Professional Documents
Culture Documents
ABSTRACT
Industrial training as the name suggests in the preparation for the future project
implementation. Training at J.Q.Tyre Manufacturing Industry Pvt Limited at
Coimbatore .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.
Vision:
“TO BE AMONGEST THE MOST ADMIRED COMPANIES IN INDIA
COMMITED TO EXCELLENCE”
Mission:
To be a customer obsessed company.
Quality Policy:
INDUSTRY PROFILE
J Q Industries
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.
1960 First in India to set up a Hydraulically operated Cane Crushing Mill for
Kandsari Sugar Plant and completed 100 ton plant.
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.
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.
Kankroli - Rajasthan
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 19 th 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. JQ 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 JQ tyres associate, manufactures
cutting edge innovative products at conformed to the highest international
standards.
“VIKRANT HOUSE”
No 54, 1st Main Road,
V.V Mohalla, Mysore – 570002
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.
2003 Merged with JQIL. 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}.
JQ PAPER LTD.
JQ SUGAR LTD.
1} Truck Tyre
2} Light Tucks
4} Tubes
5} Flaps
Kankroli, Rajasthan
JQ 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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PLANT CURRENT
CAPACITY(MT/DAY)
Kankroli Tyre Plant 210.00
TOTAL 696.95
NATURE OF THE BUSINESS CARRIED.
Achievements /awards
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
BU 1
1) Compound At Banbury:
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:
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:
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:
Profit Maximization.
Structure
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.
Radically improve the process and make changes in the way business is
done.
Bhakul Jain
Corporation Bank
Indian Bank
Syndicate Bank
Vijaya Bank
(KSSIDC)
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.
2.1 Organizational structure
V P Technical V P Manufacturing
Human Resource
Human Resource
Management
Technical Manufacturing
Engineering & Production
Legal & Commercial Deputy General
Manager
Exports
Material
Quality Assurance Chief Manager
Sales & Marketing
Manager
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.
and carry forward services related activity for coordination for imports.
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
Functions
Head office at Mysore connected with various regional offices, districts offices,
branch offices and carrying and forwarding agents through out the country.
The marketing of all steel truck radials Tyre is managed by the Truck Radial
3) Exports Department
States of America, Australia, Nether land, United Kingdon, Newzeland, Hong Kong,
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
Customs authority.
2.3 Human Resources Department :
DEPUTY MANAGER
OFFICE
Objectives:
Functions:
Training becomes a part and parcel of inputs given by the company to its
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
JQ Tyres.
Work Culture:
JQ 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 JQ 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.
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
The function of raw materials stores and finished goods stores are centralized in
the Head Office itself. For all 4 plants of JQ industries the Head Office itself controls
Industries (Vikrant Tyre Plant) first – in – first – out (FIFCO) method is followed. The
head of purchase department (raw material purchase department) does any purchases
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
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
It is the duty of FGS head to distribute the finished goods directed by the supply
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.
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
Skill
task. Skills may be defined as what the company does best; the distinctive capabilities
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
Job Rotation
Coaching Lecture
Job Instructions
Strengths
JQ 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
High cost of raw materials in comparison with the goal standards, smaller size of
plant and hence less economic units.
Opportunities
Excellent brand equity of Indian cross ply/bias truck tyres in the world market.
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.
Competition posed by the national and international market.
Learning Experience
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.
Grievance Handling
Why is Handling an Employee Grievance so Important?
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.
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.
3.3 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.
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.
5. Unanimous decisions, if any, of the Committee shall be implemented by the
Management. If there is no unanimity, the views of the members 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.
Manager 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 JQ 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.JQtyre.com .