kalyani maxion wheels pvt ltd

INDUSTRIAL VISIT REPORT

Submitted in partial fulfillment of requirements forBachelors of Business Administration

(BBA)

ByNaveed AhmedRoll no. 7B1538

Batch of 2015-2018

International Institute of Business and Media, College of Commerce,

Pune.March 2017

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CONTENTS1. ACKNOWLEDGEMENT.S2. CERTIFICATE OF ORIGINALITY.3. EXECUTIVE SUMMARY.4. PURPOSE OF THE VISIT.5. OBJECTIVES OF THE VISIT.

KALYANI MAXION WHEELS PVT LTD.6. DETAILS OF THE JOURNEY.7. COMPANY PROFILE.

(I) GOALS AND OBJECTIVES.(II) HISTORY.(III) ACHIEVEMENTS AND AWARDS.(IV) BUSINESS ETHICS.(V) ORGANISATIONAL STRUCTURE.(VI) BUSINESS STRUCTURE.

8. MARKETING STRUCTURE.9. PORTER’S MODEL.

10. GROUP OBSERVATION. 11. CORPORATE SOCIAL RESPONSIBILITIES.

12. CONCLUSIONS AND RECOMMENDATIONS.

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ACKNOWLEDGEMENT

Before we get into thick of things, I would like to add a few heartfelt words for the people who were the part of this numerous report in numerous ways, people who gave unending support right from the stage basic ideas were conceived.

Firstly, I would like to thank Savitribai Phule Pune University for providing us a chance to have such a practical and enthusiastic subject.

I acknowledge with sense of reverence my gratitude towards the management of Kalyani maxion wheels ltd for providing me an opportunity to make industrial report with their esteem organization.

I want to give special thanks to ………………………., Manufacturing division, Kalyani maxion wheels ltd. and other staff of the companies who coordinated with us with all their effort. I would like to give special thanks to our principal Dr. Vaman Naik, who was the always by the side of students in any kind of need and guide.

I would like to express my heartiest thanks to my faculty Mrs. Tripti Sharma for constantly guiding me to complete this report. I would like to thanks my other one faculty Mr. Deven Mahajan, for accompanying and guiding us at the time of visit. Last but not the least, my classmates, it was not possible without their efforts which showed on the visit by asking interesting question to the designated personnel.

Student Name..........................Signature.................................Date …………………………

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CERTIFICATE OF ORIGINALITY

I_____________________________________ Roll No

__________________of 2016, a full time bonafide student of second

year Bachelors of Business Administration (BBA) Program of

International School of Business and Media ( ISB&M ). I hereby certify

that this Industry report made by me. The report submitted in partial

fulfillment of the requirements of the program is an original work of

mine. It is not based or reproduced from any existing work of any other

person or on any earlier work undertaken at any other time or for any

other purpose, and has not been submitted anywhere else at any time.

(Student's Signature)

Date:

(Faculty's Signature)

Date:

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Executive Summary

Industrial exposure is most required for management students, exposure in different activities that is conducted in industry gives you an idea about how things work in real life and you get to apply the theoretical part of your academics.

These visits have discussed about the realistic approach towards the management such as how they plan operations, operations, promotions, staffing, financing, productions.

But mainly what I have acquired from these visit are the Manufacturing Process and the Production Management.

Therefore, my report is largely based on Manufacturing & Production Department which includes understanding the day to day operations, their machineries and their infrastructure.

Lastly, this industrial visit has enlighten me about the insights of the industries, its functioning and objectives.

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PURPOSE OF THE VISIT

The concept of industrial visit is beneficial to the students as it provides a deep understanding about the corporate world. In student’s life, all we experience is theoretical knowledge but industry doesn’t work on theoretical basis. So, we must also know about the habits, manners and ways of living of the corporate worlds which can learnt by coming in contact with them through these industrial visits. These visits take us from the field of bookish knowledge to the field of practical knowledge, from the realm of imagination we come down to reality.

These visits are considered to be more effective method of training. We get to know about the job at the workplace. This enables us to get experience about the same working conditions and with the same processes, materials and equipment that we will be using when the responsibilities are taken by us. These visits make us to know about the necessary steps with proper sequences which requires for a particular task. It also prepares physically and psychologically for the work environment, presents demonstration of the particular task to the students, description of the jobs.

It is now well understood that how important industrial visit is. Hence, this initiative of industrial visit has enlighten us which focuses on decreasing the gap between student life in the working environment which we have to face after their studies.

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OBJECTIVES OF THE VISIT

● To develop the understanding of the students with a realistic and practical perceptions of the industry its layout, procedures, processes, organization Structure.

● To help students gain firsthand information regarding the functioning of the industry which presents the students with opportunities to plan, organize and engage in active learning experiences both inside and outside the classroom.

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Kalyani maxion wheels ltd

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Details of the Journey

Our Industrial visit was held on 4th of March 2017. We all gathered at the college campus at 8:30 A.M. Then we were briefed about the industrial visit by our faculties. Then we left for the Industry at 9:00 A.M. We reached there at 11:00 A.M. They provided us Tea. After that we were taken to the Conference room where we saw the Presentation about the industry. After which we were taken to see the whole industry in a group of two. After seeing the whole industry we again gathered in the Conference room and then left after sometime. And lastly we reached our college at 4:00 P.M.

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Company profile

Kalyani Maxion Wheels Private Limited is a Private incorporated on 18 January 1996. It is classified as Non-govt company and is registered at Registrar of Companies, Pune. Its authorized share capital is Rs. 550,000,000 and its paid up capital is Rs. 360,000,000.It is inolved in Manufacture of domestic appliances, n.e.c.

Kalyani Maxion Wheels Private Limited's Annual General Meeting (AGM) was last held on 08 June 2016 and as per records from Ministry of Corporate Affairs (MCA), its balance sheet was last filed on 31 December 2015.

Directors of Kalyani Maxion Wheels Private Limited are Prakash Vishweshwar Kodlikeri, Achim Weber, Babasaheb Neelkanth Kalyani, Petrus Wilhelmus Klinkers, .

Kalyani Maxion Wheels Private Limited's Corporate Identification Number is (CIN) U29303PN1996PTC096395 and its registration number is 96395.Its Email address is [email protected] and its registered address is GAT NO 635VILLAGE KURULI CHAKAN TAL KHED PUNE MH 410501 IN , - , .

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Current status of Kalyani Maxion Wheels Private Limited is - Active.

Company Details

CIN U29303PN1996PTC096395

Company Name

KALYANI MAXION WHEELS PRIVATE LIMITED

Company Status

Active

RoC RoC-Pune

Registration Number

96395

Company Category

Company limited by Shares

Company Sub Category

Non-govt company

Class of Company

Private

Date of Incorporation

18 January 1996

Age of Company

21 years, 1 month, 27 days

Activity Manufacturing wheels.

Number of Members

8

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Director Details

Director Name Designation Appointment Date

PRAKASH VISHWESHWAR KODLIKERI

Managing Director 28 August 1998

ACHIM WEBER Director 28 July 2006

BABASAHEB NEELKANTH KALYANI Director 18 January 1996

PETRUS WILHELMUS KLINKERS Director 11 November 2000

Share Capital & Number of Employees

Authorised Capital ₹550,000,000

Paid up capital ₹360,000,000

Number of Employees NOT DISCLOSED.

Listing and Annual Compliance Details

Listing status Unlisted

Date of Last Annual General Meeting

08 June 2016

Date of Latest Balance Sheet 31 December 2015

GOALS AND OBJECTIVES of 32

To be a world class organization and a leader in every aspect of our business

To aggressively grow business by accessing global markets To deliver products and services of uncompromising quality and

integrity consistent with the Kalyani brand and image To be committed to listening and responding to the needs of our

customers, associates and business partners and honoring their individual value

To be committed to an entrepreneurial spirit that fuels the growth of our companies and increases shareholder value

To develop constructive and fair working relationships with our customers and provide products and services which are of value to them.

As a group we are conscious of our responsibility towards creating, maintaining and ensuring a safe and clean environment by way of excellence in manufacturing.

To provide an appropriate return on investment to our shareholders whilst being mindful of the needs of other stakeholders.

To promote an open culture and create a well informed workforce in order to give each person within the firm an opportunity to influence the firm's progress with their own ideas, as far as they are consistent with the aims of the company.

HISTORY

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2000Meritor Group merges with Arvin group to form ArvinMeritor Hayes Lemmerz introduces "Super Single" Wide Base Truck Wheels Fumagalli develops "Integrated" wheel as competition to full face wheels2001Hayes Lemmerz introduction of "Gemtech" Ultrabright Finish Hayes Lemmerz sells agriculture and off-road wheel business in Borlem, Brazil plant to Iochpe-Maxion2002Hayes Lemmerz develops "Struktur" / VersaStyle Wheel in Hayes Lemmerz Germany Hayes Lemmerz sells the System Service Division which operated tire and wheel assembly operations Hayes Lemmerz acquires certain assets of Wheland Foundary which produces Centrifuse commercial highway brake drum castings in Chattanooga, TN

2003Hayes Lemmerz begins aluminum wheel expansions in Thailand, Brazil, and Czech Republic facilities Hayes Lemmerz acquires majority ownership of Jantas Jant Sanayi ve Ticaret A.S., a steel wheel joint venture in Manisa, Turkey

2004ArvinMeritor/Fumagalli develops theSuperSpoke Wheel In Limiera - Dodge Durango Hayes Lemmerz acquires Hayes Wheels Aluminio, an aluminum wheel joint venture plant in Chihuahua, MX and sells its 40% interest in Hayes Wheels Acero, S.A. de C.V., a steel wheel facility outside Mexico City

2005

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Hayes Lemmerz sells its aftermarket brake controller business to Hayes Brake Controller Company Hayes Lemmerz announces capacity expansion of its commercial vehicle steel wheel facility in Chakan, India

2006Hayes Lemmerz sells its Southfield, MI ductile iron components machining facility to a group of private investors Hayes Lemmerz enters into a technical license agreement with Tolyatinskiy Zavod Stalnih Kolyos (TZSK) of Togliatti, Russia, a manufacturer of steel wheels2007Hayes Lemmerz sells its aluminum suspension components facilities in Bristol, IN and Montague, MI to Diversified Machine, Inc. Hayes Lemmerz completes capacity expansion in Chakan, India and announces groundbreaking of a new passenger car steel wheel facility in India Hayes Lemmaerz completes $193M equity rights offering and private placement and related debt restructuring 2008Iochpe-Maxion announces new commercial vehicle steel wheel plant in Nantong, China2009Iochpe-Maxion acquires Fumagalli from ArvinMeritor Hayes Lemmerz introduction of RRT Technology for Aluminum Wheels2010Iochpe-Maxion acquires steel wheel manufacturing facility outside Mexico City from Nugar Hayes Lemmerz develops the 4 Bolt/5 Spoke VersaStyle Wheel

2012

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Iochpe-Maxion acquires Hayes Lemmerz and creates Maxion Wheels from Hayes Lemmerz, Maxion, and FumagalliRecognized for success.

Maxion Wheels continually strives to achieve new heights in innovation, service and quality. We’re proud to be recognized for the following achievements:

CERTIFICATIONSMaxion Wheels is ISO 14001/TS 16949 Certified to meet the highest quality and environmental standards.

AWARDSCruzeiro plant receive 4 awards from John Deere

Maxion Wheels Limeira Plant Receives Excellence in Quality Award from Hyundai Motor Brazil

MaxSmart® Receives Top 20 Products Industry Award

Hyster-Yale Group Preferred Supplier

Maxion Wheels Akron Plant Earns Ford Q1

Autodata Award

Ford Brasil Top Supplier Award

Ford World Excellence Award

Fiat Qualitas Award in Metallic Materials and Powertrain Category

Volvo's Quality Through Excellence Award

General Motors Corporation Supplier Quality Excellence Award

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OUR ETHICS

CODE OF CONDUCT FOR BOARD OF DIRECTORS AND SENIOR

MANAGEMENT INTRODUCTION & APPLICABILITY : Kalyani

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Limited believes in transparent policies, appropriate disclosures, best in

class Board practices and consistently high standards of corporate

conduct towards its stakeholders which are essential for maximizing

shareholders’ value and sustained corporate growth is, therefore,

committed to maintain high standards of corporate governance. To

strengthen this commitment further, the Board of Directors of the

Company has approved and adopted the following Code of Conduct for

Directors and Senior Management of the Company. This Code of

Conduct comes into force with immediate effect and is applicable to all

the members of the Board of Directors and Senior Management of the

Company (hereinafter referred to as “Directors / Senior Management”).

Senior Management for the purposes of this Code of Conduct includes

all officers in the cadre of Vice President and above.

CODE OF CONDUCT

Act in the best interests of, and fulfill their fiduciary obligations to the Company and its shareholders.Act honestly, fairly, ethically and with integrity.

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Conduct themselves in a professional, courteous and respectful manner and not take improper advantage of their position.Help in creating and maintaining the culture of commitment to compliance with all applicable laws, rules and regulations.

Strategies for Growth

Investments: Reinvest the profits in business for increasing product portfolio and customer base. Add new product lines, expansion in business.

Financial: Establish return on Investment, Maintain critical financial ratios such as ROCE, Inventory turnover, Fixed Asset Turnover, Current Ratio etc.

Product development: New product development , supported with qualified team

ORGANISATIONAL STRUCTURE

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Business Structure Rubber Group Automotive Group Tire Division

Conti Tech Division

Chassis And Safety Division

Interior Division

Power Train Division

Original Equipment Replacement Europe & Africa Replacement The Americas Replacement Asia Two-Wheel

Air Spring Systems Benecke-Kaliko Group Conveyor Belt Group Elastomer Coatings Fluid Technology

Electronic Brake Systems Hydraulic Brake Systems Sensorics Passive Safety & ADAS Chassis

Instrumentation & Driver HMI Infotainment & Connectivity Body & Security Commercial Vehicles & Aftermarket

Engine Systems Transmissions Hybrid Electric Vehicle Sensors & Actuators Fuel Supply

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Tires Truck Tires Industrial Tires

Power Transmission Group Vibration control

Components

MARKETING STRUCTURE

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Kalyani Hayes Lemmerz Ltd, a joint venture between Hayes Lemmerz International and Kalyani Group, opened its passenger car steel wheel plant at Chakan near Pune with an initial investment of $15 million.Baba Kalyani, chairman of Kalyani Group, said the plant has a total annual capacity of two million units of which 1.7 million has already been booked for major domestic and international original equipment manufacturers (OEMs).“The plant can be expanded to reach a production capacity of 4 million, which will need additional investment of about $13 million,” he said.Kalyani said the growth in passenger car in India is poised for a three-fold jump to touch the nine million sales mark within ten years.“The growth is attracting many foreign OEMs to start their manufacturing facilities in the country. Pune, followed by Chennai and Gurgaon, is emerging as a favourite hub for car manufacturers and we see immense potential for our business,” he said.The major OEMs that have booked the 1.7 million unit capacity include Fiat, Tata Motors, Mahindra & Mahindra, Volkswagen (VW) India, VW-USA, VW-Mexico, VW-China, Ford India and Renault Nissan India.Curtis J Clawson, president and CEO, Hayes Lemmerz International, US, said the strategy of the company was to have an international outlook and the company did just 15% of its overall business in US.“There are three-four regions that we are concentrating on and India is one of the big bets for us. The growth of the automotive sector in the country is one of the factors for our investment here,” he said.He said the company that makes steel wheels for commercial vehicles would look at the manufacture of aluminium wheels at the right time. “Today the penetration of the aluminium wheels in India is limited to just high-end car models which have a share of 3-4%.

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Kalyani Hayes has presence in India since 1996 in the commercial vehicle steel wheels segment and caters to major domestic OEMs including Tata, Volvo, Mercedez, Swaraj, Mahindra Navistar, Vehicle Factory-Jabalpur along with global OEMs such as Daimler Germany/Brazil, Volvo-Sweden, Iveco-Italy with a capacity of one million annually.Fred Bentley, COO and president, global wheel group of Hayes Lemmerz, said the company was looking at India as a big opportunity.

PORTER MODEL

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Determinants of Supplier Power:Continental has installed machines required for complete manufacturing of fuel supply system. Currently company is operating at 35 percent of installed capacity on single shift basis. Company can work in three shifts to satisfy the demand requirements. The human skill can be recruited easily depending upon demand requirements. Company is not depending upon the suppliers and sub contract for manufacturing. Practically there is not any threat from supplier.

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Porter five forces model Barriers to Entry Highly Technical Product line Large varieties of Product designs Low cost with high quality and performance expectation. Profit margins are low Determinants of Buyer’s Power Global Sourcing Strategy Preference for established brands and long term contracts Preference for OEM suppliers

Rivalry among The Competitors Market segmentation, Longer association with buyers Technology used Innovations Delivery schedules

Determinants of Supplier’s Power Critical Components manufacturingSpecial materials High Quality standards Small but precision components

Threat of Substitute Import substitution New technology Innovative products Longer life

Threat of Substitutes:Fuel supply system is technology driven product line. The threat of substitute is from established competitors who have technology to manufacture. A perfect combination of Quality and cost can create a threat of substitute. Continental is promoting their products with a major thrust on import substitution and provides low cost quality solution for Indian markets.

Rivalry Among the Competitors:Bosch from Germany, Delfi from US and Denso from German are the major players in fuel supply systems. These players are operating in India as a global sourcing strategy adopted by their buyers. Denso is OEM supplier for all Maruti Motors, Delfi is for US companies operating in India and Bosch for European manufacturers in India. There is clear market segmentation for market players. Continental has won the confidence of Indian auto giants on cost advantage. All leading brands have 13 to 14 percent of market share in Indian automotive market. Continental has a challenge to compete with all these global players operating in India.

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GROUP OBSERVATIONS

The welcome session was organized and we were being introduced to the plant engineer/supervisor.

Firstly we went to production department and see how the production and manufacturing of alloy wheels take place.

On that day production of Tata motors was going on.

Single Day production Capacity in one Shift is 1800 units there are 3 shifts in a day but they achieve 1500 units approximately per shift.

They get Raw material from Essar and Tata.

Quality is 99%, where as rejection is 1.3% - 1.7% While Re-work is 0.7% - 1.3%

Hydraulic pressure is 31.22 - 31.24

Use of Zinc, Copper and Aluminium as Raw material

Thickness of wheels is compressed to increase the height of the wheels.

As per the instruction of plant Supervisor, he told us that minimum cost of 1 volvo rem Maxion Ltd is @ 21000.

For fully completion of 1 wheel, it approximately takes 3-4 hours.

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After that supervisor told us that if there is any rejection after Re-work then they dumb it and whole lot is not being used.

As far as safety is concerned they have a good safety measures as they have achieved no accidents in last 70 days

. In whole last year only 1 accident took place and preventives

measures were taken immediately.

After that we were being taken by supervisor to address the presentation.

The presentation in conference hall which mentioned each and everything about Kalyani-MAxion Pvt. LTD.

In between we asked them about the production system & problems faced by them which they answered very efficiently.

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CORPORATE SOCIAL RESPONSIBILITIES (C.S.R)

Corporate Social Responsibility (CSR) Policy of Kalyani Limited c. The CSR Committee shall appoint person/(s) i.e. project heads, who shall be responsible for ensuring the compliance in their area of responsibility in terms of related CSR projects/programs. d. The Board shall ensure to spend in every financial year, 2 (two) per cent of average net profits of the Company made during the 3 (three) immediately preceding financial years in pursuance of this policy, as per the related provisions under the Act and rules thereunder. CSR expenditure shall include all expenditure including contribution to corpus or on projects or programs relating CSR activity areas mentioned in this policy at 5 above. e. Appropriate documentation of the CSR Policy, annual CSR activities, executing partners, and expenditure entailed shall be undertaken on a regular basis. f. Compliance with these policy including following of implementation schedules for such CSR projects / programs shall be periodically monitored by CSR Committee subject to the review by the Board of Directors from time-to-time. g. For meeting the requirements arising out of immediate & urgent situations with regard to formulated CSR projects / programs, the Chairman is authorised to approve such proposals in terms of the empowerment accorded to him by the CSR Committee. h. The contents of the Policy and Annual Report on CSR activities to be included in the Board Report and shall also be placed on the Company’s website - as per the particulars specified in the Companies (Corporate Social Responsibility Policy) Rules, 2014. i. Any surplus arising out of the CSR Projects or programs or activities shall not form part of the business profit of the Company 7. IMPLEMENTATION: a. The time period/duration over which a particular programs/ projects shall be spread over, shall depend on its nature, extent of coverage and the intended impact of the program/project. b. The investment in CSR shall be project based and for every project time period, periodic milestones shall be finalized by

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CSR Committee from time to time in consultation with the related project head. c. Programs which involve considerable financial commitment and should be undertaken on a general timeframe of 2‐5 years. d. Project activities identified under CSR are to be implemented either by personnel of the Company or through a registered trust or a registered society or a company established by the company or its holding or subsidiary or associate company under section 8 of the Companies Act, 2013 or otherwise or by specialized agencies nominated by CSR Committee from time to time. e. Such specialized agencies would include Section 8 Companies, Voluntary Organizations (VOs) formal or informal Elected local bodies such as Panchayats, Institutes/Academic Institutions, Registered Trust / Society, Self Help Groups, Government/Semi Government/Autonomous organisations, Mahila Mandals, Professional Consultancy organization etc. Corporate Social Responsibility (CSR) Policy of Kalyani Steels Limited f. If such trust, society or company is not established by the company or its holding or subsidiary or associate company, it shall have an established track record of at least three years in undertaking similar programs or projects. g. Specialised agencies and personnel authorized in this regard could be made to work singly or in tandem with other agencies. The Company to specify the project to be undertaken by such entity and modalities of utilization of funds for such projects with implementation schedules, monitoring and reporting mechanism. h. Total expenditure of building CSR capacities of the Company’s personnel as well as their implementing agencies, having established track records of atleast three years, shall not exceed 5 (five) percent of total CSR expenditure of the Company in one particular financial year. j. A company may also collaborate with other companies for undertaking projects or programs or CSR activities in such a manner that the CSR Committees of respective companies are in a position to report separately on such projects or programs in accordance with Companies (Corporate Social Responsibility Policy) Rules, 2014 (as amended). 8. GENERAL a. In case of any doubt with regard to any provision of the policy and also in respect of matters not covered herein, a reference to be made to CSR Committee. In all such matters, the interpretation & decision of the

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Chairman of the Company shall be final. b. Any or all provisions of the CSR Policy would be subject to revision/amendment in consultation with CSR Committee and in accordance with the guidelines on the subject as may be issued by the Government, from time to time. c. The Company reserves its right to modify, cancel, add, or amend any of these Rules. However, this policy, in whole or in part, shall stand modified / amended from time-totime, without any further act on the part of the Company, as and when there would be any statutory modification(s)/ amendment(s) / revision(s) to the applicable provisions thereto. In case any difficulty or doubt arises in the interpretation of this Corporate Social Responsibility Policy', the decision of the Chairman of the Board of Directors shall be final. [As approved by the Board of Directors of Kalyani Limited at their meeting held on 29th May, 2014] For Kalyani Limited Sd/- B.N. Kalyani Chairman

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CONCLUSION AND RECOMMENDATIONS

Moreover the visit was quite knowledgeable and interesting, a new beginning or a platform to know an industry.

The premises of factory should be stretched even more. More employment of workers, if possible. More of safety measures to be taken to avoid incidents. Marketing strategy should be improved. They should opt for more capital by issuing shares by transforming

company from private sector to public sector. Above all, what I feel is I stand nowhere to comment on the

company as it is doing well in its field. Lastly, the way they treated us was just remarkable.

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