ABSTRACT

Industrial training as the name suggests in the preparation for the future project
implementation. Training at J K Tyre, Mysore plant was been a very good learning in all aspects.
In the training phase first of all I came know about the company, the work done, the products
manufactures, projects done, the standards maintained by them during the whole process of their
work.

During the Industrial Training period at J K Tyre, I studied the organization details,
Company profile and the functions of Grievance Handling at J K. The study requires thorough
knowledge of organization. The study focuses on the different departments and their functioning
and the methods to improve the organization. So, this study provides a wide scope for the student
to gain an insight into the practical aspects of the working of an organization and thus increase
his managerial skills.

Department Of Mechanical Engineering, C.I.T.Mandya 1

 Table of Contents
CHAPTER 1 ................................................................................................................................... 3
Company profile ............................................................................................................................. 3
1.0 Company Photography………………………………………………………………..4
1.1 Vission,Mission and Quality Policy…………….…………………………………….5
1.2 JK Industries…………………………………………………………………………..6
1.3 JK Group Diversification…………………………………………………………….12
1.4 Products/Service profile……………………………………………………………...14
1.5 Manufacturing Locations…………………………………………………………….15
1.6 Work Flow Model……………………………………………………………………19
1.7 JK Industries (VIP) Board of Directors……………………………………………...25
CHAPTER 2 ..................................................................................Error! Bookmark not defined.
Organization Structure .................................................................Error! Bookmark not defined.
2.1 Organizational structure……………………………………………………………...28
2.2 Finance Department………………………………………………………………….29
2.3 Marketing Department……………………………………………………………….31
2.4 Human Resource Development……………………………………………………...34
2.5 Quality Assurance Department………………………………………………………35
2.6 Store Department…………………………………………………………………….36
2.7 Training………………………………………………………………………………39
CHAPTER 3 ................................................................................................................................. 34
Grievance Handling ..................................................................................................................... 34
3.1 Objective of study……………………………………………………………………48
3.2 scope of study………………………………………………………………………..48
3.3 Methodology…………………………………………………………………………49
3.4 Effect of Grievance…………………………………………………………………..50
3.5 The benefits of a Grievance Handling Procedure……………………………………50
3.6 The Discovery of Grievance…………………………………………………………51
3.7 Forms of grievances………………………………………………………………….52
3.8 Model Grievance handling Procedure……………………………………………….55
Conclusion.................................................................................................................................... 44

Department Of Mechanical Engineering, C.I.T.Mandya 2

 CHAPTER 1

Company profile

Department Of Mechanical Engineering, C.I.T.Mandya 3

Chapter 1
COMPANY PROFILE

1.1 Company Photography:-

Vikrant Bias Tyre Plant

Fig 1.1:- JK Tyre Plant-1

Fig:-1.2 JK Tyre Plant-1 Main Gate

Department Of Mechanical Engineering, C.I.T.Mandya 4

1.1 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 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.

Department Of Mechanical Engineering, C.I.T.Mandya 5

1.2 JK 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
advancement.

Department Of Mechanical Engineering, C.I.T.Mandya 6

 Table No:-1.2 Background and inception of the company
First in India to manufacture calico prints- {Juggilal Kamlapat cottons spinning and
1933
weaving mills company, Kanpur.}
First in India to manufacture steel bailing Hoops for jute and cotton and to make the
1940 country self sufficient by meeting the entire demand- J.K Iron and Steel Co. Ltd.,
Kanpur.
First in India to produce Aluminum Virgin Metal for Indian Bauxite-Aluminum
1944
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.
First in India to set up a Hydraulically operated Cane Crushing Mill for Kandsari Sugar
1960
Plant and completed 100 ton plant.
First in world to set up a plant for production of Hydrosulphite of soda by Sodium
1961
Amalagam process- J.K. Chemicals Ltd., Bombay.
First in India to produce Nylon-6 with its own polymerized raw material- J.K. Synthetics
1962
Ltd., Kota.
First to produce sodium Sulphoxylate Formaldehyde [Rangolite C of Formosul] in India-
1965
J.K. Chemicals Ltd., Bombay.
1968 First to manufacture TV sets in India- J.K. Electronics, Kanpur.
First in India to produce steel belted Radial tyres for passenger car, trucks and buses-
1976
J.K. Tyre plant, Kankroli.
Mercedes Benz launched on JK STEEL RADIALS first tyre manufacturer in the world
1995
to get ISO 9001.
India’s first dual contact high tractions steel radial- aqua sonic launched. {Introduce steel
1996
wheels}.
First tyre manufacturer in the world to get QS 9000. Awarded CAPEXIL’S highest
1998
export award for 1997-98.
Synergy with VTL in procurement, marketing and production flexibility.
Completion of states of the art modernizations of truck radials
1999
J.K. Tyres ranked 16th largest tyre company in the world
ISO- 14001 accreditation for environment and safety.

Department Of Mechanical Engineering, C.I.T.Mandya 7

2000 J.K. introduced national Go- carting championships.
J.K. industries received FOCUS LAC EXPORT award for the year 1999-2000.
2001
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
 Mysore plant-3 (VTP OTR) - karnataka
 Kankroli - Rajasthan
 Banmore - Madhya Pradesh

1.2.1 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 19th may 1980. During 1985 a plant was
set up for manufacturing of radial tyres.

The company is certified under ISO 9001, QS 9000, ISO 14001 and ISO/TS 16949:2002
certifications, for design manufacture and sale of automobile tyres, tubes, flaps and tread rubber.
JK industries ltd was inducted as strategic Alliance Partner (SAP) during may 1997 with a view
to improve the overall performance of the company. Collaboration agreement was entered with
the M/S Continental tyres Germany in 1980. Vikrant tyres Limited, a JK tyres associate,
manufactures cutting edge innovative products at conformed to the highest international
standards.

Department Of Mechanical Engineering, C.I.T.Mandya 8

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

Department Of Mechanical Engineering, C.I.T.Mandya 9

 Table No:-1.2.1 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
{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 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}.

Department Of Mechanical Engineering, C.I.T.Mandya 10

1.3 J K Group Diversification

Fig:-1.3 JK Group Diversification

Table No:-1.3 JK Group Organisation

JK 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

JK PAPER LTD.
JK Paper Limited is one of the leading manufacturers of
reading and writing paper

JK LAKSHMI CEMENT LTD.

JK Lakshmi Cement Limited is a well respected name

FENNER (I) LTD.

Fenner (I) Limited is a leading manufacturer of Industrial and
Automotive Belts, Oil Seals, Power Transmission
Accessories and Textile Yarn

Department Of Mechanical Engineering, C.I.T.Mandya 11

 UMANG DAIRIES LTD.
The Creme de la creme of dairy foods

JK AGRI-GENETICS LTD.
At JK Agri-genetics limited, concentrates on Research and
Development, production, processing and marketing of
hybrid seeds.

JK SUGAR LTD.
The company's principle activity is to manufacture Sugar.
However, the company currently operates in two segments.
Power and Sugar

JK 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)

Department Of Mechanical Engineering, C.I.T.Mandya 12

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

Fig:-1.4 Heavy Truck

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

Department Of Mechanical Engineering, C.I.T.Mandya 13

4) Tubes

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

5) Flaps
1. JK FLAPS 2. JK RDFLAPS 3. JK EXP FLAP

1.5 Manufacturing Locations

JK Tyre has 9 modern plants in India which are strategically located at:
 Mysore, Karnataka -3
 Banmore, Madhya Pradesh
 Kankroli, Rajasthan
 Chennai, Tamil Nadu
 Haridwar, Uttarakhand - 3

Fig:-Vikrant Tyre Plant-1,Mysore

Department Of Mechanical Engineering, C.I.T.Mandya 14

 Fig:-Vikrant Tyre Plant-2 (Radial plant), Mysore

Vikrant Tyre Plant-3(Off The Road plant), Mysore

Department Of Mechanical Engineering, C.I.T.Mandya 15

1.5.1 JK TYRE PLANTS OPERATIONAL CAPACITY

Table 1.5.1 JK Tyre Plants Operational Capacity

CURRENT
PLANT
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.

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).

Department Of Mechanical Engineering, C.I.T.Mandya 16

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

Fig:-1.6 Flow Chat of Work Flow Diagram

Department Of Mechanical Engineering, C.I.T.Mandya 17

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

1.6.1 Work Flow Model

BU 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.
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.

Department Of Mechanical Engineering, C.I.T.Mandya 18

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%
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
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.
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.
Bead Assembly:
Bead wire – High tensile copper coated Steelwire coated with compound wound on a former ,
fillered and flipped
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
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.

Department Of Mechanical Engineering, C.I.T.Mandya 19

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.
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.
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 :
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 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.

Department Of Mechanical Engineering, C.I.T.Mandya 20

1.7 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.

Department Of Mechanical Engineering, C.I.T.Mandya 21

Chapter 2
ORGANIZATION STRUCTURE

Vice President – Works

V P Technical V P Manufacturing

General Manager Associate Manufacturing

VP

Human Resource Human Resource

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

Deputy Manager

Senior Officer

Officer

Officer Trainee

Fig:-2.1 Flow chat of Organization Structure

Department Of Mechanical Engineering, C.I.T.Mandya 22

 2.1 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
indigenous) insurance) (imports and
exports)

Fig:- 2.2 Flow Chat of Finance Department

Department Of Mechanical Engineering, C.I.T.Mandya 23

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 head office 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.

Department Of Mechanical Engineering, C.I.T.Mandya 24

2.3 Marketing Department:

VICE PRESIDENT

GENERAL MANAGER

DEPUTY GENERAL MANAGER

DEPUTY MANAGER TERRITORY MANAGER

OFFICER OFFICER

STAFF STAFF

Fig:- 2.3 Flow Chat of Marketing Department

Department Of Mechanical Engineering, C.I.T.Mandya 25

2.3.1 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

2.3.2 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.
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.

Department Of Mechanical Engineering, C.I.T.Mandya 26

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.

2.4 Human Resources Department :

PRESIDENT AND DIRECTOR

DEPUTY GENERAL MANAGER

DEPUTY MANAGER

OFFICE

Fig:- 2.4 Flow Chat of Human Resources Department

Department Of Mechanical Engineering, C.I.T.Mandya 27

2.4.1 Training system in JK 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 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 plan 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

Department Of Mechanical Engineering, C.I.T.Mandya 28

2.5 Quality Assurance Department:

Quality Assurance - Head

Quality Assurance - Manager

EMS (Environmental Management

Services) & Safety Manager

Quality Maintenance Service –

Manager

Purpose:

The people of JK Tyres have an organization committed to quality in everything they do. They
continuously anticipate and understand customer’s requirement, convert these into performance standards
for their products and services and meet these standards every time. Full 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)

Department Of Mechanical Engineering, C.I.T.Mandya 29

2.5.1 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).

2.6Stores 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.

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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.

2.6.1 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.

2.7 TRAINING

TRAINING AT JK TYPRES LTD.,

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 ON THE JOB TRAINING OFF THE JOB TRAINING

Job Rotation

Coaching Lecture

Job Instructions

Step-by Step Training Discussion

Fig: 2.7 Flow Chat of Training

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 :-
 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.

Weakness :-
 Media of advertisement is insufficient.
 Target will be fixed by the head office.

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 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.

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.

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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?

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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.

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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.

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31. Grievances are preferably to be settled informally at the level of the employee's immediate
supervisor.
32. Try the level best to involve team members to resolve the crisis at unit level itself.
33. Avoid as far as possible the union involvement in conflict resolution situation process.
34. Follow documentation the procedures, of all necessary steps taken to resolve the
problem/complaint.

3.1 Objectives of the study:

1. To determine the industrial relation in the JK Tyre.
2. To determine the causes and degree of dispute in the JK Trye.
3. To determine the machinery used to settle the dispute in JK Tyre.
4. To identify the areas of grievances in JK Tyre.
5. To determine the grievance handling procedure in the JK Trye.
6. To identify the type of grievance in JK Tyre.

3.2 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 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.

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:

Department Of Mechanical Engineering, C.I.T.Mandya 37

 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:

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 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:

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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

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 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.

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3.8 Model Grievance Handling 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.

Department Of Mechanical Engineering, C.I.T.Mandya 42

 Procedure Time Frame

Appeal against within a week

Manager 3 days

Grievance Committee 7 days unanimous

HOD 3 days

Supervisor 48 hours

Foreman

Worker

Fig:3.8 Model Grievance Handling Procedure

Department Of Mechanical Engineering, C.I.T.Mandya 43

Chapter 4
CONCLUSION
To conclude the analysis it reveals that in the competitive market a small change in the strategy
of the company, can win a lot as well as ruin in its position in the market. The committee is of
the view that the tyre being the derived demand item that is for the fitment in the vehicle. Tyre
demand and production growth is closely related to production growth of automobile and extent
of usage of vehicle.

In the above study the comparison between the theoretical aspect and the practical operations of
institution is studied with respect to JK Tyre and Industries, Mysore.

From the analysis its clear that there are several institutions that come into picture, like

 ICC

 ATMA

 FIEO

 CAPAXIL

 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

Department Of Mechanical Engineering, C.I.T.Mandya 44

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

2. Company profile and annual report.

3. www.jktyre.com .

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