CHAPTER-I

INTRODUCTION

INTRODUCTION
Product lifecycle management:

Product lifecycle management (PLM) is the process of managing the entire lifecycle of a
product from its conception, through design and manufacture, to service and disposal.
PLM integrates people, data, processes and business systems and provides a product
information backbone for companies and their extended enterprise.

Product lifecycle management (PLM) is more to do with managing descriptions and

properties of a product through its development and useful life, mainly from a
business/engineering point of view; whereas product life cycle management (PLCM) is to
do with the life of a product in the market with respect to business/commercial costs and
sales measures.

Product lifecycle management is one of the four cornerstones of a corporation's

information technology structure.All companies need to manage communications and
information with their customers (CRM-Customer Relationship Management), their
suppliers (SCM-Supply Chain Management), their resources within the enterprise (ERP-
Enterprise Resource Planning) and their planning (SDLC-Systems Development Life
Cycle). In addition, manufacturing engineering companies must also develop, describe,
manage and communicate information about their products.

A form of PLM called people-centric PLM. While traditional PLM tools have been
deployed only on release or during the release phase, people-centric PLM targets the
design phase.

Recent (as of 2009) ICT development (EU funded PROMISE project 2004-2008) has
allowed PLM to extend beyond traditional PLM and integrate sensor data and real time
'lifecycle event data' into PLM, as well as allowing this information to be made available
to different players in the total lifecycle of an individual product (closing the information
loop). This has resulted in the extension of PLM into Closed Loop Lifecycle
Management (CL2M).

Scope of the study

The study is limited to products of Kesoram cement industry only and an
attempt has been made to know about the activities that take place at the Fund manager
level. Focus has been laid to understand about movement of funds in the organization but
to single men’s contribution only, i.e. the product life cycle contain the stages which it
can be made by the organization only and the study is related to the company of
Kesoram cement industry only.

 The scope is very limited because attitude of the people change according to the
time.
 The study is restricted to both Hyderabad and Ranga Reddy Dist and that to
among 100 respondents.

NEED OF THE STUDY

From the days of industrial revolution when goods & services were produced to
the present day, the emphasis has shifted from the producers to the consumer and his
needs, and with the consumer becoming more involved, in the marketing process there is
greater need for information regarding the consumer needs. Preferences and making them
satisfied of the products & services, has led to a constant but increasing need to conduct
marketing research.

This research is an insight into the mind of the consumer, with the help of which
the organizations will become aware of their pitfalls and in turn can also make
improvements in the product regarding the level of satisfaction of the consumers towards
their offerings in the market place.

Customers consider various factors for purchasing CEMENT. The factors they consider
are based on certain demographic variables such as income, age, occupation etc. It also
depends on attributes and life Performance of the customer buying behavior becomes
essential to get a competitive edge

OBJECTIVES OF THE STUDY

 To understand the Product life cycle in Kesoram cement industry.,

 To Know the time period of the product to reach its growth stage.

 To Know the time period of the product to reach its maturity stage.
  To Know the time period of the product to reach its declaim stage.

 To appraise the performance of various products.

RESEARCH METHODOLOGY

Data for my study was obtained by browsing through net and from different books
relating to Financial services, fund and also from the brochures of Company.

Primary sources

Secondary sources

Primary Sources include data ascertained from employees And interaction with different
people at work place.

Secondary Sources basically comprise Company’s Manuals, Records, Brochure, books,

standards and Internet etc.

SOURCES OF DATA:

The data needed for this project is collected from the following sources:

1. The data is adopted purely from secondary sources.

2. The theoretical contents are gathered purely from eminent text books and references.

3. The financial data and information is gathered from annual reports of the company.

LIMITATIONS

Information provided through this project is of restrained in nature i.e time to time
products may be changed depending upon company norms and competitors strategy and
management activity styles may also be changed, molding to the effective strategies and
advancements that being aroused in the field (OR) based upon the portfolio structure or
other constraints like nature or on strategic financial decisions originating there upon.

CHAPTER – II
INDUSTRY PRIFILE
&
COMPANY PROFILE
 In the most general sense of the word, a cement is a binder, a
substance which sets and hardens independently, and can bind other materials together.
The word "cement" traces to the Romans, who used the term "opus caementicium" to
describe masonry which resembled concrete and was made from crushed rock with burnt
lime as binder. The volcanic ash and pulverized brick additives which were added to the
burnt lime to obtain a hydraulic binder were later referred to as cementum, cimentum,
cäment and cement. Cements used in construction are characterized as hydraulic or non-
hydraulic.
The most important use of cement is the production of mortar and concrete—the bonding
of natural or artificial aggregates to form a strong building material which is durable in
the face of normal environmental effects.
Concrete should not be confused with cement because the term cement refers only to the
dry powder substance used to bind the aggregate materials of concrete. Upon the addition
of water and/or additives the cement mixture is referred to as concrete, especially if
aggregates have been added.
It is uncertain where it was first discovered that a combination of hydrated non-hydraulic
lime and a pozzolan produces a hydraulic mixture (see also: Pozzolanic reaction), but
concrete made from such mixtures was first used on a large scale by Roman
engineers.They used both natural pozzolans (trass or pumice) and artificial pozzolans
(ground brick or pottery) in these concretes. Many excellent examples of structures made
from these concretes are still standing, notably the huge monolithic dome of the Pantheon
in Rome and the massive Baths of Caracalla. The vast system of Roman aqueducts also
made extensive use of hydraulic cement. The use of structural concrete disappeared in
medieval Europe, although weak pozzolanic concretes continued to be used as a core fill
in stone walls and columns.
Modern cement
Modern hydraulic cements began to be developed from the start of the Industrial
Revolution (around 1800), driven by three main needs:
Hydraulic renders for finishing brick buildings in wet climates
Hydraulic mortars for masonry construction of harbor works etc, in contact with sea
water.
Development of strong concretes.
In Britain particularly, good quality building stone became ever more expensive during a
period of rapid growth, and it became a common practice to construct prestige buildings
from the new industrial bricks, and to finish them with a stucco to imitate stone.
Hydraulic limes were favored for this, but the need for a fast set time encouraged the
development of new cements. Most famous was Parker's "Roman cement." This was
developed by James Parker in the 1780s, and finally patented in 1796. It was, in fact,
nothing like any material used by the Romans, but was a "Natural cement" made by
burning septaria - nodules that are found in certain clay deposits, and that contain both
clay minerals and calcium carbonate. The burnt nodules were ground to a fine powder.
This product, made into a mortar with sand, set in 5–15 minutes. The success of "Roman
Cement" led other manufacturers to develop rival products by burning artificial mixtures
of clay and chalk.
John Smeaton made an important contribution to the development of cements when he
was planning the construction of the third Eddystone Lighthouse (1755-9) in the English
Channel. He needed a hydraulic mortar that would set and develop some strength in the
twelve hour period between successive high tides. He performed an exhaustive market
research on the available hydraulic limes, visiting their production sites, and noted that
the "hydraulicity" of the lime was directly related to the clay content of the limestone
from which it was made. Smeaton was a civil engineer by profession, and took the idea
no further. Apparently unaware of Smeaton's work, the same principle was identified by
Louis Vicat in the first decade of the nineteenth century. Vicat went on to devise a
method of combining chalk and clay into an intimate mixture, and, burning this, produced
an "artificial cement" in 1817. James Frost,orking in Britain, produced what he called
"British cement" in a similar manner around the same time, but did not obtain a patent
until 1822. In 1824, Joseph Aspdin patented a similar material, which he called Portland
cement, because the render made from it was in color similar to the prestigious Portland
stone.
All the above products could not compete with lime/pozzolan concretes because of fast-
setting (giving insufficient time for placement) and low early strengths (requiring a delay
of many weeks before formwork could be removed). Hydraulic limes, "natural" cements
and "artificial" cements all rely upon their belite content for strength development. Belite
develops strength slowly. Because they were burned at temperatures below 1250 °C, they
contained no alite, which is responsible for early strength in modern cements. The first
cement to consistently contain alite was made by Joseph Aspdin's son William in the
early 1840s. This was what we call today "modern" Portland cement. Because of the air
of mystery with which William Aspdin surrounded his product, others (e.g. Vicat and I C
Johnson) have claimed precedence in this invention, but recent analysis of both his
concrete and raw cement have shown that William Aspdin's product made at Northfleet,
Kent was a true alite-based cement. However, Aspdin's methods were "rule-of-thumb":
Vicat is responsible for establishing the chemical basis of these cements, and Johnson
established the importance of sintering the mix in the kiln.
William Aspdin's innovation was counter-intuitive for manufacturers of "artificial
cements", because they required more lime in the mix (a problem for his father), because
they required a much higher kiln temperature (and therefore more fuel) and because the
resulting clinker was very hard and rapidly wore down the millstones which were the
only available grinding technology of the time. Manufacturing costs were therefore
considerably higher, but the product set reasonably slowly and developed strength
quickly, thus opening up a market for use in concrete. The use of concrete in construction
grew rapidly from 1850 onwards, and was soon the dominant use for cements. Thus
Portland cement began its predominant role. it is made from water and sand

Types of modern cement

Portland cement
Cement is made by heating limestone (calcium carbonate), with small quantities of other
materials (such as clay) to 1450°C in a kiln, in a process known as calcination, whereby a
molecule of carbon dioxide is liberated from the calcium carbonate to form calcium
oxide, or lime, which is then blended with the other materials that have been included in
the mix . The resulting hard substance, called 'clinker', is then ground with a small
amount of gypsum into a powder to make 'Ordinary Portland Cement', the most
commonly used type of cement (often referred to as OPC).
Portland cement is a basic ingredient of concrete, mortar and most non-speciality grout.
The most common use for Portland cement is in the production of concrete. Concrete is a
composite material consisting of aggregate (gravel and sand), cement, and water. As a
construction material, concrete can be cast in almost any shape desired, and once
hardened, can become a structural (load bearing) element. Portland cement may be gray
or white.
Portland cement blends
These are often available as inter-ground mixtures from cement manufacturers, but
similar formulations are often also mixed from the ground components at the concrete
mixing plant.
Portland blastfurnace cement contains up to 70% ground granulated blast furnace slag,
with the rest Portland clinker and a little gypsum. All compositions produce high ultimate
strength, but as slag content is increased, early strength is reduced, while sulfate
resistance increases and heat evolution diminishes. Used as an economic alternative to
Portland sulfate-resisting and low-heat cements.
Portland flyash cement contains up to 30% fly ash. The fly ash is pozzolanic, so that
ultimate strength is maintained. Because fly ash addition allows a lower concrete water
content, early strength can also be maintained. Where good quality cheap fly ash is
available, this can be an economic alternative to ordinary Portland cement.
Portland pozzolan cement includes fly ash cement, since fly ash is a pozzolan, but also
includes cements made from other natural or artificial pozzolans. In countries where
volcanic ashes are available (e.g. Italy, Chile, Mexico, the Philippines) these cements are
often the most common form in use.
Portland silica fume cement. Addition of silica fume can yield exceptionally high
strengths, and cements containing 5-20% silica fume are occasionally produced.
However, silica fume is more usually added to Portland cement at the concrete mixer.
Masonry cements are used for preparing bricklaying mortars and stuccos, and must not
be used in concrete. They are usually complex proprietary formulations containing
Portland clinker and a number of other ingredients that may include limestone, hydrated
lime, air entrainers, retarders, waterproofers and coloring agents. They are formulated to
yield workable mortars that allow rapid and consistent masonry work. Subtle variations
of Masonry cement in the US are Plastic Cements and Stucco Cements. These are
designed to produce controlled bond with masonry blocks.
Expansive cements contain, in addition to Portland clinker, expansive clinkers (usually
sulfoaluminate clinkers), and are designed to offset the effects of drying shrinkage that is
normally encountered with hydraulic cements. This allows large floor slabs (up to 60 m
square) to be prepared without contraction joints.
White blended cements may be made using white clinker and white supplementary
materials such as high-purity metakaolin.
Colored cements are used for decorative purposes. In some standards, the addition of
pigments to produce "colored Portland cement" is allowed. In other standards (e.g.
ASTM), pigments are not allowed constituents of Portland cement, and colored cements
are sold as "blended hydraulic cements".
Very finely ground cements are made from mixtures of cement with sand or with slag
or other pozzolan type minerals which are extremely finely ground together. Such
cements can have the same physical characteristics as normal cement but with 50% less
cement particularly due to their increased surface area for the chemical reaction. Even
with intensive grinding they can use up to 50% less energy to fabricate than ordinary
Portland cements.
Non-Portland hydraulic cements
Pozzolan-lime cements. Mixtures of ground pozzolan and lime are the cements used by
the Romans, and are to be found in Roman structures still standing (e.g. the Pantheon in
Rome). They develop strength slowly, but their ultimate strength can be very high. The
hydration products that produce strength are essentially the same as those produced by
Portland cement.
Slag-lime cements. Ground granulated blast furnace slag is not hydraulic on its own, but
is "activated" by addition of alkalis, most economically using lime. They are similar to
pozzolan lime cements in their properties. Only granulated slag (i.e. water-quenched,
glassy slag) is effective as a cement component.
Supersulfated cements. These contain about 80% ground granulated blast furnace slag,
15% gypsum or anhydrite and a little Portland clinker or lime as an activator. They
produce strength by formation of ettringite, with strength growth similar to a slow
Portland cement. They exhibit good resistance to aggressive agents, including sulfate.
Calcium aluminate cements are hydraulic cements made primarily from limestone and
bauxite. The active ingredients are monocalcium aluminate CaAl2O4 (CaO · Al2O3 or CA
in Cement chemist notation, CCN) and mayenite Ca12Al14O33 (12 CaO · 7 Al2O3 , or C12A7
in CCN). Strength forms by hydration to calcium aluminate hydrates. They are well-
adapted for use in refractory (high-temperature resistant) concretes, e.g. for furnace
linings.
Calcium sulfoaluminate cements are made from clinkers that include ye'elimite
(Ca4(AlO2)6SO4 or C4A3 in Cement chemist's notation) as a primary phase. They are
used in expansive cements, in ultra-high early strength cements, and in "low-energy"
cements. Hydration produces ettringite, and specialized physical properties (such as
expansion or rapid reaction) are obtained by adjustment of the availability of calcium and
sulfate ions. Their use as a low-energy alternative to Portland cement has been pioneered
in China, where several million tonnes per year are produced. Energy requirements are
lower because of the lower kiln temperatures required for reaction, and the lower amount
of limestone (which must be endothermically decarbonated) in the mix. In addition, the
lower limestone content and lower fuel consumption leads to a CO2 emission around half
that associated with Portland clinker. However, SO2 emissions are usually significantly
higher.
"Natural" Cements correspond to certain cements of the pre-Portland era, produced by
burning argillaceous limestones at moderate temperatures. The level of clay components
in the limestone (around 30-35%) is such that large amounts of belite (the low-early
strength, high-late strength mineral in Portland cement) are formed without the formation
of excessive amounts of free lime. As with any natural material, such cements have
highly variable properties.
Geopolymer cements are made from mixtures of water-soluble alkali metal silicates and
aluminosilicate mineral powders such as fly ash and metakaolin.

COMPANY PROFILE
 Kesoram Cement Industry is one of the leading manufactures of cement in India.
It is a day process cement Plant. The plant capacity is 8.26 lakh tones per annum It is
located at Basanthnagar in Karimnagar district of Andhra Pradesh. Basanthnagar is 8 km
away from the Ramagundram Railway station, linking Madras to New Delhi. The
Chairman of the Company is syt. B.K.Birla,

HISTORY :
The first unit at Basanthnagar with a capacity of 2.1 lakh tones per annum
incorporating humble suspension preheated system was commissioner during the year
1969. The second unit was setup in year 1971 with a capacity of 2.1 lakh tones per
annum went on stream in the year 1978. The coal for this company is being supplied
from Singereni Colleries and the power is obtained from APSEB. The power demand for
the factory is about 21 MW. Kesoram has got 2 DG sets of 4 MW each installed in the
year 1987.
Kesoram Cement has setup a 15 KW captor power plant to facilitate for
uninterrupted power supply for manufacturing of cement at 24th august 1997 per hour 12
mw, actual power is 15 mw.
The Company was incorporated on 18th October, 1919 under the Indian Companies Act,
1913, in the name and style of Kesoram Cotton Mills Ltd. It had a Textile Mill at 42,
Garden Reach Road, Calcutta 700 024. The name of the Company was changed to
Kesoram Industries & Cotton Mills Ltd. on 30th
August, 1961 and the same was further changed to Kesoram Industries Limited on 9th
July, 1986. The said Textile Mill at Garden Reach Road was eventually demerged into a
separate company.

The First Plant for manufacturing of rayon yarn was established at Tribeni, District
Hooghly, West Bengal and the same was commissioned in December, 1959 and the
second plant was commissioned in the year 1962 enabling it to manufacture 4,635 metric
tons per annum (mtpa) of rayon yarn. This Unit has 6,500 metric tons per annum (mtpa)
capacity as on 31.3.2009.

The plant for manufacturing of transparent paper was also set up at the same location at
Tribeni, District Hooghly, West Bengal, in June, 1961. It has the annual capacity to
manufacture 3,600 metric tons per annum (mtpa) of transparent Paper.

The Company diversified into manufacturing of cast iron spun pipes and pipe fittings at
Bansberia, District Hooghly, West Bengal, with a production capacity of 45,000 metric
tons per annum (mtpa) of cast iron spun pipes and pipe fittings in December, 1964.

The Company subsequently diversified into the manufacturing of Cement and in 1969
established its first cement plant under the name 'Kesoram Cement' at Basantnagar, Dist.
Karimnagar (Andhra Pradesh) and to take advantage of favourable market conditions, in
1986 another cement plant, known as 'Vasavadatta Cement', was commissioned by it at
Sedam, Dist.

Gulbarga (Karnataka). The cement manufacturing capacities at both the plants were
augmented from time to time according to the market conditions and as on 31.3.2009
Kesoram Cement and Vasavadatta Cement have annual cement manufacturing capacities
of 1.5 million metric tons and 4.1 million metric tons respectively.

The Company in March 1992, commissioned a plant at Balasore known as Birla Tyres in
Orissa, for manufacturing of 10 lac MT p.a. automotive tyres and tubes in the first phase
in collaboration with Pirelli Ltd., U.K., a subsidiary company of the world famous Pirelli
Group of Italy - a pioneer in production and development of automotive tyres in the
world.

The capacity at the said plant was further augmented during the year by 19 MT per day
aggregating to 271 MT per day production facility. The Greenfield Project of 257 MT per
day capacity in the State of Uttarakhand with a capex of about Rs.760 crores commenced
the commercial production in phases during the financial year 2008-09.The Company as
on 31.3.2009 had the manufacturing capacities of 3.71 million tyres, 2.95 million tubes
and 1.53 million flaps per annum in the Plants including at Uttarakhand Plant.

It has small manufacturing capacities of various Chemicals at Kharda in the State of West
Bengal also. It has the annual manufacturing capacities of 12,410 mtpa of Caustic Soda
Lye, 5,045 mtpa of Liquid Chlorine, 6,205 mtpa of Sodium Hypochlorite, 8,200 mtpa of
Hydrochloric Acid, 3,200 mtpa of Ferric Alum, 18,700 mtpa of Sulphuric Acid and
1,620,000 m3pa of purified Hydrogen Gas.
The Company is a well-diversified entity in the fields of Cement, Tyre, Rayon Yarn,
Transparent Paper, Spun Pipes and Heavy Chemicals with two core business segments
i.e. Cement and Tyres.

In Spun Pipes & Foundries, a unit of the Company, work suspended from 2nd May, 2008
still commences till further notice.

The Company as of now is listed on three major Stock Exchanges in India i.e. Bombay
Stock Exchange Ltd., Mumbai, Calcutta Stock Exchange Association Ltd., Kolkata and
National Stock Exchange of India Ltd., Mumbai and at the Societe de la Bourse de
Luxembourg, Luxembourg.
A further expansion upto 1.65 million tons of cement per annum in Vasavadatta Cement
at Sedam in Karnataka as unit IV at the same site is in progress, with a 17.5 MW Captive
Power Plant, involving a capital expenditure of about Rs. 783.50 crores (including the
cost of Captive Power Plant).
The commercial production of cement in the aforesaid unit IV has commenced in June
2009.
The work for the further expansion in the Tyres Section at Uttarakhand for radial tyres
with 100 MT per day capacity and bias tyres with 125 MT per day capacity involving an
estimated aggregate capital outlay of about Rs. 840 crores is under progress. The Board
has further approved a Motor Cycle Tyre Project of 70 MT per day capacity at the same
site involving a capital outlay of Rs.190 crore. The civil construction of both the Projects
is in full swing. The commercial production in both the Projects is likely to start by
December 2009/ January 2010.
Birla Supreme in popular brand of Kesoram cement from its prestigious plant of
Basantnagar in AP which has outstanding track record. In performance and productivity
serving the nation for the last two and half decades. It has proved its distinction by
bagging several national awards. It also has the distinction of achieving optimum
capacity utilization.
Kesoram offers a choice of top quality portioned cement for light, heavy
constructions and allied applications. Quality is built every fact of the operations.
The plant lay out is rational to begin with. The limestone is rich in calcium
carbonate a key factor that influence the quality of final product. The day process
technology uses in the latest computerized monitoring overseas the manufacturing
process. Samples are sent regularly to the bureau of Indian standards. National council of
construction and building material for certification of derived quality norms.
The company has vigorously undertaking different promotional measures for
promoting their product through different media, which includes the use of news papers
magazine, hoarding etc.
Kesoram cement industry distinguished itself among all the cement factories
in Indian by bagging the National Productivity Award consecutively for two years i.e. for
the year 1985-1987. The federation of Andhra Pradesh Chamber & Commerce and
Industries (FAPCCI) also conferred on Kesoram Cement. An award for the best industrial
promotion expansion efforts in the state for the year 1984. Kesoram also bagged FAPCCI
awarded for “Best Family Planning Effort in the state” for the year 1987-1988.
 One among the industrial giants in the country today, serving the nation on the
industrial front. Kesoram industry ltd., has a checked and eventful history dating back to
the twenties when the Industrial House of Birlas acquired it. With only a textile mill
under its banner 1924, it grew from strength to strength and spread its activities to newer
fields like Rayon, Transparent paper, pipes, Refractors, tyres and other products.
Looking to the wide gap between the demand and supply of a vital commodity
cement, which play in important role in National building activity the Government of
India had de-licensed the cement industry in the year 1966 with a review to attract private
entrepreneur to augment the cement production. Kesoram rose to the occasions and
divided to set up a few cement plants in the country.
Kesoram cement undertaking marketing activities extensively in the state of
Andhra Pradesh, Karnataka, Tamilnadu, Kerala, Maharashtra and Gujarat. In A.P. sales
Depts., are located in different areas like Karimnagar, Warangal, Nizamabad, Vijayawada
and Nellore. In other states it has opened around 10 depots.
The market share of Kesoram Cement in AP is 7.05%. The market share of the
company in various states is shown as under.
STATES MARKET SHARE
Karnataka 4.09%
Tamilnadu 0.94%
Kerala 0.29%
Maharashtra 2.81%

Process and Quality Control :

It has been the endeavor of Kesoram to incorporate the World’s latest technology
in the plant and today the plant has the most sophisticated.
X-ray analysis :
Fully computerized XRF and XRD X-RAY Analysers keep a constant round the
clock vigil on quality.
Supreme performance :
 One of the largest Cement Plants in Andhra Pradesh, the plant in corporate the
latest technology in Cement - making.
It is professionally managed and well established Cement Manufacturing
Company enjoying the confidence of the consumers. Kesoram has outstanding track
record in performance and productivity with quite a few national and state awards to its
credit.
BIRLA SUPREME, the 43 Grade Cement, is a widely accepted and popular brand
in the market, commanding a premium.
However to meet the specific demands of the consumer, Kesoram bought out the
53 grade BIRLA SUPREME – GOLD, which has special qualities like higher fineness,
quick-setting, high compressive strength and durability.
Supreme Strength :
Kesoram Cement has huge captive Limestone Deposits, which make it possible to
feed high- grade limestone consistently, Its natural Grey colour is anion- born ingredient
and gives good shade.
Both the products offered by Kesoram, i.e. BIRLA SUPREME-43 Grade and
BIRLA SUPREME-GOLD-53 Grade cement are outstanding with much higher
compressive strength and durability.

The following characteristics show their distinctive qualities.

Comprehensive Opc 43 Birla Opc 43 gr Birla

Strength grls 8112 Supreme 43 Is 1226987 Supreme
1989 grade Gold 53 gr
3 days mpa Min. 23 31 + Min. 27 38+
7 days mpa Min. 23 42+ Min. 37 48+
28 days mpa Min. 43 50+ Min. 53 60+

D.C. SYSTEM :
Clinker making process is a key step in the overall cement making process. In the case of
BIRLA SUPREME/GOLD, the clinker-making process is totally computer. control. The
Distributed Control System (DCS) constantly monitors the process and ensures operating
efficiency. This eliminates variation and ensures consistency in the quality of Clinker.

PHYSICAL CHARACTERISTICS
Ope 43 Birla Ope 53 gr Birla Supreme
Is 8 112-89 Supreme Is 12269-87 Gold 53 gr
43 grade

Setting time Min30 120-180 Min 30 130-170

a. Initial (mats) Max 600 180-240 Max 600 170-220

b. final (mats) Min 225 270-280 . Min 225 300-320

Fincncssm 2/Kg Max 10 1.0-2.0 Max 10 0.5-1.0

Soundness Max 0.8 0.04-0.08 Max 0.080. 0.04-0.2

a. le-chart (mm)

b. autoclave (%)

SUPREME EXPERTISE:
 The Best Technical Team, exclusive to Kesoram, mans the Plant and monitors the
process, to blend the cement in just the required proportions, to make BIRLA
SUPREME/GOLD OF Rock Strength.

18 MILLION TONES OF SOLID FOUNDATION :

Staying at the top for over a Quarter Century, Quarter Century is no less an achievement.
Infact. Kesoram is synonymous with for over 28 years.
Over the years, Kesoram has dispatched 18 million tones of cement to the nook and
corners of the country and joined hands in strengthening the Nation. No one else in
Andhra Pradesh has this distinction. The prestigious World Bank aided Ramagundam
Super Thermal Power Project of NTPC and Mannair Dam of Pochampad project in AP
arc a couple of projects for which Kesoram Cement was exclusively uses: to cite an
example.

CHEMICAL CHARACTERISTICS :
Opc 43 gr Birla Ope 53 gr Birla
Is 81 132-989 Supreme Is 12269- Supreme
43 grade 87 Gold 53 gr.

Loss on inflection % Max 5 <1.6 Max 4.0 <1.5

Insoluble residue % Max 2.0 <0.8 Max 2.0 < 0.6

Magnesium oxide % Max 6.0 < 1.3 Max 6.0 < 1.3

Lime saturation factor 0.66-1.02 0.8-0.9 0.8-1.02 0.88-0.9

Alumna: iron ratio MinO.66 1.5-1.7 MinO.66 1.5-1.7

Sulfuric anhydride % Max 2.5/3 1.6-2.0 Max 2. 5/3 1.6-2.0

Alkalis Chlorides Max 0.05 Max 0.01 Max 0.05 Max 0.4

Kesoram Cement - advantages :

Helps in designing sleeker and more elegant.
Structures, giving greater flexibility in design concept.
Due to its fine quality, super fine construction can be achieved.. Its gives maximum
strength at Minimum use of cement with water in the water cement ratio, especially the
53 grade Birlas supreme-gold.
Feathers in Kesoram's cap :
Kesoram has outstanding track record, achieving over 100% capacity utilization I
productivity and energy conservation. It has proved its distinction by bagging several
national and state awards, noteworthy being.

NATIONAL :
1. National productivity award for 1985-86
2. National productivity award for 1986-87
3. National award for mines safety for 1985-86
4. National award for mines safety for 1986-87
5. National award for energy conservation 1989-90

STATE
1. A.P. State productivity award for 1988
2. State award for best industrial management 1988-89.
3. Best industrial productivity award of FAPCCI (federation of A.P. chamber of
commerce and industry), 1991
4. Best management award of the state Govt. 1993
5. FAPCCI award for the workers welfare, 1995-96.
I.S.O. 9002
All quality systems of Kesoram have been certified under I.S.O. 9002/1.S. 4002, which
proves the worldwide acceptance of the products.
All quality systems in production and marketing of the product have been certified by
B.I.S. under ISO 9002/1S 14002.
The first unit was installed at basanthnagar with a capacity of 2.5 –lakhs TPA (tones per
annum) incorporating humble supervision, preheated system, during the year 1969.
The second unit followed suit with added a capacity of 2 lakhs TPA in 1971.
The plant was further expanded to 9 lakhs by adding 2.5 lakhs tones in august 1978, 1.13
lakhs tones in January 1981 and 0.87 lakhs tones in September 1981.
Power:
Singarein collieries make the supply of coal for this industry and the
power was obtained from AP TRANSCO. The power demand for the factory is about
21MW. Kesoram has got 2-diesel generator seats of 4 MW each installed in the year
1987.
Kesoram cement now has a 15MWcaptive power plant to facilities for
uninterrupted power supply for manufacturing of cement.
Performance:
The performance of kersoram cement industry has been
outstanding achieving over cent percent capacity utilization all through despite many
odds like power cuts and which most 40% was wasted due to wagon shortage etc.
The company being a continuous process industry works round the clock
and has excellent records of performance achieving over 1005 capacity utilization.
Kesoram has always combined technical progress with industrial
performance. The company had glorious track record for the last 27 years in the industry.
Technology:
Kesoram cement uses most modern technology and the computerized
control in the plant. A team of dedicated and well- experienced experts manages the
plant.
The quality is maintained much above the bureau of Indian standards.
 The raw materials used for manufacturing cement are:
Lime stone
Bauxite
Hematite
Gypsum
Environmental and Social Obligations:
For environmental promotion and to keep –up the ecologicalbalancae,this section
has planted over two lakhs trees .on social obligation front ,this section has undertaken
various social welfare programs by adopting ten nearly villages, organizing family
welfare campus, surgical camps, animal health camps blood donation camps, children
immunization camps, seeds, training for farmers etc were arranged.
Welfare and Recreation Facilities:
For the purpose of recreation facilities 2 auditoriums were provided for
playing indoor games, cultural function and activities like drama, music and dance etc.
The industry has provided libraries and reading rooms. About 1000
books are available in the library. All kinds of newspaper, magazines are made available.
Canteen is provided to cater to the needs of the employees for supply of snacks,
tea, coffee and meals etc.
One English medium and one Telugu medium school are provided to meet the
educational requirements.
The company has provided a dispensar with a qualified medical office and
paramedical staff for the benefit of the employees. The employees covered under ESI
scheme have to avail the medical facilities from the ESI hospital.
Competitions in sports and games are conducted ever year for august 15th
Independence Day and January 26th, republic day among the employees.
Electricity:
The power consumption per ton of cement has come down to 108 units
against 113 units last year, due to implementation of various energy saving measures.
The performance of captive power plant of this section continues to be satisfactory. Total
power generation during the year was 84 million units last year. This captive power plant
is a major role in keeping power costs with in economic levels.
 The management has introduced various HRD programs for training and
development and has taken various other measures for the betterment of employee’s
efficiency.
The section has installed adequate air pollution control system and
equipment and is ISO14001 such as Environment management system is under
implementation.

Awards:
Kesoram cement bagged many prestigious awards including national awards for
productivity, technology, conservation and several state awards since 1984. The
following are the some of important awards.

AWARDS OF KESORAM CEMENT:

National/
No Year Awards state
1 1989-90 Management award community State
Development
2 1991 Energy conservation may day award of the State
Govt.
3 1991 Pandit Jawaharlal Nehru rolling trophy for State
best
4 1993 National productivity effort indira Gandhi State
national award
5 1994 Best management award State

6 1994- Best industrial rebellion award State

1995
7 1995 Rural development by chief minister State
Environment and mineral conservation
award
8 1995 Best industrial rebellion award State

9 1995- Best effort of an industrial unit to National

1996 development rural economy shri.s.r.rungta
award for social
10 1996 Awareness for best rural development State
efforts
11 1999 Best workers welfare best family welfare State
award
12 2001 First prize for mine environment &pollution State
control for the 3rd year in succession
13 2002 Vana mithra award from AP Govt State

14 2003 Company has got OHSAS-18001 State

15 2005 Certification from DNV, New Delhi. State

16 2006 Award for pollution control and State

environmental protection FAPCCI award
for best rural development in the state
Products of the organization:
 CHAPTER-III
REVIEW OF LITERATURE
New product development (NPD) is the term used to describe the complete process of
bringing a new product or service to market. There are two parallel paths involved in the
NPD process: one involves the idea generation, product design and detail engineering;
the other involves market research and marketing analysis. Companies typically see new
product development as the first stage in generating and commercializing new products
within the overall strategic process of product life cycle management used to maintain or
grow their market share. Documented benefits of product lifecycle management include:

• Reduced time to market

• Improved product quality

• Reduced prototyping costs

• More accurate and timely Request For Quote generation

• Ability to quickly identify potential sales opportunities and revenue contributions

• Savings through the re-use of original data

• A framework for product optimization

• Reduced waste

• Savings through the complete integration of engineering workflows

Areas of PLM

Within PLM there are five primary areas;

1. Systems Engineering (SE)

2. Product and Portfolio Management (PPM)

3. Product Design (CAx)

4. Manufacturing Process Management (MPM)

5. Product Data Management (PDM)

Systems Engineering is focused on meeting all requirements, primary meeting customer

needs, and coordinating the Systems Design process by involving all relevant disciplines.
Product and Portfolio Management is focused on managing resource allocation, tracking
progress vs. plan for projects in the new product development projects that are in process
(or in a holding status). Portfolio management is a tool that assists management in
tracking progress on new products and making trade-off decisions when allocating scarce
resources. Product Data Management is focused on capturing and maintaining
information on products and/or services through their development and useful life.
]

Introduction to development process

The core of PLM (product lifecycle management) is in the creations and central
management of all product data and the technology used to access this information and
knowledge. PLM as a discipline emerged from tools such as CAD, CAM and PDM, but
can be viewed as the integration of these tools with methods, people and the processes
through all stages of a product’s life. It is not just about software technology but is also a
business strategy.

For simplicity the stages described are shown in a traditional sequential engineering
workflow. The exact order of event and tasks will vary according to the product and
industry in question but the main processes are:

 Conceive

 Specification

 Concept design

 Design

 Detailed design

 Validation and analysis (simulation)

 Tool design

 Realize

 Plan manufacturing

 Manufacture

 Build/Assemble

 Test (quality check)

 Service
  Sell and Deliver

 Use

 Maintain and Support

 Dispose

The major key point events are:

 Order

 Idea

 Kick-off

 Design freeze

 Launch

The reality is however more complex, people and departments cannot perform their tasks
in isolation and one activity cannot simply finish and the next activity start. Design is an
iterative process, often designs need to be modified due to manufacturing constraints or
conflicting requirements. Where exactly a customer order fits into the time line depends
on the industry type, whether the products are for example Build to Order, Engineer to
Order, or Assemble to Order.

History

Inspiration for the burgeoning business process now known as PLM came when
American Motors Corporation (AMC) was looking for a way to speed up its product
development process to compete better against its larger competitors in 1985, according
to François Castaing, Vice President for Product Engineering and Development.After
introducing its compact Jeep Cherokee (XJ), the vehicle that launched the modern sport
utility vehicle (SUV) market, AMC began development of a new model, that later came
out as the Jeep Grand Cherokee. The first part in its quest for faster product development
was computer-aided design (CAD) software system that make engineers more
productive. The second part in this effort was the new communication system that
allowed conflicts to be resolved faster, as well as reducing costly engineering changes
because all drawings and documents were in a central database. The product data
management was so effective, that after AMC was purchased by Chrysler, the system
was expanded throughout the enterprise connecting everyone involved in designing and
building products. While an early adopter of PLM technology, Chrysler was able to
become the auto industry's lowest-cost producer, recording development costs that were
half of the industry average by the mid-1990s.

Phases of product lifecycle and corresponding technologies

Many software solutions have developed to organize and integrate the different phases of
a product’s lifecycle. PLM should not be seen as a single software product but a
collection of software tools and working methods integrated together to address either
single stages of the lifecycle or connect different tasks or manage the whole process.
Some software providers cover the whole PLM range while others a single niche
application. Some applications can span many fields of PLM with different modules
within the same data model. An overview of the fields within PLM is covered here. It
should be noted however that the simple classifications do not always fit exactly, many
areas overlap and many software products cover more than one area or do not fit easily
into one category. It should also not be forgotten that one of the main goals of PLM is to
collect knowledge that can be reused for other projects and to coordinate simultaneous
concurrent development of many products. It is about business processes, people and
methods as much as software application solutions. Although PLM is mainly associated
with engineering tasks it also involves marketing activities such as Product Portfolio
Management (PPM), particularly with regards to New product introduction (NPI).

Phase 1: Conceive

Imagine, specify, plan, innovate

The first stage in idea is the definition of its requirements based on customer, company,
market and regulatory bodies’ viewpoints. From this specification of the products major
technical parameters can be defined. Parallel to the requirements specification the initial
concept design work is carried out defining the visual aesthetics of the product together
with its main functional aspects. For the Industrial Design, Styling, work many different
media are used from pencil and paper, clay models to 3D CAID Computer-aided
industrial design software.
Phase 2: Design

Describe, define, develop, test, analyze and validate

This is where the detailed design and development of the product’s form starts,
progressing to prototype testing, through pilot release to full product launch. It can also
involve redesign and ramp for improvement to existing products as well as planned
obsolescence. The main tool used for design and development is CAD Computer-aided
design. This can be simple 2D Drawing / Drafting or 3D Parametric Feature Based
Solid/Surface Modeling. Such software includes technology such as Hybrid Modeling,
Reverse Engineering, KBE (Knowledge-Based Engineering), NDT (Nondestructive
testing), Assembly construction.

This step covers many engineering disciplines including: Mechanical, Electrical,

Electronic, Software (embedded), and domain-specific, such as Architectural, Aerospace,
Automotive, ... Along with the actual creation of geometry there is the analysis of the
components and product assemblies. Simulation, validation and optimization tasks are
carried out using CAE (Computer-aided engineering) software either integrated in the
CAD package or stand-alone. These are used to perform tasks such as:- Stress analysis,
FEA (Finite Element Analysis); Kinematics; Computational fluid dynamics (CFD); and
mechanical event simulation (MES). CAQ (Computer-aided quality) is used for tasks
such as Dimensional Tolerance (engineering) Analysis. Another task performed at this
stage is the sourcing of bought out components, possibly with the aid of Procurement
systems.

Phase 3: Realize

Manufacture, make, build, procure, produce, sell and deliver

Once the design of the product’s components is complete the method of manufacturing is
defined. This includes CAD tasks such as tool design; creation of CNC Machining
instructions for the product’s parts as well as tools to manufacture those parts, using
integrated or separate CAM Computer-aided manufacturing software. This will also
involve analysis tools for process simulation for operations such as casting, molding, and
die press forming. Once the manufacturing method has been identified CPM comes into
play. This involves CAPE (Computer-aided Production Engineering) or CAP/CAPP –
(Production Planning) tools for carrying out Factory, Plant and Facility Layout and
Production Simulation. For example: Press-Line Simulation; and Industrial Ergonomics;
as well as tool selection management. Once components are manufactured their
geometrical form and size can be checked against the original CAD data with the use of
Computer Aided Inspection equipment and software. Parallel to the engineering tasks,
sales product configuration and marketing documentation work will be taking place. This
could include transferring engineering data (geometry and part list data) to a web based
sales configurator and other Desktop Publishing systems.

Phase 4: Service

Use, operate, maintain, support, sustain, phase-out, retire, recycle and disposal

The final phase of the lifecycle involves managing of in service information. Providing
customers and service engineers with support information for repair and maintenance, as
well as waste management/recycling information. This involves using such tools as
Maintenance, Repair and Operations Management (MRO) software.

All phases: product lifecycle

Communicate, manage and collaborate

None of the above phases can be seen in isolation. In reality a project does not run
sequentially or in isolation of other product development projects. Information is flowing
between different people and systems. A major part of PLM is the co-ordination of and
management of product definition data. This includes managing engineering changes and
release status of components; configuration product variations; document management;
planning project resources and timescale and risk assessment.

For these tasks graphical, text and metadata such as product bills of materials (BOMs)
needs to be managed. At the engineering departments level this is the domain of PDM –
(Product Data Management) software, at the corporate level EDM (Enterprise Data
Management) software, these two definitions tend to blur however but it is typical to see
two or more data management systems within an organization. These systems are also
linked to other corporate systems such as SCM, CRM, and ERP. Associated with these
system are Project Management Systems for Project/Program Planning.
This central role is covered by numerous Collaborative Product Development tools which
run throughout the whole lifecycle and across organizations. This requires many
technology tools in the areas of Conferencing, Data Sharing and Data Translation. The
field being Product visualization which includes technologies such as DMU (Digital
Mock-Up), Immersive Virtual Digital Prototyping (virtual reality) and Photo realistic
Imaging.

User skills
The broad array of solutions that make up the tools used within a PLM solution-set (e.g.,
CAD, CAM, CAx...) were initially used by dedicated practitioners who invested time and
effort to gain the required skills. Designers and engineers worked wonders with CAD
systems, manufacturing engineers became highly skilled CAM users while analysts,
administrators and managers fully mastered their support technologies. However,
achieving the full advantages of PLM requires the participation of many people of
various skills from throughout an extended enterprise, each requiring the ability to access
and operate on the inputs and output of other participants.

Despite the increased ease of use of PLM tools, cross-training all personnel on the entire
PLM tool-set has not proven to be practical. Now, however, advances are being made to
address ease of use for all participants within the PLM arena. One such advance is the
availability of “role” specific user interfaces. Through Tailorable UIs, the commands that
are presented to users are appropriate to their function and expertise.

Product development processes and methodologies

A number of established methodologies have been adopted by PLM and been further
advanced. Together with PLM digital engineering techniques, they have been advanced
to meet company goals such as reduced time to market and lower production costs.
Reducing lead times is a major factor as getting a product to market quicker than the
competition will help with higher revenue and profit margins and increase market share.

These techniques include:-

 Concurrent engineering workflow

 Industrial Design
  Bottom-up design

 Top-down design

 Front loading design workflow

 Design in context

 Modular design

 NPD New product development

 DFSS Design for Six Sigma

 DFMA Design for manufacture / assembly

 Digital simulation engineering

 Requirement driven design

 Specification managed validation

Concurrent engineering workflow

Concurrent engineering (British English: simultaneous engineering) is a workflow that

instead of working sequentially through stages, carries out a number of tasks in parallel.
For example: starting tool design before the detailed designs of the product are finished,
or the engineer starting on detail design solid models before the concept design surfaces
models are complete. Although this does not necessarily reduce the amount of manpower
required for a project, it does drastically reduce lead times and thus time to market.
Feature based CAD systems have for many years allowed the simultaneous work on 3D
solid model and the 2D drawing by means of 2 separate files, with the drawing looking at
the data in the model; when the model changes the drawing will associatively update.
Some CAD packages also allow associative copying of geometry between files. This
allows, for example, the copying of a part design into the files used by the tooling
designer. The manufacturing engineer can then start work on tools before the final design
freeze; when a design changes size or shape the tool geometry will then update.
Concurrent engineering also has the added benefit of providing better and more
immediate communication between departments, reducing the chance of costly, late
design changes. It adopts a problem prevention method as compared to the problem
solving and re-designing method of traditional sequential engineering.

Bottom-up design

Bottom-up design (CAD Centric) is where the definition of 3D models of a product starts
with the construction of individual components. These are then virtually brought together
in sub-assemblies of more than one level until the full product is digitally defined. This is
sometimes known as the review structure showing what the product will look like. The
BOM contains all of the physical (solid) components; it may (but not also) contain other
items required for the final product BOM such as paint, glue, oil and other materials
commonly described as 'bulk items'. Bulk items typically have mass and quantities but
are not usually modelled with geometry.

Bottom-up design tends to focus on the capabilities of available real-world physical

technology, implementing those solutions which this technology is most suited to. When
these bottom-up solutions have real-world value, bottom-up design can be much more
efficient than top-down design. The risk of bottom-up design is that it very efficiently
provides solutions to low-value problems. The focus of Bottom-Up design is "what can
we most efficiently do with this technology?" rather than the focus of Top-Down which
is "What is the most valuable to thing to do?"

Top-down design

Top-Down design is focused on high-level functional requirements, with relatively less

focus on existing implementation technology. A top level spec is decomposed into lower
and lower level structures and specifications, until the physical implementation layer is
reached. The risk of a top-down design is that it will not take advantage of the most
efficient applications of current physical technology, especially with respect to hardware
implementation. Top-Down design sometimes results in excessive layers of lower-level
abstraction and inefficient performance when the Top-Down model has followed an
abstraction path which does not efficiently fit available physical-level technology. The
positive value of Top-Down design is that it preserves a focus on the optimum solution
requirements.
A Part-Centric Top-down design may eliminate some of the risks of Top-Down design.
This starts with a layout model, often a simple 2D sketch defining basic sizes and some
major defining parameters. Industrial Design, brings creative ideas to product
development. Geometry from this is associatively copied down to the next level, which
represents different sub-systems of the product. The geometry in the sub-systems is then
used to define more detail in levels below. Depending on the complexity of the product, a
number of levels of this assembly are created until the basic definition of components can
be identified, such as position and principal dimensions. This information is then
associatively copied to component files. In these files the components are detailed; this is
where the classic bottom-up assembly starts.

The top down assembly is sometime known as a control structure. If a single file is used
to define the layout and parameters for the review structure it is often known as a
skeleton file.

Defense engineering traditionally develops the product structure from the top down. The
system engineering process prescribes a functional decomposition of requirements and
then physical allocation of product structure to the functions. This top down approach
would normally have lower levels of the product structure developed from CAD data as a
bottom up structure or design.

Both-Ends-Against-The-Middle design

Both-Ends-Against-The-Middle (BEATM) design is a design process that endeavors to

combine the best features of Top-Down design, and Bottom-Up design into one process.
A BEATM design process flow may begin with an emergent technology which suggests
solutions which may have value, or it may begin with a top-down view of an important
problem which needs a solution. In either case the key attribute of BEATM design
methodology is to immediately focus at both ends of the design process flow: a top-down
view of the solution requirements, and a bottom-up view of the available technology
which may offer promise of an efficient solution. The BEATM design process proceeds
from both ends in search of an optimum merging somewhere between the top-down
requirements, and bottom-up efficient implementation. In this fashion, BEATM has been
shown to genuinely offer the best of both methodologies. Indeed some of the best success
stories from either top-down or bottom-up have been successful because of an intuitive,
yet unconscious use of the BEATM methodology. When employed consciously, BEATM
offers even more powerful advantages.

Front loading design and workflow

Front loading is taking top-down design to the next stage. The complete control structure
and review structure, as well as downstream data such as drawings, tooling development
and CAM models, are constructed before the product has been defined or a project kick-
off has been authorized. These assemblies of files constitute a template from which a
family of products can be constructed. When the decision has been made to go with a
new product, the parameters of the product are entered into the template model and all the
associated data is updated. Obviously predefined associative models will not be able to
predict all possibilities and will require additional work. The main principle is that a lot
of the experimental/investigative work has already been completed. A lot of knowledge is
built into these templates to be reused on new products. This does require additional
resources “up front” but can drastically reduce the time between project kick-off and
launch. Such methods do however require organizational changes, as considerable
engineering efforts are moved into “offline” development departments. It can be seen as
an analogy to creating a concept car to test new technology for future products, but in this
case the work is directly used for the next product generation.

Design in context

Individual components cannot be constructed in isolation. CAD; CAiD models of

components are designed within the context of part or all of the product being developed.
This is achieved using assembly modelling techniques. Other components’ geometry can
be seen and referenced within the CAD tool being used. The other components within the
sub-assembly, may or may not have been constructed in the same system, their geometry
being translated from other CPD formats. Some assembly checking such as DMU is also
carried out using Product visualization software.

Product and process lifecycle management (PPLM)

Product and process lifecycle management (PPLM) is an alternate genre of PLM in

which the process by which the product is made is just as important as the product itself.
Typically, this is the life sciences and advanced specialty chemicals markets. The process
behind the manufacture of a given compound is a key element of the regulatory filing for
a new drug application. As such, PPLM seeks to manage information around the
development of the process in a similar fashion that baseline PLM talks about managing
information around development of the product.

Major commercial players

Total spending on PLM software and services is estimated to be above $15 billion a year,
but it is difficult to find any two market analysis reports that agree on figures. Market
growth estimates are in the 10% area.

Looking at segment split, currently most of the revenue generated is in the area of EDA
and high end MCAD (each above 15%), followed by AEC, low-end MCAD, and PDM
(each above 10%). The other notable segment is CAE at above 5%. It is however
predicted that the collaborative PDM and visualization areas will increase in dominance.

There are many companies that supply software to support the PLM process; the largest
by revenue are mentioned here. Some companies such as Dassault Systèmes ($1.7B),
Siemens PLM Software (formerly UGS) ($1.4B), PTC ($1.0B), Agile Software
Corporation (now part of Oracle Corporation), and SofTech, Inc. (.011B) provide
software products that cover most of the areas of PLM functionality. Some companies for
example MSC Software ($0.3B) and Altair Engineering ($0.15B), provide packages
specializing in specific topics. One company, Aras Corp offers Microsoft-based open
source enterprise PLM solutions, while others provide on-demand PLM (software as a
service) solutions. KnowledgeBench provides web-based PLM applications that are used
by pharmaceutical and food and beverage manufacturers. Additional unique offerings
include Selerant which specializes only in the process industry and provides formulation
optimization and regulatory management. Omnify Software's PLM incorporates
traditionally disparate systems (quality, training, corrective action/preventive action) to
augment support for regulatory compliance across all verticals. Other companies provide
web-based PLM solutions mainly for apparel, footwear, accessories, and consumer brand
manufacturers, including Centric Software.
Independent PLM solution providers such as Satyam, Atos Origin, Sopheon, and
Capgemini deliver PLM consulting and system integration services and help companies
to identify, design, implement, and operate appropriate PLM practices, processes and
technologies.

There are also companies whose main revenue is not from PLM but do attribute some of
their income from PLM software, such as SAP ($11B), SSA Global, Oracle Corporation,
and Autodesk ($1.5B). Other companies in this market, such as Satyam, Atos Origin,
IBM ($88.9B), EDS ($19.8B), NEC ($45B), Accenture, Infosys (INFY), Geometric,
L&T Infotech, Tata Consultancy Services (TCS), ITC Infotech , CSM Software , Wrench
Solutions and Cambridge Solutions(An Xchanging Company),Tata Technologies provide
outsourcing and consulting services some of which is in the field of PLM. 3DPLM is a
joint venture between Dassault systeme and Geometric to develop specialised PLM
solutions.

Many of these companies have emerged out of the CAD and PDM market. For a more
comprehensive list see List of CAD companies

Product life cycle management is the succession of strategies used by management and
as a product goes through its product life cycle. The conditions in which a product is sold
changes over time and must be managed as it moves through its succession of stages.

Product life cycle

The product life cycle goes through multiple phases, involves many professional
disciplines, and requires many skills, tools and processes. Product life cycle (PLC) has to
do with the life of a product in the market with respect to business/commercial costs and
sales measures; whereas product life cycle management (PLM) has more to do with
managing descriptions and properties of a product through its development and useful
life, mainly from a business/engineering point of view. To say that a product has a life
cycle is to assert four things:

that products have a limited life,

product sales pass through distinct stages, each posing different challenges, opportunities,
and problems to the seller,

profits rise and fall at different stages of product life cycle, and

products require different marketing, financial, manufacturing, purchasing, and human

resource strategies in each life cycle stage.

The different stages in a product life cycle are:

Stage Characteristics

1. Market costs are high

introduction stage
 slow sales volumes to start

little or no competition - competitive manufacturers watch for

acceptance/segment growth losses

demand has to be created

customers have to be prompted to try the product

makes no money at this stage

costs reduced due to economies of scale

sales volume increases significantly

profitability begins to rise

public awareness increases

2. Growth stage
competition begins to increase with a few new players in establishing
market

increased competition leads to price decreases

costs are lowered as a result of production volumes increasing and

experience curve effects

sales volume peaks and market saturation is reached

increase in competitors entering the market

3. Mature stage
prices tend to drop due to the proliferation of competing products

brand differentiation and feature diversification is emphasized to maintain

or increase market share

Industrial profits go down

4. Saturation and costs become counter-optimal

decline stage sales volume decline or stabilize

prices, profitability diminish

 profit becomes more a challenge of production/distribution efficiency than
increased sales

Request for deviation

In the process of building a product following defined procedure, an RFD is a request for
authorization, granted prior to the manufacture of an item, to depart from a particular
performance or design requirement of a specification, drawing or other document, for a
specific number of units or a specific period of time.

Market identification

A "micro-market" can be used to describe a Walkman, more portable, as well as

individually and privately recordable; and then Compact Discs ("CDs") brought increased
capacity and CD-R offered individual private recording...and so the process goes. The
below section on the "technology lifecycle" is a most appropriate concept in this context.

In short, termination is not always the end of the cycle; it can be the end of a micro-
entrant within the grander scope of a macro-environment. The auto industry, fast-food
industry, petro-chemical industry, are just a few that demonstrate a macro-environment
that overall has not terminated even while micro-entrants over time have come and gone.
Lessons of the product life cycle (PLC)

It is claimed that every product has a life period, it is launched, it grows, and at some
point, may die. A fair comment is that - at least in the short term - not all products or
services die. Jeans may die, but clothes probably will not. Legal services or medical
services may die, but depending on the social and political climate, probably will not.

Even though its validity is questionable, it can offer a useful 'model' for managers to keep
at the back of their mind. Indeed, if their products are in the introductory or growth
phases, or in that of decline, it perhaps should be at the front of their mind; for the
predominant features of these phases may be those revolving around such life and death.
Between these two extremes, it is salutary for them to have that vision of mortality in
front of them.

However, the most important aspect of product life-cycles is that, even under normal
conditions, to all practical intents and purposes they often do not exist (hence, there needs
to be more emphasis on model/reality mappings). In most markets the majority of the
major brands have held their position for at least two decades. The dominant product life-
cycle, that of the brand leaders which almost monopolize many markets, is therefore one
of continuity.

In the criticism of the product life cycle, Dhalla & Yuspeh state:

...clearly, the PLC is a dependent variable which is determined by market actions; it is not
an independent variable to which companies should adapt their marketing programs.
Marketing management itself can alter the shape and duration of a brand's life cycle.

Thus, the life cycle may be useful as a description, but not as a predictor; and usually
should be firmly under the control of the marketer. The important point is that in many
markets the product or brand life cycle is significantly longer than the planning cycle of
the organisations involved. Thus, it offers little practical value for most marketers. Even
if the PLC (and the related PLM support) exists for them, their plans will be based just
upon that piece of the curve where they currently reside (most probably in the 'mature'
stage); and their view of that part of it will almost certainly be 'linear' (and limited), and
will not encompass the whole range from growth to decline.

Limitations

The PLC model is of some degree of usefulness to marketing managers, in that it is based
on factual assumptions. Nevertheless, it is difficult for marketing management to gauge
accurately where a product is on its PLC graph. A rise in sales per se is not necessarily
evidence of growth. A fall in sales per se does not typify decline. Furthermore, some
products do not (and to date, at the least, have not) experienced a decline. Coca Cola and
Pepsi are examples of two products that have existed for many decades, but are still
popular products all over the world. Both modes of cola have been in maturity for some
years.

Another factor is that differing products would possess different PLC "shapes". A fad
product would hold a steep sloped growth stage, a short maturity stage, and a steep
sloped decline stage. A product such as Coca Cola and Pepsi would experience growth,
but also a constant level of sales over a number of decades. It can probably be said that a
given product (or products collectively within an industry) may hold a unique PLC shape,
and the typical PLC model can only be used as a rough guide for marketing management.
This is why its called the product life cycle.
 CHAPTER-IV
DATA ANALYSIS & INTERPRETATION

FOR ORGANIZATION:
1. Organization will provide the information of the new developing products?
 Yes
 No
 If required

S.No Purpose No. of Respondents Percentage

1 Yes 87 87

2 No 13 13
 Total No. of Respondents 100 100%

Interpretation: From the data collected it is observed that 87% of

the Data on new products will be displayed, 10% of the data use for hide and 3 % of the
data use for if required.

2. How much time it requires to develop a new product process?

 Weeks
 Months
 Years

Purpose No. of Respondents Percentage

1 Weeks 10 10

2 Months 87 87

3 years 3 3

Total No. of Respondents 100 100%

Interpretation: From the data collected it is observed that 87% of the employees says
that it will take the months of time , 10% of the of the employees says that it will take the
weeks of time , 3% of the of the employees says that it will take the years of time .

 Role of R&D in the new development process?

A) Total work
B) Only developing
C) Only design

Purpose No. of Respondents Percentage

1 Total work 95 95

2 5 5
Only developing
3 Only design 0 0

Total No. of Respondents 100 100%

Interpretation:

It is observed that 95% of the people feel that the R&D is affordable, and 5% of
people feel that the R&D of service is not affordable.

4. How much time it will take that the product from growth to maturity?

 Weeks
 Months
 Years

Purpose No. of Respondents Percentage

1 Weeks 10 10

2 Months 87 87

3 years 3 3

Total No. of Respondents 100 100%

Interpretation: From the data collected it is observed that 87% of the employees says
that it will take the months of time , 10% of the of the employees says that it will take the
weeks of time , 3% of the of the employees says that it will take the years of time .

5. If the product was in declaim stage what the organization will do?
  Modify the project
 Develop a new project
 Stop the project

Purpose No. of Respondents Percentage

1 Modify the project 55 55

Develop a new project
2 44 44
Stop the project
3 1 1

Total No. of Respondents 100 100%

Interpretation: From the data collected it is observed that 55% of the employees says
that Modify, 44% of the of the employees says that it will start new , 1% of the of the
employees says that stop the project .

FOR CUSTOMERS:
1.Whether the price of the service is?
 Affordable
 Not Affordable

S.No Price No. of Respondents Percentage

 1 Affordable 85 85

2 Not Affordable 15 15

Total No. of Respondents 100 100%

Interpretation:

It is observed that 85% of the people feel that the price of service is affordable,
and 15% of people feel that the price of service is not affordable.

2What is the purpose you are using Products of Kesoram cement Limited?
 Personal use
 Industrial use
  Other use

S.No Purpose of buying No. of Respondents Percentage

1 Personal use 87 87

2 industrial use 10 10

3 Other use 3 3

Total No. of Respondents 100 100%

Interpretation: From the data collected it is observed that 87% of the customers
usefor personal, 10% of the customers use their constructions use for rental and 3 % of
the buyers use for other use

3Who influenced in take the services of Kesoram cement Limited?


 Your self
 Family
 Friends
 Advertisement

S.No Influenced No. of Respondents Percentage

 1 Your self 48 48

2 Family 32 32

3 Friends 12 12

4 Advertisement 8 8

Total No. of Respondents 100 100%

Interpretation:

From the study it is observed that 48% is influenced by themselves, 36% feel that
the family place a vital role , and then comes to friends 12% and then advertisement 8%.
  Rate your satisfaction for the service provided by the Organization?

 Excellent
 Good
 O.K
 Poor

S.No Satisfaction level at service station No. of Respondents Percentage

1 Excellent 7 7

2 Good 61 61

3 O.K 24 24

4 Poor 8 8

Total No. of Respondents 100 100%

Interpretation:

From the survey conducted satisfied level at service center show at X-axis
and No. Respondents at Y-axis. 7 % of the consumers said excellent, 61% said
good and 24% and 8% of the consumers said ok and poor.
  Are you satisfied with service give by company?
 yes
 no

S.No Satisfied with mileage No. of Respondents Percentage

1 Yes 81 81

2 NO 19 19

Total No. of Respondents 100 100%

Interpretation:

It is observed that 81% of the respondents are satisfied with service given
by their and 19% are not satisfied with service given by their self.

 Express your satisfaction level on performance of organization?

 satisfied
  O.K
 Not satisfied

S.No Performance of your vehicle No. of Respondents Percentage

1 Satisfied 80 80

2 O.K 20 20

3 Not satisfied 00 00

Total No. of Respondents 100 100%

Interpretation:

It was observed that 80% of customers are satisfied on the overall

performance of the organization and 20% of the customers are at constant
(o.k).

 Comment on the prices charged at organization for products?

 High
 Medium
 Reasonable
  Low

S.No Comment on prices No. of Respondents Percentage

1 High 8 8

2 Medium 38 38

3 Reasonable 56 56

4 Low 2 2

Total No. of Respondents 100 100%

Interpretation:

It was observed that 8% of the respondents feel that the prices charged at service
station was high and 38% feel it is medium and 56% of the respondents feel that the
prices are reasonable cost and 2% feel that the prices are low.

 How is the performance of the executives?

 
 Excellent
 Good
 O.K
 Poor

S.No Performance of Executives No. of Respondents Percentage

1 Excellent 8 8

2 Good 62 62

3 O.K 23 23

4 Poor 7 7

Total No. of Respondents 100 100%

Interpretation:
 it is observed that 8% of the respondents feel that performance of executives is
excellent, 62% of the respondents said that performance of the executives is good,
23% the respondents said the performance of the executives is ok and 7% of the
respondents said that performance of the executives is poor.

CHAPTER-V

FINDINGS
SUGGESTIONS
CONCLUSION
BIBLIOGRAPHY
QUESTIONNAIRE
 FINDINGS

 The employees were satisfied with their new product development process.

 They feel good about performance of their organization

 Employees felt that there were opportunities for personal growth.

 The employees feel good about Production in the organization.

 The employees satisfied with team work of an organization.

 The employees feel good about communication process of the organization.

 R&D is helpful in improving the talent of an employee.

 The employee satisfied with the organization rate was given by superior.

 The employees felt that there were nil politics.

Over all their contribution towards organizations is highly considerable which

generally results and maintain good human relation and monitoring personnel

development and also the product development.

Finally we can conclude that employees are satisfied with Kesoram cement

Limited

SUGGESTIONS
  The organization should more focuses on new product development

programmers.

 The organization should focus on more opportunities for personal growth of an

employee.

 The management should focuses on improving the team work of an employee.

 The management should focuses on improving the communication process of the

organization.

 The management should more focuses on performance appraisal system to

develop employee talent.

 The management also should focuses on the Demand methods.

 The organization should focus on the total avoidance of the politics.

CONCLUSION
By the project entitled product life cycle in Kesoram cement Limited I concluded that
the life cycle of the products in the Kesoram cement Limited is limited only and the
production in the organization is also very well and the production materials are maintain
very food in the organization.

A few products in the Kesoram cement Limited are in the declaim stage but all the
remaining products are in maturity state. The company has to improve its quality and
other production maintenance such that the company may not attain the declaim state
forever.
 BIBLIOGRAPHY

BOOKS

 Marketing management – Philip Koptla

 Product brand management – Chunawala

 Marketing management – Namakumari

WEBSITES.

 www.kesoram.com
 www.nyse.com
 www.google.com

APPENDIX
 QUESTIONNAIRE

1. Name of the Employee :

2. Designation :

3. Department / Branch :

4. Age / Gender :

1. Organization will provide the information of the new developing products?

 Yes
 No
 If required

2. How much time it requires to develop a new product process?

 Weeks
 Months
 Years

3. Role of R&D in the new development process?

A) Total work
B) Only developing
C) Only design

4. How much time it will take that the product from growth to maturity?

 Weeks
 Months
 Years

5. If the product was in decline stage what the organization will do?

 Modify the project

  Develop a new project
 Stop the project

FOR CUSTOMERS:
1. Whether the price of the service is?
 Affordable
 Not Affordable

2. What is the purpose you are using Products of Kesoram cement Limited?
1. Personal use
2. Industrial use
3. Other use

3. Who influenced in take the services of Kesoram cement Limited?


1. Your self
2. Family
3. Friends
4. Advertisement

4. Rate your satisfaction for the service provided by the Organization?


 Excellent
 Good
 O.K
 Poor
5. Are you satisfied with service give by company?
 yes
 no

6. Express your satisfaction level on performance of organization?

 satisfied
 O.K
 Not satisfied

7. Comment on the prices charged at organization for products?

 High
 Medium
 Reasonable
 Low

8. How is the performance of the executives?


 Excellent
 Good
 O.K
 Poor
9. Suggestions for the company?

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