A

PROJECT REPORT
ON

STUDY OF RECRUITMENT AND SELECTION PROGRAM

IN
ORDNANCE FACTORY, KANPUR
Submitted in partial fulfillment of the requirement
For the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION.

DEPARTMENT OF BUSINESS ADMINISTRATION
SESSION (2011-2012)

Under the guidance of:

Submitted by:
Himanshi Srivastava
Roll No.
Batch : BBA 2009-12

DAYANAND ACADEMY OF MANAGEMENT STUDIES, KANPUR

AFFILIATED TO
C.S.J.M. UNIVERSITY, KANPUR

A
PROJECT REPORT
ON

STUDY OF RECRUITMENT AND SELECTION PROGRAM

IN
ORDNANCE FACTORY, KANPUR

Submitted in partial fulfillment of the requirement

For the award of degree of
BACHELOR OF BUSINESS ADMINISTRATION
of
C.S.J.M University, Kanpur
Session-(2011 - 12)
By
Himanshi Srivastava
Roll no.
Batch: BBA 2009 12

Acknowledgement

I would like to express my sincere gratitude and regards to my external guide

Mr.------------

for his/her constant inspiration, supervision and invaluable

guidance during the training. I would also like to thank Mr. /Mrs. Of (name of
organization) for giving me such an opportunity to continue my training in the
(name of organization) and providing the facility.
At last I would also like to extend my sincere gratitude to all my faculty
members and specially Mr. Ashish Jaiswal for giving their valuable
suggestions.

With regards

(Himanshi Srivastava)

(Sign of Internal Guide)

(Sign of External Examiner)

Preface

A professional course in (Bachelor of business administration) is incomplete

unless the theoretical knowledge acquired in the class room is backed up by
practical exposure, as theories alone do not give perfection to any discipline.
The gap between theory and practiced is bridged by the Project training, which
has been an integral part of the syllabus.
This present Project report is an image of what I have done and observed
during my research project in Ordnance Factory, Kanpur
I was assigned a project Recruitment and Selection Program in Ordnance
Factory, Kanpur
This report is the result of the work done during the training period...
I have tried my level best to be as a systematic as possible and to avoid any
sort of biases.

STUDENT DECLARATION

I, Himanshi Srivastava student of B.B.A at Dayanand academy of

Management Studies, Kanpur of hereby declare that the Project work entitled
A study on the Recruitment and Selection Program in Ordnance Factory,
Kanpur

is

compiled

and

submitted

under

the

guidance

of

___________________________This is my original work.

Whatever information furnished in this project report is true to
the best of my knowledge.
Name:

Himanshi Srivastava

BBA Final Year

RollNo: - 0200808

Table of Contents

1. ORGANISATION PROFILE......07
1.1

Introduction ............07

1.2

Department of Defence ......07

1.3

Defence Research ... .07

1.4

Department of Defence Production ....07

1.5

Defence PSU .....08

2.

HISTORY OF INDIAN FACTORIES......10

3.

STRUCTURE OF ORDANANCE FACTORY BOARD..15

4.

MISSION AND VISION .20

5.

ORGANISATION OF FACTORY.....31

6.

PRODUCTS FAMILIARIAZIATION .33

7.

ROLE OF ACCOUNTS. .62

8.

THREE FOLD FUNCTIONS..65

9.

ROLE OF (DGQA)76

10.

ROLE AND FUNCTIONS80

11.

ROLE OF MES IN ORDNANCE.95

12.

RESEARCH METHODOLOGY ...103

13.

DATA ANALYSIS & INTERPRETATION ..109

14.

FINDINGS OF STUDY .114

15.

RECOMMENDATION & SUGGESTIONS ....115

16.

BIBLIOGRAPHY ...116

17.

COPY OF QUESTIONNAIRE .117

ORDNANCE FACTORIES ORGANIZATION PROFILE

1.1INTRODUCTION
Ministry of Defence comprises the following departments:
1.

Department of Defence

2.

Department of Defence Production

3.

Department of Defence Research

1.2Department of Defence:
1.

Armed Forces of Union namely Army, Navy, Air force

2.

Reserves of the Army, Navy, Air force

3.

National Cadet Corps

4.

Military Farms Organization

5.

Canteen Stores Department

6.

Civilian Services Paid from Defence Services Estimates

7.

Acquisition, custody and relinquishment of land property for

defence purpose. Eviction of unauthorized occupants from defence
land.

8.

Formation of Cantonments

9.

Matters relating to Ex-serviceman

1.3Defence Research:
DRDO aims to make the country self sufficient in Technologies needed for
defence. DRDO was formed in 1958. Operates through network of around 49
Laboratories.

1.4Department of Defence Production:

Department of Defence Production was created after 1962 war with a view to achieve
the object of self reliance and self sufficiency in Defence Production units.
It comprises:

1.

Ordnance Factories

2.

Defence Public Sector Units

3.

Directorate General of Quality Assurance

4.

Directorate General of Aeronautical Quality Assurance

5.

Directorate of Standardisation

6.

Directorate of Planning and Coordination

7.

Defence Exhibition Organization

1.5Defence PSU :- DSPUs are 8 in number.

1. Hindustan Aeronautics Ltd. (HAL)

2. Bharat Electronics (BEL)
3. Bharat Earth Movers Ltd. (BEML)
4. Mazagon Dock Ltd. (MDL)
5. Garden Research Shipbuilders Engineers Ltd. (GRSE)
6. Goa Shipyard Ltd. (GSL)
7. Bharat Dynamics Ltd. (BDL)
8. Mishra Dhatu Nigam Ltd. (MIDHANI)

Indian Ordnance Factories is the oldest and largest industrial setup which functions under
the Department of Defence Production of the Ministry of Defence. The ordnance factories
form an integrated base for indigenous production of defence hardware and equipment, with
the primary objective of self reliance in equipping the armed forces with state of the art
battlefield equipments.

There are 39 Ordnance Factories geographically distributed all over the country at 24
different locations. There are 10 Factories in Maharashtra, 8 Factories in UP, 6 Factories
each in Madhya Pradesh and Tamilnadu, 4 factories in west Bengal, 2 Factories in
Uttaranchal and one each in Andhra Pradesh, Orissa and Chandigarh. The 40th Factory is
being set up at Nalanda in Bihar.

The

39 Ordnance Factories form a strategic and dedicated production base

for both lethal and non-leathal defence stores. They form an integrated base for the
indigenous

production

of

defence hardware and equipment that include highly

specialized, complex and large variety of ammunition and explosives, weapons

vehicles and equipments,

materials

and

components,

armoured

vehicles

and

ordnance equipment. They also produce rockets, grenades, mines, transport vehicles,
optical and fire control system, bridges, parachute, clothing and personal equipment for
the armed forces.
Products for the Defence Forces have to be safe, reliable, consistent and
capable of operating under varying terrains as well as under extreme climatic conditions.
Accordingly, the required technologies cover a wide spectrum of engineering, metallurgy,
chemical, textile, leather and optical areas, they must ensure high quality and
productivity, apart from meeting the important objective of self-reliance. The

Ordnance

Factories also fulfill certain requirements of the paramilitary and police forces for
arms,

ammunition,

clothing

and equipment thereby ensuring that their capacity is

optimally utilized, not only by securing work from the defence forces, but also by
diversification into non-defence customers and by exports.

HISTORY OF INDIAN ORDNANCE FACTORIES

The history of Indian Ordnance Factories directly linked with the British reign in
India. East India Company of England for their economic interest in India and to increase
their political hold military implication became vital.

In 1801 established Gun Carriage

Agency at Cossipore, Kolkata presently known as Gun & Shell Factory, Cossipore
and production started from 18th March, 1802.

This is the first Industrial establishment

of Ordnance Factories in its present organized form.

2.1EXPANSION OF INDIAN ORDNANCE FACTORIES

The growth of the Ordnance Factories of the present setup is as follows:

2.2Pre Independence (18 factories)

Pre World War - I
1801 - GSF COSSIPORE
1846 - O F DUMDUM
1859 - O.E.F. KANPUR
1869 - AF KIRKEE
1904 - CF ARUVANKADU
1904 - RFI ISHAPORE
1904 - GSF JABALPUR
1905 - MSF ISHAPORE
1914 - CF SHAJAHANPUR

During World War - II

1940 - HEF KIRKEE
1941 - OF KATNI
1941 - OF KHAMARIA
1941 - OPF KANPUR
1943 - OF KANPUR
1943 - OF MURADNAGAR
1943 - OF DEHRADUN
1944 - OF AMBARNATH

Post Independence
1949 - SAF KANPUR
1949 - OF BHUSAVAL
1953 - MTPF AMBARNATH
1961 - OCF AVADI
1961 - HVF AVADI
1962 - OF BHANDARA
1963 - OCF CHANDIGARH
1964 - OF VARANGAON
1966 - OF TRICHY
1969 - VF JABALPUR
1970 - OF CHANDA
1970 - OF AMBAJHARI

1976 - GIF JABALPUR

1977 - FGK KANPUR
1979 - OF ITARSI
1979 - OF DEHUROAD
1983 - OEF HAZARATPUR
1987 - OF MEDAK
1988 - OF BOLANGIR
1988 - OLF DEHRADUN
1989 - EF AVADI
1990 - HAPP TRICHI
2004 - OFP NALANDA

2.3MAIN EVENTS
Main events in the evolution of Ordnance Factory Organisation :
1801 -

Establishment of Gun Carriage Agency at Cossipore.

1802 -

Production started from 18 March, 1802.

1906 -

The Administration of Indian Ordnance. Factories came

under a separate charge as IG of Ordnance Factories.

1948 -

Post of DGOF created.

1962 -

Dept. of Defence Production setup at Ministry of Defence.

1979 -

Ordnance Factory Board came into existence.

1984 -

Dept. of Defence Production & Supplies formed.

1987 -

OFB Budget was separated from Armys budget.

1999 -

Ordnance Factories started generating surplus.

2.4O.F. BOARD CONSTITUTION AND OBJECTIVES

The O.F.Board

was setup in

1979 for cohesive, effective and coordinated

working, based on the recommendations of high powered committee (Rajadyaksha

Committee).

Objectives of O. F. Organisation
(A) EXTERNAL
To meet the production targets of defence.
To maintain war reserve capacity of both physical and human skills.
To provide high level of service in regards to spares, technical

advice, fault analysis and rectification.

To meet users quality standards.
To produce at predetermined cost estimates.
To design & develop new products in liasion with user & DRDO.
To build a cadre of professional and forward
looking managers & manpower.
Co-operation & co-ordination with customers &
suppliers.
Close rapport with IITS, state governments,
universities etc.

(B) INTERNAL
Maximise utilising installed capacity.
Better material management for cost effective production.
Short long term time bound targets in all major fields such as
product quality, capacity utilisation, cost of

production, design & development, training of personnel &

project.
Deligation of powers, responsibility & accountability.

To streamline procedures, to retain essential checks and

balances where ever required.

To develop personnel recruitment policies, selection, Training and promotion

policies.
Strong in house research, design and development

organisation with liaison with R & D units.

Strengthen financial management in organization.

To

improve

production

planning

&

control

system,

safety

standards,

working conditions.
Harmonious industrial climate, creativity, initiative.
To develop ancillary units where ever possible.
To maximise indigenisation.
To minimise delay & in cost over runs and in implementation of
projects.

STRUCTURE OF
ORDNANCE FACTORY
BOARD
The Ordnance Factory Board was formed with Director General as Chairman and
Nine Members in the rank of Addl. DGOF. One Member is from Finance stream.

At present, 39 Ordnance Factories are divided into

Groups/Divisions,

depending

upon

the type

of

5 Operating
the

main

products/technologies employed. These are as follows:

1. Ammn. & Explosives

-10

2. Weapons, Vehicles & Equip.

-10

3. Materials & Components

- 9

4. Armed Vehicles

- 5

5. Ordnance Equip.

- 5

(Clothing & General Stores)

Each of the above group of Factories is headed by a Member/Addl. DGOF.

Armoured Vehicle Division and Ordnance Equipment Division have
at Avadi(near

Chennai)

and

Kanpur respectively.

their

Headquarters

Three members in charge of

Ammunitions, Weapons and Materials and Components have their Headquarters at Kolkata.
The four remaining Members are responsible for staff functions, as follows

1. Planning & Material Management and Technical Services

2. Project Engineering Design Bureau

3. Finance
4. Personnel

Special/extended Board provides for representation of two Senior Officers viz.

Master General of Ordnance (MGO) and Director General of Quality Assurance (DGQA) to
represent the users.

The special Board also has representation from the Ministry of

Defence as well as DRDO. Joint Secretary (Ordnance Factories), Addl. Finance Advisor
from the Defence (Finance) and the Chief Controller Research & Development
(CCR&D) participate in the Special Board Meetings held periodically to provide
appropriate inputs and perspectives for planning of resources, upgrading technology
demanded by products and process and on various other related issues necessary for the
efficient functioning of Ordnance Factory Board.

3.1O. F. BOARD STRUCTURE

Ordnance Factory Board
DGOF/CHAIRMAN

STAFF FUNCTION MEMBERS

MEMBER
F/N

MEMBER
PER

MEMBER
TS,CT,EXP

OPERATING DIVISION MEMBERS

MEMBER
PEDB &MM

MEMBER
WV&E

MEMBER
A&E

MEMBER
M&C

MEMBER
OEF

MEMBER
A.V.

Chairman assisted by Seven Full time members incharge of various staff and
line functions. There are two additional DGOF who look after Ordnance Equipment Group
of Factories and Armoured Vehicles Division.
1. FIN

Finance

2. PER

Personal

3. TS,CT,EXP

Technical Services, Civil Trade and Export.

4. PEDB & MM-

Project Engineering and Design Bureau, Material

Management.

5. WV & E

Weapons, Vehicles & Equipment

6. A & E

Ammunition and Explosives.

7. M& C

Material and Components.

8. AV

Armoured Vehicle H.Q. - Avadi.

9. OEF

Ordnance Equipment Fys. H.Q. - Kanpur

Ordnance Factories are divided into following five groups:

AV Division

OEF

1. EFA

1. OEFC

2. HVF

2. OPF

3. OFPM

3. OCFS

4. OFD

4. OCFAV

5. OLF

5. OEFHZ

A&E
1. AFK
2. CFA
3. HEF
4. OFK
5. OFBA
6. OFV
7. OFCH
8. OFBOL
9. OFI
10. OFDR

WV & E
1. GCF
2. RFI
3. GSF
4. OFC
5. SAF
6. OFDUMDUM
7. OFT
8. VFJ
9. FGK
10. GIF

1.
2.
3.
4.
5.
6.
7.
8.
9.

M&C
MSF
OFA
OFKAT
OFM
OFBH
MPF
OCFC
OFAJ
HAPP

3.2PRODUCT PROFILE AND TECHNOLOGY

The Ordnance Factories continuously upgrade their products and the manufacturing technologies
to meet the emerging needs of the Defence Forces. We produce a wide range of arms and ammunitions
for the Infantry, Artillery, Air Defence Artillery and Armoured Corps of the Army. Ordnance Factories
produce ammunition for Navy and Air Force and are now taking up indigenous development of Naval
armaments. The

factories

produce

Military

Transport

Vehicles,

Infantry

Combat Vehicles.

Armoured Vehicles, Optical and Opto-electronic Instruments, summer & winter uniforms, Parachutes,
miscellaneous Leather Goods and General Stores and spares.

Ordnance Factories have endeavored to keep pace with the development in

arms,

ammunition

and

other

equipment

by updating/upgrading technology either

through the Defence Research and Development Organisation or through the transfer of
technology (TOT) route.
Ordnance Factories try to achieve optimum capacity utilization not only by securing
increased workload from the Defence Forces but also through sustained efforts in
diversification to non-defence customers and exports. Similarly, thrust is also being given to
strengthen the in-house R & D capability aimed at product and process & development.
Ordnance Factories have also steadily increased their sales to non-defence customers,
including exports.

During 2003-2004, 15% (Rs. 977 crore) of the total sales of the

Ordnance Factories were to non-defence customers. This represents a 11.8% growth over
the previous years sales to non-defence customers (Rs. 874 crore). In 2004-2005, the sales
to non-defence customers are expected to be higher at about Rs. 978 crore.

3.3Ordnance factories customers:

a) Army
b) Air Force
c) Navy
d) Ministry of Home Affairs
e) Civil Trade
f) Other Govt. Dept.
g) Export

MISSION & VISION OF ORDNANCE FACTORY BOARD

4.1MISSION

Production of the state of the art battle field equipments

4.2VISION

To equip our armed forces with modern defence and battle

field equipments.
To continuously modernize our production facilities.
To train & motivate personnel.
To equip ourselves with technologies through acquisition
facilities, synergy and in-house R & D.
To continuously improve quality.
To improve operational efficiency and communications by
extensive use of information technology.
To achieve highest level of customer satisfaction.
To increase customer base in defence, non-defence and
export markets and establish global presence.

4.3SWOT ANALYSIS
S - Strength
W - Weaknesses
O - Opportunities
T - Threats

4.4STRENGTHS
Core competency in manufacturing of arms &
ammunition.
Multi - technology capability
Substantial backward integration
Training infrastructure & capability

4.5WEAKNESSES
Non- economic capacities
Over/under capacities in certain
areas
Aging plant & machinery
Unfavourable age & education profile of
employee
Cumbersome rules & regulations
Inadequate R & D capability
Inappropriate organisation structure
Multiplicity of intermediatry agencies

4.6OPPORTUNITIES
Large defence requirement
Civil market
Export market

4.7THREATS
Competition from indeginious & global industry
Collapse of user
Economics reforms
Liberalisation of defence industry
Meet the quest for high-tech military equipments
Reduce lead time for new products
Price competence with international suppliers

4.8 OFB AND ITS UNITS

Headquarters
Factories
Ordnance Factories Institute of Learning
Regional Marketing Centres
Regional Controller of Safety
Others

4.9 OFB Headquarters

S.No.

Unit Name

1.

Ordnance Factory Board (OFBHQ)

2.

Armoured Vehicle Head Quarters (AVHQ)

3.

Ordnance Equipment Factories Head Quarters (OEFHQ)

4.10Ordnance Factories
S.No.

Unit Name

1.

Ammunition Factory Khadki (AFK)

2.

Cordite Factory Aruvankadu (CFA)

3.

High Explosive Factory (HEF)

4.

Ordnance Factory Khamaria (OFK)

5.

Ordnance Factory Bhandara (OFBA)

6.

Ordnance Factory Varangaon (OFV)

7.

Ordnance Factory Chandrapur (OFCH)

8.

Ordnance Factory Bolangir (OFBOL)

9.

Ordnance Factory Project Nalanda (OFPN)

10.

Ordnance Factory Itarsi (OFI)

11.

Ordnance Factory Dehu Road (OFDR)

12.

Gun Carriage Factory (GCF)

13.

Rifle Factory Ishapore (RFI)

14.

Gun and Shell Factory (GSF)

15.

Ordnance Factory Kanpur (OFC)

16.

Small Arms Factory (SAF)

17.

Ordnance Factory Dumdum (OFDC)

18.

Ordnance Factory Tiruchirapalli (OFT)

19.

Vehicle Factory Jabalpur (VFJ)

20.

Field Gun Factory Kanpur (FGK)

21.

Grey Iron Foundry (GIF)

22.

Metal and Steel Factory (MSF)

23.

Ordnance Factory Ambernath (OFA)

24.

Ordnance Factory Katni (OFKAT)

25.

Ordnance Factory Muradnagar (OFM)

26.

Ordnance Factory Bhusawal (OFBH)

27.

Machine Tool Prototype Factory (MPF)

28.

Ordnance Cable Factory Chandigarh (OCFC)

29.

Ordnance Factory Ambajhari (OFAJ)

30.

Heavy Alloy Penetrator Project (HAPP)

31.

Ordnance Factory Dehradun (OFDUN)

32.

Heavy Vehicle Factory (HVF)

33.

Ordnance Factory Project Medak (OFPM)

34.

Engine Factory Avadi (EFA)

35.

Opto Electronics Factory (OLF)

36.

Ordnance Equipment Factory Kanpur (OEFC)

37.

Ordnance Clothing Factory Shahjahanpur (OCFS)

38.

Ordnance Parachute Factory (OPF)

39.

Ordnance Clothing Factory Avadi (OCFAV)

40.

Ordnance Equipment Factory Hazratpur (OEFHZ)

4.11Training Institutions of Ordnance Factories

S.No.

Unit Name/core area

Category

1.

National Academy of Defence Production (NADP)

Group A
Officers

2.

Ordnance Factory Institute of Learning Ishapore

(OFILIS).Core areas: Metallurgy, small arms
production.

Group B & C

3.

Ordnance Factory Institute of Learning Ambernath

(OFILAM) Core areas: Mechanical maintenance,
Mechatronics and design.

Group B & C

4.

Ordnance Factory Institute of Learning Khamaria

(OFILKH)
Core
areas:Chemical
explosives,ammunition filling & proof,safety,recent
trends in propellant manufacture.

Group B & C
&

5.

Ordnance Factory Institute of Learning Kanpur

(OFILKN) Core areas:leather,clothing,material
management,financial
management,ordnance
production,modernization of clothing technology.

Group B & C

6.

Ordnance Factory Institute of Learning Ambajhari

(OFILAJ) Core areas:Fire fighting,electrical
engineering,Ammunition hard ware,High tension
PLC.

Group B & C

7.

Ordnance Factory Institute of Learning Dehradun

(OFILDD) Core areas: Civil technology,Optics &
opto
electronics
technology,information
technology,Cable technology.

Group B & C

8.

Ordnance Factory Institute of Learning Medak

(OFILMK) Core areas: electronics and CNC,Avehicle production.

Group B & C

9.

Ordnance Factory Institute of Learning Avadi

(OFILAV)
Core
areas:
personnel
management,industrial
engineering,A-vehicle
production.

Group B & C

4.12Regional Marketing Centres

S.No.

Unit Name

1.

Regional Marketing Centre Delhi (RMCDL)

2.

Regional Marketing Centre Avadi (RMCAV)

3.

Regional Marketing Centre Pune (RMCPU)

4.13Regional Controller of Safety

S.No.

Unit Name

1.

Regional Controller of Safety Avadi (RCSAV)

2.

Regional Controller of Safety Ambajhari (RCSAJ)

3.

Regional Controller of Safety Kanpur (RCSKN)

4.

Regional Controller of Safety Pune (RCSPU)

4.14Other Units
S.No.

Unit Name

1.

Ordnance Factory Cell Mumbai (OFCEL-MUM)

2.

Ordnance Factory Cell Delhi (OFCEL-DEL)

Locations

Allied organizations of Department of Defence Productions

1. DGQA : Directorate General of Quality Assurance

DGQA is responsible for ensuring high precision and quality respect of stores
for the Army, Navy and of the common user items of Air Force.

2. Directorate of Technical Development and Production

(AIR) (DGAQA)

Primarily deals with quality assurance of aeronautical items manufactured

indigenously for the defence forces and the development of indigenous sources for
specialised air borne / ground equipment.

2.

Directorate of Standardisation

Responsible for establishing common equipment and components among three

services with the distinct objective of curbing proliferation of items within the services.
1. Codification and Cataloging of Defense Inventory.
2.

Preparation

of

Standardization

documents

such

as

Joint Services

specification etc.

4. Directorate of Planning & Co-ordination

It was setup with primary objective of preparing overall plans for production of
Defence equipment in the country. In order to perform this role, the directorate represents the
DDP & S in various Committee, R & D Panels, Task Groups there by providing a linkage
between production units on one hand and user and the R & D agencies on the other.

5. Defence Exhibition Organisation

It was setup in

1981, with OFB, DRDO, Quality Assurance

Organisation and Defence PSUs as its co-opted members, to project to visiting foreign
dignitaries / purchase missions and general public wide range of our defence production
infrastructure.
In Participants in National /International defence exhibitions. It is also maintains a
standing defence exhibition pavilion at Pragati Maidan, New Delhi which displays
production manufactured by OFs & eight DPSUs.

ORGANIZATION OF THE FACTORY

Each Factory is divided into a number of Sections representing:( a ) Production Sections

( b ) Service Sections and
( c) Administrative Sections.

Each Production Section is engaged in producing one or more similar products

requiring the use of similar production facilities (machines etc.). The Service Sections are
those connected with the generation and distribution of electric power, steam and water
services, and maintenance of plant, machinery and buildings. The administrative sections
are those connected with the general administration of the factory, labour bureau and labour
welfare etc.
Based on the manufacturing programme, the planning department releases production orders
to various production sections, in batches, in the shape of Manufacture Warrants.

Predetermined control over utilization of

material ands labour.

The most important feature of the cost accounting system is control

over utilization
predetermined

of labour and material

estimates.

For

repeat

items,

expenditure on each job through

production

of

which

is

well

established, the estimates are standardized by proper time and motion study
and these estimates are called Standard Estimates. The Estimate is prepared
for a

standard batch

showing the details of various labour operations

required in the production of the article, the time required for

each operation

and the labour cost of the operation. Similarly, each material required for
production of the article is shown in detail indicating the quantity required
for a normal batch.
The production shops can not exceed the limits indicated in the manufacture
and material warrants for utilization of labour and material without obtaining special
authorization from the planning department. Such authorization is issued in the form of nonrecurring revisions.

Ordnance Factories Products Familiarization.

1. Weapons:a) Small Calibre:.22 Sporting Rifle
.22 Revolver
Revolver 32 (7.65 Mm X 23)
Pistol 0.32
.315 Sporting Rifle
12 Bore Pump Action Gun
Pistol Auto 9 Mm 1a
Sub

Machine

Gun

Carbine

Mm

1a1

Sub Machine Gun Carbine 9 Mm 2a1

5.56

Mm

Assault

Rifle

(Fixed

Butt)

Rifle 5.56 Mm Insas (Fixed Butt)

5.56 Mm Insas Rifle (Foldable Butt)
Rifle Excalibur 5.56 Mm
Minsas 5.56 Mm Personal Carbine Zittara Multi-Purpose Carbine
Lmg 5.56 Mm Insas (Fixed Butt)
Lmg 5.56 Mm Insas (Foldable Butt) Rifle 7.62 Mm 1a1
Gun Machine 7.62 Mm 1b
Gun Machine 7.62 Mm (Mag) 2a1
Gun Machine 7.62 Mm 5a And Mo-32 Gun Machine 7.62
Mm (Mag) 6a
Assault Rifle 7.62 Mm

38 Mm Multi Shot Riot Gun

Anti Material Rifle Vidhwansak
14.5 Mm Artillery Trainer
Projector Pyrotechnic Hand, 13mm, 1a
Stablised Remote Controlled Weapon Station

b) Mortar Equipment:Mortar 51 Mm, E 1

Equipment 81 Mm Mortar
Equipment 120 Mm Mortar
81mm Long Range Mortar

c) Medium Calibre:12.7 Mm Air Defence Gun

14.5 Mm Sub Calibre Device
23 Mm Ghasha Aviation Gun
Equipment 40 Mm L70 Gun Aae1
40mm L-70 Upgraded Gun
Multi Grenade Launcher 40 Mm
Under Barrel Grenade Launcher 40 Mm
Crn 91 Naval Gun

d) Large Calibre:84mm RCL GUN

Equipment 106 Mm RCL GUN

Equipment 105/37 IFG E1 And 105/37 LFG E2

Metamorphosis 155 Mm GUN.

2.Ammunitions Explosives & chemicals:a) Small Calibre:-

CARTRIDGE SA 5.56 Mm BALL INSAS

CARTRIDGE SA 5.56 Mm TRACER INSAS
CARTRIDGE 5.56 MM BALL Mk N
CARTRIDGE 5.56 MM BALL Mk M
CARTRIDGE SA 7.62 Mm BALL M80
CARTRIDGE SA 7.62 Mm TRACER M62
CARTRIDGE SA 7.62 Mm Blank L.A.
CARTRIDGE SA 7.62 Mm MARKSMAN
CARTRIDGE SA 9 Mm BALL
CARTRIDGE SA 9 Mm TRACER .840 CAP
CARTRIDGE SA .303 BALL MK 7Z
CARTRIDGE SA .50 SPOTTER TRACER
CARTRIDGE SA .380 BALL REVOLVER
CARTRIDGE RIM FIRE .22 BALL
CARTG. SA .32 REVOLVER
CARTG. SA .455 REVOLVER
CARTG. SA .315 IN AND 30 06 BALL
CARTRIDGE SA 12 BORE 70MM
CARTRIDGE SA 12 BORE 65 MM SPECIAL

CARTRIDGE SA 12 BORE ANTIRIOT

CARTRIDGE SA 12 BORE MAGNA AND DELUXE
CARTRIDGE SA 12.7 Mm API And APIT
CARTRIDGE 14.5 MM TRAINING AMMUNITION

b) Mortar Bombs

BOMB M.L. 2 MORTAR HE

BOMB ML SMOKE 2 MORTAR
BOMB ML MORTAR 2 ILLG
BOMB ML 2 MORTAR SIGNAL SINGLE STAR
MORTAR BOMB 51 MM HE
MORTAR BOMB 51 MM SMOKE
1A MORTAR BOMB 51 MM ILLG 1A
MORTAR BOMB 51 MM
BOMB 81 Mm MORTAR HE
BOMB 81 MM MORTAR SMOKE PWP
BOMB 81 MM MORTAR ILLUMINATING 2A
MORTAR BOMB 120 MM HE
BOMB 120 MM MORTAR SMOKE PWP
BOMB MORTAR 120 MM ILLG IA
81 MM MORTAR TRAINING DEVICES
120 MM MORTAR TRAINING DEVICES

c) Medium Calibre:-

CARTRIDGE 23 MM SCHILKA HE/IT

CARTRIDGE 23 MM SCHILKA AP/IT
CARTRIDGE 23 Mm GHASHA HEI
CARTRIDGE 23 MM GHASHA AP I
30 MM BMP II AMMUNITION HE/T
30 MM BMP II AMMUNITION AP/T
30 MM BMP II AMMUNITION HE/I
CARTRIDGE. 30 MM NAVAL AMMN
CARTRIDGE 30 MM ADEN GUN PRACTICE MK2Z
CARTRIDGE 30 MM ADEN GUN HE MK 2Z
CARTRIDGE 30 MM GHASHA HE / INERT
CARTRIDGE QF 40 MM L-70 HE
CARTRIDGE QF 40 Mm L/70 TPT
Cartridge AA 40 Mm L-70 PFFC

d) Large Calibre:-

84 Mm TPT 65
84 Mm HE 441B
84 Mm HEAT 651
84 Mm ILLUMINATING FFV 545
CARTG. 105 Mm IFG NORMAL CHARGE
CARTG. 105 Mm IFG SUPER CHARGE
SHELL 105 Mm IFG HE

SHELL 105 Mm IFG HESH

SHELL 105 Mm IFG ILLG
SHELL 105 Mm IFG BE SMOKE
CARTG. QF 76.2 Mm PRACTICE AND HE
CARTRIDGE 76.2 Mm PFHE
76 62 MM PRACTICE AA FLASH
CARTRIDGE QF 105 Mm SH PRACTICE
CARTRIDGE 105 Mm FSAPDS/T
CARTRIDGE 105 Mm TANK HESH
CARTRIDGE QF 105 MM APDS/T
CARTRIDGE QF 105 MM DS/T PRACTICE
ROUND 106 Mm RCL HEAT
SHELL 73 Mm HE
SHELL 73mm HEAT
MAIN BATTLE TANK AMMUNITION 120 Mm HESH
MAIN BATTLE TANK AMMUNITION 120 MM FSAPDS
SHELL 125 Mm HE
125 Mm HEAT
CARTG. 125 Mm FSAPDS
SHELL 130 Mm HE
CARTRIDGE FVC RVC FOR 130 Mm HE
155 Mm SHELL HE 107
155 Mm SHELL HE M 77B
155 Mm SHELL HEER

155 Mm SMOKE SHELL FFV 007 ER 24KM

SHELL 155 Mm ILLUMINATING
SHELL 155 Mm HE
SHELL 155 MM ILLUMINATING
SHELL 155 MM SCREENING SMOKE BE M2A2
CARTG. 125 MM FSAPDS T MK1
130 Mm CARGO PROJECTILE
155 Mm EXTENDED RANGE CARGO PROJECTILE
155 Mm HE-ER BASE BLEED PROJECTILE

e) Grenades, Signaling Smoke, Other Stores

CARTG SIGNAL 16mm RED GREEN WHITE

CARTRIDGE SIGNAL 1 RED GREEN ILLG.
CARTG SIGNAL 1.5 GREEN RED YELLOW
GRENADE 36 M HAND AND TUBE LAUNCHING 81
MM SMOKE GRENADE 3D6
CANDLE SMOKE GROUND MK 3 L
TRAINING

SMOKE

GENERATOR

GENERATOR SMOKE NO.5

GRENADE HANDSMOKE RED GREEN
MARKER SMOKE WHITE
GENERATOR SMOKE ORANGE 3A
CSES GRENADE RED GREEN YELLOW
FLARE GROUND INDICATING NO. MK-1 YELLOW
PORT FIRE FRICTION
SIGNAL DISTRESS DAY AND NIGHT
CARTRIDGE SEAT EJECTION PK 3M 1
CARTRIDGE R-4 PYRO CUTTER
FLARE TRIP WIRE MK-1
SIGNAL FUZEE
SIGNAL FOG
HAND FLARE RED MK- II
PARA FLARE RED

BUOYANT SMOKE ORANGE

THUNDER FLASH MK - 4
MULTI MODE HAND GRENADE

f) Rocket Bombs

ROCKET 68 Mm HE
ROCKET 68 Mm HC
ROCKET 68 Mm PRACTICE
BOMB HE A/C 1000 Lbs

BOMB PRACTICE 25 Lbs No. 1 MK-1

BOMB 3 KG PRACTICE
BOMB 250 KG HSLD BOMB
BOMB 450 KG HSLD BOMB
AERIAL BOMB 100 -120 KG

g) Fuzes
FUZE FZ 104
Fuze 213 MK5 (M-1) & (M-2) And (M-3) & (M-4) FUZE L 29 A2/A3
FUZE PERCUSSION DA NO.117 FUZE FOR ROCKET 122
Mm HE PROXIMITY FUZE 76.2
FUZE DA- 4A
FUZE 162 MK-8 AND FUZE 162 MK - 9
FUZE 161 MK 3 M-1
FUZE PD M 572 FOR 155 Mm

h) Demolition
CHARGE DEMOLITION No. 2, 25 Ibs
CHARGE DEMOLITION No.11, 30 Lbs
CHARGE DEMOLITION No. 14, 11 Ibs
MINE ANTI-TANK 4D ND (BAR)
SWITCH NO. 4 PULL MK.1
SWITCH NO. 5 PRESSURE MK 1
SWITCH NO. 6 RELEASE MK 1
CHARGE DEMOLITION NO.1 BEEHIVE
MAINDEKA ADVANCED LIMPET MINE

i) Explosives, Propellants And Chemicals

CHEMICALS
EXPLOSIVES
PROPELLANTS
LIQUID PROPELLANTS

3.Military Vehicles :STALLION 7.5 / 5 TON MK-III

LPTA 2.5 TON 713/32TC
WATER BOWSER 2KL
FIELD AMBULANCE
KITCHEN CONTAINER
LIGHT RECOVERY VEHICLE
WATER BOWSER 5KL
LIGHT MINE PROTECTED VEHICLE
MINE PROTECTED VEHICLE
BULLET PROOFING OF CARS (e.g. AMBASSADOR)
BULLET PROOFING OF LCVs (e.g. TATA-407,4x4)
BULLET PROOFING OF MUVs (e.g. MARUTI GYPSY, 413W)

4.Armoured Vehicles:Ajeya T 72
ARJUN MAIN BATTLE TANK
TANK T 90 S
SARATH APC BMP 2K

CARRIER MORTAR TRACKED VEHICLE

ENGINE UTD 20
ENGINE V46 6
UPGUNNING OF T 55 Tanks
TARMOUR AFV

5. Optical Devices:COMPASS PRISMATIC LIQUID MK-3A

SIGHT UNIT CASED 102 B
PASSIVE NIGHT VISION GOGGLES 102A
BINO NIGHT VISION PASSIVE CASED 101A
PASSIVE NIGHT VISION BINOCULAR (LIGHT WEIGHT)
PASSIVE NIGHT VISION MONOCULAR
PASSIVE NIGHT SIGHT FOR RIFLE AND LMG
PASSIVE NIGHT SIGHT FOR 84 mm CARL GUSTAF RCL
PERISCOPE BATTERY COMMAND BINO 20 X 70
DAYLIGHT TELESCOPIC SIGHT FOR 5.56 mm RIFLE (INSAS)
TELESCOPE SIGHTING 5.56 mm LMG (INSAS)
DAYLIGHT TELESCOPIC SIGHT 6X FOR SNIPER RIFLE
TELESCOPIC SIGHT (M-1) FOR 84 mm RCL
PASSIVE NIGHT SIGHT FOR AK-47
OPTICAL SIGHT FOR AGS-30
TELESCOPIC SIGHT FOR 14.5 20 MM AMR
DRIVER'S PASSIVE NIGHT PERISCOPE FOR T-55 TANK
BINOCULAR 8 X 30

SIGHT DIAL 104A WITH MOUNT

SIGHT 51 mm MORTAR 102A
RANGE FINDER CASED 13 E
COLLIMATOR INFINITY AIMING REFERENCE 102A
COLLIMATOR K-1
PERISCOPIC AIMING CIRCLE (PAB-2M)
SIGHT BORE MUZZLE AFV-125 MM CASED
LASER RANGE FINDER TPD-K1 FOR T-72
COMMANDER'S SIGHT PASSIVE FOR T-72/BMP-II
DRIVER'S SIGHT PASSIVE FOR TANK T-72
DRIVER'S SIGHT PASSIVE FOR BMP-II
GUNNER'S SIGHT PASSIVE FOR T-72
GUNNER'S SIGHT PASSIVE FOR BMP-II
ANTI AIRCRAFT SIGHT IP3 3 FOR BMP-II
DRIVER'S SIGHT PASSIVE FOR T-90 S
MISSILE SIGHT 9sh 119M1 FOR BMP-II
LASER AIMING AID INSA LAKSHYA FOR RIFLE

6.Optical Devices :-

COMPASS PRISMATIC LIQUID MK-3A

SIGHT UNIT CASED 102 B
PASSIVE NIGHT VISION GOGGLES 102A

BINO NIGHT VISION PASSIVE CASED 101A

PASSIVE NIGHT VISION BINOCULAR (LIGHT
WEIGHT) PASSIVE NIGHT VISION MONOCULAR
PASSIVE NIGHT SIGHT FOR RIFLE AND LMG
PASSIVE NIGHT SIGHT FOR 84 mm CARL GUSTAF RCL
PERISCOPE BATTERY COMMAND BINO 20 X 70
DAYLIGHT TELESCOPIC SIGHT FOR 5.56 mm RIFLE (INSAS)
TELESCOPE SIGHTING 5.56 mm LMG (INSAS)
DAYLIGHT TELESCOPIC SIGHT 6X FOR SNIPER RIFLE
TELESCOPIC SIGHT (M-1) FOR 84 mm RCL
PASSIVE NIGHT SIGHT FOR AK-47
OPTICAL SIGHT FOR AGS-30
TELESCOPIC SIGHT FOR 14.5 20 MM AMR
DRIVER'S PASSIVE NIGHT PERISCOPE FOR T-55 TANK
BINOCULAR 8 X 30
SIGHT DIAL 104A WITH MOUNT
SIGHT 51 mm MORTAR 102A
RANGE FINDER CASED 13 E
COLLIMATOR INFINITY AIMING REFERENCE 102A
COLLIMATOR K-1
PERISCOPIC AIMING CIRCLE (PAB-2M)
SIGHT BORE MUZZLE AFV-125 MM CASED
LASER RANGE FINDER TPD-K1 FOR T-72
COMMANDER'S SIGHT PASSIVE FOR

T-72/BMP-II
DRIVER'S SIGHT PASSIVE FOR TANK T-72
DRIVER'S SIGHT PASSIVE FOR BMP-II
GUNNER'S SIGHT PASSIVE FOR T-72
GUNNER'S SIGHT PASSIVE FOR BMP-II
ANTI AIRCRAFT SIGHT IP3 3 FOR BMP-II
DRIVER'S SIGHT PASSIVE FOR T-90 S
MISSILE SIGHT 9sh 119M1 FOR BMP-II
LASER AIMING AID INSA LAKSHYA FOR RIFLE .

7. Parachutes :a) Brake Parachutes

Brake Parachute for MiG-21
Brake Parachute for MiG-23
Brake Parachute for MiG-25
Brake Parachute for MiG-29
Brake Parachute for MIRAGE-2000
Brake Parachute for JAGUAR
Brake Parachute for SU-30 A/C

b) Other Parachutes
Parachute Paratroop Type PTR-M
Parachute Paratroop Type PTR-R
Parachute Tactical Assault Type PTA-M
Parachute Tactical Assault

Type PTA-R Parasail

RAM AIR 9 CELL Parachute
Parachute System for Mortar Bomb 81 mm Illuminating and Other ammunition
Equipment Supply Dropping Parachute 8.5m
High Altitude Parachute
Pilot Parachute Seat MK-10
Pilot Parachute BMK-41
Heavy Drop System P-7

8. Support Equipment:-

INFLATABLE BOAT PRASHANT 465 MK - 2

BOAT RECCE 3 MEN - 2 A
FLOAT FOR KM BRIDGE
BRIDGE ASSAULT FLOATING (KRUPPMAN)
MANUALLY LAUNCHED ASSAULT BRIDGE MLAB MLC-60
CABLES
FIBRE OPTIC CABLE

10. Troop Comfort and General Stores:-

TENT ARCTIC MEDIUM MK 2

TENT ARCTIC LARGE MK-2
TENT 80 KG MK-3
TENT 20 KG INNER AND OUTER
TENT PVT MK3

TENT STORE
TENT EXTENDABLE FRAME SUPPORTED 4M
Tent Arctic Small Mk 2
TANK FABRIC COLLAPSIBLE MK-1
COVER WATER PROOF
STEEL JERRICANS CAPACITY 20 LITRES HEATER SPACE
(COAL/OIL BURNING) CHAGUL UNIVERSAL MK-II
BOOT ANKLE DIRECT VULCANISED SOLE
BOOT ANTIMINE MK-1
DUAL DENSITY RUBBER COMBAT BOOT
HIGH ANKLE BOOT FOR PARATROOPERS
SUIT TERRY WOOL (JACKET & TROUSERS)
OVERALL COMBINATION DISRUPTIVE
OVERALL COMBINATION OG
COAT COMBAT DISRUPTIVE
JACKET & TROUSER COMBAT DISRUPTIVE
OVERALL COMBINATION
OVERALL FLYING MK-II
OVERALL WINTER
COAT AND TROUSERS PARKA
COAT FEATHER & PANT FEATHER
JERSEY WOOLLEN OG V-NECK

SHIRT ANGOLA DRAB & TROUSER SERGE

GENTS AND LADIES JACKET
GLOVES LEATHER WHITE LINED
SLEEPING BAG MK-4
LIGHT WEIGHT WEB EQUIPMENT
ICK SYNTHETIC BELT WAIST OG
INFANTRY COMBAT KIT HAVERSACK
INFANTRY COMBAT KIT PACK WITH FRAME
INFANTRY COMBAT KIT POUCHES AMMUNITION
Web Equipment G.I. Pattern
JACKET ECC & TROUSER ECC
COAT E.C.C
SUIT YETI
BULLET PROOF JACKET
CAPES WATER PROOF KHAKI WITH HOOD
MULTIPLE ELEMENT NET ASSEMBLY
VEST AND JERSEY WOOLLEN OG
BLANKET
SOCKS WOOLLEN LYCRA
NBC SUIT PERMEABLE
NBC CASUALITY BAG FULL
NBC CASUALITY BAG HALF
NBC Facelet
NBC Haversack
TROUSER AND SHIRT POLYESTER AND VISCOSE OG

11.Material Components and SPMs :-

MATERIAL (NON-FERROUS & HEAVY ALLOYS)

MATERIAL (FERROUS)
COMPONENTS (NON-FERROUS & HEAVY ALLOYS)
COMPONENTS (FERROUS)
SPECIAL PURPOSE MACHINES

12.Sporting Arms and ammunition:a) Sporting Arms

0.22" Revolver
0.32" Revolver (7.65 mm x 23)
0.32" Pistol
0.22" Sporting Rifle
0.315" Sporting Rifle

b) Sporting Ammunition

CARTRIDGE RIM FIRE .22" BALL

CARTG. SA .32" REVOLVER
CARTG. SA .315" AND 30 06 BALL
CARTRIDGE SA 12 BORE 70mm
CARTRIDGE SA 12 BORE 65mm SPECIAL

Civil Trade:-

Besides the above, we have a large number of customers

in the civil sector - government departments, PSUs, private companies and individuals, etc. - who
purchase industrial chemicals, explosives, Non Prohibited Bores (NPB) arms and ammunition,
brass ingots, aluminium alloy products, steel castings and forgings, vehicles, clothing and
leather goods, cables and opto-electronic instruments.

Exports:-

We are making vigorous marketing efforts to boost export by participating in

International Exhibitions, product promotion
through advertisement in the international media, interaction with visiting delegations
from friendly countries, agents and the customer's representative, both in India and abroad.
We have
been exporting our products by maintaining the foothold in traditional markets of Nepal,
Thailand, Malaysia, Germany, Turkey and making efforts for emerging new markets like
USA, Indonesia, Oman, Sri Lanka, Bangladesh, Israel and Egypt. Arms and
Ammunition, Weapon Spares, Chemicals & Explosives, Leather and Clothing items have
been exported to the developing countries as well as to the developed nations world-wide.

SERVICES RENDERED BY OFys.

Ordnance Factories remain in close interaction with the customers to ensure

after sales service is made available.

In case of services viz. Army, Air force, Navy etc.

joint team of Ordnance Factory personnel & Quality Assurance visit even forward areas
for proper maintenance of equipments, is including demonstration of equipments.

STANDARDS OF OUTPUT / SERVICES BY THE ORGANISATION

Ordnance Factories provide product/services of the
highest standards conforming to specifications required by the customers. The Ordnance
Factories ensure consistent outturn of quality products ensuring continual customer
satisfaction. This is ensured by the following points:

SERVICES RENDERED BY OFys.

Ordnance Factories remain in close interaction with the customers to ensure after
sales service is made available.

In case of services viz. Army, Air force, Navy etc. joint

team of Ordnance Factory personnel & Quality Assurance visit even forward areas for
proper maintenance of equipments, is including demonstration of equipments.

STANDARDS OF OUTPUT / SERVICES BY THE ORGANISATION

Ordnance

Factories

provide

product/services

conforming to specifications required by the customers.

of

the

highest

standards

The Ordnance Factories ensure

consistent outturn of quality products ensuring continual customer satisfaction.

This is

ensured by the following points:

QUALITY:-

OFB recognizes that Quality is of utmost importance to the reliability of products

meant for Defence of this country. The products are subjected to stringent quality tests in
both in-house & finally by customers representatives.
As a policy, OFB has undertaken quality through the route of ISO-9000:2000
quality management systems. All 39 Ordnance Factories have well established testing labs
in the field of Mechanical, Chemical, NDT (Non destructive testing) Optical etc. 51
labs in 28 factories are
accredited by NABL to ISO/IEC 17025 international standard. Balance factories are also in
advance stage for obtaining NABL accreditation.
The revision to ISO 9001:2000 of Quality Management Systems from ISO 9002:
1994 adopted by all 39 Ordnance Factories and certified by recognised accreditation
bodies, had been very timely for reinforcing the plant modernization plans with improved
integrated manufacturing management processes.

The Quality Management principles

outlined in ISO 9000:2000 have been adopted by all Ordnance Factories aimed at
continual improvement in overall performance by focusing on TOTAL CUSTOMER
SATISFACTION.

Ordnance Factories in its drive to achieve excellence have taken steps towards
Environment Management Systems and three factories have already been certified for ISO
14001:1996 by Accreditation bodies.

In order to continuously improve the confidence of user in Ordnance Factories

Products, seven items from OEF group are now being delivered under Self Certification. The
feed back from customer is found encouraging.

Ordnance Factories have now started

supplying 16 more items of Clothing/Ammunition boxes with revised and modified new
procedure.

To ensure the quality of raw material/components supplied by vendors, it has

been decided to incorporate quality plans as a part of purchase order as per is
10005:1995 the system is under implementation Ordnance Factories are improving its
Quality standards through various quality improvement tools including Statistical Quality
Control (SQC)/Statistical Process Control (SPC).
technological

cells

have

been

created

in

To

ensure

success

of

above,

the factories which will monitor the

improvement required in the processes & machines etc. ONLINE measurement, process
control systems and automatic gauging systems are being provided with modernization
proposals to ensure that the quality is built into the product.

All Ordnance Factories are committed for improving housekeeping and

implementation of 5-S is in various stages in Ordnance Factories.
The results of effort made towards enhancing Quality of O. F. products need be
assessed against various parameters as well as effectiveness of various programmes
measured with reference to resource deployment.

The programmes already launched/being launched is being related to the expected

tangible/intangible results and measurable standards indicated for achievement within a time
frame.
A three tier Quality Audit system has been introduced for effective feedback and
arranging continual improvement.

CUSTOMER SATISFACTION:

In order to ascertain the level of satisfaction/dissatisfaction among the complicated

network of customers/actual users of various O.F. Products on continuous basis, board
policy guidelines are being formulated to institutionalize the organisation-customer
feedback/performance measurement/analysis/actions for improvement with a PDCA
approach. Such regular interactions for identifications of :

I.

Customer priorities

II.

Customers tolerance band

III.

Performance of Ordnance Factories

IV. Performance of O.F. relative to customers priorities

V. Performance of O.F. relative to competitors performance VI.
Priorities for improvement
These are being organized at various levels between OFB hierarchy and the
hierarchy of customers as illustrated below in respect of the primary customers (ARMY)
A) Product specific teams of the factories visiting field units of the ARMY.
B) Planning/Quality executives of the factories visiting various ORDNANCE DEPOTS &
user units.

C) GMs/Reps of the factories visiting respective Head of field establishments/training

schools and Directorates at Army HQ.
D) Institutionalized Mechanism has started for User/Manufacturer interaction meetings at
regular interval.
E) OFB with the ARMY COMMANDS and ARMY HQ as well as composite teams
covering (A) to (C)

The change in Technology at a rapid pace is resulting in higher customer expectations. Ordnance Factories
are committed to meet higher expectations of customer through continual improvement of existing product
range and introduction of new products, as desired by the customer.

QUALITY:-

OFB recognizes that Quality is of utmost importance to the reliability of products meant for
Defence of this country. The products are subjected to stringent quality tests in both in-house & finally
by customers representatives.

As a policy, OFB has undertaken quality through the route of ISO-

9000:2000 quality management systems. All 39 Ordnance Factories have well established testing labs in
the field of Mechanical, Chemical, NDT (Non destructive testing) Optical etc. 51 labs in 28 factories
are accredited by NABL to ISO/IEC 17025 international standard.

Balance factories are also in advance

stage for obtaining NABL accreditation.

The revision to ISO 9001:2000 of Quality Management Systems from ISO 9002: 1994 adopted by
all 39 Ordnance Factories and certified by recognised accreditation bodies, had been very timely for
reinforcing the plant modernization plans with improved integrated manufacturing management processes.

The Quality Management principles outlined in ISO 9000:2000 have been adopted by all
Ordnance Factories aimed at continual improvement in overall performance by focusing on TOTAL
CUSTOMER SATISFACTION.

Ordnance Factories in its drive to achieve excellence have taken steps towards Environment
Management Systems and three factories have already been certified for ISO 14001:1996 by Accreditation
bodies.
In order to continuously improve the confidence of user in Ordnance Factories Products, seven
items from OEF group are now being delivered under Self Certification.

The feed back from customer is found encouraging.

Ordnance Factories have now started

supplying 16 more items of Clothing/Ammunition boxes with revised and modified new procedure.
To ensure the quality of raw material/components supplied by vendors, it has been decided to
incorporate quality plans as a part of purchase order as per is 10005:1995 the system is under
implementation.

Ordnance Factories are improving its Quality standards through various quality
improvement tools including Statistical Quality Control (SQC)/Statistical Process Control (SPC).
To ensure success of above, technological cells have been created in the factories which will
monitor the improvement required in the processes & machines etc. ONLINE measurement,
process control systems and automatic gauging systems are being provided with modernization
proposals to ensure that the quality is built into the product.

All Ordnance Factories are committed for improving housekeeping and

implementation of 5-S is in various stages in Ordnance Factories.

The results of effort made towards enhancing Quality of O. F. products need be assessed
against various parameters as well as effectiveness of various programmers measured with
reference to resource deployment.

The programmes already launched/being launched is being related to the expected

tangible/intangible results and measurable standards indicated for achievement within a time frame.
A three tier Quality Audit system has been introduced for effective feedback and arranging
continual improvement.

CUSTOMER SATISFACTION:

In order to ascertain the level of satisfaction/dissatisfaction among the complicated

network of customers/actual users of various O.F. Products on continuous basis, board
policy guidelines are being formulated to institutionalize the organisation-customer
feedback/performance measurement/analysis/actions for improvement with a PDCA
approach. Such regular interactions for identifications of

Customer priorities
Customers tolerance band
Performance of Ordnance Factories

 Performance of O.F. relative to customers priorities

Performance of O.F. relative to competitors performance
Priorities for improvement
These are being organized at various levels between OFB hierarchy and the
hierarchy of customers as illustrated below in respect of the primary customers (ARMY)

Product specific teams of the factories visiting field units of the ARMY.

Planning/Quality executives of the factories visiting various ORDNANCE DEPOTS & user
units.
GMs/Reps of the factories visiting respective Head of field
establishments/training schools and Directorates at Army HQ.
Institutionalized Mechanism has started for User/Manufacturer interaction meetings at
regular interval.
OFB with the ARMY COMMANDS and ARMY HQ as well as composite teams covering
(A) to (C)

The change in Technology at a rapid pace is resulting in higher customer

expectations.

Ordnance Factories are committed to meet higher expectations of

customer through continual improvement of existing product range and introduction of new
products, as desired by the customer.

ROLE OF ACCOUNTS IN ORDNANCE FACTORIES

ROLE OF CONTROLLER OF FINANCE & ACCOUNTS (FYS) IN
ORDNANCE FACTORY ORGANISATION :-

Controller of Finance and Account (FYS) is in charge of all Branch Accounts Offices under
his group and will discharge his responsibilities through Branch Accounts Offices and render
financial advise to Factory Management and also give direction and Guidance to Branch Accounts
Offices. He will Report to PCA (FYS) Kolkata.

Three Fold Functions 1. Accounts

2. Audit
3. Financial Advise.
Aims of DAD - Economy, Efficiency and Effectiveness.

INTRODUCTION :
Under Ministry of Defence (Expenditure) Defence Secretary will discharge his
responsibilities as a Chief Accounts Officer. He will be assisted by FA (OS) now upgraded
as Secretary, he will be assisted by CGOA, New Delhi. He will be head of the department
of Defence Accounts Department. Who will be the responsible to maintain the accounts
and audit of Defence expenditure. Under DAD Organisation there were different commands
parallel to ARMED FORCES including Factory Command which are headed by PCDAs and
CDAs.

In Factory command Principal Controller of Accounts (FYS) Kolkata is the head of

the department, who is responsible in rendering Annual Production account and allied
accounts of all Ordnance Factories (39+1 Factories) and in addition to that transactions
relating Railways such as railway warrants used for movement of troops etc, Military
Credit Notes (MC Note) used for movement of stores etc pertains to Armed Forces
(Army, Navy, Air Force, Border Road Organisation etc) including Ordnance Factories.

GROUP CONTROLLERS :-

The PCA (Fys) will be assisted by Ten Group controllers at

the rank of Controllers and one Joint Controller -Group(10+1) .
RESPONSIBILITIES OF P C A (FYS) KOLKATA:a)

Preparation, audit and compilations of the store and

manufacturing accounts of all Ordnance and Ordnance Equipment

Factories.
b)

Audit Payment and compilations of the Pay Accounts of civilian

Gazetted Officers and Establishment employed therein.

c)

Maintenance of Fund Account in R/o GOs.

d)

Classification of railway warrants and credit notes in connection

with the movement of Troops and Military stores throughout India.

THE RESPONSIBILITY OF BRANCH ACCOUNTS OFFICES

ATTACHED TO EACH ORDNANCE FACTORY:Broadly the following sections will have in each Branch Accounts
Office:
1)

Record & General Section - work related to Account Office Staff .

2)

Costing section

- work related to Warrants, Estimates,

SWODs, Extracts/indents/IFDs, pricing of Civil Trade Items and maintenance of Machinery

and Building Block Registers of charging of
depreciation and its related work. Preparation of Annual production accounts and capital account.

3)

Material Section - Pricing of Receipt Vouchers and Issue vouchers and passing of

adjustments to above RV5 / lVs, dealing with Railway claims and Store Losses. Preparation
of monthly priced store account and Annual Store account. Audit of supply orders relating
LP, IFDs and Indents. Passing of Bills relating to Local purchase,
Transportation and Contingent charges.

4)

Ledger Section - Maintenance of Priced store ledger, pricing

of demand and return notes and passing of adjustments,

Stock analysis viz., Active Stock, slow and non moving of stores,
maintenance stoles, insured spares, scrap, waste and obsolete
stores and blocked inventory.

5)

Labour -

work related to payment of Industrial Employees wages, preparation of

Agreement form of Labour and Audit of Disbursement Certificate submitted by Cash Office.
Audit of lEs Pay fixation cases and periodical increment sheets. Payment of Advances and audit of
Final bills relating to TA/DA, LTC and Medical bills.

6)

Pay Section - Work related to pay and allowances of GOs/NGOs

/NIEs. Payment of TAIDA Advances, scrutiny and forwarding of pay

fixation cases and other work related to above category.

7)

Fund Cell - Maintenance of GPF Accounts, Transfers In/Out

preparation of GPF Statement to NGOs/NIEsIIEs of Factory and allied establishments.

8)

Disbursement Section - Work related to all payment through

Cheques and onward and inward dak.

9)

Internal Audit Cell - Rendering of Internal Audit to Factory.

Local Audit to allied establishments under DGQA and other Inspection

wings attached to Factories.

THREE FOLD FUNCTIONS - ACCOUNTING, AUDIT

AND FINANCIAL ADVICE: Accounting , Accounting of expenditure both Financial and Cost Accounting
System.
Audit Before passing or admittance of any expenditure will be audited with reference
to orders on the subject.

Financial advice Before placement of supply order the finance member will give

financial advise in Tender Purchase committee.

BUDGET - FINANCIAL BUDGET, OVERHEAD BUDGET AND NET

BUDGET: Financial Budget Scrutiny and vetting of Financial budget statements to be
consolidated at OFB and submit to Parliament through Ministry of Defence.
Monthly watching of progress of expenditure through CCO-2 prepared by PCA (Fys)
Kolkata against receipts and expenditure of Factory and the
financial codes operated by Branch Accounts offices against each
payment and also from other sources.
Overhead Budget at Factory level for fixation of Fixed and Variable
overhead to be used in pricing of estimates and actual expenditure against
warrants.
Net Budget is a statement consolidation statement which shows net budgetary
support from parliament i.e. difference of Revenue receipts and Revenue and capital
expenditure.

Some important financial code used by branch accounts office are:

Revenue Receipts :Civil Trade : 800

Rent & Charges : 802

Revenue Expenditure :Manufacturing : 805

Store Code : 806
Maintenance of M & E : 807
Transportation 808
Maintenance of Buildings etc : 809
Contingent: 810
R & D Expenditure: 812
Machinery under RR Grant 813
Capital Civil Works : 920
Machinery under NC : 922

MEETINGS :Tender purchase committee meetings, Finance & Accounts Meeting and ULMC.
Tender Purchase Committee: Chairman, members are user section, quality section and
finance. Secretary will be the officer of the Purchase group. The levels of Finance Member
will attend the TPCs are:

TPC Level 1 - Rs. 20 Iakhs and above - C of F & A (FYS)IJT.C OF F& A (FYS)
TPC Level 2- Rs. 10 lakhs to Rs. 20 lakhs - JT. C of F&A (FYS)/D C of F & A (FYS)

TPC Level 3-Rs.4 Lakhs to Rs. 10 Lakhs - DC of F & A (FYS)/A C of F &

A (FYS)

TPC Level 4 - Rs. 50,000 to Rs. 4 Lakh - A C of F&A (FYS) I SR. A.O. / AO
(FYS)

MONTHLY FINANCE & ACCOUNTS MEETINGS:-

The controller or his representative will lead the Accounts side and factory side the
General Manager will be the Chairman. Various points and problems will be brought to the
notice of the General Manager and will discussed and sorted out.

UNIT LEVEL MONITORING COMMITEE (ULMC):-

Only the top Factory management by taking Factory as a Unit,

comprising GM as a Chairman and all head of cost centers are members including Finance
member (Branch In-Charge) will participate.

Here discussions relating production activities and targets and achievements,

progressive expenditure against budget etc.

CIVIL TRADE IN ORDNANCE FACTORIES

Introduction :

Marketing is an important economic activity in the organization of a business

unit. More production of goods cannot be a successful one unless there is a proper marketing
system.

Marketing involves the procedure adopted in making the products available

to the consumers. Selling is different from marketing. Selling refers to the form of
activity where ownership of good is transferred from the seller to the buyer.

Difference between selling and Marketing.

Sl.No.
01

02

Selling

Marketing

Emphasis on the product

Emphasis

is on consumers wants

Company first makes the product

Company first determines what the

and then figures out how to sell it

consumers want

profitably

figures

and then the firm

out how to profitably make

and deliver a product to satisfy

those wants.
External Market Orientation
03

Internal Company Orientation

04

Emphasizes Company
needs

(sellers)

Emphasizes market (buyers) needs

Market :-

The term market has different meanings and used differently in different places.
The common uses of the terms are following.

a.

A place where the market is held.

b.

An assembly of people - buyers & Sellers.

c.

An area of operation

d.

An organization which facilitates exchange of commodities.

e.

An act of buying and selling

f.

A course of commercial activity.

Marketing :-

Marketing is getting the right goods or services to the right people at the
right place at the right time at the right price using the right promotion techniques .

Marketing is

A system of business activities.

Designed to

Plan price, promote and distribute

Something of value :

Satisfying goods and services

To the benefit of

The market present

and potential household

consumers of industrial units.

The marketing is a management process with two aims. Firstly to achieve its own aims and
secondly to serve the society by satisfying wants of people.
The term marketing is recent origin. It has wider meaning. It should not be
misunderstood as selling, merchandising of distribution. The following will serve you to
know the difference in the meaning.
Selling is one part of promotion and promotion is one part of total marketing
programme.
Merchandising:- It is product planning the internal company planning to get the right
product service to the market at the right time and at the right place and in the right colours
and sizes.

Distribution:-

It is market coverage - the retailing and wholesaling structure

the channels used to get the product to its market.

Physical Distribution :- It is materials - flow activities such as transportation, warehousing
and inventory control.
Marketing :- It is the comprehensive concept. The others and referring to only one part one
activity - in the total marketing system.
Marketing

has

developed

involving

division

of

labor,

factory

industrialization and urbanization of the population. Trade is the heart of marketing.

Marketing is concerned with handling and transportation of goods from the point of
production to the point of consumption it is concerned with the creation of four utilities
namely, form, places, and time and possession utilities.
Form

Development of product

Place

Transportation to the places needed.

Time

Goods made available at the right time needed.

Possession

For transfer of ownership of goods.

Importance of Marketing :

1.

Efficient marketing devices reduce cost of distribution and in turn

goods can be sold at lower prices to consumers.

2.

It brings new varieties of useful and quality goods to consumers.

3.

It provides wide employment opportunities.

4.

It has converted yesterdays luxuries into todays necessaries.

Civil Trade :

Definition of Civil Trade: The expression Civil Trade means sale of

Products to non-military Govt.

O.F.

Deptts. State Govts. Public Sector undertaking, public

bodies such as Corporations, Municipalities, Educational Institutions etc.,. and Private

Firms and individuals. Payment issues to Defense Units such as Navy, Air Force, E-inC etc. and to factory employees do not figure within the scope of Civil Trade.

2. Capacity utilization for Civil Trade :-

Capacities created in OF have intended to meet the requirement of the Services

both in war and peace. Capacity in the factories is planned having regard to War
Wastage Reserve, and training requirement of the Services during war.
Capacity actually sanctioned is generally short of what would be the
requirement to meet the above demands of the Services in full during war. Civil
Trade is to be undertaken only after meeting the current Service demands in full.

However, even during war, in case of in-sufficient demand of a particular store from
services or non-availability of raw materials and if the existing-plant can accommodate
the alternative load to balance the capacity in full, Civil Trade orders can be executed
provided the ultimate use for such store is for Defense purposes. Thus, the pre-requisite
for Civil trade activity in the Ordnance Fys. is availability of spare capacity. Such spare
capacity cannot be expected to be available during war. The position is different during
peace time, since demands of the Services during war and peace very widely once the
War Wastage Reserves are filled up the O.Fs. can expect recurring demands from the
Service to meet what the Services would require for training only. Thus availability of
spare capacity in O.Fs.

in peace time inherent in the capacity planning of O.F.s and the

fluctuating nature of service demands.

3.

Importance

of

Civil Trade Activities in the economy of

O.Fs:Under utilization of capacity vitiates the economy of any production unit since in
such circumstances

they are compelled to carry not only the idle machines but also

the idle man-power leading to disproportionate increase in overheads. Harnessing of such

idle capacity to production of items which are in demand in civil trade will not only improve
the economy of O.Fs from the point of view of cost-effectiveness but also in manpower

management

and consequently, in maintaining good industrial relation; in

addition the additional output will be welcome contribution to the overall productivity.

MARKETNG & EXPORT IN ORDNANCE FACTORIES

Ordnance Factories has started direct export since 1989. The export have been
subject to the following guidelines:
1.

To export its products where spare capacity is available as a result of

fluctuation in demand from the armed forces.

2.

The exports have been made to the countries not in the negative list of countries

conveyed by the Ministry of External Affairs from time to time. All exports have
been made after obtaining proper end user Certificate and obtaining clearance from
the Ministry of Defence.
Various public sector undertakings were associated to promote the exports of
Ordnance Factories products. Few overseas agents have also been used for export of
Ordnance Factories products after obtaining approval from Ministry of Defence. In
addition all foreign mission abroad have been actively associated in export of Ordnance
Factories.

PROMOTION OF EXPORT OF OFBS PRODUCTS

1.

Potential items have been identified on the basis of spare ability and cost
competitiveness.

2.

Thrust countries have been identified where OFB products can be

marketed and where the weapon systems are similar to ours.

3.

Embassies and High Commission abroad have been approached to make

in -roads in the respective countries

4.

Assistance is being taken from

PSUs and other firms abroad for sale of

OFB products.
5.

Advertisements are being inserted in

International Defence Journals for

publicity of OFB products.

6.

Popularizing OFB products by participating in International Defence

Exhibitions.

7.

Presentation of OFBs export capabilities to visitors and foreign delegates.

Exports have been made to 27 countries world wide. The principal items exported

include ammunition, chemicals, explosives, parachutes, shirts and weapon spares

(Linear Diversification) Repeat orders have been received from many customers thus
proving reliability and quality of OFB products to customers satisfaction.

EXPORT PERFORMANCE FIGURES :-

YEAR VALUE IN

RS. CRORE

1989-90

0.82

90-91

1.62

91-92

3.27

92-93

5.85

93-94

9.48

94-95

7.15

95-96

19.01

96-97

9.65

97-98

14.62

Export Enquiries are received through any of the following channels.

a)

Directly to the OFB/Fys.- as a result of participation in some of the

International exhibitions.

b)

Direct approach to the foreign Embassies.

c)

Enquiries received from Indian Embassies in foreign countries.

d)

Enquiries received through authorized Agents.

Efforts are doing to increase the civil trade activities in Ordnance factories to fully
utilize the existing capacities.

Role Of (DGQA) in Ordnance Factories

INTRODUCTION:-

Directorate General of Quality assurance is an Inter services Organisation entrusted

with the responsibility of Quality Assurance of Defence Stores for Army, Navy and Commo
user items of Airforce.
It is responsible for indigenization of equipment in services.
Responsible for Development of sources for Indigenous production of equipment
hitherto imported.
Productionisation of stores and equipment developed by DRDO.
Coordinates product improvement activities under an apex body
constituted for this purpose under DP&S providing link between various agencies
DRDO,DGOF,PSUs and the users.
The requirements of the Army for General Stores, Clothing and Armaments were met
mostly by import from United Kingdom since the East India Company days uptill the end of
World War I. Efforts were, however, made during this period to set up some production
facilities in India so as to supplement the imports from the United Kingdom. It was realized
even in those days that in the field of Defence supplies manufacturing establishments
must be covered by adequate inspection units. The following Establishments were accordingly
set up : Inspectorate of the Ammunition Factory, Kirkee 1869

 Chief Chemical Inspectorate, Nainital

(Inspectorate of Explosives And

Chemicals, Kirkee - 1920) 1908

Inspectorate of Guns & Rifles, Jabalpur 1911
Inspectorate of Gun Carriages, Jabalpur 1911
Inspectorate of General Stores, Kanpur 1912
Inspectorate of Ammunition, Kirkee 1921
Inspectorate of Small Arms, Ichapur 1921
Inspectorate of Guns and Shells, Cossipore 1929
Chief Inspectorate of Mechanical Transport, Chakala 1929
Inspectorate of Scientific Stores, Rawalpindi 1939
Inspectorate of Metal & Steel, Ichapur 1940
As the tempo of Defence Production and Defence Supplies increased during World
War II, the Directorates of Inspection were created under the MGO/DGS&D,
New Delhi
Directorate of Armaments, MGOs Branch
Directorate of Mechanisation, MGOs Branch

Controllerate General of Inspection, DGS&D, Ministry of Industry and Supplies.

They were given the overall responsibility of ensuring the quality of stores
manufactured by the Ordnance Factories/trade and supplied to the troops.
These organizations were grouped in 1946 to form a composite inspection,
research and development organization known as the Directorate of Technical
Development in the MGOs Branch. It was the first time that the full control of all
functions relating to inspection, testing and research and development of armaments,
instruments, electronic stores, vehicles and engineering stores, medical stores, POL,
jute goods etc.

were vested in a single technical-cum-administrative authority. An ISSPO (InterServices Store Preservation Organization) was subsequently created and placed under the
MGO.
In 1947, the MGOs post in the Army HQ was abolished and the DTD
Organization was placed under the General Staff Branch. When the MGOs Branch
was re-established in April 1949, the Directorate of Technical development came under
MGOs control once again. In 1955, on the recommendations
Forces

Reorganization

Committee,

of

the

Armed

the Directorate of Technical Development was

transferred from the Army HQ and placed under the MoD under the newly created
Controller General of Defense Production (CGDP). The Directorate of Technical
Development was bifurcated in 1956 into two separate Directorates i.e. Armaments and
General. In 1958, a beginning was made to bifurcate the Research/Development and
Inspection functions of these two Directorates. The re-organised Directorate of R & D
(Armaments) was transferred to the newly created R & D Organisation. The Inspection
Organisation was placed under the Controller General of Defence Production and was reorganised into
Directorate of Inspection Armaments
Directorate of Vehicles and Engineering
Directorate of R & D (General)
Directorate of Production and Inspection Electronics
Directorate of Stores Production (Navy).
In 1961, the Directorate of Vehicles and Engineering was bifurcated into
Directorate of Inspection of Vehicles (under CGDP) and Directorate of
Engineering (under the R&D Organisation). In March 1963, the Planning
Cell of the CGIP was placed directly under the Secy (DP) and the CGIP was designated as
the Director General of Inspection.

In 1964, the

Directorate

of Stores Production

(Navy) was re-designated as the

Directorate of Development and Inspection (Marine Stores).

A new Directorate viz., the Directorate of Warship Project was created in 1968 to assist the
Leander Class Frigate Project. In 1968, the Directorate of R&D (General) was bifurcated
into Directorate of Inspection (General Stores) and Directorate of R&D (General Stores).

The above agencies working so far as a part of single composite R&D and Inspection
Organisation, was split into the following three independent Organisations in 1976

Defense Research and Development Organizations.

Directorate General of Inspection
Directorate of Technical Development and Production (Air).
Director General of Inspection has been re-designated was Director General of Quality
Assurance (DGQA) on 04 Jul 1987

ROLE AND FUNCTION

The DGQA Organisation is vested with the responsibility of ensuring that Defence
Forces of the country get the entire range of arms, ammunition, equipments and
stores of desired quality that will enhance the combat efficiency and effectiveness of the
fighting forces and that they are able to maintain easily and exploit the equipment and
stores fully. This role is performed by carrying out multifarious functions. Some of the
salient functions are given in the following paragraphs:

Quality Assurance
Control of quality during design
Conformance of quality during productions
Assurance of reliable performance during service period
Development of indigenous production of defense stores.

(i)
DGQA

Development of indigenous production of defense stores

Organization

carries

Supplies, in that it

locates

Defense
out

Equipment/stores

comprehensive

thus

industrial

out

this

function

and establishes

for

Department

sources of indigenous

effecting

import

substitution.

survey,

maintenance

and

It

of

production of

warrants

updating

Defense

of

carrying
records

pertaining to capability/capacity of various industrial units and making specific recommendations

regarding the suitability of an industrial organization/firm as a potential source of supply to Defense.

(ii)

Documentation

Framing/adoption of specification to meet the users requirements and then

continuously updating them to keep them abreast with the latest technology available in the
country. This includes preparation of detailed specifications, drawings and various
other technical documents. In doing so the DGQA organisation maintains a close
liaison and professional links with other technical bodies in the country such as BIS.

(iii)

Technical Consultancy and Guidance Services

Vetting of indents, testing of advance samples and pilot samples and providing
complete technical guidance/liaison with the production agencies, carrying out
quality audit and granting deviations whenever called for. Identification of stores
for the users/indentor and recommending reutilization of surplus stores and material.
Providing guidance to users regarding any technical aspects pertaining to the usage,
maintenance and exploitation of equipment.

(iv)

Post Procurement Services

Investigation into causes of defects in equipment reported by army units and

suggesting remedial measures to prevent recurrence of such defects and in the process, also
suggesting modifications to the existing equipment wherever required. The defect
investigation reports serve as a feed back to the designer and producer to ensure that
suggested improvements are incorporated in future production.

(v) Other Technical Activities

These include cataloguing, standardization, and preparation of Illustrated parts lists,
Users Hand Books, Operating Manuals etc.

STRUCTURE

DGQA organization is vertically structured on a three tier pattern

1. Headquarter Technical Directorates
2. Authorities Holding Sealed Particulars
3. Field Quality Assurance Estts
The tasks performed by each of the above are complementary to one another and are
integrated to achieve maximum efficiency. The duties of each level are given in the
following paragraphs :

1. Headquarters Technical Directorates

These function as the Apex Body in each Technical Discipline and are
responsible for planning, direction, co-ordination and control of various activities as
pertinent to each discipline. It culminates in laying down policy with respect to the quality
assurance and related areas. Headquarter also performs a very important function of
liaison and inter-action with other connected agencies such as indenters/users in the service
Headquarters, manufacturers e.g., DGOF and public/private sector purchase officers
i.e., DGS&D and numerous other agencies.

2. Technical Committee

Each Headquarter Technical Directorate also has a Technical Committee of that

particular discipline. The Technical Committees are part of the Central Technical
Committee in the Department of Defense Supplies.
The Technical Committees are charged with the responsibility of locating,
developing

and

establishing

sources

of Indigenous production/supply of defense

equipment/stores. Technical Committees play a vital role in effecting import substitution and
indigenization.
3. Authorities Holding Sealed Particulars
Authority Holding Sealed Particulars (AHSP) is a unit which is responsible for
collecting, collating, developing, amending and updating the entire history and technical data
and information of the store. They possess the complete knowhow with respect to all
the technical aspects of the store and its quality assurance. Salient features of their
duties are :

Preparation, maintenance and supply of the necessary technical

information e.g. drawings etc.

Maintaining all India standards of inspection by laying down necessary

procedures and criteria

Grant of Deviation/relaxation where necessary for the acceptance of

stores after carrying out the necessary evaluation of the
stores/equipment

Undertaking development projects, design and development of testing

equipment and inspecting methodology

Defect investigation for the failures reported during storage and usage of
stores and suggesting appropriate remedial measures

Carrying out technical trials for effecting minor modification

Providing guidance to procurement and production of all technical matters

including capacity assessment of firms

Preparation of technical literature such as Users Hand Book, Parts Lists,

Manual etc., for equipment newly introduced

Participating in the standardization activities of the Ministry of Defense

Identification of stores and giving recommendation regarding alternate

utilization etc.

Maintaining an up-to-date test house to carry out all the test necessary for proper

evaluation of stores peculiar to the responsibility of AHSP

4. Field Quality Assurance Establishments (QAEs)

Field Quality Assurance Establishments are located all over the country. They
may be either along with Ordnance Factories or the Public Sector Undertakings or in
the region where from a large quantity of defense supplies are obtained through Private
Sector Industries. Field Inspectorates are responsible for carrying out bulk inspection
including laboratory testing and proof of samples where facilities are available as per
the directives issued by the AHSP. Inspectorates are organized in wings/detachments for
smooth functioning.

(A)1.Directorate of Quality Assurance (Stores) - DQA (S)

This discipline is responsible for all items of textile and clothing, chemicals,
petroleum and General Stores

Textiles including heavy textiles, tentage stores, fabrics made out of wool, silk, man

made fibres, Bullet proof jackets etc.

Rubber items
Footwear and leather stores
Petroleum products - lubricants, fuel and preservatives
Drugs and pharmaceuticals

Paints, Varnishes, Chemicals and chemical stores such as insecticides,

polishes, soaps, oils, fats etc.

All kinds of heating, lighting and cooking equipments for use in field
Hand tools
Timber and timber products
Glass, plastic and ceramics
Barrack and hospital equipment for mountain warfare and aerial delivery

(A) 2.Directorate of Quality Assurance (Armaments) - DQA

This discipline is responsible for the quality assurance and the related
activities with respect to difference types of Armaments and connected areas.

 Weapons
Small Arms
Ammunition and Military Explosives
Metallurgy
Instruments and Optical and Opto-Electronics

(A)3.Directorate

of

Quality Assurance(Vehicles)-DQA (V)

It is responsible for the quality assurance of all kinds of vehicles needed by the
Army. The vehicles include the common usage vehicles, Armoured and fighting vehicles,
other heavy and specialist as also various kinds of trailers and transportation.

(A)4.Directorate of Quality Assurance (Electronics) - DQA(L)

This discipline deals with entire range of electronic and electrical equipment and stores
required by the Army. The main areas are

Tele-communication Equipment

Electronic components of the various Weapons Systems and Combat Vehicles

including tanks.
Electronic Warfare Equipment
Radar
Computers and Micro-processors
Laser
Infra-red stores
Electrical equipment
Missiles

(A)5.Directorate of Quality Assurance (Naval) - DQA (N)

This discipline is responsible for quality assurance and acceptance inspection of the
entire range of stores/spares used in the Indian Navy. It is also responsible for indigenous
development of sophisticated complex Naval Stores e.g. hull, general engineering,
electrical & electronic items, oils, lubricants, consumable stores ships main engines
and guided, fire control systems, radar and communication systems and the dockyard
plant machinery and equipment used for the maintenance and repair of ships.

(A)6.Directorate of Quality Assurance (Warship Project) - DQA (WP)

It is responsible for indigenous development and Quality Assurance of all

items which are required for fitment in new construction ships including Leander Frigates
and other smaller ships being constructed at Garden Reach Workshop and other shipyards
in the country.

(A)7.Directorate of Quality Assurance (Engineering Equipment) -DQA

(EE).

Various types of engineering equipment is dealt with by DQAE.

 Fire fighting equipments

Bridging Equipments and Water Craft
Transportation and Material Handling Equipment
Refrigeration and Air-conditioning equipment
Compressors and Pneumatic Tools
Workshop Equipment including Machine Tools
Engineering Construction Plant
Pre-fabricated Structures
Electrical Equipments such as Transformers and Transmission Equipment
Nuclear, Chemical, Biological warfare items.

B(1).Defence Institute of Quality Assurance (DIQA) - Bangalore

Defence Institute of Quality Assurance (DIQA) was established to meet a long felt need
for an institutional in-house facility for training DQAO Personnel in the field of
Quality Management Concepts. DIQA was inaugurated in Nov 92 at Bangalore. The
present charter as approved by Ministry of Defence, prescribes the following role for
DIQA :Plan and conduct Foundation/Orientation training for newly inducted officers, as also to
conduct refresher training courses periodically to update the knowledge of
officers/staff of DQAO organisation
Guide the training schools run by AsHSP of DQAO

Maintain active interaction and Liaison within India and International Institutions

and organisations associated with training and Quality Assurance activities Undertake
studies and Consultancy assignments

for Design, Development and Installation of Quality systems in units

manufacturing Defence equipment systems in units manufacturing Defence equipment.

B(2).Directorate of Policy Planning and Training:-

The Directorate of Policy Planning and Training acts as the central coordinating
agency for all technical policy matters, training, security, cataloguing, and
standardization.

Sample rooms have been established at Delhi, Mumbai, Chennai, and Kolkata, to

display the Defense Stores warranting indigenisation. The activities of these Sample
Rooms are co-coordinated by this Directorate.

B(3) Directorate of Administration

Directorate of Administration is located at HQ DGQA along with the HQ Technical
Directorates. It is responsible for providing complete administration cover to the
entire organization. It includes all aspects of personnel management e.g. formulation of
policy regarding recruitment, posting/transfers, promotion, budgeting and finances,
accommodation, review of Peace Establishments etc. Directorate of Administration
also acts as the Central Co-coordinating agency for all technical policy

matters, security, cataloguing and standardization as well. Sample Rooms have

been established at Delhi, Bombay, Madras and Calcutta to display the defense stores
warranting indigenization. The activities of these sample rooms are also cocoordinated by Directorate of Administration. The Adm. Directorate has been reorganized with effect from 01 Dec 94 into the following Directorates :-

Financial Planning, Procurement of Test Equipment and works.

Personnel Services
Policy, Planning and Training

ROLE OF MES IN ORDNANCE

FACTORIES INTRODUCTION TO MES

Military Engineer Service (M.E.S) is responsible for carrying out capital works
and repair services for the three arms of defence forces and allied department
Ordnance factories & Research and Development Establishments. MES may also be
required to carry out deposit works on behalf of cantonment boards, public bodies or private
persons.
Works services for Ordnance Factories will be carried out in accordance with the
procedure laid down for army works.
1. Provision of Residential and office accommodation will be based on the scales approved by
G of I from time to time.
2. Industrial and Storage accommodation will be on an as required basis and will be
approved by the CFA sanctioning the work.
3. The MES will not normally undertake the supervision of any works services carried
out by the factory authorities under their own arrangements.

ORGANISATION

AND

INCLUDING THAT

OF

FUNCTIONS

OF

ACCOUNTS

MES

SECTION

ATTACHED TO MES FORMATIONS

ORGANISATION OF MES :-

The Engineer in Chief is the head of the Corps of Engineers and of the Military
Engineer Services. For all engineer services, he is the technical advisor to the Chiefs of
Staff of the Army, Navy and Air Force and to their respective PSOs.

Similarly, he

advises the Ministry of Defence with regard to engineer services relating to Ordnance
Factories and P and I & R and D Establishments. He is responsible to CGS and QMG for
the procurement, holding and distribution of engineer stores of engineer supply.

2. The Military Engineer Services are organised by Army Commands under the

administration of Chief Engineers who act as technical advisors to the GOs C in C,

Administrative officers in charge of Naval Commands, AOC in C / AOs C and DGOF
and are responsible for the execution of all Engineer Services for the Army, Navy, Air
Force and Ordnance Factories within their jurisdiction.

A Chief Engineer may, in

special cases, be appointed for large projects, which cannot conveniently be handled
by the Chief Engineer of a Command. ACEs Command is divided into a number of
MES Districts each under the control of a CWE. Districts are further subdivided into
divisions and Sub-divisions under the control of GEs and SDOs respectively.
boundaries of MES districts and

The

divisions normally correspond to those of Areas and Sub Areas. Where however such
MES formations are intended primarily for the Navy, Air Force or Ordnance Factories
or for specific projects, their boundaries will be limited to the extent of their responsibilities.

3.

The position of the senior MES officer in any formation in the matter of

rendering technical Advice to the local heads of services and departments under the Ministry
of Defence is analogous to that of the CE at Command HQ. The Divisions may be formed
with the approval of the E in C. Sub-divisions may, if circumstances demand, be placed
directly under a CWE under the orders of a CE and will for all purposes be treated as
Divisions.

4.

Stores and plant of engineer supply earmarked as operational reserves or

other requirements for units and works are held in ESDs. ESDs are under the
control of the E-in-C who may delegate to the CEs such of his functions as he
may deem fit.

MES

ARMY

E-in-C

Army HQrs. Chief of Staff

C.E. Command

GOC-in-C Command

C.E. Zone

Area

C.W.E.

District/Sub Area

G.E.

Divisions/Station

A.G.Es

Sub Division

GENERAL ADMINISTRATION AND DISCIPLINE :The Accounts Section of an MES Formation will be in charge of Unit
Accountant belonging to the Defence Accounts Department.

He will confirm to the

Organisation of the Garrison Engineers Office in the matter of hours of attendance and
holidays. The UA and his staff will, for the purpose of conduct, discipline, leave and pay
be under the orders of Controller of Defence Accounts under whom they are serving.
Casual leave as admissible may be allowed to the accounts staff by the head of the MES
formation concerned in case of other kind of leave the application of a member of the
accounts staff will be submitted to the CDA through the head of the MES formation and the
RAO (MES) The applicant will not be permitted to proceed on leave (except in cases of
emergency when the permission may be granted by the RAO (MES) or the head of the
MES formation in case the RAO (MES) is not present in the station) until the leave is
granted by the C.D.A. The MES formation will be responsible for making necessary
arrangements for the accounts sections in respect of:-

a. The receipt and dispatch work including charge for service labels and bearing charges on
covers insufficiently stamped.
b.

The services of class IV servants including a Daftry for sorting out and proper

maintenance of records of accounts section.

c. Fuel during winter and hot weather establishment during summer for the use of staff.

d.

Indenting all forms bearing W Series, blank measurement books, receipt books,

books of USRs etc., on receipt of periodical demands.

e.

Supply of books of regulations other then DAD Codes and manuals.

Articles of stationery required for Accounts Section will be obtained from

stationery depot through the C.D.A.

PLANNING OF CIVIL CAPITAL WORKS UNDER

CAPITAL GRANT

Each production / non-productive section puts up the proposal to GM and obtains the
approval in principle from necessity angle and forwards the same to engg. office - Civil
Group.

Engineering Office consolidates the requirements and sends the same to

G.E. / MES for furnishing the rough indication of cost against each proposal.

On receipt of rough indication of cost for each work after financial

concurrence the proposals with full justification including rough cost will be submitted to
CFS for Acceptance of necessity and accord approval.

After obtaining in principle approval of the civil works plan from OFB.

The Recce-costing-cum-siting board is convened to be held on a particular date and time

The Recce-cum-costing-cum-sitting board consists of

1. CFA or his authorised Rep. in general GM/FY as presiding officer.

2. REP of CFA
3. Rep of finance

4. Rep of MES (Depending upon F. Powers)

5. Architect (Depending upon work)
6. User section Rep
7. E.O. Rep
8. Any other member if necessary as decided by P.O.

The Board gives the approval for the work and recommend the detailed

scope/specifications involved in the work with time frame.

Based on the finalised board proceedings the approximate estimates part I & II prepared
as per standard schedule of rates will be prepared by AGE/B/R, AGE E/M will be submitted
to E-2 Section of MES. The estimates preferred by age formation are scrutinized and sent
to the factory for issue of A/A or sanction.

On the approximate estimates which also specifies the period required for completion
of work the user factory or its higher formation (depending upon the financial powers)
issues the administrative approval/sanction with the concurrence of C of A.

On receipt of A/A the contract planning actions are initiated by E-8 section of MES.
Competitive tenders with reasonable rates and lowest offer is accepted by MES authorities
depending on financial powers and physical execution of work commences.

The User engineering group obtains the date of commencement of work and probable

dates of completion of each work from MES.

 After completion of the work satisfactorily, handling and taking over process will be
done by FY/MES through Joint inspection to completed works. After taking over of assets
same will be regularised through B series vouchers by factory and will be taken into block
register. MES will submit PSMB, RPMB and completion cost and drawings of particular
works.

MES then will initiate CR Part A - Closing report physically CR Part - B -Closing

Report financially.

RESEARCH METHODOLOGY

MEANING

Research is totally based on the primary data. Secondary is only used only for the reference.
Research has done by the primary data collection and data has been collected by the interacting by
the various employees. The secondary data has been collected through various journals and
websites and some publications.

DATA TYPES

Primary data

Primary data are the data gathered for the specific research project and directly taken from the very
source of information. Primary data source for this research project is structured interview of
employees sent for deputation program.

Secondary data

Secondary data are the data, which already exists and were collected for some other purpose or for
similar previous studies. Secondary data were proved to be instrumental in structuring the
questions to be asked for collecting primary data.

Ex. Different websites

For this research both type of data (Primary and Secondary data) were used, the secondary data
used here were taken from different websites and this was the information on which the final
report is based on.

SOURCES OF DATA

Primary data can be collected in several different ways these methods of collecting data are called
research approach. Research approaches are of following types Observational research
Focus group research
Survey research
Experimental research
Behavioral data research
For this project the Survey Research Method was adopted, and the survey was done by
Structured Interview Method.

SAMPLING PLAN
After deciding on research and research instrument the researcher must design a sampling plan.
This plan calls for three decision.
Sampling Unit

The sampling unit consists of Industrial Employees (IEs) and Non-Industrial Employees (NIEs)
from Ordnance Factory Kanpur.

Sampling Size
Large sample gives more reliable results than small samples. However it is not necessary to sample
the entire population or even a substantial portion to achieve reliable result. After considering time
constraint and effectiveness for the project total 160 people were surveyed.
Where 120 people were selected randomly from employees and another 40 people were selected
randomly from employer in which both IEs and NIEs are included.

SAMPLING PROCDURE

There are mainly two sampling methods Probability Sampling

Non-probability Sampling
Probability Sampling
In probability sampling method each of the population has the equal chance of being selected in the
sample. This method is sub-divided into following

Simple Random Sampling

Stratified Random sampling

Cluster(area) sampling
Non-probability Sampling

In non-probability sampling researcher decide the basis of sample selection, unlike the probability
sampling in this method every unit of population dose not have the equal chance of being selection.
This method is sub-divided in following

Convenience Sampling

Judgment Sampling

Quota Sampling

Stratified Random Sampling

If the population from which a sample is to be drawn does not constitute a representative sample.
In this technique, the population is stratified into a number of non-overlapping sub-population or
strata and sample items are selected from each stratum. If the items selected from each stratum is
based on simple random sampling the entire procedure, first and then simple random sampling, is
known as Stratified Random Sampling.
In this research project Stratified Random Sampling was used because the population does not
constitute homogeneous sample. The population was distributed among different training
programs.
Sampling Population
It is segment of recruited employees of ORDNANCE FACTORY.

RESEARCH INSTRUMENT
The two main research instruments in collecting primary data area - Personal Interview.
b - Questionnaire.

For this research both type of research instrument (Personal Interview and Questionnaire) were
used, the Personal Interview was used here for the employers and the Questionnaire was used for
the employees.
Personal Interview
It is one of the important sources to collect primary data. Through personnel interview interviewer
can ask question according to research requirement. Data which is collect by personnel interview is
more reliable than other sources.
Questionnaire
Questionnaire consists of a set of question presented to the respondent for their answer. Because of
its flexibility the questionnaire is by far the most common instrument used to gather primary data.
Questionnaire needs to be carefully developed and tested before they are actually used on a large
scale.
Questionnaires are of two types
Open ended questionnaire
It consists of open ended questions that allow the respondent to answer in their own words. Such
questionnaires revel more because they do not constraint respondents ans.

Closed ended questionnaire

This questionnaire consist of questions that pre-specified all the possible answer , tabulation and
interpretation of such questionnaire are easier as compare to open ended questionnaire.
For this research I have used only Closed Ended Questionnaire because it is very time
consumable and easy to give answer for the respondents.

Location for Study

Ordnance Factory, Kalpi Road, Kanpur

Relationship between Hypothesis & Objective of Study

As far from the research study following points can be concluded:

Employees are not that much skilled but they do the job very well.

The performance of the organization are totally depends on industrial employees.

Non industrial employees support the industrial employee to do the job in the factory.

Almost all time employee of the organization can achieve their business goals.

The skilled employer plays an important role in organization.

The government takes necessary step to give training to employees by providing different types of
programs.

DATA ANALYSIS & INTERPRETATION

Data Based on employees status
Gender
a. Male.

b. Female.

Alternative

Response of
employees

Male

110

92%

Female

10

8%

INTERPRETATION:

From the above diagram I calculate that 92% respondents are male and 8% respondents are female
in the organization. This means that the ratio of the female respondents is less as compare to male
respondents.

Nativity
a. Rural.

b. Urban

Alternative

Response of
employees

Rural

30

25%

Urban

90

75%

INTERPRETATION:

The above pie diagram shows that 75% respondents are belong to urban area and
only 25% respondents are belong to rural area. This means most of the respondents
are belong to the urban area.

Experience
a. 0-1 yr

b. 1-3 yr

c. 3-5 yr

d. More than 5-7 yr

Alternative

Response of
employees

0-1yr

6%

1-3 yr

15

13%

3-5 yr

30

25%

More than 5yr

68

56%

INTERPRETATION:

The above diagram shows the experience of the employees in organization. It shows that 56%
respondents have more than 5 years experience in the organization. It means that they know very
well how to work is done in the organization.

Nature of the job

a. Highly skilled

b. Skilled

c. Semi-skilled

d. Unskilled

Alternative

Response of
employees

Highly Skilled

35

29%

Skilled

20

17%

Semi-skilled

40

33%

Unskilled

25

21%

INTERPRETATION:
The above diagram shows the nature of the job on the basis of skills and knowledge. 33% which is
highest percentage in the graps shows that the highly educated people are not required for the job.
Those who have work knowledge they get the job.

Negative effect of being untrained

a. Unable to take right decision.
b. Improper development in organization.
c. Unable to perform duty.
d. Lack of accuracy in work.

Alternative

Response of
employees

Unable to take
right decisions

16

Improper
development in
organization

12

Unable to perform
duty

10

Lack of accuracy
in work

40%

30%

25%
5%

INTERPRETATION:
This diagram shows that 40% respondents believe that illiterate employee not able to take right
decision, 30% respondents believe fully development are not possible,25% respondents believe
unable to perform duty,5% respondents believe lack of accuracy is possible in work.

FINDINGS OF THE STUDY

The nature of job is simple and semi skilled people are required to perform the job.

Industrial and non industrial employees play an important role in the organization.
Most of the employees participated different types of program which is organized by the
organization and they take advantage for their job purpose.
Most of the employee says that lack of training is barriers for performing the task as required by
superiors
Employees also believe that if they get good training they can improve their efficiency.
Most of the employer thinks that lack of training is causes for the organization.
Employers also believe that due to untrained employees is unable to take right decision so that
proper development is not possible in the organization.

RECOMMENDATIONS & SUGGESTIONS

Those who know the technical work and they have good education they get the job.
The training should be made more interactive and personal attention to can trainee is also required.
Should be thought what is practically required in his/her work
Partiality should be avoided in the organization.
Improve the process of time management.
The feelings of satisfaction can be made better by making more employees friendly especially for
the non-executive population.
The interaction between the employees and employer should be strong and employees follow their
decision and do the job accordingly, this will be happens only when employee are literate.

BIBLIOGRAPHY

Website Used
www.ofbindia.gob.in
www.ofc.ofb@nic.in

www.wikipedia.com

QUESTIONAIRE
Based on Recruiment
Candidate Name :
Designation

Department

Q. (1) Age of the candidate?

a. 18-25 ( )
b.

25-35 ( )

c. 35-45

( )

d. 45-55

( )

Q. (2) Gendera. Male ( )

b. Female ( )

Q. (3) Are you Married?

a. Yes ( )

Q. (4) Nativity-

b. No ( )

a. Rural. ( )

b. Urban ( )

c. Semi Rural. ( )

d. Semi urban ( )

Q. (5) Experience
a. 0-1 yr ( )

b. 1-3 yr ( )

c. 3-5 yr ( )

d. More than 5 yr ( )

Q. (6) Nature of the joba. Highly skilled ( )

c. Semi-skilled

( )

b. Skilled ( )
d. Unskilled ( )

Q. (7) Categorya. Industrial employees (IEs) ( )

b. Non-Industrial employees (NIEs) ( )

Q. (8) Apart from formal school or college education, have you attended
or participated as a learner in any of the following:
a. Literacy campaign
b. Language Studies

( )
( )

c. Correspondence Courses/ Distance learning.

( )

d. Apprenticeship / Craft Training.

( )

e. Vocational / Professional Training.

( )

Q. (9) Due to Lack of Training - Do you face any problem?

a. Yes. ( )

b. No. ( )

Q. (10) Do you feel any partiality in organization?

a. Yes. ( )

b. No. ( )

Q. (11) Do you think these trainings are beneficial?

a. Yes. ( )

b. No. ( )

Q. (12) Do you require training before joining?

a. Yes. ( )

b. No. ( )

Q. (13) What is the most negative effect of being untrained?

a) Unable to take right decision. ( )
b) Improper development in organization. ( )
c) Unable to perform duty.

( )

d) Lack of accuracy in work. ( )