INDUSTRIAL ATTACHMENT REPORT

MECHANICAL AND MANUFACTURING ENGINEERING

NAME: ENOCK KIPNGENO YEGON

REG NO: J40-6391-2015

FIRM: ROYAL MABATI FACTORY LTD.

PERIOD: 3RD JUNE 2019 -28TH AUGUST 2019

DATE FOR REPORT SUBMISSION 23RD SEPTEMBER 2019

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 ACKNOWLEDGEMENT
This industrial attachment was successful due to cooperation and support of a number of people

who have enabled me gain more than what the scholastic or industrial aspects of program could

have given.

First of all, I would like to appreciate the Almighty God for the charitable time and strength,

aptitude and persistence for magnificently completing my industrial attachment and report

compilation, I would have done nothing if it was not for His will power.

I wish to acknowledge my supervisor JACOB IRIUNGU and the entire team of the technicians

for enthusiastically sharing with me their experiences in insurance. I am sincerely indebted to

them for supporting and guiding me passionately throughout the entire attachment period.

Lastly, I would like to thank my parents with sincere gratitude for their absolute financial and

moral support on everything. God bless you all…

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 EXECUTIVE SUMMARY

The industrial attachment report in broad-spectrum contains three chapters in which I try to

explain my three-month experience. The content of all chapters is broadly explained and it is

constructed from the practical basis of the site work ended all months.

The opening chapter entails history of the organization, main functions or core activities of the

host organization, vision, mission and core values of the institution, organizational structure of

the host institution, duties and responsibilities of the key personnel in the organization.

The second chapter entails the key functions/activities of the department, staff establishment of

the department in terms of the number of employees and their duties and responsibilities,

student’s main objectives for the attachment exercise and attaché’s assigned routine duties and

department’s participation forums.

The third chapter entails the success/failures of the attachment exercise, challenges encountered

by the student during the attachment period, how the challenges were solved and the

recommendation as to how the attachment exercise can be improved by the university.

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Table of Contents
CHAPTER ONE: INTRODUCTION 5
1.1 HISTORY OF THE ORGINIZATION 5
1.2 MAIN FUNCTIONS OF THE HOST ORGINIZATION 6
1.3 VISION, MISSION AND CORE VALUES……………………………………………………………………………………………..6
1.4 ORGINIZATIONAL STRUCTURE OF THE HOST ORGINIZATION……………………………………………….………..7
1.5 DUTIES AND RESPONSIBILITIES OF KEY PRSONNEL……………………………………………………………………….11

CHAPTER TWO: HOST ATTACHMENT DEPARTMENT 24

2.1 KEY FUNCTION OF DEPARTMENT 24
2.2 STAFF ESTABLISHMENT OF THE DEPARTMENT 26
2.3 STUDENT’S MAIN OBJECTIVES FOR ATTACHMENT…………………………………………………………….…………30
2.4 ATTACHE’S ASSIGNED ROUTINE……………………………………………………………………………………………………31
CHAPTER THREE: EVALUATION OF THE ATTACHMENT PERIOD………………………………………………………….32

3.1 SUCCESS AND FAILURES OF THE ATTACHMENT…………………………………………….……………………………..32

3.2 CHALLENGES ENCOUNTERED BY THE STUDENT…………………………………………….……………………………..34

3.3 HOW CHALLENGES WERE SOLVED………………………………………………………………………………………………..34

3.4 RECOMMENDATIONS…………………………………………………………………………………..………………………………35

REFERENCES………………………………………………………………………………………………………………………………………37

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CHAPTER ONE: INTRODUCTION
1.1 HISTORY OF THE ORGANIZATION

Royal Mabati Factory Ltd is a large scale private enterprise in production, sales and trade
industry was founded in 2016 in Kitengela town, Athi River. Towards the end of the year
2017, the company relocated to phase 3, Mombasa road, Mlolongo, opposite Signature mall.
The company in currently among the best companies in Kenya due to its quality products and
good services to their customers and has grown from a single roofing profile manufacturer to
the current state production of over eight roofing profiles and accessories.
The company have invested and introduced all profiling from sheets (Mabati) with colours to
adapt to the advanced manufacturing technique and control system to ensure that they only
produce the best products as per the current world-class standards. They work hard to be the
biggest construction materials manufacturer and assure its customers that they are the best
roofing (Mabati) manufacturers offering the same services but with a few innovations and
sophistication.
In all their operations, they try to implement a program of continuous improvement that
includes updating equipment and refining systems and processes to maximize productivity
and service delivery to their dear customers. They have committed their goals and objectives
towards the greater good of offering the best products and services to the rapidly growing
construction industry. Their products have high precision and quality not only excellent in
exterior decorative, compact ability and anti-corrosion but also have the character of high
paint adhesion to keep the bright and beautiful color for a long time.
Royal Mabati Factory Ltd don’t operate in isolation; they collaborate to ensure their
technologies and service delivery is aligned to consistently deliver high-quality products no
matter where they are delivered. They have partnered with leading construction supply
partner to provide that they are easily accessible.

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1.2 MAIN FUNCTIONS OR CORE ACTIVITIES OF THE HOST ORGANIZATION

Royal Mabati Factory Ltd manufacture a variety of roofing systems and roof accessories. They
manufacture quality box profile, Roman Long Tile, Colored brick tile, prepainted corrugated
mabati, ridges, valleys, (gauges 28, 30) nails and rubbers. Our roofing systems have high heat
resistance, and a long life span due to their perfectly coated high-grade aluminum, zinc, and
steel. The main core activities at the company are

 Production of stone coated roofing systems

 Production of different roofing profiles i.e roman profile, eurotile profile, bricktile
profile, box profile and corrugated iron sheets.
 Production of steel terrasse

1.3 VISION, MISSION STATEMENT AND CORE VALUESOF THE INSTITUTION

VISION

To be East Africa’s premier provider of coated and painted steel for roofing and building
solutions.

MISSION

To provide quality coated and painted steel solutions through innovations and best practices
enhancing value for all stake holders.

VALUES

We will strive for the highest standards of ethics, safety, compliance and quality and we will be
fair and caring towards employees, customers, shareholders, community, environment and other
stakeholders.

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1.3 ORGINIZATIONAL STRUCTURE OF THE HOST ORGINIZATION

1.3.1 LEVELS OF MANAGENENT

Top Level of Management

It consists of board of directors, chief executive or managing director. The top management is
the ultimate source of authority and it manages goals and policies for an enterprise. It devotes
more time on planning and coordinating functions.

The role of the top management can be summarized as follows -

 Top management lays down the objectives and broad policies of the enterprise.

 It issues necessary instructions for preparation of department budgets, procedures,

schedules etc.

 It prepares strategic plans & policies for the enterprise.

 It appoints the executive for middle level i.e. departmental managers.

 It controls & coordinates the activities of all the departments.

 It is also responsible for maintaining a contact with the outside world.

 It provides guidance and direction.

 The top management is also responsible towards the shareholders for the
performance of the enterprise.

Middle Level of Management

The branch managers and departmental managers constitute middle level. They are responsible
to the top management for the functioning of their department. They devote more time to

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organizational and directional functions. In small organization, there is only one layer of middle
level of management but in big enterprises, there may be senior and junior middle level
management. Their role can be emphasized as -

 They execute the plans of the organization in accordance with the policies and
directives of the top management.

 They make plans for the sub-units of the organization.

 They participate in employment & training of lower level management.

 They interpret and explain policies from top level management to lower level.

 They are responsible for coordinating the activities within the division or
department.

 It also sends important reports and other important data to top level management.

 They evaluate performance of junior managers.

 They are also responsible for inspiring lower level managers towards better
performance.

Lower Level of Management

Lower level is also known as supervisory / operative level of management. It consists of

supervisors, foreman, section officers, superintendent etc. According to R.C. Davis, “Supervisory
management refers to those executives whose work has to be largely with personal oversight and
direction of operative employees”. In other words, they are concerned with direction and
controlling function of management. Their activities include -

 Assigning of jobs and tasks to various workers.

 They guide and instruct workers for day to day activities.

 They are responsible for the quality as well as quantity of production.

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 They are also entrusted with the responsibility of maintaining good relation in the
organization.

 They communicate workers problems, suggestions, and recommendatory appeals

etc to the higher level and higher level goals and objectives to the workers.

 They help to solve the grievances of the workers.

 They supervise & guide the sub-ordinates.

 They are responsible for providing training to the workers.

 They arrange necessary materials, machines, tools etc for getting the things done.

 They prepare periodical reports about the performance of the workers.

 They ensure discipline in the enterprise.

 They motivate workers.

 They are the image builders of the enterprise because they are in direct contact

with the workers.

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1.3.2 ORGINIZATIONAL STRUCTURE

Managing
Director

Operation
Manager

Human Sale and

Production IT Finance Transport
Resource Marketing
Manager Manager Manager Manager
Manager Manager

Maintenance Sales Dispatch

Operators Drivers Mechanics
Technicians Clerks Clerks

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1.5 DUTIES AND RESPONSIBILITIES OF THE KEY PERSONNEL IN THE

ORGANIZATION

1.5.1 MANAGING DIRECTORS

The chief executive officer or just chief executive is the most senior corporate, executive, or
administrative officer in charge of managing an organization – especially an independent legal
entity such as a company or nonprofit institution. CEOs lead a range of organizations, including
public and private corporations, non-profit organizations and even some government
organizations. The CEO of a corporation or company typically reports to the board of directors
and is charged with maximizing the value of the entity, which may include maximizing the share
price, market share, revenues or another element. In the non-profit and government sector, CEOs
typically aim at achieving outcomes related to the organization's mission, such as reducing
poverty, increasing literacy, etc.

Responsibilities

 Direct and control the work and resources of the company and ensure the recruitment and
retention of the required numbers and types of well-motivated, trained and developed
staff to ensure that it achieves its mission and objectives.

 Prepare a corporate plan and annual business plan and monitor progress against these
plans to ensure that the company attains its objectives as cost-effectively and efficiently
as possible.

 Provide strategic advice and guidance to the chair and members of the board, to keep
them aware of developments within the industry and ensure that the appropriate policies
are developed to meet the company’s mission and objectives and to comply with all
relevant statutory and other regulations.

 Establish and maintain effective formal and informal links with major customers, relevant
government departments and agencies, local authorities, key decision-makers and other
stakeholders generally, to exchange information and views and to ensure that the
company is providing the appropriate range and quality of services.

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  Develop and maintain research and development programmes to ensure that the company
remains at the forefront in the industry, applies the most cost-effective methods and
approaches, provides leading-edge products and services and retains its competitive edge.

 Prepare, gain acceptance, and monitor the implementation of the annual budget to ensure
that budget targets are met, that revenue flows are maximized and that fixed costs are
minimized.

 Develop and maintain an effective marketing and public relations strategy to promote the
products, services and image of the company in the wider community.

 Represent the company in negotiations with customers, suppliers, government

departments and other key contacts to secure for it the most effective contract terms.

 Develop and maintain Total Quality Management systems throughout the company to
ensure that the best possible products and services are provided to customers.

 Develop, promote and direct the implementation of equal opportunities policies in all
aspects of the company’s work.

 Oversee the preparation of the annual report and accounts of the company and ensure
their approval by the board.

 Develop and direct the implementation of policies and procedures to ensure that the
company complies with all health and safety and other statutory regulations

1.5.2 OPERATION MANAGER

Operations management is an area of management concerned with designing and controlling the
process of production and redesigning business operations in the production of goods or services.
It involves the responsibility of ensuring that business operations are efficient in terms of using
as few resources as needed and effective in terms of meeting customer requirements. Operations
management is primarily concerned with planning, organizing and supervising in the contexts of
production, manufacturing or the provision of services.

It is concerned with managing an entire production system which is the process that converts
inputs (in the forms of raw materials, labor, and energy) into outputs or delivers a product or

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services. Operations produce products, manage quality and creates service. Operation
management covers sectors like banking systems, hospitals, companies, working with suppliers,
customers, and using technology. Operations is one of the major functions in an organization
along with supply chains, marketing, finance and human resources. The operations function
requires management of both the strategic and day-to-day production of goods and services.

In managing manufacturing or service operations several types of decisions are made including
operations strategy, product design, process design, quality management, capacity, facilities
planning, production planning and inventory control. Each of these requires an ability to analyze
the current situation and find better solutions to improve the effectiveness and efficiency of
manufacturing or service operations.

Responsibilities

 Provide inspired leadership for the organization.

 Make important policy, planning, and strategy decisions.

 Develop, implement and review operational policies and procedures.

 Assist HR with recruiting when necessary.

 Help promote a company culture that encourages top performance and high morale.

 Oversee budgeting, reporting, planning, and auditing.

 Work with senior stakeholders.

 Ensure all legal and regulatory documents are filed and monitor compliance with laws
and regulations.

 Work with the board of directors to determine values and mission, and plan for short and
long-term goals.

 Identify and address problems and opportunities for the company.

 Build alliances and partnerships with other organizations.

 Support worker communication with the management team.

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1.5.3 HUMAN RESOURCE MANAGER

Human resources managers plan, direct, and coordinate the administrative functions of an
organization. They oversee the recruiting, interviewing, and hiring of new staff; consult with top
executives on strategic planning; and serve as a link between an organization's management and
its employees

Human resource management is the strategic approach to the effective management of people in
a company or organization such that they help their business gain a competitive advantage. It is
designed to maximize employee performance in service of an employer's strategic objectives.
Human resource management is primarily concerned with the management of people within
organizations, focusing on policies and systems. Human resource departments are responsible for
overseeing employee-benefits design, employee recruitment, training and development,
performance appraisal, and reward management, such as managing pay and benefit systems.
Human Resource manager also concerns itself with organizational change and industrial
relations, or the balancing of organizational practices with requirements arising from collective
bargaining and governmental laws.

The overall purpose of human resources is to ensure that the organization is able to achieve
success through people. Human resource professionals manage the human capital of an
organization and focus on implementing policies and processes. They can specialize in finding,
recruiting, training, and developing employees, as well as maintaining employee relations or
benefits. Training and development professionals ensure that employees are trained and have
continuous development. This is done through training programs, performance evaluations, and
reward programs. Employee relations deals with the concerns of employees when policies are
broken, such as cases involving harassment or discrimination. Managing employee benefits
includes developing compensation structures, parental leave programs, discounts, and other
benefits for employees. On the other side of the field are human resource generalists or business
partners. These human resouce professionals could work in all areas or be labor relations
representatives working with unionized employees.

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 Responsibilities

As a manager of an important division of an organization, the duties are usually many and also
hold great importance in a company. Some of them are listed below,

 Correlating and planning to make the best use of the employee talents and skills

 Administer the work of support staff and specialists of their team

 Building a relationship between employee and organization management

 Guide in helping their team in recruiting and hiring employee workforce

 Moderate and act on employee benefit programs

 Avoiding and solving different types of conflicts arising in an organization

 Consulting with department managers over important organizational issues

1.5.4 PRODUCTION MANAGER

A product manager is a professional role which is responsible for the development of products
for an organization, known as the practice of product management. Product managers own the
business strategy behind a product (both physical and digital products), specify its functional
requirements and generally manage the launch of features. They coordinate work done by many
other functions (like software engineers, data scientists and product designers) and are ultimately
responsible for the business success of the product.

A product manager considers numerous factors such as intended customer or user of a product,
the products offered by the competition, and how well the product fits with the company's
business model. The scope of a product manager varies greatly, some may manage one or more
product lines and others (especially in large companies) may manage small components or
features of a product.

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 Responsibilities

 planning and organising production schedules

 assessing project and resource requirements

 estimating, negotiating and agreeing budgets and timescales with clients and managers

 ensuring that health and safety regulations are met

 determining quality control standards

 overseeing production processes

 re-negotiating timescales or schedules as necessary

 selecting, ordering and purchasing materials

 organizing the repair and routine maintenance of production equipment

 liaising with buyers and marketing and sales staff

 supervising the work of junior staff

 organizing relevant training sessions

1.5.5 FINANCE MANAGER

Financial management focuses on ratios, equities and debts. It is useful for portfolio
management, distribution of dividend, capital raising, hedging and looking after fluctuations in
foreign currency and product cycles. Financial managers are the people who will do research and
based on the research, decide what sort of capital to obtain in order to fund the company's assets
as well as maximizing the value of the firm for all the stakeholders. It also refers to the efficient
and effective management of funds in such a manner as to accomplish the objectives of the
organization. It is the specialized function directly associated with the top management. The
significance of this function is not seen in the 'Line' but also in the capacity of the 'Staff' in
overall of a company. It has been defined differently by different experts in the field.

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 Responsibilities

 Oversee the overall corporate budgeting preparation, management and monitoring

processes.
 Perform financial analysis, reporting and management activities.
 Ensure that the financial reports are prepared and delivered on time.
 Review financial data for accuracy, correctness and completeness.
 Hire and train new employees on financial operations.
 Monitor and manage all expense within the allotted budget.
 Establish key financial strategies to enhance business profitability.
 Ensure financial team follows company policies and regulations.
 Develop standard accounting procedures to improve financial operations efficiency.
 Participate in performance evaluation of finance staff and conduct counseling sessions to
identify skill development needs.
 Review annual budgets and recommend any changes if needed.
 Assist in account payable and receivable activities.
 Perform account reconciliation activities.
 Generate financial reports related to budgets, account payables, account receivables,
expenses, etc.
 Ensure accurate calculation and distribution of salaries and other benefits to employees.
 Establish accurate forecasts regarding expenses and revenues and manage regular
reporting requirements.
 Monitor competitor activity and stay updated about latest industry trends.

1.5.6 SALES AND MARKETING MANAGER

Sales management is a business discipline which is focused on the practical application of sales
techniques and the management of a firm's sales operations. It is an important business function
as net sales through the sale of products and services and resulting profit drive most commercial
business. These are also typically the goals and performance indicators of sales management.

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Marketing management is the organizational discipline which focuses on the practical
application of marketing orientation, techniques and methods inside enterprises and
organizations and on the management of a firm's marketing resources and activities.

Marketing Manager Duties

 Fashion and evaluate overall marketing strategy, including the pricing and distribution of
products or services.

 Formulate, supervise and coordinate marketing activities or guidelines.

 Analyze trends in markets, economy, industry; forecast sales and monitor business or
economic developments.

 Start, oversee and analyze market studies.

 Compile lists and descriptions of company’s products and services.

 Identify potential markets for company’s products and services.

 Oversee hiring, termination, training and development of sales and marketing staff.

 Coordinate or collaborate with promotions, advertising and product managers for

marketing.

 Participate or guide trade shows and promotional activities.

 Obtain advice from buyers in the organization on matters such as consumer or purchaser
preferences for product or service features and prices and environmentally-friendly or
sustainable products.

A sales manager achieves this objective through a mix of approaches. For example, they:

 Are responsible for motivating and advising their reps to improve their performance, as

well as hiring and training new sales representatives.
 Achieve their objectives through effective planning, setting sales goals, analyzing data on
past performance, and projecting future performance.

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 Ensure that the sales department works cross functionally with executives from other
departments. For example, they collaborate with marketing to generate new lead sources
and expand the target customer base, or with product and research teams to make sure
customer needs are met.

 A sales manager can’t work alone. He needs the support of his sales team where each one
contributes in his best possible way and works towards the goals and objectives of the
organization. He is the one who sets the targets for the sales executives and other sales
representatives. A sales manager must ensure the targets are realistic and achievable.
 The duties must not be imposed on anyone, instead should be delegated as per interests
and specializations of the individuals. A sales manager must understand who can perform
a particular task in the most effective way. It is his role to extract the best out of each
employee.
 A sales manager devises strategies and techniques necessary for achieving the sales
targets. He is the one who decides the future course of action for his team members.
 It is the sales manager’s duty to map potential customers and generate leads for the
organization. He should look forward to generating new opportunities for the
organization.
 A sales manager is also responsible for brand promotion. He must make the product
popular amongst the consumers. A banner at a wrong place is of no use. Canopies must
be placed at strategic locations; hoardings should be installed at important places for the
best results.
 Motivating team members is one of the most important duties of a sales manager. He
needs to make his team work as a single unit working towards a common objective. He
must ensure team members don’t fight amongst themselves and share cordial relationship
with each other. Develop lucrative incentive schemes and introduce monetary benefits to
encourage them to deliver their level best. Appreciate whenever they do good work.
 It is the sales manager’s duty to ensure his team is delivering desired results. Supervision
is essential. Track their performances. Make sure each one is living up to the expectations
of the organization. Ask them to submit a report of what all they have done throughout

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 the week or month. The performers must be encouraged while the non-performers must
be dealt with utmost patience and care.
 He is the one who takes major decisions for his team. He should act as a pillar of support
for them and stand by their side at the hours of crisis.
 A sales manager should set an example for his team members. He should be a source of
inspiration for his team members.
 A sales manager is responsible for not only selling but also maintaining and improving
relationships with the client. Client relationship management is also his KRA.
 As a sales manager, one should maintain necessary data and records for future reference.

Duties of the Marketing Manager include:

 Managing all marketing for the company and activities within the marketing department.
 Developing the marketing strategy for the company in line with company objectives.
 Co-ordinating marketing campaigns with sales activities.
 Overseeing the company’s marketing budget.
 Creation and publication of all marketing material in line with marketing plans.
 Planning and implementing promotional campaigns.
 Manage and improve lead generation campaigns, measuring results.
 Overall responsibility for brand management and corporate identity
 Preparing online and print marketing campaigns.
 Monitor and report on effectiveness of marketing communications.
 Creating a wide range of different marketing materials.
 Working closely with design agencies and assisting with new product launches.
 Maintain effective internal communications to ensure that all relevant company functions
are kept informed of marketing objectives.
 Analysing potential strategic partner relationships for company marketing.

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1.5.7 TRANSPORT MANAGER

Transport and logistics managers play a key role in fulfilling manufacturers' promises to their

customers and in meeting those customers' expectations. They are responsible for managing the
execution, direction, and coordination of all transportation matters within the organization.

Responsibilities

 Direct activities related to dispatching, routing, and tracking transportation vehicles, such
as aircraft and railroad cars.
 Plan, organize and manage the work of subordinate staff to ensure that the work is
accomplished in a manner consistent with organizational requirements.
 Direct investigations to verify and resolve customer or shipper complaints.
  Serve as contact persons for all workers within assigned territories.
 Implement schedule and policy changes.
  Collaborate with other managers and staff members in order to formulate and implement
policies, procedures, goals, and objectives.
 Monitor operations to ensure that staff members comply with administrative policies and
procedures, safety rules, union contracts, and government regulations.
  Promote safe work activities by conducting safety audits, attending company safety
meetings, and meeting with individual staff members.
 Develop criteria, application instructions, procedural manuals, and contracts for federal
and state public transportation programs.
  Monitor spending to ensure that expenses are consistent with approved budgets.
  Direct and coordinate, through subordinates, activities of operations department in order
to obtain use of equipment, facilities, and human resources.
  Direct activities of staff performing repairs and maintenance to equipment, vehicles, and
facilities.

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   Conduct investigations in cooperation with government agencies to determine causes of
transportation accidents and to improve safety procedures.
  Analyze expenditures and other financial information in order to develop plans, policies,
and budgets for increasing profits and improving services.
  Negotiate and authorize contracts with equipment and materials suppliers, and monitor
contract fulfillment.
  Supervise workers assigning tariff classifications and preparing billing.
  Set operations policies and standards, including determination of safety procedures for
the handling of dangerous goods.
  Recommend or authorize capital expenditures for acquisition of new equipment or
property in order to increase efficiency and services of operations department.
 Prepare management recommendations, such as proposed fee and tariff increases or
schedule changes.
  Conduct employee training sessions on subjects such as hazardous material handling,
employee orientation, quality improvement and computer use.
 Participate in union contract negotiations and settlements of grievances.
 Provide administrative and technical assistance to those receiving transportation-related
grants.
  Direct procurement processes, including equipment research and testing, vendor
contracts, and requisitions approval.

1.5.8 IT MANAGER

An Information Technology Manager is responsible for implementing and maintaining an

organization's technology infrastructure. Businesses rely on a central information processing
system to support efficient data management and communications. The IT manager monitors the
organization's operational requirements, researches strategies and technology solutions, and
builds the most cost-effective and efficient system to achieve those goals.

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IT management is the discipline whereby all of the information technology resources of a firm
are managed in accordance with its needs and priorities. These resources may include tangible
investments like computer hardware, software, data, networks and data centre facilities, as well
as the staff who are hired to maintain them.

Responsibilities

 Running regular checks on network and data security

 Identifying and acting on opportunities to improve and update software and systems

 Developing and implementing IT policy and best practice guides for the organization.

 Designing training programs and workshops for staff

 Conducting regular system audits

 Running and sharing regular operation system reports with senior staff

 Overseeing and determining timeframes for major IT projects including system updates,
upgrades, migrations and outages

 Managing and reporting on allocation of IT budget

 Providing direction for IT team members

 Identifying opportunities for team training and skills advancement

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CHAPTER TWO: HOST ATTACHMENT DEPARTMENT
I was attached as a maintenance technician to production department which is headed by a
production manager. This department is responsible for the production of all the products in the
company. This department consist of maintenance technicians, operators and quality control
clerks. There are various activities in this department and it is among the busiest departments in
every company.

2.1 KEY FUNCTIONS/ACTIVITIES OF THE DEPARTMENT

Production department is the functional area responsible for turning inputs into finished outputs
through a series of production processes. The production manager is responsible for making sure
that raw materials are provided and made into finished good effectively. The key functions of
this department are:

Identifying Inputs. A business determines the quantity or volume of goods that should be
produced within a certain time frame and passes the information to the production department.
To meet production targets, the department establishes the quantity of raw materials and types
of machinery and equipment required to achieve the desired output level, and may collaborate
with the purchasing department to source the inputs. If there isn't sufficient manpower to
support productions process, the production department asks the firm to hire more personnel.
Scheduling Production. With the inputs ready, the production department schedules
production processes. This involves planning the tasks to be completed along the production
line and allocating the tasks to various production workers.

Minimizing Production Costs.The production department is tasked with finding effective

ways to lower production costs. One simple way to do this is to keep the production machinery
and equipment well-maintained so the firm does not regularly incur repair costs. Along with

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advising the business to adopt newer technologies, the department can also assess the
production line to identify opportunities for cost reduction.

Ensuring Product Quality. A production department must ensure finished goods meet
minimum quality standards. Apart from checking all products for faults as they move through
the production process, the department must perform rigorous tests on prototypes for new
products to ensure they meet quality benchmarks before undergoing mass production.
Techniques such as waste elimination and process standardization also help to ensure and
improve product quality.

Improve Existing Products. From time to time, the production department will furnish the
research and development department with information it can use to improve existing products.

AIMS AND FUNCTIONS OF PRODUCTION DEPARTMENT

Production is the functional area responsible for turning inputs into finished outputs through a
series of production processes. The Production Manager is responsible for making sure that raw
materials are provided and made into finished goods effectively. He or she must make sure that
work is carried out smoothly, and must supervise procedures for making work more efficient and
more enjoyable.

Five production sub-functions

In a manufacturing company the production function may be split into five sub-functions:

1. The production and planning department will set standards and targets for each
section of the production process. The quantity and quality of products coming off
a production line will be closely monitored. In businesses focusing on lean
production, quality will be monitored by all employees at every stage of
production, rather than at the end as is the case for businesses using a quality
control approach.
2. The purchasing department will be responsible for providing the materials,
components and equipment required to keep the production process running

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 smoothly. A vital aspect of this role is ensuring stocks arrive on time and to the
right quality.
3. The stores department will be responsible for stocking all the necessary tools,
spares, raw materials and equipment required to service the manufacturing
process. Where sourcing is unreliable, buffer stocks will need to be kept and the
use of computerized stock control systems helps keep stock at a minimal but
necessary level for production to continue unhindered.
4. The design and technical support department will be responsible for researching
new products or modifications to existing ones, estimating costs for producing in
different quantities and by using different methods. It will also be responsible for
the design and testing of new product processes and product types, together with
the development of prototypes through to the final product. The technical support
department may also be responsible for work study and suggestions as to how
working practices can be improved.
5. The works department will be concerned with the manufacture of products. This
will include the maintenance of the production line and other necessary repairs.
The works department may also have responsibility for quality control and
inspection.

A key aspect of modern production is ensuring quality. The term quality means fitness for
purpose i.e. a product, process or service should do exactly what is expected of it.

Total quality management

Every employee is expected to take responsibility for managing quality issues in order to make
sure that waste is minimized and quality maximized. This is often referred to as total quality
management and is part of the lean production methods used in modern industry.

For businesses to be competitive, Production and Marketing need to work in an integrated way.
Marketing is concerned with knowing and understanding the requirements of customers, so that
Production can provide the market led products that are required. This also requires excellent
communication systems to be in place.

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2.2 STAFF ESTABLISHMENT OF THE DEPARTMENT IN TERMS OF THE NUMBER
OF EMPLOYEES AND THEIR DUTIES

Production department consist of a total of 18 staff members. It is headed by one production

manager. The staff members involve one maintenance supervisor, nine maintenance technicians,
five operators and two quality control clerks.

Duties of a production manager

 planning and organizing production schedules

 assessing project and resource requirements

 estimating, negotiating and agreeing budgets and timescales with clients and managers

 ensuring that health and safety regulations are met

 determining quality control standards

 overseeing production processes

 re-negotiating timescales or schedules as necessary

 selecting, ordering and purchasing materials

 organizing the repair and routine maintenance of production equipment

 liaising with buyers and marketing and sales staff

 supervising the work of junior staff

 organizing relevant training sessions

Duties of a maintenance supervisor

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A maintenance supervisor coordinates the installation, maintenance and repair work of machines.
They manage a team of workers, regular inspect machines, execute work as necessary, maintain
equipment and assign workers to various projects.

 Inspect sites regularly to identify problems and necessary maintenance.

 Prepare weekly maintenance schedules and allocate work as per forecasted workloads.
 Employ, supervise and train workers.
 Coordinate daily cleaning and maintenance activities.
 Oversee all repairs and ensure that work is completed on time.
 Maintain all inventory and equipment, and ensure proper storage.
 Comply with all health and safety regulations and practices on site.
 Conduct preventative maintenance work.
 Conduct follow-ups on all maintenance and repair work.
 Conduct safety inspections as scheduled.
 Establish strategies to meet workload demands on time.
 Assign work to the maintenance technicians.

Duties of a maintenance technician

Maintenance technicians undertake scheduled and breakdown maintenance of machines and

equipment. Their work involves checking, repairing and servicing machinery, equipment,
systems and infrastructures.

 planning and undertaking scheduled maintenance

 responding to breakdowns
 diagnosing faults
 repairing equipment
 supervising engineering and technical staff
 obtaining specialist components, fixtures or fittings
 managing budgets
 maintaining statistical and financial records

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 ensuring compliance with health and safety legislation
 creating maintenance procedures
 managing stocks of supplies and equipment.

Duties of operators

A production operator also known as machine operator, uses equipment to assist with
manufacturing, packaging and other steps along a production line. They also use machines to
fabricate, manufacture, assemble or move products. They monitor machine to make sure it
functions properly.

 Operate specialty machinery to fabricate, manufacture, assemble, or move products

 Maintain and monitor machine to make sure it functions properly
 Understanding of how operated machine works
 Conduct quality checks periodically
 Verify adequate materials and supplies are available to complete operations as needed
 Analyse machine operations and output if applicable
 Adjust machine as needed for changeovers, different functions, or other varying needs of
production

Duties of quality control clerks

Quality control clerks work under the supervisor of quality control managers and have the
following responsibilities: ensuring compliance with relevant regulations, compiling data from
various samples, preparing reports and performing clerical duties for quality control staff.

 Provided and implemented corrective actions to prevent reoccurrences of special and

common cause variances.
 Identified and eliminated non-conformances.
 Labeled, processed, and recorded factory floor and manufacture defects.
 Performed operational and program reviews.
 Served on audit team.
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  Purchased all necessary parts for production.
 Implement quality control procedures and provide updates to maximize efficiency
 Thoroughly test merchandise using established criteria
 Track defects, test results or other regularly reported quality control data
 Implement quality control procedures and provide updates to maximize efficiency.
 Thoroughly inspect and test products through established procedures before shipping to
customers.
 Adjust processes of manufacturing based on quality control test results.
 Track defects, test results or other regularly reported quality control data.
 Operate general office equipment to include computer, printer, copier, fax machine, etc.
 Responsible for transferring data from paper documents into computer files or database
systems using keyboard and optical scanners, and file paper documents in alphabetical
and chronological order in filing cabinets.

2.3 STUDENT’S MAIN OBJECTIVES FOR THE ATTACHMENT EXERCISE

The main objectives of undertaking this industrial attachment training is to expose the students to
actual working environment and enhance their knowledge and skill from what they have learned
in the college and another purpose for this program is to instill the good qualities of integrity,
responsibility and self-confidence.

General Objectives.
 Understand the constraints of working life and functional relationships within and
between organizations
 Appreciate the importance of human relations and work attitudes
 Develop procedural knowledge towards work processes
 Apply theoretical concepts and school-based skills to practice
 Develop work attitudes like curiosity, self-confidence, maturity and self-reliance
 Obtain knowledge of potential careers and develop new areas of interest

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 Specific objectives
 Expose the student to demand and challenges of the workplace.
 Gaining of practical experience.
 Gaining of work ethics.
 Helping the student acquire self-reliance skills.
 Contribute to local industry.
 Develop work-based skills.
 Improve your cross-cultural communication skills.

2.4 ATTACHE’S ASSIGNED ROUTINE DUTIES AND DEPARTMENT’S

PARTICIPATION FORUMS

The following were the duties I was assigned to at the production department as a maintenance
technician

 machine inspection and maintenance

 Servicing and repair of all mechanical equipment including pumps, compressors, presses,
chain drives, conveyor belts
 General autonomous maintenance.
 Fault diagnosis/trouble shooting and repair of machines and its auxiliaries
 Operation and maintenance of both hydraulic and pneumatic systems.
 Undertaking of both preventive and corrective maintenance. Fully involved in planning
of scheduled/planned shutdowns.
 stoke taking at the end of every month
 checking the hydraulic levels of compressors and roll forming machines.

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CHAPTER THREE: EVALUATION OF THE
ATTACHMENT PERIOD
3.1 SUCCESS/FAILURE OF ATTACHMENT EXERCISE STUDENT’S MAIN
OBJECTIVES

3.1.1 BENEFITS OF THE ATTACHMENT EXERCISE

In respect with my objectives during the attachment training, the whole process has been a
success and all my objectives were achieved well.

I learned a lot of things which added to my experience in the production department and
maintenance field. Apart from my practical skills acquired in my career, I also was able to
acquire new theoretical skills about my field of study which are of high importance to my
knowledge and understanding about mechanical engineering.

  3.1.2 ACHIEVEMENTS DURING THE ATTACHMENT EXERCISE

From my assigned duties and responsibilities, I was able to achieve the following benefits and
learnt the following

 Learned how to use welding and fabrication techniques and execution.

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  How to service and repair all mechanical equipment including pumps, compressors,
presses, chain drives, conveyor belts

 How to undertake both preventive and corrective maintenance. Fully involved in

planning of scheduled/planned shutdowns.

 How to do fault diagnosis/trouble shooting and repair of machines and its auxiliaries.

 Operation and maintenance of both hydraulic and pneumatic systems.

 General autonomous maintenance.
 Adherence to all safety, health and environmental company policies by strictly following
the laid down standard safety and operation procedures.
 Industrial automation of drives i.e PLC and HMI operations.

   3.1.3 KNOWLEDGE AND SKILLS/LEARNING EXPERIENCE ACQUIRED

My training exercise has aided me in analyzing my options and my situation. During the
attachment I gained skills in 3 different axes.

Professionally, I had the opportunity to put into practice what I have been learning in the class
like the production process, roll forming processes, machine automation and fabrication
processes. I acquired good management, self-motivation and time management skills.

Socially, I have gained a greater level of confidence through my interactions with different  
classes of people and top officials. I have gained good interpersonal skills.

Personally, my knowledge about mechanical and manufacturing engineering was expanded as I

went through various practical work in details. I have learned and acquired team work, efficient
on task and problem management skills

3.1.4 DISCUSSION ON GAINED EXPERIENCE AND SKILLS

One of the most important and obvious goals of an attachment exercise is the acquisition of
actual real-world experience. Attachment gives an opportunity to learn first-hand experience that

33
can’t be taught in class and helps us get practical translation of the theory taught. My training
experience has aided me in analyzing my options and my situation.

The training has individual benefits of liaising the university to the various organizations. Hence
brightening the employment chances of the students in the universities.

Through this attachment, I have gained a good interpersonal skill through my interactions with
my supervisor and the rest of the staffs. This has helped me interact with different people
irrespective of their position

3.2 CHALLENGES ENCOUNTERED BY THE STUDENT DURING THE

ATTACHMENT PERIOD

My training experience has been quite good though i faced some challenges before and I
progressed with my training though they didn’t bring me down. Some of the challenges faced
include:

 Problem of securing a place for attachment- getting a place to be attached was a problem
as many organizations would refuse to answer your letters and others fail to answer the
requests send to them.

 Finance- during the period of searching the place to be attached, it requires money as
sometimes you have to travel to deliver your attachment requests. This leads to much
spending and the financing is very limited.

 Limited time period-the time for searching for a place to be attached was very limited as
there was delays in getting our attachment requirements from the university. This led to
much spending while seeking for a place to be attached which was in hurry as there was
no much time.

 Also, during the training there is neither provision to pay interns nor any drafted
allowances, packages allowed so as to lease expenses during  the training period and thus
catering for the daily expenses becomes a burden as financing may not be adequate.

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3.3 HOW THE CHALLENGES WERE OVERCOME/SOLVED

Though the challenges faced me, they gave me an experience and taught me more. I acquired
skills in improving my confidence in solving problems and gain the confidence to interact with
different categories of people. The following are some ways I used in solving the challenges I
faced.

 I was able to cope with the limited time period I had and work tireless to see success in
the training, I adopted time management skills which enabled me catch up with the lost
time.

 Being proactive-there being no much work, I engaged myself In other productive projects
and activities relating to my career which enabled me  gain much experience and
streamline my career.

 Some of my relatives aided in assisting me financially to the success of my training.

3.4 RECOMMENDATIONS AS HOW THE ATTACHMENT EXERCISE CAN BE

IMPROVED BY UNIVERSITY/CAMPUS

The attachment is very beneficial to students as it assists them to blend academic work with that
of the industry therefore much emphasis and importance should be given to attachment exercise
by the students. Since the experience for the 13 weeks was enormous, the following should be
put in place to better future benefits of students and the institution at large.

 The institution should allow enough time to the students for their preparation and search
of their attachment and their requirements as provided by the institution as early as
possible.

 The institution should liase with the students financing institution (HELB) and look
forward to push for grants to support their students on attachment.

 The students should be facilitated for doing their industrial attachment as it can be seen
how good and importance it is as the students lack enough funds to facilitate their upkeep
during the training period.

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3.5 CONCLUSION

The supervised industrial attachment of the university gives students the opportunity to apply
and put what has been learned in class into practice. This exposes them to work methods not
taught in the class. It also provides an opportunity for the students to access their interests in their
career being undertaken and also acquaint them with expectations of working in a highly
competitive environment.

The training strengthens the linkages between the university and other institutions all over the
country. In review, the training has been a success and I was able to gain practical skills, work in
a fantastic environment and make connections with different types of people. This attachment
with has made me gain much practical knowledge and experiences in my field of
study(mechanical engineering) as well as enriching me with the interaction with the engineering
world.

The training has instilled me some integrity like being punctual, being submissive to and taking
views of supervisors, communication skills and efficient in task and problem management. As a
result, my objectives were met and well achieved. Not only did I gain practical skills but
also acquired management, self-motivation and good interpersonal skills.

This training program should therefore be maintained for students to learn more practically as
this has being an excellent and rewarding experience and I hope other interns achieved as much
as I did.

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I was able to grow my interest in my career and make good transition from what I have been
learning from school to the outside world of work.

4.0 REFERENCES

1. Pugh, D. S., ed. (1990).Organization Theory: Selected

Readings. Harmondsworth: Penguin.

2. "Business Finance and Financial Management". UpFina.

Retrieved 2015-11-04.

3. Heathfield, Susan M. "Sample Human Resources Director Job

Description". about.com

4. "Structuring a board of directors".

https://www.nibusinessinfo.co.uk/content/structuring-board-

directors. 2014-10-22. Retrieved 2014-10-22.

5. Collings, D. G., & Wood, G. (2009). Human resource

management: A critical approach. In D. G. Colligs & G. Wood

37
 (Eds.), Human resource management: A critical approach (pp.

1-16). London: Routledge

6. Griffin, Ricky. Principles of Management.

7. McNurlin, Barbara; et al. (2009). "Information Systems

Management in Practice (8th ed.)". Prentice Hall

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