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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

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 and Quality Policy





 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 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.

JK Organization is an association of industrial and commercial companies and charitable

trust. Its member companies, employing nearly 50000 persons are engaged in the manufacture of
variety of products and in diverse fields of commerce.

Trust are devoted to promoting industrial, technical and medical researches, education,
religious values and providing better living and recreational facility. With the spirit of social
consciousness uppermost in mind, JK organization is committed to cause the human
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.,

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 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

1998 First tyre manufacturer in the world to get QS 9000. Awarded CAPEXIL’S highest
export award for 1997-98.

1999 Synergy with VTL in procurement, marketing and production flexibility.

Completion of states of the art modernizations of truck radials

J.K. Tyres ranked 16th largest tyre company in the world

ISO- 14001 accreditation for environment and safety.

2000 J.K. introduced national Go- carting championships.

2001 J.K. industries received FOCUS LAC EXPORT award for the year 1999-2000.

Commendation certification of CII ND National exam. Go- carting championships held.

JK Tyres Plants

 Mysore plant- 1 {VTP} - Karnataka

 Mysore plant- 2 {VTP Radial} - Karnataka

 Kankroli - Rajasthan

 Banmore - Madhya Pradesh

1.2 Vikrant Tyres Limited

Vikrant tyres ltd {VTL} is situated in an area of 53 acres in Mysore. VTL is a major tyre
manufacturing company and one of the most successful industrial ventures in the state of

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

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.

Register Office at:-


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 Automotive
1970 Tyres and Tubes at Mysore.

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

1977 Taken over by government of Karnataka through KSIIDC.

1980 Commercial production commenced.

1982 Collaboration with M/S AVON Tyres UK.

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

1989 Construction of new Truck Radial Tyre Plant.

1991 Commercial production of all steel truck Radial Tyre.

1992 First against OTR tyre rolled out.

1994 Certified to IS 9001:1994 quality management systems.

1997 JKIL inducted as strategic Alliance Partner {SAP} by government of Karnataka.

1999 Certified to QS 9001:1998 QMS and also ISO 14001:1996 EMS. Turnaround under JK
management within 10 months and declared divided after a gap of 6 years. Massive
modernization and up gradation investing Rs. 224.13 crores.

2000 March-Bias plant-Rs 73.16 crores, December-Truck Radial Plan- Rs 150.97 crores.

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

2004 First Indian tyre company to adopt process based management through Business Process
Re- Engineering {BPR}.


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


JK Paper Limited is one of the leading manufacturers of

reading and writing paper

JK Lakshmi Cement Limited is a well respected name in the

cement industry in India


Fenner (I) Limited is a leading manufacturer of Industrial and

Automotive Belts, Oil Seals, Power Transmission Accessories
and Textile Yarn


The Creme de la creme of dairy foods


At JK Agri-genetics limited, concentrates on Research and

Development, production, processing and marketing of hybrid


The company's principle activity is to manufacture Sugar.

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



Services rendered to various clients for all facets of Insurance

both life & non-life.


Full Service Contract Research Organization (CRO)

1.4 Product/Services profile:

The major products of JK Company are automobile tyre {Nylon tube tyre, radial tube and
tubeless tyre } tubes names.

1} Truck Tyre

1. Jet rib 7. Jet truck

2. Vikrant truck king 8. jet truck

3. Star lug 9. Sand cum hiway

4. Super T.K 10. Truck plus

5. JT king 11. JT Classic

6. Hi Life 12. JETRK

2} Light Tucks
1. Jet rib 3. Fleet king

2. Star lug 4. Truck king

3} O.T.R (Of the Road)

1. VEM 99 E-3 T/L 3. VEM 00 SS E-4 T/L

2. VEM 99 E-4 T/T 4. EGO4 G2 T/T

4} Tubes

1. JK Tubes 2. Vikrant tubes 3. Tube V EX

5} Flaps



JK Tyre has five Modern plants in India which are strategically located at
 Mysore plant-1(VTP) Karnataka

 Mysore plant-2(VTP Radial) Karnataka

 Banmore, Madhya Pradesh

 Kankroli, Rajasthan
JK Tyre has also enhanced its global reach by taking over Tornel a renowed Mexican company,
which has 3 plants in Mexico. All these plants are equipped with World’s most advanced
manufacturing and testing machines.





Three plants in Mysore are
VTP -Vikrant Tyre Plant
OTR – Off the road Tyre plant
RTP - Truck Radial Plant

Kankroli Tyre Plant 210.00

Banmore Tyre Plant 165.00

Vikrant Tyre Plant 321.95

TOTAL 696.95

nature of the business carried.

JK Industries is engaged in manufacturing and marketing of automotive tyres, tubes,

flaps.Products Involved:

 Cross ply and radial tyres for light commercial vehicles.

 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. JK Tyres ranked 16th largest company in the world.

2. ISO 14001 accreditation for environment and safety.

3. India’s first T rated tyre launched.

4. Mercedes Benz launched on JK Tyres radials first tyre manufacture in the world to get
ISO 9001.

5. Only tyre manufacture to get E mark certification.

6. First tyre manufacture in the world to get QS 9000.

7. Awarded CEPEXIL’S highest export for 1997-98.

8. JK introduced national Go-carting championships.

9. JK industries received FOCUS LAC EXPORT award for the year 1999 and 2000.
10. Certified to ISO 9000 (1994 quality management systems).

11. First Indian Tyre Company to adopt process based management process based
management through business process re-engineering (BPRO).

1.6 Work Flow Model

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
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.

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

JK Industries limited formerly being public sector unit, is a democratic and well

organized structure in itself. The lower level and functional level managers are consulted and

consultations are analyzed before the top management takes any decisions.

Task to be performed are assigned to separate functional heads.

JK Industries limited adopted the BPR (Business process re engineering) concepts, its


 Radically improve the process and make changes in the way business is done.

 Integrate and align all business processes and sub processes.

 Reduction of cycle time a reducing cost for all business transactions.

 To reduce Bureaucracy and excess fat.

JK Industries (VIP) Board of Directors:

Chairman : Hari Shankar Singhania

Vice Chairman & Managing Direction : Raghupathi Singhania

Directors : Arvind Narottam Lalbhai

Arvind Singh Mewar

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


Human Resource Human Resource

Technical Manufacturing Management
Engineering & Production
Legal & Commercial Deputy General Manager
Chief Manager
Quality Assurance
Sales & Marketing

Deputy Manager

Senior Officer


Officer Trainee

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


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:






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)


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 JK

industries the head of CMO is at Delhi.

 The marketing of all steel truck radials Tyre is managed by the Truck Radial Groups

(TRG) head office at TRG in Bangalore.

3) Exports Department

JK industries are exported to over 68 countries. Major countries include United States of

America, Australia, Nether land, United Kingdon, Newzeland, Hong Kong, Africa, most of

Middle East countries and Asian Countries.

4)Main problems in Exports:

The exporter is fully geared up to meet the expectations of the customer there is no

authority or control for lot of other aspect with are behind the control some of ht problems are

common to the exporter.

 Availability of container ships

 Date of departure of ships

 Delay by the concerned people of the inspection agencies.

 Port strike and other disturbance

 Customs authority.
2.3 Human Resources Department :





Training system in JK Industries limited (Vikrant Tyre Plant)


To establish the training needs and impart training to support organizational

objectives of enhancing knowledge skill and effective utilization of human



 A JK industry is a production oriented company has a majority of work force that the

technically oriented and also management executives.

 Training becomes a part and parcel of inputs given by the company to its employees. So

it is great importance to know the training system in Vikrant.

 Training records helps to measure the effectiveness of sending various people on training

and those who really need help It has been rightly said “if you plan for a year, plant a

corn, if you plan for a decade, plant a tree, but if you plant for a century, plant a man”.

This is the philosophy, which guides the people policies at JK Tyres.

Work Culture:

JK Tyres provides enabling work culture with a clear sense of vision; mission and
strategies in which people work with clear goals and there by achieve more. Goals are set,
performance are reviewed transparently, starting with self assessment. Merit is recognized
through proportionate reward and growth opportunities
2.4 Quality Assurance Department:

Quality Assurance - Head

Quality Assurance - Manager

EMS (Environmental Management

Services) & Safety Manager

Quality Maintenance Service –


The people of JK Tyres have an organization committed to quality in everything they do.

They continuously anticipate and understand customer’s requirement, convert these into

performance standards for their products and services and meet these standards every time. Full

customer satisfaction both internal and external is the motto.

Certificate of Quality:

 ISO 9001

 QS 9000

 Environment Management System (ISO 14001)


 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 JK industries (Vikrant tyre plant)

a) Raw materials stores

b) Engineering Stores

c) Finished goods stores

The function of raw materials stores and finished goods stores are centralized in the Head

Office itself. For all 4 plants of JK industries the Head Office itself controls purchase decisions

and supply of raw materials.

a) Raw Materials Stores:

The stores manager does inventory management of raw materials stores. In JK Industries

(Vikrant Tyre Plant) first – in – first – out (FIFCO) method is followed. The head of purchase

department (raw material purchase department) does any purchases regarding the raw materials.

b) Engineering Stores:

In this stores materials like spares parts of machinery’s needed for the purpose of

production in dealt. This department does the inventory management itself. This department

takes the purchase decisions. Are ordering level is fixed for each material, when the materials

reaches the re-ordering level the computer itself identified it and keeps purchase request to

purchase department.

The reordering level is calculated on the basis of lead time. Buffers stock is also

maintained to meet emergent requirement.

c) Finished goods stores:

The finished goods are stores and preserved in finished goods stores in order to protect it

from rain, dust and water.

It is the duty of FGS head to distribute the finished goods directed by the supply chain

management. Supply chain management decides to day to day distribution.

All the finished goods after the final inspection are kept at the transferring area. A

finished goods transfer note is prepared in triplicate. The content of this note are materials,
descriptions and quality. The original copy is sent to central excise wing and duplicate is sent to

production department and triplicate copy is sent to PPC department.

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.


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.




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.


 JK Tyre is the only company which has adopted TPM {Total production maintenance}.

 First truck/bus steel radial plant in India.

 Over rise decades of experience in tyre manufacturing.

 It is self sufficient in tyre production.

 In Bangladesh it has no, position in market share.

 Absorption of international technology to suit Indian conditions.

 Well-knit distribution network.

 Exports to more then 68 countries in the world.

 It has 21% market share in India.

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


 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 JK Tyres, Vikrant plant, Mysore.

 The company is incurring more cost compare to other tyre manufacturer.

 Welfare of the labour is not taken into consideration.

 Low productivity of labour, in comparison to world standards.

 High cost of raw materials in comparison with the goal standards, smaller size of plant
and hence less economic units.


 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.


 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

 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.
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

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
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

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

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

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

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
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.


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 JK Tyres and
Industries Ltd., examines its effectiveness. This project also helps to know the inequalities with
regard to employees and effective procedure to solve them.


 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
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.

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.

 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

 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.

 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.

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




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





 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

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

2. Company profile and annual report.

3. .