internship report.doc

JK TYRE & INDUSTRIES LTD., VTP MYSORE

INTRODUCTION

AL-AMEEN Institute of Management Studies, Bangalore 1


INDUSTRY PROFILE

INTRODUCTION

The world rubber industry had made its beginning in the year 1887 with

the invention of the rubber vulcanization process by Mr. Charles Goodyear.

However, the growth of the industry received a big boost towards the end of the

century when Mr. John Boyd Dunlop succeeds in the making vulcanized rubber

in to inflatable pneumatic tyre in1888. Since then the tyre industry has continued

to be a major segment of rubber industry all over the world.

Even in India, automobile tyre & tubes account for a major part of Indian

rubber product industry.

HISTORY OF TYRE INDUSTRY

The following chronicles development of the tyre industry as we know it

today.

Mr. R W Thomson invented & patented the pneumatic tyre in 1845. In his

first design used a number of thin inflated tubes inside a leather cover. This

helped in the later development in the tyre design.

Mr. Dunlop first advertised his tyres in December 1888 in “The Irish

Cyclist”, & attracted major attention in the following years. A Belfast cycle won

the race on the pneumatic rubber tyres & gained attraction of the public.

But unfortunately the original tyre has its own drawbacks. The inner tube

was difficult to place inside the tyre & also it stuck to the wheel. In 1890 Mr. C K

Welsh patented the design of a wheel rim & outer cover with inextensible lip. By

now we had the basics for today’s tyres. Over the years, the tyre has been

developed in to today’s high technology offerings by considering two of the most

important technical development include Michelin’s creation of the redid tyre with

its vastly superior grip in 1948,& the developments made by when Dunlop did

away with the inner tube on car tyres in1972.



Over the increase in technology aspects, the tyre has many features

includes high speed racing, such as formula one to deliver a comfortable ride,

have a relative puncture resistance, wear & tear resistance.

Tyre industry in India

Indian was about 60 years old. It becomes one of the core industry sectors

in India which comes under Essential commodities Act.

The history of the Indian tyre industry could be divided in to following

periods:-

1920 to 1935 (multinational trading in tyre)

1935 to 1960 (multinational manufacturing era)

1961 to 1974 (broadening of production base)

1975 onwards Broadening of production bases

Trading tyres in India was first started in 1920 by Firestone at Mumbai,

followed by Goodyear in 1922 & later by Dunlop in 1926.Dunlop set up the first

tyre factory at saharganj, West Bengal in the year 1936..At present there are 20

licensed companies & 24 factories which included 11 large companies

manufacturing the full range of tyres & tubes. The Indian tyre companies are

having collaboration with tyres companies of U.S.A, U.K, West Germany &

Japan. Significant changes occurred in the tyre manufacturing process, change

over from rayon to nylon & introduction of radial tyres of both steel belt & fiber

glass are most important.

The large Tyre units are Apollo, Bombay Tyres International, Ceat,

Dunlop, Goodyear, J.K Modi, M.R.F, and Premier, TCI, VTL, and Birla Tyres. The

company which manufactures tyres primarily for two and three wheelers are

Metro tyres, Sri Chakra, Falcon, stallion, Transport, S.kumars.

The production of tubes by the large & medium sector is 80% of the tyre

production. The tubes are manufactured from natural rubber as well as from

imported butyl rubber. Tyre inner tubes are covered under packaged

commodities Act. The government has set up various committees in 1955



includes tariff commission whose function is to decentralization of the tyre

industry.

Between 1974 & 1985 the government set up the Bureau of industry cost

& price (BICP) to study the cost & price of tyre industry, but the study report of

BICP were not made public. In May 1974 the government set up a committee on

the tyre industry with Mr. M Satyapal as chairman. The committee submitted its

report to the government in 1985. Report has not been published.

MRF, Ceat, Dunlop, Apollo & Modi rubber dominates the industry together

accounting for much as 60% of total output. Among individual companies, MRF is

moving in to aircraft tyre manufacturing in collaboration with Royal Goodrich

Company. The total capacity of Ceat has gone up to 45 lacks tyres with the

commence of Walaj plant & has plans to manufacture nylon cord tyres. Vikrant

tyres with a new all steel radial tyre plant & have plans to manufacture nylon cord

tyres. A Vikrant tyre with a new all steel radial tyre plant for trucks and buses is

the only company modernizing the existing plant and manufacturing and new

technological tyres of international standards and acceptability, Indian tyre

industry is all set to capture a major share in export market & increase its share

export of various countries.

The tyre industry is a raw material intensive industry. Raw materials

account for about 55% of the production cost. The major raw materials used in

the tyre making i.e., nylon fabric cord & synthetic rubber are petroleum based

derivatives. In India the ratio of the synthetic rubber to the natural in the profile of

the raw materials consumption is approximately 20:80, which stands in contrast

to the ratio of 70:30 for developed countries. The natural rubber is more resistant

& is there fore more suitable to Indian roads.

PRESENT STATUS OF TYRE INDUSTRIES

Automotive tyre manufacture’s association (ATMA) set up in 1975 as a

representative body of automotive tyre industry in India. The association

constitutes of companies’ manufacturing tyres ranging from animal driven



vehicles to aero tyres for defense applications. The association represents

approx. 90% of the tyre production in the country. The association forms the

bridge between government and tyre industries. According to ATMA demand for

tyres for estimated at 242 lakh tyres in 1991 and 1992 against installed capacity

of 296 lakhs tyres and demand estimate for the year 1994 to 1995 where 287.16

lakhs tyres against the production of 308 lakhs and still growing at a very rapid

pace.

Among the individual companies MRF is moving into aircraft tyres and

formula racing tyres manufacturing in collaboration with uniroyal good rich. The

total capacity of Ceat tyres has gone up to 45 lakhs with commencement of nylon

cord tyres. Modi rubber tyre industry ahs modernized the modipuram plant and

modinagar plan is under implementation. Vikrant tyres with a new plant for all

steel radial tyre for trucks and busses fare the first company in India with such a

state of art technology, Vikrant tyres after taken over by JK tyres are having a

major supplier of tyres to various countries and are no way short of foreign

companies in terms of quality and quantity.

INPUTS FOR TYRE INDUSTRIES

The major raw materials and there weightage in the total raw material

structure are as follows

SL

no.

RAW MATERIALS PERCENTAGE

1 Natural rubber 25%

2 Synthetic rubber 14%

3 Carbon black 13%

4 Nylon Fabric cord 34%

(Remaining share of raw materials of 14% approx. is accounted by rubber

chemicals)

NATURAL RUBBER



It is the most important rubber material used in the manufacture of tyres,

natural rubber accounts for about 10%(by weight) of the total raw material

requirement in the production of the tyres.

The productivity of natural rubber in India is one of the highest in the

world, but still India is facing shortage of the natural rubber. The tyre industry

consumes about 48% of the natural rubber produced in the country. Till in the

year 1988, the government controls the price of the natural rubber. Where as

now the government fixes based on the “bench mark price” which helps the small

farmers to maintain the margins. There is no ceiling on the maximum price. Due

to the above prices of natural rubber has been fluctuating from time to time.

SYNTHETIC RUBBER

Styrene Butadiene Rubber (SBR) manufactured from petroleum feed

stock mainly used for passenger car, jeep and LCV tyres.

POLY Butadiene Rubber (PBR), also manufactured from petroleum feed

stock mainly used in heavy duty truck tyres.

BUTYL RUBBER is a synthetic rubber mainly used for making inner tubes

used in the tyres. Entire quantum of 24000 MT of this variety of the tube is

consumed in 1996 to 1997 was imported as no company in Indian manufactures

this kind of the synthetic rubber.

The VTL consumed approx. of total 16679 MT of natural and synthetic

rubber during 1999 to 2000 for a capacity utilization level of 62% approx. and the

cost of the above quantum is RS.6096.58 lakhs.

CARBON BLACK

It is petroleum based inorganic chemical in a form of quasi graphite

powder of extreme fineness and with high surface area composed of elemental

carbon. The main inputs required in the manufactures of carbon black are carbon

black feed stock (CBFS) and furnace oil. Carbon black is divided into two grades

viz., soft and hard grades. Soft grade carbon black is used inside the ply. For the



coating of fabric and treads in the tyres the hard grade is used about 60% of

carbon black produced in India are of soft variety.

VTL has consumed carbon black amounting to 7324 MT of the total raw

materials consumed during the 2005 to 2006.

NYLON YARN/FABRIC/TYRE CORD

It is an essential reinforcement material. The nylon tyre yarn in terms of

cost of raw materials is account of about 27%. Caprolactum is a major raw

material used in the manufacture of nylon tyre cord. It imparts strength and

tenacity to the tyre. It also reduces the ware and tear of the tyre. The tyre cord is

placed below the tyre tread, which is in contact with the road.

FUNCTION OF TYRES

Tyre provides steering response.

Durable and easy to drive.

Has load carrying capacity.

Provides cushioning ability.

Cooler running and gives more mileage.

Passenger safety.

Supplies load holding ability.



JK PROFILE



JK TYRE INDUSTRIES – A BRIEF PROFILE

COMPANY PROFILE

NAME : JK Tyre &Industries ltd

ADDRESS : JK Tyre & Industries ltd

“VIKRANT TYRE PLANT”

KRS road, metagalli,

Mysore-570002.

CONSTITUTION : Limited Company

DATE OF INCORPORATION : October 3, 1973

COMMENCEMENT OF BUSINESS : October 11, 1973

PRODUCT : AUTOMOBILE tyres, flaps

REGISTERED OFFICE :”VIKRANT HOUSE”

NO.4, first main road

V.V mohalla, mysore-02

COMMUNICATION LINKS

GRAMES : Vikrant Tyres

E-mail : [email protected]

FAX: :( 0821)2582404

TELEPHONE NO. :( 0821) 2511540, 2582954

JK organization owes its name to late Lala Juggilal Singhania, a dynamic

personality with broad vision. Inspired by the cause of the Swadeshi movement

of Mahatma Gandhi, & driven by the zeal to set up an Indian enterprise, Lala

Kamlapat Singhania founded JK organization in the 19th century ushering in new

industrial era in India.



The process of industrialization & diversification was worthily &

successfully carried on by Lala kamlapat’s three illustrious sons- Sir Padampat,

Lala Kailashpat & Lala Lakshmipat.

“Excellence comes not from mere words or procedures. It comes from an urge

to strive and deliver the best. A mindset that says, when it is good enough,

improve it. It is a way of thinking that comes only from a power within." – H.S

SHINGHANIA

JK Tyre & Industries Ltd. is the flagship company under the umbrella of JK

Organization

The advent of JK Organization on the industrial landscape of India almost

synchronizes with the beginning of an era of industrial awareness - an endeavor

for self reliance and the setting up of a dynamic Indian industry. This was way

back in the middle of the 19th century.

CORE VALUES

JK Organization has been a forerunner in the economic and social

advancement of India. It always aimed at creating job opportunities for a

multitude of countrymen and to provide high quality products. It has striven to

make India self reliant by pioneering the production of a number of industrial and

consumer products, by adopting the latest technology as well as developing its

own know-how. It has also undertaken industrial ventures in several other

countries.

JK Organization is an association of industrial and commercial companies

and charitable trusts. Its member companies, employing nearly 50,000 persons

are engaged in the manufacture of a variety of products and in diverse fields of

commerce

Trusts are devoted to promoting industrial, technical and medical

research, education, religious values and providing better living and recreational

facilities. With the spirit of social consciousness uppermost in mind, J.K.

Organization is committed to the cause of human advancement.


http://www.jkorg.in/

http://www.jkorg.in/


Today JK Organization, an association of Industrial and commercial

companies and charitable trusts, continues to grow to greater heights under the

stewardship of its President, Shri Hari Shankar Singhania.

The Principal business of the JK Organization includes Tyre, Paper,

Cement, Drugs & Pharmaceuticals, Agri Genetics, Dairy and Food Products,

Audio Magnetic Tapes, Sugar, Cosmetics, Woolen Textiles, Steel, Engineering

Files, International Trading, Hybrid Seeds, Industrial Rubber Products, Material

Handling System etc

The group besides having a consistent record of growth and diversification

has created a reputation for quality for all its products and most of its products

enjoy a leadership status in their respective market segments.

BEYOND BUSINESS

Identifying with social issues and contributing to the society has been a

philosophy, which has been carried on from the founding fathers. Various

institutions set up by the group throughout India in diverse fields of social welfare

stand testimony to this philosophy.

HEALTH CARE ACTIVITIES

Involved with the diverse array of medical and health services, the

organization has set up a number of pioneering institutes all over the country

including super specialty hospitals.

Pushpawati Research Institute, New Delhi for Liver, Renal and Digestive

Diseases is the first of its kind in India.

HASETRI (Hari Shankar Singhania Elastomer and Tyre Research Institute)

JK Tyre attaches tremendous value to R&D in its efforts to maintain the

high quality of its products and lead the field in innovation. HASETRI, a world

class research and development centre is a symbol of this.

The Hari Shankar Singhania Elastomer & Tyre Research Institute

(HASETRI) is the very first of its kind in India. Established in October 1991,

HASETRI has already been recognized under SIRO (Scientific and Industrial



Research Organization) by the Department of Scientific & Industrial Research

(SDIR), Govt. of India. And has been acknowledged by the Indian Institutes of

Technology (IITs) and other universities for registration leading to higher studies.

HASETRI fulfills the research requirements for services related to the Elastomer

and Tyre industry

LIBRARY AND INFORMATION CENTRE

HASETRI is a data repository par excellence where up-to-date information

can be accessed on related disciplines. Numerous national and international

journals, periodicals, books, technical reports, standards on the latest

developmental work are available. As a member of these institutes, HASETRI

can source literature from the Indian National Scientific Documentation Centre

(INSDOC) unit of the Centre for Scientific and Industrial Research (CSIR) and

the Foundation of Innovation and Technology Transfer (FITT), Indian Institute of

Technology (IIT), New Delhi.

ACADEMIC ASSOCIATIONS

HASETRI acts as a bridge between academia and industrial circles and

promotes better interaction between the two. Some areas where HASETRI is

involved are:

Jointly running a Diploma Course in Polymer Science and Rubber

Technology with Mohanlal Sukhadia University, Udaipur

Technical manpower development through the Indian Rubber

Institute (IRI); organizing refresher courses for industrial personnel

Sponsored Research Programmes with the Indian Institutes of

Technology (IITs) and other universities are leading to an M.Tech

and Ph.D. degrees.

Jointly sponsored National/International Rubber

Conferences/Seminars



Associated with BIS and ISO for standardization of specification

and test methods for raw material and finished products related

with rubber and allied industries.

MEMBERSHIPS

Department of Scientific and Industrial Research(DSIR)

Bureau of Indian Standards (BIS)

Indian National Scientific Documentation Centre (INSDOC)

Foundation for Innovation and Technology Transfer (FITT), Indian

Institute of Technology (IIT), New Delhi.

JK TYRES PLANTS

Kankoli :Rajasthan

Banmore :Madhya Pradesh

Mysore plant-I (VTP) :Karnataka

Mysore plant-I (VTP Radial) :Karnataka

MILESTONES OF J.K.INDUSTRIES LTD

1933 First in the India to manufactures calico princes-Juggilal Kamlapat

Cotton Spinning and Weaving Mils Co., Kanpur.

1940 First in India to manufacture steel bailing hoops for jute and

cotton and to make the country self sufficient by meeting the

entire demand –J.K.Iron and Steel Co.,Ltd., Kanpur

1944 First in India to produce Aluminum virgin metal from Indian

Bauxite – Aluminum Corporation of India Ltd., Jaykaynagar.



1949 First in India to manufacture Engineering Files

-J.K.Engineer’s Files, Bombay.

1959 First in India to set up a continuous process Rayon plant.

1960 First to manufacture a Hydraulically operated cane crushing mill

for Khandsari Sugar Plant and completed 100 ton plant- J.K.Iron

and Steel Co. Ltd., Kanpur.

1961 First in world to set up a plant for production of Hydrosulphite of

Soda by Sodium Amalgam process-J.K.Chemicals Ltd., Bombay.

1962 First in India to produce Nylon-6 with its own polymerized raw

material-J.K.Synthetics Ltd., Kota.

1965 First to produce Sodium Sulphoxylate Formaldehyde (Rangolite c

of Formosul) in India J.K.Synthetics Ltd., Kota.

1968 First to manufacture TV sets in India-J.K.Electronics, Kanpur.

First to manufacture Metallic. Cops for Synthetic Filament yarn

industrial in India-Syntax tube works, Kanpur

1973 First in India to license Synthetic Fiber Technology to third party

as well as the first to manufacture Synthetic Filament yarn

industrial in India-Syntax tube works, Kanpur.

1976 First in India to produce Steel Belted Radial Tyres fro passenger

cars, trucks and buses-J.K. Tyre Plant, Kankoli.

1980 First in world to make Steel Belted Radial Tyres for passenger

cars, trucks and buses-J.K.Tyre Plant, Kankoli.

1984 First in India to produce White Cement through dry process-

J.K.White Cement, Gotan.

1985 First to India to produce Cathonic Dyeable Polyester Fiber –



J.K.Synthetics Ltd., Kota.

First in India to produce Nylon Tyre cord base on Spin Draw

Technology- J.K.Synthesis Ltd., Kota.

1989 First to India to produce Magnetic Tapes with Cobalt Technology

J.K.Magnetics, Surpajpur.

1991 Banmore Tyre Plant (BTP)set up with a capacity of 5.7 lakhs tyres

p.a.

1992 R & D Centre set – up at HASTERI.

1994 India’s first T-Rated tyre launched BANMORE Tyre Plant (BTP)

crossed 100TPD.

1995 Mercedes Benz launched on J.K.STEEL RADIALS First tyre

manufacturer in the world to get ISO 9001.

1997 Awarded the National Export Award for 1996-97 Vikrant Tyres

(VTL) acquired. India’s firs H rated tyre launched. Only tyre

manufactures to get’E’ mark certification. HASETRI becomes the

first research institute in Asia to get ISO 9002.

1996 India’s first dual contact high traction Steel Radial – aqua sonic

Launched. Introduces Steel Wheels.

1998 First tyre manufacturer in the world to get Qs 9000. Awarded

CAPEXIL’s highest export award for 1997-98

1999 Synergy with VTL in procurement, marketing and production

flexibility. Completion of Stat of the art modernization of truck

radials. J.K.Tyres ranked 1st largest Tyre Company in the world.

ISA-14000 accredition for environment and safety.

2000 J.K. introduced National Go-karting Champion – slips.

2001 J.K. industrial received FOCUS LAC export award for he year

1999-2000.

VIKRANT TYRES LIMITED- AN OVERVIEW



Vikrant Tyres ltd (VTL), the company is situated in the area of 53 acres in

mysore.VTL is a major tyre manufacturing company & one of the most

successful industrial ventures in the state of Karnataka.

In the year 1970 this company was become joint venture by the

participation of the South Indian Export Company Pvt Ltd., Madras with

Karnataka State Industrial Investment & Development Corporation Ltd.,

(KSIIDC). For establishing an automobile tyres & tubes manufacturing unit

Metagalli industrial area Mysore. In 1977 the management was controlled by

the government of Karnataka through Karnataka State Industrial Investment &

Development Corporation Ltd., (KSIIDC). The commercial production started

from 19th may 1980.

During 1985 a pilot plant was set up for manufacturing of radial tyres.

Commercial production of radial tyres was started in Feb 1991 at the new

radial tyre plant.

J.K. Industries acquired Vikrant Tyres Limited, Mysore in 1997 because

To keep pace with the market demand as well as technological leadership in

Indian market.JK industries & Vikrant Tyres Limited are the only tyre

companies in India to have received all three ISO 9001, QS 9000 and ISO

14001 certificates.

The company is now racing ahead by focusing on exports & the synergy in

sales & marketing operations with JK Tyre has enabled VTL to expand its

distribution network. It is now exporting truck tyres to over 55 countries across

6 continents including North, Central and South America, and the Middle East

and South East Asia. New markets are being continuously explored to

expand the multi brand international sale.

MILESTONES OF VIKRANT TYRES LIMITED

1970

Joint Venture by SIEC Pvt. Ltd., and KSIIDC conceived to

manufacture Automotive Tyres and Tubes at Mysore.

1973 Incorporated as a joint venture company by KSSIDC and SIEC Pvt.



Ltd., Madras(Chennai)

1977 Taken Over by Government OF Karnataka through KSIIDC

1980 Commercial Production Commenced

1982 Collaboration with M/s AVON Tyres UK.

1985 T-Pilot plant setup for manufacturing of truck Radial Tyre Plant.

1989 Construction of new Truck Radial Tyre Plant.

1991 Commercial Production of all steel Truck Radial Tyre.

1992 First against OTR tyre rolled out.

1994 Certified to IS 9001: 1994 quality management systems.

1997 JKIL inducted as strategic Alliance Partner (SAP) by government of

Karnataka

1999 Certified to QS 9007:1998 QMS and also 14001:1996 Ems.

Turnaround under JK management within 10 months and declared

divided after a gap of 6 years. Massive modernization and up

gradation investing Rs. 224.13 Crores.

2000 March – Bias plant – Rs. 73.16 Crores. December – Truck Radial

plan – Rs .150.97 Crores.

2003 Merged with JKIL. Certified to ISO/RS 16949:2002 process based

QMS.

2004 First Indian tyre company to adopt process based management

through Business Process Re-Engineering (BPR)

INFRASTRUCTURAL FACILITIES IN VIKRANT

1) CANTEEN

According to the section 48(1) it is obligatory on the part of every factory to

provide canteen facility where in more than 200 employees are employed and

hence Vikrant also provides canteen facility for its employees, which is well

constructed, furnished with good furniture, equipments and also with good



accommodation. Here 100% subsidy is provided for meals, coffee and tea,

snacks is supplied with subsidy up to Rs.300 per month.

2) GROUP HOSPITALIZATION SCHEMES

This scheme covers employee, spouse and two children. The workers

whose salary is more than 7500 per month are covered under ESI and they are

paid through ESI. But the ESI exempted employees are covered for a sum of

Rs. 20,000 per annum. Spouse and 2 children are covered for Rs. 15,000/- each

per annum.

One time financial assistance is provided to spouse and any 2 children suffering

from the illness of serious nature and requiring prolonged treatment in respect of

Heart/blood related illness.

Brain related illnesses

Kidney problems

All types of cancerous diseases.

The assistance is restricted to 50% of the expenses incurred by them

towards hospitalization expenses, diagnostic, and consultative charges subject to

a maximum of forty thousand rupees only.

3) GROUP GRATUITY SCHEME

Gratuity is paid to the dependents for the future service of the deceased

employee if he had continued in service gratuity is calculated as compulsory 5

months salary for the left years of service or 5 months salary for the years of

service rendered.

4) ASSISTANCE FOR THE FAMILY OF DECEASED EMPLOYEE

Assistance of Rs.50, 000/- is contributed from the management to the

family of the decreased employee.

5) BENEVOLENT FUND



Both the employee and the employer contribute towards benevolent fund.

Employee contributes Rs.5 per month and employer contribution is Rs.10 per

month.Through benevolent fund Rs. 50,000/- is paid to the deceased employees

family, Rs.75,000 towards major illness Rs.40,000 to spouse 2 children and

refundable advances is given up to Rs.20,000 in case of serious illness to

father/mother of employee.

6) FAMILY PLANNING

If the employee undergoes family planning the management will pay

RS.300/- Cash incentive and also provides 7 days leave.

7) INTEREST SUBSIDY ON HOUSING LOAN

Housing loan is provided by the company. The maximum amount paid is

three lakhs of over and above 9% interest.

8) CONSUMER CO-OPERATIVE SOCIETY

There is a separate building for this society. Working capital is provided by the

company. Consumers Co-operative Society is run by workers or Management

Representative on no-profit, no loss basis. Election is held every year to appoint

the office bearers of this society. Here credit facility is provided to its members

9) INCREMENTS FOR ACQUIRING QUALIFICATIONS

To encourage employees to pursue studies, additional increment is given

to those who acquire additional qualifications.

10)COUNSELING FOR EMPLOYEES SPOUSE AND CHILDRENS

Outside experts is hired to conduct counseling sessions on carrier guidance to

employee children’s and health care tips to all.

11) SPORTS AND CULTURAL ACTIVITIES

Sports and cultural activities are conducted every year on Kannada

RajyothUthsava Day for employees, their spouses and children. This is

conducted in order to provide recreational facility to the employees and their

family.



12) SAFETY

Management is providing its employees with ear plugs, goggles, gloves, fire

extinguishes, etc as safety measure. Training on safety is also given to every

employee. Every year mock drill regarding the safety action is conducted.

13) VOLUNTARY RETIREMENT SCHEME

Voluntary retirement is given to employees if they are willing to have.

When the employees go for VRS hey are given with 3 months salary for every

completed year of service or 3, 75,000 or salary for the balance period of service

which ever is less.

14) ACCIDENTAL INSURANCE SCHEME

The employees who come under ESI will pay the accidental insurance if

they met any accidents. For other employees company will pay the hospital

expenses.

15) MATERNITY BENEFIT

Both pre maternal leave and post maternal leave is given to the women

employees with pay.

16)TRADE UNION SUPPORT

In order to encourage trade union activities the 7 offices bearer who are

elected are given only with general shifts.

17) FIRST-AID APPLIANCES

Whenever the accident occurs, the worker will be taken to the health

center which is inside the plant. The entire minor and first- aid is done here itself

and when there is major accident first aid is done in the health center and then

they are taken to the hospital. Every day at least 2 ambulances will be inside the

plant which will be kept ready to carry the injured person when ever there is an

emergency.

18) REST ROOMS



In J.K. Industries rest room is provided to all departments. During the

interval time the employees can go there and take relax for few minutes.

19) BONUS

Every year bonus is paid to the employees. The bonus amount depends

on the turnover or profit of that year.

20) PROHIBITION OF OVERLAPPING SHIFT

SHIFT TIMINGS

First Shift : 07.00 A.M. to 03.00 P.M

Second Shift : 03.00 A.M to 11.00 P.M

Third Shift : 11.00 AM to 07.00 PM

General Shift : 08.45 AM to 05.00 PM

In order to avoid overlapping of shifts the shift timing of employees

is changed once in a week after his weekly off.

21) EXTRA WAGES FOR OVER TIMES

When ever there is a shortage of workers or production is more the

management provides over time to their workers & pays double wages to the

employees.

BOARD OF DIRECTORS OF JK INDUSTRIES:

Chairman : Hari Shankar Singhania

Vice Chairman & Managing Director : Raghupathi Singhania

Directors : Arvind Narottam Lalbhania

Arvind Singh Mewar

Bhakul Jain

Managing Director : Bharath Hari Singhania

Dy.Managing Director : Vikrampati Singhania

BANKS ASSISTING TO VTL

Corporation bank



Indian bank

Punjab national bank

State bank of India

State bank of Mysore

Syndicate bank

AREA OF OPERATIONS

The head office at Mysore is connected with various Regional offices,

District office, Branch office and Forwarding Agents throughout the

company.

The common marketing Organization (CMO) manages the marketing

of Nylon Bias Tyres. The head of the CMO is at New Delhi.

The Truck Radial Group (TRG) manages the marketing of all steel

truck radial tyres. The head office of TRG is situated at Bangalore



PRODUCT PROFILE

PRODUCT PROFILE

The products are sold under different brand names

Track Tyres

Jet rib

Vikrant track king

Star lug

Super track king

Hi life

Jet star

Track plus

J T classic

Jet track

Sand cum hiway

J T king



Light Truck Tyres

Jet rib

Star jug

Fleet king

Track king

O.T.R (Of The Road)

JK tubes

Vikrant tubes

Tube V EX

Flaps

JK flaps

JK RD flaps

JK EXP flaps

PRODUCT RANGE

INTERNATIONAL

JK Tyre is a leading exporter of tyres from India and roughly accounts for

about 26% of the total tyre exports from India (along with its associate Vikrant

Tyres Limited). It is the first and only tyre manufacture in the world to receive the

QS 9000 for multilocation operations: World's first tyre manufacture to receive the

ISO 9000 for all its operations in one go. Also J.K Tyres is the first tyre company

in India to receive ISO 14001 in recognisition of its environmental management

systems.

Today, JK Tyre's products compete with the best international players in the

premium international bias market in more than 55 countries in 6 continents. The

exports operate through a strong and dedicated distribution network, and our

distributors are fully supported by the company's technical team in terms of



continued product development to meet specific market needs. JK Tyre had

obtained international accreditation for its products in the US, Europe, South

America and the Middle East.

J.K Tyre has been the recipient of various awards for exports for the last

many years for its commitment to offer superior performance standards & path -

breaking innovations. Recently, it was honored with ' The Special Export Award

2000-2001' from Capexil, making it its fourth consecutive award from India's

premier industrial association. JK Tyre has also been recently recognized by

Indian Trade Promotion Organization (ITPO) for being the largest tyre exporter to

Latin America markets and is the proud recipient of first-ever FOCUS LAC Award

for the year 1999-2000. J.K Tyres constant endeavor to deliver superior value to

its customers and a sound marketing strategy forms the foundation of this

spectacularly consistent performance on the international front.

While JK Tyre has maintained its consistency in its marketing and distribution

strategies for the export markets, it has also actively pursued development of

new superior products to adapt to specific requirements of the different markets.

The credit goes to the India's biggest in-house R&D centre, HASETRI (Hari

Shankar Singhania Elastomer and Tyre Research Institute) . This Centre for

Rubber and Allied Technology was established at Jaykaygram, ISO/IEC Guide

25 & EN 45001. Equipped with advanced testing facilities, it pursues excellence

by evolving technologies for superior product performance to reduce waste and

pre-empt consumer needs.

DOMESTIC

J.K. Tyre has been at the forefront of the radial revolution in India. Since

inception, we have been regularly releasing high quality, high technology

products, which have withstood the test of time and are forerunners in the

industry today. Our leadership position in the industry can be attributed to the

mantra of offering high technology products and services to the customer. In J.K.

Tyre, it is our philosophy to continuously anticipate and understand the customer



requirements, convert them into performance standards for our products and

services, and meet these standards every time. This has resulted in development

of many innovative products from the most modern, technologically advanced

production facilities, some of which are listed below :

First manufacturer to launch "T" rated tyres in 1994-Ultima.

First manufacturer to launch "H" rated tyres in 1996-97-Ultima 210 H.

First manufacturer to launch Dual Contact High Traction Steel radials-

Aqua sonic

First manufacturer to introduce India's first range of eco-friendly colored

tyres.

First manufacturer to introduce V-rated uni-directional tyre in 2006

First manufacturer to produce special application Z-rated motorsports tyre

in 2006

Maruti SX-4, Maruti Swift and Mahindra Renault Logan Rides exclusively

on JKTyres.

ACHIEVEMENT/AWARDS

JK TYRES ranked 16TH largest tyre company in the world.

ISO-14001 accreditation for environment & safety.

India’s first T-rated tyre launched.

The only tyre manufacturing company got E-marks certification.

Awarded by CAPEXIL’S highest export award for 1997-98.

Certified by ISO 9001:1994 quality managements systems.

First Indian Tyre Company to adopt Business Process Re-Engineering

(BPR).

It has ranked number one in customer satisfaction by the JD power Asia

pacific study.



COMPETITORS

JK tyre is in no. 2 position in Indian market where its market share is about

21%.

The main competitors of JK tyres in National market are MRF,

GOODYEAR, CEAT, and APOLLO.

The main competitors of JK tyres in international markets are

BRIDGESTONE, MICHELIN, COPPER, PIRELLI & SUMITOMO.



ORGANIZATIONAL CHART


UNIT HEAD

BUSINESS UNITS G M (OTR) G M (EXPORT) SHARE SERVICE UNITS

BU-1 HEAD

SUPPLIES

SSU-1 ENIGEERING

SERVICES PLANT

SSU-3 HEAD

COMMERCIAL

SSU-6 HEAD MS

SSU-6 HEAD MSVP WORKS



BU-2 HEADSTOCK

BU-3 HEAD TYRE CURING

BU-4 & SSU-2 HEAD TRUCK

RADIAL

BU-5 OUTPUT MANAGEMENT

SSU-4 HEAD

SSU-4 HEAD-QA

SSU-4 HEAD-HR

SSU-4 HEAD

INFORMATION

SSU-5 HEAD

PEOPLE SERVICE

SSU-6 PLANTSHIFT INCHARGE





DEPARTMENTS

FUNCTIONAL DEPARTMENTS OF JK INDUSTRIES

There are the functional departments at JK Industries (Vikrant type plant) [JK]

(VIP) and they are follows.

1) Materials

2) Production

3) Engineering

4) Technical

5) Quality Assurance

6) Human Resource Management



7) Production Planning

8) Personal & Administration Secretarial

9) Internal audit

10) Electronic Data Processing (EDP)

11) Industrial Engineering

12) Finance

13) Marketing

14) Technical services.

Due to time constraint, only the basic departments such as production,

marketing, Human Resources and Finance, quality assurance have been

studies.

1. MATERIALS STORES DEPARTMENT:

There are the three stores in JK industries (Vikrant tyre plant);

Raw materials stores

Engineering stores

Finished goods stores

The function of raw materials stores and finished goods stores are

centralized in the Head Office itself. For all 4 plants of JK industries the Head

Office itself controls purchase decisions and supply of raw materials.

RAW MATERIALS STORES

In JK industries (Vikrant Tyre plant) follows First in First Out method

for inventories. Everything is controlled by the head of the department.

Some of the raw materials accumulated in stores are Natural rubber,

Synthetic rubber, Chemicals (Sulphur, Zinc oxide), Carbon and so on

ENGINEERING STORES

In the stores, materials like spare parts of machineries are needed

for the purpose of production. The ordering level is fixed for each material,



when the material reaches the reordering level computer itself identifies it

and keeps purchase request to purchase department. Some of the raw

materials accumulated in stores are Bearings, gears, motors, valves etc.

The reordering level is calculated on the basis of lead time. Buffer

stock is also maintained to meet present requirement.

FINISHED GOODS STORES

The finished goods are stored & preserved in finished goods stores

in order to protect it from rain, dust & water.

The duty of FGS head to distribute the finished goods directed by

the supply chain management. Supply chain management decides the

day to day distribution.

All the finished goods after the final inspection are kept at the

transferring area. A finished goods transfer note is prepared in triplicate

copies. The note contains details about material description & quantity.

The original copy is sent to central excise wing & duplicate to production

department & another copy to production & planning control (PPC)

department.

The current status of the stock can be checked by using transfer

notes. If the finished goods require packaging then it transfers to packing

area. If not it is send to storage area.



WORK FLOW MODEL



2. PRODUCTION DEPARTMENT

The production department has 1532 workers who are looking after

production of tyres & Flaps at VTP.

VTP presently has a production capacity of 10.30 lakhs tyres per

annum.

It has entered into a collaboration agreement with M/S continental

tyres,

Germany in 1998 for technology up gradation

Basic requirements of a Tyre

Load carrying capacity ( Vehicle + Load)

Transmit Driving / Breaking Torque

Other requirement of Tyre

High durability and Length

Low rolling resistance

Mileage

Fatigue resistance

Good appearance

Weather resistance

STAGES IN TYRE MANUFACTURING PROCESS

1. COMPUND AT BANBURY

Compounding is the process of mixing the necessary raw materials with

selected Elastomer in the banbury. Banbury is an internal mixer, which consists

of a completely enclosed mixing chamber with two spiral shaped rotors. There is

a hoper to feed the ingredients & door to discharge the mix. The rubber

ingredients like chemicals are weighted as mentioned in specification file & fed

into the hoper. Then the mixing process takes place. Required mixing time is

fixed to get better quality mixing.

2. EXTRUDER



The main function of an Extruder is to produce tread & side wall, bead,

apex.

Extrusion is a process of forcing the mixed compound by means of screw, which

rotates inside the barrel. There are two types of extruder

a. Screw extruder

b. Ram extruder

Screw extruder

In screw extruder the screw is rotated by means of a motor through

reduction gears. The extruder consists of hoper, dye-hard, barrel & dyes.

There are two types of screw extruder

Cold feed extruder

Hot feed extruder

In cold feed extruder the feeding compound is in cold condition while in

hot feed extrusion the feeding compound is in hot or warm condition.

Screw extruder is commonly used because it can obtain continuous

extrusion as compared from ram extruder. The extruder temperatures are

about to 100 to 200 degree Celsius.

3. ZELL PLANT

The dipping process takes place in a Zell plant. Here rayon, nylon,

polyesters are dipped in a solution containing normally a latex based

resorcinol formaldehyde to improve adhesive properties. Then the fabric is

dried at a temperature of about 280 to 300 Celsius & it stretches to about 0-

15%.

4. CALENDARING

Calendar is machine, consists of number of rolls held in a frame work

used to produce the rubber sheets of required strength & lengths. To get a

better quality calendared fabric with uniform gauges, viscosity plays an

important role & required temperature is about 110 to 137 degree Celsius.

5. BIAS CUTTER



It is a machine used to make the plys or the rubber coated fabrics at a

required width & angle. Which are used in the production of tyres. Bias angle

is the angle of cords in tyres w r t the central line. Based on the ideal curved

angle which is required type, size & pattern. Bias angle is calculated for a

particular drum. If the angle is not as per the specification, it will affect the

performance of the tyre. In general the angle 45 degree & the width of the

sheet is 100 to 137 mm.

6. POCKET MAKING

It is process of making the pocket from the angle cutter fabrics. In pocket

making section, three types of pockets are constructed. They are first,

second, third pocket. The ply’s used for the first & second pocket are known

as inner ply & those used for third pocket are known as outer ply, pockets are

made for easy building of heavy vehicle tyres.

7. BLADDER

Butyl rubber compound is used for making the bladder. As first butyl

rubber is mixed with specified chemicals properly & then it enters the extruder

section by the use of the extruder, a specific length & width of slug is

extruded. Then the edges of the slug are cut into specified angle for joining

purpose.

BLADDER PRESS

There are two types of Bladder presses namely 400 tons & 800 tons

presses. These presses operate with hydraulic pressure. At first the bladder

drum is lowered & the slug is loaded & the lower portion of the mould is then

raised to touch the upper patterns. After the sufficient curing time the mould is

automatically opened & the bladder is released. It is then trimmed to remove

the excess materials.

Some of the possible defects that occurs during the manufacturing of

bladders are



a. Splice opening: This is due to improper joining caused by fluctuating

pressure.

b. Porosity: This is due to the high extrusion temperature.

8. BEAD MAKING

Bronze plated steel wire is coated with layer of rubber compounds to

form a bead.

9. BEAD FLIPPING

A Filtering compound called apex is provided over the bead. A strip

fabric is used to bind the apex with the bead and the bed with the tyre. It is

called flipper bead, which is another component of tyre.

10. GREEN TYRE BUILDING

All the above components (Pocket, Bead, Flipper, Tread & Chaffer)

are assembled, during the tyre building to form Green Tyre.

11. AWLING

Green tyres are then sent for awling where air traps are removed by

randomly piercing the green tyres using awling gun.

12. TYRE CURING

It is a process of cross linking the rubber compounds through heat &

pressure. For the process of curing tyres presses are used. These presses are pre

warmed before loading of green tyre is done in top ring raise condition with

vacuum. Shaping is done by centering the green tyre correctly. Bladders are used

for tyre curing.

13. POST CURE INFLATION

Cured tyre are loaded onto post cure inflation units to cool

pressure, this is done to avoid shrinking of the nylon fabric.

14. TYRE MOULDING



Before moulding operations, the green tyre has to be made ready for

painting with inner lubricants inside the tyre for easy release from the bladder &

the side walls are to be coated with blemish paints. Blemish paints contains

carbon black, naphtha, styrene butadiene rubber components & this enables

easy flow of compounds while curing in the mould pattern. The blemish paint

helps in minimizing the surface flow marks. As a whole to obtain better results,

green tyre should not touch the floor & there should no any contamination on

the tyre surfaces.

Tyre moulding is a complex type of compression moulding normally cured

in presses. The raw tyre has to be placed over a bladder. Then the bladder &

tyre expands together due to steam pressure & simultaneously the tyre gets

compressed between two moulds in closed position. In this, the operation cycle

time, pressure, temperature has to be maintained properly to get optimum

vulcanization during moulding process of the tyre.

15. TYRE FINISHING & INSPECTION

After curing, the tyres obtained are further finished by trimming of the

projection on the tyres surfaces & are checked for defects. Thus the process of

removing excess materials on the tyre after curing is called finishing.

The finishing process is done either by buffing or trimming method.

Buffing is done using emery paper wrapped on a cylindrical rubber press.

Thus all tyres are inspected in systematized process. If any defects are

found it has to be separated & remaining can be stored in warehouse.

16. TYRE TESTING

There are two types of tests

Non destructive tests

Destructive tests

Non destructive tests



This the test carried out with any destructing or damaging the product to

check the sidewall surface defects, blows blisters, flow cracks under cure,

flaws & so on.

MAIN MOTTO OF PRODUCTION

To obtain high quality products.

To be customer oriented company

To minimize the cost in the process

To reduce the idle time of the machines.

To increase the productivity

To increase the performance of the both machine & the employees.

3. QUALITY ASSURANCE DEPARTMENT

QUALITY ASSURANCE-HEAD

QUALITY ASSURANCE-MANAGER

EMS (ENVIRONAMENTAL MANAGEMENT SERVICES)

&SAFETY MANAGER

QUALITY MAINTANENCE SERVICE - MANAGER

The People of JK tyres are very much committed to quality in every thing

what they do. They continuously anticipate and understand customer’s



requirement, convert these into performance standards for there products and

services and meet these standards every time. Customer satisfaction both

internally and externally is the main motto of the company.

PROCESS OR ACTIVITIES OF QUALITY ASSURANCE DEPARTMENT

Super Audit (process Audit): Checking the process as per the Standards

of Technical Specification.

PPAP co-ordination: Production part approval process. The organization

shall conform to a product and manufacturing process approval

procedure recognized by the customer.

Capability study: This is applying statistical technique to the process

and studying the process capability.

Customer complaint handing: It is a process of handing customer

complaint in an organized and structured manner.

Cut Tyre /Flap Rating: Monthly Checking the product as per determined

specification.

Unit level MRMC Management Review Rating: Once in a 3 months review

of Business plans, quality, status, customer complaints.

Continual Improvement: Conducting reviews, preparing minutes & follow

up activities for CI projects.

Some of Certificates of Quality obtained by JK Tyre

ISO 9001

QS 9000

Environment Management System (ISO 14001)

E-MARK

DOT (Department of Transport)

INMETRO (Institute National de Materiologia – Brazil)



4. HUMAN RESOURCES DEPARTMENT

HUMAN RESOURCE MANAGEMENT


PRESIDENT & DIRECTOR

DEPUTY GENERAL MANAGER

DEPUTY MANAGER

OFFICER


The main functions of HR Dept- of JK Tyre Industries at VTP is

Recruitment and Selection

Training & Development

Performance Appraisal

Implementing Incentive Schemes

Coordinating among different departments

Maintenance of Industrial Relationship.

HRD COMMITTEE MEETING

HRD committee consists of senior executives, who meet once in six

months under the chairmanship of president & Director. Meeting is arranged by

HR department. Matter concerning to HRD are discussed in the meeting. The

minutes of the meeting are prepared and circulated to all concerned.

COMMUNICATION MEETING

A minimum of six- communication meetings will be conducted in a year

under the chairmanship of president and director. The meeting is organized by

HR Department. Selected executives from various departments are invited to

attend the meeting which is basically to facilitate direct communication between

CEO and all levels of executives in the organization.

TRAINING SYSTEM IN JK INDUSTRIES LTD (VIKRANT TYRE PLANT)

OBJECTIVE

To establish the training procedures of identifying the training needs

and impart training to support organizational objectives of enhancing knowledge

skill and effective utilization of human resources.

JK Industries is a production-oriented company & has a majority of

work force that is technically oriented and also comprises management

executives. Training becomes a part and parcel of the inputs given by the

company to its employees. So it is of great importance to know the training

system in Vikrant. Training records helps to measure effectiveness in sending



various persons on training and to send those who really need help &

improvements to perform a particular task.

It has been rightly said “If you plan for a year, plant corn; If you plan for

a decade, plant trees; But if you plan for a century, plant man”. This is the

Philosophy, which the company follows to guides their employees at JK tyres.

WORK CULTURE

JK Tyre provides an enabling work culture with a clear sense of vision;

mission and strategies in which people work with clear goals and thereby achieve

more & perform effectively.

Goals are set participative and performance is reviewed transparently,

starting with self – assessment.

Merit is recognized through proportionate rewards and growth

opportunities. The company’s aspiration of being a global player known for its

excellence provides opportunities to stretch for the potential of people.

DEVELOPMENT

The company systematically plans for the developments of every

individual through training and job rotation opportunities. Participation in cross-

functional teams provides opportunities for contribution as well as new learning.

In this environment even the so-called ordinary are able to do the extraordinary

i.e. the company introduced a concept of Business Process Re-Engineering

(BPR).

DUTIES & RESPONSIBILITY OF H.R. DEPARTMENT

Responsible for man power planning & recruitment.

Responsible for all H.R.D. activities

Responsible for employee relations & welfare.

Compliance with all labor laws.

Responsible for general administration.

Responsible for monitoring performance appraisals

Responsible for all aspects of personal management



Ensure good inter personal relations-promote positive discipline &

disciplinary actions.

Campus interviews & keeping a live register of job seekers.

Giving advertisement in the print Medias, referring to employment

exchanges consultancy firms & temporary help agencies

PROFESSIONAL CAREERS IN JK TYRE

Sales, marketing & exports.

Manufacturing operations.

Engineering and production services.

R & D and product development.

Materials Management and Logistics.

Finance, Accounting and Commercial Management.

Human Resource Management.

5. MARKETING DEPARTMENT


VICE PRESIDENT

GENERAL MANAGER

DEPUTY GENERAL MANAGER


FUNCTIONS OF MARKETING DEPARTMENT

Marketing is a process by which goods and services are delivered to the

customers. Marketing is one of the activities for maximization of profits and

wealth. So marketing is an activity, which plays an important role in the

organization to achieve its objectives.

It satisfies the customer needs, it is available throughout the world. It

collects the feed back from the customers and provides the proper service

according to their needs, it works for the customers satisfaction, it collects the

information regarding current market condition for their products, to maximize the

awareness of the products it give prominence to the promotional activities.

Products of J.K. Tyre have good acceptance both in domestic and

international markets. Broadly, the customers are categorized into & segments

like:

Original Equipment manufacturers (Domestic & Exports)

Overseas Markets

Institutional sales &

Replacement Markets.

The company supplies the tyres for VOLVO, ASHOK Leyland and Tata

Motors. It is the largest exporter from India accounting 26% of the total quantity

exported.


TERRITORY MANAGER DEPUTY MANAGER

OFFICER OFFICER

STAFF STAFF


DUTIES & RESPONSIBILITIES

Sales and marketing overseas

Customer Interaction.

Sales Planning, Forecast & Targeting.

Interaction with Head Office (Ho) & other parties.

Regular monitoring with production department.

Monitor CHA (customer House Agent) activities.

Co-ordinate with export team for smooth work flow.

Timely dispatch to ensure scheduled shipping of tyres to customers.

MARKETING IN JK TYRE

About 60% of the product goes to Original Equipment manufacturers

(OEM) market.

There are about 200 C&F (clearing and forwarding agency) spread all

over India.

38% of the production goes to replacement market.

26% of the production goes to export.

FINANCE FOR THEIR BANKING TRANSACTIONS

Purchase for advance licenses DEPB (Duty Entitlement Pass Book)

benefits.

Production for meeting the customer’s requirements.

CHA for interaction with customer.

Export Inspection agency for inspection of he cargo (export).

Shipping companies like Maersk, ALP (American president Lines) for

A document after the cargo is shipped.

MARKETING NETWORK

Head office at Mysore connected with various regional offices. District

offices, Brach offices and carrying and forwarding agents through out the

country.



Common marketing organization (CMO) manages the marketing of

NYLON Bias tyres of JK industries. The head of CMO is at New Delhi.

The marketing of all steel truck radial tyres is managed by Truck radial

group (TRG) which is residing in Bangalore.

EXPORTS

JK industries are exported to over 55 countries. Major countries include

United States of America, Australia, United Kingdom New Zealand, Hong Kong

Netherlands and most of Middle East, Africa and Asian countries.

MAIN PROBLEMS IN EXPORT

The exporter is fully geared up to meet the expectations of the customer;

he has no authority or control for a lot of other aspects, which are beyond his

control. Some of the problems that are common to the exporter are

Availability of container ships.

Delay of departure of ships.

Delay by the concerned people in inspection agencies.

Port strike and other disturbances.

Customs authority.

MARKETING STRATEGY

J. K. Tyres has adopted Total control campaign beginning with print

campaign, which will focus on the company’s research and development; the

total control campaign will further evolve into a five part television commercial

which will address JK Tyre’s physical strength as well as its role in a person’s life.

The Company has targeted 17 top cities which accounts for more than

60 percent of radial tyre sales for its outdoor media involving billboards and

double Decker buses in Mumbai.

For joint promotions, JK Tyre joins the hands with Maruti Udyog Ltd

Brands, Tata India & Fiat for cars & Ashok Leyland & Tata for trucks,with others.



Moreover, it will intensely pursue customer contact program and organize go-

Carting events in 13 cities like Delhi, Indore, and Ahmedabad & Hyderabad.

6. FINANCE DEPARTMENT



Commercial Services

Accounts

Costing

Banking & Treasury

Purchase – capital Equipment

Contracts

Customer co- coordinator & Licenses

Procurement of capital Equipments/ Spares is done coordinating

with Head Office commercial for placement of orders, vendor rating for

capital/imported spares related parties. Customs co-coordinator and


Unit head

Head Commercial

Commercial Manager I

Capital equipment]

Commercial Manager II

Coordination & license

Finance manager

Accounts

Finance manager

[MIS]

Finance manager

Costing

Finance manager

Bank & treasury

Finance manager

Bill passing

Finance manager

Imports &exports


license, Application and Reconciliation of customer and carry and forward

services related activities and co-ordination for imports.

DUTIES & RESPONSIBILITY OF FINANCE DEPARTMENT

Preparation of MIS(Management Information System) & BRR (Business

Review Report)

Finalization of monthly, quarterly, half-yearly and annual reports of the

company.

Co-ordination with statutory auditors & tax auditors

Finalization of cost accounts.

Cost reduction and cost of quality report.

Review of books of accounts

Preparation of trial balance

Overhead position of BRR.

To lay down policy guidelines & procedures for maintenance of accounting

systems of the company including in the case where the company is

promoter.

To guide & get short terms & long term budgets.

To get monthly profit & loss accounts prepared & compare the same with

budgetary plans.

To have overall cash flow management & submit the same to the top

management from time to time

Investment of short terms surplus funds & optimize the return there on.

To workout working capital requirements for submission of proposal to

Banks/consortium Banks for sanction & documentation there of.

To handle depreciation, investment allowance if any, tax planning & for any

change in maintenance of statutory all units.

To compile, consolidate & prepare corporate accounts at defined periodicity.

To ensure timely preparation & printing of annual reports & assist in holding

of annual general meetings.



To look after overall taxation management.

To handle costing last reduction/ controls.

To ensure accurate & reliable MIS.

Head Office unit reconciliation, prepaid & OSL review support for

preparation of overhead budget, assisting for finalization of accounts and

statutory audit. Factory budget and monitoring standard costing, up gradation of

special changes for standard costing, valuation of monthly work in progress and

closing stock, OMC (outside Mixing center) stock reconciliation,

Monitoring daily bank balances and inter bank bend transferring, bank

payment & reconciliation, co-ordination with financial institutions and banks,

creation of securities, Public deposit Scheme and its related references,

correspondence and reports, maintenance of fixed asset records (addition

deletion & depreciation), bank books & cash book.

Bill passing of raw materials, stores and spares and contracts of all kinds,

review of parts ledgers. Issue of PFC forms and Tax Deducted at Source (TDS)

certificates, OMC and freight payments, entry tax details. Miscellaneous MIS for

raw materials, Sundry creditors and freight.

Bill passing for imported items. Accounting of exports sales. Exports bill

discounting- Export debtors monitoring, Monthly FOREX report of import and

export, CHA bills payments for exports and imports.

Payments of salary and wage. Payments under workmen compensation

Act. Employees reimbursement Viz, traveling, conveyance, medical, LTA, etc/

Finalization of provident fund, benevolent fund (both employees and executives)

& superannuating trust accounts, employees TDS. All insurance related activities

including Media-claim.



VISION & MISSION



VISION

“TO BE AMONGST THE MOST ADMIRED COMPANIES IN INDIA

COMMITED TO EXCELENCE”.

MISSION

To be the No.1 position in Truck & bus segment.

To make Truck/Bus radial operations profitable & to retain leadership in the

passenger radial market.

To be the largest Indian tyre exporter, continue to be a significant player in

the world in truck & Bias market.

To be a customer obsessed company.

To enhance value to shareholders & service to all stake holders.

To develop a highly motivated team with a sense of ANANDA.

To excel as a values driven organization.

To be the most preferred Tyre Brand in India.

To be the largest & most profitable tyre company in India.

OBJECTIVES OF THE COMPANY

Customer satisfaction.

Produce high quality of products.

TO be the No. 1 Tyre company in India.

Profit Maximization.

To be the large Tyre Export Company in India.

To be a customer obsessed company.

TO enhance value to share holders and services to all stakeholders.

To attain global standard though continuous improvement in the products

and services in order to maintain market leadership.

Accidents free safe production



QUALITY POLICY

In order to demonstrate its commitment towards quality, JK tyre has made

never ending efforts to make all its products of world class quality.

We the people of JK tyre will have an organization committed to quality in

everything we do we will continuously anticipate and understand our customer’s

requirements convert these into performance standards for our products and

services and meet these standards every time. Full customer satisfaction-both

internal and external is our motto.

QUALITY MANAGEMENT

ISO 9001:

JK Tyre world’s first tyre company to receive ‘ISO 9001 ‘certification for its

entire operations in 1995 in one go our quality management system is completely

integrated into al aspects of our operations.

QS 9000:

JK Tyre the world’s first Tyre Company to receive quality management

system certification QS 9000. In 1998 for multi location operations, we are using

‘QS 9000’ system as a tool for continuous incremental improvement.

Environment Management System [ISO 14001]:

JK Tyre recognizes the impact that our business has on the environment and

takes over responsibilities for maintaining harmony with nature. We are the first

tyre company in India to receive ‘ISO 14001’ certification for multi location

operations 1999.

“E-MARK’’:

JK Tyre is the only tyre company in India having E-mark certification on

their products, a mandatory requirement for exporting tyres to European Markets.

‘’DOT’’ (Department of Transport) :

JK Tyre has to DOT certification on its products, a mandatory

requirement for exporting tyres to US market.

‘’INMETRO’’ (Institute National De Materiologia- Brazil):



We also have the certification for INMETRO a mandatory requirement for

exporting tyre to Brazil (South America). This is a product as well as a system

certification. Also this is a proof of superior quality of JK Tyre and our ability to

meet stringent international standards.



TOTAL PRODUCTIVE MAINTENANCE

[TPM]

TOTAL PRODUCTIVE MAINTENANCE

Vikrant Tyre plant is implementing Total Productive Maintenance (TPM) in

step by step process to face the competition in the market. This is the only thing

that stands between success and total failure of the company. It has been proven

to be a program that works. It can be adapted to work not only in industrial

plants, but in construction, building maintenance, transportation, and in a variety

of other situations. Employees must be educated and convinced that TPM is not

just another "program of the month" and that management is totally committed to

the program and the extended time frame necessary for full implementation. If

everyone involved in a TPM program does his or her part, an unusually high rate

of return compared to resources invested may be expected.

BRIEF INTRODUCTION OF TPM



DEFINITION

Total Productive Maintenance (TPM) is a maintenance program which

involves a newly defined concept for maintaining plants and equipment. The goal

of the TPM program is to markedly increase production while, at the same time,

increasing employee morale and job satisfaction.

TPM brings maintenance into focus as a necessary and vitally important

part of the business. It is no longer regarded as a non-profit activity. Down time

for maintenance is scheduled as a part of the manufacturing day and, in some

cases, as an integral part of the manufacturing process. The goal is to hold

emergency and unscheduled maintenance to a minimum.

TPM - HISTORY

TPM is an innovative Japanese concept. The origin of TPM can be traced

back to 1951 when preventive maintenance was introduced in Japan. However

the concept of preventive maintenance was taken from USA. Nippondenso was

the first company to introduce plant wide preventive maintenance in 1960.

Preventive maintenance is the concept wherein, operators produced goods using

machines and the maintenance group was dedicated with work of maintaining

those machines, however with the automation of Nippondenso, maintenance

became a problem as more maintenance personnel were required. So the

management decided that the routine maintenance of equipment would be

carried out by the operators. (This is Autonomous maintenance, one of the

features of TPM). Maintenance group took up only essential maintenance works.

Thus Nippondenso which already followed preventive maintenance also

added Autonomous maintenance done by production operators. The

maintenance crew went in the equipment modification for improving reliability.

The modifications were made or incorporated in new equipment. This lead to

maintenance prevention. Thus preventive maintenance along with Maintenance

prevention and Maintainability Improvement gave birth to Productive

maintenance. The aim of productive maintenance was to maximize plant and



equipment effectiveness to achieve optimum life cycle cost of production

equipment.

By then Nippon Denso had made quality circles, involving the employees’

participation. Thus all employees took part in implementing Productive

maintenance. Based on these developments Nippondenso was awarded the

distinguished plant prize for developing and implementing TPM, by the Japanese

Institute of Plant Engineers (JIPE). Thus Nippondenso of the Toyota group

became the first company to obtain the TPM certification.

TYPES OF MAINTENANCE

1. Breakdown maintenance

It means that people waits until equipment fails and repair it. Such a thing

could be used when the equipment failure does not significantly affect the

operation or production or generate any significant loss other than repair cost.

2. Preventive maintenance (1951)

It is a daily maintenance (cleaning, inspection, oiling and re-tightening),

design to retain the healthy condition of equipment and prevent failure through

the prevention of deterioration, periodic inspection or equipment condition

diagnosis, to measure deterioration. It is further divided into periodic

maintenance and predictive maintenance. Just like human life is extended by

preventive medicine, the equipment service life can be prolonged by doing

preventive maintenance.

2a. Periodic maintenance (Time based maintenance - TBM)

Time based maintenance consists of periodically inspecting, servicing and

cleaning equipment and replacing parts to prevent sudden failure and process

problems.

2b. Predictive maintenance

This is a method in which the service life of important part is predicted

based on inspection or diagnosis, in order to use the parts to the limit of their

service life. Compared to periodic maintenance, predictive maintenance is



condition based maintenance. It manages trend values, by measuring and

analyzing data about deterioration and employs a surveillance system, designed

to monitor conditions through an on-line system.

3. Corrective maintenance (1957)

It improves equipment and its components so that preventive maintenance

can be carried out reliably. Equipment with design weakness must be redesigned

to improve reliability or improving maintainability

4. Maintenance prevention (1960)

It indicates the design of new equipment. Weakness of current machines

are sufficiently studied (on site information leading to failure prevention, easier

maintenance and prevents of defects, safety and ease of manufacturing) and are

incorporated before commissioning a new equipment.

WHY TPM?

TPM was introduced to achieve the following objectives. The important ones

are listed

Avoid wastage in a quickly changing economic environment.

Producing goods without reducing product quality.

Reduce cost.

Produce a low batch quantity at the earliest possible time.

Goods send to the customers must be non defective.

Steps in introduction of TPM in an organization

Step A - PREPARATORY STAGE

STEP 1 - Announcement by Management to all about TPM introduction in

the organization

Proper understanding, commitment and active involvement of the top

management in needed for this step. Senior management should have

awareness programmes, after which announcement is made to all. Publish it in

the house magazine and put it in the notice board. Send a letter to all concerned

individuals if required.



STEP 2 - Initial education and propaganda for TPM

Training is to be done based on the need. Some need intensive training

and some just an awareness. Take people who matters to places where TPM

already successfully implemented.

STEP 3 - Setting up TPM and departmental committees

TPM includes improvement, autonomous maintenance, quality

maintenance etc., as part of it. When committees are set up it should take care of

all those needs.

STEP 4 - Establishing the TPM working system and target

Now each area is benchmarked and fix up a target for achievement.

STEP 5 - A master plan for institutionalizing

Next step is implementation leading to institutionalizing wherein TPM

becomes an organizational culture. Achieving PM award is the proof of reaching

a satisfactory level.

STEP B - INTRODUCTION STAGE

This is a ceremony and we should invite all. Suppliers as they should

know that we want quality supply from them. Related companies and affiliated

companies who can be our customers, sisters concerns etc. Some may learn

from us and some can help us and customers will get the communication from us

that we care for quality output.

STAGE C - IMPLEMENTATION

In this stage eight activities are carried which are called eight pillars in the

development of TPM activity.

Of these four activities are for establishing the system for production

efficiency, one for initial control system of new products and equipment, one for

improving the efficiency of administration and are for control of safety, sanitation

as working environment.

STAGE D - INSTITUTIONALISING STAGE



By all there activities one would has reached maturity stage. Now is the

time for applying for PM award. Also think of challenging level to which you can

take this movement.

PILLARS OF TPM

PILLAR 1 - 5S

TPM starts with 5S. Problems cannot be clearly seen when the work place

is unorganized. Cleaning and organizing the workplace helps the team to

uncover problems. Making problems visible is the first step of improvement.

JAPANESE TERM English Translation Equivalent 'S' term

Seiri Organization Sort

Seiton Tidiness Systematize

Seiso Cleaning Sweep

Seiketsu Standardization Standardize

Shitsuke Discipline Self - Discipline

SEIRI - Sort out

This means sorting and organizing the items as critical, important, frequently

used items, useless, or items that are not need as of now. Unwanted items can

be salvaged. Critical items should be kept for use nearby and items that are not

be used in near future, should be stored in some place.



.SEITON - Organize

The concept here is that "Each item has a place and only one place". The

items should be placed back after usage at the same place. To identify items

easily, name plates and colored tags has to be used. Vertical racks can be used

for this purpose, and heavy items occupy the bottom position in the racks.

SEISO - Shine the workplace

This involves cleaning the work place free of burrs, grease, oil, waste,

scrap etc. No loosely hanging wires or oil leakage from machines.

SEIKETSU - Standardization

An employee has to discuss together and decide on standards for keeping

the work place / Machines / pathways neat and clean. These standards are

implemented for whole organization and are tested / inspected randomly.



SHITSUKE - Self discipline

Considering 5S as a way of life and bring about self-discipline among the

employees of the organization. This includes wearing badges, following work

procedures, punctuality, dedication to the organization etc

PILLAR 2 - JISHU HOZEN (Autonomous maintenance)

This pillar is geared towards developing operators to be able to take care of small

maintenance tasks, thus freeing up the skilled maintenance people to spend time on

more value added activity and technical repairs. The operators are responsible for

upkeep of their equipment to prevent it from deteriorating.

POLICY

1. Uninterrupted operation of equipments.

2. Flexible operators to operate and maintain other equipments.

3. Eliminating the defects at source through active employee participation.

4. Stepwise implementation of JH activities.

JISHU HOZEN Targets

1. Prevent the occurrence of 1A / 1B because of JH.

2. Reduce oil consumption by 50%

3. Reduce process time by 50%

4. Increase use of JH by 50%

Steps in JISHU HOZEN

1. Preparation of employees.

2. Initial cleanup of machines.

3. Take counter measures

4. Fix tentative JH standards

5. General inspection

6. Autonomous inspection

7. Standardization and Autonomous management

PILLAR 3 - KAIZEN



"Kai" means change, and "Zen" means good ( for the better ). Basically

kaizen is for small improvements, but carried out on a continual basis and involve

all people in the organization. Kaizen is opposite to big spectacular innovations.

Kaizen requires no or little investment. The principle behind is that "a very large

number of small improvements are move effective in an organizational

environment than a few improvements of large value. This pillar is aimed at

reducing losses in the workplace that affect our efficiencies. By using a detailed

and thorough procedure we eliminate losses in a systematic method using

various Kaizen tools. These activities are not limited to production areas and can

be implemented in administrative areas as well.

Kaizen Policy

1. Practice concepts of zero losses in every sphere of activity.

2. relentless pursuit to achieve cost reduction targets in all resources

3. Relentless pursuit to improve over all plant equipment effectiveness.

4. Extensive use of PM analysis as a tool for eliminating losses.

5. Focus of easy handling of operators.

Kaizen Target

Achieve and sustain zero loses with respect to minor stops, measurement

and adjustments, defects and unavoidable downtimes. It also aims to achieve

30% manufacturing cost reduction.

Tools used in Kaizen

1. PM analysis

2. Why - Why analysis

3. Summary of losses

4. Kaizen register

5. Kaizen summary sheet.

The objective of TPM is maximization of equipment effectiveness. TPM

aims at maximization of machine utilization and not merely machine

availability maximization. As one of the pillars of TPM activities, Kaizen



pursues efficient equipment, operator and material and energy utilization that

is extremes of productivity and aims at achieving substantial effects. Kaizen

activities try to thoroughly eliminate 16 major losses.

16 Major losses in an organizationLoss Category

1. Failure losses - Breakdown loss

2. Setup / adjustment losses

3. Cutting blade loss

4. Start up loss

5. Minor stoppage / idle loss

6. Speed loss - operating at low speeds

7. Defect / rework loss

8. scheduled downtime loss

Losses that impede equipment efficiency

9. Management loss

10.Operating motion loss

11.Line organization loss

12.Logistic loss

13.Measurement and adjustment loss

Loses that impede human work efficiency

14.Energy loss

15.Die, jig and tool breakage loss

16.yield loss

Loses that impede effective use of production resources

PILLAR 4 - PLANNED MAINTENANCE

It is aimed to have trouble free machines and equipments producing defect

free products for total customer satisfaction. This breaks maintenance down into

4 "families" or a group which was defined earlier.



1. Preventive Maintenance

2. Breakdown Maintenance

3. Corrective Maintenance

4. Maintenance Prevention

With Planned Maintenance we evolve our efforts from a reactive to a proactive

method and use trained maintenance staff to help train the operators to better

maintain their equipment.

POLICY

1. Achieve and sustain availability of machines

2. Optimum maintenance cost.

3. Reduces spares inventory.

4. Improve reliability and maintainability of machines.

TARGET

1. Zero equipment failure and break down.

2. Improve reliability and maintainability by 50 %

3. Reduce maintenance cost by 20 %

4. Ensure availability of spares all the time.

Six steps in planned maintenance

1. Equipment evaluation and recoding present status.

2. Restore deterioration and improve weakness.

3. Building up information management system.

4. Prepare time based information system, select equipment, parts and

members and map out plan.

5. Prepare predictive maintenance system by introducing equipment

diagnostic techniques and

6. Evaluation of planned maintenance.

PILLAR 5 - QUALITY MAINTENANCE



It is aimed towards customer delight through highest quality through defect

free manufacturing. Focus is on eliminating non-conformances in a systematic

manner, much like Focused Improvement. We gain understanding of what parts

of the equipment affect product quality and begin to eliminate current quality

concerns, then move to potential quality concerns. Transition is from reactive to

proactive (Quality Control to Quality Assurance).

QM activities are to set equipment conditions that preclude quality defects, based

on the basic concept of maintaining perfect equipment to maintain perfect quality

of products. The conditions are checked and measure in time series to very that

measure values are within standard values to prevent defects. The transition of

measured values is watched to predict possibilities of defects occurring and to

take counter measures before hand.

POLICY

1. Defect free conditions and control of equipments.

2. QM activities to support quality assurance.

3. Focus of prevention of defects at source

4. Focus on poka-yoke. ( fool proof system )

5. In-line detection and segregation of defects.

6. Effective implementation of operator quality assurance.

TARGET

1. Achieve and sustain customer complaints at zero

2. Reduce in-process defects by 50 %

3. Reduce cost of quality by 50 %.

PILLAR 6 - TRAINING

It is aimed to have multi-skilled revitalized employees whose morale is

high and who has eager to come to work and perform all required functions

effectively and independently. Education is given to operators to upgrade their

skill. It is not sufficient know only "Know-How" by they should also learn "Know-

why". By experience they gain, "Know-How" to overcome a problem what to be



done. This they do without knowing the root cause of the problem and why they

are doing so. Hence it become necessary to train them on knowing "Know-why".

The employees should be trained to achieve the four phases of skill.

Phase 1 : Do not know.

Phase 2 : Know the theory but cannot do.

Phase 3 : Can do but cannot teach

Phase 4 : Can do and also teach.

POLICY

1. Focus on improvement of knowledge, skills and techniques.

2. Creating a training environment for self learning based on felt needs.

3. Training curriculum / tools /assessment etc conductive to employee

revitalization

4. Training to remove employee fatigue and make work enjoyable.

Target

1. Achieve and sustain downtime due to want men at zero on critical

machines.

2. Achieve and sustain zero losses due to lack of knowledge / skills /

techniques

3. Aim for 100 % participation in suggestion scheme.

PILLAR 7 - OFFICE TPM

Office TPM should be started after activating four other pillars of TPM (JH,

KK, QM, PM). Office TPM must be followed to improve productivity, efficiency

in the administrative functions and identify and eliminate losses. This includes

analyzing processes and procedures towards increased office automation.

How to start office TPM?

A senior person from one of the support functions e.g. Head of Finance, MIS,

Purchase etc should be heading the sub-committee. Members representing all

support functions and people from Production & Quality should be included in

sub committee. TPM co-ordinate plans and guides the sub committee.



1. Providing awareness about office TPM to all support departments

2. Identify the scope for improvement in each function

3. Collect relevant data

4. Help them to solve problems in their circles

5. Make up an activity board where progress is monitored on both sides -

results and actions along with Kaizens.

6. Fan out to cover all employees and circles in all functions.

PILLAR 8 - SAFETY, HEALTH AND ENVIRONMENT

TARGET

1. Zero accident,

2. Zero health damage

3. Zero fires.

In this area focus is on to create a safe workplace and a surrounding area

that is not damaged by our process or procedures. This pillar will play an active

role in each of the other pillars on a regular basis.

A committee is constituted for this pillar which comprises representative of

officers as well as workers. The committee is headed by Senior vice President

(Technical). Utmost importance to Safety is given in the plant. Manager (Safety)

is looking after functions related to safety. To create awareness among

employees various competitions like safety slogans, Quiz, Drama, Posters, etc.

related to safety can be organized at regular intervals.



SWOT ANALYSIS



SWOT ANALYSIS OF TYRE INDUSTRIES

STRENGTH

Over six decades of experience in tyre manufacturing

Self sufficient in tyre production

Successful & fast absorption of international technology to suit Indian

condition & needs.

Well knit distribution network.

Tyre is easily available & serviced even in remotest parts of the country.

Successful implementation of Business process Re-engineering [BPR]

WEAKNESS

In comparison with the global standards, smaller size of plant & hence less

economic units.

Lower productivity of labour in comparison to world standards.

Out dated labour laws

Proliferation of units

High cost of raw materials.

OPPORTUNITIES

Robust economic growth, particularly vehicle production growth resulting in

healthy demand growth for tyre in the future.

Export culture inculcated enabling participation in world tyre market.

Excellent brand equity of Indian cross ply/bias truck Tyres in the world

market can open market opportunities for radial tyre.

Emergence of Indian as a hub for production of small car is expected to give

a thrust to auto component & tyre segment.

Improved road infrastructure especially on the golden quadrilateral & north-

south, cast-west national highway project will result in significant increase in

movement of goods & passenger traffic through roads with resultant growth

in demand for tyres.



THREATS

Faster pace of opening up of the economy will increase import of tyre.

Reduction in important duties will lead to high volume of type imports.

Multinationals with financial muscle setting up a manufacturing facility in the

country.

Concenssional import tariffs for countries like china & South Korea under

regional trade agreements will lead to additional imports.



MINI PROBLEM



MINI PROBLEM

TRAINING & DEVELOPMENT

OBJECTIVE OF THE STUDY

To present the concepts of HRM particularly in the areas of Training &

Development as they have been generally understood.

To examine the importance of Training programs and thus to study how

organization can achieve their goals by imparting good Training system.

To study the vital role of training in Vikrant Tyre Plant

SCOPE

The study is confined only to Vikrant Tyre Plant

The study at Vikrant Tyre Plant is based solely on the information provided to me

by observation & personal interviews.

The study was constrained by the confidentiality nature of the figure wanted.

As the topic is very vast it requires deep study.

The period available to us was very short, so it was not possible to go in detail of

the subject.

STATEMENT OF THE PROBLEM

Till 1997, the Vikrant Tyre Plant was ran by state government through Karnataka

State Industrial Investment & Development Corporation Ltd., (KSIIDC) that time the

government Recruited & Selected less educated & unskilled employees & also company

had an out –dated technology. After acquiring of VTP by JK Industries started many

changes in the working environment such as upgrading the machines by adopting latest

technology & also conducted various training & development programs to increase the

efficient & effectiveness of the employees.

Till the company lag behind in training programs because of the cost to be

spent on them. Another problem is that the HR department does not asses their

performance regularly especially when training is conducted outside the

organization. So the Company should look to train their workers because Lack of

proper skills and especially the latest skills which can prevent a company from

being a leader, as well as affecting the bottom line profits. Skill-based training



should be emphasized over soft-skill training & also asses their performance

regularly.

Before conducting the training program the company should know the

answers for following questions

What problems do companies have with worker skill?

Why is hard-skill training necessary?

What is the benefit of such training?

DATA COLLECTION

The validity of the study to a great extent, depends on the methodology followed

which saves time, exhaustion and unnecessary labor. The data and information for the

study has been collected from Primary data and Secondary data.

PRIMARY DATA

Primary data collection has been done by direct observation & personal

interviews to the employee of the organization and informal discussion with the

employees.

SECONDARY DATA

Secondary data refers to the information already collected and made

research upon. Secondary data has been collected by going through the project

reports, manuals, websites etc of the VTP.

FINDINGS & SUGGESTIONS

The training program of any company should be constantly evaluated to make it

more useful and relevant to the company’s requirements. The business environment is

very competitive and unless the company reviews its on going training program regularly

and adopt itself to the changing requirements it would be very difficult to compete in the

fast changing global business scenario.

Based on the analysis of the data obtained from MCS and non-MCS of Vikrant Tyres

Limited by observation & personal interviews, the following suggestions can be made to

the management for its consideration.



1. Problem with lack of skill

Do you have problems getting experienced, skilled workers to handle

business or company department tasks? Do you find that many workers—even

those with college degrees—seem to lack many of the basic skills required to do

a good job?

Many companies have been plagued with the lack of properly educated

personnel, especially with the fast pace of technology changes that require new

methods and skills. Often a company will try to hire new people to fill the void, but

they are often stymied by the lack of qualified applicants.

A solution to this problem is simply to provide training for your workers to fulfill the

need of your company

2. Training should be skill-based

The training workers receive should be skill-based training, in order to

raise their competency levels. Statistics show that companies spend 80% of

training funds to teach managers "soft skills" while neglecting to upgrade the

work skills of their productive employees.

3. Training to use equipment

Workers need to learn to use equipment and to do the various tasks on

their jobs. These skills are often already available from previous training or job

experience, but often in the case of advancing technologies, methods, or

processes, workers must receive extra training.

4. Training in product knowledge

Workers also must be knowledgeable about the product, the equipment,

and company policies to make decisions and to solve or avoid problems.

Continual education is needed to provide this knowledge.

Also, salesmen must be trained on how to use the product or how the

service is administered in order to effectively sell the product or service.



5. Skilled workers increase profits

Skilled workers do the job faster, make fewer mistakes, and contribute to

the company's bottom line. An advantage of skill-based training is that its results

are measurable in increased productivity. This justifies to training expenditure.

If a company is unable to hire skilled workers, they should make an effort to get

the good workers they have properly trained. It makes bottom-line sense.

OTHER SUGGESTIONS

Employee training needs should be assessed yearly, that is at least twice in a

year.

Training program should be planned according to the changing environment of

the organization

On the job training for all levels of employees should be give more importance

than off the job training, because on the job training has the advantage of giving

first hand knowledge and experience under the actual working conditions.

Training should be distributed over short periods of time in order to the more

efficient.

The training program that is provided to the employee should include training on

stress management in order to increase the productivity.

Evaluation of the training program should include cost benefit analysis, seeking

opinion of the trainees’ superior, measurement of improvement in trainees on the

job behavior. Seeking opinion of trainee’s colleagues, and measurement of

absenteeism, turnover, accidents, and breakage of machinery during pre and

post period of training program.



CONCLUSION



CONCLUSION

Vikrant Tyre Plant (VTP) belongs to JK Tyre & Industries ltd situated in the

area of 53 acres in Mysore. It is a major tyre manufacturing company & one of

the most successful industrial ventures in the state of Karnataka. The company

JK Tyre is places in 2nd position in India & 16th position in the world because of its

quality products, wide distribution networks, fulfilling the needs of the customers

& so on. The strength of the company is well equipped with latest technology,

successful implementation in Business Process Re-engineering [BPR] & in the

process of getting certified from Total Productive Maintenance [TPM]

certification. The company should more focus on training & development

programs to increase its productivity which will be mutual beneficial to employer

& employees.



BIBLIOGRAPHYAL-AMEEN Institute of Management Studies, Bangalore 81


BIBLIOGRAPHY

1. “Essentials of Human Resources management & Industrial Relations” by P. Subba Rao

2. Company documents

WEBSITES

www.jktyre.com

www.google.com


http://www.google.com/

http://www.jktyre.com/

internship report.doc

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