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1 INTRODUCTION

This chapter begins with the

background and the purpose of the

PGDM Project Report. Goals are

specified and delimitations are

presented. The chapter ends with

disposition and reading directives of

the Project Report.

1 INTRODUCTION

This chapter begins with the background and the purpose of the PGDM Project Report.

Goals are specified and delimitations are presented. The chapter ends with disposition

and reading directives of the Project Report.

1.1 BACKGROUND

Many industries have experienced an intensified global competition in just a few years.

The reasons for this are many and some relate to: deregulation, forming of trade unions,

improved transportation facilities and better information and communication technology.

The intensified competition has increased the interest of purchasing and storing. Since

most companies spend more than half their sales turnover on purchased parts & services,

efficient supplier relationships are of great importance to the company’s short term

financial position and long term competitive strength.

Today if a company saves 1% of its total materials then its profit will increase up to 2-

3%. So issuing and storing of materials is an important task in construction industry.

Gammon India specializes in the areas of bulk storage structures; energy projects and

high-rise structures; ground engineering and environment protection; hydraulic works

and irrigation projects; industrial structures; marine structures; tunnel engineering; public

utility structures; and transport engineering. As on Mar 2009, it has executed 69 projects

out of which 32 were in transport engineering, 17 in energy and high-rise projects, 10 in

hydro-power/tunnel/irrigation projects, and five in pipeline projects, to name a few.

The company also undertakes PPP projects in sectors like ports, highways, power,

bridges etc through its subsidiary Gammon Infrastructure Projects Ltd. Some PPP

projects include the 53-km Rajahmundry-Dharmavaram road project, and two

multipurpose berths (EQ-8 and EQ-9) at Vishakhapatnam port. Hydro-electric projects

include Teesta HRT and Parbati Stage II and III amongst others. As on Mar 2007, the

company’s order book position was Rs 70 bn. Some of its major ongoing projects

include the 99.5-km Vadape-Gonde road project and the Gorakhpur bypass project etc.

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1.2 PURPOSE

The purpose of this report is to examine if and how the internal customers’

understanding deviates from the store’s perception regarding the task of the store

department i.e. Issue of materials.

The purpose is also to create a communication package with the purpose of increasing

the internal customers understanding of what is the actual method of preparing issue

slips.

1.3 GOALS

The goals of this project report are:

a. To do a gap-analysis concerning the internal customers’ and the store’s

perception of the task of the issue of materials method.

b. To create a communication package consisting of material and instructions ready

to use.

1.4 DELIMITATIONS

a. All materials are not included in this report.

b. Because of the time frame and the fact that this project report was performed

in Gammon’s internal customers including PRW and pretty contractors.

c. This report includes only GIL’s DMRC project only.

1.5 DISPOSITION

The report is divided into ten chapters and the content of the chapters are presented

below.

Chapter 2: Gammon facts – This chapter gives the reader an introduction to Gammon

India Ltd and the stores.

Chapter 3: Methodology – This chapter explains the method used in the project report

and also explains the authors’ course of action.

Chapter 4: Theory – This chapter describes issuing theory regarding why issuing is

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important and what a store department should do. It also contains communication theory

regarding internal communication, communication strategy and communication

planning.

Chapter 5: Present situation – This chapter describes what the store does and who are

their internal customers?

Chapter 6: Empirical data – This chapter presents the empirical data gathered from the

survey which later is used in the gap analysis.

Chapter 7: Analysis & Finding – This chapter covers the gap analysis and findings.

Chapter 8: Finding – This chapter describe this report’s findings.

Chapter 9: Results & Suggestions – This chapter describes the communication package

which was created in the result of analysis and suggestions are given.

Chapter 10: Conclusions & Limitations – This chapter presents the conclusions from

the findings of the thesis and discusses some problems which the authors came across

and future research is suggested.

1.6 READING DIRECTIVES

Reading directives are given in this section.

A person from Gammon’s store’s interested in the authors’ course of action and the

background to the conclusions – This reader should read chapter 3 and forward.

A person from Gammon’s store’s interested in the results from the gap analysis – This

reader should read chapter 6 and 7.

Person from Gammon interested in the communication package – This reader should

read chapter 8.

External readers without former knowledge of Gammon and Gammon’s store

department of DMRC Project – This reader is recommended to read chapter 2 and

forward.

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2 GAMMON FACTS

This chapter introduces the reader to

Gammon and the store department of

GIL DMRC project, Delhi, which is

the department where the report was

done.

2 GAMMON FACTS

This chapter introduces the reader to Gammon and the store department of GIL DMRC

project, Delhi, which is the department where the report was done.

2.1 GAMMON THE COMPANY

Gammon India specializes in the areas of bulk storage structures; energy projects and

high-rise structures; ground engineering and environment protection; hydraulic works

and irrigation projects; industrial structures; marine structures; tunnel engineering; public

utility structures; and transport engineering. As on Mar 2007, it has executed 64 projects

out of which 29 were in transport engineering, 15 in energy and high-rise projects, 10 in

hydro-power/tunnel/irrigation projects, and five in pipeline projects, to name a few.

2.1.1 ABOUT FOUNDER

In the beginning was a man and his vision a colossus throbbing with dynamism and

pulsating with energy. A man born to build. A man whose very presence was a source of

inspiration.

Mr. John C. Gammon. The founder of Gammon India Limited.

A Civil Engineer who can more aptly be called 'The Sculptor

of Concrete in India'. A man who preached and practiced

order and functional expression in structures - the enduring

values that helped build the Gammon edifice.

From monuments and bridges to reservoirs and jetties, his innovative vision and

engineering skill, his intuitive understanding of the materials and systems of

construction sought and fought answers to some of the most challenging

examples in civil engineering projects.

His abiding faith in people and their abilities inspired them to meet challenge

after challenge.

Mr. Gammon had several firsts to his credit. The RCC pile foundations for the

Gateway of India, the thin shell structures of the Meerut Garages, the colloidal

grouting process at Mundali Weir, the hyperbolic cooling towers at Sabarmati -

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are but a few of his outstanding achievements. Bridges like Bonum and

Patalganga, built by him have stood the test of time as monuments to his

ingenious skill.

Today, Gammon India Ltd., not only carries his name and vision, but stands out

as a Gateway for technological excellence in civil engineering.

2.2 HISTORY OF GAMMON

YEAR EVENTS 1922 - The Company was incorporated and then converted into a public

Ltd. company on 31st April 1962. The main object of the company was Builders and

contractors, reinforced concrete specialists, engineers, architects, surveyors’ estimators

and designers.

1956 - At the time of incorporation, the name of the Company was J.C. Gammon

(Mumbai) Ltd. The name was changed to Gammon India Ltd.

1975 - On 23rd August, Gammon Nirma Ltd., was incorporated as a subsidiary of the

company. 10,200 equity shares of Rs. 100 each out of 10,204 shares issued a held by

Gammon India Ltd.

Gammon Turnkeys Ltd., is a subsidiary of the Company with a holding of 9,990 No. of

equity shares of Rs. 100 each out of 10,000 No. of equity shares issued.

Bhagirathi Bridge Construction Co. Ltd., is an associated company of Gammon India

Ltd., while Gammon-Shah is a partnership firm with 50% share for Gammon India Ltd.

1977 - The company is associated with Gammon Eastern Union Ltd., Hong Kong, who

promoted Gammon Midest Ltd. joint venture company in Sharjah, United Arab Emirates

with a participation of Dh. 7,85,000 representing 50% of the capital of the joint venture

entered with Dh. 27,15,000 (Dh. 1 = Rs.2.2 approximately) as term loan for three years.

This joint venture company was incorporated in April, and was to undertake construction

and service contracts in the Middle East and elsewhere.

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1979 - The Company entered into a collaboration agreement with Koninklijke

Machinenfabrick Stork B.V. Hengelo, Netherlands for a period of 5 years for the

manufacture of fiberglass impeller blades for cooling towers.

A new joint venture company, Heitkamp Gammon Ltd., was being established with

Gammon India Ltd., and Heitkamp Rohrbau GmbH, West Germany as the principal

promoter shareholder.

1989 - The R&D Division undertook development of energy efficient GFRP bladed fans

for ID Cooling towers and PP splash grid modular packing system for ND/ID covering

towers, alternative packing systems etc.

Also, development and manufacture of places booms for concreting, mobile shuttering

systems complete with hydraulic arrangement. For jacking and lowering up to a height of

2.5 mm, integrated serried vibration systems for deck concreting, spiral tube making

machine up to 200 mm dia. for prestressing cables etc. were undertaken.

1990 - A turnkey contract of the approximate value of Rs. 120.00 crores secured from

International Youth Travel Bureau of USSR and `SPUTNIK', Moscow, USSR for the

contraction of a 900 bed hotel in Moscow. Contracts valued at Rs. 100 crores were under

negotiation.

1994 - The company was awarded a time bound large size Civil Engineering contract for

construction of three bridges with approach road replacing flood damaged bridge of

Prithvi Highway towards Noubise and Malekhu section of sakkar, Nepal.

R & D division developed, fabricated and put into commission the headmast and tail-

mast for 700 m span cable ropeway for Alamatti Dam as also 1500 mm dia. double-wall

casing for executing the pile foundations for transmission towers at Tezpur for 60 m

deep piles.

The R & D division designed and manufactured a special reverse circulation pilling rig

for 1500 mm diameter piles capable for depths up to 75 m. The R&D division also

developed special techniques for installation of 1500 mm diameter piles through the

reinforced concrete well steining for a Bridge across Brahmaputra River at Jogighopa.

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2.3 GAMMON WORLDWIDE

Gammon India Ltd (Gammon India), established in 1919, and is engaged in engineering

and construction activities. It became public in 1962. Its core business includes

transportation, power projects, pipelines, ground engineering and environment protection

projects, irrigation projects etc. The company has a presence across India as well as in

the Middle East, North and West Africa, and in the SAARC countries.

The company also undertakes PPP projects in sectors like ports, highways, power,

bridges etc through its subsidiary Gammon Infrastructure Projects Ltd. Some PPP

projects include the 53-km Rajahmundry-Dharmavaram road project, and two

multipurpose berths (EQ-8 and EQ-9) at Vishakhapatnam port. Hydro-electric projects

include Teesta HRT and Parbati Stage II and III amongst others. As on Mar 2007, the

company’s order book position was Rs 70 bn. Some of its major ongoing projects

include the99.5-km Vadape-Gonde road project and the Gorakhpur bypass project etc.

2.3 AWARDS AND ACHIEVEMENTS

And many more………….

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ACCE-L&T Endowment Award for Excellence in construction of Haldia Induced Draught Cooling Towers, 2001

The Arch of Europe Gold Award Ganga Bridge, 1987

Award By Gujarat Electricity Board Gujarat Electricity Board 1965

IFAWPCA Certificate for Thane Creek Bridge Thane Creek Bridge, 1971

IIBE-7th Annual Award Nite for Noida Bridge at Delhi Noida Bridge at Delhi 2001Towers, 2001

2.4 THE STORE DEPARTMENT OF GIL DMRC PROJECT, DELHI

The store department is a unit in Gammon India Ltd DMRC project, New Delhi.

Currently the whole store is divided into four site-stores in which one is called main

store. Currently GIL is having three site stores in Noida Sector-94, Sarita Vihar, New

Delhi and Kalkaji, New Delhi. One main store has been established in Noida Sector- 37.

The main works of these stores are to receive the materials and issue it’s to its indenter

and maintaining the store accounting for the further reference. The hierarchy of stores in

Gammon India Ltd in DMRC Project, New Delhi are as follows; shown in figure-2.4

Figure- 2.4 Hierarchy of Store in GIL in DMRC Project, Delhi

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3 METODOLOGY

In this chapter the research strategy,

course of action and collection of

data is described. The reliability and

validity of the report are discussed in

the end of this chapter.

3 METHODOLOGY

In this chapter the research strategy, course of action and collection of data is described.

The reliability and validity of the report are discussed in the end of this chapter.

3.1 RESEARCH STRATEGY

The research strategy is a general plan of how to answer the purpose of the study. There

are four main strategies; experiment, survey, case study and action research.

This PGDM’s report is considered a survey because the characteristics of a survey fit

with the purpose of the report. American Statistical Association (web) defines the

following as the characteristics of a survey:

a. A wide and extensive coverage: In the concept of “survey” lies an implicit idea of

that the research should have a broad coverage.

b. Focus on a specific moment in time: The purpose is often to get a general view of

a variety of things at the time of the data collection.

c. Dependent on empirical data: A survey includes looking for details in concrete

things that can be measured and registered.

The whole group of internal customers was considered in this study which implies that a

survey was suitable. Also, the gap-analysis needed empirical data and it was important to

examine what the gap was at the moment.

It is important to be aware of the fact that a survey approach is a research strategy and

not a method. Researchers choosing this strategy can use different methods:

questionnaires, interviews, printed sources and observations. (Web)

3.2 COURSE OF ACTION

The work of this report began with defining the purpose and the forming of a research

strategy. At the same time a pre-study was performed by conducting interviews with

internal customers, and managers at the store department. Information was also gathered

from Gammon’s intranet and the books published by GIL. The aim of the pre-study was

to get an understanding of what the store department does, how the internal customers

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acquire material and services, and to identify the internal customers.

Next a questionnaire was designed, and sent to internal customers, store managers, in

order to be able to perform the gap-analysis and their tasks. The result from the survey

was then analyzed with the help from store theory which was gathered in a literature

study. When the gaps had been identified a communication package was produced. The

communication package was made with input from the gap-analysis and from a literature

study covering communication. The pre-study also provided information which was

included in the communication package. Finally the communication package was tested

on a small group of internal customers. The “pilot” groups of internal customers were

interviewed about the communication package for further improvements and then the

communication package was finalized. The course of action is illustrated in figure 3.1.

Figure: 3.1 Course of action

3.3 COLLECTION OF DATA

3.3.1 PRIMARY AND SECONDARY

Data can be categorized in two different categories depending on how it was collected;

primary and secondary data. Primary data consists of data which the researcher gathers

through observations, surveys and interviews. Secondary data, on the other hand,

consists of data which has been collected in another context. In order to fulfill the

purpose of this study, primary and secondary data was used jointly.

Regarding primary data, there are many ways to collect information about people’s

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attitude, behavior and knowledge. But when it comes to people answering questions, one

can separate it into two different methods of collecting data. The first method is doing

interviews directly in person or by phone. The second method is by implementing

questionnaires. In this survey both interviews and questionnaires were used when

collecting data. Secondary data is data collected by other people, and from books

published by Gammon India Ltd. Secondary data was used when conducting the

literature studies. The literature studies covered two areas; store and communication. The

search for literature was conducted via Internet and books. Examples of keywords used

when searching for store related material was; store and supply chain management.

Keywords used when searching for communication related material was; internal

communication, communication planning, communication strategy and persuasive

communication. Secondary data was also collected from Gammon’s intranet and

Internet. Intranet provided information about Gammon’s store process and organization

for example.

3.3.2 QUALITATIVE AND QUANTITATIVE

There is not a clear distinction between quantitative and qualitative research.

However they have some characteristics. The quantitative research often uses numbers as

the central unit of analysis and the qualitative research has a tendency to use words as the

central unit of analysis. The qualitative research is more often connected with description

and the quantitative is more often connected to analysis. The qualitative research is most

often used in smaller studies and the qualitative in larger studies.

The interviews conducted in this study should be considered as qualitative because; they

were of smaller scale, the interviewees were often asked to describe or clarify something,

and the unit of analysis was words.

The questionnaires and the analysis of the questionnaires were more of a quantitative

character. Although the unit of analysis was both words and numbers the final analysis

was based on numbers. The scope of the survey was also relatively large.

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3.3.3 INTERVIEWS

Interviews are usually classified as interviews with high or low degree of

standardization. A high degree of standardization implies that the questions are

formulated in advance and are of great extent. A low degree of standardization on the

other hand implies that only the question areas are decided in advance and not the actual

questions. The reason is to let the interviewer formulate questions in order to clarify or

deepen the earlier answers of the respondent.

The interviews conducted were of both a high and a low degree of standardization. Low

degree interviews were often conducted when the authors needed something explained

and high degree interviews were used when specific information was needed.

3.3.4 QUESTIONNAIRE

Questionnaires were created and sent to both the store department and to the internal

customers of the store department. The purpose of the questionnaires was to gather data

for the gap analysis. Two different questions were used in order to examine the gap; the

internal customers and employees at Gammon were asked to shortly describe what they

believe that the process of the store department is.

The internal customers and employees at Gammon were asked how often they would like

the store department to be involved in several different stages of a store.

Other kinds of questions were included with the purpose of gathering background

information about the respondents. There were also questions included with the purpose

of evaluating the store department, and those answers were used for other purposes

besides the ones stated in this report. The questionnaires sent to the internal customers

and stores are presented in appendix1

When designing the questionnaires relevant literature was studied, and the following

section includes some of the things that were considered when making the

questionnaires.

According to Ejlertsson & Axelsson, a questionnaire is a form containing questions with

predominantly set alternatives of answers. The most common ways to distribute

questionnaires are by mail, e-mail or by handing them out directly to a preferred target

group. There are some advantages using a questionnaire instead of an interview. The

questionnaire can for instance easily be implemented on a great selection in relation to

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cost and time and also within a great geographical area. Another benefit when using a

questionnaire is that the respondent is not affected by an interviewer’s way of asking

questions.

The questionnaires were sent by e-mail in order to make them easy to distribute and easy

to answer.

When constructing a questionnaire there are a lot of things to consider, for instance the

composition of questions. The following is stated as important when designing a

questionnaire by both Ejlertsson & Axelsson and Andersson:

a. Keep the language simple

b. Unambiguous questions

c. Avoid leading questions if possible

d. One question at a time, one answer at a time

e. Avoid questions of sensitive issues

f. Avoid long questions

g. Avoid negation

h. To instruct when questions are only relevant to some respondents

i. Keep the same order of the answer alternatives

j. Don’t forget questions about background

Ejlertsson & Axelsson mentions that when constructing a matrix question one has to be

careful not to include too many sub questions and the questions should always have the

same alternatives of answers.

3.3.5 SELECTION OF INTERNAL CUSTOMERS

To map a target population in this report was complex, since there was not a list of all the

internal customers of Gammon. A pre-study was carried out in order to find out who the

internal customers were. Information was gathered by interviewing store managers and

other employees. The selection of the survey was made by randomly choosing internal

customers.

The total amount of internal customers chosen to participate in the questionnaire was 20.

The total number of internal customers at Gammon was unknown. And 100 issue slips

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are collected for the empirical data.

It is important to mention that the selection of internal customers is not representative of

all the internal customers of Gammon. The chosen selection does not fulfill the criteria of

a random selection on a population basis because it was not possible to create one list of

all the internal customers and from that list randomly select internal customers. To

compile a list of all employees with a certain working title was not possible within a

reasonable amount of time. Therefore a complete list of all the internal customers could

not be made. The way the internal customers were selected was considered when the data

was analyzed. Regarding the questionnaire sent to the store department and internal

customers were chosen.

3.4 METHODOLOGY ISSUES

Regarding the choice of research strategy, there were other alternative strategies which

could have been relevant. For instance a case study would have been more suitable if

researching for a more narrow coverage. But due to the fact that a broad and extensive

coverage was preferred in order to cover a broad selection of internal customers the

survey strategy was chosen.

3.4.1 RELIABILITY

According to Svenning (1999) and Denscombe (2000) the definition of reliability is that

if nothing changes in a population two surveys with the same purpose and method should

give the same results.

The reliability of the interviews was assured by selecting interviewees who had the right

knowledge, and they were often chosen with the help of sourcing managers at the store

department. Most of the interviews were also recorded and I took notes during the

interviews in order to secure that the information was interpreted correct.

The reliability of the questionnaires is dependent on the rate of response and the

following measures were taken to increase the rate of response:

a. Store was asked to inform about the questionnaires and advise the internal

customers to answer before the questionnaires were sent.

b. E-mails were sent to the internal customers who did not answer within the stated

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date in order to remind them to answer the questionnaire.

c. The compilation of the results from the questionnaires was handled confidential

and the internal customers were informed about this in the questionnaire.

The reliability regarding the questionnaires was also improved by using relevant theory

when designing them which increased the quality of the questionnaire.

3.4.2 VALIDITY

Svenning (1999) defines the concept of validity as measuring what one really intends to

measure. According to Sapsford & Jupp (1996) the definition of validity is: “The design

of a research effort with the purpose of giving trustworthy conclusions and that the

results and evidence that a survey leads to will form a strong support for the

interpretations being made.”

A pre-study was performed in order to get an understanding of the research object, which

made it easier to design valid questions. The validity of the questionnaires was assured

by reviewing and testing the questions on both internal customers and stores before

sending them and thus making sure that the questions were unambiguous. The

questionnaire was also designed with the help from literature which helped me to

construct unambiguous questions.

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4 THEORY

In this chapter store function and

communication theory are presented.

First of all store activities are

presented and then the importance

and the role of store are described.

The second section includes a

description of the purpose of internal

communication, communication

planning and communication

strategy.

4 THEORY

In this chapter store function and communication theory are presented. First of all store

activities are presented and then the importance and the role of store are described. The

second section includes a description of the purpose of internal communication,

communication planning and communication strategy.

4.1 STORE

Store work start from the receiving of indent from its internal customers i.e. engineers

and ends with the delivery of materials to its indenter. The major activity of a store is to

maintain its account properly and make a health system to receive and issue of materials.

There are following steps which are taken by store department.

4.1.1 REQUISITION SYSTEM

At this site we have a single requisition system which is manual and it is made by the

head of the department (engineers). When a need of materials is arises then head of the

engineers came at store and in Indent Register made their requisition manually.

Gammon India is having an ERP system of requisition also but this is not properly

working at this site. In this site engineer came to store and in Indent register they write

their material name, quantity required, status of requirement i.e. urgent or normal, and

then they write the due date.

In some materials cases a store keeper need to follow up the materials and at a minimum

stock level he/she need to order that materials without asking anybody. Such materials

include all the consumable items like Oxygen cylinder, LPG cylinder, welding rod and

many more.

4.1.2 CLASSIFICATION OF MATERIALS:

Requisition is made by the engineers to us and we as purchase manager/ officer or store

keeper classified those materials according to the size availability and the quality

availability. In each material we have to follow different-2 parameters and standards.

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There are following examples of this classification according to the GIL at this site table

no: 4.1.2

SN Name of Materials Classified By Remark

1. Cement Client Client classified the material and

they give us brand name of cement.

2 Steel Client Client classified the material and

they give us brand name of steel.

3 Aggregate Quality Control

Lab

Our QC Lab classified the standard

of aggregate.

4 Sand Quality Control

Lab

Our QC Lab classified the standard

of sand.

5 Diesel & Lubricant Company We go with the No.1 brand Indian

Oil

Table: 4.1.2

4.1.3 PROCESS OF RECEIVING MATERIALS

Normally, we receive the materials through supply order/ purchase order and materials

transferred from site to site (office to office). The processes of receiving materials are as

follows-

a. The driver of the truck brining the goods first delivers the challan and other

documents.

b. A challan is known by various names, supplier’s dispatch note, delivery note,

consignment note or material’s transfer advice note etc. along with this there

might be a packaging slip giving the list of packages showing in brief and the

content is in each of them.

c. The original delivery challan is retained by the store’s and one of the important

factor to remember is that if the document is signed without any endorsement like

damage or short able then it is deemed that goods have been properly delivered.

d. The material is taken into stores after this preliminary checking then it is

inspected and checked for quality and quantity.

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e. The receipts are entered in a good receipt register some times also called the

goods inward register.

4.1.4 QUANTITY CHECKING

The goods have been invariably to be physically counted or measured. A part from the

quantity checking there are other types of measurement of items involving:

a. Checking of weight by weighting scale.

b. Checking of length with the help of scale or measurement tape.

c. Checking of square area by measuring tape.

d. Checking of volume with measuring tape and mathematical calculations.

While receiving the materials the following steps are also help to avoid mistake, in

recording, quantity and quality checking. These steps are:

a. The storekeeper will supervise the unloading operations.

b. If the material is found to be defective after unloading. It will be returned to the

concerned driver.

c. Measurement of truck /material will be taken in the presence of the driver.

d. The driver will be informed of any comments to be written on the challan and his

consent signature will be taken on both the copies.

e. He should also prepare the gate pass in triplicate.

f. The gate pass is the permission for the truck to leave the site premises.

Note: 1- The watchman should sign and stamp the duplicate challan copy. He should also

check the gate pass for the contents in the out going vehicle only then the vehicle is

permitted to go out.

Note: 2- In case of material is to be rejected the store keeper inform the project in charge

about it. He turn will intimate the purchase department and a decision will be taken after

the discussion.

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4.1.5 METHOD OF TESTING MATERIALS

Each and every received material is separately tested in our QC lab or out side the site in

materials testing centers approved by our client DMRC. Some materials are tested at our

QC lab but for some material are tested at out side of our site. Following materials are

tested at following places; Table no. 4.1.5

SN Name of Materials Tested By Base of Testing.

1. Cement Store Cement quality and checked by

Batch No.

2 Steel Out Side We check the weight of the steel.

3 Aggregate Quality Control

Lab

QC lab checks the quality of the

aggregate.

4 Sand Quality Control

Lab

QC lab checks the quality of the

sand.

5 Diesel & Lubricant Store Quality is checked with the help of

Batch NO.

Table No. 4.1.5

4.1.6 MATERIAL HANDLING AND PRECAUTION

The storekeeper should take precaution while handling all materials general norms are as

follows:

a. The site engineer should be informed immediately about receipt of materials.

b. The materials should be stocked near their consumption place.

c. It should be stocked so that the materials received first are utilized first.

d. All materials should be stocked in locked godown. In case of bulk materials like

steel, sand and aggregate we use MS chain for steel safety.

e. Fragile and expensive items should be utilized immediately. And unnecessary

handling should be avoided.

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f. Up to date records of the stock must be maintained on the daily basis. A

minimum level of stock should maintain for each item and stocked at convenient

location. In case inter office correspondence IOC is received for the transfer of

materials to other sites. It should be easily located.

g. The storekeeper should also check the collection, accumulation of scrap materials

periodically. It should be stocked properly. The project In Charge should inform

the purchase department to arrange for the disposal of scrap.

4.1.6.1 EXAMPLES OF MAINTENANCE AND HANDLING OF SOME

MATERIALS

Cement: This is the one of the most important material in the construction industry and

no one can construct any thing without this material. So this is very important for a store

keeper to maintain the higher degree of maintenance so that wastage and theft become

less. While handling this material as a store keeper we need to make a separate godown

to store it.

Because cement is finely ground, it easily absorbs water and also moisture from the air.

Protect cement from getting damp – especially during the monsoons – by storing cement

bags correctly.

a. Ideally, store cement in a weatherproof warehouse.

b. Stack bags close together, to reduce air circulation, about 30 cms away from the

walls and, preferably, on wooden planks.

c. Keep the stacked pile up to a maximum of 15 bags high and about 3 meters in

width – alternately placing the bags lengthwise and crosswise, to safeguard

against toppling.

d. For extra safety during monsoon, or when the bags are to be stored for long

periods, cover the pile with a polythene sheet.

e. Due to pressure, cement – in the lower bags in the stacked pile – may tend to cake.

When taken out to use, all you need to do is to roll these bags over. Also, when

removing stored bags, remove them from two or three tiers, rather than all from

one tier. This will prevent toppling.

f. When removing bags for use, do it on a "first in, first out" system. This means

stacking bags separately as they arrive, with date of arrival placards attached to

each pile.

Page | 24

Bricks: we have to take following action while handling the bricks.

a. While unloading the truck, bricks should not be thrown.

b. Bricks should be stacked systematically for easy use and counting.

c. Bricks should be unloaded on a fairly level of ground.

d. The stocking place should be located so that debris/ scrap thrown from the

building do not fall on bricks below.

Steel: While storing the steel a store keeper have to follow following points:

a. Steel should be stored diameter wise in a steel yard and should be locked with

M.S. Chain.

b. Access to the steel yard with approach road for vehicles should be provided.

c. To avoid rusting steel should not be placed directly at ground, cement blocks

should be used as platform.

d. Cut pieces of steel should be stored separately in the steel yard.

e. Internal area of yard should be sufficiently compacted with a wide space for easy

truck movement.

f. On each stock of steel, cement & water wash should be done to avoid rusting and

loss in strength.

Sand, Metal, Dust & Grit: The following points must have to follow while storing all

these materials:

a. All these materials should be stacked separately.

b. Dust and Grit should be unloaded near the block making machine.

c. A base surface of slab flooring or 3” PCC (Plain Cement Concrete) laid in

leveled surface should be prepared to unload all these materials with to avoid any

possible direct contact of materials with the soil.

d. Proper access road should be provided up to the stacking place.

Page | 25

Diesel: This is another material in this company which is used in huge quantity. All

machines and vehicles are running through this material. Currently GIL is having two

diesel pumps at Noida Sector- 94 and Sarita Vihar and every day they are purchasing

12,000 ltr of diesel. So handling diesel is very important work at this site because

installing pump bound us with some Acts also. While handling diesel we have to follow

following points.

a. Diesel should be stored in a ground tank.

b. Before unloading and after unloading we have to measure the tankar.

c. While unloading the diesel from tankar to tank one earthing is used in tankar.

d. Diesel should be stored in No Smoking Zone.

e. No mobile phone is allowed while distributing the diesel.

4.1.8 INTER OFFICE CORRESPONDENCE

The storekeeper should exercise caution while handling an IOC when the purchase

department issues an IOC for collection of materials from the site. Jr. Engineer/

Supervisor from other site approach with the IOC to collect the materials. In this

situation following precaution should be taken:

a. All transfer of materials should be assigned Jr. Engineer/ supervisor. Labour

should not be deputed for such transactions.

b. Store keeper should check the quantities and specification of the materials to be

issued. The person accepting the materials should also check all the details in the

IOC.

c. If the materials refereed to in the IOC is not available in stores the purchase

department should be informed of the details of consumption of the materials and

hence the non-availability of the same.

d. After the transfer as per the IOC consumption entire of the material should

entered immediately and the records should be up-dated by storekeeper.

Page | 26

4.1.9 ISSUE OF MATERIALS

Store keeper should observe the following points while issuing the materials;

a. Store should be issued only after receiving the material issue slip the respective

site engineer for respective building.

b. While issuing materials from store the material should be checked for any

wastage/ damage. He/ she must follow the golden rule of first in first out.

c. Any balance material should be collected from respective person, making the

requisite entry after the day’s work.

d. Materials should be exactly as per the mention on the issue slip.

e. At the end of the day’s work all materials issued should be recorded on daily

materials consumption chart.

f. This chart should also indicate day to day balance stock of each consumed

materials after deduction of the day’s consumption.

g. This chart is submitted to Project Engineer by the store keeper for further

reporting to Chief Engineer along with the daily progress report.

4.1.9.1 PROCESS OF ISSUE OF MATERIALS

There is following steps which is used while issue a materials;

a. The contractor or his/her representative or an employee of GIL will demand

material required for the day’s work.

b. The engineer will fill the issue slips against the name of that individual i.e. an

employee of GIL or contractor or a representative of contractor. A specimen of

issue slip is given in Appendix 2

c. The engineer should be authorized and he must be following the rules of writing

issue slip.

d. He /she must write the name of the material, required quantity, specification of

material and the place where this material is going to use and after that his/her

signature is mandatory.

e. All materials should be issued strictly under the supervision of store keeper.

f. The materials should be checked before issue.

g. Materials which are received first, issue first.

h. Quantity of material should be exact as shown in issue slip.

Page | 27

i. The contractor or his/her representative or an employee of GIL should sign the

issue slip after receiving the materials.

j. All issued materials should be recorded immediately on the consumable and non-

consumable registers.

k. After the day’s work the balance materials, if any should be returned to the

stores.

l. The store keeper should visit the work place during working hours to see that

there is wastage or not.

m. Entry of any returned material should be recorded immediately in the respective

registers and the concern person must be signed that register.

4.1.9.2 CONTROL POINT DURING ISSUE OF MATERIALS

The contractor should be carried out as per the instruction and planning of the site

engineer. If it is observed that the contractor is not working as per the specification the

issue of materials can be delayed or stopped. This decision should be taken in following

situation;

By engineers-

a. If the contractor does not clear the previous day’s work properly.

b. If manpower for repair (if any) is not arranged on priority basis.

c. If contractor divert his/ her worker for other work rather than specified.

By store keeper-

a. If contractor does not returned balance materials to the store.

b. If contractor does not returned scraps or empty bags of cement or other materials.

c. If he /she does not return shuttering materials to the store after the work

complication.

d. If he/she does not co-operate to sign the memo, notes against his /her name.

4.1.10 WHY STORE IS IMPORTANT

Store is a department which is important because:

a. This is a department which provides raw materials to the engineer’s for making

finish products.

Page | 28

b. This is a place which keeps all materials safe and issues it as per the requirement

of the engineer’s.

c. This is a place from where company can increase its profit (by reducing wastage).

d. This is a department which work in dark and give light to others (engineers).

4.2 COMMUNICATION THEORY

The literature was reviewed to understand the consequences of good and inadequate

internal communication. In order to create a communication package theories regarding

communication strategy and planning was reviewed.

4.2.1 PURPOSE OF INTERNAL COMMUNICATION

Internal communication represents a great deal of potential to organizations and can

certainly stimulate operations as a whole, but when inadequate it leads to failure. Internal

communication can be divided into formal and informal communication.

The formal communication consists of goals, policies, guidelines, produced information

for meetings and information material. It is highly dependent on the structure of an

organization. The informal communication is more about discussions, spontaneous group

meetings, stories and rumors or more concretely the interaction the co-workers create by

themselves for different reasons along with the formal communication. (Larsson, 2001)

4.2.2 COMMUNICATION PLANNING

Effective planning is a vital effort for every organization. The planning shall guide and

support the realization of the previously set goals. Planning work can be divided into five

different planning instruments.

a. Strategic planning: Refers to planning of the comprehensive communication

efforts on the basis of the company’s target and situation. Strategic planning

should be integrated into the management work plan.

b. Planning of operations: Refers to coordination and planning of the work

regarding information of a certain period of time, for instance a fiscal year.

c. Project and Campaign planning: Refers to bigger and longer actions and often

contains several measures that will be joined into a tactical entirety.

Page | 29

d. Individual activity planning: Refers to individual activities which could be a part

of a campaign or something produced for a different cause. For instance printed

material, a conference, a homepage on the internet and even long-term efforts.

e. Operative planning: Refers to the planning of the implementation.

The communication plan which is going to be produced in this report has the purpose of

increasing the internal customers’ understanding of what and how store department does

and is considered an individual activity. Therefore the individual activity planning level

is going to be considered.

According to Larsson (2001), the work process regarding the individual activity planning

can be divided into ten process steps:

I. Pre-study: Factors related to communication that need to be examined in a pre-

study is; the relation between the different groups within an organization, the

internal situation, experiences and analysis from similar activities. If the

employees are positive and aware of the activity should also be considered in the

pre-study.

II. Goals: In order to implement a communication activity there must be an ambition

to achieve something, a goal. Goals can often be formulated as wanted changes in

knowledge, attitude and behavior.

III. Planning: The purpose of planning is to lead and support the realization of the

stated goals. The plan in this case is the individual activity plan.

IV. Target groups: The work of selecting target groups is divided into two steps

where the first is to choose target groups and the second is to analyze the groups

which are suitable to communicate with. When the target group is set it is

important to categorize and analyze them. It is also common to try to calculate

the size and the geographical location of the target group.

V. Communication strategy: The communication strategy theory is described in

section 4.2.3.

VI. Message: It is important to choose the right type of message which is expected to

interest and lure the recipients. According to Palm Windahl (1989), one can

divide the message into What-information Why- information and How-

information. The What-information is the knowledge based information. With the

Why-information one arguments, it is the value related information. The How-

information is the information related to action. Repetition and comprehensibility

Page | 30

are also of importance.

VII. Selection of communication channel: Regarding the choice of communication

channel or channels there are many aspects to consider.

For instance, the character of the message, in what environment will the message be

presented and what is the general attitude regarding the chosen communication channel

or channels. The different kinds of communication channels are described in section

4.2.4.

VIII & IX. Operative planning and implementation: The operative planning involves

planning of the practical activities of the near future, for instance meetings and

conferences. It also involves manufacturing of the material created regarding layout and

distribution of the material.

X. Evaluation: The main issue is to consider if the activity and material gave the

intended effect. These were the process steps that helped to organize the form of

the communication package.

4.2.3 COMMUNICATION STRATEGY

If the goals show us where we want to be and what we want to achieve, the strategy

points out the road, how to get there in the best way possible and how to avoid obstacles

on the way.

There are certain aspects of importance when making a communication strategy. One

aspect is to investigate if a certain problem really can be solved by using communication,

or if it in fact could be an organizational problem or a problem regarding distribution of

responsibility.

According to Erikson (2005) the following choices are of importance in order to have a

clear communication strategy. Choosing a sender – a choice dependent on the message

being sent. Selecting contents – regarding the situation, choose the most relevant

messages. This is highly connected with the target groups.

Communication channels – which single channel or combination of channels, will give

the most successful result? Choosing target groups – who is relevant?

Principally one can divide strategy into distribution strategy and supply strategy.

Distribution strategy is when the organization spreads the information to its target groups

while supply strategy is basically when service and support is given to those groups that

want information from the organization.

Page | 31

4.2.4 COMMUNICATION CHANNELS

According to Smith (2005), the selection of media should not be of highest ranked

priority when planning a strategy for internal communication. The main focus should be

on what needs to be communicated. Keeping the messages as simple as possible and

presented in language which the selected recipients is comfortable with. When choosing

media one should consider if it is appropriate to the message, the timing, and also to the

needs and preferences of the recipient. A good communication strategy recognizes both

weaknesses and strengths of each medium.

There are principally three different channels of communication: verbal channels, printed

media channels and interactive/electronic channels and they all have their advantages

and disadvantages.

Verbal channels: Meetings and other forms of verbal contacts is the foundation for any

development in a workplace. A verbal dialog has obvious advantages regarding the

possibility to ask questions, get clarifications, present opinions and mutual exchange of

thoughts.

According to Smith, the most valued form of communication is face-to- face, one-to-one

communication, which is highly dependent on mutual understanding especially regarding

critical issues. This form is preferable when messages are relatively simple and it gives

the recipient a chance to directly give feedback which is of importance regarding

understanding and absorption. By not using face-to-face communication there is a risk

that the recipients concerned find their own channels for plugging the gaps in their

knowledge.

Obviously there are occasions when face-to-face communication involves more than just

one recipient. A group of recipients increases the need of more supporting material such

as audio-visual tools and information packs. Different kinds of recipients require

different kinds of material. Mass face-to-face meetings are preferable when delivering

crucial messages, leading to the benefit that a large group gets the messages in the same

way at the same time.

The main disadvantage of face-to-face communication is that it is limited to small groups

in order to be effective, with the exception of if it is a critical issue. Examples of verbal

channels are planned or informal meetings, conferences, educations and seminars.

Page | 32

Printed media channels: The main advantage with printed media is the possibility to go

back and read the content once again. By using graphics complex questions can easily be

explained, and assuming that the content is correct the risk of misunderstanding is very

small. The greatest disadvantage of printed media channels is the lack of dialog

possibility. Printed media channels are therefore better suited when it comes to

documenting and arranging facts.

According to Smith many companies that once abandoned print in favor of e-mail and

intranet have added it back. Publications do not only give time for reflection and

feedback, they are also a good way of ensuring that important messages are elaborated.

Printed matters can also serve as support for face-to- face activities and reach recipients

that normally cannot be reached by face-to- face communication. Some examples of

printed media channels are company publications, printed material, OH-material, notice

board, protocols and reports.

Interactive/electronic channels: The development in the past couple of years has lead

to an explosive increase in the usage of intranet and e-mail. The electronic channels that

enable a direct dialog are referred to as interactive channels.

According to Smith one of the main advantages of for instance e-mail and intranet is that

they are unsurpassed when it comes to speed.

Information can be delivered immediately to a specific person or group. The

disadvantages are that electronic channels sometimes demand a certain kind of

equipment in order to work, for instance some co-workers might not always have access

to a computer. A Computer is often not suitable when it comes to giving extensive

information because it will probably lead to the co-workers printing it. It would be better

to directly hand out a printed copy along with the electronic version of the material.

Examples of interactive/electronic channels are phone and video conferences, e-mail,

intranet, cd-rom, dvd, video, internal television, radio and telefax.

Page | 33

Page | 34

5 PRESENT SITUATIONS

The store department of Gammon India Ltd

DMRC Project, Delhi is described in this

chapter. The task of store department and

internal customers are presented. The present

situation was mapped with information

gathered from the interviews with internal

customers and store staffs and store in-charge

of Kalkaji and Sarita Vihar. The purpose of

describing the present situation was to get an

understanding of what store does and who the

internal customers of stores are.

5 PRESENT SITUATIONS

The store department of Gammon India Ltd DMRC Project, Delhi is described in this

chapter. The task of store department and internal customers are presented. The present

situation was mapped with information gathered from the interviews with internal

customers and store staffs and store in-charge of Kalkaji and Sarita Vihar. The purpose

of describing the present situation was to get an understanding of what store does and

who the internal customers of stores are.

5.1 STORE DEPARTMENT OF GIL DMRC PROJECT, DELHI

The mission of Gammon India Ltd is;

“To Develop, Build & Service Physical Infrastructure for better Living, Work

Environment and Transportation.”

Store does following functions; Shown in figure 5.1

5.1.2 CURRENT SITUATION

Page | 35

Currently Gammon India Ltd is constructing DMRC project phase II. GIL is having

three sub-stores and one main store. The three sub stores are located in Noida sector-94,

Sarita Vihar and Kalkaji New Delhi. I have visited two sub-stores i.e. Sarita Vihar store

and Kalkaji Store. Both places I have expanded my 30-30 days and I have seen the

process of issuing the materials and how store people are maintaining their store’s

accounts.

5.1.3 SARITA VIHAR

This store is located in Sarita Vihar opposite DDA Market Sarita Vihar, New Delhi. This

is a pre-casting yard and here we are constructing segments which are going to use to

construct duct for Delhi Metro. Here we are issuing mostly consumable items which are

directly going to use. From here we are also issuing materials to the metro stations which

are going to construct.

Mr. B.C. Sharma is store in-charge of this store, and he is maintaining a higher degree of

discipline so that store must be run efficiently. Here we have also a diesel tank capacity

of 20,000 liters and from here we are distributing diesel to Kalkaji store and Sarai Kale

Khan Office.

Approximately every day we are receiving 220-250 issue slips in which we are issuing

more that 100 different kind of materials. Maintaining store ledger, DMR, Summery

Statement, Diesel Statement and Diesel Abstract are another function for store people.

5.1.4 KALKAJI

This store is made to supply materials to the Nehru Place area. Here Gammon is

constructing seven stations and duct which is connecting these seven stations.

Mr. Azad Khan is store –in-charge here and he is maintaining his responsibilities very

carefully and performing his duty very politely. Here we are also working in 24*7 bases

so that work of Metro will be finished at the given time.

Here we are receiving approximately 220-250 issue slips in a day in which we are

issuing more that 85-90 different kinds of materials. Maintaining store ledger, DMR,

Summery Statement, Diesel Statement and Diesel Abstract are another function for store

people.

Page | 36

5.2 INTERNAL CUSTOMERS

All people who are working in GIL and coming to us for issuing the materials are our

internal customers. Basically all engineers and contractor of GIL are the internal

customers. Following is the category of GIL’s internal customers;

5.2.1 CIVIL ENGINEERS

All civil engineers are our big customers at least 40 % of the materials are issued to the

civil works. Basically all civil materials are issued through the contractors. We issued

these materials against the name of respective contractor (here we call them PRW).

5.2.3 MECHANICAL ENGINEERS

Mechanical engineers are the second big customers of stores. And we issue them all kind

of the spare parts, hand tools, diesel, lubricants and other materials. The materials are

issued against of name of respective vehicle driver or respective machine operator.

5.2.4 ELECTRICAL ENGINEERS

Electrical engineers are people who are maintaining the in-house supply of electricity

and other component. And we issue them all kind of electrical materials.

5.2.5 SAFETY ENGINEERS

Safety engineers are again our internal customers and we issue them all kind of the safety

materials.

Actually we are not issuing materials to the individual engineer but we are issuing

materials against the PRW’s who are working for Gammon India Ltd as a sub-contactor

or petty contractors.

Page | 37

6 EMPERICAL DATA

The empirical data collected from the

100 issue slips which are collected

from the store. 6.1 presents all

collected issue slips descriptions. 6.2

present problems of stores.

6 EMPIRICAL DATA

Page | 38

The empirical data collected from the 100 issue slips which are collected from the store.

6.1 presents all collected issue slips descriptions. 6.2 present problems of stores.

6.1 THE ISSUE SLIPS

During my report study I have collected 100 issue slips and more that 2000 issue slips I

have analyzed in which I tried to include all type of issue slips. Actually GIL is having

two types of issue slips one is white and one is pink. Both type of issue slips are used for

different kind of purpose. White issue slips are normal issue slips and this is used

normally for issuing any material. Pink issue slips are known as recovery issue slips

which are used if we are going to recover amount of issued materials from the contractor

or petty contractor.

6.1.1 DESCRIPTION OF ISSUE SLIPS

Following are the description of issue slips which is used in this project report;

a. All issue slips are collected from Kalkaji Store, New Delhi.

b. All HSD i.e. diesel, Steel i.e. TMT Bars, Sand and aggregate issue slips are

excluded.

c. Issue slips are selected randomly.

d. All issue slips are issued as on 26-06-09.

e. All the analysis is based upon my personal knowledge and discussion with

experienced people of GIL.

f. All issue slips are analyzed as per the GIL column number.

Table 6.1 Details of all 100 Issue Slips

SN Issue Slip

date

No of Materials Issue Slip

No

Whether issue slip are as per the

column no or Not Yes/No

1 26-06-2009 3 3851 Yes

2 26-06-2009 3 3852 Yes

3 26-06-2009 3 3853 Yes

4 26-06-2009 4 3854 Yes

5 26-06-2009 2 3855 Yes

Page | 39

6 26-06-2009 1 3856 Yes

7 26-06-2009 1 3857 Yes

8 26-06-2009 1 3858 Yes

9 26-06-2009 1 3859 Yes

10 26-06-2009 1 3860 Yes

11 26-06-2009 1 3861 Yes

12 26-06-2009 1 3862 Yes

13 26-06-2009 1 3863 Yes

14 26-06-2009 1 3864 Yes

15 26-06-2009 1 3865 Yes

16 26-06-2009 1 3866 Yes

17 26-06-2009 1 3867 Yes

18 26-06-2009 1 3868 Yes

19 26-06-2009 1 3869 Yes

20 26-06-2009 3 3870 Yes

21 26-06-2009 1 3871 Yes

22 26-06-2009 1 3872 Yes

23 26-06-2009 1 3873 Yes

24 26-06-2009 1 3874 Yes

25 26-06-2009 1 3875 Yes

26 26-06-2009 3 3876 Yes

27 26-06-2009 1 3877 Yes

28 26-06-2009 1 3878 Yes

29 26-06-2009 1 3879 Yes

30 26-06-2009 1 3880 Yes

31 26-06-2009 2 3881 Yes

32 26-06-2009 2 3882 Yes

33 26-06-2009 1 3883 Yes

34 26-06-2009 4 3884 Yes

35 26-06-2009 3 3885 Yes

36 26-06-2009 7 3886 No

37 26-06-2009 1 3887 Yes

38 26-06-2009 1 3888 Yes

39 26-06-2009 2 3889 Yes

40 26-06-2009 2 3890 Yes

Page | 40

41 26-06-2009 4 3891 Yes

42 26-06-2009 1 3892 Yes

43 26-06-2009 6 3893 No

44 26-06-2009 1 3894 Yes

45 26-06-2009 2 3895 Yes

46 26-06-2009 2 3896 No

47 26-06-2009 1 3897 Yes

48 26-06-2009 2 3898 NO

49 26-06-2009 1 3899 Yes

50 26-06-2009 1 3900 Yes

51 26-06-2009 3 3901 Yes

52 26-06-2009 9 3902 No

53 26-06-2009 3 3903 No

54 26-06-2009 1 3904 Yes

55 26-06-2009 3 3905 No

56 26-06-2009 1 3906 Yes

57 26-06-2009 1 3907 Yes

58 26-06-2009 1 3908 Yes

59 26-06-2009 1 3909 Yes

60 26-06-2009 1 3910 Yes

61 26-06-2009 1 3911 Yes

62 26-06-2009 1 3912 Yes

63 26-06-2009 2 3913 Yes

64 26-06-2009 1 3914 Yes

65 26-06-2009 1 3915 Yes

66 26-06-2009 1 3916 Yes

67 26-06-2009 1 3917 Yes

68 26-06-2009 1 3918 Yes

69 26-06-2009 2 3919 Yes

70 26-06-2009 1 3920 Yes

71 26-06-2009 2 3921 NO

72 26-06-2009 1 3922 Yes

73 26-06-2009 2 3923 Yes

74 26-06-2009 7 3924 No

Page | 41

75 26-06-2009 1 3925 Yes

76 26-06-2009 1 3926 Yes

77 26-06-2009 1 3927 Yes

78 26-06-2009 2 3928 No

79 26-06-2009 2 3929 No

80 26-06-2009 1 3930 Yes

81 26-06-2009 1 3931 Yes

82 26-06-2009 1 3932 Yes

83 26-06-2009 2 3933 No

84 26-06-2009 2 3934 No

85 26-06-2009 1 3935 Yes

86 26-06-2009 1 3936 Yes

87 26-06-2009 2 3937 Yes

88 26-06-2009 1 3938 Yes

89 26-06-2009 1 3939 Yes

90 26-06-2009 9 3940 Yes

91 26-06-2009 2 3941 Yes

92 26-06-2009 1 3942 Yes

93 26-06-2009 4 3943 Yes

94 26-06-2009 1 3944 Yes

95 26-06-2009 1 3945 Yes

96 26-06-2009 2 3946 Yes

97 26-06-2009 4 3947 Yes

98 26-06-2009 1 3948 Yes

99 26-06-2009 1 3949 Yes

100 26-06-2009 2 3950 Yes

Page | 42

7 ANALYSES

The empirical data which was presented in

the previous chapter is analyzed in this

chapter. The analysis is divided in to three

different sections. How much average

materials are issued in one issue slip is

presented in first section? Upper and

lower limit of issue of materials in one

issue slip is presented in section second.

And third section presents that how much

internal customers are deviation to write

issue slips as per column wise instruction.

7 ANALYSES

Page | 43

The empirical data which was presented in the previous chapter is analyzed in this

chapter. The analysis is divided in to three different sections. How much average

materials are issued in one issue slip is presented in first section? Upper and lower limit

of issue of materials in one issue slip is presented in section second. And third section

presents that how much internal customers are deviation to write issue slips as per

column wise instruction.

7.1 AVERAGE ISSUE OF MATERIALS IN ONE ISSUE SLIP.

The purpose of analyzing this section is to know how much materials are going to issue

in a single issue slips. To finding the average materials in single issue slip I added all

materials issue in 100 issue slips and after adding them I divide the sum total with 100.

The number of materials in each issue slip is shown in following graph; Figure 7.1 (Data

for this graph is taken from Table 6.1)

This result is shown with the help of following table;

No of Materials in One Issue Slip No of Issue Slips Total Materials

Page | 44

MATERIAL

QUANTITY

1 to 100

1 60 60

2 20 40

3 10 30

4 5 20

6 1 6

7 2 14

9 2 18

Total 100 188

Table 7.1

7.1.1 DESCRIPTION

Table 7.1 shows all data related to collected from 100 issue slips. First column of table

7.1 shows the number of materials in a single issue slip. Second column shows the

number of issue slips which have respective no of materials and last column shows the

total no of materials issued in respective issue slips.

For calculating average number of materials issued in one issue slip. We simply use

following formula;

Average materials = total materials issued / total issue slips.

Average materials = 188/ 100 = 1.88 issued in one issue slip

7.2 UPPER AND LOWER LIMIT OF ISSUING MATERIALS IN ONE SLIP

The purpose of analyzing this section is to know that how much deviation the internal

customer follows while issuing the materials. In this section we see the upper limit and

lower limit of issuing the materials in one issue slip. i.e. means minimum materials

issued in one slip and maximum materials issued in one issue slip. Following diagram

shows the limit of materials in one slip.

Page | 45

Above diagram shows the limit of materials. The data for this diagram is collected from

table 7.1 column no.1

7.3 INTERNAL CUSTOMER DEVIATION FROM COLUMN WISE

Page | 46

The analysis of this section tells us that how much our internal customers are deviating in

writing issue slip. This section also tell us that how much our internal customers are

following our column wise system which is adopted by GIL to improve the store

accounting and simplicity of store accounting. Figure 7.3 shows a pictorial figure of this

analysis and data for this analysis is collected from table 6.1 (from previous chapter -6).

The figure shows that 13% of issue slips are not going to write in right manner. i.e. our

internal customers are not following the column wise system properly which is a big

cause of mistake in store accounting as well as delay in store accounting. Figure 7.3.

Figure 7.3

Page | 47

Page | 48

8 FINDINGS

This chapter describes the finding of

this report which I got after

analyzing whole situation of stores

and issue slips of Gammon India

Ltd.

8 FINDINGS

This chapter describes the finding of this report which I got after analyzing whole

situation of stores and issue slips of Gammon India Ltd.

8.1 FINDINGS OF THIS REPORT

a. It is found those internal customers are not aware of right way of writing issue

slip.

b. Internal customers are not aware of column wise system which is used by GIL.

c. It is found that there are 13% mistakes in issue slip out of 100 issue slips writing.

d. It is found that there are 2% issue slips out of 100 in which 9 materials are issued.

e. It is found that there are 60% issue slips out of 100 in which 1 material is issued.

f. It is found that there are average 1.88 materials are going to be issued in one slip.

g. It is found that due to these mistakes in issue slip work load of a store accountant

has been increased up to 50%.

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9 RESULTS &

SUGGESTION

This chapter describe the

communication package which is

created to fill the gap after the

Analysis and Findings i.e. chapter 7

& 8. This communication package is

created because all internal

customers can remind the column

wise system and follow the system.

9 RESULTS & SUGGESTION

This chapter describe the communication package which is created to fill the gap after

the Analysis and Findings i.e. chapter 7 & 8. This communication package is created

because all internal customers can remind the column wise system and follow the

system.

9.1 COMMUNICATION CHART

To fill the gap of information regarding the column wise system which has adopted by

Gammon India Ltd.? I created a table of materials which describe that which material

related to which column. This is created because the internal customer can read this and

make issue slips as per this system so that store people maintain their accounts in easy

way. Summery of communication chart is given below in Table-8.1 and detailed

communication package is given at the last of this report in Appendix-3

S N Material Category Unit Column No

1 Cement (Purchase) MT 4-0

2 Cement (Client) MT 4-0

3 Tor. Steel (Purchase) MT 5-0

4 Tor. Steel (Client) MT 5-0

5 Structural Steel (Purchase) MT 5-1

6 Structural Steel (Client) MT 5-1

7 Binding Wire Kg 5-0

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8 Sand M3 6-0

9 Boulder M3 6-0

10 Boulder for crushing M3 6-0

11 Aggregate M3 6-0

12 Gravel M3 6-0

13 Direct Materials Lot 8-0

14 Consumable Materials Lot 9-0

15 Electricals Lot 9-0

16 Water Connection Lot 9-0

17 Shuttering Materials with scaffolding Materials Lot 9-2

18 Centering Materials Lot 9-1

19 Tyre Lot 10-1

20 Heavy Tools Lot 10-4

21 Hand Tools Lot 10-5

22 Office Equipment/ Furniture Lot 10-4

23 Plant Spare Lot 10-6

24 Wire Rope Lot 10-6

25 HSD Diesel Ltr 16-0

26 Petrol Ltr 16-0

27 Oil & Lubricant Lot 16-1

28 Hutting & Shading Lot 18-0

29 Transportation Lot 10-3

Figure 8.1

9.2 SUGGESTIONS

9.2.1 SELECTING COMMUNICATION CHANNELS

According to chapter 5, face-to-face is the most valued form of communication between

co-workers. Not only does it enable direct feedback but it also increases the probability

that the sender and the receiver are connecting appropriately.

Theories also show that choosing only one channel is very risky and the aim should be to

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at least combine two or more channels. The channels chosen were face-to-face

presentations in smaller groups and a presentation stored on the intranet. Due to the fact

that the communication package should work as presentation material as well as

something for the internal customers to review by themselves on their computers, two of

the channels mentioned in chapter 5 are taken into consideration.

The most suiting sender of the presentation should preferably be someone with a

managerial position within the store department. The reason is because the sender should

have a broad understanding and knowledge about the store organization as a whole. The

presentation should be stored online on the store department’s homepage on the intranet

in order to make it accessible to the internal customers.

9.2.2 PRESENTATION MATERIAL

The presentation material was created in Microsoft Excel because

MS-Excel is a recognized application at Gammon India Ltd. By using MS-Excel the

presentation can be used in two different ways:

a. As support when someone from Gammon India Ltd wants to give a presentation

to internal customers.

b. Reviewed by the internal customers on Gammon’s intranet.

c. GIL can make a PPT presentation on the basis of this communication chart to

show it new employee.

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10 Conclusion & Limitation

This chapter includes the conclusion

part of this report and the limitation

which are faced by me during the

making this report.

10 CONCLUSIONS & LIMITATION

This chapter describes the conclusion of this report along with all limitations which I

faced while making this report. Suggestions of future research are also presented in this

chapter.

10.1 CONCLUSIONS & LIMITATION

Many problems and thoughts have arisen during this study and the most important ones

will be explained here. The selection of internal customers in the survey was a problem.

Because no available information covering the whole population of internal customers

was available, and the time frame did not allow me to investigate the matter more, a

representative selection of the whole population of internal customers was not possible to

make.

Considering the question about what store department does, I have to ask myself if the

same result would appear if the selection of respondents would have been chosen

differently. The method of selecting issue slips was kept mind when analyzing the

empirical data. The amount of respondents mentioning a certain statement was not the

most important fact, instead all statements considered together. I believe that all

statements considered together would have been mostly the same but the amount of

respondents mentioning each statement would probably be a little different.

Regarding the analysis of empirical data I had to create my own analysis model with the

help of internet and my friends who are already working with Gammon India Ltd. The

analysis could probably have been done in several different ways. I also tried other

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methods of conducting the analysis but the one presented in this report was the preferred

one and provided the clearest result.

The creation of content in the communication package was also a problem. The work of

the store was not mapped in a scientific way. Information available and information

gathered from interviews with employees at the store department was used to get an

understanding of the activities which store performs.

The target group of the communication package is the internal customers. Another target

group which was not considered when producing the presentation but which the

presentation could be applied on are new employees at Gammon. The presentation would

provide a new employee with general information about Gammon.

The tool provided in this thesis for increasing the use of services and contracts which the

purchasing department provides is communication. Communication is probably not the

whole solution to the problem and other measures are most likely needed.

Regarding future research it would be interesting to study where the potential

improvements from better communication are the greatest and also where the potential

benefits are the greatest. Research regarding why the internal customers do not use the

Gammon’s actual system would also be interesting in order to get a better understanding

of which measurements that are needed.

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Bibliography

Books

C.S Rayudu, Communication, Himalaya Publishing House, 1st edition, 2007

Pal Rajendra & Korlanalli, Sultan Chand & Sons, 10th edition, 2007

Chhabra T.N. , Business Communication concepts & skills, Sun India

Publication, 3rd edition, 2006-07

Donald Waters, Inventory Control & Management, Wiley Publications, 2nd

edition.

Chary S.N. , Production & Operation Management, Tata Mcgraw Hill, 3rd edition,

2006

Kothari C.R. , Research Methodology Methods & Techniques, New age

International Publisher, 2nd edition, 2008

Magazines/ Newspapers

The Economics Times

The Times of India

Gammon’s internal circular store book.

Websites

http://en.wikipedia.org/wiki/Communication (web)

http://www.gammonindia.com/about.html (web)

http://performance-appraisals.org/Bacalsappraisalarticles/articles/comstrat.htm

(web)

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Appendix: 1 Questionnaire sent to the Store Department and Internal Customers of GIL.

Hello As a part of my Master’s degree project report I am going to examine how internal customers and store people are deviating on different-2 parameters. Below is questionnaire which I would like you to complete.

The questionnaire consists of 08 questions which take about 5 minute to answer. I would appreciate if you send your answer the 10th of July the latest.

InstructionsTo answer the questionnaire mark Yes/ No. according to the example below.

Example How to answer a question Are you a Gammon Employee?Yes No

1. Which department do you work at Gammon India Ltd?Answer………………………………………………………………….

2. What is your working title?Answer: ………………………………………………………………….

3. How long have you been on your current position?Answer…………………………………………………………………….

4. Describe what you consider that the task of the store department is (open answer)

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Answer:…………………………………………………………………….………………………………………………………………………...

5. Do you know how store people classified materials?Answer: By Category By Column

By Material Code Classification is not required

6. What is column?Answer:……………………………………………………………………7. Which material does not belong to similar column?Answer: Transmission Oil

ThinnerBattery Water Coolant

8. Can you write down the column numbers of following materials?

Answer: a. Oxygen Cylinderb. LPG Regulatorc. Cutting wheel 180mmd. Cement Grade 43e. White cementf. Survey nails 3”g. Mono block 1 HPh. H.S.D. oili. Binding wirej. Ply 10mm

Thank you for your participation!

RegardsAshwani Kumar

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Appendix- 2 Format Issue Slip

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Appendix- 3 Detailed Communication Package

S N Materials Name Column No

S N Materials Name Column No

1 53 Grade Cement 4--0 41 "D" shackle 02 ton 10--52 43 Grade Cement 4--0 42 "D" shackle 03 ton 10--53 HSD Oil 16--0 43 "D" shackle 05 ton 10--54 Starter ~~ 44 "D" shackle 10 ton 10--55 Field Coil CC 148F ~~ 45 "D" shackle 20 ton 10--56 U Clamp 12 mm ~~ 46 Measuring tape 03 mtr 10--57 U Clamp 10vmm ~~ 47 Measuring tape 05 mtr 10--58 U Clamp 16 mm ~~ 48 Measuring Tape 15 mtr 10--59 Hole Punch ~~ 49 Measuring tape 30 mtr 10--5

10 Mono Block 1 HP 10--4 50 L N Key set 10--511 Table 10--4 51 Hammer 01 kg 10--512 Chair 10--4 52 Hammer 02 kg 10--513 Chain Pully Block 2 ton 10--4 53 Hammer 03 kg 10--514 Tiffin Box 10--4 54 Hammer 05 kg 10--515 Wire Rope 24mm 10--4 55 Chisel 10--516 Petrol Vibrator 10--4 56 Spade 10--517 Water Pump 5HP 10--4 57 Pickaxe 10--518 Oxygen Regulator 10--5 58 Iron Pan 10--519 LPG Regulator 10--5 59 Belcha 10--520 Cutting Torch 10--5 60 Ceiling 16mm * 6 mtr 10--521 Oxygen Key 10--5 61 Ceiling 16mm * 3 mtr 10--522 Fire Cylinder 10--5 62 Ceiling 12mm * 3 mtr 10--523 Safety Torch 10--5 63 Ceiling 20 mm * 3 mtr 10--524 Garden Net 10--5 64 Ceiling 25mm * 1.5 mtr 10--525 Safety Net 3/8 10--5 65 Aluminum Fanty 10--526 Safety Belt 10--5 66 Ceiling 20mm * 1mtr 10--527 Road Barrier W200 H-50 10--5 67 Ceiling 16mm * 2 mtr 10--528 Fire Bucket 10--5 68 Ceiling 16mm * 1.5 mtr 10--5

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29 Combination Pillar 10--5 69 Ceiling 32mm * 4.5 mtr 10--530 Ceiling Fan 48" 10--5 70 Ceiling 20mm * 6 mtr 10--531 Wall Fan 10--5 71 Ceiling 20mm * 4 mtr 10--532 Armature C.C. 148F 10--5 72 Ceiling 25mm * 7 mtr 10--533 Line Tester 10--5 73 Ceiling 25mm * 2 mtr 10--534 Screw Driver 905 10--5 74 Drill Bit 22mm 10--535 Combination Pillar 3" 10--5 75 Drill Bit 26mm 10--536 Rotary Switch 415V68Amp 10--5 76 Drill Bit 18mm 10--537 Cooler 18" 10--5 77 Drill Bit 25 mm 10--538 Drill Bit 20mm 10--5 78 Screw Driver 905 10--539 Drill Bit 12mm 10--5 79 "D" Spanner 21/23 10--540 "D" shackle 01 ton 10--5 80 "D" Spanner 24/26 10--5

S N Materials Name Column No

S N Materials Name Column No

81 Ring Spanner 21/23 10--5 121 Yellow Paint 16--182 Ring Spanner 24/26 10--5 122 Ply 3mm 18--083 Drill Bit 16 mm 10--5 123 Ply 10mm 18--084 Pipe Rinch 10--5 124 Binding Wire 5--085 "D" Spanner 10/11 10--5 125 Hacksaw Blade 5--086 Ring Spanner 10/11 10--5 126 Steel 8mm 5--087 Hacksaw 10--5 127 Steel 10mm 5--088 G I Bucket 10--5 128 Steel 12mm 5--089 Goti Socket 36mm 10--5 129 Steel 16mm 5--090 Goti Socket 41mm 10--5 130 Steel 20mm 5--091 Spade with handle 10--5 131 Steel 24mm 5--092 Thermometer 10--5 132 Steel 32mm 5--093 Water Tank 500 ltr 10--5 133 Steel 36mm 5--094 Volt Meter 0.500 10--6 134 Admixture SP-430 8--095 Amp Meter 0.30 10--6 135 Rendroc Plug 5 kg 8--096 Wire rope 10mm 10--6 136 Sika grout GP2 8--097 Wire rope 12mm 10--6 137 Steel Putty 8--098 Break Oil 16--1 138 Drainage Pipe 200mm 8--099 Coolant 16--1 139 Drainage Tea 200mm 8--0

100 Bearing Grease 16--1 140 Drainage Sport 8--0101 T. Q. Oil Transmission 16--1 141 Tea MS pipe 800 8--0102 Grease Wheel Bearing 16--1 142 Bearing 530 * 530 * 96 8--0103 M.P. Grease 16--1 143 Bearing 460 * 460 * 96 8--0104 Mobil Oil 15W40 16--1 144 Bearing 620 * 620 * 96 8--0105 Mobil Oil 20W40 16--1 145 Bearing 560 * 560 * 96 8--0106 Hydraulic Oil 46 16--1 146 Bearing 620 * 620 * 106 8--0107 Hydraulic Oil 68 16--1 147 PVC Pipe 110mm 8--0108 Gear Oil 90 16--1 148 PVC Pipe 90mm 8--0109 Transmission Oil Kobelco 16--1 149 PVC Pipe 70mm 8--0110 Curing Compound 16--1 150 LPG 19 Kg Cylinder 9--0111 Yellow Paint 100 Ml 16--1 151 Welding Rod 3.15*350 9--0

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6013112 Red Paint 100 ml 16--1 152 Welding Rod 4.00*350

60139--0

113 Florcent Paint Red 16--1 153 Steel cutting wheel 14" 9--0114 Florcent Paint White 16--1 154 Leather Hand gloves 9--0115 Thinner 16--1 155 Black Glass 9--0116 Blue Paint 16--1 156 White Glass 9--0117 Deep Orange Paint 16--1 157 Black Goggle 9--0118 White Paint 16--1 158 White Goggle 9--0119 Red Paint 16--1 159 Welding Holder 9--0120 Red ox side 16--1 160 Earthing Holder 9--0S N Materials Name Column

NoS N Materials Name Column

No161 Hose Pipe Red & Blue 9--0 201 1/2" * 3" Bolt 9--0162 Aluminum Lugs 9--0 202 1/2 * 4" Bolt 9--0163 Welding lead 9--0 203 1/2" Washer 9--0164 Earthing Lead 9--0 204 1/2" Nut 9--0165 Welding Helmet 9--0 205 5/8" * 1 1/2" Bolt 9--0166 Nozzle 1/16 9--0 206 5/8" * 2" Bolt 9--0167 Nozzle 3/64 9--0 207 5/8" * 3" Bolt 9--0168 Hose Clamp 9--0 208 5/8" * 4" Bolt 9--0169 Hose Joint Nipple 9--0 209 5/8" Nut 9--0170 Grinding Wheel 180mm 9--0 210 5/8" Washer 9--0171 Cutting Wheel 180mm 9--0 211 20 mm Washer 9--0172 Grinding Wheel 100mm 9--0 212 20 mm Nut 9--0173 Cutting Wheel 100mm 9--0 213 20mm * 150mm Bolt 9--0174 Multi Core Cable 19 Core 9--0 214 16mm * 150mm Bolt 9--0175 Welding Rod 2.5mm 9--0 215 10mm * 3" Bolt 9--0176 Well Barrow 9--0 216 10 mm Nut 9--0177 Safety Helmet B type 9--0 217 10mm Washer 9--0178 Safety Shoes A Type 9--0 218 6mm * 32mm Bolt 9--0179 Safety Shoes B Type 9--0 219 Anchor Bolt 24*1350 9--0180 Gum Boot 9--0 220 Unbreko Bolt

20mm*100mm9--0

181 Reflective Jacket 9--0 221 Unbreko Bolt 24*50mm 9--0182 Caution Tape 9--0 222 Unbreko Bolt 16*100mm 9--0183 N.R.V. 9--0 223 3/8 * 3 MS Bolt 9--0184 Flash Back Arrestor 9--0 224 3/8 Nut 9--0185 Battery Cell 9--0 225 25mm Bolt 1 * 4" 9--0186 Safety Cone 9--0 226 MS Nut 1" 9--0187 Safety Helmet A type 9--0 227 MS Bolt 1" * 6" 9--0188 Spring Post 9--0 228 Quarter Pin 9--0189 Road Divider 9--0 229 MS Hex Bolt 3/4 * 12 9--0190 Road Breaker 500*450 9--0 230 3/8 Washer 9--0191 Nose Mask 9--0 231 25 mm Washer 9--0

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192 Radium Tape " 9--0 232 26mm Nut macallow Bar 9--0193 Battery Water 9--0 233 32mm Nut 9--0194 Shuttering Oil 9--0 234 1 1/4 Washer 9--0195 Acid 9--0 235 Nut 36mm 9--0196 Painting Brush 2" 3" 4" 9--0 236 Nut 32 mm 9--0197 Writing Brush 9--0 237 20mm * 75mm Bolt 9--0198 1/2" * 1 1/2" Bolt 9--0 238 Survey Nails 3" 9--0199 1/2" * 2 1/2 " Bolt 9--0 239 3/4" * 14 MS Hex Bolt 9--0200 1/2" * 2" Bolt 9--0 240 32mm * 600, 500mm 9--0S N Materials Name Column

NoS N Materials Name Column

No241 Bolt 24 * 150 H8Ag 9--0 281 Sheet with wooden Box 9--0242 3/4 Nut 9--0 282 Cable Tie 100mm 9--0243 Bolt 7/8 * 3" 9--0 283 Cable Tie 200mm 9--0244 7/8 Nut 9--0 284 Tube Light 40 W 9--0245 7/8 Washer 9--0 285 Fan Regulator 9--0246 3/4 Washer 9--0 286 Rope Light 9--0247 HT Bolt 20 * 125 9--0 287 3/20 PVC Wire * 4 core 9--0248 HT Bolt 24 * 110 9--0 288 Carbon Brush 9--0249 HT Bolt 24 * 90 9--0 289 35mm Single core wire 9--0250 HT Nut 24 9--0 290 2.589mm * 4 core Cable 9--0251 PVC Tape 9--0 291 RCCB 100 Amp 4 Pole 9--0252 Hallogen Tube 1000 W 9--0 292 MCB 32 Amp single pole 9--0253 Hallogen Tube 500 W 9--0 293 4.89mm * 4core Alu Cable 9--0254 Hallogen Set 500 W 9--0 294 2.589mm * 2core Cable 9--0255 Hallogen Set 1000 W 9--0 295 16 Amp Switch 9--0256 Hallogen Holder 500 W 9--0 296 16 Amp Socket 9--0257 Hallogen Holder 1000 W 9--0 297 CFL 15 W Bulb 9--0258 10mm * 4 Core Cable 9--0 298 RCCB 80 Amp 4pole 9--0259 6mm * 4core Cable 9--0 299 Relay 2.5 9--0260 2.5mm * 3core Cable 9--0 300 MCB 20 Amp 1 Pole 9--0261 1.5mm * 3core Cable 9--0 301 MCB 10 Amp 1 Pole 9--0262 1.5mm * 2core Cable 9--0 302 MCB 63 Amp 3 pole 9--0263 1.5mm * 4core Cable 9--0 303 Capacitor 2.5 9--0264 Condenser 9--0 304 7/20 PVC copper wire 9--0265 32 Amp Top 5 Pin 9--0 305 6 Amp 3 pin Plug Top 9--0266 32 Amp Female 9--0 306 100 Amp Distribution

Panel9--0

267 16 Amp Top 3 pin 9--0 307 Limit Switch P-67 9--0268 16 Amp Female 9--0 308 Cotton Waste 9--0269 32 Amp Socket 9--0 309 Cotton Hand Gloves 9--0270 16 Amp MCB 9--0 310 Earthing Plate 9--0271 40 Amp MCB 9--0 311 Hassion Cloth 9--0272 Sodium Tube 400 W 9--0 312 Wire Brush 9--0273 Combined Switch 16 Amp 9--0 313 Brown Tape 9--0

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274 15 W Bulb 9--0 314 Foam Tape 9--0275 Sodium Fitting 9--0 315 Glass Putty 9--0276 PT Holder 9--0 316 Chalk 9--0277 100 W Bulb 9--0 317 Foam 6 mm 9--0278 6 Amp Switch 9--0 318 Line Dori 9--0279 6 Amp Switch Socket 9--0 319 White Cement 9--0280 Tube Light Set 40 W 9--0 320 M-Seal 9--0S N Materials Name Column

NoS N Materials Name Column

No321 Thermocol 25mm 9--0 361 U type Hook Bolt 9--0322 Adhesive 9--0 362 Hook washer 9--0323 16 mm Nylon rope 9--0 363 Aluminum Hook Washer 9--0324 05 mm Nylon rope 9--0 364 Hook Nut 9--0325 08 mm Nylon rope 9--0 365 Black Sheet 9--0326 25 mm Nylon rope 9--0 366 Cover Block 9--0327 20 mm Nylon rope 9--0 367 G I Elbow 9--0328 12 mm Nylon rope 9--0 368 Tank Nipple 9--0329 Marble Powder 9--0 369 Ball Valve 1" 9--0330 Lime Powder 9--0 370 C P long body 9--0331 Emery Paper 9--0 371 Oxygen Cylinder 9--0332 Carbondan Stone 9--0 333 Rubber Hand Gloves 9--0 334 PVC Hand Gloves 9--0 335 Broom with handle 9--0 336 Buffing Wheel 9--0 337 Teflon tape 9--0 338 Curing Pipe 9--0 339 Shuttering Oil 9--0 340 G I tea 9--0 341 G I Union 9--0 342 Reducer 9--0 343 G I pipe 1" 9--0 344 G I pipe 20mm 9--0 345 Water level Pipe 9--0 346 L Bend 9--0 347 G I Pipe 12mm 9--0 348 PVC Pipe 25mm 9--0 349 Plug 1/2" 9--0 350 G I Bend 2" * 13" 9--0 351 G I Bend 3" * 21" 9--0 352 MS Bend 4" * 12" 9--0 353 G I Union 3" 9--0 354 Gate Valve 9--0 355 Nipple 3" 9--0

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356 Reducer 3" 9--0 357 Socket 3" 9--0 358 Tea 3" 9--0 359 G I pipe 9--0 360 J Bolt 9--0

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