project on tyre

7/29/2019 project on tyre

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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.

19201935 ( Multinational trading in tyre) 19351960 ( Multinationals manufacturing era) 19611974 ( Broadening of production base ) 19741985

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


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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 about55% of the total production cost. Two of the four major raw materials used in the tyre making


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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. Natural rubber 25%ii. Synthetic rubber 14%

iii. Carbon rubber 13%iv. Nylon tyre cord/yarn 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, ismainly used in heavy duty truck tyres.


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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 quasigraphite

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 INDUSTRIES PLACE

1. Speed Ways Tyres Limited Jalandhar ,Punjab


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2. Metro Punjab, Ludhiana

3. Hindustan Tyres Limited Punjab, Ludhiana

4. Poddar Tyres Punjab, Ludhiana

5. Govind Rubbers Bhiwadi, Rajasthan

6. Goodyear India Limited Ballabgrarh, Haryana

7. Kankroli Tyres Bhiwadi, Rajasthan

8. JK Tyres Jaykaygram, MP

9. Bajaj Tyres Indore, MP

10. S Kumars Tyres Indore, MP

11. BridgestoneACC Indore, MP

12. Apollo Tyre Limited Indore, MP

13. CEAT Limited Indore, MP

14. South Asia Tyres Aurangabad, Maharashtra

15. Balkrishna Tyres Mrf Limited Aurangabad, Maharashtra

16. Vikranth Tyre Limited Mysore, Karnataka

17. Falcon Tyre Limited Mysore, Karnataka

18. Radio Tyres Limited Kochi, Kerala


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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


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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% topmanagement and all production

To provide training to all personnel on a regular basis at least once in s yeartop management


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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 toproviding 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 levelscontinually 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:


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Motor Cycle Scooter Moped

Butyl Tubes for Three Wheeler Segment:

AutoButyl Tubes for Four Wheeler Segment:

Cars\Jeeps Light Commercial Vehicles Truck/Bus

AREA OF OPERATIONGLOBAL/NATIONAL/REGIONAL

The company engages in manufacturing of a wide range of nylon bias ply tyre andbutyl 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 ofKarnataka 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:


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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.

Name No of Shares Amount

M/s Walker Properties Pvt. Ltd. 799990 7999900

Mr. M.L. Khandelwal with M/s Walker Properties

Pvt. Ltd. 10 100

Total 800000 8000000


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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 state-

of-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 panIndia 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


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WORK FLOW MODEL OF DPPL:

Core, Nut,, Washer

& Packing bags

Valve Fixing

Chilling

Preforming

Curing

CORE Fixing

Finished

Inspection

WORK AWAY

WORK AWAY

WORK AWAY

WORK AWAY

REWORK

SCRAP

WORK AWAY

Extrusion

Precutting

Splicing

AGEING

WORK AWAY

COMPOND (20%)

WORK AWAY

Final Mixing

Testing

Tube Joint paint

Valve, Valve base

paint

Blue patches,

Chalk POWER &

Blue / White paint

Receipt of

Chemical

R

A

W

M

A

T

E

R

I

A

L

S

S

T

O

R

E

Receipt of Stock


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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.


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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.


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STRAINER EXTRUDER

Mesh size : 40/50 mesh backed by 20 meshes

Strained rubber compound temperature : 125o C max

Extruder screw RPM : 60 max

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 mixing2. 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.


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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

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 : 60+/- 5.0 deg. Cent.

Drying time (Minutes) Min. 20 / Max. 30

SPLICING:


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

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

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 sho

1. Well consolidated fold region, internally and externally with minimal distortionand breakdown.

2. Good overall alignment, internal and external (i.e. no joint stepping)3. 15 to 25 % thickness build-up4. 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


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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 :7.0 +/-0.5 Kgs.

External temperature :195--205 Deg.cent.

(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.

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 f

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


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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. Uniforms2. Allowances for Shoes and Socks3. Canteen and Lunch rooms4. Time office5. Lighting and ventilation6. Sufficient water supply & Rest room for employees7. Well-furnished meeting hall with A/C8. First Aid facilities for workers and Health care centre9. Safety/Security and Parking facilities

ACHIEVEMENTS / AWARDS:


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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.


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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

De artment

HR

De artment

Production operation

De artment

Project

De artmen

Marketing

De artment

Purchase

De artment

Manager

Mainte

nance

QualityProducti

on

Manager

General

Mana er

Manager

General

Mana er

Manager

General

Mana er

Manage

r

V P Operation

Senior

Mana er

Senior

Mana er

Senior

Mana er

DGM /

Mana e

DGM /

Mana er


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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

OfficerOfficerOfficerOfficer

Shift

Work

Men

Shift

Work

Men

Shift

Work

Men

Officer OfficerOfficer Officer


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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 wellversed

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.


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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 andinformal 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 operationC) 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 anddevelop 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 575

Company staffs 65

Company employees & Trainees 195

Contractees 315

Shared Values:


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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.

CHAPTER4

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

EXTERNAL FACTOR

THREATS

SWOT ANALYSIS

INTERNAL FACTOR

STRENGTH WEAKNESS OPPORTUNITIES


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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.


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OPPORTUNITIES OF DPPL:

Developing Export Market

Form the recent changes in the export market, due to globalization company can finda large opportunity to place our product in the international market.

Achieve volume and ease dependence on OEMs through corporate tie ups-

With 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 oil-

The 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


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CHAPTER5

ANALYSIS OF FINANCIAL STATEMENTS

Comparative balance sheet of DPPL Pvt. Ltd. for the year ending 31st

march

2011

Particulars

ASSETS

Year ending 31st

march Increase/Decrease

2011 2010 Amount Rs Percentage(%)

Current Assets 35062915 24935130 10127785 40.61

Loans and advances 5412360 2961612 2450748 82.75

Fixed assets After

Depreciation

110436524 18047201

92389323 511.93

Capital works in progress 9153904 0000 9153904 100%

Investments 3000 3000 0 0

Deferred tax asset 0000 0000 0 0

LIABILITIES:

Current Liabilities andprovisions

25895397 1425735611638041 81.63

Share capital 8000000 8000000 0 0

Reserves and surplus 17137227 752067 16385160 21.79

.Differed Taxation 3835156 (709619) 3125537 -4.40

Non Current Liabilities 82254036 170313 82083723 481.96


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(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

Loan fund 22946887 23476826 (529939) -2.26


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(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.

CHAPTER6

LEARNING EXPERIENCE

Particulars Years Increase/Decrease

2011(in lakhs) 2010(in lakhs) Amount Rs Percentage(%)

Sales and other income 461283927 217584556 243699371 112

Operating and non

operating expenses

437031721 209094682

227937039 109

Profit before tax 24252206 8489874 15762332 185.66

Deferred tax -4544775 -66978 4477797 66.85

Less: Provision for tax

current year

3638180 2224065

1414115 63.58

Less: Provision for

taxation earlier year

Profit after tax 16385160 6332787 10052373 158.74


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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 decisionmaking.

The Dunlop polymers pvt., ltd., manufactures different ranges of tubes like scooter tubesand motor cycle tubes.

The company has given high priority for quality of the tubes and also customersatisfaction.

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 peopletake 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 placeto avoid accidents.

In order to motivate the employees, the company follows an internal recruitment processthrough promotions on the merit cum seniority. If suitable employee not available

internally, they go for external recruitment.

Documents

project on tyre