Professional Documents
Culture Documents
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.
Vision:
Mission:
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 passenger
radial market.
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.
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 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.
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
Corporation of India Ltd., Jaykayanagar.
1949 First in India to manufacture Engineering files- J.K. Engineer’s files Bombay.
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.
1976 First in India to produce steel belted Radial tyres for passenger car, trucks and buses-
J.K. Tyre plant, Kankroli.
1980 First in the world to make steel belted radial tyres for 3 wheelers.
1991 Banmore tyre plant {BTP} set up with the capacity of 5.7 lacks tyres per annum.
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 contact 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.
2001 J.K. industries received FOCUS LAC EXPORT award for the year 1999-2000.
JK Tyres Plants
Kankroli - Rajasthan
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 joint 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 {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 Germany 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 Germany. Vikrant tyres have successfully launched high performance steel truck
radial tyres in the latest international pattern for the Indian as well as international market.
“VIKRANT HOUSE”
Joint Venture by SIEC Pvt. Ltd., and KSIIDC conceived to manufacture Automotive
1970 Tyres and Tubes at Mysore.
1973 Incorporated as a joint venture company by KSSIDC and SIEC Pvt. Ltd., Madras
{Chennai}.
1985 T-Pilot plant setup for manufacturing of truck Radial Tyre Plant.
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}.
1.3 J K GROUP DIVERSIFICATION
JK ORGANISATION
JK PAPER LTD.
JK AGRI-GENETICS LTD.
JK SUGAR LTD.
The major products of JK Company are automobile tyre {Nylon tube tyre, radial tube and
tubeless tyre } tubes names.
1} Truck Tyre
2} Light Tucks
1. Jet rib 3. Fleet king
4} Tubes
5} Flaps
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.
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PLANT CURRENT
CAPACITY(MT/DAY)
Kankroli Tyre Plant 210.00
Achievements /awards
4. Mercedes Benz launched on JK Tyres radials first tyre manufacture in the world to get
ISO 9001.
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).
BU 5: Tyre Dispatch
BU 4: Radial Tyres
The Business Units are supported by SSUs calls as Service Support Units. general functioning
of Bus.
SSU 3: Finance
SSU 5: HR , IR , GAD
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.
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.
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 joining.
8) Tyre Moulding:
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.
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.
Profit Maximization.
Structure
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.
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.
Bhakul Jain
I.M. Vittala Murthy
Corporation Bank
Indian Bank
Syndicate Bank
Vijaya Bank
The organization chart accompanying baggage that show who reports to whom and how
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
V P Technical V P Manufacturing
Deputy Manager
Senior Officer
Officer
Officer Trainee
2.2 FINANCE DEPARTMENT:
Unit head
Head commercial
Accounts
Costing
Contracts
commercial for placement of orders. Vendor rating system for capital imported spares related
parties.
Customs coordinator and licenses, applications and reconciliation of customer and carry
Finalization of monthly quarterly, half yearly and annual report of the company.
VICE PRESIDENT
GENERAL MANAGER
OFFICER OFFICER
STAFF STAFF
Roles and responsibilities:
Customer interaction
The marketing (export department is such a department that the people associated will
Functions
6. Shipping companies like Maresk, APL (American President Lines) for documents
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
The marketing of all steel truck radials Tyre is managed by the Truck Radial Groups
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
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
Customs authority.
2.3 Human Resources Department :
DEPUTY MANAGER
OFFICE
Objectives:
resources.
Functions:
A JK industry is a production oriented company has a majority of work force that the
Training becomes a part and parcel of inputs given by the company to its employees. So
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”.
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:
Purpose:
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
Certificate of Quality:
ISO 9001
QS 9000
E-MARK
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 Germany” (effective from 1998).
b) Engineering Stores
Office itself. For all 4 plants of JK industries the Head Office itself controls purchase decisions
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
The finished goods are stores and preserved in finished goods stores in order to protect it
It is the duty of FGS head to distribute the finished goods directed by the supply chain
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
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
Skill
Skills may be defined as what the company does best; the distinctive capabilities and
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
Job Rotation
Coaching Lecture
Job Instructions
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}.
Tyre is easily available and serviced even in remotest parts of the country.
Weakness
Opportunities
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.
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
Confessional import tariffs for countries like china and South Korea under regional trade
agreement will lead to additional imports.
Learning Experience
1. The company is managing good industrial relations wherein good relation between
workers and the superior managers. Is visible in terms of performance in the company &
Industrial peace..
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.
During the adoption of new technology, management provides more training skills to
the workers for the efficient work and the work position.
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.
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.
6. Do use a positive, friendly ways to resolve the crisis than punitive steps, which disturb the
system.
7. Do remain calm, cool, collected during the course of the meeting.
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.
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 members 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.
3.3 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.
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 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.
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.
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 redressed, he can approach the supervisor.
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.
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.
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.
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.
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.
Manager 3 days
HOD 3 days
Supervisor 48 hours
Foreman
Worker
Conclusion
Conclusion
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
Excise
Customs
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
BIBLIOGRAPHY.
3. www.jktyre.com .