Data Warehousde

PROJECT REPORT On IMPORTANCE OF DATA WAREHOUSE IN

GANESHA ECOSPHARE LTD.

SUBMITTED TO

SHARDA INSTITUTE OF MANAGEMENT & TECHNOLOGY (GBTU CODE 725) IN PARTIAL FULLFILLMENT OF THE MASTER IN BUSINESS ADMINISTATION (MBA) By Name: PRATIBHA SINGH Roll No: 1172570023Under the Guidance of

Name of Internal Guide Mr. MANISH DIXIT Designation: IT HEAD MANAGER

Name of External Guide Mr. K.K.UPADHYAYA Designation: IT(GESL)

GAUTAM BUDDH TECHNICALUNIVERSITY, LUCKNOW JUNE 2012 i

EXECUTIVE SUMMARYDATA MANAGEMENT is an integral part of the functioning of any organization. To facilitate Decision making in this ever-competitive world it is imperative that managers have the right information at the right time to bridge the gap between need and expectation. To facilitate better flow of information adequate DATA WAREHOUSE is the need of the hour. Thus it is important to have an understanding of the DATA followed in an organization by all levels of management in order to take effective decisions. A data warehouse collects and processes data (information) and provides it to managers at all levels who use it for decision making, reporting, common query, planning, program implementation, analysis and control. To get a realistic and holistic view of the Data warehouse, we studied the Data of GANESH POLYTEX Ltd. To get a more detailed understanding of a particular function of the company, we studied the need, uses and benefits of Data warehouse with respect to the Material Department of the company. Stock Management was of prime focus in our study. The organization has traveled a long way from the days in 1990 when it was using simple keypunching machines. Significant improvements have been made in the application systems and infrastructure. From Batch processing to on-line systems, from IBM1401 to the latest UNIX and Windows 2003 based machines it has made timely transitions determined by available technologies and business requirements. The Data warehouse has greatly facilitated and synchronized the information flow in the organization and the management feels that it is has played a role in the growth and increased performance of the company.

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ACKNOWLEDGEMENTFirst of all, I would like to record my sincere regards for SHRI SHARAD SHARMA Joint Managing Director, Ganesha ECOSPHERE Limited, Kanpur for deputing me in this learning intensive project after assessing my capacity and capabilities. I also want to extend my gratefulness to Shri V.D.Khandelwal and Shri G. S. Shekhawat, Vice President, Ganesha Ecosphere Limited, Kanpur for providing me full guidance and Co-operation during the project whenever it was needed. We take here a great opportunity to express our sincere and deep sense of gratitude to Mr. K.K UPADHAYAY for giving us an opportunity to work on this project. The support & guidance from Sir, was of great help & it was extremely valuable. We take this platform to convey our gratitude to the officials of GANESH ECOSPHERE Limited for their prompt response and guidance. We would like to express our gratitude to my project guide Mr. K. K. Upadhyay, Ganesha Ecosphere Limited Kanpur, our collage SIMT and Prerana Trivedi maam, and other faculty member and my friends for their full co-operation. Without their outright support and prompt response, it would not be possible to do any justice as well as bring authenticity to the project.

THANK YOU ALL.

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TABLE OF CONTENTS

S.NO.1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

PARTICULARSINTRODUCTION OF FIBER & YARN INDUSTRY COMAPANY PROFILE INTRODUCTION OF DATA WAREHOUSE EXISTING SYSTEM IN GPL PROBLEM FACE BY GESL RESEARCH METHEDOLOGY SCOPE OF STUDY LIMITATION OF STUDY RESEARCH DESIGN

PAGE NO.1 9 58 64 80 92 93 93 94 96 104 105 106 107 108 119

DATA ANALYSIS AND INTERPRETATIONFINDINGS CONCLUSION RECOMENDATION REFRENCESS ANNEXTURE BIBLIOGRAPHY

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INTRODUCTION OF FIBER AND YARN MANUFACTURE INDUSTRIES

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Indian Manufacturing Industry ProfileThe Indian economy is firmly on the path of steady growth. Even during the last decade when other countries were in the grip of a massive slowdown, India continued to enjoy a comfortable economic position. This recent spurt in growth is propelled by radical reforms such as the removal of restrictions on foreign investment and industrial de licensing. Tailoring the EXIM policy to promote exports and aligning the import duties to meet WTO commitments further contributed to this development. The liberalization of the economy has opened new windows of opportunity for manufacturing sector. Increasingly the success of manufacturing industries is dependent on innovations, research and development. It is critical not only to remain competitive but also, significant advantages can be gained by developing and commercializing new technologies with a size of US $ 22 billion, the engineering sector exports stood at US $ 6.6 billion in 2001-02 and imports at US $ 4.9 billion the same year. Indian engineering manufacturing sector employs over 4 million skilled and semi-skilled workers. The engineering manufacturing sector comprises of heavy engineering (70%) and light engineering (30%). Indias growing integration with the global economy and the governments recognition that infrastructure needs to be overhauled are likely to ensure that the trend rate of growth increases in the next decade.

Importance of manufacturing sector in Indias economic growthThe structural transformation of the Indian economy over the last three decades has been spectacular growth of the services sector, which now accounts for about 50 per cent of the GDP. However, the rapid growth of the services sector much before the manufacturing industry attaining maturity is not a healthy sign. A knowledge -based

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economy cannot be sustained in the long run unless it is adequately supported by a growing manufacturing economy. Moreover, a service economy cannot continue to thrive on a long-term basis in a country where over 80 per cent of the population is education below the middle-school level. Some sectors, such as IT, ITES and pharmaceuticals, will compete globally, employing perhaps 2% of the population and bringing wealth to many parts of India. At the same time, around 60% of the population will remain dependent on the agricultural sector, sharing less than one-quarter of Indias GDP. Without reform, the agriculture will continue to suffer from endemic underemployment, low wages and monsoon dependency. This will result in continued urban migration, but without the development of an industrial sector this will lead to rising unemployment in the cities. Recognition that this pattern is unsustainable is growing. It is estimated that India needs to create 7-8 million new jobs each year outside agriculture to stay at its current unemployment level of 7 percent. The revival of manufacturing sector can create close to 2.5 Million new jobs every year. With the removal of all quantitative restrictions on imports and the falling import tariffs under the WTO regime, it is all the more important for the Indian industry to improve its competitive edge. The sheer volume of international trade with over 70 per cent of the seven trillion dollar market being in processed manufacturing, strongly indicates the necessity of developing global competitiveness in this sector. Thus the above 8% growth of manufacturing industry in India is critical to ensure healthy balance of income parity, employment generation and sustenance of growth.

Industrial growth-The manufacturing sector grew by 8.9% in 2004-05, comfortablyoutperforming the sectors long term average growth rate of 7%. The sector has remained

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one of the engines of economic growth since the start of 2005-06. Industrial growth averaged 7.1% per annum in the 1980s. It accelerated slightly to 7.6% per year in the first five years following the beginning of the economic policy reform process in 1991. In the second half of the 1990s industrial growth trended lower at around 5% per annum. However, since 2002-03 industrial growth has accelerated markedly on the back of recent strong GDP growth. Rising disposable incomes, easy access to finance and the changing attitudes of Indias rapidly rising middle class (with a traditional focus on savings) have resulted in a consumer lending boom. Industrial growth rose above 8% in 2004-05,with consumer durables and non -durables showing exceptionally strong growth. Capitalgoods production has been growing at double-digit rates since 2002-03, suggesting increased investment in the industrial sector and the economy as a whole.

Critical Issues for growthThe primary reason for Indian manufacturing not being competitive enough is the significant presence of small-scale unregistered manufacturing units across the entire spectrum, even in classically scale and capital-intensive segments. Such unregistered manufacturing accounts for 23 per cent of the total capital employed and 84 per cent of

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the workforce. Even the registered manufacturing sector is highly skewed towards low scale. Eighty five per cent of factories in India have less than USD 200,000 invested in plant and machinery. While this is not to belittle the value of small and medium enterprises, in India, a large number of such enterprises have been created because of artificial market distortions. The deliberate fragmentation of units has been detrimental to competitiveness. The other important reasons for the Indian manufacturing being not competitive enough include: Poor quality of transport infrastructure across all sectors including port facilities (where productivity is among the lowest in the world), surface roads, railways, airports and waterways. High cost of power. Industrial power continues to be among the most expensive in the world. It is about 50 per cent more expensive than in China. High cost of capital: It continues to be 10-12 % against international average of 68 %. The Government has to play a crucial role in providing the industry with a favorable investment climate in terms of better infrastructure support, institutional finance at affordable rates of interest, and designing fiscal policies aimed at promoting accelerated growth of the manufacturing sector. In particular, special efforts are needed to upgrade infrastructure facilities. At the same time, the manufacturing firms should concentrate on internal changes aimed at improving efficiency and reducing costs. For E.g. a CIIMckinsey study identifies the difference in labour productivity across multiple sectors between India and China from 10% in TV assembly to 360% in footwear.

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Following imperatives are required at firm level: Upgrading manufacturing technology levels Redesigning organization structures to enhance accountability and responsiveness Enhanced emphasis on attracting and retaining talent Evolving product-mix strategies, explicitly factoring in the opportunities in export markets Re-engineering core processes to dramatically improve efficiency and drive business value Enhancing quality focus and customer orientation.

Industry StructureAlthough reforms have reduced licensing and regulation, heavy industry is still dominated by public-sector enterprises. State-owned companies have accounted for the bulk of activity in steel, non-ferrous metals (virtually 100% for copper, lead and zinc, and about 50% for aluminum), shipbuilding, engineering, chemicals and paper. The government had pledged to reduce its holdings in non -strategic public-sector undertakings to a maximum of 26%, and to close down non-viable enterprises. Economic sectors: Manufacturing

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Profile of Key manufacturing sub-sectors-Automotive-The automotiveindustrys turnover stood at US$19.1bn in 2003 -04 and has been one of the fastest growing sectors in recent years. Rising income levels, continuing poor public transport systems, wider availability of car finance and the increase in the young population are the main drivers of growth. Total production of vehicles rose from 4.2 m units in 1998-99 to 7.3 m units in 2003 -04. The production of passenger cars stood at 842,000 units in 200304, followed by three-wheelers (340,000), commercial vehicles (275,000) and multipurpose vehicles (146,000). Most local product ion is sold domestically, but rising quality has contributed to a surge in vehicle exports, which registered growth rates of over 50% in 2002-03 and 2003-04.

TextilesTextiles account for around one -fifth of total export earnings. Because the government discriminated for decades against integrated textile mills, with the aim of helping cottage handlooms, most mills closed down. Mills currently produce only 4% of textiles output. Despite government assistance, the share of handlooms in total output is only 18%; the remaining is produced by power looms located in sheds outside the mills, which allow them to escape the restrictions. The phasing out of the Agreement on Textiles and Clothing (ACT) at the beginning of 2005 is likely to benefit the Indian textile industry. The industry has a natural competitive advantage in terms of a strong and large multifiber base, abundant cheap skilled labor and presence across the entire value chain of the industry ranging from spinning and weaving to the final manufacture of garments.

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PROFILE OF GANESHA ECOSPHERE LIMITED

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PROFILE OF GANESHA ECOSPHERE LTD.

M/s. Ganesha Ecosphere Ltd. (GESL) is a widely held listed company at BSE, incorporated on 30.10.1987

and it commenced commercial production during 1988 to produce Dyed & Doubled Yarn at Raipur (Rania),

Kalpi Road, Kanpur Dehat (U.P.) with an installed capacity of the plant at 391 tpa and 360 tpa respectively.

During 1995 it diversified into the business of manufacturing Recycled Polyester staple Fibre (Green Fibre)

through recycling of post-consumer pet bottle waste. The plant and technology was imported from Korea

and the initial capacity was of 6000 tpa, which was increased to 10800 tpa through expansion and

Debottlenecking. During 2006 company undertook expansion plan of Recycled PSF through setting up a new unit at Rudrapur (Uttrakhand). Expansion plan was completed in two phases first phase of 7200 tpa was started during

February, 2007 and second phase of 14400 tpa has been started during September, 2008. Company further

expanded its capacity of Rudrapur Unit by 18000 tpa, which has been commissioned during March, 2010.

Company is enjoying concessional CST @ 1%.

Company also expanded capacity of its Kanpur unit from 10800 tpa to 18000 tpa during 2008-09. At present, Company is having the following manufacturing facilities: -

Kanpur Unit:

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Yarn Processing - 2400 tpa Recycled Polyester Fibre - 18000 tpa

Rudrapur (Uttrakhand) Unit:

Recycled Polyester Fibre - 39600 tpa

GPL, with consolidated production capacity of 57600 tpa, is the largest player in the Recycled

Back ground Image:

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VISION

To become a Global Corporate citizen committed to recycle every PET bottle which is thrown into waste with world class recycling facilities and to create wealth for our stakeholders through conducting business around social and environmental concerns.

MISSION

To be a high performance organization by making the best use of resources and empowering people.

To be the preferred choice of our customers by providing world class customer services.

Innovative Research and technology development in our processes, products and applications.

Building relationships with stakeholders based on trust, transparency & ethical business conduct.

To contribute to the cause of making our planet a better place to live in for the present and future generations.

BOARD OF DIRECTORS

GPL was promoted by Shri Shyam S. Sharma, aged about 69 years, who brings 47 years experience and technical expertise in textile industry including 25 years with various Birla group companies in senior positions. GPL Board is having the prudent mix of executive and independent directors to focus the functions of governance and management. Apart from Mr. S.S. Sharma, other executive

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directors are Mr. V.D. Khandelwal, Mr. Sharad Sharma and Mr. Rajesh Sharma. Independent directors are, Mr. S.K. Kabra, Mr. Pradeep Goenka, Mr. V.N. Chandak and Mr.S.P. Arora. Mr. S.K. Kabra, Chartered Accountant, has worked for 25 years in Birla group textile companies at various positions and now running his own business. Mr. Pradeep Goenka is a renowned chartered accountant based at Kanpurhaving directorship in three more listed companies. Mr. V. N. Chandak is having 50 year experience in textile industry and he is presently looking after Indian Rayon Ltd. as President. Management team consists of well round team of qualified and experienced xecutives.Mr. S.P. Arora has 29 years of professional experience. He is presently holding the position of Managing Director of IFCI Venture Capital Funds Limited. Company is having manpower strength of 125 staff members and about 1000 workers at both the Units. Total staff strength is inclusive of 60% technical staff and rest 40% comprises of Managerial, Administrative and Marketing staff. Mr. Shyam Sunder Sharma, Chairman -cum-Managing Director

Mr. Shyam Sunder Sharma aged about 69 years is Post-graduate in commerce. He is a first generation entrepreneur and textile technocrat having management experience of over 47 years including 25 years with various Birla group Companies in senior positions. He is associated with the Company as Chairman-cumManaging Director since 1989. He is responsible for looking after the overall management, strategic planning and development of the Company.

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Mr. Sharad Sharma, Joint Managing Director

Mr. Sharad Sharma aged about 45 years is a commerce graduate and having more than 19 years experience in marketing of Yarn & Fibre. He is associated with the Company since inception and was appointed on the Board in 1992 as a Director. He was appointed as Joint Managing Director of the Company in 2004. He is responsible for overseeing the daily plant management and overall operations of the Company.

Mr. V.D. Khandelwal, Executive Vice -Chairman of the Company

Mr. V.D. Khandelwal aged about 62 years is Post-graduate in commerce. He possesses a rich experience of over 38 years in textile yarn trading. He has been serving the Company since inception and was appointed as Executive Vice-Chairman of the Company in 2008. He is responsible for overseeing the day to day management and business development of the Company.

Mr. Rajesh Sharma, Executive Director

Mr. Rajesh Sharma aged about 42 years is a commerce graduate and has rich experience spanning over 21 years in plant administration and operations. He is associated with the Company since inception and was appointed as an Executive Director of the Company in 2008. He is responsible for looking after the administration of the

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Companys Rudrapur unit. His achievements include the successful commissioning of the Rudrapur unit and further expansion thereat.

Mr. V. N. Chandak, Non Executive Independen Director

Mr. V. N. Chandak aged about 74 years is M.Com., LL.B. and has experience of over 37 years of working as a Senior President in Eastern Spinning Mills & Industries Ltd. Presently, he is looking after Rayon Yarn and Chemical business of Kesoram Industries Ltd. (a B.K. Birla Group Company) as President of its divisions namely Kesoram Rayon and Hindustan Heavy Chemicals. He was appointed on the Board of the Company in 2009.

Mr. Pradeep Goenka, Non Executive Independent Director

Mr. Pradeep Kumar Goenka aged about 57 years is a member of the Institute of Chartered Accountants of India. He brings rich professional experience of over 35 years in the field of finance and related consultancy services. He is a practicing Chartered Accountant. Presently, he is holding Directorship on the Board of several listed and non-listed companies from various industries including manufacturing and financial consultancy. He was appointed on the Board of the Company in 2006.

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Mr. S. K. Kabra, Non Executive Independent Direc tor

Mr. S. K. Kabra aged about 67 years is B.Com., LL.B. and is also a member of the Institute of Chartered Accountants of India. He brings rich professional experience of over 43 years in textile industry.He had been Managing Director for over 11 years in Shree Manufacturing Company Ltd. and has over 25 years experience of working in various capacities in Birla Group Textile Companies. He has been running his own textile business since last 15 years. He was appointed on the Board of the Company in 1994.

Mr. S.P. Arora, Nominee Director

Age about 53 years, is a Post Graduate in Commerce, a Law Graduate, an Associate Member of the Institute of Company Secretaries of India, an Associate Member of ICWAI, a Diploma holder in Labour Laws and a Certified Associate of Indian Institute of Bankers. Shri Arora has 29 years of professional experience. He is presently holding the position of Managing Director of IFCI Venture Capital Funds Limited. He was appointed on the Board of the Company as Nominee Director in March, 2011.

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WASTE IS A TAX ON THE WHOLE PEOPLE

RECYCLING is the need of the hour

MANUFACTURING PROCESS

*Raw Material The company has tied up with franchisee vendors in different cities t o procure the PET waste bottles which is the main raw material.

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Raw material storage Yard:Inp u t r a w ma ter ia l - U sed P ET B o ttle s i n a Co mp r e s sed s ta te

Sorting & Washing: So r ti n gB o ttl es to r e mo ve no n - P ET Ma ter ia ls. S hred d i n g P ET B o ttl es to co n ver t in to Fl a ke s

Dryer section:Vac u u m d r yi n g i n t he d r ye r to re mo ve t he mo is t ure fro m th e fla ke s

Storage and dispatch of fiber: B a lesto r a ge a nd Lo ad i n g tr uc k s a s p er t he s ale

Fiber Line:Dra wi n g , Sp i n n i n g, Fi n is h i n g, Cri mp i n g, C u tt i n g fo r F i nal fib er

Spinning, winding and CAN Collection:Hea ti n g, me lt i n g, ex tr ud i n g to fo r m fila me nt

*Finished product finds application for spinning of yarn, stuffing in toys and other life st yle products like pillows, quilts, mattresses and furniture, non-woven carpets and fabrics, medical & packaging textile, geo tex tile, fur fabrics, construction and paper industry and other technical textile. CAPACITIES Division Recycled Polyester Staple fiber (RPSF) Capacity 39,600 TPA at Rudrapur 18,000 TPA at Kanpur Dyed Texturized / Twisted Filament Yarn 2,400 TPA at Kanpur

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A W A R D S A N D RE C O G I N I T IO N S GPL was conferred with the coveted SILVER SHIELD for Excellence in Financial Reporting by the Institute of Chartered Accountants of India by Shri Salman Khurshid, Honble Union Minister of State (I/C) for Corporate Affairs.The Annual Report and Accounts for the year ended March 31st, 2010 have been adjudged as the second best amongst the entries received under the Category Manufacturing Sector Turnover less than Rs. 500crores. Mr. Sharad Sharma, Joint Managing Director and Mr. Gopal Agarwal, Chief Finance Officer of the Company received the award on behalf of the Company. Moving up in value chain through setting up a Greenfield capacity for manufacturing spun yarn with an installed capacity of 25000 spindles Expanding Pet Bottle Recycling capacity by another 14400 tpa. Having established its pole position in the market, with the largest capacity, GPL is further looking forward to expand footprint to new geographies in the realm of national as well as international level to further scale up its business. Further, plans are afoot to integrate forward into downstream value added products like technical non-woven textile, geo textiles etc. To bolster margins. Exploring the possibilities to enter into recycling of other plastic waste. To achieve `10 bn revenue milestone over next 5 years.

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W he n w e heal th e ea rt h , w e h eal ou rse lves

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MILESTONES

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Polyester Staple Fiber, Raw White Grade A

Product Description:

Denier Cut length Tenacity Fused fiber Oil pick up Elongation Shrinkage

: : : : : : :

1.5D-1.8D 32-150mm 4.8-5.0 GPD