A PROJECT REPORT ON “STUDY OF EMPLOYEE SATISFACTION” FOR SYMTRONICS AUTOMATION PVT LTD. SUBMITTED TO IP UNIVERSITY IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR MASTER OF BUSINESS ADMINISTRATION (MBA) SUBMITTED BY MAHIMA MURMU (BATCH 2009-2011) ARMY INSTITUTE OF MANAGEMENT & TECHNOLOGY, PLOT NO M-l, POCKET P-5, GREATER NOIDA-201306 (UP) AUGUST 2010
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A
PROJECT REPORT
ON
“STUDY OF EMPLOYEE SATISFACTION”
FOR
SYMTRONICS AUTOMATION PVT LTD.
SUBMITTED TO IP UNIVERSITY IN PARTIAL FULFILLMENT OF THE
REQUIREMENTS FOR MASTER OF BUSINESS ADMINISTRATION (MBA)
SUBMITTED BY
MAHIMA MURMU
(BATCH 2009-2011)
ARMY INSTITUTE OF MANAGEMENT & TECHNOLOGY,
PLOT NO M-l, POCKET P-5, GREATER NOIDA-201306 (UP)
AUGUST 2010
STUDY OF EMPLOYEE SATISFACTION
ACKNOWLEDGEMENT
It gives me great pleasure in acknowledging the invaluable assistance expended to me by
various personalities in the successful completion of this report. “STUDY OF EMPLOYEE
SATISFACTION for SYMTRONICS AUTOMATION PVT LTD, PUNE”
I express my profound gratitude to Mr. Bhagwat (MD. SYMTRONICS AUTOMATION
PVT LTD, PUNE), who permitted me to conduct the project in his company. I am very
thankful to Mr. Hindurao Jadhav (G.M. SYMTRONICS AUTOMATION PVT LTD,
PUNE) Mr. H. V. Chaudhary (HR) who provided me guidance, advice and useful
comments that helped me in the successful completion of this report.
I am also thankful to Brig (Dr.) M. K. Kushwaha (Retd.) (Hon, Director of Army Institute
of Management & Technology, Greater Noida.) and I am thankful to Mrs. Renu Singh
(Faculty) whose dynamic guidance made the project possible.
The acknowledgement would be incomplete without rendering impartial gratitude to all those
who directly or indirectly helped me in completion of this project. The names I am not been
able to mention due to space limit shall remain exposed on the page of my mind reminding
me of their support and encouragement.
Mahima Murmu
AIMT, Greater Noida.
Date:
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CERTIFICATE OF ORIGINALITY
I ________________________ Roll No ___________________ class of 2009, a full time
bonafide student of first year of Master of Business Administration (MBA) Programme of
Army Institute of Management & Technology, Greater Noida. I hereby certify that this
project work carried out by me at ................................................................... and the report
submitted in partial fulfillment of the requirements of the programme is an original work of
mine under the guidance of the industry mentor _______________________. and faculty
mentor _____________________, and is not based or reproduced from any existing work of
any other person or on any earlier work undertaken at any other time or for any other
purpose, and has not been submitted anywhere else at any time.
(Students Signature)
Date:
(Faculty Mentors Signature)
Date:
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STUDY OF EMPLOYEE SATISFACTION
Executive Summary:
The subject of the project is study of employee satisfaction. This keeps the vital key in the development of any of the organization, specially the profit making organizations. Employees are the assets of the company. Employees are the essential part in making the mission of the organization come true; performance of the company depends up on performance of the employees working there. The output of the organization is exactly related with performance given by the employees. The performance of the employees depends upon the various factors. These factors lead to the satisfaction of the employees. If all the employees and workers in the organization are satisfied, they surely work considering that this organization is mine, I am the part of it and start contributing for achieving the goals of the organization. So the study of employee satisfaction keeps great importance.
SYMTRONICS started as a small firm in 1970, with a range of transistorized control instruments as its product line. As far back as 1972, we installed one of the first electronic traffic signaling systems in the city of Pune, and pioneered this line in the Indian market. Expanding from this base, the company today is a professionally managed organization with a modern manufacturing factory at Bhosari, Pune, in Western India.Symtronics has designed and supplied a large number of electronic systems for the Indian Navy over the past two decades. Symtronics has dedicated its major corporate energies for development and manufacture of special control systems for defence applications.
The major objectives of the project include study of the factors affecting the satisfaction, studying the employees and workers view about satisfaction with their organization and finding area for development etc. This project gives the theoretical knowledge about the subject Employee Satisfaction which includes detailed meaning, its benefits and importance
Research methodology is the systematic and scientific search for pertinent information on a specific topic. It includes surveys and fact finding through primary and secondary data. The tools implemented for the study are the questionnaires and interviews. The selection of sample was on random basis, total sample sizes of 12 employees were taken for interview, 6 employee from management level and 6 employees from worker level. The questionnaires based on likert scale were distributed randomly among 40 employees of SYMTRONICS. This is followed by conclusion and suggestion. The present study is an attempt to study the employee satisfaction with their organization. As the research is carried out I found employees are satisfied in company. Maximum percentages
of employees are happy with their work. They are having some demands but company is also trying to take care of it. With time development and changes has been observed in the company.
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LIST OF CONTENT
S.NO CONTENT PAGE NO.
1 OBJECTIVE OF STUDY 7
2 INTRODUCTION
2.1 INTRODUCTION TO EMPLOYEE SATISFACTION
2.2 EMPLOYEE SATISFACTION ANALYSIS
2.3 TECHNIQUES USED TO MEASURE EMPLOYEE
SATISFACTION
2.4 IMPORTANCE OF EMPLOYEE SATISFACTION
2.5 COMPANY PROFILE
2.6 PRODUCTS OF SYMTRONICS
8-15
16-17
18-19
20-21
22-25
26-32
3 RESEARCH METHODOLOGY
3.1 SCOPE OF THE STUDY
3.2 STATEMENT OF PROBLEM
3.3 SOURCES & TOOLS OF DATA COLLECTION
3.4 SAMPLING TECHNIQUE
3.5 LIMITATIONS
33
34
34-35
35
36
4 ANALYSIS & INTERPRETATION 37-57
5 FINDINGS 58-59
6 CONCLUSION & RECOMMENDATIONS 60-62
7 BIBLOGRAPHY & ANNEXURE 63-68
LIST OF TABLES & FIGURES
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Table/Figures TOPIC Page NO.
Table no.1 Showing No. of Respondents for incentives. 38
Table no.2 Showing No. of Respondents for salary. 39
Table no.3 Showing No. of Respondents for lunch breaks, rest breaks. 40
Table no.4 Showing No. of Respondents for administration in the office.
41
Table no.5 Showing No. of Respondents for hygiene in washroom. 42
Table no.6 Showing No. of Respondents for work 43
Table no.7 Showing No. of Respondents for safe working conditions. 44
Table no.8 Showing No. of Respondents for job security. 45
Table no.9 Showing No. of Respondents for adequate medical facilities.
46
Table no.10 Showing No. of Respondents for recognition and appreciation.
47
Table no.11 Showing No. of Respondents involved in decision making by management.
48
Table no.12 Showing No. of Respondents satisfied with their roles and responsibilities.
49
Table no.13 Showing No. of Respondents for status and prestige in the organization.
50
Table no.14 Showing No. of Respondents happy with the working environment.
51
Table no.15 Showing No. of Respondents for receiving support/assistance in the company.
52
Table no.16 Showing No. of Respondents interested in the extra activities other than work.
53
Table no.17 Showing No. of Respondents for opportunities of advancement.
54
Table no.18 Showing No. of Respondents feel that my work is challenging
55
Table no.19 Showing No. of Respondents desire to be best at their job. 56
Table no.20 Showing No. of Respondents for achieving the best of their potential.
57
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1. OBJECTIVE OF THE STUDY
Title: Study of employee satisfaction.
To study the factors affecting the employee satisfaction.
Studying the employees view about satisfaction with their organization.
To find the reasons for dissatisfaction.
Finding area for development through study.
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2. INTRODUCTION
2.1 INTRODUCTION TO EMPLOYEE SATISFACTION
Employee satisfaction and retention are always been important issues for any organization.
After all, high levels of absenteeism and staff turnover can affect your bottom line, as temps,
recruitment and retraining take their toll. But few practices in fact, few organizations have
made job satisfaction a top priority that lies in front of them. Satisfied employees tend to be
more productive, creative and committed to their employers, and recent studies have shown a
direct correlation between staff satisfaction and patient satisfaction. Family physicians who
can create work environments that attract, motivate and retain hard-working individuals will
be better positioned to succeed in a competitive health care environment that demands
quality and cost-efficiency. What’s more, physicians may even discover that by creating a
positive workplace for their employees, they’ve increased their own job satisfaction as well.
HERZBRG’S THEORY:
In the late 1950s, Frederick Hertzberg, considered by many to be a pioneer in motivation
theory, interviewed a group of employees to find out what made them satisfied and
dissatisfied on the job. He asked the employees essentially two sets of questions:
1. Think of a time when you felt especially good about your job. Why did you feel that
way?
2. Think of a time when you feel that way?
From these interviews Hertzberg went on to develop a theory, that there are two dimensions
to job satisfaction: motivation and “hygiene issues. In other words, they can only dissatisfy if
they are absent or mishandled. Hygiene topics include company policies, supervision, salary,
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interpersonal relations and working conditions. These are issues related to the employee’s
work environment; motivators on the other hand, create satisfaction by fulfilling individuals
needs for meaning and personal growth. These issues are such as achievement, recognition,
the work itself, responsibility and advancement, once the hygiene areas are addressed, said
Hertzberg, the motivators will promote job satisfaction and encourage production.
APPLYING THE THEORY:
To apply Hertzberg’s theory to real-world practice, let’s begin with the hygiene issues.
Although hygiene issues are not the source of satisfaction these issues must be dealt with first
to create an environment in which employee satisfaction and motivation are even possible.
COMPANY AND ADMINISTRATIVE POLICIES
An organization’s policies can be the great source of frustration for employees if the policies
are unclear and unnecessary or if not everyone is required to follow them. Although
employees will never feel a great sense of motivation or satisfaction due to your policies, you
can decrease dissatisfaction in this area by making sure your policies are fair and apply
equally to all. Also, make printed copies of your policies-and-procedures manual so that it
will be easily accessible to all members of your staff. If you do not have a written manual,
create one, soliciting staff input along the way. If you might also compare your policies to
those of similar practices and ask yourself-whether particular policies are unreasonably strict
or whether some penalties are too harsh.
SUPERVISION:
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To decrease dissatisfaction in this area, you must begin by making wise decisions when you
appoint someone to the role of supervisor. Be aware that good employees do not always
make good supervisors. The role of supervisor is extremely difficult. It requires leadership
skills and the ability to treat all employees fairly. You should teach your supervisors to use
positive feedback whenever possible and should establish a set means of employee
evaluation and feedback so that no one feels singled out.
SALARY:
The old adage “you get what you pay for” tends to be true when it comes to staff members.
Salary is not a motivator for employees, but they do want to be paid fairly. If individuals
believe they are not compensated well, they will be unhappy working for you. Consult salary
surveys or even your local help-wanted ads to see whether the salaries and benefits you’re
offering are comparable to those of other offices in your area. In addition, make sure you
have clear policies related to salaries, raises and bonuses.
INTERPERSONAL RELATIONS:
Remember that part of the satisfaction of being employed is the social contact it brings, so
allow employees a reasonable amount of time for socialization (e.g. over lunch, cultural
activities). This will help them to develop a sense of camaraderie and teamwork. At the same
time, you should crack down on rudeness, inappropriate behavior and offensive comments. If
an individual continues to be disruptive, take charge of the situation, perhaps by dismissing
him or her from the practice.
WORKING CONDITIONS:
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The environment in which people work has a tremendous effect on their level of pride for the
work they are doing. Do everything you can to keep your equipment and facilities up to date.
Even a nice chair can make a world of difference to an individual’s psyche. Also, if possible,
avoid overcrowding and allow each employee his or her own personal space, whether it is a
desk, a locker, or even just a drawer. If you’ve placed your employees in close quarters with
little or no personal space, don’t be surprised that there is tension among them.
Before you move on to the motivators, remember that you cannot neglect the hygiene factors
discussed above. To do so you need be asking for trouble in more than one way. First, your
employees would be generally unhappy, second, your hardworking employees, who can find
jobs elsewhere, would leave, while your mediocre employees would stay and compromise
your practice’s success. So deal with hygiene issues first, then move on to the motivators:
WORK ITSELF:
Perhaps most important to employees motivation is helping individuals believe that the work
they are doing is important and that their tasks are meaningful. Emphasize that their
contribution to the practice result in positive outcomes. Share stories of success about how an
employee’s actions made a real difference in making a process better. Make a big deal out of
meaningful tasks that may have become ordinary. Of course employees may not find all their
tasks interesting or rewarding, but you should show the employee how those tasks are
essential to the overall processes that make the practice succeed. You may find certain tasks
that are truly unnecessary and can be eliminated or stream lined, resulting in greater
efficiency and satisfaction.
ACHIEVEMENT:
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One premise inherent in Hertzberg’s theory is that most individuals sincerely want to do
a good job. To help them, make sure you’ve placed them in positions that use their
talents and are not set up for failure. Set clear, achievable goals and standards for each
position, and make sure employees know what those goals and standards are. Individuals
should also receive regular, timely feedback on how they are doing and should feel they
are being adequately challenged in their jobs. Be careful, however, not to overload
individuals with challenges that are too difficult or impossible, as that can be paralyzing.
RECOGNITION:
Individuals at all level of organization want to be recognized for their achievements on the
job. Their successes don’t have to be monumental before they deserve recognition, but your
praise should be sincere. If you notice employees doing something well, take the time to
acknowledge their good work immediately. Publicly thank them for handling a situation
particularly well. Write them a kind mote of praise. Or give them a bonus, if appropriate.
You may even want to establish a formal recognition program, such as “employee of the
month.”
RESPONSIBILITY:
Employees will be more motivated to do their jobs well if they have ownership of their work.
This requires giving employees enough freedom and power to carry out their tasks so that
they feel they “own” the result. As individuals mature in their jobs, provide them
opportunities for added responsibility. Be careful, however, that you do not simply add more
work. Instead, find ways to add challenging and meaningful work, perhaps giving the
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employee greater freedom and authority as well.
ADVANCEMNENT:
Reward loyalty and performance with advancement. If you do not have an open position to
which to promote a valuable employee, consider giving him or her a new title that reflects the
level of work he or she has achieved. When feasible, support employees by allowing them to
pursue further education, which will make them more valuable to your practice and more
fulfilled professionally.
ABRAHAM MASLOW’S “NEED HIERARCHY THEORY”:
One of the most widely mentioned theories of motivation is the hierarchy of needs theory put
forth by psychologist Abraham Maslow. Maslow saw human needs in the form of a
hierarchy, ascending from the lowest to the highest, and he concluded that when one set of
needs is satisfied, this kind of need ceases to be a motivator.
As per his theory these needs are:
(i) Physiological needs:
These are important needs for sustaining the human life. Food, water, warmth, shelter, sleep,
medicine and education are the basic physiological needs which fall in the primary list of
need satisfaction. Maslow was of an opinion that until these needs were satisfied to a degree
to maintain life, no other motivating factors can work.
(ii) Security or Safety needs:
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These are the needs to be free of physical danger and of the fear of losing a job, property,
food or shelter. It also includes protection against any emotional harm.
(iii) Social needs:
Since people are social beings, they need to belong and be accepted by others. People try to
satisfy their need for affection, acceptance and friendship.
(iv) Esteem needs:
According to Maslow, once people begin to satisfy their need to belong, they tend to want to
be held in esteem both by themselves and by others. This kind of need produces such
satisfaction as power, prestige status and self-confidence. It includes both internal esteem
factors like self-respect, autonomy and achievements and external esteem factors such as
states, recognition and attention.
(v) Need for self-actualization:
Maslow regards this as the highest need in his hierarchy. It is the drive to become what one is
capable of becoming; it includes growth, achieving one’s potential and self-fulfillment. It is
to maximize one’s potential and to accomplish something.
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As each of these needs is substantially satisfied, the next need becomes dominant. From the
standpoint of motivation, the theory would say that although no need is ever fully gratified, a
substantially satisfied need no longer motivates. So if you want to motivate someone, you
need to understand what level of the hierarchy that person is on and focus on satisfying those
needs or needs above that level.
Maslow’s need theory has received wide recognition, particularly among practicing
managers. This can be attributed to the theory’s intuitive logic and ease of understanding.
However, research does not validate this theory. Maslow provided no empirical evidence and
other several studies that sought to validate the theory found no support for it.
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2.2 EMPLOYEE SATISFACTION ANALYSIS
Employee satisfaction surveys have become the main tool for any entrepreneur to assess the
satisfaction of the employees of the company. Mostly the employee satisfaction surveys are
conducted by the human resources departments of the companies.
If you are assessing the level of job satisfaction of your employees, you are probably
interested in knowing exactly what matters most to them. This information is critical to
understanding exactly what you need to fix. To simply measure what employees are most
and least satisfied with is not enough. You might find that your employees are quite
dissatisfied with some aspect of their jobs, but that the thing they are unhappy with is not
really that important to them. Or you might find that your employees are moderately satisfied
with some other aspect of their jobs, but you also learn that this is the most important thing to
them and therefore an area to focus on improving. I think it’s very important, as this is done
without any names on it, people can vent their feeling out which they don’t do usually.
As all of us know, the satisfaction of the employees is a key factor for the success of any
company. A recent study revealed a high dependence on the success (in terms of profits) of
the company with the satisfaction of its staff. The best way to get the feelings of the staffs is
employee satisfaction survey. There are few factors, which could not be missed in the
employee satisfaction surveys. There should be questions based on these factors in the
employee satisfaction surveys. There should be employee satisfaction survey questions about
the payments and perks. Are they enjoying the financial freedom?
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Working environment: One of the employee satisfaction survey questions should address
the sufficiency of the facilities and amnesties in the company.
Interpersonal relations: The employee satisfaction survey questions about the relations
between the employees are very important. It should not be missed in employee satisfaction
surveys. Management: It is very important whether the management is efficient or not in
their view point. So there should be employee satisfaction survey questions on it.
Improvement: The employee satisfaction surveys should ask the employees their
suggestions to improve the working of the company.
Other facilities: There should be specific questions in the employee satisfaction surveys
regarding conveyance, medical and canteen facilities. Finally employee satisfaction surveys
should find out whether the employees feel that they are integral part of the company. This
only will tell whether they are satisfied fully with the company and its functions.
Employee satisfaction is supremely important in an organization because it is what
productivity depends on. If your employees are satisfied they would produce superior quality
performance in optimal time and lead to growing profits. Satisfied employees are also more
likely to be creative and innovative and come up with a breakthrough that allows a company
to grow and change positively with time and changing market conditions.
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2.3 TECHNIQUES USED TO MEASURE EMPLOYEE SATISFACTION
We can conduct employee satisfaction survey by methods as follows:
1. Job in General Scale (JIG)
• Job In General Scale is a method of employee satisfaction and developed as a
global measure of job satisfaction.
• JIG is similar to JDI, it introduced 1969 by Smith, Kendall, & Hulin, was modified
in 1985 by the JDI Research Group.
2. Job Descriptive Index (JDI)
1. Job Descriptive Index is a scale used to measure five major factors associated with
job satisfaction: Work itself, Supervision, Pay, Promotion, Co-workers.
2. The JDI was first introduced in 1969 and since then has been used by over 1,000
organizations in many sectors.
3. Satisfied / dissatisfied method
In this method, you just send a question form that include:
• What is good thing in our company?
• What is not good one in our company?
This method is suitable for “emergency events” and you need result in a short time.
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4. Interview method
This method is used for:
• Review all data collected from other method..
• Review key person.
5. Minnesota Satisfaction Questionnaire (MSQ)
• The Minnesota Satisfaction Questionnaire (MSQ) is designed to measure an
employee’s satisfaction with their particular job.
• Method includes 100 items measuring 20 facets of job satisfaction.
• There are three version are available: two long forms (1977 version and 1967
version) and a short form.
I have used the Interview method and Questionnaire method to measure an employee’s
satisfaction level with their particular job in the organization. A set of questionnaire with 20
questions were distributed among all the employees and workers of the SYMTRONICS. An
interview has been conducted of 12 employees, 6 from management level and 6 from
worker level. This method will help in reviewing the data collected from other sources.
The most simplistic and most effective is ASK! Most employees will not vent grievances in a
one to one or group discussion. Therefore to break the dilemma I used a simple tick box
questionnaire where the employee can place an X in a multi-choice box and also use a text
box where they can write some comment as an answer. Collate using a spreadsheet and there
you have employee feedback which can be used to inform the company business plan
without risking false feedback
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2.4 IMPORTANCE OF EMPLOYEE SATISFACTION
Employee satisfaction surveys help employers measure and understand their employees'
attitude, opinions, motivation, and satisfaction, after getting the results the employer is able
to know if people working there are happy or not, what they like most about the organization
and area of improvement to control attrition and retain people. Management should know if
employees have job satisfaction or not.
Why is employee satisfaction important?
Purpose / benefits of employee satisfaction include as follows:
1. Importance of employee satisfaction for organization
• Enhance employee retention.
• Increase productivity.
• Increase customer satisfaction
• Reduce turnover, recruiting, and training costs.
• Enhance customer satisfaction and loyalty.
• More energetic employees.
• Improve teamwork.
• Higher quality products and/or services due to more competent, energized employees.
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2. Importance of employee satisfaction for employee
• Employ will believe that the organization will be satisfying in the long run
• They will care about the quality of their work.
• They will create and deliver superior value to the customer.
• They are more committed to the organization.
• Their works are more productive.
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2.5 COMPANY PROFILE
Company:
SYMTRONICS AUTOMATION PVT LTD provides end to end solutions for all
control applications on-board ships. From primary sensor to final control elements. From
simple on-off control to complex closed loops. Symtronics provide reliable, appropriate and
economical systems solutions.
SYMTRONICS started as a small firm in 1970, with a range of transistorized control
instruments as its product line. As far back as 1972, we installed one of the first electronic
traffic signaling systems in the city of Pune, and pioneered this line in the Indian market.
Expanding from this base, the company today is a professionally managed organization with
a modern manufacturing factory at Bhosari, Pune, in Western India.
Established in the 1970’s Symtronic has now grown into a professionally managed lectronics
manufacturing company with a trained workforce of over 50 people. Symtronics engineers
are very conversant with embedded systems technologies including microprocessors, linear
and digital circuits, software engineering, VME 64 architecture and RTOS, integration and
installation.
The Symtronics team has diverse skills and specialized experience working on ships during
new construction as well as refits.
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Symtronics engineers have experience on a variety of ships including Centaur class Aircraft
Carriers, Tarantula I missile boats and corvettes, Sovremenny and Kashin class destroyers,
krivak class frigates and leanders, kilo and 209 class submarines etc.
Symtronics undertakes turn-key contracts for refurbishment and modernization of complete
instrumentation on-board ships. Instrumentation and controls for engine rooms, bridge,
wheelhose, DA compartments, Boilers, Compressors etc. Feasibility studies are conducted by
our engineers to propose the most economical and effective solutions. Technologies are also
being applied to army and air-force applications.
SYMTRONICS has been working to bridge the gap between the user needs and available
technological solutions for over twenty years. Our product lines span widely different