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J.Q.

TYRE MANUFACTURING INDUSTRY PVT LIMITED AT


COIMBATORE

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.

During the Industrial Training period at J Q Tyre, I studied the organization


details, Company profile and the functions of Grievance Handling at J Q. 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 and Quality Policy

Vision:
“TO BE AMONGEST THE MOST ADMIRED 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


passenger 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 JQ 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.

INDUSTRY PROFILE

J Q Industries

JQ 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 JQ 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.

JQ 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.

JQ 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, JQ 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.

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 passenger car, trucks
and buses- J.K. Tyre plant, Kankroli.
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 JQ 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.

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.
JQ 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 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.

JQ 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.

Register Office at:-

“VIKRANT HOUSE”
No 54, 1st Main Road,
V.V Mohalla, Mysore – 570002

Milestones of Vikrant Tyres Limited {VTL}

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


1970 Automotive Tyres and Tubes at Mysore.

1973 Incorporated as a joint venture company by KSSIDC and SIEC Pvt. Ltd.,
Madras {Chennai}.

1977 Taken over by government of Karnataka through KSIIDC.

1980 Commercial production commenced.

1982 Collaboration with M/S AVON Tyres UK.

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

1989 Construction of new Truck Radial Tyre Plant.

1991 Commercial production of all steel truck Radial Tyre.


1992 First against OTR tyre rolled out.

1994 Certified to IS 9001:1994 quality management systems.

1997 JQIL 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 JQ 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 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}.

1.3 J K GROUP DIVERSIFICATION


JQ ORGANISATION

J.K. Organization, founded over 100 years ago, is an


eminent industrial group in India. The Group has
multi-business, multi-product and multi-location
operations

JQ PAPER LTD.

JQ Paper Limited is one of the leading manufacturers


of reading and writing paper

JQ LAKSHMI CEMENT LTD.

JQ Lakshmi Cement Limited is a well respected


name in the cement industry in India

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


JQ AGRI-GENETICS LTD.

At JQ Agri-genetics limited, concentrates on


Research and Development, production, processing
and marketing of hybrid seeds.

JQ SUGAR LTD.

The company's principle activity is to manufacture


Sugar. However, the company currently operates in
two segments. Power and Sugar

JQ 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)

1.4 Product/Services profile:


The major products of JQ 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


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. JQ Tubes 2. Vikrant tubes 3. Tube V EX

5} Flaps

1. JQ FLAPS 2. JQ RDFLAPS 3. JQ EXP FLAP

1.5 MANUFACTURING LOCATIONS


JQ 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

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

VIKRANT OTR PLANT

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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
JQ TYRE PLANTS OPERATIONAL CAPACITY

PLANT CURRENT
CAPACITY(MT/DAY)
Kankroli Tyre Plant 210.00

Banmore Tyre Plant 165.00

Vikrant Tyre Plant 321.95

TOTAL 696.95
NATURE OF THE BUSINESS CARRIED.

JQ Industries is engaged in manufacturing and marketing of automotive


tyres, tubes, flaps.Products Involved:

 Cross ply and radial tyres for light commercial vehicles.

 Cross ply tyres for passenger 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. JQ 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 JQ 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. JQ introduced national Go-carting championships.


9. JQ 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).

Work Flow Model


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 supported by SSUs calls as Service Support 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


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.

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.

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.
Structure

The Structure of the company is shown in the next page.

JQ 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.

JQ 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.

JQ Industries (VIP) Board of Directors:

Chairman : Hari Shankar Singhania

Vice Chairman & Managing Direction : Raghupathi Singhania

Directors : Arvind Narottam Lalbhai

Arvind Singh Mewar

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 Accounts


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.
2.1 Organizational structure

Vice President – Works

V P Technical V P Manufacturing

General Manager Associate


Manufacturing VP

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

Commercial Commercial Finance Finance Finance


Manager I Manager 2 Manager 1 Manager 2 Manager 3
(Capital (Capital (MIS) (Costing)
equipment & coordination &
Procurement licenses

Finance Finance Finance Finance


Manager 4 Manager 5 (bill Manager 6 Manager 7
(Banking) passing (Payroll and (imports and
indigenous) insurance) exports)
Commercial Services:

 Accounts

 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.

Customs coordinator and licenses, applications and reconciliation of customer

and carry forward services related activity for coordination for imports.

Finance and Accounts:

 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 accounts.

 Cost reduction and cost of quality report.

 Review of books of accounts.

 Preparation of Trail balance.

 Overhead position of BRR.


2.2 Marketing Department:

VICE PRESIDENT

GENERAL MANAGER

DEPUTY GENERAL MANAGER

DEPUTY MANAGER TERRITORY MANAGER

OFFICER OFFICER

STAFF STAFF
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 pass 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


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 JQ 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

JQ 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.
2.3 Human Resources Department :

PRESIDENT AND DIRECTOR

DEPUTY GENERAL MANAGER

DEPUTY MANAGER

OFFICE

Training system in JQ Industries limited (Vikrant Tyre Plant)

Objectives:

To establish the training needs and impart training to support

organizational objectives of enhancing knowledge skill and effective

utilization of human resources.

Functions:

 A JQ 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.


 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

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:

Quality Assurance - Head

Quality Assurance - Manager

EMS (Environmental Management


Services) & Safety Manager

Quality Maintenance Service –


Manager

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.

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 Germany” (effective from 1998).

2.5 Stores Department

There are three stores in JQ 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 JQ industries the Head Office itself controls

purchase decisions and supply of raw materials.


a) Raw Materials Stores:

The stores manager does inventory management of raw materials stores. In JQ

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.

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 JQ TYPRES LTD.,

ON THE JOB TRAINING OFF THE JOB TRAINING

Job Rotation

Coaching Lecture

Job Instructions

Step-by Step Training Discussion


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

 JQ 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 advertisement is insufficient.

 Target will be fixed by the head office.

 It doesn’t manufacture two wheeler tyres.

 There is no pricing strategy adopted by JQ 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.

 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 north-


south-east-west national highway project will result in significant increase in
movement of goods and passenger 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.

 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 terms 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
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.
CHAPTER 3

Grievance Handling
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.

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.

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 JQ Tyre.
2. To determine the causes and degree of dispute in the JQ Trye.
3. To determine the machinery used to settle the dispute in JQ Tyre.
4. To identify the areas of grievances in JQ Tyre.
5. To determine the grievance handling procedure in the JQ Trye.
6. To identify the type of grievance in JQ 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
identify his or her talents to avoid any grievance in the organization. The study about
the grievance handling in JQ 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.
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.
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
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:
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.
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.

3.8 Model Grievance handling Procedure:

Procedure Time Frame

Appeal against within a week

Manager 3 days

Grievance Committee 7 days unanimous


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 JQ 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
Bibliography.

1. MR .Krishna Prasad (senior manager- HRD).

2. Company profile and annual report.

3. www.JQtyre.com .