajiv Gandhi Award for Eminence in Social Field, 2009 conferred on Mrs. Rajashree Birla by Mr. Jyotiraditya Scindia (Union Minister of State, Commerce & Industry) on 19 August 2009. The award recognises Mrs. Birla's pathbreaking work among the poor, more so in India's villages, carried out through the Aditya Birla Centre for Community Initiatives and Rural Development.

:: Vikram Cement and Aditya Cement wins the Federation of Indian Mineral and Industries' "Social Awareness Award for the year 2008-09".

:: Reader's Digest Pegasus Star Award conferred on Hindalco in recognition of work that truly exemplifies the highest values of society and corporate leadership for social responsibility and sustainable development initiatives. Mrs. Rajashree Birla, who spearheads all the Group's social projects, received this much coveted award on behalf of Hindalco from Mr. Arun Jaitley, MP, Rajya Sabha, on 21 January 2009 in Delhi.

2008:: The President of India, Mrs. Pratibha Patil confers the much coveted Rotary

International Polio Eradication Champion Award on Mrs. Rajashree Birla in an elegant function at the Rashtrapati Bhavan (Delhi), attended by the Chairman, select Rotarians and WHO officials.

2007:: The Aditya Birla Group honoured with the India Today Group's Readers Digest Gold

award in recognition of the work that truly exemplifies the highest values of society as well as those of Reader's Digest. The award was received by Mrs. Rajashree Birla, Chairperson, Aditya Birla Center for Community Initiatives and Rural Development, at the Pegasus Corporate Social Responsibility Awards 2007 function.

:: Hindalco awarded the CII - Sorabji Green Business Centre "National Award for Excellence in Water Management 2007".

2006:: Hindalco awarded the Greentech Safety Silver Award for its outstanding safety

performance during 2005-06.

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Aditya Birla Group - Strategic SWOT Analysis Review

Summary

Aditya Birla Group (Aditya Birla) is an Indian based multinational conglomerate company. It engages in offering services to various sectors such as non-ferrous metals, cement, viscose staple fibre, viscose filament yarn, branded apparel, carbon black, chemicals, agribusiness, mining, ferro chem, wind power and insulators. In addition, the group offers services to sectors including telecommunications, financial services, IT, BPO, retail and trading solutions. Aditya Birla consists of four main companies, which operate in various industry sectors through its subsidiaries and joint ventures, namely, Hindalco Industries Limited, Aditya Birla Nuvo Limited, Idea Cellular Limited and UltraTech Cement Limited. It has operations in 27 countries worldwide. Aditya Birla Group is headquartered in Mumbai, India.

Aditya Birla Group Key Recent Developments…

Apr 08, 2011: Tecpro Systems Receives Orders For Waste Heat Recovery-Based Power PlantsFeb 04, 2010: Aditya Birla looking to increase its market in the cement industry

GlobalData’s Aditya Birla Group - Strategic SWOT Analysis Review provides a comprehensive insight into the company’s history, corporate strategy, business structure and operations. The report contains a detailed SWOT analysis, information on the company’s key employees, key competitors and major products and services.

This up-to-the-minute company report will help you to formulate strategies to drive your business by enabling you to understand your partners, customers and competitors better.

Scope

- Business description – A detailed description of the company’s operations and business divisions.- Corporate strategy – Global Data’s summarization of the company’s business strategy.- SWOT analysis – A detailed analysis of the company’s strengths, weakness, opportunities and threats.- Company history – Progression of key events associated with the company.- Major products and services – A list of major products, services and brands of the company.

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- Key competitors – A list of key competitors to the company.- Key employees – A list of the key executives of the company.- Executive biographies – A brief summary of the executives’ employment history.- Key operational heads – A list of personnel heading key departments/functions.- Important locations and subsidiaries – A list of key locations and subsidiaries of the company, including contact details.

Note: Some sections may be missing if data is unavailable for the company.

Reasons to Buy

- Gain key insights into the company for academic or business research purposes. Key elements such as SWOT analysis and corporate strategy are incorporated in the profile to assist your academic or business research needs.- Identify potential customers and suppliers with this report’s analysis of the company’s business structure, operations, major products and services and business strategy.- Understand and respond to your competitors’ business structure and strategies with Global Data’s detailed SWOT analysis. In this, the company’s core strengths, weaknesses, opportunities and threats are analyzed, providing you with an up to date objective view of the company.- Examine potential investment and acquisition targets with this report’s detailed insight into the company’s strategic, business and operational performance.

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CONCLUSION

This in-plant training was my beautiful experience in my educational life. It helps to

develop my personality and soft skills also I learn rules, regulations and norms of

industries which will helpful for my carrier. I want to give special thanks for Managing

Director of Organization for given me support in training. Last but not least thanks all

staff and worker for co-operate me.

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