IBM Term Project Final

8/10/2019 IBM Term Project Final

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A

PROJECT REPORT ON

KIRLOSKAR BROTHERS LIMITED

Submitted To: - Submitted By:-

Prof. Raghuvir Singh PrasanjeetDeb

Chaitnya Deshpande

Aman Saathi

TAPMI SCHOOL OF BUSINESS

Manipal University Jaipur


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CHAPTER 1

ABOUT THE ORGANIZATON

1.1Companys Registered Office

Kirloskar Brothers Limited is an Indian firm based in Pune, established in 1888

and incorporated in 1920, KBL is a flagship company of $ 2.5 billion Kirloskar

Group. The market leader in fluid management, KBL provides complete fluid

management solutions for large infrastructure projects in the areas of water

supply, power plants, irrigation, oil & gas and marine & defence. It

manufactures industrial, agriculture and domestic pumps, valves and hydro

turbines. The companys registered office address is

Kirloskar Brothers Limited

Udyog Bhawan, Tilak Road

Pune-411002 Maharashtra India.

Email:[email protected]

Website:www.kirloskarpumps.com,www.kbl.co.in

Group Website:www.kirloskar.com

The companys corporate office is located at

Kirloskar Brothers Limited

YAMUNA Survey No.98 (3-7), Baner

Pune411045, Maharashtra, India

1.2Products Offered and Brand

Kirloskar Brothers Limited (KBL) is a world class pump manufacturing

company with expertise in engineering and manufacture of systems for fluid

management. Established in 1888 and incorporated in 1920, KBL is a flagship

company of the $2.1 billion Kirloskar Group. The market leader in fluid

management, KBL provides complete fluid management solutions for large
mailto:[email protected]:[email protected]:[email protected]://www.kirloskarpumps.com/http://www.kirloskarpumps.com/http://www.kirloskarpumps.com/http://www.kbl.co.in/http://www.kbl.co.in/http://www.kbl.co.in/http://www.kirloskar.com/http://www.kirloskar.com/http://www.kirloskar.com/http://www.kirloskar.com/http://www.kbl.co.in/http://www.kirloskarpumps.com/mailto:[email protected]


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infrastructure projects in the areas of water supply, power plants, irrigation, oil

& gas and marine & defence. It manufactures industrial, agriculture and

domestic pumps, valves and hydro turbines.

In 2003, KBL acquired SPP pumps, UK and established SPP INC, Atlanta,

USA, is a wholly owned subsidiary of SPP, UKand expanded its international

presence. In 2007 Kirloskar Brothers International B.V., The Netherlands and

Kirloskar Brothers (Thailand) Ltd., a wholly owned subsidiary in Thailand were

incorporated. In 2008, KBL incorporated Kirloskar Brothers Europe B.V., a

joint venture between Kirloskar Brothers International BV and Industrial Pump

Group, The Netherlands. In 2010, KBL further consolidated its global position

by acquiring 90% stakes in Braybar Pumps, SA. SPP MENA was established in

Egypt in 2012. KBL has a joint venture corporation with Ebara, Japan since

1988. Kirloskar Corrocoat Private Ltd. Is a joint venture cooperation withCorrocoat, UK since 2006. KBL acquired the Kolhapur Steel Limited in 2007

and Hematic Motors in 2010.

The company offers different kinds of products, which lies in the field of fluid

management. The products offered by KBL are:

Centrifugal Pumps

Valves

Motors

Alternators

Hydel Turbines

Turnkey Projects

Mobile Pump Controllers

There are no sub-brands of the company. Everything manufactured is sold under

the brand name of Kirloskar. There is no distinction between different kind of

products.

1.3Products for Overseas Market

Pumps manufactured by Kirloskar in India are offered to overseas market with

power modification for certain countries with same pumps being offered in

domestic market. There are over 5000 types of pumps Kirloskar manufacturers.

It has divided its pump into 4 types


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a) Agricultural Pumps:

b) Industrial Pumps

c) Domestic Pumps

d) Submersible Pumps

Within these divisions, the pumps are further classified into different types, viz.

Industrial segment is classified Fire pumps, Autoprime pumps, Oil and Energy

pumps. It has also differentiated its pumps by varying pip size, power

consumption and volume of water thrown per second to cater to the needs of

different customers. Kirloskar has divided all of its pumps into two different

categories:

a) MTS (Made To Sale): Those products which have demand in the market

and are fast moving. They are off the shelves within a month of reaching

the dealers.

b) MTO (Made To Order): Those pumps which are not in demand in the

market. A few customers require them, so they are manufactured as when

orders are placed by the customer. They are special pumps and generally

high-grade pumps.

Major Centrifugal pumps manufacturedSplit-case pumpsProcess pumps

Large Vertical Mixed flow pumps

Canned motor pumps

Metallic Volute pumps Concrete Volute pumps Primary / secondary moderator pumps for liquid sodium for fastbreeder reactor technology for Nuclear Power Plants

Kirloskar brothers limited has expanded itself globally by acquisitions of

different pump manufacturers across the globe. It has acquired UK based SPP

pumps in the year in the year 2003, Braybar pumps Limited in the year 2010and Micwaber784 (pty) Limited in the year 2009, all of which were once the

most successful pump manufacturer in their respective countries. These

companies have their own set of pumps to be offered in different market to cater

to the needs of different customers.

1.4Turnover

The revenue from operation of Kirloskar brothers limited is 17,516,340,754.

While from other sources the revenue generated is 54,616,152. The total

turnover of the company is about 1752 crore compared to 1872 crore inprevious year; a fall of 7% both in projects and product sector sales. Company


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was selective with orders and execution made it improve sales mix. This

strategy resulted in increasing sale of manufactured product from 60% in 2012-

13 to 66% in the year 2013-14.

Exports Activities

The Company has achieved total exports of about ` 960 million.

The Company continues to receive orders from the American, Europe and

African countries for Water Supply Projects, Irrigation and Process

industries. Our efforts have led to establishing OE approvals and supplies to

many of the Globally, well known Engineering Procurement and

Construction (EPC) companies like Bechtel, UDHE, Danieli, Air Products

etc. Our focus has also increased on the neighbouring countries like Nepal,

Bhutan, Bangladesh, Myanmar, Vietnam and Sri Lanka for export of thesmaller range of pumps.

We continue our Focus Africa programme, embarking upon Food

Sufficiency Programme across Africa with innovative solutions for concept

to commissioning under our Triple A philosophy of Appropriate,

Adaptable & Affordable pumping solutions. Malawi and Zimbabwe are the

specific countries on our radar and work is in progress here.

In the ASEAN region our footprint has been increasing over the years and our

reach in the countries has strengthened. During the past year, our special focushas been on Laos and Vietnam.

We are also pursuing Latin American markets. While the Company has been

successful in bagging repeat stock orders from specific countries from the

region, efforts are being made to spread its reach to other countries. We

consider Latin America of great importance for the quantum leap in our

export turnover.

Foreign exchange earnings and outgo

Earnings ` 1,183,501,806/-

Outgoing ` 932,906,519/-


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1.5Organization Structure


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2. About the Companys Business (H)


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No of countries operatingKirloskar Brothers has a presence in over 80 countries. Sellingelectrical equipment such water pumps.

What entry route it has taken in each country.The company has taken the route to enter the countries through

providing water pumping solutions and electrical equipment to theforeign market, which suits their needs and electrical norms

The company analyzed the foreign grounds before entering to lookfor areas where it can setup the operation for good sales andexpansion. It further went into analysis of market for understandingcustomer need and the price band based on economic performance

of the country.

It scanned for competition in the countries and established players,which were a potential threat to Kirloskar Brothers Ltd. Theyfurther analyzed the investment pattern and the capital required tostart up operations.

The entry route further depended on labor and channels fordistribution for movement of goods and pricing strategy.

The entry routes used across continents are:a. Merger

b. Acquisition for manufacturingc. Joint ventured. Buy outs of smaller competitione. Imports

Sales mostly to industries, wholesalers, agricultures andhouseholds

Size of business in each country.The size of business:1. India: Market capital : 2,092 cr

Percentage of market share in India: 41%2. Kenya3. Mena4. Egypt


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Competitors of products in each country.

The competitors are of water pumps:1. Crompton greaves

2.

KSB3. Dynamic4. Shakti5. Mather & Platt Pumps Ltd.6. Roto Pumps Ltd.7. WPIL Ltd.

How the Company has handled differences.

The company has handled different through various approachessuch as:1. Capitalize on the competition

Turning competitors into clients. Not all of the competitors maybe targeting the same clients you do. By learning about thecompetition. In return, sharing about your products and servicesgives competitors an opportunity to refer your small business totheir clients.

2. Study larger companies.A competitive business strategy that works across the board isexamining what other companies with more resources havedone in the past

What management approach the company uses.The different management approaches are:1. Human behavior approach2. Decision theory approach3. Management Science Approach4. Systems approach

5.

Operation approach

3. International Strategy(R)


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Discuss how regional trade blocks have helped this company to remaincompetitive ?

NO DATA AVAILABLE.6. Has this Company any time executed world bank or any multilateralsponsored projects. Please elaborate?

Kirloskar brothers ltd. have never executed any project with world bank or any

multilateral sponsored projects.

7. What all currency areas the Company operates. Has it faced anypayment problems in the past. How the Company handles foreign

currency risk ?

Africa Currency

Kirloskar Brothers Limited (Egypt Branch Office)

SVC

SPP Pumps (MENA) LLC, Egypt SVC

Kirloskar Kenya Limited, Kenya KES

Braybar Pumps (Pty) Limited, South Africa ZAR

SPP PUMPS, South Africa ZAR

ASIA

Kirloskar Brothers Limited, Cambodia KHR

Kirloskar Brothers Limited China RO Office CNY

Kirloskar Brothers Limited, Indonesia IDR

Kirloskar Brothers Limited, Laos LAK

SPP PUMPS Limited, Singapore SD

Kirloskar Brothers (Thailand) Limited THB

Kirloskar Brothers (Thailand) Limited, Vietnam - RO Hanoi

EUROPE

SPP Pumps France, France EUR

Kirloskar Pompen BV, Nederlands EUR


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SPP PUMPS Limited (UK Headquarters) GBP

MIDDLE EAST

SPP Pumps Limited, UAE SAR

SPP PUMPS, INC., USA USD

Kirloskar Brothers LLC, USA USD

There are no instances where the company went wrong in payment risksexperienced by Kirloskar Brothers Ltd.

Following study shows how foreign exchange risk is managed here in India.KBL also follows these steps

Once a firm recognizes its exposure, it then has to deploy resources in managingit. A heuristic for firms to manage this risk effectively is presented below whichcan be modified to suit firm-specific needs i.e. some or all the following toolscould be used.

develop a forecast on the market trends and what the main direction/trend isgoing to be on the foreign exchange rates. The period for forecasts is typically

6 months. It is important to base the forecasts on valid assumptions. Along withidentifying trends, a probability should be estimated for the forecast coming true

as well as how much the change would be.

actual profit or loss for a move in rates according to the forecast) and theprobability of this risk should be ascertained. The risk that a transaction wouldfail due to market-specific problems4 should be taken into account. Finally, theSystems Risk that can arise due to inadequacies such as reporting gaps andimplementation gaps in the firms exposure management system should beestimated.

its limits for handling foreign exchange exposure. The firm also has to decidewhether to manage its exposures on a cost centre or profit centre basis.

A cost centre approach is a defensive one and the main aim is ensure that cashflows of a firm are not adversely affected beyond a point. A profit centreapproach on the other hand is a more aggressive approach where the firmdecides to generate a net profit on its exposure over time.

firms then decides an appropriate hedging strategy. There are various financialinstruments available for the firm to choose from: futures, forwards, options and


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swaps and issue of foreign debt. Hedging strategies and instruments areexplored n a section.

which are but estimates of reasonably unpredictable trends. It is imperative to

have stop loss arrangements in order to rescue the firm if the forecasts turn outwrong. For this, there should be certain monitoring systems in place to detectcritical levels in the foreign exchange rates for appropriate measure to be taken.

review based on periodic reporting. The reports mainly include profit/ lossstatus on open contracts after marking to market, the actual exchange/ interestrate achieved on each exposure, and profitability vis--vis the benchmark andthe expected changes in overall exposure due to forecasted exchange/ interestrate movements. The review analyses whether the benchmarks set are valid

Based on inputs from Kshitij Consultancy Services

For example, the foreign exchange market of a developing country may behighly regulated and thus exposed to sudden swings due to frequent policychanges.

Corporate Hedging for Foreign Exchange Risk and effective in controlling theexposures, what the market trends are andfinally whether the overall strategy is

working or needs change.

8. Product Decision in International Markets.

Product line offered in each market.

- Following are the products offered by KBL

PumpsEngines

Compressors

Chillers

Valves

Pig Iron

Construction

Transmissions


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Automobiles Through A Joint Venture With Toyota

Infrastructure Pumping Projects

Bridges & Flyovers

Submarine Pipelines

Construction

Tax Concessions

State cabinet minister V.S. Acharya said The cabinet has decided

to give Rs 9 crore tax relief to the Toyota joint venture on importof tools and machinery valued at Rs 450 crore. With this,

cumulative tax concessions extended to the company during thelast two years will be Rs 89 crore, He also said Toyota hascommitted to invest Rs.4,043 crore in its second plant tomanufacture Etios car in hatchback and sedan versions, with aninstalled capacity of 70,000 units per annum,

Pricing Methods:

Cost-plus pricing- Set the price at your production cost, including

both cost of goods and fixed costs at your current volume, plus a

certain profit margin Target return pricing- Set your price to achieve a target return-

on-investment (ROI)

Value-based pricing - Price your product based on the value itcreates for the customer

Psychological pricing - Ultimately, you must take intoconsideration the consumer's perception of your price

Positioning- If you want to be the "low-cost leader", you must be

priced lower than your competition

Popular price points - There are certain "price points" (specificprices) at which people become much more willing to buy a certaintype of product

Fair pricing- Sometimes it simply doesn't matter what the valueof the product is, even if you don't have any direct competition

10. Advertising and Promotions

(i) Change in advertising strategy from one country to another


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No marketing strategy is intended to be unchangeable or evergreen. Infact, marketers recognize that each element of the strategy reflects currentcircumstances that are almost certain to evolve over time. Among thecircumstances most likely to trigger strategic change are new characteristics of

the target market, technological advances, competition and a change in theorganization's mission.

Various countries have various factors which influence the purchasingdecision of the customer. Accordingly, companies have to modify theiradvertising startegies in order to focus on the target customer.

For connection with the local market, kirloskars always tried to use the locallanguage for the advertising purpose. Music backgrounds used were specific to

the nation where it was aired.

Source : Youtube.com

(ii) Comparison of media cost among nations (at least 3 countries)

11. HR Strategy (H)

(i) Compensation policy

Kept confidential

(ii) Recruitment source & strategy.

The company follows a strategy of recruiting number as the need arises for

dedicated projects and client requirement, at higher positions it is usually filled

through succession planning or external sourcing, whichever suits the best

possible answer for the situation.

The sources for recruitment are:

1. Fresher/Graduate/Engineer

1.

Campus placements2. External agencies

3. Advertisements

4. Invitations

Strategy: To attain fresh blood with innovative ideas and self-motivated to

move through tasks quickly and obtain desired results with utmost quality and

precisely

2.

Candidates with Experience1. Internal Sourcing


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2. Referrals

3. Promotions

Strategy: To fulfill the positions using internal employees or source employees

from referral to ensure employee commitment by generating sense ofinvolvement in employee joining and promotion indicating excel in work done.

Also, the external sourcing is performed to fulfill the position in case no eligible

candidacy is found.

(iii) Training & Development of employee.

The training of employees are done to impart new skillsets and help them

pipeline the skills to use of the benefit if the organizational.

Development is imparted to managers to enable them to improve the current

skills to match the changing market dynamics.

The different techniques are:

1.

On the job training2. Vestibule training

3. Class room training

4. Internship

(iv) Employee Engagement

Employee engagement is a property of the relationship between an organization

and its employees. An "engaged employee" is one who is fully absorbed by and

enthusiastic about their work and so takes positive action to further the

organization's reputation and interests.

Therefore Kirloskar takes the appropriate actions to check the engagement of

employees and constantly check the work done by them and ensure proper job

matching. The people is unsatisfied or un engaged is reassigned to the most

appropriate role in order to keep him working and firm to attain the maximum

efficiency.

(v) Employee retention


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Employee retention refers to the ability of an organization to retain the

employees.

In a business setting, the goal of employers is usually to decrease employee

turnover, thereby decreasing training costs, recruitment costs and loss of talent

and organizational knowledge. By implementing lessons learned from key

organizational behavior concepts employers can improve retention rates and

decrease the associated costs of high turnover. However, this isn't always the

case. Employers can seek "positive turnover" whereby they aim to maintain

only those employees who they consider to be high performers.

Different techniques used are:

1.

Focus on people development

2. Participation in management

3. Working conditions

4. Rewards and recognition given to the executives

5. Satisfaction with compensation level

Finance Strategy

(i)

Source of funds

Equity Share:

Particulars

Figures as at the

end of current

reporting period

ending onMarch 31, 2014

Figures as at theend of previous

reporting periodending on

March 31, 2013

Share Capital

Authorised

250,000,000 ) equity shares of250,000,000 ( `2/- each ( 2/-) each 500,000,000 500,000,000Issued, subscribed & fully paid up

,358,451 (79,358,451) equity shares of79 ` (/- each2 ` /-) each2 158,716,902 158,716,902

TOTAL 158,716,902 158,716,902

a) Reconciliation of share capital

ParticularsFigures as at the end of

current reporting period

ending on March 31, 2014

Figures as at the end ofprevious reporting period

ending on March 31, 2013

Number ` Number `

Shares outstanding at the beginning of the year 79,358,451 158,716,902 158,679,40279,339,701

Shares Issued during the year under ESOS - - 18,750 37,500

Shares outstanding at the end of the year 79,358,451 158,716,902 79,358,451 158,716,902


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RESERVES & SURPLUS

LONG TERM BORROWING

Particulars

Figures as at the endof current reporting

period ending onMarch 31, 2014

Figures as at the end ofprevious reportingperiod ending onMarch 31, 2013

Note : A-2

Reserves & Surplus

Capital Reserves)a( 172,443 172,443

4,000,000Capital Redemption Reserve)b( 4,000,000

)(c Securities Premium Reserve

Opening balance 406,726,159 403,910,847

Add : Securities premium credited on share issue - 2,815,312

Closing balance 406,726,159 406,726,159

)d( Share Options Outstanding Account

Opening balance ,394,85635 40,138,248

Less : Written back in current year 31,284,441 4,743,392

Closing balance 4,110,415 35,394,856

(e) General Reserve

Opening balance 5,731,453,426 5,688,005,700

Add : Transfer from Surplus 47,687,495 43,447,726

Closing balance 5,779,140,921 5,731,453,426

f Surplus)(

Opening balance 1,449,112,037 1,241,391,915Add : Net Profit for the current year 476,874,945 434,477,258

Balance available for appropriation 1,925,986,982 1,675,869,173

Less : Appropriations

Proposed dividend 198,396,128 158,716,902

Dividend distribution tax 32,132,101 24,592,508

Transfer to general reserve 47,687,495 43,447,726

278,215,724 226,757,136

Closing balance 1,647,771,258 1,449,112,037

TOTAL 7,841,921,196 7,626,858,921

`


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SHORT TERM LOAN

(ii) Profitability at each location

Amidst focus to ensure profitable growth with improvement in cash availability,KBL has taken a conscious decision of being selective in accepting project and

product orders which will ensure positive cash flow and result in targeted

profitability. It has decided to focus more on the promotion of its manufacturedproducts to get higher profitability. The payment terms have been changed to


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ensure better cash flow. The initiatives will help in reducing inventory andborrowings thereby enhancing better management of working capital, reductionin interest cost & higher profit margins. Introduction of new products withdifferentiated value proposition for the customers are being promoted. This has

started reaping benefits in terms of increased profit driven sales with good cashflow. KBL plans to strengthen its customer relationship management process toprovide world class after sales support with service & spares.

With all these initiatives we expect its consolidated revenue mix for its productbusiness to grow substantially from 69% to 80% by FY14 & ultimately itscontribution from its project business will reduce to a bare minimum by FY15& selective bidding will be made for orders with good payment terms (~90%

payment term in first year itself) which are profitable & cash positivethroughout its execution period.The profit of the company in FY 13-14 in India was 476,874,945 while in thesame year the total profit of company from foreign market was Euro 4,699,797.

(iii) Cost of funds

The interest rate paid by financial institutions for the funds that they deploy intheir business. The cost of funds is one of the most important input costs for afinancial institution, since a lower cost will generate better returns when thefunds are deployed in the form of short-term and long-term loans to borrowers.The spread between the cost of funds and the interest rate charged to borrowers

represents one of the main sources of profit for most financial institutions.

A cost of funds indexor COFIis a regional average of interest expensesincurred by financial institutions, which in turn is used as a base forcalculating variable rateloans. The interest rate on an adjustable rate mortgage,for example, is often linked to a regional COFI specified in the particular loandocuments. COFIs, in turn, are usually calculated by a self-regulatory agencylike Federal Home Loan Banks. In California, for example, manyhome mortgage loansare indexed to the Federal Home Loan Bank of San

Francisco. Interest rates on COFI loans and mortgages tend to fluctuate moreslowly than variable-rate loans linked to other indexes. An index used todetermine interest rate changes for some adjustable-rate mortgages. The 11thDistrict Cost of Funds Index was first introduced in December of 1982. It is a

National Monthly Median Cost of Funds defined as interest (dividends) paid oraccrued on deposits for Western American Financial Institutions. It is calculatedon the last day of the month. The cost of fund for KBL is estimated to be 408,540,690


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Operations Strategy :

(i) Plant locations

Location of

Plant

Holding

Company

Year of

Establishment

Products Manufactured

Kirloskarvadi KirloskarBrothers Limited

1910 Pumps, Diesel Engines

Dewas KirloskarBrothers Limited

1962 Alternator, three phase acinduction motor, water

pump, valves.Kolhapur The Kolhapur

Steel Ltd.(Acquired byKBL in 2007)

1965 Steel casing for Industries

Karad Karad Projectsand Motors Ltd.Acquired by KBLin 2010)

1973 Over 150 products relatedto rotating machines.

Shriwal KirloskarBrothers Limited 1993 Agriculture and DomesticPumps

Kondhapuri KirloskarBrothers Limited

2001 Industrial andSubmersible pumps,Valves

Kaniyur,Coimbatore

KirloskarBrothers Limited

2011 Domestic and agriculturepumps

Sanand,Ahmedabad

KirloskarBrothers Limited

2012 Centrifugal pumps

Table 1. Manufacturing Facilities of KBL in India


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Location of

Plant

Holding

Company

Year of

Establishment

Products Manufactured

Velsen Noord,

Netherland

Kirloskar

Brothers EuropeBV

2008 Pumping Solution.

Bangkok,Thailand

KirloskarBrothers(Thailand)Limited

2008 Pump Valves andRefrigerationCompressors

Johannesburg,South Africa

Braybar Pumps(Pty.) Limited

1990(Estd.)2010 (Acq.)

manufacturing of splitcase, multistage, endsuction & select rage of

slurry pumpsAtlanta,United Statesof America

SPP PumpsLimited

2013 end suction, horizontalsplit case, multi-stage andvertical turbine pumps.

Coleford,UnitedKingdom

SPP PumpsLimited

1875(Estd.)2003(Acq.)

Industry & AgriculturalPumps and repairs

Jebel Ali,United Arab,

Emirates

SPP PumpsLimited

All types of Pumps andvalves

Johannesburg,South Africa

SPP PumpsLimited

All types of Pumps andvalves

Table 2. Manufacturing Facilities of KBL Outside India

(ii) Technology

AUTHORISED REFURBISHMENT CENTRE

Authorised Refurbishment Centres (ARC) are a pioneering initiative to bringcomprehensive refurbishment and performance test facilities to customers.ARCs are one-stop shops to meet every contingency, reduce breakdown timeand ensure quicker, faster, proactive service delivery. The array of servicesoffered include, assembling and dismantling of pumps, overhauling,corrocoating, shot blasting, hydro testing, pump testing, impeller balancing andso on.

At these centres, the customers can get their products refurbished for life as wellas performance enhancement. The success of the first ARC at Baroda was

replicated across the country with more centres launched at key industriallocations like Jamshedpur, Surat and Delhi. With these centres in action,


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customers are saving precious time in getting pumps repaired from plants ofKBL and saving money in transportation.

The second Authorised Refurbishment Centre (ARC) was launched at NewDelhi. Like the one in Baroda, this ARC too is well equipped with state-of-the-

art facility to service, repair and improve efficiency for all small, medium andlarge pumps manufactured by KBL. With this facility in action, customers saveon transportation cost, can reduce their downtime and save energy withupgraded pumps.

$Kirloskar set up the Worlds Largest Water Pumping System for Tata Powers4,000 MW ultra-mega power project at Mundra in Gujarat. A mammoth 10.5million litres of water is circulated with the help of KBLs 10sets of ConcreteVolute Pumps every minute. The Coastal Gujarat Power Limited (CGPL), Tata

Powers wholly-owned subsidiary, which has implemented the 4000 MW (800MW x 5 units) UMPP requires an enormous amount of water to condense theheat generated in the production of power.

World's Largest Pumping Scheme at Sardar Sarovar Narmada Nigam Limited.KBL has been proudly associated in building the Worlds Largest PumpingScheme, the Sardar Sarovar Narmada Nigam Limiteds (SSNNL), SaurashtraBranch Canal (SBC) Pumping Scheme, in the state of Gujarat, India. KBL has

played a major role in this illustrious project by supplying 26 Concrete VolutePumps ,22 Vertical Turbine Pumps. The total system will lift 630,000 litres of

water per second, to provide irrigation to 540,000 hectares of land and drinkingwater to approximately 4,620 towns & villages.

Largest Vertical Turbine Pump for Hinduja National Power CorporationLimited. KBL bagged this prestigious order to manufacture the largest everVertical Turbine Pump in India. T . The Hinduja National Power CorporationLimited (HNPCL) is setting up a Thermal Power Plant of 2x520 MW atVisakhapatnam, Andhra Pradesh, India. This cooling water (CW) system

package is one of the world's largest offshore sea water pumping systems

pumping 182,000 m3/hr of sea water. It consists of four sets of functionalVertical Turbine Pumps each with a flow capacity of 45,500 m 3/hr driven by4600 kW/18P motor.Cooling Water System and Largest Motorised ButterflyValve for Jaypee Nigrie Super Thermal Power Project. KBL bagged theCooling Water System Package for the Jaypee Nigrie Super Thermal PowerProject. The project comprises 2 x 660 MW Super-critical in Singrauli districtof Madhya Pradesh. Through this project, KBL added another feather in its cap

by developing largest ever motorised Butterfly Valve (BFV) in thermal powerplants in India.


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(iii) Outsourcing

It outsources iron casting, steel casings, and alloy steel casings from BagreeAlloys Limited.

(iv)

Contract ManufacturingAs per the information provided, most of the parts are inhouse manufactured. Itearlier used to get mini domestic pumps manufactured from Mangla Pumps atdewas but it has recently set up a new manufacturing plant in Sanand Gujrat tomanufacture all domestic pumps innhouse.

(v) Installed capacity & capacity utilization (last three years)

We have established our latest manufacturing facility at Sanand, Ahmedabad.The targeted production capacity is 500 submersible pumps per day. The

capacity of small and medium pump division (SMPD) at Kirloskarvadiincreased from 1500 Units/month in 2011-12 to 3,000 Units/month in 2012-13.The actual despatched quantity in SMPD increased from 1500 units/month to1800 units/month in the same period.(vi) Various cost components (Raw material, labour & power etc)


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IBM Term Project Final

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