J K Tyre Report 2h5j37
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Industrial Training At J K Tyre , Mysore
ABSTRACT Industrial training as the name suggests in the preparation for the future project implementation. Training at J K Tyre, Mysore plant was been a very good learning in all aspects. In the training phase first of all I came know about the company, the work done, the products manufactures, projects done, the standards maintained by them during the whole process of their work. During the Industrial Training period at J K Tyre, I studied the organization details, Company profile and the functions of Grievance Handling at J K. The study requires thorough knowledge of organization. The study focuses on the different departments and their functioning and the methods to improve the organization. So, this study provides a wide scope for the student to gain an insight into the practical aspects of the working of an organization and thus increase his managerial skills.
Department Of Mechanical Engineering, SJCE, Mysore
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Industrial Training At J K Tyre , Mysore
CHAPTER 1
Company profile
Department Of Mechanical Engineering, SJCE, Mysore
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Industrial Training At J K Tyre , Mysore
1.0 COMPANY PHOTOGRAPHY Vikrant Bias Tyre Plant
Department Of Mechanical Engineering, SJCE, Mysore
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1.1 Vision, Mission and Quality Policy Vision: “TO BE AMONGEST THE MOST IRED COMPANIES IN INDIA COMMITED TO EXCELLENCE”
Mission
:
➢ To be a customer obsessed company. ➢
To be the largest and most profitable tyre company in India.
➢ To retain No 1 position in truck and bus segment and to be amongst top 2 in all other 4 wheeler tyres. ➢ To make truck/bus radial operations profitable and retain leadership in the enger radial market. ➢ To enhance value to shareholders and service to all stake holders. ➢ To excel as a value driven organization. ➢
To be the most preferred tyre brand in India.
Quality Policy: The people of JK Tyre have an organization committed to quality in everything they do. They continuously anticipate and understand customer requirement, convert these into performance standards for their product and service and to meet the standards every time.
1.2 J K Industries JK Organization owes its name to Late Lala Juggilal Singhania, a dynamic personality with a broad vision, Inspired by the Swadeshi movement of Mahatma Department Of Mechanical Engineering, SJCE, Mysore
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Gandhi, and driven by the zeal to set up an Indian enterprise, Lala Kamlapat Singhania founded JK organization in the 19th century in India. The process of industrialization and diversification was worthily and successfully carried on by Lala Kamlapat’s three illustrious sons Sir Padampat, Lala Kailashpat and Lala Laksmipat, aided in no small measure by the late Gopal Krishna son of sir Padampat. 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 country men and provides high quality of products. It has driven to make India self reliant by pioneering the production of number of industrial and consumer products, by adopting latest as well as developing its own know-how. It has also under taken industrial ventures in several other countries. JK Organization is an association of industrial and commercial companies and charitable trust. Its member companies, employing nearly 50000 persons are engaged in the manufacture of variety of products and in diverse fields of commerce. Trust are devoted to promoting industrial, technical and medical researches, education, religious values and providing better living and recreational facility. With the spirit of social consciousness uppermost in mind, JK organization is committed to cause the human advancement.
Background and inception of the company 1933
First in India to manufacture calico prints- {Juggilal Kamlapat cottons spinning and weaving mills company, 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 for Indian Bauxite-Aluminum
Department Of Mechanical Engineering, SJCE, Mysore
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Industrial Training At J K Tyre , Mysore
Corporation of India Ltd., Jaykayanagar. 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 in India to set up a Hydraulically operated Cane Crushing Mill for Kandsari Sugar Plant and completed 100 ton plant.
1961
First in world to set up a plant for production of
Hydrosulphite of soda by
Sodium Amalagam 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. Chemicals Ltd., Bombay.
1968
First to manufacture TV sets in India- J.K. Electronics, Kanpur.
1976
First in India to produce steel belted Radial tyres for enger car, trucks and buses- J.K. Tyre plant, Kankroli.
Department Of Mechanical Engineering, SJCE, Mysore
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1980
First in the world to make steel belted radial tyres for 3 wheelers.
1984
First in India to produce white cement through dry process.
1985
First in India to produce cathonic Dye able Polyester Fiber.
1989
First in India to produce magnetic tapes with cobalt technology.
1991
Banmore tyre plant {BTP} set up with the capacity of 5.7 lacks tyres per annum.
1992
R&D centre setup at HASTERI.
1994
India’s first T-rated tyre launched Banmore Tyre Plant {BTP} Crossed 100 TPD.
1995
Mercedes Benz launched on JK STEEL RADIALS first tyre manufacturer in the world to get ISO 9001.
1996
India’s first dual high tractions steel radial- aqua sonic launched. {Introduce 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 states of the art modernizations of truck radials J.K. Tyres ranked 16th largest tyre company in the world ISO- 14001 accreditation for environment and safety.
Department Of Mechanical Engineering, SJCE, Mysore
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2000
J.K. introduced national Go- carting championships.
2001
J.K. industries received FOCUS LAC EXPORT award for the year 1999-2000. Commendation certification of CII ND National exam. Go- carting championships held.
JK Tyres Plants ➢
Mysore plant- 1 {VTP}
-
Karnataka
➢
Mysore plant- 2 {VTP Radial}
-
Karnataka
➢
Kankroli
-
Rajasthan
➢
Banmore
-
Madhya Pradesh
1.2 Vikrant Tyres Limited Vikrant tyres ltd {VTL} is situated in an area of 53 acres in Mysore. VTL is a major tyre manufacturing company and one of the most successful industrial ventures in the state of Karnataka. In the year 1970 this company was conceived as a t venture by the participation of south Indian export company Pvt Ltd, Madras {Chennai} with Karnataka state industrial investment and development corporation Ltd {KSIIDC} for establishing and automobile tyres and tubes manufacturing unit at Metagalli industrial area in Mysore. In 1977 the management was taken over by the Government of Karnataka state industrial investment and development corporation Ltd {KSIIDC}. The commercial production started from 19th may 1980. During 1985 a plant was set up for manufacturing of radial tyres. The company is certified under ISO 9001, QS 9000, ISO 14001 and ISO/TS 16949:2002 certifications, for design manufacture and sale of automobile tyres, tubes, flaps and tread rubber. JK industries ltd was inducted as strategic Alliance Partner Department Of Mechanical Engineering, SJCE, Mysore
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{SAP} during may 1997 with a view to improve the overall performance of the company. Collaboration agreement was entered with the M/S Continental tyres in 1980. Vikrant tyres Limited, a JK tyres associate, manufactures cutting edge innovative products at conformed to the highest international standards. JK industries ltd in 1997 Acquired Vikrant Tyres Limited, Mysore. VTL has the first truck/bus steel radial in India. This has state of the art technology in technical collaboration with continental A G . Vikrant tyres have successfully launched high performance steel truck radial tyres in the latest international pattern for the Indian as well as international market. Office at:“VIKRANT HOUSE” No 54, 1st Main Road, V.V Mohalla, Mysore - 570002
Department Of Mechanical Engineering, SJCE, Mysore
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Milestones of Vikrant Tyres Limited {VTL}
0
197 t Venture by SIEC Pvt. Ltd., and KSIIDC conceived to manufacture Automotive Tyres and Tubes at Mysore.
1973 Incorporated as a t 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 9001:1998 QMS and also ISO 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}.
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1.3 J K GROUP DIVERSIFICATION
JK ORGANISATION J.K. Organization, founded over 100 years ago, is an eminent industrial group in India. The Group has multibusiness, multi-product and multi-location operations
JK PAPER LTD. JK Paper Limited is one of the leading manufacturers of reading and writing paper JK LAKSHMI CEMENT LTD. JK Lakshmi Cement Limited is a well respected name in the cement industry in India
Department Of Mechanical Engineering, SJCE, Mysore
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FENNER (I) LTD. Fenner (I) Limited is a leading manufacturer of Industrial and Automotive Belts, Oil Seals, Power Transmission Accessories and Textile Yarn UMANG DAIRIES LTD. The Creme de la creme of dairy foods
JK AGRI-GENETICS LTD. At JK Agri-genetics limited, concentrates on Research and Development, production, processing and marketing of hybrid seeds.
JK SUGAR LTD. The company's principle activity is to manufacture Sugar. However, the company currently operates in two segments. Power and Sugar
JK RISK MANAGERS AND INSURANCE BROKERS LTD. Services rendered to various clients for all facets of Insurance both life & non-life.
CLINIRX RESEARCH PRIVATE LTD. Full Service Contract Research Organization (CRO) Department Of Mechanical Engineering, SJCE, Mysore
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1.4 Product/Services profile: The major products of JK Company are automobile tyre {Nylon tube tyre, radial tube and tubeless tyre } tubes names. 1} Truck Tyre
1. Jet rib
7. Jet truck
2. Vikrant truck king
8. jet truck
3. Star lug
9. Sand cum hiway
4. Super T.K
10. Truck plus
5. JT king
11. JT Classic
6. Hi Life
12. JETRK
2} Light Tucks 1. Jet rib
3. Fleet king
2. Star lug
4. Truck king
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3} O.T.R (Of the Road) 1. VEM 99 E-3 T/L
3. VEM 00 SS E-4 T/L
2. VEM 99 E-4 T/T
4. EGO4 G2 T/T
4} Tubes 1. JK Tubes
2. Vikrant tubes
3. Tube V EX
5} Flaps 1. JK FLAPS
2. JK RDFLAPS
3. JK EXP FLAP
1.5 MANUFACTURING LOCATIONS JK Tyre has five Modern plants in India which are strategically located at • Mysore plant-1(VTP) Karnataka • Mysore plant-2(VTP Radial) Karnataka • Banmore, Madhya Pradesh • Kankroli, Rajasthan JK Tyre has also enhanced its global reach by taking over Tornel a renowed Mexican company, which has 3 plants in Mexico. All these plants are equipped with World’s most advanced manufacturing and testing machines.
VIKRANT BIAS TYRE PLANT
VIKRANT RADIAL TYRE PLANT
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VIKRANT OTR PLANT ghgkddfdf
KANKROLI TYRE PLANT
BANMORE TYRE PLANT
Three plants in Mysore are VTP -Vikrant Tyre Plant OTR – Off the road Tyre plant RTP - Truck Radial Plant JK TYRE PLANTS OPERATIONAL CAPACITY PLANT Kankroli Tyre Plant
CURRENT CAPACITY(MT/DAY) 210.00
Banmore Tyre Plant
165.00
Vikrant Tyre Plant
321.95
TOTAL
696.95
nature of the business carried. JK Industries
is engaged
in manufacturing
and marketing
of
automotive tyres, tubes, flaps.Products Involved: Cross ply and radial tyres for light commercial vehicles. Department Of Mechanical Engineering, SJCE, Mysore
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Industrial Training At J K Tyre , Mysore
Cross ply tyres for enger cars. Cross ply tyres for agricultural vehicles. Cross ply tyres for of the road {OTR} vehicles. Automotive inner tubes for trucks, buses, light commercial vehicles.
Achievements /awards 1.
JK Tyres ranked 16th largest company in the world.
2. ISO 14001 accreditation for environment and safety. 3. India’s first T rated tyre launched. 4. Mercedes Benz launched on JK Tyres radials first tyre manufacture in the world to get ISO 9001. 5. Only tyre manufacture to get E mark certification. 6. First tyre manufacture in the world to get QS 9000. 7. Awarded CEPEXIL’S highest export for 1997-98. 8. JK introduced national Go-carting championships. 9. JK industries received FOCUS LAC EXPORT award for the year 1999 and 2000. 10. Certified to ISO 9000 (1994 quality management systems). 11. First Indian Tyre Company to adopt process based management process based management through business process re-engineering (BPRO). 1.6 Work Flow Model
Department Of Mechanical Engineering, SJCE, Mysore
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Industrial Training At J K Tyre , Mysore
The company opted for BPR (Business Process re-Engineering) with the concept of “Factory with in Factory ‘called as Business Units. The primary objective of this concept is to focus on Operational Efficiency such as production, quality, Cost, Deliverables and other parameters. This breeds healthy competition amongst the BUs. BU 1: Mixing, Dipping, Calendaring, Extruders BU 2: Stock Preparation and Tyre Assembly BU 3: Tyre molding, Inspection BU 5: Tyre Dispatch BU 4: Radial Tyres The Business Units are ed by SSUs calls as Service Units. general functioning of Bus. E.g. . SSU 1: Engineering Services SSU 2: Engineering Services for Radial Plant SSU 3: Finance SSU 4: QA, Technical, IT SSU 5: HR , IR , GAD SSU 6: IED , Shift in charges , Mgf. services
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Work Flow Model BU 1 1) Compound At Banbury: Compound 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 and a door to discharge the mix. The rubber ingredients like chemicals are weighted as mentioned in specification file and feed into 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 and 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. 3) Zell Plant: : Dipping The dipping process takes places in a zeal 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 280-300 F for 150-180 sec, the fabric is stretches to about 0-15% 4) Calendaring: Calendaring is a machine, which consists of three or four rolls held in a frame work used to produce the rubber sheets of required strength and length. To get a better quality calendared fabric with uniform gauges, viscosity is important in the same way, hot temperature of about 110-137mm.
Department Of Mechanical Engineering, SJCE, Mysore
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BU 2 5) Bias Cutter: It is a machine used to make ply’s or to the rubber coated fabrics at required width and angle, which are used in the production of tyres. Bias angle is the angle of cords in tyres with respect to the central line. Based on the ideal cured angle, required for particular type size and pattern, bias angle is calculated for the particular drum. 6) Pocket Making: It is a process of making the pocket from the angle cutter fabrics. In pocket making section, three types of pockets are constructed. The ply’s used for the first and second pocket are known ad inner ply and those used for third pocket are known as outer ply. 7) Bead Assembly : Bead wire – High tensile copper coated Steelwire coated with compound wound on a former , fillered and flipped 8) Tyre Assembly : All individual components of tyre Viz Beads , Pockets, Tread and Sidewall are assembled on a Building drum and the finished product is called as Green – Tyre.
BU 3 9) Bladder: Butyl rubber compound is used for making the bladder. As first, butyl rubber is mixed with specified chemicals properly and then it enters the extruder section by the use of the extruder, a specific length and width of slug is extruded. Then the ends of the slugs are cut into the specified angle for proper ing. 8) Tyre Moulding:
Department Of Mechanical Engineering, SJCE, Mysore
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Before moulding operations, the green tyre has to be made ready for painting with inner lubricants inside tyre for easy release from the bladder and the side walls are to be coated with blemish paints. 9) Tyre Curing: It is a process of cross linking the rubber compounds through heat and pressure. For the pressure of curing tyres presses are used. These pressed are pre warmed before loading of green tyre is done in the top ring raise condition with vacuum.
10) Tyre Finishing and Inspection: After curing, the tyres obtained by trimming of the extensions on the tyres surfaces are checked for defects. Thus the process of removing excess materials from the tyre after curing is called finishing. The finishing process is done either by buffing or trimming method. All the tyres then are inspected and separated.
BU 5 : Finished Goods Storage and dispatch : Storing of Okay tyres and arranging logistics to various depots / STUs / OEMs as per the marketing requirements.
Future growth and prospectus: ➢ To be the No.1 tyre company in India. ➢ To be the largest tyre export company in India. ➢ To be a customer obsessed company. ➢ High quality of products. ➢ Profit Maximization.
Department Of Mechanical Engineering, SJCE, Mysore
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Industrial Training At J K Tyre , Mysore
Department Of Mechanical Engineering, SJCE, Mysore
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Structure The Structure of the company is shown in the next page. JK Industries limited formerly being public sector unit, is a democratic and well organized structure in itself.
The lower level and functional level managers are
consulted and consultations are analyzed before the top management takes any decisions. Task to be performed are assigned to separate functional heads. JK Industries limited adopted the BPR (Business process re engineering) concepts, its objectives. ➢ Radically improve the process and make changes in the way business is done. ➢ Integrate and align all business processes and sub processes. ➢ Reduction of cycle time a reducing cost for all business transactions. ➢ To reduce Bureaucracy and excess fat.
JK Industries (VIP) Board of Directors: Chairman
:
Hari Shankar Singhania
Vice Chairman & Managing Direction
:
Raghupathi Singhania
Directors
:
Arvind Narottam Lalbhai Arvind Singh Mewar
Department Of Mechanical Engineering, SJCE, Mysore
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Industrial Training At J K Tyre , Mysore
Bhakul Jain I.M. Vittala Murthy LIC Nominee
:
Om Prakash Khaitan
IDBI Nominee
:
Dr. Vinayashil Gautam
Managing Director
:
Bharat Hari Singhania
Dy. Managing Director
:
Vikrampati Singhania
Whole – Time Director
:
Swaroop Chand Sethi
Auditors
:
Lodha & Co., Chartered s
Department Of Mechanical Engineering, SJCE, Mysore
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Industrial Training At J K Tyre , Mysore
Bankers Assisting VTL: ➢ Corporation Bank ➢ Indian Bank ➢ Punjab National Bank ➢ State Bank of India ➢ State Bank of Mysore ➢ Syndicate Bank ➢ Vijaya Bank Financial Institutions Assisting VTL: 1. Karnataka State Industrial Investment and Development Corporation Ltd., (KSSIDC) 2. Industrial Development Bank of India. (IDBI) The organization chart accompanying baggage that show who reports to whom and how task are both divided up and integrated. More flatten structures are visible at the Vikrant Tyre Plant – 1 Mysore of J.K. Industries limited all though there exists clear cut line of authority, it is never rigid, and the staff have enough freedom to be free and open with there superiors. More over, the senior manager and higher officials are also very easily accessible.
Department Of Mechanical Engineering, SJCE, Mysore
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CHAPTER 2
Organization Structure
2.1 Organizational structure Department Of Mechanical Engineering, SJCE, Mysore
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Industrial Training At J K Tyre , Mysore
Vice President – Works
V P Technical
V P Manufacturing
General Manager
Associate Manufacturing VP
Department Of Mechanical Engineering, SJCE, Mysore
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2.2 FINANCE DEPARTMENT: Unit head
Head commercial
Commercial Manager I (Capital equipment & Procurement
Commercial Manager 2 (Capital coordination & licenses
Finance Manager 1
Department Of Mechanical Engineering, SJCE, Mysore
Finance Manager 2 (MIS)
Finance Manager 3 (Costing)
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Finance Manager 4 (Banking)
Finance Manager 5 (bill ing indigenous)
Finance Manager 6 (Payroll and insurance)
Finance Manager 7 (imports and exports)
Commercial Services: ➢ s ➢ Costing ➢ Banking and Treasury ➢ Purchase – Capital equipment ➢ Contracts ➢ Customer coordinator and licenses Procurement of capital equipment’s / spares, is done in co-ordination with HO for commercial for placement of orders. Vendor rating system for capital imported spares related parties.
Department Of Mechanical Engineering, SJCE, Mysore
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Customs coordinator and licenses, applications and reconciliation of customer and carry forward services related activity for coordination for imports. Finance and s: ➢ Preparation of MIS & BRR (Business Review Report) ➢ Finalization of monthly quarterly, half yearly and annual report of the company. ➢ Coordination with statutory auditors and tax auditors. ➢ Finalization of cost s. ➢ Cost reduction and cost of quality report. ➢ Review of books of s. ➢ Preparation of Trail balance. ➢ Overhead position of BRR.
2.2 Marketing Department:
VICE PRESIDENT
GENERAL MANAGER
Department Of Mechanical Engineering, SJCE, Mysore
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DEPUTY GENERAL MANAGER
DEPUTY MANAGER
TERRITORY MANAGER
OFFICER
OFFICER
STAFF
Department Of Mechanical Engineering, SJCE, Mysore
STAFF
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Roles and responsibilities: ➢ Sales and marketing overseas. ➢ Customer interaction ➢ Sales planning, forecast and targeting ➢ Interaction with HO and other parties ➢ Regular monitoring with production department ➢ Monitor CHA (customer house) ➢ Coordinate with exporting for smooth work flow ➢ Timely dispatch to insure schedule shipping of Tyres to customers ➢ The marketing (export department is such a department that the people associated will have to work with all other department) Functions 1. Finance for there banking transaction. 2. Purchase of advance licenses DEPB (Duty Entitlement book benefits). 3. Production for meeting the customers requirements 4. CHA for interaction with customs. 5. Export inspection agencies for inspection of the cargo (Export) 6. Shipping companies like Maresk, APL (American President Lines) for documents after the cargo is shipped
Department Of Mechanical Engineering, SJCE, Mysore
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Marketing Networks ➢ Head office at Mysore connected with various regional offices, districts offices, branch offices and carrying and forwarding agents through out the country. ➢ Common marketing organization (CMO) manages the marketing of Nylon bias tyres JK industries the head of CMO is at Delhi. ➢ The marketing of all steel truck radials Tyre is managed by the Truck Radial Groups (TRG) head office at TRG in Bangalore. 3) Exports Department JK industries are exported to over 68 countries. Major countries include United States of America, Australia, Nether land, United Kingdon, Newzeland, Hong Kong, Africa, most of Middle East countries and Asian Countries. 4)Main problems in Exports: The exporter is fully geared up to meet the expectations of the customer there is no authority or control for lot of other aspect with are behind the control some of ht problems are common to the exporter. ➢ Availability of container ships ➢ Date of departure of ships ➢ Delay by the concerned people of the inspection agencies. ➢ Port strike and other disturbance ➢ Customs authority.
Department Of Mechanical Engineering, SJCE, Mysore
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2.3 Human Resources Department :
PRESIDENT AND DIRECTOR
DEPUTY GENERAL MANAGER
DEPUTY MANAGER
OFFICE
Training system in JK Industries limited (Vikrant Tyre Plant)
Objectives: To establish the training needs and impart training to organizational objectives of enhancing knowledge skill and effective utilization of human resources.
Functions: ➢ A JK industry is a production oriented company has a majority of work force that the technically oriented and also management executives. ➢ Training becomes a part and parcel of inputs given by the company to its employees. So it is great importance to know the training system in Vikrant.
Department Of Mechanical Engineering, SJCE, Mysore
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➢ Training records helps to measure the effectiveness of sending various people on training and those who really need help It has been rightly said “if you plan for a year, plant a corn, if you plan for a decade, plant a tree, but if you plant for a century, plant a man”. This is the philosophy, which guides the people policies at JK Tyres.
Work Culture: JK Tyres provides enabling work culture with a clear sense of vision; mission and strategies in which people work with clear goals and there by achieve more. Goals are set, performance are reviewed transparently, starting with self assessment. Merit is recognized through proportionate reward and growth opportunities
2.4 Quality Assurance Department:
Quality Assurance - Head
Quality Assurance - Manager
EMS (Environmental Management Services) & Safety Manager
Quality Maintenance Service – Manager
Purpose:
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Industrial Training At J K Tyre , Mysore The people of JK Tyres have an organization committed to quality in everything they do. They continuously anticipate and understand customer’s requirement, convert these into performance standards for their products and services and meet these standards every time. Full customer satisfaction both internal and external is the motto. Certificate of Quality: ➢ ISO 9001 ➢ QS 9000 ➢ Environment Management System (ISO 14001) ➢ E-MARK ➢ Dot (Department of Transport) ➢ INMETRO (Instituto nacional de matriologia – Brazil)
Technical collaboration: Formerly Vikrant Tyres limited had technical collaboration with techno – export foreign trade company, Praha, Czechoslovakia, for the manufacturing conventional tyres and subsequently with Avon Technical Services, Melkashan England (Subsidiary for Avon tyres limited) for the manufacturing of Conventional / Radial Tyres.
Presently the company has
foreign collaboration with M/S “Continental Tyres ” (effective from 1998).
2.5 Stores Department There are three stores in JK industries (Vikrant tyre plant) a) Raw materials stores b) Engineering Stores c) 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. Department Of Mechanical Engineering, SJCE, Mysore
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a) Raw Materials Stores: The stores manager does inventory management of raw materials stores. In JK Industries (Vikrant Tyre Plant) first – in – first – out (FIFCO) method is followed. The head of purchase department (raw material purchase department) does any purchases regarding the raw materials. b) Engineering Stores: In this stores materials like spares parts of machinery’s needed for the purpose of production in dealt. This department does the inventory management itself. This department takes the purchase decisions. Are ordering level is fixed for each material, when the materials reaches the re-ordering level the computer itself identified it and keeps purchase request to purchase department. The reordering level is calculated on the basis of lead time. Buffers stock is also maintained to meet emergent requirement.
c) Finished goods stores: The finished goods are stores and preserved in finished goods stores in order to protect it from rain, dust and water. It is the duty of FGS head to distribute the finished goods directed by the supply chain management. Supply chain management decides to 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. The content of this note are materials, descriptions and quality. The original copy is sent to central excise wing and duplicate is sent to production department and triplicate copy is sent to PPC department. Department Of Mechanical Engineering, SJCE, Mysore
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Verification of goods is done by checking the stock with the details in transfer note. If the finished goods require packing with tube flaps it is transferred to packing area. If the packing is not required it is transferred to storage / loading bay.
Skill A skill is the ability, knowledge, understanding and judgment to accomplish a task. Skills may be defined as what the company does best; the distinctive capabilities and competencies that reside in the organization. The job requirements, type of job and importance of job gives rise to different skills in the different jobs and different department of the company. The skills differ with respect to performance of job the sills differ with the performance of job for instance-in Quality Control they need a Engineer and in HR Department they require a post graduate with specialization in Human Resource Management.
2.6 TRAINING TRAINING AT JK TYPRES LTD.,
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ON THE JOB TRAINING
OFF THE JOB TRAINING
Job Rotation Coaching
Lecture
Job Instructions Step-by Step Training
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Discussion
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Swot Analysis SWOT analysis stands for strengths, weakness, opportunities, and threats. It is a tool for auditing and organization and its environment. It is the first stage of planning and helps marketers to focus on key issues. Strengths and Weakness are internal factors. Opportunities and Threats are external factors.
Strengths ♦ JK Tyre is the only company which has adopted TPM {Total production maintenance}. ♦ First truck/bus steel radial plant in India. ♦ Over rise decades of experience in tyre manufacturing. ♦ It is self sufficient in tyre production. ♦ In Bangladesh it has no, position in market share. ♦ Absorption of international technology to suit Indian conditions. ♦ Well-knit distribution network. ♦ Exports to more then 68 countries in the world. ♦ It has 21% market share in India. ♦ Tyre is easily available and serviced even in remotest parts of the country. Weakness Media of ment is insufficient. Target will be fixed by the head office. It doesn’t manufacture two wheeler tyres. There is no pricing strategy adopted by JK Tyres, Vikrant plant, Mysore. The company is incurring more cost compare to other tyre manufacturer. Welfare of the labour is not taken into consideration. Low productivity of labour, in comparison to world standards. Department Of Mechanical Engineering, SJCE, Mysore
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High cost of raw materials in comparison with the goal standards, smaller size of plant and hence less economic units.
Opportunities •
It is easy to become No.1 Tyre Company in India.
•
Robust economic growth, particularly vehicle production growth resulting in healthy demand growth for tyres in the future.
•
Excellent brand equity of Indian cross ply/bias truck tyres in the world market.
•
Export culture inculcated enabling participation of small car is expected to give a thrust of auto component and tyre segment.
•
Improved road infrastructure especially on the golden quadrilateral and northsouth-east-west national highway project will result in significant increase in movement of goods and enger traffic through roads with resulting growth in demand for in tyres.
•
The company has the knowledge of entire tyre industry and businesses conditions prevailing in the market. So it can easily start two wheeler tyre productions.
Threats Faster pace of opening up of the economy will increase import of tyres. Gradual increasing in natural rubber price. Reduction in important duties will lead to high volume of tyre imports. Confessional import tariffs for countries like china and South Korea under regional trade agreement will lead to additional imports. Competition posed by the national and international market. Too much intervention by the head office. Department Of Mechanical Engineering, SJCE, Mysore
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It has to adopt modern technology to reduce the cost of production. Government policies about the tyre industry. Multinationals with financial muscle setting up of manufacturing facilities in the country. Learning Experience In this competitive world it is very much important to have experience of working in an organization and only class room teaching is not enough. Doing this project lot of learning has occurred. Learning of practical applications of theoretical knowledge by exposing to company has occurred. The learning experience is enlisted below. 1. The company is managing good industrial relations wherein good relation between workers and the superior managers. Is visible in of performance in the company & Industrial peace.. 2. The company is well managed with timely business strategies. 3. Based on ratio analysis the financial soundness of the company is measured. The following are learning experience with respect finance area of the company . I have studied the organization of the company, the strategy adapted by the company, the organization hierarchy and the way it works. The company gets the products of other competitors such as Bridgestone tyre to their testing labs and makes comparison with their product and adopts the technology of their competitors and attempts to give better product than their competitors. The company has adopted “The participative leadership style” so it encourages to its workers to show more interest in managerial activities. In production department, the process of the production is divided into different shops. It has safety measures at the work place. It has used Department Of Mechanical Engineering, SJCE, Mysore
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advanced technology like automated machine in order to minimize cost of production. They produce quality product. Main strategic intention of the department is recycling the wastage. If any wastage comes after the recycling it is send to other company for making the rubber better. During the adoption of new technology, management provides more training skills to the workers for the efficient work and the work position. In order to motivate the employees, the company follows an internal recruitment process through promotions. If there is any vacant job the company first searches within the organization and if right employee is not available internally then it goes for external recruitment.
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CHAPTER 3
Grievance Handling
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Why is Handling an Employee Grievance so Important? Ensuring a sound professional conduct and a healthy environment for its internal customers is a predisposition for any company. Since, a firm is essentially comprised of individuals it is natural for disruptions to arise. However, how those disruptions and grievances are tackled is what plays a very important role for the smooth functioning of a work place. There may complaints or objects pertaining to the contract of an employee or the working pattern and parameters, or even out of cultural differences, at times even an employee persecution, disruptions arising out of salary and many other reasons. Effective human resource policies should handle the grievance in such a way, which causes minimum loss to either the employee or the company and holds to the focus on performance orientation. They should be fair in their conduct while tending the complaint and foster a positive environment which is suitable for not only the firm’s growth but also individual’s professional and most importantly mental growth. Maintaining a positive rapport with the labor is the key to relationship building.
Precautions and Prescriptions The management should take care of following aspects to develop a culture of trust and confidence upon the employees. 1. Always ensure that the managers involved in the grievance handling procedures have a quiet place to meet with the complainant. 2. Always ensure that managers have adequate time to be devoted to the complainant. 3. Explain manager's role, the policy and the procedures clearly in the grievance handling procedure. 4. Fully explaining the situation to the employee to eliminate any misunderstanding and promote better acceptance of the situation complained of. 5. Try to let employee present their issues without prejudging or commenting 6. Do use a positive, friendly ways to resolve the crisis than punitive steps, which disturb the system. Department Of Mechanical Engineering, SJCE, Mysore
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7. Do remain calm, cool, collected during the course of the meeting. 8. Always focus on the subject of the grievance than allied issues. 9. Don't make threats manage the grievances. 10. Never make use of allegations against personalities. 11. Be aware of the staff member's potential concerns to the possible repercussions of raising a grievance. 12. Don't become angry, belligerent, or hostile during grievance handling procedure. 13. Do listen for the main point of arguments and any possible avenue to resolve the grievance. 14. Listen and respond sensitively to any distress exhibited by the employees. 15. Eliminating the source of the irritation or discomfort being complained of. 16. Reassure them that the managers will be acting impartially and that your hope is to resolve the matter if possible. 17. Don't "horse trade" or swap one grievance for another (where the union wins one, management wins one). Each case should be decided on its merits. 18. Avoid usage of verbosisms like "it will be taken care of." 19. Ensure effective, sensitive and confidential communication between all involved. 20. Take all possible steps to ensure that no victimization occurs as a result of the grievance being raised. 21. The investigator or decision maker acts impartially, which means they must exclude themselves if there is any bias or conflict of interest. 22. All parties are heard and those who have had complaints made against others are given an opportunity to respond. 23. Try to look upon the problem on different angles for appropriate understanding. 24. Ensuring that there is proper investigation of the facts and figures related the problem under concern. 25. Consider all relevant information in the investigation process.
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26. Ask the staff member their preferred resolution option, although it is important to make it clear that this may not be a possible outcome. 27. Be aware of the limits of authority of the person who involved in the grievance handling procedures. 28. If the manager feels that he/she is not the appropriate person (senior manager) to deal with the issue refer the complainant to the appropriate person as soon as possible. 29. Try to get a better idea of whether the alleged discrimination or harassment happened or didn't happen. 30. Tell them exactly what they are supposed to have done, to whom and explain, why this may be seen as discrimination/harassment or as inappropriate. 31. Grievances are preferably to be settled informally at the level of the employee's immediate supervisor. 32. Try the level best to involve team to resolve the crisis at unit level itself. 33. Avoid as far as possible the union involvement in conflict resolution situation process. 34. Follow documentation the procedures, of all necessary steps taken to resolve the problem/complaint.
3.1 objectives of the study: 1. To determine the industrial relation in the JK Tyre. 2. To determine the causes and degree of dispute in the JK Trye. 3. To determine the machinery used to settle the dispute in JK Tyre. 4. To identify the areas of grievances in JK Tyre. 5. To determine the grievance handling procedure in the JK Trye. 6. To identify the type of grievance in JK Tyre. 3.2 SCOPE OF THE STUDY Industrial relations is an integral aspect of social relations arising out of employer-employee interaction in modern industries which are regulated by the State in varying degrees, in conjunction with organized social forces and influences by the existing institutions. So, the employees should be provided with all facilities and should Department Of Mechanical Engineering, SJCE, Mysore
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identify his or her talents to avoid any grievance in the organization. The study about the grievance handling in JK Tyres and Industries Ltd., examines its effectiveness. This project also helps to know the inequalities with regard to employees and effective procedure to solve them. 3.3 METHODOLOGY ➢ primary data: A set of questionnaire had been prepared to gather the information related to the subject from the employees. Personal interview were conducted to get more information. Information is also collected by observing the employees. ➢ secondary data: Data has been collected from organizations various documents from HR department. The process of data collection is further supplemented by various books and web-sites to get more information.
The Causes of Grievances: The causes of employee grievances: 1. Demands for individual wage adjustments. 2. Complaints about the incentive systems. 3. Complaints about the job classifications. 4. Complaints against a particular foreman. 5. Complaints concerning disciplinary measures and procedures. 6. Objections to the general methods of supervision. 7. Loose calculation and interpretation of seniority rules, and unsatisfactory interpretation of agreements. 8. Promotions. 9. Disciplinary discharge or lay-off. 10. Transfer for another department or another shift. 11. Inadequacy of safety and health services / devices. Department Of Mechanical Engineering, SJCE, Mysore
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12. Non-availability of material in time. 13. Violation of contracts relating to collective bargaining. 14. Improper job assignment. 15. Undesirable or unsatisfactory conditions of work. 3.4 Effects of Grievance: Grievances, if they are not identified and redressed, may affect adversely the workers, managers and their organization. The effects include: 1.On production : Low quality of production Low quality of production and productivity Increase in the wastage of material, spoilage/leakage of machinery. Increase in the cost of production per unit. 2. On employees: Increase in the rate of absenteeism and turnover. Reduces the level of commitment, sincerity and punctuality. Increases the incidence of accidents. Reduces the level of employee morale. 3. On managers: Strains the superior-subordinate relations. Increases the degree of supervision, control and follow up. Increases in disciplinary action cases. Increases in unrest and, thereby, machinery to maintain industrial peace. 3.5 The benefits of a Grievance Handling Procedure: According to Jackson, further benefits that will accrue to both the employer and employees are: It encourages employees to raise concerns without fear of reprisal. It provides a fair and speedy means of dealing with complaints. It prevents minor disagreements developing into serious disputes. It saves employer’s time and money as solutions are found for workplace problems. Department Of Mechanical Engineering, SJCE, Mysore
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It helps to build an organizational climate, based on openness and trust. Objective of a Grievance - Handling Procedure: Jackson lays down the objectives of a grievance-handling procedure as follows: To enable the employees to air his/her grievance To clarify the nature of the grievance To investigate the reasons for dissatisfaction To obtain, where possible, a speedy resolution to the problem To take appropriate actions and ensure that promises are kept. To inform the employee of his or her right to take the grievance to next stage of the procedure, in the event of an unsuccessful resolution
3.6 The Discovery of Grievances: Grievances can be uncovered in a number of ways. Gossip and grapevine offer vital clues about employee grievances. Gripe boxes, open door policies, periodic interviews, exit surveys could also be undertaken to cover the mystery surrounding grievances. These methods are discussed below: 1. Observation: A manager/ supervisor can usually track the behaviors of people working under him. If a particular employee is not getting along with people, spoiling materials due to carelessness or recklessness, showing indifference to commands, reporting late for work or is remaining absent- the signals are fairly obvious. Since the supervisor is close to the scene of action, he can always spot such unusual behaviors and report promptly. 2.GrievanceProcedure: A systematic grievance procedure is best means to highlight employee dissatisfaction at various levels. Management, to this end, must encourage employees to use it whenever they have anything to say. In the absence of such a procedure, grievances pile up and erupt in violent forms at a future date. By that time things might have taken an ugly shape, impairing cordial relations between labour and management. If management
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fails to induce employees to express their grievances, unions will take over and emerge as powerful bargaining representatives. 3. Gripe boxes: A gripe box may be kept at prominent locations in the factory for lodging anonymous complaints pertaining to any aspect relating to work. Since the complainant need not reveal his identity, he can express his feelings of injustice or discontent frankly and without any fear of victimization. 4. Open door policy: This is a kind of walk-in-meeting with the manager when the employee can express his feelings openly about any work-related grievance. The Manager can cross-check the details of the complaint through various means at his disposal.
5. Exit intervie Employees usually leave their current jobs due to dissatisfaction or better prospects outside. If the manager tries sincerely through an exit interview, he might be able to find out the real reasons why “X” is leaving the organization. To elicit valuable information, the manager must encourage the employees to give a correct picture so as to rectify the mistakes promptly. If the employee is not providing fearless answers, he may be given a questionnaire to fill up and post the same after all his dues are cleared from the organization where he is currently employed. 6. Opinion Surveys: Surveys may be conducted periodically to elicit the opinions of employees about the organization and its politics. 3.7 Forms of grievances: The grievance may take any one of the following forms: a. Factual: A factual grievance arises when legitimate needs of employees remain unfulfilled, e.g., wage hike has been agreed but not implemented citing various reasons. b. Imaginary: Department Of Mechanical Engineering, SJCE, Mysore
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When an employee’s dissatisfaction is not because of any valid reason but because of a wrong perception, wrong attitude or wrong information he has. Such a situation may create an imaginary grievance. Though management is not at fault in such instances, still it has to clear the ‘fog’ immediately. c.
Disguised: An employee may have dissatisfaction for reasons that are unknown to himself. If he/she is under pressure from family, friends, relatives, neighbors, he/she may reach the work spot with a heavy heart. If a new recruit gets a new table and almirah, this may become an eyesore to other employees who have not been treated likewise previously.
Model Grievance Procedure: The Model grievance procedure suggested by the National Commission of Labour involves six successive time bound steps each leading to the next, in case of dissatisfaction. 1. The aggrieved worker in the first instance will approach the foreman and tell him of his grievances orally. The foreman has to redress his grievance and if the worker is not satisfied with this redressal, he can approach the supervisor. 2. The Supervisor has to provide an answer within 48 hours. In the event of the supervisor not giving an answer or the answer not being acceptable to the worker, the worker goes to the next step. 3. At this stage, the worker either alone or accompanied with his departmental representative approaches the Head of the Department who has to give an answer within three days. 4. If the Department fails to give answer or if the worker is not satisfied with his answer, the worker may appeal to the Grievance Committee, consisting of the representatives of the employer and the employees. The recommendation of this Committee should be communicated to the Manager within seven days from the date of the grievance reaching it. Department Of Mechanical Engineering, SJCE, Mysore
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5. Unanimous decisions, if any, of the Committee shall be implemented by the Management. If there is no unanimity, the views of the of the Committee shall be placed before the Manager for decision. The Manager has to take a decision and the worker within three days. 6. The worker can make an appeal against the manager’s decision and such an appeal has to be decided within a week. A Union official may accompany the worker to the manager for discussion and if no decision is arrived at this stage, both the union and management may refer the grievance to voluntary arbitration within a week of receipt of the management’s decision. 7. The worker in actual practice may not resort to all the above mentioned steps. For example, if the grievance is piqued because of his dismissal or discharge he can resort to the second step directly and he can make an appeal against dismissal or discharge.
3.8 Model Grievance handling Procedure: Procedure
Time Frame
Appeal against within a week
Manager
Grievance Committee
Department Of Mechanical Engineering, SJCE, Mysore
3 days
7 days unanimous
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HOD
3 days
Supervisor
48 hours
Foreman
Worker
Conclusion
conclusion Department Of Mechanical Engineering, SJCE, Mysore
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To conclude the analysis it reveals that in the competitive market a small change in the strategy of the company, can win a lot as well as ruin in its position in the market. The committee is of the view that the tyre being the derived demand item that is for the fitment in the vehicle.
Tyre demand and production growth is closely related to
production growth of automobile and extent of usage of vehicle. In the above study the comparison between the theoretical aspect and the practical operations of institution is studied with respect to JK Tyre and Industries, Mysore. From the analysis its clear that there are several institutions that come into picture, like •
ICC
•
ATMA
•
FIEO
•
CAPAXIL
•
RBI and other banks
•
Excise
•
Customs
•
Clearing and forwarding Agents
•
Shipping companies. The above mentioned institution come into picture for smooth flow of exports,
they not only provide a path for export but also acts as a spinal cord for the exporting firms
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Bibliography. 1. MR .Krishna Prasad (senior manager- HRD). 2. Company profile and annual report. 3.
www.jktyre.com .
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ABSTRACT Industrial training as the name suggests in the preparation for the future project implementation. Training at J K Tyre, Mysore plant was been a very good learning in all aspects. In the training phase first of all I came know about the company, the work done, the products manufactures, projects done, the standards maintained by them during the whole process of their work. During the Industrial Training period at J K Tyre, I studied the organization details, Company profile and the functions of Grievance Handling at J K. The study requires thorough knowledge of organization. The study focuses on the different departments and their functioning and the methods to improve the organization. So, this study provides a wide scope for the student to gain an insight into the practical aspects of the working of an organization and thus increase his managerial skills.
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CHAPTER 1
Company profile
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1.0 COMPANY PHOTOGRAPHY Vikrant Bias Tyre Plant
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1.1 Vision, Mission and Quality Policy Vision: “TO BE AMONGEST THE MOST IRED COMPANIES IN INDIA COMMITED TO EXCELLENCE”
Mission
:
➢ To be a customer obsessed company. ➢
To be the largest and most profitable tyre company in India.
➢ To retain No 1 position in truck and bus segment and to be amongst top 2 in all other 4 wheeler tyres. ➢ To make truck/bus radial operations profitable and retain leadership in the enger radial market. ➢ To enhance value to shareholders and service to all stake holders. ➢ To excel as a value driven organization. ➢
To be the most preferred tyre brand in India.
Quality Policy: The people of JK Tyre have an organization committed to quality in everything they do. They continuously anticipate and understand customer requirement, convert these into performance standards for their product and service and to meet the standards every time.
1.2 J K Industries JK Organization owes its name to Late Lala Juggilal Singhania, a dynamic personality with a broad vision, Inspired by the Swadeshi movement of Mahatma Department Of Mechanical Engineering, SJCE, Mysore
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Gandhi, and driven by the zeal to set up an Indian enterprise, Lala Kamlapat Singhania founded JK organization in the 19th century in India. The process of industrialization and diversification was worthily and successfully carried on by Lala Kamlapat’s three illustrious sons Sir Padampat, Lala Kailashpat and Lala Laksmipat, aided in no small measure by the late Gopal Krishna son of sir Padampat. 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 country men and provides high quality of products. It has driven to make India self reliant by pioneering the production of number of industrial and consumer products, by adopting latest as well as developing its own know-how. It has also under taken industrial ventures in several other countries. JK Organization is an association of industrial and commercial companies and charitable trust. Its member companies, employing nearly 50000 persons are engaged in the manufacture of variety of products and in diverse fields of commerce. Trust are devoted to promoting industrial, technical and medical researches, education, religious values and providing better living and recreational facility. With the spirit of social consciousness uppermost in mind, JK organization is committed to cause the human advancement.
Background and inception of the company 1933
First in India to manufacture calico prints- {Juggilal Kamlapat cottons spinning and weaving mills company, 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 for Indian Bauxite-Aluminum
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Corporation of India Ltd., Jaykayanagar. 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 in India to set up a Hydraulically operated Cane Crushing Mill for Kandsari Sugar Plant and completed 100 ton plant.
1961
First in world to set up a plant for production of
Hydrosulphite of soda by
Sodium Amalagam 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. Chemicals Ltd., Bombay.
1968
First to manufacture TV sets in India- J.K. Electronics, Kanpur.
1976
First in India to produce steel belted Radial tyres for enger car, trucks and buses- J.K. Tyre plant, Kankroli.
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1980
First in the world to make steel belted radial tyres for 3 wheelers.
1984
First in India to produce white cement through dry process.
1985
First in India to produce cathonic Dye able Polyester Fiber.
1989
First in India to produce magnetic tapes with cobalt technology.
1991
Banmore tyre plant {BTP} set up with the capacity of 5.7 lacks tyres per annum.
1992
R&D centre setup at HASTERI.
1994
India’s first T-rated tyre launched Banmore Tyre Plant {BTP} Crossed 100 TPD.
1995
Mercedes Benz launched on JK STEEL RADIALS first tyre manufacturer in the world to get ISO 9001.
1996
India’s first dual high tractions steel radial- aqua sonic launched. {Introduce 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 states of the art modernizations of truck radials J.K. Tyres ranked 16th largest tyre company in the world ISO- 14001 accreditation for environment and safety.
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2000
J.K. introduced national Go- carting championships.
2001
J.K. industries received FOCUS LAC EXPORT award for the year 1999-2000. Commendation certification of CII ND National exam. Go- carting championships held.
JK Tyres Plants ➢
Mysore plant- 1 {VTP}
-
Karnataka
➢
Mysore plant- 2 {VTP Radial}
-
Karnataka
➢
Kankroli
-
Rajasthan
➢
Banmore
-
Madhya Pradesh
1.2 Vikrant Tyres Limited Vikrant tyres ltd {VTL} is situated in an area of 53 acres in Mysore. VTL is a major tyre manufacturing company and one of the most successful industrial ventures in the state of Karnataka. In the year 1970 this company was conceived as a t venture by the participation of south Indian export company Pvt Ltd, Madras {Chennai} with Karnataka state industrial investment and development corporation Ltd {KSIIDC} for establishing and automobile tyres and tubes manufacturing unit at Metagalli industrial area in Mysore. In 1977 the management was taken over by the Government of Karnataka state industrial investment and development corporation Ltd {KSIIDC}. The commercial production started from 19th may 1980. During 1985 a plant was set up for manufacturing of radial tyres. The company is certified under ISO 9001, QS 9000, ISO 14001 and ISO/TS 16949:2002 certifications, for design manufacture and sale of automobile tyres, tubes, flaps and tread rubber. JK industries ltd was inducted as strategic Alliance Partner Department Of Mechanical Engineering, SJCE, Mysore
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{SAP} during may 1997 with a view to improve the overall performance of the company. Collaboration agreement was entered with the M/S Continental tyres in 1980. Vikrant tyres Limited, a JK tyres associate, manufactures cutting edge innovative products at conformed to the highest international standards. JK industries ltd in 1997 Acquired Vikrant Tyres Limited, Mysore. VTL has the first truck/bus steel radial in India. This has state of the art technology in technical collaboration with continental A G . Vikrant tyres have successfully launched high performance steel truck radial tyres in the latest international pattern for the Indian as well as international market. Office at:“VIKRANT HOUSE” No 54, 1st Main Road, V.V Mohalla, Mysore - 570002
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Milestones of Vikrant Tyres Limited {VTL}
0
197 t Venture by SIEC Pvt. Ltd., and KSIIDC conceived to manufacture Automotive Tyres and Tubes at Mysore.
1973 Incorporated as a t 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 9001:1998 QMS and also ISO 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}.
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1.3 J K GROUP DIVERSIFICATION
JK ORGANISATION J.K. Organization, founded over 100 years ago, is an eminent industrial group in India. The Group has multibusiness, multi-product and multi-location operations
JK PAPER LTD. JK Paper Limited is one of the leading manufacturers of reading and writing paper JK LAKSHMI CEMENT LTD. JK Lakshmi Cement Limited is a well respected name in the cement industry in India
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FENNER (I) LTD. Fenner (I) Limited is a leading manufacturer of Industrial and Automotive Belts, Oil Seals, Power Transmission Accessories and Textile Yarn UMANG DAIRIES LTD. The Creme de la creme of dairy foods
JK AGRI-GENETICS LTD. At JK Agri-genetics limited, concentrates on Research and Development, production, processing and marketing of hybrid seeds.
JK SUGAR LTD. The company's principle activity is to manufacture Sugar. However, the company currently operates in two segments. Power and Sugar
JK RISK MANAGERS AND INSURANCE BROKERS LTD. Services rendered to various clients for all facets of Insurance both life & non-life.
CLINIRX RESEARCH PRIVATE LTD. Full Service Contract Research Organization (CRO) Department Of Mechanical Engineering, SJCE, Mysore
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1.4 Product/Services profile: The major products of JK Company are automobile tyre {Nylon tube tyre, radial tube and tubeless tyre } tubes names. 1} Truck Tyre
1. Jet rib
7. Jet truck
2. Vikrant truck king
8. jet truck
3. Star lug
9. Sand cum hiway
4. Super T.K
10. Truck plus
5. JT king
11. JT Classic
6. Hi Life
12. JETRK
2} Light Tucks 1. Jet rib
3. Fleet king
2. Star lug
4. Truck king
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3} O.T.R (Of the Road) 1. VEM 99 E-3 T/L
3. VEM 00 SS E-4 T/L
2. VEM 99 E-4 T/T
4. EGO4 G2 T/T
4} Tubes 1. JK Tubes
2. Vikrant tubes
3. Tube V EX
5} Flaps 1. JK FLAPS
2. JK RDFLAPS
3. JK EXP FLAP
1.5 MANUFACTURING LOCATIONS JK Tyre has five Modern plants in India which are strategically located at • Mysore plant-1(VTP) Karnataka • Mysore plant-2(VTP Radial) Karnataka • Banmore, Madhya Pradesh • Kankroli, Rajasthan JK Tyre has also enhanced its global reach by taking over Tornel a renowed Mexican company, which has 3 plants in Mexico. All these plants are equipped with World’s most advanced manufacturing and testing machines.
VIKRANT BIAS TYRE PLANT
VIKRANT RADIAL TYRE PLANT
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VIKRANT OTR PLANT ghgkddfdf
KANKROLI TYRE PLANT
BANMORE TYRE PLANT
Three plants in Mysore are VTP -Vikrant Tyre Plant OTR – Off the road Tyre plant RTP - Truck Radial Plant JK TYRE PLANTS OPERATIONAL CAPACITY PLANT Kankroli Tyre Plant
CURRENT CAPACITY(MT/DAY) 210.00
Banmore Tyre Plant
165.00
Vikrant Tyre Plant
321.95
TOTAL
696.95
nature of the business carried. JK Industries
is engaged
in manufacturing
and marketing
of
automotive tyres, tubes, flaps.Products Involved: Cross ply and radial tyres for light commercial vehicles. Department Of Mechanical Engineering, SJCE, Mysore
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Cross ply tyres for enger cars. Cross ply tyres for agricultural vehicles. Cross ply tyres for of the road {OTR} vehicles. Automotive inner tubes for trucks, buses, light commercial vehicles.
Achievements /awards 1.
JK Tyres ranked 16th largest company in the world.
2. ISO 14001 accreditation for environment and safety. 3. India’s first T rated tyre launched. 4. Mercedes Benz launched on JK Tyres radials first tyre manufacture in the world to get ISO 9001. 5. Only tyre manufacture to get E mark certification. 6. First tyre manufacture in the world to get QS 9000. 7. Awarded CEPEXIL’S highest export for 1997-98. 8. JK introduced national Go-carting championships. 9. JK industries received FOCUS LAC EXPORT award for the year 1999 and 2000. 10. Certified to ISO 9000 (1994 quality management systems). 11. First Indian Tyre Company to adopt process based management process based management through business process re-engineering (BPRO). 1.6 Work Flow Model
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The company opted for BPR (Business Process re-Engineering) with the concept of “Factory with in Factory ‘called as Business Units. The primary objective of this concept is to focus on Operational Efficiency such as production, quality, Cost, Deliverables and other parameters. This breeds healthy competition amongst the BUs. BU 1: Mixing, Dipping, Calendaring, Extruders BU 2: Stock Preparation and Tyre Assembly BU 3: Tyre molding, Inspection BU 5: Tyre Dispatch BU 4: Radial Tyres The Business Units are ed by SSUs calls as Service Units. general functioning of Bus. E.g. . SSU 1: Engineering Services SSU 2: Engineering Services for Radial Plant SSU 3: Finance SSU 4: QA, Technical, IT SSU 5: HR , IR , GAD SSU 6: IED , Shift in charges , Mgf. services
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Work Flow Model BU 1 1) Compound At Banbury: Compound 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 and a door to discharge the mix. The rubber ingredients like chemicals are weighted as mentioned in specification file and feed into 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 and 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. 3) Zell Plant: : Dipping The dipping process takes places in a zeal 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 280-300 F for 150-180 sec, the fabric is stretches to about 0-15% 4) Calendaring: Calendaring is a machine, which consists of three or four rolls held in a frame work used to produce the rubber sheets of required strength and length. To get a better quality calendared fabric with uniform gauges, viscosity is important in the same way, hot temperature of about 110-137mm.
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BU 2 5) Bias Cutter: It is a machine used to make ply’s or to the rubber coated fabrics at required width and angle, which are used in the production of tyres. Bias angle is the angle of cords in tyres with respect to the central line. Based on the ideal cured angle, required for particular type size and pattern, bias angle is calculated for the particular drum. 6) Pocket Making: It is a process of making the pocket from the angle cutter fabrics. In pocket making section, three types of pockets are constructed. The ply’s used for the first and second pocket are known ad inner ply and those used for third pocket are known as outer ply. 7) Bead Assembly : Bead wire – High tensile copper coated Steelwire coated with compound wound on a former , fillered and flipped 8) Tyre Assembly : All individual components of tyre Viz Beads , Pockets, Tread and Sidewall are assembled on a Building drum and the finished product is called as Green – Tyre.
BU 3 9) Bladder: Butyl rubber compound is used for making the bladder. As first, butyl rubber is mixed with specified chemicals properly and then it enters the extruder section by the use of the extruder, a specific length and width of slug is extruded. Then the ends of the slugs are cut into the specified angle for proper ing. 8) Tyre Moulding:
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Before moulding operations, the green tyre has to be made ready for painting with inner lubricants inside tyre for easy release from the bladder and the side walls are to be coated with blemish paints. 9) Tyre Curing: It is a process of cross linking the rubber compounds through heat and pressure. For the pressure of curing tyres presses are used. These pressed are pre warmed before loading of green tyre is done in the top ring raise condition with vacuum.
10) Tyre Finishing and Inspection: After curing, the tyres obtained by trimming of the extensions on the tyres surfaces are checked for defects. Thus the process of removing excess materials from the tyre after curing is called finishing. The finishing process is done either by buffing or trimming method. All the tyres then are inspected and separated.
BU 5 : Finished Goods Storage and dispatch : Storing of Okay tyres and arranging logistics to various depots / STUs / OEMs as per the marketing requirements.
Future growth and prospectus: ➢ To be the No.1 tyre company in India. ➢ To be the largest tyre export company in India. ➢ To be a customer obsessed company. ➢ High quality of products. ➢ Profit Maximization.
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Structure The Structure of the company is shown in the next page. JK Industries limited formerly being public sector unit, is a democratic and well organized structure in itself.
The lower level and functional level managers are
consulted and consultations are analyzed before the top management takes any decisions. Task to be performed are assigned to separate functional heads. JK Industries limited adopted the BPR (Business process re engineering) concepts, its objectives. ➢ Radically improve the process and make changes in the way business is done. ➢ Integrate and align all business processes and sub processes. ➢ Reduction of cycle time a reducing cost for all business transactions. ➢ To reduce Bureaucracy and excess fat.
JK Industries (VIP) Board of Directors: Chairman
:
Hari Shankar Singhania
Vice Chairman & Managing Direction
:
Raghupathi Singhania
Directors
:
Arvind Narottam Lalbhai Arvind Singh Mewar
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Bhakul Jain I.M. Vittala Murthy LIC Nominee
:
Om Prakash Khaitan
IDBI Nominee
:
Dr. Vinayashil Gautam
Managing Director
:
Bharat Hari Singhania
Dy. Managing Director
:
Vikrampati Singhania
Whole – Time Director
:
Swaroop Chand Sethi
Auditors
:
Lodha & Co., Chartered s
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Bankers Assisting VTL: ➢ Corporation Bank ➢ Indian Bank ➢ Punjab National Bank ➢ State Bank of India ➢ State Bank of Mysore ➢ Syndicate Bank ➢ Vijaya Bank Financial Institutions Assisting VTL: 1. Karnataka State Industrial Investment and Development Corporation Ltd., (KSSIDC) 2. Industrial Development Bank of India. (IDBI) The organization chart accompanying baggage that show who reports to whom and how task are both divided up and integrated. More flatten structures are visible at the Vikrant Tyre Plant – 1 Mysore of J.K. Industries limited all though there exists clear cut line of authority, it is never rigid, and the staff have enough freedom to be free and open with there superiors. More over, the senior manager and higher officials are also very easily accessible.
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CHAPTER 2
Organization Structure
2.1 Organizational structure Department Of Mechanical Engineering, SJCE, Mysore
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Vice President – Works
V P Technical
V P Manufacturing
General Manager
Associate Manufacturing VP
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2.2 FINANCE DEPARTMENT: Unit head
Head commercial
Commercial Manager I (Capital equipment & Procurement
Commercial Manager 2 (Capital coordination & licenses
Finance Manager 1
Department Of Mechanical Engineering, SJCE, Mysore
Finance Manager 2 (MIS)
Finance Manager 3 (Costing)
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Finance Manager 4 (Banking)
Finance Manager 5 (bill ing indigenous)
Finance Manager 6 (Payroll and insurance)
Finance Manager 7 (imports and exports)
Commercial Services: ➢ s ➢ Costing ➢ Banking and Treasury ➢ Purchase – Capital equipment ➢ Contracts ➢ Customer coordinator and licenses Procurement of capital equipment’s / spares, is done in co-ordination with HO for commercial for placement of orders. Vendor rating system for capital imported spares related parties.
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Customs coordinator and licenses, applications and reconciliation of customer and carry forward services related activity for coordination for imports. Finance and s: ➢ Preparation of MIS & BRR (Business Review Report) ➢ Finalization of monthly quarterly, half yearly and annual report of the company. ➢ Coordination with statutory auditors and tax auditors. ➢ Finalization of cost s. ➢ Cost reduction and cost of quality report. ➢ Review of books of s. ➢ Preparation of Trail balance. ➢ Overhead position of BRR.
2.2 Marketing Department:
VICE PRESIDENT
GENERAL MANAGER
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DEPUTY GENERAL MANAGER
DEPUTY MANAGER
TERRITORY MANAGER
OFFICER
OFFICER
STAFF
Department Of Mechanical Engineering, SJCE, Mysore
STAFF
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Roles and responsibilities: ➢ Sales and marketing overseas. ➢ Customer interaction ➢ Sales planning, forecast and targeting ➢ Interaction with HO and other parties ➢ Regular monitoring with production department ➢ Monitor CHA (customer house) ➢ Coordinate with exporting for smooth work flow ➢ Timely dispatch to insure schedule shipping of Tyres to customers ➢ The marketing (export department is such a department that the people associated will have to work with all other department) Functions 1. Finance for there banking transaction. 2. Purchase of advance licenses DEPB (Duty Entitlement book benefits). 3. Production for meeting the customers requirements 4. CHA for interaction with customs. 5. Export inspection agencies for inspection of the cargo (Export) 6. Shipping companies like Maresk, APL (American President Lines) for documents after the cargo is shipped
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Marketing Networks ➢ Head office at Mysore connected with various regional offices, districts offices, branch offices and carrying and forwarding agents through out the country. ➢ Common marketing organization (CMO) manages the marketing of Nylon bias tyres JK industries the head of CMO is at Delhi. ➢ The marketing of all steel truck radials Tyre is managed by the Truck Radial Groups (TRG) head office at TRG in Bangalore. 3) Exports Department JK industries are exported to over 68 countries. Major countries include United States of America, Australia, Nether land, United Kingdon, Newzeland, Hong Kong, Africa, most of Middle East countries and Asian Countries. 4)Main problems in Exports: The exporter is fully geared up to meet the expectations of the customer there is no authority or control for lot of other aspect with are behind the control some of ht problems are common to the exporter. ➢ Availability of container ships ➢ Date of departure of ships ➢ Delay by the concerned people of the inspection agencies. ➢ Port strike and other disturbance ➢ Customs authority.
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2.3 Human Resources Department :
PRESIDENT AND DIRECTOR
DEPUTY GENERAL MANAGER
DEPUTY MANAGER
OFFICE
Training system in JK Industries limited (Vikrant Tyre Plant)
Objectives: To establish the training needs and impart training to organizational objectives of enhancing knowledge skill and effective utilization of human resources.
Functions: ➢ A JK industry is a production oriented company has a majority of work force that the technically oriented and also management executives. ➢ Training becomes a part and parcel of inputs given by the company to its employees. So it is great importance to know the training system in Vikrant.
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➢ Training records helps to measure the effectiveness of sending various people on training and those who really need help It has been rightly said “if you plan for a year, plant a corn, if you plan for a decade, plant a tree, but if you plant for a century, plant a man”. This is the philosophy, which guides the people policies at JK Tyres.
Work Culture: JK Tyres provides enabling work culture with a clear sense of vision; mission and strategies in which people work with clear goals and there by achieve more. Goals are set, performance are reviewed transparently, starting with self assessment. Merit is recognized through proportionate reward and growth opportunities
2.4 Quality Assurance Department:
Quality Assurance - Head
Quality Assurance - Manager
EMS (Environmental Management Services) & Safety Manager
Quality Maintenance Service – Manager
Purpose:
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Industrial Training At J K Tyre , Mysore The people of JK Tyres have an organization committed to quality in everything they do. They continuously anticipate and understand customer’s requirement, convert these into performance standards for their products and services and meet these standards every time. Full customer satisfaction both internal and external is the motto. Certificate of Quality: ➢ ISO 9001 ➢ QS 9000 ➢ Environment Management System (ISO 14001) ➢ E-MARK ➢ Dot (Department of Transport) ➢ INMETRO (Instituto nacional de matriologia – Brazil)
Technical collaboration: Formerly Vikrant Tyres limited had technical collaboration with techno – export foreign trade company, Praha, Czechoslovakia, for the manufacturing conventional tyres and subsequently with Avon Technical Services, Melkashan England (Subsidiary for Avon tyres limited) for the manufacturing of Conventional / Radial Tyres.
Presently the company has
foreign collaboration with M/S “Continental Tyres ” (effective from 1998).
2.5 Stores Department There are three stores in JK industries (Vikrant tyre plant) a) Raw materials stores b) Engineering Stores c) 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. Department Of Mechanical Engineering, SJCE, Mysore
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a) Raw Materials Stores: The stores manager does inventory management of raw materials stores. In JK Industries (Vikrant Tyre Plant) first – in – first – out (FIFCO) method is followed. The head of purchase department (raw material purchase department) does any purchases regarding the raw materials. b) Engineering Stores: In this stores materials like spares parts of machinery’s needed for the purpose of production in dealt. This department does the inventory management itself. This department takes the purchase decisions. Are ordering level is fixed for each material, when the materials reaches the re-ordering level the computer itself identified it and keeps purchase request to purchase department. The reordering level is calculated on the basis of lead time. Buffers stock is also maintained to meet emergent requirement.
c) Finished goods stores: The finished goods are stores and preserved in finished goods stores in order to protect it from rain, dust and water. It is the duty of FGS head to distribute the finished goods directed by the supply chain management. Supply chain management decides to 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. The content of this note are materials, descriptions and quality. The original copy is sent to central excise wing and duplicate is sent to production department and triplicate copy is sent to PPC department. Department Of Mechanical Engineering, SJCE, Mysore
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Verification of goods is done by checking the stock with the details in transfer note. If the finished goods require packing with tube flaps it is transferred to packing area. If the packing is not required it is transferred to storage / loading bay.
Skill A skill is the ability, knowledge, understanding and judgment to accomplish a task. Skills may be defined as what the company does best; the distinctive capabilities and competencies that reside in the organization. The job requirements, type of job and importance of job gives rise to different skills in the different jobs and different department of the company. The skills differ with respect to performance of job the sills differ with the performance of job for instance-in Quality Control they need a Engineer and in HR Department they require a post graduate with specialization in Human Resource Management.
2.6 TRAINING TRAINING AT JK TYPRES LTD.,
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ON THE JOB TRAINING
OFF THE JOB TRAINING
Job Rotation Coaching
Lecture
Job Instructions Step-by Step Training
Department Of Mechanical Engineering, SJCE, Mysore
Discussion
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Swot Analysis SWOT analysis stands for strengths, weakness, opportunities, and threats. It is a tool for auditing and organization and its environment. It is the first stage of planning and helps marketers to focus on key issues. Strengths and Weakness are internal factors. Opportunities and Threats are external factors.
Strengths ♦ JK Tyre is the only company which has adopted TPM {Total production maintenance}. ♦ First truck/bus steel radial plant in India. ♦ Over rise decades of experience in tyre manufacturing. ♦ It is self sufficient in tyre production. ♦ In Bangladesh it has no, position in market share. ♦ Absorption of international technology to suit Indian conditions. ♦ Well-knit distribution network. ♦ Exports to more then 68 countries in the world. ♦ It has 21% market share in India. ♦ Tyre is easily available and serviced even in remotest parts of the country. Weakness Media of ment is insufficient. Target will be fixed by the head office. It doesn’t manufacture two wheeler tyres. There is no pricing strategy adopted by JK Tyres, Vikrant plant, Mysore. The company is incurring more cost compare to other tyre manufacturer. Welfare of the labour is not taken into consideration. Low productivity of labour, in comparison to world standards. Department Of Mechanical Engineering, SJCE, Mysore
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High cost of raw materials in comparison with the goal standards, smaller size of plant and hence less economic units.
Opportunities •
It is easy to become No.1 Tyre Company in India.
•
Robust economic growth, particularly vehicle production growth resulting in healthy demand growth for tyres in the future.
•
Excellent brand equity of Indian cross ply/bias truck tyres in the world market.
•
Export culture inculcated enabling participation of small car is expected to give a thrust of auto component and tyre segment.
•
Improved road infrastructure especially on the golden quadrilateral and northsouth-east-west national highway project will result in significant increase in movement of goods and enger traffic through roads with resulting growth in demand for in tyres.
•
The company has the knowledge of entire tyre industry and businesses conditions prevailing in the market. So it can easily start two wheeler tyre productions.
Threats Faster pace of opening up of the economy will increase import of tyres. Gradual increasing in natural rubber price. Reduction in important duties will lead to high volume of tyre imports. Confessional import tariffs for countries like china and South Korea under regional trade agreement will lead to additional imports. Competition posed by the national and international market. Too much intervention by the head office. Department Of Mechanical Engineering, SJCE, Mysore
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It has to adopt modern technology to reduce the cost of production. Government policies about the tyre industry. Multinationals with financial muscle setting up of manufacturing facilities in the country. Learning Experience In this competitive world it is very much important to have experience of working in an organization and only class room teaching is not enough. Doing this project lot of learning has occurred. Learning of practical applications of theoretical knowledge by exposing to company has occurred. The learning experience is enlisted below. 1. The company is managing good industrial relations wherein good relation between workers and the superior managers. Is visible in of performance in the company & Industrial peace.. 2. The company is well managed with timely business strategies. 3. Based on ratio analysis the financial soundness of the company is measured. The following are learning experience with respect finance area of the company . I have studied the organization of the company, the strategy adapted by the company, the organization hierarchy and the way it works. The company gets the products of other competitors such as Bridgestone tyre to their testing labs and makes comparison with their product and adopts the technology of their competitors and attempts to give better product than their competitors. The company has adopted “The participative leadership style” so it encourages to its workers to show more interest in managerial activities. In production department, the process of the production is divided into different shops. It has safety measures at the work place. It has used Department Of Mechanical Engineering, SJCE, Mysore
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advanced technology like automated machine in order to minimize cost of production. They produce quality product. Main strategic intention of the department is recycling the wastage. If any wastage comes after the recycling it is send to other company for making the rubber better. During the adoption of new technology, management provides more training skills to the workers for the efficient work and the work position. In order to motivate the employees, the company follows an internal recruitment process through promotions. If there is any vacant job the company first searches within the organization and if right employee is not available internally then it goes for external recruitment.
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CHAPTER 3
Grievance Handling
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Why is Handling an Employee Grievance so Important? Ensuring a sound professional conduct and a healthy environment for its internal customers is a predisposition for any company. Since, a firm is essentially comprised of individuals it is natural for disruptions to arise. However, how those disruptions and grievances are tackled is what plays a very important role for the smooth functioning of a work place. There may complaints or objects pertaining to the contract of an employee or the working pattern and parameters, or even out of cultural differences, at times even an employee persecution, disruptions arising out of salary and many other reasons. Effective human resource policies should handle the grievance in such a way, which causes minimum loss to either the employee or the company and holds to the focus on performance orientation. They should be fair in their conduct while tending the complaint and foster a positive environment which is suitable for not only the firm’s growth but also individual’s professional and most importantly mental growth. Maintaining a positive rapport with the labor is the key to relationship building.
Precautions and Prescriptions The management should take care of following aspects to develop a culture of trust and confidence upon the employees. 1. Always ensure that the managers involved in the grievance handling procedures have a quiet place to meet with the complainant. 2. Always ensure that managers have adequate time to be devoted to the complainant. 3. Explain manager's role, the policy and the procedures clearly in the grievance handling procedure. 4. Fully explaining the situation to the employee to eliminate any misunderstanding and promote better acceptance of the situation complained of. 5. Try to let employee present their issues without prejudging or commenting 6. Do use a positive, friendly ways to resolve the crisis than punitive steps, which disturb the system. Department Of Mechanical Engineering, SJCE, Mysore
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7. Do remain calm, cool, collected during the course of the meeting. 8. Always focus on the subject of the grievance than allied issues. 9. Don't make threats manage the grievances. 10. Never make use of allegations against personalities. 11. Be aware of the staff member's potential concerns to the possible repercussions of raising a grievance. 12. Don't become angry, belligerent, or hostile during grievance handling procedure. 13. Do listen for the main point of arguments and any possible avenue to resolve the grievance. 14. Listen and respond sensitively to any distress exhibited by the employees. 15. Eliminating the source of the irritation or discomfort being complained of. 16. Reassure them that the managers will be acting impartially and that your hope is to resolve the matter if possible. 17. Don't "horse trade" or swap one grievance for another (where the union wins one, management wins one). Each case should be decided on its merits. 18. Avoid usage of verbosisms like "it will be taken care of." 19. Ensure effective, sensitive and confidential communication between all involved. 20. Take all possible steps to ensure that no victimization occurs as a result of the grievance being raised. 21. The investigator or decision maker acts impartially, which means they must exclude themselves if there is any bias or conflict of interest. 22. All parties are heard and those who have had complaints made against others are given an opportunity to respond. 23. Try to look upon the problem on different angles for appropriate understanding. 24. Ensuring that there is proper investigation of the facts and figures related the problem under concern. 25. Consider all relevant information in the investigation process.
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26. Ask the staff member their preferred resolution option, although it is important to make it clear that this may not be a possible outcome. 27. Be aware of the limits of authority of the person who involved in the grievance handling procedures. 28. If the manager feels that he/she is not the appropriate person (senior manager) to deal with the issue refer the complainant to the appropriate person as soon as possible. 29. Try to get a better idea of whether the alleged discrimination or harassment happened or didn't happen. 30. Tell them exactly what they are supposed to have done, to whom and explain, why this may be seen as discrimination/harassment or as inappropriate. 31. Grievances are preferably to be settled informally at the level of the employee's immediate supervisor. 32. Try the level best to involve team to resolve the crisis at unit level itself. 33. Avoid as far as possible the union involvement in conflict resolution situation process. 34. Follow documentation the procedures, of all necessary steps taken to resolve the problem/complaint.
3.1 objectives of the study: 1. To determine the industrial relation in the JK Tyre. 2. To determine the causes and degree of dispute in the JK Trye. 3. To determine the machinery used to settle the dispute in JK Tyre. 4. To identify the areas of grievances in JK Tyre. 5. To determine the grievance handling procedure in the JK Trye. 6. To identify the type of grievance in JK Tyre. 3.2 SCOPE OF THE STUDY Industrial relations is an integral aspect of social relations arising out of employer-employee interaction in modern industries which are regulated by the State in varying degrees, in conjunction with organized social forces and influences by the existing institutions. So, the employees should be provided with all facilities and should Department Of Mechanical Engineering, SJCE, Mysore
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identify his or her talents to avoid any grievance in the organization. The study about the grievance handling in JK Tyres and Industries Ltd., examines its effectiveness. This project also helps to know the inequalities with regard to employees and effective procedure to solve them. 3.3 METHODOLOGY ➢ primary data: A set of questionnaire had been prepared to gather the information related to the subject from the employees. Personal interview were conducted to get more information. Information is also collected by observing the employees. ➢ secondary data: Data has been collected from organizations various documents from HR department. The process of data collection is further supplemented by various books and web-sites to get more information.
The Causes of Grievances: The causes of employee grievances: 1. Demands for individual wage adjustments. 2. Complaints about the incentive systems. 3. Complaints about the job classifications. 4. Complaints against a particular foreman. 5. Complaints concerning disciplinary measures and procedures. 6. Objections to the general methods of supervision. 7. Loose calculation and interpretation of seniority rules, and unsatisfactory interpretation of agreements. 8. Promotions. 9. Disciplinary discharge or lay-off. 10. Transfer for another department or another shift. 11. Inadequacy of safety and health services / devices. Department Of Mechanical Engineering, SJCE, Mysore
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12. Non-availability of material in time. 13. Violation of contracts relating to collective bargaining. 14. Improper job assignment. 15. Undesirable or unsatisfactory conditions of work. 3.4 Effects of Grievance: Grievances, if they are not identified and redressed, may affect adversely the workers, managers and their organization. The effects include: 1.On production : Low quality of production Low quality of production and productivity Increase in the wastage of material, spoilage/leakage of machinery. Increase in the cost of production per unit. 2. On employees: Increase in the rate of absenteeism and turnover. Reduces the level of commitment, sincerity and punctuality. Increases the incidence of accidents. Reduces the level of employee morale. 3. On managers: Strains the superior-subordinate relations. Increases the degree of supervision, control and follow up. Increases in disciplinary action cases. Increases in unrest and, thereby, machinery to maintain industrial peace. 3.5 The benefits of a Grievance Handling Procedure: According to Jackson, further benefits that will accrue to both the employer and employees are: It encourages employees to raise concerns without fear of reprisal. It provides a fair and speedy means of dealing with complaints. It prevents minor disagreements developing into serious disputes. It saves employer’s time and money as solutions are found for workplace problems. Department Of Mechanical Engineering, SJCE, Mysore
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Industrial Training At J K Tyre , Mysore
It helps to build an organizational climate, based on openness and trust. Objective of a Grievance - Handling Procedure: Jackson lays down the objectives of a grievance-handling procedure as follows: To enable the employees to air his/her grievance To clarify the nature of the grievance To investigate the reasons for dissatisfaction To obtain, where possible, a speedy resolution to the problem To take appropriate actions and ensure that promises are kept. To inform the employee of his or her right to take the grievance to next stage of the procedure, in the event of an unsuccessful resolution
3.6 The Discovery of Grievances: Grievances can be uncovered in a number of ways. Gossip and grapevine offer vital clues about employee grievances. Gripe boxes, open door policies, periodic interviews, exit surveys could also be undertaken to cover the mystery surrounding grievances. These methods are discussed below: 1. Observation: A manager/ supervisor can usually track the behaviors of people working under him. If a particular employee is not getting along with people, spoiling materials due to carelessness or recklessness, showing indifference to commands, reporting late for work or is remaining absent- the signals are fairly obvious. Since the supervisor is close to the scene of action, he can always spot such unusual behaviors and report promptly. 2.GrievanceProcedure: A systematic grievance procedure is best means to highlight employee dissatisfaction at various levels. Management, to this end, must encourage employees to use it whenever they have anything to say. In the absence of such a procedure, grievances pile up and erupt in violent forms at a future date. By that time things might have taken an ugly shape, impairing cordial relations between labour and management. If management
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Industrial Training At J K Tyre , Mysore
fails to induce employees to express their grievances, unions will take over and emerge as powerful bargaining representatives. 3. Gripe boxes: A gripe box may be kept at prominent locations in the factory for lodging anonymous complaints pertaining to any aspect relating to work. Since the complainant need not reveal his identity, he can express his feelings of injustice or discontent frankly and without any fear of victimization. 4. Open door policy: This is a kind of walk-in-meeting with the manager when the employee can express his feelings openly about any work-related grievance. The Manager can cross-check the details of the complaint through various means at his disposal.
5. Exit intervie Employees usually leave their current jobs due to dissatisfaction or better prospects outside. If the manager tries sincerely through an exit interview, he might be able to find out the real reasons why “X” is leaving the organization. To elicit valuable information, the manager must encourage the employees to give a correct picture so as to rectify the mistakes promptly. If the employee is not providing fearless answers, he may be given a questionnaire to fill up and post the same after all his dues are cleared from the organization where he is currently employed. 6. Opinion Surveys: Surveys may be conducted periodically to elicit the opinions of employees about the organization and its politics. 3.7 Forms of grievances: The grievance may take any one of the following forms: a. Factual: A factual grievance arises when legitimate needs of employees remain unfulfilled, e.g., wage hike has been agreed but not implemented citing various reasons. b. Imaginary: Department Of Mechanical Engineering, SJCE, Mysore
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Industrial Training At J K Tyre , Mysore
When an employee’s dissatisfaction is not because of any valid reason but because of a wrong perception, wrong attitude or wrong information he has. Such a situation may create an imaginary grievance. Though management is not at fault in such instances, still it has to clear the ‘fog’ immediately. c.
Disguised: An employee may have dissatisfaction for reasons that are unknown to himself. If he/she is under pressure from family, friends, relatives, neighbors, he/she may reach the work spot with a heavy heart. If a new recruit gets a new table and almirah, this may become an eyesore to other employees who have not been treated likewise previously.
Model Grievance Procedure: The Model grievance procedure suggested by the National Commission of Labour involves six successive time bound steps each leading to the next, in case of dissatisfaction. 1. The aggrieved worker in the first instance will approach the foreman and tell him of his grievances orally. The foreman has to redress his grievance and if the worker is not satisfied with this redressal, he can approach the supervisor. 2. The Supervisor has to provide an answer within 48 hours. In the event of the supervisor not giving an answer or the answer not being acceptable to the worker, the worker goes to the next step. 3. At this stage, the worker either alone or accompanied with his departmental representative approaches the Head of the Department who has to give an answer within three days. 4. If the Department fails to give answer or if the worker is not satisfied with his answer, the worker may appeal to the Grievance Committee, consisting of the representatives of the employer and the employees. The recommendation of this Committee should be communicated to the Manager within seven days from the date of the grievance reaching it. Department Of Mechanical Engineering, SJCE, Mysore
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Industrial Training At J K Tyre , Mysore
5. Unanimous decisions, if any, of the Committee shall be implemented by the Management. If there is no unanimity, the views of the of the Committee shall be placed before the Manager for decision. The Manager has to take a decision and the worker within three days. 6. The worker can make an appeal against the manager’s decision and such an appeal has to be decided within a week. A Union official may accompany the worker to the manager for discussion and if no decision is arrived at this stage, both the union and management may refer the grievance to voluntary arbitration within a week of receipt of the management’s decision. 7. The worker in actual practice may not resort to all the above mentioned steps. For example, if the grievance is piqued because of his dismissal or discharge he can resort to the second step directly and he can make an appeal against dismissal or discharge.
3.8 Model Grievance handling Procedure: Procedure
Time Frame
Appeal against within a week
Manager
Grievance Committee
Department Of Mechanical Engineering, SJCE, Mysore
3 days
7 days unanimous
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Industrial Training At J K Tyre , Mysore
HOD
3 days
Supervisor
48 hours
Foreman
Worker
Conclusion
conclusion Department Of Mechanical Engineering, SJCE, Mysore
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Industrial Training At J K Tyre , Mysore
To conclude the analysis it reveals that in the competitive market a small change in the strategy of the company, can win a lot as well as ruin in its position in the market. The committee is of the view that the tyre being the derived demand item that is for the fitment in the vehicle.
Tyre demand and production growth is closely related to
production growth of automobile and extent of usage of vehicle. In the above study the comparison between the theoretical aspect and the practical operations of institution is studied with respect to JK Tyre and Industries, Mysore. From the analysis its clear that there are several institutions that come into picture, like •
ICC
•
ATMA
•
FIEO
•
CAPAXIL
•
RBI and other banks
•
Excise
•
Customs
•
Clearing and forwarding Agents
•
Shipping companies. The above mentioned institution come into picture for smooth flow of exports,
they not only provide a path for export but also acts as a spinal cord for the exporting firms
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Industrial Training At J K Tyre , Mysore
Bibliography. 1. MR .Krishna Prasad (senior manager- HRD). 2. Company profile and annual report. 3.
www.jktyre.com .
Department Of Mechanical Engineering, SJCE, Mysore
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