PART- A CHAPTER-1

INDUSTRY PROFILE:
ABOUT TYRE AND TUBE INDUSTRY: The rubber industry had its beginning in the year 1887, with the process of tuber. Vulcanization by Charles Good year. However, the growth of the industry received a big boost towards the end of the century, when Boyd Dunlop succeeded in making the vulcanized rubber into inflatable tyres. Since then the tyre industry has constituted a major segment of the rubber industry all over the world. Even in India, automotive tyres and tubes account for a major part of the Indian rubber product industry. TYRE AND TUBE INDUSTRY IN INDIA: Indian tyre and tube industry is about 60 years old. The tyre and tube industry was and continues to be in the core industry sector. Tyres are covered under the Essential Commodities Act. The predominance of the foreign multinational prevailed in 60s has been considerably reduced. The history of the Indian tyre industry could be divided into 4 periods. 1920 1935 ( Multinational trading in tyre) 1935 1960 ( Multinationals manufacturing era) 1961 1974 ( Broadening of production base ) 1974 1985 Trading tyres in India was first started in1920 by firestone, followed by Good year in 1922 and later by Dunlop in 1920. Dunlop set up the first tyre factory at Saharanj, West Bengal, in the year 1936. Firestone set up a factory at Mumbai. At present there are 20 licensed companies and 24 factories which included 11 large companies manufacturing the full range of tyres and tubes. The Indian tyre companies are having collaboration with tyres companies of U.S.A, U.K, West Germany and Japan. Significant changes occurred in the tyre and tube manufacturing process, change over form rayon to nylon and introduction of radial tyres of both steel belt and fiber glass are most important. The hot cure conventional retreading process is replaced with cold cure retreading process. The truck and bus tyre and tube milling and load carriage capacity has gone up by

25%. The tyre industry is Rs.3500 crore plus which manufacture tyres and tubes for truck and buses, light trucks, jeeps, cars, tractors, tractors trailers, power tillers, scooters, motor cycles, moped cycles, earth moving equipments and dumpers, aircrafts and special defense vehicles.

The large tyre units are Apollo, Bombay tyres international, Ceat, Dunlop, Good year, J.K Modi, M.R.F, Premier, TCI, VTL, Birla tyres. The company which manufactures tyres and tubes primarily for two and three wheelers are Metro tyres, Sri Chakra, Falcon, Stallion, Transport, S.Kumars. The production of tubes by the large and medium sector is 80% of the tyre production. The tubes are manufactured from natural rubber as well as imported butyl rubber. Tyre inner tubes are covered under packaged commodities Act. The government for the tyre industry set up various committees. Way back in 1955, the tariff commission was set up. The major trust of the commission report was the decentralization of the tyre industry. Between 1974 and 1985 the government referred to Bureau of industry cost and price (BICP) five times for cost and price study of tyre industry. But, the studies of the BICP were not made public. In May 1074 the Government set up a committee on tyre industry with Mr. M Satyapal as chairman. This committee submitted its report to the Government in 1985. Report has not been published. MRF, Ceat, Dunlop, Apollo and Modi rubber dominates the industry together accounting for much as 60% if total output. Among individual companies, MRF is moving into aircraft tyre manufacturing in collaboration with Uni. Royal Goodrich. The total capacity of Ceat has gone up to 45 lack tyre with the commerce of Walaj Plant and has plans to manufacture nylon cord tyres. Modi rubber industry has the Modipuram plant and Modinagar plant is under implementation. Vikrant tyres with a new all steel radial tyre plant and have plans to manufactures nylon cord tyres. A Vikrant tyre with a new all steel radial tyre plant for truck and buses is the only company modernizing the existing plant and manufacturing and new technological tyres of International standards and acceptability, Indian Tyre Industry is all set to capture a major share in export and increase its share of export to various countries. The tyre industry is a raw material intensive industry. Raw materials account for about 55% of the total production cost. Two of the four major raw materials used in the tyre making

i.e., Nylon Tyre cord and Synthetic rubber are petroleum-based derivatives. In India, the ration of synthetic rubber to natural rubber in the profile of raw materials consumption is approx.20:80, which stands in sharp contrast to the ration of 70:30 for developed countries. Natural rubber is more resistant and is therefore more suitable to Indian roads/conditions.

INPUTS FOR TYRE INDUSTRY: The major row materials and their weight age in the total material structure are: i. ii. iii. iv. Natural rubber Synthetic rubber Carbon rubber Nylon tyre cord/yarn 25% 14% 13% 34%

Remaining share of the Raw Materials of 14% approx. is accounted by rubber chemicals. NATURAL RUBBER: It is the most important rubber material used in the manufacture of tyres. Natural rubber accounts gore about 10 %( by weight) of the total raw material requirement in the manufacture of tyre and tube. The productivity of natural rubber in India is one of the highest in the world, but still India is one of the highest consumption of natural rubber in the world, but still India faces shortage of natural rubber. The tyre industry consumes about 48% of the natural rubber produced in the country. Till the year 1988, government controls the price of natural rubber. Whereas, now the government fixes what is known as the Bench mark price which is the minimum price to help small farmers to maintain margins. There is no ceiling on the maximum price. Due to the above, the prices of natural rubber have been fluctuating widely. SYNTHETIC RUBBER: Styrene Butadiene Rubber (SBR), manufacture form petroleum feed stock, is mainly used in passenger. Poly Butadiene Rubber (PBR), also manufactured form petroleum feed stock, is mainly used in heavy duty truck tyres.

Butyl Rubber is a synthetic rubber mainly used for making inner tubes used in tyres. Entire quantum of 24,000 MT of this variety of tuber consumed in 96 97 was imported as number of companies in India manufacture this kind of synthetic rubber. CARBON BLACK: Carbon black is a petroleum based in organic chemical in the form of quasi graphite powder of extreme fineness and with high surface area composed essentially of elemental carbon. The main input required in the manufacture of carbon is generally divided into two grades viz., soft and hard grade. Soft grade carbon black is used inside the ply. For coating of fabric and the hard grade is used for treads in tyres. About 60% of the carbon black produced in India is of the soft variety. NYLON YARN / FABRIC / TYRE CORD: Nylon tyre cord is an essential reinforcement material. Weight age of nylon tyre yarn in terms of cost of the Raw material used is the highest at about 27%. Caprolactum is the major raw material used in the manufacture of nylon tyre cord. It imparts strength and tenacity of the tyre. it also reduces the wear the tear of the tyre. The tyre cord is placed below the tyres treads which is in contact with the road FUNCTIONS OF THE TYRE AND TUBE: Tyre and tube provides steering response. Durable and easy to drive. Has load carrying capacity. Provides cushioning ability. Cooler running and gives more mileage. Having a minimum noise and vibration. Supplies load holding ability. Passengers safety. THE FACTORIES LOCATED IN INDIA: S.L No 1. INDUSTRIES Speed Ways Tyres Limited PLACE Jalandhar ,Punjab

2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18.

Metro Hindustan Tyres Limited Poddar Tyres Govind Rubbers Goodyear India Limited Kankroli Tyres JK Tyres Bajaj Tyres S Kumars Tyres Bridgestone ACC Apollo Tyre Limited CEAT Limited South Asia Tyres Balkrishna Tyres Mrf Limited Vikranth Tyre Limited Falcon Tyre Limited Radio Tyres Limited

Punjab, Ludhiana Punjab, Ludhiana Punjab, Ludhiana Bhiwadi, Rajasthan Ballabgrarh, Haryana Bhiwadi, Rajasthan Jaykaygram, MP Indore, MP Indore, MP Indore, MP Indore, MP Indore, MP Aurangabad, Maharashtra Aurangabad, Maharashtra Mysore, Karnataka Mysore, Karnataka Kochi, Kerala

CHAPTER-2

COMPANY PROFILE:

A.BACKROUND AND INCEPTION OF THE COMPANY: Dunlop Polymers. Pvt. Ltd which is previously known as JACOB AND JACOB POLYMERS PVT. LTD. This was incorporated in the year 9th June 2003 under the companies Act 1956. The company having its registered office at Karnataka and factory is situated in Mysore, Karnataka state, India, bearing a registration no DPPL is a part of Mr. Ruia group: manufacturing and marketing a range of nylon bias ply tubes for, two, three wheelers, passenger cars, jeep, light commercial vehicles and farm vehicles, under DUNLOP brand for the domestic market and FALCON BRAND FOR for overseas market. The companys product I.e. the tubes is preferred choice of all leading manufacturer in India which includes: Bajaj Auto Yamaha Motors Escorts Hero Honda Motors Majestic Auto LML Kinetic Engineering

Kinetic Motor Company Royal Enfield Motors.

DUNLOP POLYMER PVT. LTD. It is inspiring for its full pledge manufacturing set up and offering maximum solution under one roof with highly trained employees and always maintaining the highest standards of ethics and social responsibilities and mutual beneficial relationship with all its customers. DUNLOP POLIMERS PVT LTD is an automotive inner burl tubes manufacturing company promoted by technocrats, which consist of around 400 workers, including staffs. They were known for expertise in manufacturing and customization. DUNLOP POLYMERS PVT LTD... Offer a range of products to customers that meet their expect requirement without compromising the specification, performance and cost exception. The company is equipped in house with facility to manufacturing automotive butyl inner tubes the entire team of DUNLOP POLYMER PVT. LTD is committed to quality and customer focused. The company is continually working towards customer satisfaction by providing Quality products and timely delivery. Company humble beginning has grown steadily by sharing maximum business from our valued customer year after year. To meet growing demand the company is working on further expansion and diversification. The main objectives of the company are: Initially the company is committing to achieve the following goals To achieve customer satisfaction from the present level of 80% to 90% top management and all production To provide training to all personnel on a regular basis at least once in s year top management

B.NATURE OF BUSINESS CARRIED: Dunlop Polymers Pvt. Ltd. is a manufacturing and trading and marketing of tyres, tubes and flaps. The products are as follows: Two Wheeler Three Wheeler Agricultural equipment like tractors, power tillers, and animal driven vehicles like bullock carts etc. C.VISION, MISSION AND QUALITY POLICY: VISION of DPPL To set global benchmark in each segment of our operation and in the process delight all our customers, employees and stakeholders. MISSION of DPPL The Ruia Group will always strive to be a socially responsible corporate citizen, dedicated to providing value for money to its customers through the operational excellence of its process, partners & employees where the focus is on continuous improvement of the quality of all its products and processes. QUALITY POLICY of DPPL Dunlop Polymers Pvt. Ltd is committed to supply quality, tubes and flaps on time to achieve fullest customer satisfaction. It shall achieve this by providing training to all levels continually improving the system and process. PRODUCT PROFILE: The company is having an exclusive right to manufacture and marketing of DUNLOP Brand and Tubes, The brand Dunlop tubes is very popular in Indian market. The products available for under mentioned vehicles at different sizes. Butyl Tubes for two wheeler Segment:

 Motor Cycle Scooter Moped Butyl Tubes for Three Wheeler Segment: Auto Butyl Tubes for Four Wheeler Segment: Cars\Jeeps Light Commercial Vehicles Truck/Bus

AREA OF OPERATION GLOBAL/NATIONAL/REGIONAL The company engages in manufacturing of a wide range of nylon bias ply tyre and butyl tubes for two and three wheelers, cars/jeep, light commercial vehicles and farm vehicles brand for overseas market. It is located in the garden city of Mysore situated in metagalli industrial area of Karnataka industrial development board, Mysore in 4 acres land area, where it produces tyres and tubes for two- and three- wheelers. The company is operating all over India mainly KOLKATA HEAD BRANCH Kolkata Chennai Bombay Mysore

OWNERSHIP PATTERN

Share Holding Pattern:

Name M/s Walker Properties Pvt. Ltd.

No of Shares 799990

Amount 7999900

Mr. M.L. Khandelwal with M/s Walker Properties Pvt. Ltd. 10 100

Total

800000

8000000

About Walker Properties Pvt. Ltd M/s Walker Properties Pvt. Ltd is a Investment Company, is Holding Company of Dunlop Polymers Pvt. Ltd, and also part of Ruia Group. About Ruia Group The Ruia Group a fast emerging industrial conglomerate with interest infrastructure & engineering, tyre & rubber products, sugar and electronics, has a phenomenal growth since its inception in 1993. The able leadership of its Chairman Mr. Pawan Kumar Ruia has given the Ruia Group a formidable reputation in turning around ailing industrial giants through innovative management practices. The core capability of the Ruia Group lies in identifying the opportunities and reinventing the acquired companies. Headquartered in Kolkata, the Ruia Group has workforce of about 9000 skilled, committed and qualified professionals.

In 2005 the Group took over tyre major Dunlop India Ltd from its erstwhile promoters. In recent year the group has extended its business empire overseas by acquiring stateof-art electronics enterprises in Malaysia and Schlegel Automotive Europe Ltd., UK-based manufacturer of automotive sealing systems. The Ruia has its overseas offices in New of automotive sealing systems. The Ruia Group today has a pan India presence with manufacturing facilities at Kolkata and Sahaganji (West Bengal), Chennai (Tamil Nadu), Mysore (Karnataka) and Offices in New Delhi, Mumbai, Chennai, Bangalore and Bhubaneswar. The Ruia has its overseas offices in New York, Kuala Lampur, Singapore and Guangxhou (China) and manufacturing units in London and Kuala Lampur (Malaysia).

COMPETITORS INFORMATION: Dunlop polymers currently manufacturing around 7, 80.000 tyres tubes per month. Each and every industry faces severe competition both in the national and international market. DPPL faces stiff competition from other tube manufacturing companies. Many of these companies manufacture tube from natural rubber, which is costly compared to the tubes manufactured from butyl rubber. This is an imported rubber and very costly. Following are the competitors: MRF Apollo Hero Honda TVS Sri chakra CEAT Birla Bridgestone Good Year

WORK FLOW MODEL OF DPPL:

Receipt of Stock Final Mixing Receipt of Chemical Testing Blue patches, Chalk POWER & Blue / White paint R A W M A T E R I A L S S T O R E WORK AWAY COMPOND (20%)

Extrusion

WORK AWAY

AGEING

Precutting

WORK AWAY

Tube Joint paint

Splicing

WORK AWAY

Valve, Valve base paint

Valve Fixing

WORK AWAY

Chilling

WORK AWAY

Preforming

WORK AWAY

Curing

Inspection

REWORK SCRAP

Core, Nut,, Washer & Packing bags

CORE Fixing

Finished

Workflow model gives the detailed tyre manufacturing process and also tube manufacturing process. It is a systematic process which is explained in detail as follows. TUBE MANUFACTUCRING PROCESS AND PROCESS SPECIFICATION RAW MATERIALS: BUTYL Butyl rubber, a copolymer of isobutylene and isoprene and is used in the manufacture of automotive tubes because of its low permeability of gases. EPDM It is a copolymer of ethylene and propylene which posses very good resistance to ageing and also low cost, since it is used with butyl for manufacturing of tubes. CARBON BLACK Carbon black used in rubber compounds to provide increased strength & produced by burning crude oil in a special type of furnace. OIL : Paraffin/Aromatic/Naphthenic oils are used as an extender. ZINC OXIDE: Used as an activator in butyl rubber compound. STEARIC ACID: Stearic acid in combination with oxide & acts as a activator and also act

as an internal lubricant. RECCLAIM RUBBER Butyl reclaim is a processing aid. CURATIVES Sulphur act as a vulcanizing agent. ACCELERATORS Trim ethyl tetra mine and mercapto benzyl thiozole.

MASTER BATCH MIXING: Master batch mixing of butyl rubber inner tube compound is carried out in an internal mixer but finalization (addition of curatives) may be carried out in open mill or internal mixer. The objective of master batch mixing is to disperse the carbon black in the butyl with the minimum of macro agglomerates and stock porosity. It has offend been considered that carbon black addition in a conventional butyl mixing cycle should quite early as the polymer does not undergo palpitation during mixing. However, a degree of mastication of the butyl rubber converts the initially formed sumps into a continuous mass, which more readily accepts black typically the first black addition is made after one minute of rubber mastication. Zinc oxide and or stearic acid should not be added with the polymer initially as they coat it, reducing shear and adversely affecting mix quality. Zinc oxide is preferably added with the first black and stearic acid with the subsequent black oil addition. Process oils should not be added with the first black as they reduce viscosity and shear. They should be added with the last black addition. Dump temperature of 155-165 degree C are indicated for optimum mix quality. Higher mix temperature is mandatory to ensure complete chemical reaction. Dump temperatures must exceed 125 deg. Cent. To ensure dispersion of polyethylene butyl bale wrap. STRAINING: Straining is process of eliminating foreign matter from the compound as the wall thickness of the tube is very to tolerate the same. Butyl inner tube compounds are strained to remove foreign matter, black agglomerates, etc.., efficient cooling and minimal heat history are prerequisites for straining finalized compounds preferably should go directly to the Extruder is sometimes practiced. The compound must be particularly well-mixed and high quality curatives used to avoid frequent screen changing. Straining is carried out after master batch mixing.

STRAINER EXTRUDER Mesh size Strained rubber compound temperature Extruder screw RPM FINAL MIXING: Curatives may be added to butyl inner tube compounds on the open mill before finalizing; it is desirable to rest the master batch for a minimum of two hours preferably overnight to allow cooling and some equilibration. This allows maximum rubber-carbon black interaction, which improves green strength. CURATIVES TMT, MBT are accelerators and sulphur act as vulcanizing agent. Final mixing is carried out in two ways, 1. Understand master batch mixing 2. Strained master batch mixing. EXTRUSION: Hot feed extrusion is the most widely practiced technique. A tube of uniform of dimensions with minimum porosity is the objectives. In hot feed extrusion, particular care must be taken to ensure an adequate supply of compound strip, with minimum porosity and at the correct temperature. A small rolling bank should be maintained on the feed mill. The mill should not be over loaded, a slight excess of stock is desirable in the extruder feed box to make sure that the screw flight are full, thus preventing an excessive intake of air with the feed. Feed strip temperature of 110 to 120 deg. Cent. Give efficient extrusion. The take off conveyor sped should match the extrusion speed and pulling down should avoided as it results in increased tube wall porosity and uneven shrinkage on cooling. The crown which undergoes thinning in the forming operation is usually extruded 1.5-1.6 times the thickness of the base. : 40/50 mesh backed by 20 meshes : 125o C max : 60 max

Talc or other dusting is blow into the interior of the tube during extrusion to prevent the collapsed tube sticking to itself. The application of blue line compound to the butyl tube during extrusion is useful it identifies tube as butyl to re-claimers. A light thin line only should apply so that it is dry before entering the cooling bath. Butyl inner tubes should be well cooled after extrusion by passing through a cold water spray. It is particularly essential that the folds are well cooled, warm folds are particularly susceptible to fold breakdown. All water should be blown off the surface of the tubes after leaving the cooling section. A polyethylene patch is applied to the hot tube in the area where the valve will be placed. The polyethylene should be plain and un patterned. The tube is then dusted or dip coated externally with talc. Tubes are then cut to length and usually passed to storage in the bear trap racks. If possible the green tubes should not be stacked, as this can result in fold break down. The tubes are preferably stored for the duration of two hours, which will ensure a good condition for splicing. GREEN TUBE STORAGE AFTER EXTRUSION SHOULD NOT MORE THAN 4 HOUR.

VALVING:

Butyl inner Tubes should be fitted with butyl rubber valves. Valving before splicing allows the tubes t

Valve cement is made from the inner tube compound with added tacakifier resin. The valve cement is Butyl inner tube valves should be consolidated using specified valve consolidation die; the valve consolidation time varies from 6.0 sec to 8.0 sec. Depending on tube sizes.

Oven temperature Drying time (Minutes)

: 60+/- 5.0 deg. Cent. Min. 20 / Max. 30

SPLICING:

Splicing is a fundamentally important step in Butyl inner tube production and must be performed as ef

Butyl tubes are spliced by automated butt splicing machines, the ends of the inner tubes to be joined a

SAFETY FEATURES

1. Twin starter buttons requiring two-handed operation. 2. Clamps lift if starter buttons released before they have completely descended. 3. Kick bar immediately lifts clamps and opens table or lifts clamps and stops knife according to which part of cycle is in progress. 4. Guarded clamp covers table opening on machines.

SPLICE QUALITY CRITERIA

An uncured splice made on a well-adjusted universal splicing or semi universal splicing machine shou 1. Well consolidated fold region, internally and externally with minimal distortion and breakdown. 2. Good overall alignment, internal and external (i.e. no joint stepping) 3. 15 to 25 % thickness build-up 4. No rind tails or cracks. STORAGE: After splicing, green tube should be carefully stored on racks, Storage time should not be longer than 24 hours and the storage environment should reasonably clean and cool.

SPLICE CHILLING: Chilling of the butt splice Butyl tube to increase its green strength and minimize splice opening during the subsequent operation is required. The most common method of chilling is by laying the splice section over a pipe through which cooled bring circulating. Splice should not be over chilled & the chilled time being usually equivalent to the duration of the cure cycle. Care should be taken to ensure that no moisture remains on the tube when it is placed in the press, the presence of moisture may cause defects.

FORMING: Forming is the operation in which the uncured tube is inflated to about 97 to 98% of its final cured volume before placing it in the press. Forming Rings should be designed to

minimize any expansion of the base of the tube, concentrating it on the thickened crown section. Tubes should be slowly inflated. It is advisable to use a guide to control the degree of inflation. Over formed tubes are susceptible to thinning and may crease in the mould. Forming rings should not be located very close to presses as the heat from the press may cause splice opening or thinning.

VULCANIZATION: Inner tubes are vulcanized in quite simple press, often with a hot block to increase the temperature in the thicker valve region. Inner tubes area inflated internally with compressed air. Normally, Butyl inner tube curing temperatures are 190-200 deg. Cent. And curing time will of course vary with size and thickness. Mould surfaces should smooth and clean both from the standpoint of the appearance of finished tube and ease with which the stock flows in the mould. Dirty moulds can lead to poor stock flow and buckles.. Moulds to be cleaned with diesel or alkali (5%) in water. Moulds should be well vented and the vents kept clear to prevent dimpling. Internal air pressure External temperature (Curing temperature) INSPECTION: After vulcanization the tubes should inspected carefully for flaws that might affect serviceability using a combination of visual and manual techniques. Particular attention should be given to the splice and the valve region, the most common sources of defective tubes. :7.0 +/-0.5 Kgs. :195--205 Deg.cent.

The tubes next are usually vacuum evacuated, folded and packaged for storage and shipments. A good practice is to package the tubes in sealed polyethylene bags, which will help prevent ozone attack during long storage.

RECYCLING OF COMPOUNDS:

In the manufacture of butyl inner tubes a certain amount of uncured stock, which must be recycled fo have been damaged during storage. If there is no scorched material or other foreign matter in the rubber, this material can be used at up to 10 to 20% during final mixing.. It should be at uniform rate on the final mix mill or warm-up mill, but it should be remembered that recycle reduces the scorch safety of new compound

Material for recycle must be free from water and extraneous materials such as valve patches and valves. Thus care must be taken to exclude water at all possible pints of entry. Water together with dusting agents and polyethylene patches, can be a potent source of blisters and porosity in cured inner tubes.

INFRASTUCTURAL FACILITIES:
Infrastructural facilities mean the basic requirements that the company should look after in order to ensure free flow of activities. The company is providing following infrastructural facilities in order to satisfy its workers, distributors and customers. The company provides all the facilities stated by factories Act of 1948. The company provides the following facilities to the employees in the factory:1. Uniforms 2. Allowances for Shoes and Socks 3. Canteen and Lunch rooms 4. Time office 5. Lighting and ventilation 6. Sufficient water supply & Rest room for employees 7. Well-furnished meeting hall with A/C 8. First Aid facilities for workers and Health care centre 9. Safety/Security and Parking facilities

ACHIEVEMENTS / AWARDS:

ISO 9001:2000.Certificate ISO/TS 16949:2002 Certificate ISO/14001:2004 Certificate 18001:1999 Certificate

FUTURE GROWTH AND PROSPECTUS:

Profit maximization High quality of products To be the No.1 company. To be the large tube exporter company of India. Manufacturing cycle tyre CHAPTER-3

MCKENCYs 7 S FRAMEWORK:
INTRODUCTION: The 7-s model is better known as McKenzie 7s. This was developed by Tom Peters and Robert Waterman who had been consultants at the firm McKenzie. They published their 7-S model in their article Structure is not Organization (1980) and in their books The Art of Japanese Management(1981) and In Search of Excellence (1982). Just as the 7wonders of the world serve as the mirror to worlds beauty, so does these 7elements constitute the entire company as a whole. The mode consists of 7 elements. Those 7 elements are distinguished in so called hard Ss and soft Ss . The hard elements are feasible and easy to identify. They are strategy, structure and system of the organization. The four soft Ss are hardly feasible. They are highly determined by the people at work in the organization i.e., style, staff, skills and shared values.

Structure DUNLOP has Functional organization structure. Where there are different departments and under these departments there are sub managers according to their preferred jobs.

ORGANIZATION STRUCTURE

CEO

Finance Department

HR Department

Purchase Department

Production operation Department

Project Departmen

Marketing Department

DGM / Manage

DGM / Manager

General Manager

Producti on

Quality

Mainte nance

General Manager

General Manager

Manager

Manage r

Manager

V P Operation

Manager

Manager

Senior Manager

Senior Manager

Senior Manager

Officer

Officer

Officer

Officer

Officer

Officer

Officer

Officer

Shift Work Men

Shift Work Men

Shift Work Men

The structure describes the hierarchy of authority and accountability in an organization. These relations are frequently diagrammed in organizational charts. A structure is a formalizing of relationship role and responsibility in order to recognize and perform work The DPPL has well built organization structure. Since its activities has grown by expanding their overall scope of operations through further penetrating existing markets by introducing similar products in to additional markets it has adopted functional organization structure. Board of Directors in DPPL Mrs.S.Ravi : Director Mrs.Virendar Kumar : Director Mrs.S. Badrinarayan : Director Mrs. Rohith patesaria : Director

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 departments of the company. The skill differs with respect to

performance of the job for instance- in quality control they need an engineer and in HR Department they require post graduate with specialization in HRM. The manpower at DUNLOP a is huge and capable. The workers are very skilled so the company is capable of accepting and performing any type of the orders and executing it will before schedule and to the expecting of the customers. The employees are well versed skilled on their particular job performance. The training is provided for the employees where employees will get to learn all innovative things about the process. Style: Tangible evidence of what management considers important by the way it collectively spends time and attention and uses symbolic behavior. If it is not what management says is important, it is the way management behaves. In Dunlop there exit a highly participative style of management. The employees are given full importance there is democratic environment. Even workers are allowed to express their views freely by suggestions schemes and best suggestion is awarded. Strategy: A company plans in response to or anticipate changes in the external environment. Strategy sets out vision, mission, objectives, major action plans and policies of the entire enterprise. These set out the picture of the organization in the future. In a typical pattern, it spells out the overall organization strategy. The main strategy of Dunlop is provided wide range of products at superior quality to the customers. In order to achieve this, company has expanded the existing manufacturing capacity and facilities. It is also aiming at product diversification. So, new pattern of tyres and tubes have been introduced. System: System on 7s frameworks refers to the rules, regulations and procedures; both formal and informal rules complement the organization structure. It includes information system, production planning and control system, and budgeting system.

The DUNLOP uses a complete systematized process in all areas of its operations. The company has different organized methods in order to smooth flow of the information from one department to another. Dunlop has good internal control system. A) Information system : refers to rules, regulation and procedures of is formal and informal that compliment the organization system, the flow of activities involved in the daily operation of business including its core process and its support system B) Budget systems : the DPPL set of the flexible budgetary system in their operation C) HR systems : DPPL has proper set of procedure for selecting right candidates to the organization, the DPPL there is a formal flow of communication in two ways i.e. top level to bottom level and bottom level to top level.

Staff: Staff of the company has hired able people, trained them well and assigned them to the right jobs. Employees are the functional unit of the organization. Their selection, training, placement and induction everything is important for the organizations. The company deals with the process by which employees are recruited, deployed and develop their current position, future up-gradation are doing., Selection, training, rewards, recognition, retention, motivation and assignment to appropriate work are considering. Dunlop there are various departments under which employees work, they are very dedicated towards work. The employees are specialized in their respective field of work. There are many welfare schemes in company in order to encourage the workers. As such they are very active and learning oriented. The employees demographics are as under:Total employees Company staffs Company employees & Trainees Contractees Shared Values: 575 65 195 315

DUNLOP believes in the philosophy of continuous improvement in all the aspects of its operations. The organization has the common goals of having production of 500 crores in next 3 years. The company considers employees are the greatest of its assets. Production and productivity comes only to employee welfare. DUNLOP believes that productivity comes only next to employee welfare. The companys focus on the customer and creating culture of interdependence are embodied in its mission statement. The spirit permitting in the organization in turn is reflected in the values, attitudes and philosophy, the corporate values define the ideas and belief the ideas and belief which guide the organizational operation which lay down the foundation of the organizations management philosophy and give raise to particular culture. CHAPTER 4

SWOT ANALYSIS
SWOT analysis is a conceptual frame work for the systematic analysis that facilitates external threats and opportunities with the internal weakness and strength of the organization. The organization study was a great learning experience and certainly enabled me for systematic evaluation of the strength, SWOT analysis was due in the course of internship training in the company for simplified purpose and easy reference on overall SWOT analysis of the company as follows

SWOT ANALYSIS

INTERNAL FACTOR

EXTERNAL FACTOR

STRENGTH

WEAKNESS

OPPORTUNITIES

THREATS

STRENGTHS OF DPPL:
95% Capacity Utilization The companys main aim is to achieve the Economies of scale through mass production with the less cost of production from this they are capable of utilization the 95% of the maximum capacity utilization. Flexibility in production Due to easy supply of raw materials and shortage of raw material the production department does not face a shortage of raw material and also the helping hand of loyal works to their work, makes the production unit flexible. Brand Name The company having an good brand name in the market and it is having good trade mark in the customer mind and it is have 500 years old history with good quality.

WEAKNESS OF DPPL:
Less Range of Tubes in Mopeds There are very less dimension of tubes for mopeds. So, the competition will be fixed between very few manufactures Infrastructural facilities The company having poor infrastructural facility in the plant, it is chance to under motivate the workers Man power utility The company having marginal number of employees under graduation, in their production department, testing department and package department.

OPPORTUNITIES OF DPPL:
Developing Export Market Form the recent changes in the export market, due to globalization company can find a large opportunity to place our product in the international market. Achieve volume and ease dependence on OEMs through corporate tie upsWith the mergers & acquisition or collaboration the competitive tyre and tube manufacturings industries the company can enlarge its market share.

THREATS OF DPPL:
Flexibility in Pricing due to server competition To meet the competition in the globalised competitive market company have to reduce the cost of product. So, this is one of the threat. Imports by OEMs Due to the competitors who were original equipment manufacturers, they have started to import the product of OEMs as the Dunlop Company does. Increase in price of natural rubber and crude oilThe raw material prices for the products are raising concentrating much interest in R&D to come out with new ideas. So this is a threat, because the company cannot bear such a large amount on R&D

CHAPTER 5

ANALYSIS OF FINANCIAL STATEMENTS

Comparative balance sheet of DPPL Pvt. Ltd. for the year ending 31 st march 2011 Particulars ASSETS Current Assets Loans and advances Fixed assets Year ending 31st march 2011 35062915 5412360 After 110436524 2010 24935130 2961612 18047201 92389323 9153904 3000 0000 0000 3000 0000 9153904 0 0 511.93 100% 0 0 Increase/Decrease Amount Rs 10127785 2450748 Percentage(%) 40.61 82.75

Depreciation Capital works in progress Investments Deferred tax asset LIABILITIES: Current provisions Share capital Reserves and surplus .Differed Taxation Non Current Liabilities 8000000 17137227 3835156 82254036 8000000 752067 (709619) 170313 Liabilities and 25895397 14257356

11638041 0 16385160

81.63 0 21.79

3125537 -4.40 82083723 481.96

Loan fund

22946887

23476826 (529939)

-2.26

(Source Company Financial Statement 2010 & 2011) INTERPRETATION: The analysis of the report showing the percent of increase or decrease in the balance sheet that the increasing current asset, the fixed assets is increased by 511.93 respect of decrease in the loan funds. The capital work in progress is struggle 100% and there is increase in loans and advances by 82.75 to make a proper work and maintain the cash. The current liabilities & provision is increased by 81.63 compare to last year statement and also increased reserve and surplus up to 21.79 and also increase in noncurrent liabilities by 481.96 in the same time the loan is decreased by 2.26, the differed taxation is recall negative amt to positive way from the above statement we can conclude that the financial position of the company is safe.

Comparative income statement of DPPL Ltd for the year 31st march 2011

Particulars

Years 2011(in lakhs)

Increase/Decrease 2010(in lakhs) Amount Rs 217584556 209094682 227937039 109 185.66 66.85 243699371 Percentage(%) 112

Sales and other income Operating and

461283927

non 437031721

operating expenses Profit before tax Deferred tax 24252206 -4544775 8489874 -66978 2224065

15762332 4477797

Less: Provision for tax 3638180 current year Less: Provision for

1414115

63.58

taxation earlier year Profit after tax 16385160 6332787 10052373 158.74

(Source Company Financial Statement 2010 & 2011) INTERPRETATION: The companys profit after tax has been decreased due to increase in operating and non operating expenses as well as the economic recession. Even though there is an increase in sales as compared to the last year profit has been increased due to 158.74 percent increase in income due to expenses.

CHAPTER 6

LEARNING EXPERIENCE

Doing internship at Dunlop polymers Pvt. Ltd., was a rewarding experience. Inplant training period undergone was for the period of four weeks, where I have learnt so many things about the organization. I reported to Dunlop polymers Private Ltd which gave instructions on how to behave in the factory premises and instructed me to follow the rules and regulations of the organization. The most significant lessons, which I have learnt from the organization, is that employees are the most valuable assets of the organization and it is very important to keep them satisfied. Being in the organization for ten weeks, I have learnt the following disciplines: Managerial knowledge such as planning, organizing, directing, controlling and decision making. The Dunlop polymers pvt., ltd., manufactures different ranges of tubes like scooter tubes and motor cycle tubes. The company has given high priority for quality of the tubes and also customer satisfaction. More care was taken by the top managers to the workers regarding their health and safety. All the workers were given with uniforms, shoes and sox while their work. No outsiders are allowed into the company without permission letter and security people take due care of this, which indicates the importance given by the company towards security of employees/organization and secrecy. All infrastructural facilities and safety measures are provided to the workers at work place to avoid accidents. In order to motivate the employees, the company follows an internal recruitment process through promotions on the merit cum seniority. If suitable employee not available internally, they go for external recruitment.