AN ORGANISATION STUDY WITH SPECIAL REFERENCE TO

KAMCO LTD. ERNAKULAM

Submitted by

Adith venugopal
Reg. No. 86213
Under the Guidance of
Ms. Saumya Harisundar
Submitted in partial fulfillment of the requirements
for the award of the degree of
MASTER OF BISINESS ADMINISTRATION
Of Mahatma Gandhi University, Kottayam

JULY 2015

SREE NARAYANA GURUKULAM COLLEGE OF ENGINEERING

KADAYIRIPPU. KADAYIRUPPU P.O., ERNAKULAM DIST., KERALA
(Affiliated to Mahatma Gandhi University, Kottayam & Approved by AICTE, New Delhi)

DECLARATION

I, Adith venugopal, hereby declare that the project work, entitled an Organization
study at KAMCO submitted to Mahatma Gandhi University in partial fulfillment of the
requirement of the degree of Master of Business Administration ,is a bonafide work, carried
out by me during the period of my study 2014-2016 at Sree Narayana Gurukulam College of
Engineering, Kadayiruppu under the guidance of Saumya Harisundar.

Adith venugopal
Reg. No.563
SNGCE
Kadayiruppu

SREE NARAYANA GURUKULAM COLLEGE OF ENGINEERING

KADAYIRIPPU P.O., ERNAKULAM DIST, KERALA

(Affiliated to Mahatma Gandhi University, Kottayam)

CERTIFICATE
This is to certify that this organizational internship study entitled

AN ORGANISATIONAL STUDY WITH SPECIAL REFERENCE TO

KAMCO LIMITED. ERNAKULAM.

Submitted to Mahatma Gandhi University

in partial fulfillment of the requirements for the award
of the degree of
MASTER OF BISINESS ADMINISTRATION
is a bonafide record of work done

Adith venugopal
Reg. no:563

______________
Faculty Guide

______________
Head of the Department

ACKNOWLEDGMENT

I would like to take this opportunity to express my sincere gratitude to all those who
have helped me throughout this organizational internship study.

It gives me immense

pleasure to acknowledge all those who have rendered encouragement and support for the
successful completion of this work.

I express my heartfelt thanks to Saji C V, Principal, Sree Narayana Gurukulam

College of Engineering, and Mr. ABHIMANEW Deputy General Manager (DGM) for
their constant encouragement and support during the entire project work.

I also extend my sincere gratitude Sree Narayana Gurukulam College Of

Engineering to

Mr Kemthos p paul, HOD and faculty member, Sree Narayana

Gurukulam College Of Engineering, Kadayirippu, whose advice and guidance helped me

in the successful completion of this study.

Adith venugopal
Reg. No.563
SNGCE
Kadayiruppu

Company certificate

CONTENTS

Introduction
Objectives of the study
Reason for selecting the company

II

Industry profile
World scenario
Indian scenario
State scenario

III

Company profile
Organisation goals
Organisation Structure

IV

Department function
Functions of various depts. In the org:
Eg: Marketing, Finance, Sales, HR, etc..

SWOT Analysis
Suggestion
Recommendation

CHAPTER - I

INTRODUCTION OF THE STUDY

Organizational studies, sometimes known as organizational science, encompass the

systematic study and careful application of knowledge about how people act within
organizations. Organizational studies sometimes is considered a sister field for, or
overarching designation that includes, the following disciplines: industrial and organizational
psychology, organizational behavior, human resources, and management. Whenever people
interact in organizations, many factors come into play. Modern organizational studies attempt
to understand and model these factors. Like all modernist social sciences, organizational
studies seek to control, predict, and explain. There is some controversy over the ethics of
controlling workers' behavior, as well as the manner in which workers are treated. As such,
organizational behavior or OB have at times been accused of being the scientific tool of the
powerful. Those accusations notwithstanding, OB plays a major role in organizational
development, enhancing organizational performance, as well as individual and group
performance/satisfaction/commitment. The organization study is the systematic learning
process about an organization to understand the different roles of each members in the
organization. In organization study, the different roles, namely, interpersonal roles, decisional
roles and informational roles of various members are evaluated and how it affects the
functioning of the organization is analyzed. In this work,, Kerala Agro Machinery
Corporation Limited, KAMCO at Kalamssery was selected for the organization study.
With the permission and consent from the company management and our
departmental co-ordinator, I got an opportunity to undertake an organization study in one of
the top company in India, Kerala Agro Machinery Corporation Limited, KAMCO.
After achieving Independence in 1947, India found herself to be badly lacking the
means to meet demand for her vast food population. It was during this time KAIC ( Kerala
Agro Industries Corporation) in the year 1972 introduced power driven machines to work in
the agricultural field. In the same year KAIC in collaboration with KUBOTA at Athani near
by Angamaly to produce tillers as a subsidiary to KAIC. It was fully government owned
company. Since the introduction of the plant, it was performing well and we could proudly
say that it is one of the best governments owned company making profit for long period of
time. Now it supplies the best quality tillers and reapers to the entire domestic and
international markets.

The major certificate received for its performance are as follows. In October 1996International Quality Excellence Certificate under ISO 9001-2000 and KPMG- Quality
Registration Accredited by Dutch Counsel for certification. There is a wide scope in this type
of Industries where the potentiality of growth is cent percentage. The agriculture has to show
a study growth. The government of India has tries hard to improve the total productivity
through out the years of agriculture and allied Industries.. In each budget the government set
apart a huge amount of money for the improvement of agriculture and allied Industries. So
the scope is that high.

OBJECTIVES OF THE STUDY

The main objective of the study is to acquire knowledge about the functioning of the
organization. Other specific objectives are the following:

To give familiarize with the business organization.

To gain familiarize with the different departments in the organization and their
functioning.
To understand how the key business processes are carried out in organizations.
Understand how information is used in organization for decision making at various
levels.
To relate theory with practice.

METHODOLOGY OF THE STUDY:

Both primary and secondary data is collected from the organization.

Primary data is collected through interviews with employees at various levels.
Secondary data is obtained from company manuals especially quality manuals
company web site and other magazines and newspapers.
Direct observation is used to understand the production process.

REASON FOR SELECTING THE COMPANY

The reasons are:1. It follows strict rules to environment protection acts , disposing waste in scientific
manner & friendly surrounding

2. It has significant strength in production research processing capabilities and

managerial skills
3. It possess skilled human resources & the awareness of the worker is very high
4. It is one of the public sector company were running with good profit
5. It is one of the ISO certified public sector company
6. KAMCO Ltd is one of the worlds leading manufacturers of Power Tillers, Power
Diesel Engine & Power Reaper

CHAPTER- II

INDUSTRY PROFILE

The agricultural machinery industry emerged in Britain and the United States in the 19th
century. Until then the common tools of farming were the plough and the sickle. These iron
agricultural implements were often made by blacksmiths in the local village, who regularly
also acted as farrier. In the first part of the 19th century some of the early agricultural
machine manufacturers arose from these blacksmith workshops, such as John Deere who
started up with the production of ploughs in series in the 1840s.
Other companies arose from the introduction of horse drawn reaping, which
replaced the type of hand reaper in use since biblical times. A company as
the McCormick started up with building these kind of harvesting machines around the 1840s.
And another origin of agricultural industry was the introduction of combined harvesting,
threshing and cleaning in the 1830s. The Case Corporation for example started building those
in 1842 as the Racine Threshing Machine Works. Until early 20th century most of those
machinery were powered by horses.
Mid-19th century the portable steam-powered plowing engines were introduced. They
were used in pairs, placed on either side of a field to haul a plow back and forth between
them using a wire cable. These portable engines were also used to power threshing machines,
mills and pumps. The portable steam engines were produced by specific agricultural
machinery maker, such as Ransomes, Sims & Jefferies who had started as brass and ironfounder making casting ploughshares late 18th century.
Late 19th century in Britain more companies such as Richard Garrett &
Sons and Manns Patent Steam Cart and Wagon Company developed steam tractors for direct
ploughing, but the heavy, wet soil of England meant that these designs were less economical
than a team of horses. In the United States, where soil conditions permitted, steam tractors
were used to direct-haul plows. Steam-powered agricultural engines remained in use well into
the 20th century until reliable internal combustion engines had been developed.
Collins (1987) recalled that the impact of the agricultural machinery industry in the
19th century was still limited. He stated stated: "prior the third quarter of the nineteenth
century the impact of machinery in agriculture was slight compared with that in
manufacturing industry. Some operations such as barn work and hay and corn harvesting had

been largely mechanized by 1880 but, up to the Second World War, many were still
performed by hand labour and large numbers of workers were still required for seasonal tasks
such as hop- and fruit-picking and vegetable cultivations.
In the beginning of the 20th century in the UK the Agricultural machinery
industry "although composed of many hundreds of firms, was dominated by a few large ones,
chiefly in the eastern counties of England. The total output of the industry was estimated to
be worth 6.5 million pounds in 1913, or about 5 percent of the total value of the output of the
mechanical engineering industry at the first Census of Production in 1907."
In the first decennia the internal combustion engine; first the petrol engine, and
later diesel engines; became the main source of power for the next generation of tractors.
Early companies expanded into the tractor business, such as John Deere which bought
the Waterloo Gasoline Engine Company in 1918, which manufactured the popular Waterloo
Boy tractor. In the 1930s new technologies as rubber ties and hydrologics were introduced in
tractors and other farm machinery. The diesel engines also contributed to the development of
the self-propelled, combined harvester and thresher, or combine harvester (also shortened to
'combine'). Instead of cutting the grain stalks and transporting them to a stationary threshing
machine, these combines cut, threshed, and separated the grain while moving continuously
through the field.
In the second part of the 20th century the production of agricultural machinery in
development countries rose rapidly. In the 1960s a country as the UK exported more than
60% of its production to Western Europe, Australia, USA, Canada and South Africa, and
main manufacturers started production plants abroad. Another trend was the increased
concentration among manufacturers. In the 1970s in the UK six companies supplied 75% of
the total output.
The further mechanization of agriculture in the 20th century made possible by the
agricultural machinery industry had a Hugh impact of the economic structure of society. In
the developed countries the total labour force engaged in agriculture dropped from about 75%
in 1800 to less than 5% late 20th century. In development countries late 20th century still
75% of all land "was farmed with only hand-tools and draught-animal technology." In Turkey
still 48% and in India 66.5% of the labor were working in agriculture, according to
the FAO Production Yearbook 1990.

21st century
A 2013 report by the VDMA gave the following preview of the current developments in the
agricultural machinery industry:
"The general trends in society, agriculture and technology allow conclusions about the
future requirements profile for agricultural machinery... The depicted dominating
topics for the agricultural sector are

Precision & automation

Efficiency & user friendliness

Communication & networking

These topics are today already central components of the specifications for new
developments..."

WORLD SCENARIO

Agricultural machinery manufacturers exist in sizes from small and medium business to
multinationals. James & Akrasanee (1988) stipulated that those forms have different
production management, and can be classified into three groups:

The first group consists of those workshops with limited and simple equipment.
Despite their flexibility, the production management system is very rare in this
case.

The second group includes those with certain degrees of division of labour within
the plant. They do organize some plant layout, but not in a fully systematic
manner.

The last group constitutes those with clear production lines and division of labour.

The two largest agricultural machinery manufacturers worldwide based on revenue (in
2012):

John Deere : $37.79 billion revenues and employing 67,000 people worldwide in
2013. Its workforce has increased significantly in the past decennia from 43.000 in
2002 to 67.000 in 2013.

CNH Global : $19.4 billion revenues and employing 33.800 people worldwide in
2013.

In the United States the revenue of tractor & agricultural machinery manufacturing sector
increased from about 35 billion U.S. dollars in 2009 to 42 billion U.S. dollars in 2014

Agricultural machinery associations

Some of the more important agricultural machinery associations are:

Agricultural Engineers Association (AEA): British trade association which represents

manufacturers and importers of agricultural machinery and outdoor equipment.

European agricultural machinery (CEMA) : European association representing the

agricultural machinery industry in Europe.

According to the CEMA, the European association representing the European

agricultural machinery industry, Europe was the largest producer of agricultural machinery
globally in 2013:

Europe produced 31% of the global production

North America produced 26.5% of the global production,

China produced 26.5% of the global production, and

The remaining 16% is produced elsewhere.

In total, the production of agricultural machinery worldwide in 2013 generated about 95

billion euro, based on a report Agricultural Machinery November 2013 : Market Perspectives
2014 by the VDMA, a German engineering association. Another recent statistic mentioned,
that the agricultural machinery industry in 2010 generated worldwide about $56 billion.

Agricultural machinery industry in Asia

Yuan'en (2007) stated, that the "Chinese government has attached great importance to
agriculture, rural areas and farmers, made a series of policies that favorite to the farmers,
added the financial subsidy to the agriculture, especially constituted the subsidy policies for
the farmers on their agricultural machinery purchasing."

A 2013-2014 report acknowledged that "China's agricultural machinery industry has achieved
rapid development, the gross output value of agricultural machinery exceeded RMB 300
billion, total power of agricultural machinery surpassed 1 billion kilowatts, and the integrated
mechanization level of agricultural crops exceeded 50%, demonstrating that China has
entered into a mechanized production-oriented period.... Tractors and harvesting machinery
are the most important agricultural machinery products in China, with annual output of 2.25
million units and 1.114 million units in 2012 separately...
Gyanendra (2006) recalled, that "the early agricultural mechanization in India was greatly
influenced by the technological development in England. Irrigation pumps, tillage equipment,
chaff cutters, tractors and threshers were gradually introduced for farm mechanization. The
high yielding varieties with assured irrigation and higher rate of application of fertilizers gave
higher returns that enabled farmers to adopt mechanization inputs, especially after Green
revolution in 1960s."
The Turkish Ministry of Economy (2011) explained that "Turkey is one of the few countries
of the world which is self-sufficient in food. At present Turkey is the largest producer and
exporter of agricultural products in the Near East and North Africa... The agricultural
machinery industry is comprised of about 1000 manufacturers countrywide.... Companies
manufacturing agricultural machinery and equipment except tractors are mostly small and
medium size companies. The sector employs about 15,000 workers... The value of
agricultural machinery and spare parts and agricultural tractors and trailers exports was US$
313 million in 2009."

STATE SCENARIO
State of kerala has peculiar state of affairs in its agricultural economy. Being a consumer
state, it depends largely on agricultural products from the neighbouring states. It has tiny and
small farmlands owned by private landowners. Even those available lands are not fully
utilised for cultivation, owing to economic reasons. Low productivity coupled with
prohibitive costs of cultivation has virtually driven the traditional farmers out of their
vocation! Under this scenario, mechanization of the farming is a non-starter proposition in the
state. Barring traditional tools and tackles employed by the farmers in the cultivation, there
were no motorised or mechanised equipments available in the state. KAMCO, was
adventurous enough to venture into this bleak scenario, and introduced its power tillers and

other medium and small sized mechanical aids of cultivation. The Kerala farmers grabbed
this opportunity, and made use of the benefits of automation in their fields, which in turn
made the entire operations of the KAMCO successful. As of now, KAMCO is the one and
only one industrial unit in the state, which provides machineries to the farming segment as an
aid to their cultivation. Being a monopoly, KAMCO controls the Kerala market in supplies of
automated farming equipments.
The Kerala Agro Industries Corporation Limited (KAIC Ltd.) Trivandrum,
(Government of Kerala Company) promoted the establishment of Kerala Agro Machinery
Corporation Limited (KAMCO).The KAIC Ltd. Entered into a technical collaboration
agreement with M/S.Kubota Limited, Japan in February 1972.On 15.11.1972, the Kerala
Industrial and Technical Consultancy Organisation Limited (KITCO) were entrusted with the
work of Rs.2 crores as a subsidiary of M/S.KAIC Ltd, which held the entire paid up capital
shares in KAMCO. Even though the company was formed as a subsidiary of KAIC Ltd,
subsequently the company became a fully owned government company by transferring the
shares held by KAIC Ltd.

CHAPTER- III

COMPANY PROFILE
Kerala Agro Machinery Corporation Ltd. (KAMCO) was established in the year 1973 as a
wholly owned subsidiary of Kerala Agro Industries Corporation Ltd. (KAIC), Trivandrum,
for manufacture of agricultural machinery specifically Power Tillers and Diesel Engines.
Subsequently KAMCO became a separate Govt. of Kerala undertaking in 1986. Paid up
capital is Rs. 161 lakh Present Net Worth of the Company is Rs. 6014.14 lakh. Total work
force at present is 567 Certified for ISO 9001 - 2000 version from September 2002.
At present, KAMCO has four units located at Athani and Kalamassery in
Ernakulum District, at Kanjikode in Palakkad District, and at Mala, in Trichur dist. With the
present work force KAMCO can produce 8400 Power Tillers & 1200 Power Reapers per
annum.
Kerala Agro Machinery Corporation Ltd. (KAMCO) is intended to cater to the
farming requirements of small and marginal scale farmers. It is an initiative to allow small
farmers to enjoy mechanized farming. The quality standard for each and every product has
been tested & certified by competent authorities. The global standard and system maintained
has earned KAMCO ISO 9001:2008 certifications.
KAMCOs product range includes Tiller, Tractor, Reaper and Diesel Engine. Its
unparalleled success can be attributed to its unique marketing strategy. Today, KAMCOs
marketing efforts have gone above the confines of India to capture the overseas agromachinery market.
KAMCO manufacturing facilities include special purpose machines and imported
machines. The inspection facilities include modern inspection and testing equipment
KAMCO have their own methodology, calibration and engine testing lab.

The growth of agriculture in the country triggered the need for indigenous agricultural
machines to replace the use of traditional and primitive farming methods. Mechanized
farming in small and medium agricultural fields required small agro machinery units.
KAMCO introduced the concept of mechanized farming among the small and marginal
farmers. Current product range includes Tiller, Tractor, Reaper, Garden Tiller / Power
Weeder, Diesel Engine and Mini Tractor. KAMCO is headed by a talented pool of
professionals. KAMCO Products remains No: 1 quality in the market for over the last three
decades.

BOARD OF DIRECTORS

VISION:KAMCO with over 3 decades of engineering excellence, stands as the number one
power tiller manufactures in India. Not surprising, with four state of the art products, an
innovation R and D and stringer quality control systems rated as one of the best in the

country. The technically competent, dedicated management and workforce will go on to

ensure that KAMCO shall be leader for several years to come.

MISSION: To be an innovative, resourceful and profitable company.

To meet customer requirements of quality, service and price consistently.

To make doing business with us easy and delightful to our customers.

To provide a congenial and entrepreneurial work environment in which employees

can respond to the needs of business and service earn fair reward and can be satisfied.

OBJECTIVE OF THE COMPANY

The objectives of the Company are to manufacture in India, either in collaboration with or
otherwise,,,or,,import,,&,,,trade,,agricultural machinery like Tractors, Power Tillers, Pow
er Reapers, Combine harvester, Transplanter, Diesel Engines, Pump sets, Implements,
accessories,,,and,,,spares,,,thereto.The,,,objectives also include establishment of engine
ering,,,workshops/repair shops,,,to,,,undertake,,,repairs,,,and,,,servicing of,,,agricultural ma
chinery or other machinery, equipment, implements and tools.
Assembly Unit was established in 1970 at Athani by M/s. Kerala Agro Industries
Corporation for the assembly of Kubota Power Tillers in technical collaboration with
M/s.Kubota Ltd.,Japan, the world's leading manufacturer of Power Tillers and other
agricultural machinery. On expiry of the collaboration, KAMCO manufactures power tillers
with their own facilities.
KAMCO Power Tillers have become the most sought after Power Tillers in India because
of their quality and reliability.

ACTIVITIES OF THE COMPANY

KAMCO manufacturing facilities include special purpose machines, specially built
general machines and imported machines. The inspection facilities include modern inspection
and existing equipment. KAMCO have their own metrology, calibration and engine test lab.
The following are the main activities of the company.

a. Manufacturing and marketing of agricultural machines like power tillers, Tractors,

Power reapers, Diesel engine etc
b. Power tiller product at Athani and Palakkad units. Major components for power
tiller are manufactured at Athani and all other component bought out from
dedicated vendors in India. There are around 250 vendors now.
c. Kalamassery unit produce engine for power tiller.
d. Power Reaper products at Mala.
e. Trading and manufacturing other farm machines.

QUALITY SYSTEMS AND CERTIFICATIONS

1. Quality systems

Well defined quality system procedures adopted covering all activities to ensure
quality of products & customer satisfaction

Improvements are made on regular basis based on the feedback from the customers
&dealers

Regular interactions with all Venders including site visits to maintain and improve
the
Acceptance level of components

KAMCO Power Tiller certified for compliance with Minimum Performance

Standards of Govt. of India

KAMCO Power Reaper has been tested by SRFMT&TI, Ananthapur of Govt. of

India
2. ISO 9001 - 2000 version

Improvement in the systems and improved Customer/Dealer satisfaction

Comply with the requirement of Customers and applicable statutory/regulatory

requirements

Improvement in the effectiveness of the established quality systems

Addresses Customer, Dealer, Vendor, Society, Employees & Shareholders - for

their
Requirement & satisfaction.

3. Quality policy

Total customer satisfaction through quality products and services with improved
Technology and employee participation.

Comply with the requirements of customers and the applicable statutory /

regulatory
Requirements. The effectiveness of the established quality management system is
Continually improved to enable achievement of the policy.

To ensure that the quality requirements of the products and services offered are
Maintained at all stages.

To create a culture among all employees towards total quality concepts and
productivity through total involvement and commitment of all employees.

To create healthy working environment for attainment of quality goals with

excellence and to make quality a way of life

To detect and prevent nonconformance and defects as early as possible and to

eliminate them through appropriate changes to the Quality Management System

To achieve and maintain Quality Leadership through continuous technology up

gradation, improvements in techniques, systems and procedures

4. Quality standards

Quality standards for each and every component and product have been

established by the company and well documented. Vendors premises and their
manufacturing facilities are also periodically assessed. All components are
subjected to close inspections and observations are documented to ensure
traceability at any time.

Quality Assurance Department is equipped with all modern facilities. The company
has got a standard room for calibration of all measuring instruments. Fully
documented history cards of the measuring instruments are maintained so that
periodical calibration of equipments is carried out regularly. The companys policy
is to equip itself with all modern inspection and testing equipments as additions as
well as replacements.

The products are subjected to running tests for a pre-determined duration and only
Those which pass the requirements are accepted and declared ready for dispatch.

PRODUCTS AND SERVICES

Product List
KAMCO manufacture & market mainly the following products

KAMCO POWER TILLER Model KMB 200

KAMCO Super DI POWER TILLER

KAMCO Power Reaper Models ( KR 120M / KR 120H / KR120 DS)

KAMCO Garden Tiller / Power Weeder B30

KAMCO Tractor TeraTRAC 4W

KAMCO Brush Cutter KBC 300

KAMCO POWER TILLER

Popular as the complete farming unit it is just that it can deal with a host of farming
operations like tilling, ploughing, pudding etc, single handedly. Also it has been designed to
function equally well in both wet and dry soil conditions. No wonder, it has retained its
market positions as the number 1 power tiller in India for the last 3 decades, after marketing
its debut in the year 1973.
KAMCO Power tiller is a versatile machine primarily used for preparation of land for
farming operations with suitably designed accessories the machine can be used for a large
number of specific operations like tilling, ploughing, pumping, pudding, leaching, hulling,
ridging etc.
Power Tiller Model KMB 200
KAMCO Power Tiller is a versatile machine primarily used for preparation of land for
farming operations. With suitably designed accessories the machine can be used for a large
number of specific operations like tilling, plugging, weeding, pumping, pudding, levelling,
hulling, ridging.

Specifications
Model : Engine: ER 90 Tiller KMB 200
Type : Rotary, diesel-powered, water-cooled, with radiator
HP : Continuous: 9
Max : 12
RPM : 2000
Fuel consumption : 1.5 liters per hour
Fuel tank capacity : 10.70 liters
No. of speeds : Forwards : 6

Reverse : 2
Tilling : 4
Wheel track : Maximum : 930 mm
Minimum : 690 mm
Tyre size : 6.00 x 12
Ground clearance : 203 mm
Travelling speed : 15 km ph (Max.)
Tilling width: 600 mm
Tilling depth: 190 mm
No. of blades: 20
Tilling capacity: 1 hectare/8hrs.
Overall dimensions: L2250 x W: 820 x
H: 1030 mm
Weight: 485 Kg
Light Unit: 12 volts, 40 Watts

Power Reaper Model KR 120

KAMCO Power Reaper is ideally suited for harvesting of paddy, wheat and similar
crops. It harvests and makes windrows @ 3-4 hours per ha. Since the fuel used is kerosene,
cost of operation is the lowest and it helps the farmer to harvest his field at the lowest ever
cost.

Specifications
Model: KR 120 Dimensions
Overall length: 2390 mm
Overall width: 1470 mm
Height (Up to Handle):900 mm
Weight: 116 KG
Working Capacity: 3 -4 hr/hectare (1.2-1.8 hrs/acre)
Applicable Plant Height: 60-120 cm
Crop release: Right side of machine (viewed from rear) Engine
Type: Single Cylinder, 4 stroke, side valve, Air cooled Engine
Fuel: Petrol Start, Kerosene run
Rated HP: 3.5
Max. HP : 3.85
R.P.M :3600
Specific Fuel Consumption : 339 gm/H.P hr
Fuel Tank Capacity : Kerosene 4 Litre, Petrol 0.4 litres
Air cleaner :Oil Bath Type
Starting :Recoil starting Travel

Forward speed : 59.0 m/min

Reverse : 50 m/min
Applicability: Dry field & Wet field Operation & Control
Main Clutch : Dog Clutch
Harvesting Clutch: Dog Clutch Cutting
Cutting Device : Reciprocating Knife Bar
Cutting Height : Adjustable 10-30 Cm grounded level
Cutting width : 120 cm

AGRIA 602 DE(06) Power Tiller

o Ideal for paddy or wheat cultivation
o Inter cultivation applications
o Various land preparations at horticultural farms
o Landscaping gardening
o Potato harvester
Specifications
*330 mm to 1200 mm tilling width
*Low maintenance
*Highly fuel efficient
*Easy controls and operations
*2 speed pulley belt drive
Engine :Petrol

Displacement : 149 Cc 2 Stroke Electronic

Clutch: Belt Stress
Speeds: 2 Forward
Starter: Reversible
Air Filter : Oil Bath
Handle Bar : Robust And Easily Adjustable
Rotary Tiller: Adjustable -33 Cm To 120 Cm
Engine Stop : By A Security System Acting Automatically
Transmission: By Gear And Chain In Oil Bath
Weight: 67 Kg Including Rotary Unit

KAMCO DIESEL ENGINE

It has been well received in the market owing to its virtually trouble-free performance.
KAMCO ER90 Engine is quipped with radiator and specially designed die cart multi-blade
axial fan. The engine can operate continuously for several hours. It can be used as a prime
mover either for stationery or for moving applications.

KAMCO AGRIA GARDEN TILLER

The petrol-engine, eco friendly power tiller ideal for paddy, wheat cultivation, inter
cultivation applications, landscaping or gardening, potato harvesting and for land
preparations at horticultural farms. A highly fuel-efficient and powerful equipment with easyto-control operations. Ideal for small and medium farmers.

KAMCO POWER REAPER

Powerful enough to reap one hectare of land within 3-4 hours. Prevents loss of grains
while reaping. Gathers sheaves into neat windrows. Can reap farmlands at working pace. Can
be easily lifted and carried by two persons. It is used for ideal for paddy or wheat cultivation,

inter cultivation applications, various land preparations at horticultural farms, landscaping

gardening, potato harvester. Individual inspection for conformity with specification. Every
machine undergoes running test for several hours before sentencing as passed for delivery.

AWARDS & RECOGNITION

KAMCO has been awarded ISO 9001: 2008 certification for its management system. The
company has established quality standards for each and every component which are well
documented.

Safety Award 2009 - First prize for oustanding performance in Industrial Safety
issued by Dept. Of Factories & Boilers.
Certificate of Industrial Safety Award 2002 - Issued by National Safety Council of
India
Industry Excellence Award 1999 - Issued by the Institution of Engineers [India]
Industry Excellence Award 1998 - Issued by the Institution of Engineers [India]
Productivity Award 1989-90- By Kerala State Productivity Council
Productivity Award 1987-88 - Issued by Kerala State Productivity Council

ORGANISATION GOALS
KAMCO with 3 over decades of engineering excellence, stands as the number one
power tiller manufactures in India. Not surprising, with four state of the art products, an
innovation R and D and stringer quality control systems rated as one of the best in the
country. The technically, dedicated management and workforce will go on to ensure that
KAMCO shall be leader for several years to come.
To be an innovative, resourceful and profitable company

To meet customer requirements of quality, service and price consistently

To make doing business with us easy and delightful to our customers

To provide a congenial work environment in which employees can respond to

the needs of business and service earn fair reward and can be satisfied

ORGNISTAION CHART

CHAPTER - IV

STUDY OF DEPRATMENTS IN KAMCO

Organization is a system of clearly defined structure of activities consciously designed to
allow organizational participants to work effectively towards common goals. The
organization is divided into various departments to improve the management and control.
Organizational studies are attempts to observe the work of managers and employees in each
department in the organizations and learn the secrets of managerial effectiveness. It also
broadens the understanding of organizational processes and fruitfully blends management
concepts with work life practices.

In KAMCO there are 11 Departments. They are as follows: Marketing Department

Finance Department
Human Resource Department
Purchase & Stores Department
Quality Assurance Department
Production Department
System Department
Research Development Department

MARKETING DEPARTMENT

Marketing Department Structure

Dy. General Manager

(Mkting)

Dy. General Manager

(Mkting)

Area
Manager

Region
Manager

Sales
Manager

Sales
Engineer

The Company has 45 dealers all over India.

New Dealers appointed to cover selected districts in Tamil Nadu,

Karnataka, Maharashtra, Orissa and Andra Pradesh.

Close interaction with the Govt. of India in the formulation of new schemes &
policies for farm mechanization.

Regular demonstrations and service camps are being organized in various

States.

Kamco Power Reaper has been exported to Iran and Sri Lanka recently. These
Machines has been well accepted by the customers.

Survival of any company depends upon marketing strategies adopted. This is

particularly important in the competitive era. Surviving from a lot of difficulties KAMCO
became no:1 brand in the agricultural machinery market.
Head of the marketing is the responsible to ensure that all the individuals in the
marketing department follow all the marketing procedures. Entire marketing departments are
functioning as a team. Main duties of the marketing departments are presales and after sales

services and these are looked upon by everyone in the department. So everyone is aware of
that happens in the marketing section. In the absence of one person other can looking to the
problem.

Duties
DGM (Marketing)
1. Presenting marketing strategy to the board
2. Obtain management approval for periodical target
3. Developing or implementing or Customer loyalty or retention
4. Reporting performance to board for review
5. Arranging press conference periodically(annually)
Manager (Marketing)
1. Preparation and implementation of product/segment wise marketing plan
2. Setting targets to managers reporting to him
3. Implementation of marketing plan
4. Arranging dealer meets
5. Preparing of MIS reports

FINANCE DEPARTMENT
Fianace Department Structure

MD

DGM Finance

Dy. Manager
Accounts

Asst. Manager
Accounts

Superintend
Accounts

Accountants

Manager
(cost & Audit)

Dy. Manager
Internal Audit

Ass. Manager
IA

Superintend
(IA)

Accountants

Financial performance of an organization is very important factor for the long term
survival profitability of any organization. Finance is defined as the provision of money at the
time when it is required. Every enterprise whether big, medium, or small needs finance to

carry on its operations to achieve its targets. It is livelihood of an enterprise. Without

adequate finance no enterprise can possibly accomplish its objective.
This department controls the overall financial transactions of the company. It
controls the receipts and payments of eachand every activity for all the divisions. In
KAMCO, finance department plays a major role because in public sector only very few
companies and earning profit KAMCO is a multistoried multiunit organization. It means
KAMCO have more than one unit established with their own fund. Surprising thing is that
KAMCO is giving dividend and carrying profit for 22 years. The department keeps a record
of everything concerning any expenses or income.

The Important functions are follows:

Budget and Budgetary control
The annual budget of the company is prepared both for the capital and
revenue expenses based on the requirements furnished by various units and departments.
The request of the department are analysed only after consulting with various
departmental heads and corporate divisional management group and finalised only on the
basis of disposition of funds. The budget review is carried out half yearly. If some
changes are required the details are submitted to management/board for the revision and
approval

Management of Receipts
Payments from dealers /customers are recived only through marketing
department. They keep proper receipts customer wise and dealer wise. If there is an
outstanding dept it must be informed to the marketing department once in a month.
Insurance, freight outward, bank negotiation etc are accounted and maintained to arrive
at the cost of sale.

Management of Payments
Subject to the availability of funds, payment commitments are honored on due dates.
All the payments are passed mainly on the basis of IGRR. Advance payments are settled
within a time of 45 days. Non-receipts or delayed receipts extra is brought to the notice of
stress for remedial actions. Payments are usually done by cheque or DD.

Auditing
Internal audit is an essential part of corporate functioning. Internal audit mainly
takes care for the CARD requirements of companies act. It act as a WATCH DOG
for an entire organization. The main function of department is to ensure that policy
decision of the management is strictly followed by the functional department and is
verified by the internal audit.
Costing
Costing records are maintained as per the cost accounting rules. They are mainly
subjected to cost audit ordered by company law board. Costing department also advices
management and departments, which are the potential areas of cost reduction. Mainly costing
departments analyzes cost of productions on a yearly basis. Costing department advices
accounts departments the cost of rejection as per warranty claims

Statutory Transactions
Sales tax/income tax/TDS certificate/C- form/form-18 etc are issued are properly
accounted and settlements are made at the appropriate time Salaries and other payments,
remittance and recovery etc in the case of employees are done in a time.
The other functions are:1.

Cash management

2.

Bill Processing

3.

Bank receipts

4.

Bank payments

5.

Sales accounting and costing

Bankers of KAMCO
1) Union Bank of India
2) State Bank of India
3) Federal Bank
4) Canara bank
5) State Bank of Travancore

HUMAN RESOURCE DEPARTMENT

Human Resource Department Structure

SM
HR

Manager
HR

Dy. Manager
HRM

Asst.
Managers

A good Human Resource Department is considered to be one of the greatest assets of the
company. HR department deals with the welfare of human beings working in an organization.
Besides welfare, it looks after discipline, IR, training and development, desirable work
atmosphere, interpersonal relationships etc. HR Department helps in moulding the individuals
to attain maximum development.

Workman shall be classified as:-

1.

Permanent

2.

Probationers

3.

Temporary

4.

Trainees

5.

Apprentices

Leave
The administration of leave will be done as provided under the long-term
settlements between the management and the workmen in force from time to time.
The Human Resource Department of KAMCO is concerned with the recruitment &
selection, training and development, promotion, welfare of workers and cultural activities.

LEAVE RULES IN REPECT OF OFFICERS

COVERED BY STAFF BYE-LAWS 1973 IN K.A.M.C LTD

Leave Rules

1.

Prior sanction necessary

Subject to the provisions of the staff Bye-Laws the following kinds of Leave may be granted
to an employee
(a)

Casual leave

(b)

Earned leave

(c)

Half pay leave /commuted leave

(d)

Maternity leave

(e)

Special leave

(f)

Extra Ordinary leave and

(g)
2.

Leave for foreign assignment

Prior sanction necessary

Except in the case of leave on medical grounds, an employee shall not avail himself of leave
of any nature or absents himself from duty without prior sanction. If any employee absents
himself on medical grounds, the sanctioning authority may refuse to sanction the leave
unless a certificate from an authorized medical practitioner is produced showing a
reasonable justification for the absence on medical grounds.
3.

Granting leave and Recalling from leave

The Managing Director or any officer to whom this power has been delegated by him
may grant leave to an employee and may also cancel it subsequently before the employee
has proceeded on leave. An employee who has already proceeded on leave may be
recalled by the authority competent to sanction the leave.

Leave address

4.

An employee shall, before proceeding on leave, intimate to the authority granting the
leave his address while on leave, and shall keep the said authority informed of any change
in the address previously furnished.
5.

When to apply.
i)

Application for Earned leave, Maternity leave and Extra- ordinary leave shall be
submitted at least 15 days before the date from which leave is required (in the
case of Maternity leave, the probable date by which leave might be required),
provided that the sanctioning authority may sanction the leave not with standing
the application being submitted late.

ii)

Application which do not satisfy the requirement of clause (i) of this Bye-law
may be refused without reason being given.

Commencement and termination of leave:

6.
i)

The first day of an employee's leave is the working day on which he

makes over charge if he does so in the F.N and, if he makes over charge in the
A.N., the succeeding working day.

ii)

The last day of an employee's leave is the working day on which he

returns to duty if he does so in the A.N., and, if he returns to duty in the F.N.,
the preceding, working day.

iii)

A substitutes appointed in a leave vacancy shall be considered to be on

duty in that post during the period of leave as define in clauses (i) and (ii) of
this Bye- Laws.

7.

Earlier return from leave

Unless he is permitted to do so by the authority competent to grant his leave an employee
on leave other than casual leave shall not return to duty before the expiry of the period of
leave granted to him.

8.

Station of return from leave

An employee on leave shall unless instructed to the contrary, return for duty to the place
at which he was last stationed.

9.

Certificate of fitness.
The officer who sanctioned the leave may require an employee who has availed himself
of leave for reasons of health, to produce a medical certificate of fitness before he
resumes duty even if such leave was not actually granted on a medical certificate.

10.

No leave during suspension

Leave may not be granted to an employee under suspension or against whom proceedings
are pending under Part VII of the Bye -laws.

11.

When payable
The leaves salary due to an employee for the period of Earned leave HPL or maternity
leave properly sanctioned to him may be disbursed on the day on which he proceeds on
leave or on any subsequent day.

(12)

In the case of employees of the Corporation selected by direct recruitment to higher

posts, such employees may be allowed the benefits of Casual leave, Earned leave
and Half Pay Leave earned during their past service as per the Bye-laws during their
service to higher posts.

Recruitment
For the posts like Accountants, Office Staffs, Typists, Stenographers etc the people are
hired through PSC recruitment. Executive and Technical post are filled through Company
recruitment. Employment Exchange forwards a list of candidates for the required posts in the
unit on their notification to the District Employment Officer, Ernakulam.

Recruitment and Selection

For KAMCO, there is a specific procedure for Recruitment and Selection. We can
see two types of recruitment in KAMCO:1. PSC Recruitment
2. Company Recruitment

Wages and Performance Appraisal

Wages of the workers are settled for 4 years. It is mainly a long term settlement.
Salary settlement is based on the Kerala Government Employee Salary of Pay.
Performance Appraisal is conducted once in a year fir officers and for workers, it is
conducted when grades are given. There is a prescribed form for conducting Performance
Appraisal.
Incentive:
A production incentive scheme is followed in KAMCO for the benefit of employees,
which constitute quarter of the pay packet. It aims at increased output, productivity and
utilisation of resources. This scheme covers all the permanent employees.
In KAMCO, incentives are mainly of 3 types:
1) Direct incentives

2) Semi direct incentives

3) Indirect incentives

Record Maintained in HRD

1. Personnel record sheet
2. Oriented training report
3. Training report
4. Evaluation sheet
5. Report to MR

PURCHASE AND STORES DEPARTMENT

MANAGING DIRECTOR

MATERIALS MANAGER

STORES MANAGER

SENIOR MANAGER

SENIOR MANAGER

Asst. MANAGER

Asst. MANAGER

Asst. ENGINEER

TECHNICAL ASSISTANT

OFFICE STAFF

OFFICE STAFF

In KAMCO, the purchasing and stores department works together. But the manager in
charge is different for both. All the functions of these departments, comes under one roof.

The stores department takes care of all the inflow and outflow of materials used for
production processes. Senior Manager of materials is in charge of stores department.
Purchasing department purchases the products from their vendors based on details of the
required quantity, given by the production department. The company has around 220
qualified vendors. The vendors are pre-qualified regarding their registration, turnover,
capacity etc. Purchase manager is in charge of purchase department.

All other function other than the purchase planning and vendor selection is done by
the purchase department. After approving the vendor list by the materials department, the
purchase department then issues a purchase order containing department, the purchase
department then issues a purchase order containing details like material quality, rate payment
terms, supply schedule etc.

Duties And Responsibilities of purchase department

Main Functions of Purchase Department:
1. Purchase planning
2. Price refixation
3. Vendor development
4. Purchase order generation
5. Negotiations with the vendors
6. Timely purchase of goods

Important Functions of store department

1. Store materials for the company
2. Receipt and accounting of materials including stationary
3. Product delivery
4. Spare parts dispatch
5. issue of product in FIFO

It keeps the following documents

1. Inspection and goods received report

2. Inter location stock transfer receipt stock issue or transfer note.

3. Stock return note
4. Inter location stock transfer issue
5. Stock issue cum delivery note
6. Bin card
7. Master record index for department quality manual amendments
8. Material presentation Tag
9. Material gate pass
10. Delivery note
11. Report to MRM or Management Review meeting
12. Tock issue or transfer request
13. Stick return request
14. Packing Slip

PRODUCTION DEPARTMENT

MANAGING DIRECTOR

MANAGER (PRODUCTION)

DEPUTY MANAGER

MACHINE SHOP

ASSEMBLY SHOP &

PAINTING

SHIFT OFFICERS
(Asst Engineers)

ASST. ENGINEER
(Production)

CHARGE HANDS

CHIEF MECHANIC

MACHINE
OPERATORS

MECHANICS

CHARGE HANDS

WORK
ASSISTANTS

WORK ASSISTANTS

The head of production department is Production Manager. Production

Department is divided into two:1 Machine Shop
2 Assembling & Painting

Machine Shop
Machine Shop is responsible for ensuring the conformity with prescribed standards,
the workers in the machine shop are fully experienced.14 components are
manufactured in the Machine Shop. These components are called as critical
components.
Assembling & Painting

Assembly is one of the major sections in the production department. The finished
products are taken from the store and it is sent to the assembly as required. The
engine assembly is one of the major works in the assembly. After testing the
assembled engines, it sent to the painting section. Through different assembling we
get the final product.

Dedicated small and medium scale industries supply raw materials for critical
Components.

Critical manufacturing operations are carried out in-house at Machine Shop.

Machine Shop is equipped with special purpose machineries to perform critical

machine operations like milling, grinding, drilling etc. for mass production of
components.

Inspection at various stages of manufacturing to reduce process rejection rate

Installed with a modern painting booth system for components and assemblies
where Poly Urethene paints are used.

The components are being painted after proper Pre-Treatments with required
quality standards in our well-equipped Paint Shop.

Effluent Treatment plant is functioning to meet the required norms on

environmental pollution announced by pollution control Board effectively.

MANUFACTURING
KAMCOs Power Tiller have more than 850 different components,
majority of which are supplied by dedicated small and medium scale industries from nearby
states. Functionally critical components (almost 13) are manufactured in KAMCOs house
itself.
Company has got a modern machine shop with special purpose machines, which
ensure conformity with prescribed quality standards. Inspection at various stages off
manufacturing is carried out, which help in reducing the process to the minimum.

MAINTENANCE DIVISION

Maintenance Department deals with the maintenance of machine tools and equipment used
for production.
Maintenance work is also done through outside agencies and the transactions are
recorded.
Machine breakdown data is analyzed using Paretos principle.
Spare parts maintenance is done once in a year
Areas covered by the maintenance department are electrical, substation, telephone
system, water supply system, welding operations and general maintenance.
Shift arrangements of the work are done by the HRD maintenance.
The maintenance motto of maintenance department is to minimize the down time
and make available all the machinery promptly. The main responsibility of electrical section
is uninterrupted power supply and total preventive maintenance.

QUALITY ASSURANCE DEPARTMENT

Quality assurance department at KAMCO ensures:

1. Identification and traceability of all products both bought out and processed inside
the plant are established at various stages of process.
2. Identification of in-process materials and raw materials.
3. Quality of bought out components.
4. Quality of assembling process.

5. Control of non-confirming products.

6. For corrective actions, preventive actions, and continued improvement.
7. Criteria for corrective and preventive actions by Quality Assurance Department.
8. Quality of inspection and testing.
9. Quality of maintenance and calibration of measuring instruments.
10. Quality of data analysis.

Quality Assurance Department Structure

Manager QA

Asst.

Mechanics

Charge head
of fully bought

Mechanics

Charge head
for plant

Mechanics

Charge head
for Final Product

Mechanics

Quality Assurance:

Well-equipped latest inspection and testing facilities as per ISO standards for all the
products at factory and vendors sites.

Third party audit at Vendors site to ensure manufacturing process as per quality plan,
process lay out etc. which improves quality of components and self-certification
status to Vendor.

Power Tiller variants are tested as per norms from approved Govt. institutions like
SRFMTTI and CFMTTI for minimum performance test standards, emission norms,
safety regulations etc.

Engines are tested at ARAI as per latest exhaust gas emission norms according to
CMVR regulations.

KAMCOs policy is to equip itself with modern inspection and testing equipments.
Quality standards for each and every components and products have been
established and ensured by close inspection at factory as well as at our vendor sites.

Vendor performance and their manufacturing facilities are also being periodically
assessed.

The components are being checked for Quality Assurance by well-trained and
dedicated inspectors.

100% final product inspection is carried out.

Quality assurance clarifies the components into two critical component and non-

critical are nuts, bolts and screws etc. The clarification is mainly for ignoring the practical
difficulty in checking non critical components and only sample inspection in non critical
components. Practical difficulty in checking the non critical component is the problem there
from here the production department as there requirements takes the components. After
getting a finished product from the assembly department for the final checking. If getting a
finished product from the assembly department for the final checking. If it is Ok it is gone to
the store. From these the machine will enter into marker through dealers.

SYSTEM DEPARTMENT
System Department Structure

DGM(F & CS)

Manager
System

Programmer

Manager
Security &
Networking

Programmer

The module incorporated in ERP package used are the Finance Module, Marketing
Module, Purchase processing, and Inventory Module, Human Resource Management and the
Maintenance Module.

Finance Module
Payroll and incentive administration

Material purchases

Sales

Payables and Receivables

Day to Day cash position reporting

Individual bank wise balance reporting

Marketing Module
Order booking

Invoicing

After sales service

Purchase Processing and Inventory module

Purchase processing

Material requirements

Inventory transactions

Finished goods evaluation

Material rejection

Human Resource Management Module

Personal history including employee details and service details

Payroll processing

Training

Attendance and incentives including Office time, leave etc

Maintenance Module
Equipment maintenance

Calibration

In KAMCO, the systems in all department is connected through LAN.

RESEARCH AND DEVELOPMENT DEPARTMENT

Research &Development Department Structure

DGM
( R& D)

Asst. Manager

Chief Draftsmen

Chief Mechanic

2 Draftsmen

1 Mechanic

The activities of the R&D department at KAMCO are as follows:

Design and develop agricultural machineries
Continual improvements of existing products is taken up based on feedback from
other departments , market requirement, vendor suggestions and self generated ideas
Preparation of drawings , bill of materials , process sheet and computation of such
documents
Obtaining test certificate and renewals from the concerned authorities and upgraded
existing products
Technical support to other departments like materials , production , quality assurance
and marketing

Functions :-

1. Revise drawings for correction or improvement based on feedback from customer ,

feedback from production, purchase and Quality assurance departments.
2. This covers activities with regard to modifications for improvement to products and
consequent changes to the relevant drawings..
3. Keeping all drawings in safe custody, maintain them promptly and issue copies to
indenting department

CHAPTER - V

SWOT ANALYSIS

The overall evaluation of the companys Strength, Weakness, Opportunities, and

Threats is called SWOT ANALYSIS. It is the key element influence the survival and
development of the organization. It will helpful for the improvement of organizational
strategies.

STRENGTH
KAMCO is the market leader
Good working atmosphere
Reputed brand name & image
Better incentive scheme
Qualified & skilled labour
Environment friendly
Good industrial relations
Strong & accepted products
Good brand name and image
Financially sound
Good Industrial relations
Extensive marketing network through dealers
The products of KAMCO are comparatively better in quality than other Indian
manufactures
Extensive marketing network through dealers
Good working atmosphere

WEAKNESS
1. Political interference
2. Trust in IT application is not adequate

3. All products are mainly based on agricultural goods

4. Delay in sanctioning of funds
5. Political interference
6. Time delay in recruitment
7. Average age of workforce is 52 years
8. Strong influence of trade union
9. Lack of technological up gradation & automation
10. Promotion is based on experience, so performance will be poor

OPPORTUNITIES
1. Due to good brand name KAMCO can extend the market
2. Export possibilities
3. Scarcity of labour & acceleries, so scope for mechanisation.
4. Availability of Monsoon
5. Diversification programs & products
6. Innovativeness and bringing out new products to meet the new needs of customers
7. Boom in automobile industry and related engineering services

THREATS
1. Chance of Privatisation
2. Frequent change in the top management
3. Depression in agriculture
4. No restriction for Pvt. Parties to enter into this sector
5. High cost of operation
6. Whether problem
7. Influence of Govt. policies
8. High competition from domestic and from International market

SUGGESTIONS AND RECOMMENDATIONS:1. 1. Introduce advanced technology for production

2. Incentive system should be encouraged
3. Counselling facility should be provided to the employees
4. Fill the existing vacancies
5. Young candidates must be appointed
6. Diversification of products and services is essential for success
7. Give more advertisement through all possible medias
8. Introduce advanced technology for production

9. Incentive system should be encourage

10. Fill the existing vacancies

FINDINGS:1. KAMCO is fully utilizing men, material and machinery

2. KAMCO provides all the welfare activities to its employees
3. KAMCO is having a production based incentive scheme
4. KAMCO is providing all the statutory and non statutory benefits to employees
5. KAMCO is having a good dealer network all over India
6. KAMCO have good growth possibilities

Even though KAMCO provides all the amenities to employees. I find out from my
study that they are un satisfied in their work.

CONCLUSION

Today KAMCO has different units in Kalamassery, Palakkad and Mala. The Main
products of KAMCO are KAMCO Power Tiller, KAMCO Power Reaper, KAMCO Diesel
Engine. Inspite of threat from imported and indigenous makes of Power tillers continues to be
the preferred choice of farmers attaining the moderate market share for the year. Power reaper
also had been able to catch thee imagination of the small farmers the response for the newly
launched DI super Power tiller is very encouraging diversification of products and service is
an essential prerequisite for success. KAMCO is the 8 th profit making company in the state
government.

The Organization Study at KAMCO, Athani was undertaken with the

objective of developing an insight about administration and management of a business
firm .The study at KAMCO helped the trainee to gain good knowledge about the operation
of a business firm the trainee left that the study was successful and a memorable one.

BIBLOGRAPHY

Reference books
Marketing management

Philip Kotler

Human Resource Management

K.Awathappa

Website:
www.kamco.com
www.kamcoindia.com