Part A

Title of micro project:-Prepare report on
budgeting of material and manpower 

Brief introduction:-

Business Plan

First things first, we need to refer
to the company’s business plan. A business plan is a summary of business objectives
with specific business targets for the future. It is crucial to combine
business plans with manpower planning to make sure the current and future manpower
needs are met, so the business can achieve its objectives

Aim of
Micro project

TO know
principles of budgeting

To identify
of budget-planning steps.

To know examine elements of cost accounting in a health-care
organization. To know about budgeting of material
and manpower

•
Action Plan:-

Resource Required

Part B

Title of micro project-Prepare
report on budgeting of material and manpower

BRIERF
DISCRIPTION

Business
Plan

First things first, we need to refer to the company’s
business plan. A business plan is a

summary of business objectives with specific
business targets for the future. It is crucial to combine business plans with
manpower planning to make sure the current and future manpower needs are met, so the
business can achieve its objectives.

Review the Manpower Plan

The manpower plan shall be reviewed with heads of departments. If there
is proper justification for changes, then make the
necessary adjustments.

Once the manpower plan
is finalised, the Human Resource Department can proceed with computing the manpower budget. This will ensure sufficient budget
is allocated to fulfil the plan year’s requirements

Deliberation
and
Approval by Management

The Human Resource
Department will then present the manpower plan and budget together with
justifications to the Managing Director and other management members for approval.

Based on the management’s feedback, make the necessary changes to the plan and budget  submission

Headcount
Change

The first step in executing the manpower plan (especially
if the plan predicts headcount change)
is
taking the necessary steps as listed below and observe
closely for any headcount change. This will help to ensure the manpower
needs are available at the needed time.

1. Increase headcount through recruitment
and filling up open positions:

i.                                       
Fill up job vacancy by existing employees who are
suitable through either promotion or lateral transfer.

ii.                                      
Hire an external candidate if the internal
candidate is not available.

     2. Decrease headcount
through natural attrition or retrenchment where the job will be waived right
after the incumbent leaves. Natural attrition includes retirement, resignation
or death.

3. Template: Manpower Requisition
Form

Budgeting &
Manpower Planning: Top-down or Bottom-up?

With the end of the third quarter around the
corner, it marks the time of the year for HR leaders to partner with Finance
counterparts to drive the annual budget and manpower planning process. A strategic HR
leader would embrace these processes to gain credibility from the
executive team — a great opportunity to reposition and reinforce HR as a
strategic partner. However, as most of the HR leaders are not
finance experts and the budget process could be daunting, some of them
may just abdicate their responsibilities and leave this strategic task
to their Finance counterparts. Some HR leaders face difficulties in collecting relevant data
for the budget process while others may have issues with knowing what data needs to be
collected and where to start. Budgeting involves the systematic collection of

both historical actual data and forward looking business forecast so as to achieve
firm’s short and long–term
objectives. A
widely adopted approach of budgeting involves using the current numbers to make upward or downward adjustments to each item
based upon expectations.
In most companies, staff costs make up the majority of fixed costs, HR
typically collects
the following information for budgeting purposes

Bottom-up:
Projecting Current Staff Costs is Not Always Easy…

After collecting the above data, the easiest way out is to
adopt a bottom-up approach by projecting current compensation costs
incrementally and use that as the base by adding the new headcount and subtracting the number by
the projected attrition. This seemingly logical approach has actually oversimplified the
calculation as it assumes current pay levels are largely competitive and a broad-brush
year-over-year salary movement is usually applied across all employees. In addition, the
long-term business perspective may not be fully considered by this approach. A more holistic
bottom-up approach is to benchmark individual employees against market pay levels as the
starting point for budget planning and identify the specific functions, positions or
levels that are under competitive pressures. Then HR leaders needs to identify the pay gap and
customize the necessary salary movement that is needed for retention purpose to determine the
necessary compensation budget.

The incremental bottom-up budget and manpower plan is
rather simple and easy to put into practice. However, it is more suitable for firms with
stable year-over-year growth which allows for gradual change within the company. As stability
is the keyword here, it does not account for major business expansion or downturn since
substantial variance to previous year’s budget is being frowned upon. In reality, HR
leaders often find significant deviations between actual and budgeted costs due to
major changes in operations and business environment along the year. This rather
simple bottom–up budgeting process is insufficient to cope with these fundamental changes and it often encourages a detrimental
“use it or lose
it” mentality among business heads when business
outlook cannot
justify the planned staff
costs and headcount.

An Alternative Approach: Top-down

As
opposed to the incremental bottom-up budgeting, a tup-down
perspective provides an

alternative to
provide a logical yardstick. As compensate chunk of the total
costs, an initial com on and benefits costs made up a
big pensation)
budget could be developed based on the

benchmarking
outcome of compensation and benefits costs as a
perr.entage of revenue against target comparator groups. This will provide a high level rpference on the
market

range of compensation expenses to start with and offer an overallperspective on whether the total
compensation costs is justified.

  As A Percentage of Revenue for Hang Seng Index Constituents

Using Key Metrics to Break Down the Numbers

After getting the total compensation and benefits budget
right, the total costs can then be translated and broken down into headcount numbers by
referencing appropriate staff mix in the market. For instance, company scale
like market
capitalization and revenue size could be one of the key drivers for a company to determine the
staff mix. By benchmarking some key metrics against the target comparator group based on
company scale, this will provide a relevant reference on how to best structure
the manpower plan and to come up with the

corresponding budget. Typical
ratios to consider include:

The role of HR is therefore
to provide the
overall compensation and benefits budget as well as guidance on the
application of the above
key ratios to facilitate the budget and manpower
planning process. This is then expanded by each department to form a detailed budget. Reference could be made to zero-based
budgeting approach which requires the justification for incurred expenses. Instead of starting
off with last period’s budget, every business unit has to go through and justify every expense
that will incur during the course of business and be held accountable for the necessary
expenses. This includes the explanation of how the
projected costs will
contribute to the target revenue or profit generation.

Each
firm should consider their business nature, company scale (such as revenue,
market capitalization, geographic coverage, etc.), and development stages to
structure the proposed staff mix and budget for the New Year. For a more detailed
breakdown of the manpower and
budget plan
(including headcount by grade), reference could also be made to ratios such as employee
distribution
among different back office functions, employee distribution across various
grades among target comparator group, etc. This will provide another
perspective to review
the firm’s own employee distribution ratio and how the new manpower plan and budget should
be adjusted
accordingly.

Putting it Together: A Combined Approach

No matter which approach a company adopts, it has
its own merits and demerits. In practice, more
companies go for a combined
approach with both top-down and bottom-up budget processes
which can address
most of the downside of just applying one approach. Reconciling the top^–down numbers
with the outcome of the
bottom-up gap analyses between _current ^pay levels and market competitive levels will provide a good
source of reference
to assess and justify whether the proposed budget is reasonable. These numbers would then be cross checked with the various key metrics and ratios to ensure that the proposed
budget and manpower plan is within requirements a reasonable range to
support the business

• To know principles of budgeting

·        
To
identify budget-planning steps.

·        
To know examine elements of cost
accounting in a health-care organization.

·        
To know
about budgeting of material and manpower

Courses outcome
integrated

1. U se principle of planning and organising for
accomplishment

Actual procedure followed

·     
First we select topics

·      Then search
information about budgeting of material and manpower.

·   Then collect all the information related to budgeting of material and manpower from internet ,reference book magazine

•  Then discuss with our subject teacher Then prepare report on it

Resource Required                                                                  

Outputs of the micro-projects

A

Micro
Project Report

on

“ prepare
report on safety management”

partial fulfilment of the requirement for the
Diploma in

Mechanical
Engineering.

Submitted by

Mr.————-

Mr.————-

Mr.——————

Guided By

Mr.———————-

L

LOGO

Department Mechanical Engineering

————————— College of Engineering
, ————-

2022-2023

————————- College of Engineering , ————————-

Department Of Mechanical Engineering

CERTIFICATE

` 
This is to certify that Mr.————— Mr.———– Mr.———— Polytechnic Thrid
Year Mechanical Engineering have submitted a micro project titled “prepare report on safety management” during the academic year 2022-2023 satisfactory manner
in partial fulfilment of the requirement for the Diploma in Mechanical
Engineering of MSBTE,Mumbai.

Mr. ——————-

Mr.——————–

Head of
Department

Mechanical
Engineering

Department

Guide

Mechanical Engineering

Department

Mr.————————-

Principal

Padm.Dr.VBKCOE,Malkapur

DECLARATION

I
declare that this written submission represents my ideas in my own words and
where others’ ideas or words have been included, I have adequately cited and
referenced the original sources. I also declare that I have adhered to all
principles of academic honesty

and integrity and have not
misrepresented or fabricated or falsified any idea/data/fact/source in my
submission. I understand that any violation of the above will be cause for
disciplinary action by the Institute and can also evoke penal action from the
sources which have thus not been properly cited or from whom proper permission
has not been taken when needed.

submitted by

Mr.———————-

Mr. ——————

Mr. ——————–

ACKNOWLEDGEMENT

I
express deep gratitude for enthusiasm and valuable suggestions that I got from
my Guide Mr.—————–
lecturer of Mechanical Engineering, for successful completion of the Project
report. This was not possible without his invaluable guidance. I pay deep
regards to our HOD Mr.—————–
Principal Mr.————— who are
instrumental in setting standards for the students to achieve. Finally, I am
thankful to all the people who are related to the project directly or indirectly.

I am grateful to all the teachers and Staff of Department of
mechanical Engineering. I also want to thank my faculty who showed a great will
of strength, constant encouragement and without his cooperation I would have
not been able to complete this work.

Part A

Title of micro project :-prepare report on safety
management

Brief introduction:-

An
engineer has to work in an industry with human capital and machines. Therefore,
managerial skills are essential for enhancing their employability and career
growth. This course is therefore designed to provide the basic concepts in
management principles, safety aspects, and Industrial Acts

Action plan:

Resources used

Part B

Title of micro project:- prepare report on safety management

Brief description :-

An SMS is a complete and integrated system that
assures that all work at the facility is performed safely It should be fully
documented, accessible, and comprehensible to those that require to utilize it
It recognizes the potential for mistakes and establishes robust defenses
(control measures) which are fully executed, to ensure that errors do not
result in accidents or near misses It is comprises a set of work practices and
methods for monitoring and improving the safety and health of all aspects of
the operation...

Comprehensive

•  Defines the way that all
safety issues including control measures are managed

•      
Clear connection between controls management and the SMS

Integrated

•  The structure is logical and
systematic

•  Logically connects to other
management systems

•  Corporate systems do not
contradict onsite systems

Comprehensible

•  Abbreviations and terms utilized
to mean something to employees

•  Concern about language issues

Implemented

•  Methods are approved and in
circulation

•  Evidence is available – completed
forms and/or checklists

•  Employees are trained and
knowledgeable

Accessible

•  Employees are
familiar with how to get the most up to date or relevant procedures

•  Employees can
obtain the SMS information required to support control measures

SMS Models
& Standards

•  Sound management systems are
all alike in fundamental terms

•  
Compliance with the MHF Regulations does not need any
particular standard to be utilized, nor will compliance with an existent
management standard ensure

•  compliance with the SMS
needs of the MHF Regulations

•  
There are a variety of ways in which the SMS can be
structured. Most big organizations will have their own structure already

•  However, the adoption of a
proven standard may assist an MHF employer.

Examples of SMS

OH&S Management Systems Model –

Key Elements
of the SMS

Policy:- Effective health and safety
policies set a clear direction for the organization to follow.

Planning:- An effective
management structure and arrangements are in place for delivering the policy.
There is a planned and systematic approach to implementing the health and
safety policy

Implementing:- The policies and
procedures are put in place to manage all aspects of the control measures that
ensure the safe operation of the facility.

Assessing:- Performance is measured against
agreed standards to reveal when and where improvement is needed.

Management Review:- The organization learns from all
relevant experiences and applies the lessons

The Importance of SMS

•  In reviews of
accidents, a common thread throughout is the inadequacy of management systems
that might have prevented the accident from occurring Lack of hazard review and
risk assessment to predict and prevent incidents

–  Insufficient investigation and
follow up after previous incidents

–  Inadequate training of staff

–  Failure to implement effective
mechanical integrity programs

What should the
SMS Do?

• The SMS is the tool with which the Employer meets the
overall goal of the

Regulations The SMS should cover the following

–  Define safety roles and
responsibilities

–  Ensure adequate
skills, information, tools, and decision-making are present in day to day and
abnormal operations

–  Maintain awareness of hazards and
risks

–  Plan, implement, measure, and
evaluate MA controls and the SMS

–  Develop performance requirements

–  Set targets for improvement of
safety at the facility

–  Manage change

–    Manage and maintain knowledge

–  Instigate HAZID and risk
assessments

–  Manage adequate human resources

–  Provide performance information to
all levels of the organization

–  Review and improve the SMS itself

–  Manage safe operation at the
facility, including MAS, specifically focusing on:

–  Prevention

–  Reduction

–  Mitigation

•  It is not just
documentation – it is the actual implementation of processes, procedures, and
practices at the facility

•  Include and reflect on the safety
culture in the workplace

Some companies, in particular
employers of multiple sites, may apply corporate standards for an SMS These may
prescribe the entire SMS or only common high-level components such as the
overall policies and procedures In other cases corporate SMS requirements may
be very limited, and the site will then need to develop its own systems

Many corporate
systems specify that local regulations override corporate requirements if they
are more stringent Other companies may employ integrated management systems for
the business as a whole It is entirely up to the Employer to choose how the SMS
is structured and developed However, in all cases the SMS must provide a
management focus on the specific control measures required for the safe
operation of the particular facility

•      Measurement
of Performance

Performance standards/indicators
must be developed and implemented as part of the SMS (e.g. measure the effectiveness
of SMS) to support the MHF safety

objectives The following principles apply in defining
performance standards:

Make them SMART

• Specific • Measurable • Achievable • Realistic •
Targeted

The
purpose of performance standards/indicators for the SMS is to enable the
objective measurement of its target and (subsequently) effective maintenance
and improvement of performance

Standards and
systems need to be practical and Should not place an unworkable burden on
employees Ensure open, comprehensive, and accurate reporting of errors or
problems

Performance indicators should be established covering (as
a minimum):

How often audits
are to be undertaken

–  Scope of the audits

–  Are the controls implemented?

–  Are the controls functional?

–  % compliance, partial compliance,
and noncompliance

•  Performance
indicators should be sufficiently detailed and transparent to enable the
effectiveness of the SMS to be apparent from the documentation

Items to Note –
Emergency Planning

The MHF must
prepare an emergency plan addressing the onsite/off-site consequences and Must
consult with employees and emergency services Plan should consider

Accident Type (e.g. major/minor,
environmental, personal safety, on-site, off-site, property damage)

–  Command hierarchy and contact
information

–  Equipment required

–  Contingency plans

•  Plan should be tested, reviewed,
updated

Items to Note –
Management of Change

• Management of change needs to be considered very
carefully

Within the safety report

• An issue often discussed is:

–  When is a
change really a change? – When is a change not a change? Items to Note – When
is a change really a change?

•  Any change to an MHF needs to be
evaluated in the context of the safety report

•  Examples of this include but are
not limited to:

–  Organisational
change – Addition of a new unit – Closure of a unit – Any modification to a
potential MA

Desired
Outcome: Demonstrate that at least the same level of risk or lower is achieved
after the change and that all the processes within the safety report are
followed and transparent

•      Actual
Resources Use