KILLEDAR INDUSTRIES

CHAPTER 1
INTRODUCTION ABOUT THE ORGANIZATION STUDY AND
MANUFACTURING INDUSTRY

INTRODUCTION ABOUT THE ORGANIZATION STUDY

The a c a d e m i c organization study program designed by VTU for giving a practical

experience over the corporate environment, organization study usually meant for us to develop
our theoretical knowledge and the same apply to the practical experience. It is an integral
platform for any anyone to gain experience.

It offers various benefits to researchers to expand familiarity in their chosen area of work, to
find out what they have an importance in an exacting in specific line of business ,develop
professional network links, build interpersonal skill.

It's my privilege to done my organization study program in the Killedar Industries Davangere. I
learnt lot from the 4-weeks period which would help for me for my better future opportunities,
during the organization study period I tried to find out the "Manufacturing products and
services at Killedar Industries, Davangere".

KILLEDAR INDUSTRIES PROFILE

Killedar industries is a Manufacturing and Fabrication company which supplies high end
precision components with the main objective to maintain high precision, quality and sole
purpose of satisfying customer needs as per their requirement and also maintain a healthy
customer relationship.

The industry is constructed in 4000 sqft with a sufficient space for future expansion and
consisting of 25HP power capacity with authorization to use this for industrial purpose.

Shop floor is divided into various sections like 1) Ram Material Section 2) Machining Area 3)
Material Inspection Section 4) Finished Goods Section 5) Office.

Transportation of raw materials and finished goods is by road, which is well connected to
highway and nearby industrial areas and hence it makes it very convenient to deliver quickly
and safely.

We have separate enclosed area for testing, where we manually and mechanically inspect
quality, precision and accuracy of the finished component with varies kids of measuring
instruments.

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CHAPTER -2
KILLEDAR INDUSTRIES PROFILE

INTRODUCTIONS
Name Killedar Industries
Constitution A Private Owned Industry
Location Karur Industrial area,
Opposite New D C office,
Davangere Karnataka State,
India.
Year of incorporated 2006
Industry Manufacturing and Fabrication Company
Number of employees 50
Key person Abrarahmed (Proprietor)
Trading & Marketing Karnataka,
Revenue 24 Lakhs.
Email www.@gmail.com

BACKGROUND

 2001 - Planning towards starting an industry

 2002 - Entrepreneurs were Approach to KIADB (Karnataka Industrial Area Development
Board.)
 2004 - KIAD Board gave permission to Entrepreneurs.
 2005- KIAD Board allotted place to entrepreneurs.
 2006 - Entrepreneurs starts industry construction work.
 2006- Incorporated of the Killedar industry in industrial area Davangere.

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NATURE BUSINESS:

1. KILLADER INDUSTRY is a production and manufacturing precision CNC components.

2. KILLADER INDUSTRY as positive environment and company as profitability,
efficiency ratio.
3. KILLADER INDUSTRY in Davangere is providing an excellent service to the
public of Davangere through its effective and efficient distribution qualitative and
quantitative goods and services.
4. KILLADER INDUSTRY as the organization structure adopted and followed good
facilities for smooth functioning of the organization.
5. KILLADER INDUSTRY has acquired the art ISO standards.

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VISION. MISSION, QUALITY POLICY.

VISION STATEMENT:

Is to grow as one of the largest in manufacturing sector with hard work, team work, accepting
challenges and finishing jobs within given time with quality and precision and also by
manufacturing long and friendly relationship with customer.

MISSION STATEMENT:
To maintain precision, quality and sole purpose of satisfying customers needs as per their
requirements and to also maintain a healthy customer relationship.

QUALITY POLICY:
We are committed to provide quality products and services at optimum cost and continually
improve the quality management system.

We have separate enclosed area for testing, where we manually and mechanically insect
quality, precision and accuracy of the finished components with various kind of measuring
instrument.

WORKFLOW MODEL
Raw material area

Machining area

Material inspection area

Finished goods section

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PRODUCT/ SERVICE PROFILE

Below there is a list of some varieties of weighing equipment.

1. HUB SET

Hub set is a tool used in agricultural machines. The Hub are close to forming zones and transport
infrastructure, but normally far from formal markets. The hubs serve 500-1000 farmers each,
linking them to 10-20 buyers. These include medium to large traders, processors and export
companies.
Farmers’ hub operators provide various services for fees. They earn 60-80% of their revenue by
trading farmers products, 10-20% from farm inputs sales, and 0-5% for machinery rental and
post-harvest handling. There farmer training and advices is free.

2. BALANCE WHEEL SET

Balance Wheels available according to requirement in every weight. This Balance Wheel is
made using durable quality material and are also widely in demand. Used for various industrial
purposes these flywheels are also durable and rugged in performance.

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3. BEARING COLLER

We are offering a wide assortment of Collar Beas sizes and specifications these products are
suitable for various applications that can be customized as per client’s requirements. The
offered products are available in varied specifications that meet the requirements of the clients.
Our products are made using quality material which is known for corrosion and abrasion
resistant nature.

4. U BOLTS

As the name suggests, U bolts are U-shaped bolts with screw threads on both of its ends. They
are used to support pipes. They are also used to hold multiple ropes together. Being the best U
bolt manufacturer, we are engaged in manufacturing U bolts that are aligned with the latest
industry standards and norms. Leveraging our state-of-art technology and latest techniques, we
fabricate comprehensive range pipe support solutions that are put in use in various industries.

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5. END MILL SHAFTS

An end mill is type of milling cutter, a cutting tool used in industrial milling applications. It is
distinguished from the drill bit in its application, geometry, and manufacture. While a drill bit
can only cut in the axial direction, A milling bit can generally cut in all directions, through some
cannot cut axially.

6. STAINLESS STEEL NIPPLES

Stainless steel nipples are the only part connecting pipeline with inner water tank. Once
stainless steel nipple had problem, we would have no choice but throw entire water tank for
repairing. our stainless steel nipple is 304 or 316l stainless steel material with diameter
tolerance 0.1mm and thread tolerance 0.05mm. Through the experiment show, the welding
leakage rate is reduced 85% by using our stainless steel nipple.

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7. OWNERSHIP PATTERN

Ownership pattern of Killader industry

The partner of firm holds all the capital of the firm.

8. ACHIEVEMENTS /AWARDS

1. Killedar industry achieved in smart work limited.

2. Killedar industry achieved in doing contract with government for 3 years.

9. FUTURE GROWTH AND PROSPECTS

A KILLEDAR INDUSTRIE’S production and manufacturing unit offers many new
opportunities for sales revenue in the industry. A Killedar industry will work in a structured
growth to fully establish the production and manufacturing unit of CNC components to
support the development growth for marketing and sales effort domestic and exports towards
adding human resources to the team.

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CHAPTER -2

MCKINSEY’S 7S FRAMEWORK AND PORTER’S FIVE FORCE MODEL

WITH SPECIAL REFER TO MANUFACTURING INDUSTRIES UNDER STUDY

DEFINITION:

Mckinsey’s 7S model is a tool that analyses firm's organizational design by looking at 7 key
internal elements: strategy, structure, systems, shares values, style, staff and skills, in order to
identify if they are effectively aligned and allow organization to achieve its objectives.

UNDERSTANDING THE TOOL:

Mckinsey’s 7S model was developed in 1980s by mc Kinsey consultants torn peters, Robert
waterman and Julien Philips with a help from Richard Pascal and Anthony G. athos. Since
introduction, the model has been widely used by academics and practitioners and remains one of
the most popular strategic planning tools. It sought to present an emphasis on human resources
(soft S), rather than the traditional mass production tangibles of capital, infrastructure and
equipment, as a key to higher organizational performance. The goal of the model was to show
how 7 elements of the company: Structure, Strategy, Skills, Staff, Style, Systems, and Shared
value, can be aligned together to achieve effectiveness in a company. The key point of the
model is that all the seven areas are interconnected and a change in the rest of a firm for it to
function effectively.

The model can be applied to many situations and is a valuable tool when organizational design
is at question. The most common uses if the framework is:
 To facilitate organizational change.
 To help implement new strategy.
 To identify how each area may change in a feature.
 To facilitate the merger of organization.

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The above figure illustrates the multiplicity interconnectedness of elements that define an
organization's ability to change. The theory helped to change managers thinking about how
companies could be improved. It says that it is not just a matter of devising a new strategy and
following it through or it is a matter of setting up a new system and letting them generate
improvement

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The 7S are:

STRUCTURE:

PROPRITOR

SUPERVISOR

PURCHASE SALES FINANCE PRODUCTION

DEPARTMENT DEPARTMENT DEPARTMENT DEPARTMENT

STRATEGY:

A plan on organization formulates to gain sustainable competitive advantage, forcing them to

give better focus on differentiation while maintaining low cost products and services.
Institutions are experiencing increased pressure to achieve and sustain growth.
 Procurement, processing and marketing.
 Quality assurance program.
 Reasonable pricing

SYSTEM:

INPUTS PORCESS OUTPUTS

1. The formula and informal procedure that govern every day activity
2. Systems are the routine process and procedures followed within the organization
3. Structure, strategy and often identified as hard components which are normally feasible
and easy to identify in an organization as they are well-documented and seen in various
forms tangible object

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STYLE:

1. The leadership approach of management Effectiveness in working with community is

achieved through participative leadership management.
2. Community should participate and implementation.
3. The best one can do is to train the community in leadership and managerial
functions for them for become effective participants. One sided approaches are always
prone to failures.
4. Different organizations follows different style of operations and decision making such as
it may follow participative or authoritative type leadership and it may follow bottom up
or top down form of decision making.
 Autocratic style

STAFF:

As any employer, KILLEDER INDUSTRY follows ethical employment standards wherever it

operates with a goal in mind company guarantees.

1. To fulfill its entire legal obligation in terms of employment payments and benefits
practices.
2. Adequate and timely training for the job for which they are employed.
3. career advancement related to performance and experience.

PRESENT TEAM

Technical adoption and quicker servicing.

5 permanent workers
7 Temporary workers
RAMESH - FACTORY MANAGER
ABRARAHMED - PROPRITER
ARUN - FINANCIAL MANAGER
ARVIND - PRODUCTION MANAGER

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SKILL:
1. Distinctive capabilities and competencies that reside in the organization.
2. Building the capacities of organization, staff and clients are essential ingredients which
cannot be overlooked.
3 . Without proper skills, neither of them can use the billions of Killedar Industries
optimally.
4. Skill importation or skill transfers should be considered as important elements in the
strategy.

SHARED VALUES:

1. The guiding concepts and principles of the organization.

2. Each and every employee understands the mission and vision of the company.
3. Employees of company are committed towards the quality aspects in service.
4. The employees of Killedar Industries themselves put forward in fulfilling the
organizational principles for betterment of organization.
5. Values have to be communicated properly and in the local language so that each
employee can understand in it.
6. Goal which can be achieved must be set.

PORTER’S FIVE FORCE MODEL:

DEFINITION:

Porter's five forces model, refers to a framework based on the competitive analysis,
introduced by Harvard Business School Prof. Michael E. Porter. The model determines the
intensity of competition in any industry is a mix of five competitive factors operating in
different areas of the whole market

UNDERSTANDING THE TOOL:

Five forces model was created by M. Porter in 1979 to understand how five key competitive
forces are affecting an industry. The five forces identified are:
These forces determine an industry structure and the level of competition in that industry. The
stronger competitive forces in the industry are the less profitable it is. An industry with low
barriers to enter, having few buyers and suppliers but many substitute products and
competitors will be seen as very competitive and thus, not so attractive due to its low
profitability.

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1. Threat of New Entrants:

ts:
 Low amount of caapital is required to enter a market.
 There is low custo
ustomer loyalty.
 Existing companies
nies can do little to retaliate.
 Products are nearly
rly id
identical.

2. Threat of substitutes:

 Substitute product quality is inferior to industry product quality.

 Consumer switching costs are high.
 Substitute product is more expensive than industry product.
 Substitute product is cheaper than industry product.

3. Bargaining Power of Suppliers:

 Cost of switching
hing rraw materials is especially high.
 Few substitute
titute raw materials exist.
 There are few suppliers but many buyers.
 Few substitute raw materials exist.
 Suppliers are largee and threaten to forward integrate

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4. Bargaining Power of Buyers:

 Number of Customers.
 Difference between Competitors.
 Buyer’s ability to substitute.
 Buyer’s information ability.
 Price sustainability.

5. Rivalry among existing competitors:

 Number of competitors.
 Diversity of competitors.
 Quality differences.
 Brand loyalty.
 Industry growth

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CHAPTER – 4
SWOT ANALYSIS OF KILLEDAR INDUSTRIES

SWOT Analysis is a acronym for strength, weakness, opportunities and threats and is a
structured planning method that evaluate those for elements of an organization, project or
business venture.

A SWOT Analysis can be carried out for a company, product, place, industry or person. It
involves specifying the objective of the business venture or project and identifying the internal
and external factors that are favorable and unfavorable to achieve that objectives. Some authors
credit SWOT to Albert Humphrey, who led a convention at the Stanford.

Research Institute (now SRI International) in the 1960s and 1970s using data from Fortune 500
companies. However, Humphrey himself did not claim the creation of SWOT, and the origins
remain obscure. The degree to which the internal environment of the firm matches with the
external environment is expressed by the concept of strategic fit.

Strengths: Characteristics of the business or project that give it an advantage over others.

Weaknesses: Characteristics of the business that place the business or project at a disadvantage
relative to others.

Opportunities: Elements in the environment that the business or project could exploit to its
advantage.

Threats: Elements in the environment that could cause trouble for the business or project.

Identification of SWOTs id important because they can inform later steps in planning to achieve
the objectives. First, decision-maker should consider whether the objective is attainable, given
the SWOTs. If the objective is not attainable, they must select a different objective and repeat
the process.
Users of SWOT analysis must ask and answer questions that generate meaningful information
for each category (strengths, weaknesses, opportunities, and threats) to make the information
useful and find their competitive advantage

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STRENGTHS:
 High quality products andd good sservices.
 Financial strength.
 Continuous improved in proprofit.
 Good percentage of wagees
 Satisfied and motivated eemployees and workers.
 Long life products.
 There are proper time maaintenances in the Industries

WEAKNESSES:
 Lack of brand awareness..
 Small presence in local m
market.
 Inadequate labour supplyy.
 High risk involves
nvolves while exporting the products

OPPORTUNITIES:
 New technologies are inccreasing.
 Sales are good.
 Growing market
 Growth in local economy
onomy
 Good quality products aree manufactured and easily sold.

THREATS:
 Strong competitors
 Insufficient supply of pow
wer
 Political changes
 More competition and highly
ghly comp
competitive market

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CHAPTER 5

FINANCIAL STATEMENT OF KILLEDAR INDUSTRIES

Financial statement analysis is the process of reviewing and analyzing a company’s financial
statement to make better economic decisions. These statements include the income statement,
balance sheet, statement of cash flow, and a statement of change in equity. Financial statement
analysis is a method or process involving specific techniques for evaluating risks, performances,
financial health, and future prospects of an organization.

Financial statement analysis is a judgment process. One of the primary objectives is

identification of major changes in trends, and relationships and the investigation of the reasons
underlying those changes. The judgment process can be improved by experience and the use of
analytical tools. Probably the most widely used financial analysis technique is ratio analysis,
the analysis of relationship between two or more line items on the financial statement.
Financial ratios are usually expressed in percentage or times. Generally, financial ratios are
calculated for the purpose of evaluating aspects of a company’s operations and fall into the
following categories:
 Liquidity ratios measure a firm’s ability to meet its current obligations.
 Profitability ratios measure management's ability to control expenses and to earn a
return on the resources comm1ttcd to the business.
 Leverage ratios measure the degree of protection of supp1iers of long-term funds and
can also aid in judging a firm’s ability to raise additional debt and its capacity to pay its
liabilities on time.
 Efficiency, activity or turnover ratios provide information about management’s ability
to control expenses and to earn a return on the resources committed to the business

A ratio can be computed from any pair of numbers. Given the large quantity of variables included
in financial statements, a very long list of meaningful ratios can be derived. A standard list of ratios
or standard computing of them does not exist. The following ratio presentation includes ratios
that arc most often used when evaluating the creditworthiness of a customer. Ratio analysis
becomes a very personal or company driven procedure. Analysts are drawn to and use the ones
they are comfortable with and understand.

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BALANCE SHEET
BALANCE SHEET OF MISHTANN 2017 2018 2019 2020 2021
FOODS (in Rs. Cr.) (Cr.) (Cr.) (Cr.) (Cr.) (Cr.)
12 mths 12 mths 12 mths 12 mths 12 mths
EQUITIES AND LIABILITIES
SHAREHOLDER'S FUNDS
Equity Share Capital 10.02 31.02 50 50 50
TOTAL SHARE CAPITAL 10.02 31.02 50 50 50
Reserves and Surplus 1.77 7.38 19.18 19.22 19.95
TOTAL RESERVES AND SURPLUS 1.77 7.38 19.18 19.22 19.95
TOTAL SHAREHOLDERS FUNDS 11.79 38.4 69.18 69.22 69.95
NON-CURRENT LIABILITIES
Long Term Borrowings 13.67 13.1 3.4 0.55 5.78
Deferred Tax Liabilities [Net] 0.02 0 0 0 0
Other Long Term Liabilities 0 0 0 0 0
Long Term Provisions 0 0 0 0 0
TOTAL NON-CURRENT 13.68 13.1 3.4 0.55 5.78
LIABILITIES
CURRENT LIABILITIES
Short Term Borrowings 21.02 17 32.41 45.5 47.33
Trade Payables 0.61 1.61 0.25 4.66 3.01
Other Current Liabilities 1.84 4.08 9.65 14.27 2.27
Short Term Provisions 1.06 2.88 0 0 0
TOTAL CURRENT LIABILITIES 24.54 25.57 42.31 64.42 52.61
TOTAL CAPITAL AND 50.01 77.07 114.89 134.19 128.34
LIABILITIES
ASSETS
NON-CURRENT ASSETS
Tangible Assets 8.33 10.09 8.44 7.07 5.97
Intangible Assets 0 0 0 0 0
Capital Work-In-Progress 3.43 0 0 0 0
Other Assets 0 0 0 0 0
FIXED ASSETS 11.76 10.09 8.44 7.07 5.97
Non-Current Investments 0 0 0 0 0
Deferred Tax Assets [Net] 0 0.05 0.12 0.12 0.14
Long Term Loans And Advances 0.76 1.47 1.55 1.83 1.16
Other Non-Current Assets 0.55 0.37 0.18 0 0
TOTAL NON-CURRENT ASSETS 13.07 11.98 10.29 9.01 7.28

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CURRENT ASSETS
Current Investments 0 0 0 0 0
Inventories 36.47 34.06 39.6 25.8 39.66
Trade Receivables 0.21 30.9 56.63 99.25 81
Cash And Cash Equivalents 0.17 0.04 0.07 0.03 0.05
Short Term Loans And Advances 0.09 0.09 8.3 0.1 0.35
OtherCurrentAssets 0 0 0 0 0
TOTAL CURRENT ASSETS 36.94 65.09 104.6 125.17 121.06
TOTAL ASSETS 50.01 77.07 114.89 134.19 128.34
OTHER ADDITIONAL
INFORMATION
CONTINGENT LIABILITIES,
COMMITMENTS
Contingent Liabilities 0 0 0 0 0
CIF VALUE OF IMPORTS
Raw Materials 0 0 0 0 0
Stores, Spares And Loose Tools 0 0 0 0 0
Trade/Other Goods 0 0 0 0 0
Capital Goods 0 0 0 0 0
EXPENDITURE IN FOREIGN
EXCHANGE
Expenditure In Foreign Currency 0 0 0.03 0 0
REMITTANCES IN FOREIGN
CURRENCIES FOR DIVIDENDS
Dividend Remittance In Foreign Currency -- -- -- -- --
EARNINGS IN FOREIGN
EXCHANGE
FOB Value Of Goods -- -- -- -- --
Other Earnings -- -- -- -- --
BONUS DETAILS
Bonus Equity Share Capital -- -- -- -- --
NON-CURRENT INVESTMENTS
Non-Current Investments Quoted Market -- -- -- -- --
Value
Non-Current Investments Unquoted Book -- -- 0 0 0
Value
CURRENT INVESTMENTS
Current Investments Quoted Market -- -- -- -- --
Value
Current Investments Unquoted Book -- -- -- -- --
Value

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ANALYSIS OF FINANCIAL S
STATEMENT

RATIO ANALYSIS:

1. Current Ratio:
= Current Asset / Current
nt Li
Liabilities

Year Current Cuurent Ratiu

Assets Liabilities
2017 36.94 24.54 1.505

2018 65.09 25.57 2.545

2019 104.60 42.31 2.472

2020 125.17 64.42 1.943

2021 121.06 52.61 2.301

140

120

100

80 Current Assets
Cuurent Liabilities
60

40

20

0 2017 2018 2019 2020 2021

Interpretation:: Compare to year 2018 in the year 2019 it was decreased, and also in the year 2020
is low compare to the year 2021 so the current ratio is fluctuating by the year. This year may affect
the liquidity position of a company. The company must take certain steps to increase the current
ratio.

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2. Quick Ratio:
= Quick assets/ Quick liabi
bility

Year Current Inventry Cuurent Ratio

Assets Liabilities
2017 36.94 36.47 24.54 0.019

2018 65.09 34.06 25.57 1.213

2019 104.60 39.60 42.31 1.536

2020 125.17 25.80 64.42 1.553
2021 121.06 39.66 52.61 1.547

140

120

100 Current Assets

80 Inventry
Cuurent Liabilities
60
Ratio
40

20

Interpretation:: Compare to the year 2017 & 2018 the year 2019 is increased and also 2021 is
decreased compared to 2020 so quick ratio is fluctuating by the year, this may affect the liquidity
position of the company. The company may take certain steps to improve the quick ratio.

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3. Fixed
ixed asset turnover ratio:
= Net saless / ixed assets

Year Current Cuurent Ratio

Rati
Assets Liabilities
2017 256.48 11.76 21.80

2018 387.53 10.09 38.40

2019 481.72 8.44 57.07

2020 482.03 7.07 68.17

2021 351.07 5.97 58.80

500
450
400
350
300 Current Assets

250 Cuurent Liabilities

200 Ratio

150
100
50
0

Interpretation: From the above table shows the Fixed asset turnover ratio 2017 to 2018. in year
2017 was 21.80,it was increased to 38.40.compare to 2019 & 2021 of the year. The year 2020 is
increased.

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4. Inventory Turnover Raatio:

= Sales / Inventory

Year Sales Inventary Ratiu

2017 256.48 36.47 7.03

2018 387.53 34.06 11.37

2019 481.72 39.60 12.16

2020 482.03 25.80 18.68

2021 351.07 39.66 8.85

500
450
400
350
300 Sales

250 Inventary

200 Ratiu

150
100
50
0

Interpretation: From the above table show the inventory turnover ratio compare from 2018 to
2021 of year are increased and 2017 year is decreased.

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5. Total Asset Turnover R

Ratio:

= Sales/ Total Asset

Year Sales Total Asset Ratio

Rati
2017 256.48 50.01 5.12

2018 387.53 77.07 5.02

2019 481.72 114.89 4.19

2020 482.03 134.49 3.58

2021 351.07 128.34 2.73

500
450
400
350
300 Sales

250 Total Asset

200 Ratiu

150
100
50
0

Interpretation: The above table of Total asset turnover ratio of year 2017 is increased when
compare to from year 2017 to 2021.

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6. Current Asset Turnover

er Ratio:

= Net Sales/ Current Asset

Year Net Sales Current Asset Ratio

atio
2017 256.48 36.94 6.943

2018 387.53 65.09 5.953

2019 481.72 104.60 4.605

2020 482.03 125.17 3.851

2021 351.07 121.06 2.899

500
450
400
350
300 Net Sales

250 Current Asset

200 Ratio

150
100
50
0

Interpretation: From the above figure 2017 is increased and year from 2018 to 2021 is decreased.
decreased

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CHAPTER 6

LEARNING EXPERIENCE

Researcher has gained very good experience in the organization study of Killedar Industries.
The employees have cooperated endeavor and they have also given proper guidelines in
collecting the information pretending to departments. Their way of guiding and their sincere
application in training are some values for learning. Particularly researcher learnt good
experience in the factory, some lessons which hold true throughout researcher career. Some of
them are: -
 Work Culture: Experience taught researcher to develop work culture. Accordingly,
researcher has became an aspirant to culture oriented works.
 Time Management: The Factory experiences have made conscious about the
importance of time in various activities carried out during a day.
 Clean and tidy environment: Its vision and mission have impressed a lot. Researcher
has observed that factory premises are maintained clean and tidy.
 Positive Attitude: Researcher found that all the employees and workers have very
positive attitude towards their work, responsiveness towards customers is very good.
 Sound Financial Position: It is found that the company’s financial position is very
good during the study period.

In the context of technological development today the Human Resources cannot be neglected.
Organization study has made to understand the inter dependency of technology and human
power

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KILLEDAR INDUSTRIES

BIBLIOGRAPHY

 The information is collected from the following sources:

 Annual report of the Killedar Industries for the period from 2020-2021 to 2021-22
 Records of Killedar Industries

Text Book

 Philip kotler, Marketing Management, prentice hall, 18th edition 2004

 Gupthashashi K, Human Resource Management, Kalayani publications, house 2006, 407-421

Official Websites

 Killedarindustries786.com

UBDT COLLEGE OF ENGINEERING, DAVANAGERE Page 28