Recruitment & Selection Program in Ordinance Factory Kanpurtest
Recruitment & Selection Program in Ordinance Factory Kanpurtest
Recruitment & Selection Program in Ordinance Factory Kanpurtest
PROJECT REPORT
ON
Submitted by:
Himanshi Srivastava
Roll No.
Batch : BBA 2009-12
A
PROJECT REPORT
ON
Acknowledgement
guidance during the training. I would also like to thank Mr. /Mrs. Of (name of
organization) for giving me such an opportunity to continue my training in the
(name of organization) and providing the facility.
At last I would also like to extend my sincere gratitude to all my faculty
members and specially Mr. Ashish Jaiswal for giving their valuable
suggestions.
With regards
(Himanshi Srivastava)
Preface
STUDENT DECLARATION
is
compiled
and
submitted
under
the
guidance
of
Himanshi Srivastava
Table of Contents
1. ORGANISATION PROFILE......07
1.1
Introduction ............07
1.2
1.3
1.4
1.5
2.
3.
4.
5.
ORGANISATION OF FACTORY.....31
6.
7.
8.
9.
ROLE OF (DGQA)76
10.
11.
12.
13.
14.
15.
16.
BIBLIOGRAPHY ...116
17.
Department of Defence
2.
3.
1.2Department of Defence:
1.
2.
3.
4.
5.
6.
7.
8.
Formation of Cantonments
9.
1.3Defence Research:
DRDO aims to make the country self sufficient in Technologies needed for
defence. DRDO was formed in 1958. Operates through network of around 49
Laboratories.
1.
Ordnance Factories
2.
3.
4.
5.
Directorate of Standardisation
6.
7.
Indian Ordnance Factories is the oldest and largest industrial setup which functions under
the Department of Defence Production of the Ministry of Defence. The ordnance factories
form an integrated base for indigenous production of defence hardware and equipment, with
the primary objective of self reliance in equipping the armed forces with state of the art
battlefield equipments.
There are 39 Ordnance Factories geographically distributed all over the country at 24
different locations. There are 10 Factories in Maharashtra, 8 Factories in UP, 6 Factories
each in Madhya Pradesh and Tamilnadu, 4 factories in west Bengal, 2 Factories in
Uttaranchal and one each in Andhra Pradesh, Orissa and Chandigarh. The 40th Factory is
being set up at Nalanda in Bihar.
The
for both lethal and non-leathal defence stores. They form an integrated base for the
indigenous
production
of
materials
and
components,
armoured
vehicles
and
ordnance equipment. They also produce rockets, grenades, mines, transport vehicles,
optical and fire control system, bridges, parachute, clothing and personal equipment for
the armed forces.
Products for the Defence Forces have to be safe, reliable, consistent and
capable of operating under varying terrains as well as under extreme climatic conditions.
Accordingly, the required technologies cover a wide spectrum of engineering, metallurgy,
chemical, textile, leather and optical areas, they must ensure high quality and
productivity, apart from meeting the important objective of self-reliance. The
Ordnance
Factories also fulfill certain requirements of the paramilitary and police forces for
arms,
ammunition,
clothing
optimally utilized, not only by securing work from the defence forces, but also by
diversification into non-defence customers and by exports.
Agency at Cossipore, Kolkata presently known as Gun & Shell Factory, Cossipore
and production started from 18th March, 1802.
Post Independence
1949 - SAF KANPUR
1949 - OF BHUSAVAL
1953 - MTPF AMBARNATH
1961 - OCF AVADI
1961 - HVF AVADI
1962 - OF BHANDARA
1963 - OCF CHANDIGARH
1964 - OF VARANGAON
1966 - OF TRICHY
1969 - VF JABALPUR
1970 - OF CHANDA
1970 - OF AMBAJHARI
2.3MAIN EVENTS
Main events in the evolution of Ordnance Factory Organisation :
1801 -
1802 -
1906 -
1948 -
1962 -
1979 -
1984 -
1987 -
1999 -
was setup in
Objectives of O. F. Organisation
(A) EXTERNAL
To meet the production targets of defence.
To maintain war reserve capacity of both physical and human skills.
To provide high level of service in regards to spares, technical
(B) INTERNAL
Maximise utilising installed capacity.
Better material management for cost effective production.
Short long term time bound targets in all major fields such as
product quality, capacity utilisation, cost of
project.
Deligation of powers, responsibility & accountability.
policies.
Strong in house research, design and development
To
improve
production
planning
&
control
system,
safety
standards,
working conditions.
Harmonious industrial climate, creativity, initiative.
To develop ancillary units where ever possible.
To maximise indigenisation.
To minimise delay & in cost over runs and in implementation of
projects.
STRUCTURE OF
ORDNANCE FACTORY
BOARD
The Ordnance Factory Board was formed with Director General as Chairman and
Nine Members in the rank of Addl. DGOF. One Member is from Finance stream.
depending
upon
the type
of
5 Operating
the
main
-10
-10
- 9
4. Armed Vehicles
- 5
5. Ordnance Equip.
- 5
Chennai)
and
Kanpur respectively.
their
Headquarters
Ammunitions, Weapons and Materials and Components have their Headquarters at Kolkata.
The four remaining Members are responsible for staff functions, as follows
Defence as well as DRDO. Joint Secretary (Ordnance Factories), Addl. Finance Advisor
from the Defence (Finance) and the Chief Controller Research & Development
(CCR&D) participate in the Special Board Meetings held periodically to provide
appropriate inputs and perspectives for planning of resources, upgrading technology
demanded by products and process and on various other related issues necessary for the
efficient functioning of Ordnance Factory Board.
MEMBER
F/N
MEMBER
PER
MEMBER
TS,CT,EXP
MEMBER
PEDB &MM
MEMBER
WV&E
MEMBER
A&E
MEMBER
M&C
MEMBER
OEF
MEMBER
A.V.
Chairman assisted by Seven Full time members incharge of various staff and
line functions. There are two additional DGOF who look after Ordnance Equipment Group
of Factories and Armoured Vehicles Division.
1. FIN
Finance
2. PER
Personal
3. TS,CT,EXP
5. WV & E
6. A & E
7. M& C
8. AV
9. OEF
OEF
1. EFA
1. OEFC
2. HVF
2. OPF
3. OFPM
3. OCFS
4. OFD
4. OCFAV
5. OLF
5. OEFHZ
A&E
1. AFK
2. CFA
3. HEF
4. OFK
5. OFBA
6. OFV
7. OFCH
8. OFBOL
9. OFI
10. OFDR
WV & E
1. GCF
2. RFI
3. GSF
4. OFC
5. SAF
6. OFDUMDUM
7. OFT
8. VFJ
9. FGK
10. GIF
1.
2.
3.
4.
5.
6.
7.
8.
9.
M&C
MSF
OFA
OFKAT
OFM
OFBH
MPF
OCFC
OFAJ
HAPP
factories
produce
Military
Transport
Vehicles,
Infantry
Combat Vehicles.
Armoured Vehicles, Optical and Opto-electronic Instruments, summer & winter uniforms, Parachutes,
miscellaneous Leather Goods and General Stores and spares.
ammunition
and
other
equipment
through the Defence Research and Development Organisation or through the transfer of
technology (TOT) route.
Ordnance Factories try to achieve optimum capacity utilization not only by securing
increased workload from the Defence Forces but also through sustained efforts in
diversification to non-defence customers and exports. Similarly, thrust is also being given to
strengthen the in-house R & D capability aimed at product and process & development.
Ordnance Factories have also steadily increased their sales to non-defence customers,
including exports.
During 2003-2004, 15% (Rs. 977 crore) of the total sales of the
Ordnance Factories were to non-defence customers. This represents a 11.8% growth over
the previous years sales to non-defence customers (Rs. 874 crore). In 2004-2005, the sales
to non-defence customers are expected to be higher at about Rs. 978 crore.
a) Army
b) Air Force
c) Navy
d) Ministry of Home Affairs
e) Civil Trade
f) Other Govt. Dept.
g) Export
4.1MISSION
4.2VISION
4.3SWOT ANALYSIS
S - Strength
W - Weaknesses
O - Opportunities
T - Threats
4.4STRENGTHS
Core competency in manufacturing of arms &
ammunition.
Multi - technology capability
Substantial backward integration
Training infrastructure & capability
4.5WEAKNESSES
Non- economic capacities
Over/under capacities in certain
areas
Aging plant & machinery
Unfavourable age & education profile of
employee
Cumbersome rules & regulations
Inadequate R & D capability
Inappropriate organisation structure
Multiplicity of intermediatry agencies
4.6OPPORTUNITIES
Large defence requirement
Civil market
Export market
4.7THREATS
Competition from indeginious & global industry
Collapse of user
Economics reforms
Liberalisation of defence industry
Meet the quest for high-tech military equipments
Reduce lead time for new products
Price competence with international suppliers
Unit Name
1.
2.
3.
4.10Ordnance Factories
S.No.
Unit Name
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
34.
35.
36.
37.
38.
39.
40.
Category
1.
Group A
Officers
2.
Group B & C
3.
Group B & C
4.
Group B & C
&
5.
Group B & C
6.
Group B & C
7.
Group B & C
8.
Group B & C
9.
Group B & C
Unit Name
1.
2.
3.
Unit Name
1.
2.
3.
4.
4.14Other Units
S.No.
Unit Name
1.
2.
Locations
2.
Directorate of Standardisation
Preparation
of
Standardization
documents
such
as
Joint Services
specification etc.
Organisation and Defence PSUs as its co-opted members, to project to visiting foreign
dignitaries / purchase missions and general public wide range of our defence production
infrastructure.
In Participants in National /International defence exhibitions. It is also maintains a
standing defence exhibition pavilion at Pragati Maidan, New Delhi which displays
production manufactured by OFs & eight DPSUs.
For
repeat
items,
of
which
is
well
established, the estimates are standardized by proper time and motion study
and these estimates are called Standard Estimates. The Estimate is prepared
for a
standard batch
each operation
and the labour cost of the operation. Similarly, each material required for
production of the article is shown in detail indicating the quantity required
for a normal batch.
The production shops can not exceed the limits indicated in the manufacture
and material warrants for utilization of labour and material without obtaining special
authorization from the planning department. Such authorization is issued in the form of nonrecurring revisions.
Machine
Gun
Carbine
Mm
1a1
Mm
Assault
Rifle
(Fixed
Butt)
b) Mortar Bombs
c) Medium Calibre:-
d) Large Calibre:-
84 Mm TPT 65
84 Mm HE 441B
84 Mm HEAT 651
84 Mm ILLUMINATING FFV 545
CARTG. 105 Mm IFG NORMAL CHARGE
CARTG. 105 Mm IFG SUPER CHARGE
SHELL 105 Mm IFG HE
SMOKE
GENERATOR
f) Rocket Bombs
ROCKET 68 Mm HE
ROCKET 68 Mm HC
ROCKET 68 Mm PRACTICE
BOMB HE A/C 1000 Lbs
g) Fuzes
FUZE FZ 104
Fuze 213 MK5 (M-1) & (M-2) And (M-3) & (M-4) FUZE L 29 A2/A3
FUZE PERCUSSION DA NO.117 FUZE FOR ROCKET 122
Mm HE PROXIMITY FUZE 76.2
FUZE DA- 4A
FUZE 162 MK-8 AND FUZE 162 MK - 9
FUZE 161 MK 3 M-1
FUZE PD M 572 FOR 155 Mm
h) Demolition
CHARGE DEMOLITION No. 2, 25 Ibs
CHARGE DEMOLITION No.11, 30 Lbs
CHARGE DEMOLITION No. 14, 11 Ibs
MINE ANTI-TANK 4D ND (BAR)
SWITCH NO. 4 PULL MK.1
SWITCH NO. 5 PRESSURE MK 1
SWITCH NO. 6 RELEASE MK 1
CHARGE DEMOLITION NO.1 BEEHIVE
MAINDEKA ADVANCED LIMPET MINE
4.Armoured Vehicles:Ajeya T 72
ARJUN MAIN BATTLE TANK
TANK T 90 S
SARATH APC BMP 2K
6.Optical Devices :-
T-72/BMP-II
DRIVER'S SIGHT PASSIVE FOR TANK T-72
DRIVER'S SIGHT PASSIVE FOR BMP-II
GUNNER'S SIGHT PASSIVE FOR T-72
GUNNER'S SIGHT PASSIVE FOR BMP-II
ANTI AIRCRAFT SIGHT IP3 3 FOR BMP-II
DRIVER'S SIGHT PASSIVE FOR T-90 S
MISSILE SIGHT 9sh 119M1 FOR BMP-II
LASER AIMING AID INSA LAKSHYA FOR RIFLE .
b) Other Parachutes
Parachute Paratroop Type PTR-M
Parachute Paratroop Type PTR-R
Parachute Tactical Assault Type PTA-M
Parachute Tactical Assault
8. Support Equipment:-
TENT STORE
TENT EXTENDABLE FRAME SUPPORTED 4M
Tent Arctic Small Mk 2
TANK FABRIC COLLAPSIBLE MK-1
COVER WATER PROOF
STEEL JERRICANS CAPACITY 20 LITRES HEATER SPACE
(COAL/OIL BURNING) CHAGUL UNIVERSAL MK-II
BOOT ANKLE DIRECT VULCANISED SOLE
BOOT ANTIMINE MK-1
DUAL DENSITY RUBBER COMBAT BOOT
HIGH ANKLE BOOT FOR PARATROOPERS
SUIT TERRY WOOL (JACKET & TROUSERS)
OVERALL COMBINATION DISRUPTIVE
OVERALL COMBINATION OG
COAT COMBAT DISRUPTIVE
JACKET & TROUSER COMBAT DISRUPTIVE
OVERALL COMBINATION
OVERALL FLYING MK-II
OVERALL WINTER
COAT AND TROUSERS PARKA
COAT FEATHER & PANT FEATHER
JERSEY WOOLLEN OG V-NECK
0.22" Revolver
0.32" Revolver (7.65 mm x 23)
0.32" Pistol
0.22" Sporting Rifle
0.315" Sporting Rifle
b) Sporting Ammunition
Civil Trade:-
Exports:-
joint team of Ordnance Factory personnel & Quality Assurance visit even forward areas
for proper maintenance of equipments, is including demonstration of equipments.
Ordnance Factories remain in close interaction with the customers to ensure after
sales service is made available.
team of Ordnance Factory personnel & Quality Assurance visit even forward areas for
proper maintenance of equipments, is including demonstration of equipments.
Ordnance
Factories
provide
product/services
of
the
highest
standards
This is
QUALITY:-
outlined in ISO 9000:2000 have been adopted by all Ordnance Factories aimed at
continual improvement in overall performance by focusing on TOTAL CUSTOMER
SATISFACTION.
Ordnance Factories in its drive to achieve excellence have taken steps towards
Environment Management Systems and three factories have already been certified for ISO
14001:1996 by Accreditation bodies.
supplying 16 more items of Clothing/Ammunition boxes with revised and modified new
procedure.
cells
have
been
created
in
To
ensure
success
of
above,
improvement required in the processes & machines etc. ONLINE measurement, process
control systems and automatic gauging systems are being provided with modernization
proposals to ensure that the quality is built into the product.
CUSTOMER SATISFACTION:
I.
Customer priorities
II.
III.
The change in Technology at a rapid pace is resulting in higher customer expectations. Ordnance Factories
are committed to meet higher expectations of customer through continual improvement of existing product
range and introduction of new products, as desired by the customer.
QUALITY:-
OFB recognizes that Quality is of utmost importance to the reliability of products meant for
Defence of this country. The products are subjected to stringent quality tests in both in-house & finally
by customers representatives.
9000:2000 quality management systems. All 39 Ordnance Factories have well established testing labs in
the field of Mechanical, Chemical, NDT (Non destructive testing) Optical etc. 51 labs in 28 factories
are accredited by NABL to ISO/IEC 17025 international standard.
The Quality Management principles outlined in ISO 9000:2000 have been adopted by all
Ordnance Factories aimed at continual improvement in overall performance by focusing on TOTAL
CUSTOMER SATISFACTION.
Ordnance Factories in its drive to achieve excellence have taken steps towards Environment
Management Systems and three factories have already been certified for ISO 14001:1996 by Accreditation
bodies.
In order to continuously improve the confidence of user in Ordnance Factories Products, seven
items from OEF group are now being delivered under Self Certification.
supplying 16 more items of Clothing/Ammunition boxes with revised and modified new procedure.
To ensure the quality of raw material/components supplied by vendors, it has been decided to
incorporate quality plans as a part of purchase order as per is 10005:1995 the system is under
implementation.
Ordnance Factories are improving its Quality standards through various quality
improvement tools including Statistical Quality Control (SQC)/Statistical Process Control (SPC).
To ensure success of above, technological cells have been created in the factories which will
monitor the improvement required in the processes & machines etc. ONLINE measurement,
process control systems and automatic gauging systems are being provided with modernization
proposals to ensure that the quality is built into the product.
The results of effort made towards enhancing Quality of O. F. products need be assessed
against various parameters as well as effectiveness of various programmers measured with
reference to resource deployment.
CUSTOMER SATISFACTION:
Customer priorities
Customers tolerance band
Performance of Ordnance Factories
Product specific teams of the factories visiting field units of the ARMY.
Planning/Quality executives of the factories visiting various ORDNANCE DEPOTS & user
units.
GMs/Reps of the factories visiting respective Head of field
establishments/training schools and Directorates at Army HQ.
Institutionalized Mechanism has started for User/Manufacturer interaction meetings at
regular interval.
OFB with the ARMY COMMANDS and ARMY HQ as well as composite teams covering
(A) to (C)
customer through continual improvement of existing product range and introduction of new
products, as desired by the customer.
Controller of Finance and Account (FYS) is in charge of all Branch Accounts Offices under
his group and will discharge his responsibilities through Branch Accounts Offices and render
financial advise to Factory Management and also give direction and Guidance to Branch Accounts
Offices. He will Report to PCA (FYS) Kolkata.
INTRODUCTION :
Under Ministry of Defence (Expenditure) Defence Secretary will discharge his
responsibilities as a Chief Accounts Officer. He will be assisted by FA (OS) now upgraded
as Secretary, he will be assisted by CGOA, New Delhi. He will be head of the department
of Defence Accounts Department. Who will be the responsible to maintain the accounts
and audit of Defence expenditure. Under DAD Organisation there were different commands
parallel to ARMED FORCES including Factory Command which are headed by PCDAs and
CDAs.
GROUP CONTROLLERS :-
d)
2)
Costing section
3)
Material Section - Pricing of Receipt Vouchers and Issue vouchers and passing of
adjustments to above RV5 / lVs, dealing with Railway claims and Store Losses. Preparation
of monthly priced store account and Annual Store account. Audit of supply orders relating
LP, IFDs and Indents. Passing of Bills relating to Local purchase,
Transportation and Contingent charges.
4)
Stock analysis viz., Active Stock, slow and non moving of stores,
maintenance stoles, insured spares, scrap, waste and obsolete
stores and blocked inventory.
5)
Labour -
Agreement form of Labour and Audit of Disbursement Certificate submitted by Cash Office.
Audit of lEs Pay fixation cases and periodical increment sheets. Payment of Advances and audit of
Final bills relating to TA/DA, LTC and Medical bills.
6)
7)
8)
9)
Financial advice Before placement of supply order the finance member will give
MEETINGS :Tender purchase committee meetings, Finance & Accounts Meeting and ULMC.
Tender Purchase Committee: Chairman, members are user section, quality section and
finance. Secretary will be the officer of the Purchase group. The levels of Finance Member
will attend the TPCs are:
TPC Level 1 - Rs. 20 Iakhs and above - C of F & A (FYS)IJT.C OF F& A (FYS)
TPC Level 2- Rs. 10 lakhs to Rs. 20 lakhs - JT. C of F&A (FYS)/D C of F & A (FYS)
TPC Level 4 - Rs. 50,000 to Rs. 4 Lakh - A C of F&A (FYS) I SR. A.O. / AO
(FYS)
The controller or his representative will lead the Accounts side and factory side the
General Manager will be the Chairman. Various points and problems will be brought to the
notice of the General Manager and will discussed and sorted out.
to the consumers. Selling is different from marketing. Selling refers to the form of
activity where ownership of good is transferred from the seller to the buyer.
02
Selling
Marketing
Emphasis
is on consumers wants
consumers want
profitably
figures
04
Emphasizes Company
needs
(sellers)
Market :-
The term market has different meanings and used differently in different places.
The common uses of the terms are following.
a.
b.
c.
An area of operation
d.
e.
f.
Marketing :-
Marketing is getting the right goods or services to the right people at the
right place at the right time at the right price using the right promotion techniques .
Marketing is
Designed to
Something of value :
To the benefit of
The marketing is a management process with two aims. Firstly to achieve its own aims and
secondly to serve the society by satisfying wants of people.
The term marketing is recent origin. It has wider meaning. It should not be
misunderstood as selling, merchandising of distribution. The following will serve you to
know the difference in the meaning.
Selling is one part of promotion and promotion is one part of total marketing
programme.
Merchandising:- It is product planning the internal company planning to get the right
product service to the market at the right time and at the right place and in the right colours
and sizes.
Distribution:-
has
developed
involving
division
of
labor,
factory
Development of product
Place
Time
Possession
Importance of Marketing :
1.
2.
3.
4.
Civil Trade :
O.F.
However, even during war, in case of in-sufficient demand of a particular store from
services or non-availability of raw materials and if the existing-plant can accommodate
the alternative load to balance the capacity in full, Civil Trade orders can be executed
provided the ultimate use for such store is for Defense purposes. Thus, the pre-requisite
for Civil trade activity in the Ordnance Fys. is availability of spare capacity. Such spare
capacity cannot be expected to be available during war. The position is different during
peace time, since demands of the Services during war and peace very widely once the
War Wastage Reserves are filled up the O.Fs. can expect recurring demands from the
Service to meet what the Services would require for training only. Thus availability of
spare capacity in O.Fs.
3.
Importance
of
O.Fs:Under utilization of capacity vitiates the economy of any production unit since in
such circumstances
they are compelled to carry not only the idle machines but also
management
addition the additional output will be welcome contribution to the overall productivity.
The exports have been made to the countries not in the negative list of countries
conveyed by the Ministry of External Affairs from time to time. All exports have
been made after obtaining proper end user Certificate and obtaining clearance from
the Ministry of Defence.
Various public sector undertakings were associated to promote the exports of
Ordnance Factories products. Few overseas agents have also been used for export of
Ordnance Factories products after obtaining approval from Ministry of Defence. In
addition all foreign mission abroad have been actively associated in export of Ordnance
Factories.
Potential items have been identified on the basis of spare ability and cost
competitiveness.
2.
3.
4.
OFB products.
5.
7.
YEAR VALUE IN
RS. CRORE
1989-90
0.82
90-91
1.62
91-92
3.27
92-93
5.85
93-94
9.48
94-95
7.15
95-96
19.01
96-97
9.65
97-98
14.62
b)
c)
d)
Efforts are doing to increase the civil trade activities in Ordnance factories to fully
utilize the existing capacities.
INTRODUCTION:-
They were given the overall responsibility of ensuring the quality of stores
manufactured by the Ordnance Factories/trade and supplied to the troops.
These organizations were grouped in 1946 to form a composite inspection,
research and development organization known as the Directorate of Technical
Development in the MGOs Branch. It was the first time that the full control of all
functions relating to inspection, testing and research and development of armaments,
instruments, electronic stores, vehicles and engineering stores, medical stores, POL,
jute goods etc.
were vested in a single technical-cum-administrative authority. An ISSPO (InterServices Store Preservation Organization) was subsequently created and placed under the
MGO.
In 1947, the MGOs post in the Army HQ was abolished and the DTD
Organization was placed under the General Staff Branch. When the MGOs Branch
was re-established in April 1949, the Directorate of Technical development came under
MGOs control once again. In 1955, on the recommendations
Forces
Reorganization
Committee,
of
the
Armed
transferred from the Army HQ and placed under the MoD under the newly created
Controller General of Defense Production (CGDP). The Directorate of Technical
Development was bifurcated in 1956 into two separate Directorates i.e. Armaments and
General. In 1958, a beginning was made to bifurcate the Research/Development and
Inspection functions of these two Directorates. The re-organised Directorate of R & D
(Armaments) was transferred to the newly created R & D Organisation. The Inspection
Organisation was placed under the Controller General of Defence Production and was reorganised into
Directorate of Inspection Armaments
Directorate of Vehicles and Engineering
Directorate of R & D (General)
Directorate of Production and Inspection Electronics
Directorate of Stores Production (Navy).
In 1961, the Directorate of Vehicles and Engineering was bifurcated into
Directorate of Inspection of Vehicles (under CGDP) and Directorate of
Engineering (under the R&D Organisation). In March 1963, the Planning
Cell of the CGIP was placed directly under the Secy (DP) and the CGIP was designated as
the Director General of Inspection.
In 1964, the
Directorate
of Stores Production
The above agencies working so far as a part of single composite R&D and Inspection
Organisation, was split into the following three independent Organisations in 1976
The DGQA Organisation is vested with the responsibility of ensuring that Defence
Forces of the country get the entire range of arms, ammunition, equipments and
stores of desired quality that will enhance the combat efficiency and effectiveness of the
fighting forces and that they are able to maintain easily and exploit the equipment and
stores fully. This role is performed by carrying out multifarious functions. Some of the
salient functions are given in the following paragraphs:
Quality Assurance
Control of quality during design
Conformance of quality during productions
Assurance of reliable performance during service period
Development of indigenous production of defense stores.
(i)
DGQA
carries
Supplies, in that it
locates
Defense
out
Equipment/stores
comprehensive
thus
industrial
out
this
function
and establishes
for
Department
sources of indigenous
effecting
import
substitution.
survey,
maintenance
and
It
of
production of
warrants
updating
Defense
of
carrying
records
(ii)
Documentation
(iii)
Vetting of indents, testing of advance samples and pilot samples and providing
complete technical guidance/liaison with the production agencies, carrying out
quality audit and granting deviations whenever called for. Identification of stores
for the users/indentor and recommending reutilization of surplus stores and material.
Providing guidance to users regarding any technical aspects pertaining to the usage,
maintenance and exploitation of equipment.
(iv)
STRUCTURE
2. Technical Committee
and
establishing
sources
equipment/stores. Technical Committees play a vital role in effecting import substitution and
indigenization.
3. Authorities Holding Sealed Particulars
Authority Holding Sealed Particulars (AHSP) is a unit which is responsible for
collecting, collating, developing, amending and updating the entire history and technical data
and information of the store. They possess the complete knowhow with respect to all
the technical aspects of the store and its quality assurance. Salient features of their
duties are :
Defect investigation for the failures reported during storage and usage of
stores and suggesting appropriate remedial measures
Maintaining an up-to-date test house to carry out all the test necessary for proper
This discipline is responsible for all items of textile and clothing, chemicals,
petroleum and General Stores
Textiles including heavy textiles, tentage stores, fabrics made out of wool, silk, man
All kinds of heating, lighting and cooking equipments for use in field
Hand tools
Timber and timber products
Glass, plastic and ceramics
Barrack and hospital equipment for mountain warfare and aerial delivery
This discipline is responsible for the quality assurance and the related
activities with respect to difference types of Armaments and connected areas.
Weapons
Small Arms
Ammunition and Military Explosives
Metallurgy
Instruments and Optical and Opto-Electronics
(A)3.Directorate
of
It is responsible for the quality assurance of all kinds of vehicles needed by the
Army. The vehicles include the common usage vehicles, Armoured and fighting vehicles,
other heavy and specialist as also various kinds of trailers and transportation.
This discipline deals with entire range of electronic and electrical equipment and stores
required by the Army. The main areas are
Tele-communication Equipment
including tanks.
Electronic Warfare Equipment
Radar
Computers and Micro-processors
Laser
Infra-red stores
Electrical equipment
Missiles
This discipline is responsible for quality assurance and acceptance inspection of the
entire range of stores/spares used in the Indian Navy. It is also responsible for indigenous
development of sophisticated complex Naval Stores e.g. hull, general engineering,
electrical & electronic items, oils, lubricants, consumable stores ships main engines
and guided, fire control systems, radar and communication systems and the dockyard
plant machinery and equipment used for the maintenance and repair of ships.
items which are required for fitment in new construction ships including Leander Frigates
and other smaller ships being constructed at Garden Reach Workshop and other shipyards
in the country.
Maintain active interaction and Liaison within India and International Institutions
and organisations associated with training and Quality Assurance activities Undertake
studies and Consultancy assignments
The Directorate of Policy Planning and Training acts as the central coordinating
agency for all technical policy matters, training, security, cataloguing, and
standardization.
Sample rooms have been established at Delhi, Mumbai, Chennai, and Kolkata, to
display the Defense Stores warranting indigenisation. The activities of these Sample
Rooms are co-coordinated by this Directorate.
Military Engineer Service (M.E.S) is responsible for carrying out capital works
and repair services for the three arms of defence forces and allied department
Ordnance factories & Research and Development Establishments. MES may also be
required to carry out deposit works on behalf of cantonment boards, public bodies or private
persons.
Works services for Ordnance Factories will be carried out in accordance with the
procedure laid down for army works.
1. Provision of Residential and office accommodation will be based on the scales approved by
G of I from time to time.
2. Industrial and Storage accommodation will be on an as required basis and will be
approved by the CFA sanctioning the work.
3. The MES will not normally undertake the supervision of any works services carried
out by the factory authorities under their own arrangements.
ORGANISATION
AND
INCLUDING THAT
OF
FUNCTIONS
OF
ACCOUNTS
MES
SECTION
ORGANISATION OF MES :-
The Engineer in Chief is the head of the Corps of Engineers and of the Military
Engineer Services. For all engineer services, he is the technical advisor to the Chiefs of
Staff of the Army, Navy and Air Force and to their respective PSOs.
Similarly, he
advises the Ministry of Defence with regard to engineer services relating to Ordnance
Factories and P and I & R and D Establishments. He is responsible to CGS and QMG for
the procurement, holding and distribution of engineer stores of engineer supply.
2. The Military Engineer Services are organised by Army Commands under the
special cases, be appointed for large projects, which cannot conveniently be handled
by the Chief Engineer of a Command. ACEs Command is divided into a number of
MES Districts each under the control of a CWE. Districts are further subdivided into
divisions and Sub-divisions under the control of GEs and SDOs respectively.
boundaries of MES districts and
The
divisions normally correspond to those of Areas and Sub Areas. Where however such
MES formations are intended primarily for the Navy, Air Force or Ordnance Factories
or for specific projects, their boundaries will be limited to the extent of their responsibilities.
3.
The position of the senior MES officer in any formation in the matter of
rendering technical Advice to the local heads of services and departments under the Ministry
of Defence is analogous to that of the CE at Command HQ. The Divisions may be formed
with the approval of the E in C. Sub-divisions may, if circumstances demand, be placed
directly under a CWE under the orders of a CE and will for all purposes be treated as
Divisions.
4.
other requirements for units and works are held in ESDs. ESDs are under the
control of the E-in-C who may delegate to the CEs such of his functions as he
may deem fit.
MES
ARMY
E-in-C
C.E. Command
GOC-in-C Command
C.E. Zone
Area
C.W.E.
District/Sub Area
G.E.
Divisions/Station
A.G.Es
Sub Division
GENERAL ADMINISTRATION AND DISCIPLINE :The Accounts Section of an MES Formation will be in charge of Unit
Accountant belonging to the Defence Accounts Department.
Organisation of the Garrison Engineers Office in the matter of hours of attendance and
holidays. The UA and his staff will, for the purpose of conduct, discipline, leave and pay
be under the orders of Controller of Defence Accounts under whom they are serving.
Casual leave as admissible may be allowed to the accounts staff by the head of the MES
formation concerned in case of other kind of leave the application of a member of the
accounts staff will be submitted to the CDA through the head of the MES formation and the
RAO (MES) The applicant will not be permitted to proceed on leave (except in cases of
emergency when the permission may be granted by the RAO (MES) or the head of the
MES formation in case the RAO (MES) is not present in the station) until the leave is
granted by the C.D.A. The MES formation will be responsible for making necessary
arrangements for the accounts sections in respect of:-
a. The receipt and dispatch work including charge for service labels and bearing charges on
covers insufficiently stamped.
b.
The services of class IV servants including a Daftry for sorting out and proper
d.
Indenting all forms bearing W Series, blank measurement books, receipt books,
e.
Each production / non-productive section puts up the proposal to GM and obtains the
approval in principle from necessity angle and forwards the same to engg. office - Civil
Group.
After obtaining in principle approval of the civil works plan from OFB.
The Board gives the approval for the work and recommend the detailed
Based on the finalised board proceedings the approximate estimates part I & II prepared
as per standard schedule of rates will be prepared by AGE/B/R, AGE E/M will be submitted
to E-2 Section of MES. The estimates preferred by age formation are scrutinized and sent
to the factory for issue of A/A or sanction.
On the approximate estimates which also specifies the period required for completion
of work the user factory or its higher formation (depending upon the financial powers)
issues the administrative approval/sanction with the concurrence of C of A.
On receipt of A/A the contract planning actions are initiated by E-8 section of MES.
Competitive tenders with reasonable rates and lowest offer is accepted by MES authorities
depending on financial powers and physical execution of work commences.
The User engineering group obtains the date of commencement of work and probable
After completion of the work satisfactorily, handling and taking over process will be
done by FY/MES through Joint inspection to completed works. After taking over of assets
same will be regularised through B series vouchers by factory and will be taken into block
register. MES will submit PSMB, RPMB and completion cost and drawings of particular
works.
MES then will initiate CR Part A - Closing report physically CR Part - B -Closing
Report financially.
RESEARCH METHODOLOGY
MEANING
Research is totally based on the primary data. Secondary is only used only for the reference.
Research has done by the primary data collection and data has been collected by the interacting by
the various employees. The secondary data has been collected through various journals and
websites and some publications.
DATA TYPES
Primary data
Primary data are the data gathered for the specific research project and directly taken from the very
source of information. Primary data source for this research project is structured interview of
employees sent for deputation program.
Secondary data
Secondary data are the data, which already exists and were collected for some other purpose or for
similar previous studies. Secondary data were proved to be instrumental in structuring the
questions to be asked for collecting primary data.
For this research both type of data (Primary and Secondary data) were used, the secondary data
used here were taken from different websites and this was the information on which the final
report is based on.
SOURCES OF DATA
Primary data can be collected in several different ways these methods of collecting data are called
research approach. Research approaches are of following types Observational research
Focus group research
Survey research
Experimental research
Behavioral data research
For this project the Survey Research Method was adopted, and the survey was done by
Structured Interview Method.
SAMPLING PLAN
After deciding on research and research instrument the researcher must design a sampling plan.
This plan calls for three decision.
Sampling Unit
The sampling unit consists of Industrial Employees (IEs) and Non-Industrial Employees (NIEs)
from Ordnance Factory Kanpur.
Sampling Size
Large sample gives more reliable results than small samples. However it is not necessary to sample
the entire population or even a substantial portion to achieve reliable result. After considering time
constraint and effectiveness for the project total 160 people were surveyed.
Where 120 people were selected randomly from employees and another 40 people were selected
randomly from employer in which both IEs and NIEs are included.
SAMPLING PROCDURE
Cluster(area) sampling
Non-probability Sampling
In non-probability sampling researcher decide the basis of sample selection, unlike the probability
sampling in this method every unit of population dose not have the equal chance of being selection.
This method is sub-divided in following
Convenience Sampling
Judgment Sampling
Quota Sampling
RESEARCH INSTRUMENT
The two main research instruments in collecting primary data area - Personal Interview.
b - Questionnaire.
For this research both type of research instrument (Personal Interview and Questionnaire) were
used, the Personal Interview was used here for the employers and the Questionnaire was used for
the employees.
Personal Interview
It is one of the important sources to collect primary data. Through personnel interview interviewer
can ask question according to research requirement. Data which is collect by personnel interview is
more reliable than other sources.
Questionnaire
Questionnaire consists of a set of question presented to the respondent for their answer. Because of
its flexibility the questionnaire is by far the most common instrument used to gather primary data.
Questionnaire needs to be carefully developed and tested before they are actually used on a large
scale.
Questionnaires are of two types
Open ended questionnaire
It consists of open ended questions that allow the respondent to answer in their own words. Such
questionnaires revel more because they do not constraint respondents ans.
Employees are not that much skilled but they do the job very well.
Non industrial employees support the industrial employee to do the job in the factory.
Almost all time employee of the organization can achieve their business goals.
The government takes necessary step to give training to employees by providing different types of
programs.
b. Female.
Alternative
Response of
employees
Male
110
92%
Female
10
8%
INTERPRETATION:
From the above diagram I calculate that 92% respondents are male and 8% respondents are female
in the organization. This means that the ratio of the female respondents is less as compare to male
respondents.
Nativity
a. Rural.
b. Urban
Alternative
Response of
employees
Rural
30
25%
Urban
90
75%
INTERPRETATION:
The above pie diagram shows that 75% respondents are belong to urban area and
only 25% respondents are belong to rural area. This means most of the respondents
are belong to the urban area.
Experience
a. 0-1 yr
b. 1-3 yr
c. 3-5 yr
Alternative
Response of
employees
0-1yr
6%
1-3 yr
15
13%
3-5 yr
30
25%
68
56%
INTERPRETATION:
The above diagram shows the experience of the employees in organization. It shows that 56%
respondents have more than 5 years experience in the organization. It means that they know very
well how to work is done in the organization.
b. Skilled
c. Semi-skilled
d. Unskilled
Alternative
Response of
employees
Highly Skilled
35
29%
Skilled
20
17%
Semi-skilled
40
33%
Unskilled
25
21%
INTERPRETATION:
The above diagram shows the nature of the job on the basis of skills and knowledge. 33% which is
highest percentage in the graps shows that the highly educated people are not required for the job.
Those who have work knowledge they get the job.
Alternative
Response of
employees
Unable to take
right decisions
16
Improper
development in
organization
12
Unable to perform
duty
10
Lack of accuracy
in work
40%
30%
25%
5%
INTERPRETATION:
This diagram shows that 40% respondents believe that illiterate employee not able to take right
decision, 30% respondents believe fully development are not possible,25% respondents believe
unable to perform duty,5% respondents believe lack of accuracy is possible in work.
The nature of job is simple and semi skilled people are required to perform the job.
Industrial and non industrial employees play an important role in the organization.
Most of the employees participated different types of program which is organized by the
organization and they take advantage for their job purpose.
Most of the employee says that lack of training is barriers for performing the task as required by
superiors
Employees also believe that if they get good training they can improve their efficiency.
Most of the employer thinks that lack of training is causes for the organization.
Employers also believe that due to untrained employees is unable to take right decision so that
proper development is not possible in the organization.
Those who know the technical work and they have good education they get the job.
The training should be made more interactive and personal attention to can trainee is also required.
Should be thought what is practically required in his/her work
Partiality should be avoided in the organization.
Improve the process of time management.
The feelings of satisfaction can be made better by making more employees friendly especially for
the non-executive population.
The interaction between the employees and employer should be strong and employees follow their
decision and do the job accordingly, this will be happens only when employee are literate.
BIBLIOGRAPHY
Website Used
www.ofbindia.gob.in
[email protected]
www.wikipedia.com
QUESTIONAIRE
Based on Recruiment
Candidate Name :
Designation
Department
25-35 ( )
c. 35-45
( )
d. 45-55
( )
b. Female ( )
Q. (4) Nativity-
b. No ( )
a. Rural. ( )
b. Urban ( )
c. Semi Rural. ( )
d. Semi urban ( )
Q. (5) Experience
a. 0-1 yr ( )
b. 1-3 yr ( )
c. 3-5 yr ( )
d. More than 5 yr ( )
( )
b. Skilled ( )
d. Unskilled ( )
Q. (8) Apart from formal school or college education, have you attended
or participated as a learner in any of the following:
a. Literacy campaign
b. Language Studies
( )
( )
( )
( )
( )
b. No. ( )
b. No. ( )
b. No. ( )
b. No. ( )
( )