ORGANIZATION STRUCTURE TRAINING

AT
BRAKES INDIA PRIVATE LIMITED

A Report submitted in partial fulfilment of the requirements for the degree of

Master of Business Administration

By

K.KARTHIK

REGISTER NUMBER

1827011

Under the Guidance of

PROF.RADHIKA VENKATESALU

Institute of Management
CHRIST (DEEMED TO BE UNIVERSITY), Bengaluru

JUNE 2018
A
 ORGANIZATION STRUCTURE TRAINING
AT
BRAKES INDIA PRIVATE LIMITED.

A Report submitted in partial fulfilment of the requirements for the degree of

Master of Business Administration

By

K.KARTHIK

REGISTER NUMBER
1827011

Under the Guidance of

PROF.RADHIKA VENKATESALU

Institute of Management
CHRIST (DEEMED TO BE UNIVERSITY), Bengaluru
JUNE 2018
B
 Declaration

I hereby declare that the Organization Structure Training report on Brakes India Pvt. Ltd., has been
undertaken by me for the award of Master of Business Administration degree. I have completed this study
under the guidance of PROF.RADHIKA VENKATESALU

I also declare that this Organization Structure Training report has not been submitted for the award of any
Degree, Diploma, Associate ship, Fellowship or any other title, in CHRIST (Deemed to be University)or in
any other university.

Place: Bengaluru
Date: K.KARTHIK
1827011

C
 Certificate

This is to certify that the Organization Structure Training report submitted by Karthik K is a record of work
done by him during the academic year 2018-19 under my guidance and supervision in partial fulfilment of
the requirements of Master of Business Administration degree..

Place: Bengaluru
Date: PROF.RADHIKA VENKATESALU

Institute of Management
CHRIST (Deemed to be University)
Bengaluru

D
Certificate by Corporate in Letterhead

E
 Acknowledgement

I am indebted to all the people who helped me accomplish this Organisation Structure
Training successfully.

First, I thank the Vice Chancellor Dr Fr Thomas C Mathew, Christ University for giving me
the opportunity to do my project.

I thank Dr. Suniti Phadke, Dean, Prof. Georgy Kurien, Associate Dean, Prof. Shrikanth
Rao, Head of the Department, Institute of Management, CHRIST (Deemed to be University) for
their kind support.

I thank Prof. Radhika Venkatesalu for her support and guidance during my training. I
remember him with much gratitude for his patience and motivation, but for which I could not have
submitted this work.

I wish to express my sincere thanks to my corporate mentor, Mr Thirumalai Kumar,

Manager, Brakes India Pvt Ltd., for giving me an opportunity to work under his guidance and
successfully complete my training.

I thank my parents for their blessings and constant support, without which this training
would not have seen the light of day.

Karthik K
1827011

F
 Page
Chapter TABLE OF CONTENTS No.
No.

1
INTRODUCTION TO ORGANIZATION 1

2
SWOT ANALYSIS 17

3
ORGANIZATION STRUCTURE 20

4
FUNCTIONAL DEPARMENTS 32

5
FUNCTIONAL HIGHLIGHTS ACROSS KEY RESULT AREAS 34

6
FINDINGS, RECOMMENDATIONS AND CONCLUSIONS 37

REFERENCES / BIBLIOGRAPHY 39

1
INTRODUCTION TO
ORGANIZATION

2
INDUSTRY PROFILE

The Automotive industry is a term that covers a wide range of companies and organisations
involved in the design, development, manufacture, marketing and selling of motor vehicles, towed
vehicles, motor cycles and mopeds. It is one of the world’s most important economic sectors by
revenue.
It is one of the largest in the world with an annual production of 23.96 million vehicles in FY
(fiscal year) 2015–16, following a growth of 2.57 per cent over the last year. The automobile
industry accounts for 7.1 per cent of the country's gross domestic product (GDP). The Two
Wheelers segment, with 81 per cent market share, is the leader of the Indian Automobile market,
owing to a growing middle class and a young population. Moreover, the growing interest of
companies in exploring the rural markets further aided the growth of the sector. The overall
Passenger Vehicle (PV) segment has 13 per cent market share.
India is also a prominent auto exporter and has strong export growth expectations for the near
future. In FY 2014–15, automobile exports grew by 15 per cent over the last year. In addition,
several initiatives by the Government of India and the major automobile players in the Indian
market are expected to make India a leader in the Two Wheeler (2W) and Four Wheeler (4W)
market in the world by 2020.
The term automotive industry usually does not include industries dedicated to the maintenance of
automobiles following delivery to the end-user, such as repair shops and motor fuel filling stations.
The term automotive was created from Greek autos (self), and Latin motives (of motion) to
represent any form of self-powered vehicle. This term was proposed by SAE member Elmer
Sperry.

HISTORY:

In 1897, the first car ran on an Indian road. Through the 1930s, cars were imports only, and in
small numbers. An embryonic automotive industry emerged in India in the 1940s. Hindustan
Motors was launched in 1942, long-time competitor Premier in 1944, building Chrysler, Dodge,
and Fiat products respectively. Mahindra & Mahindra was established by two brothers in 1945, and
began assembly of Jeep CJ-3A utility vehicles. Following independence in 1947, the Government
of India and the private sector launched efforts to create an automotive-component manufacturing
industry to supply to the automobile industry. In 1953, an import substitution programme was

3
launched, and the import of fully built-up cars began to be restricted.
However, growth was relatively slow in the 1950s and 1960s, due to nationalisation and the license
raj, hampered the growth of Indian private sector.
But after 1970, with restrictions on the import of vehicles set, the automotive industry started to
grow; but the growth was mainly driven by tractors, commercial vehicles and scooters. Cars still
remained a major luxury item.
In the 1970s, price controls were finally lifted, inserting a competitive element into the automobile
market.
However, by the 1980s, the automobile market was still dominated by Hindustan and Premier, who
sold superannuated products in fairly limited numbers. During the eighties, a few competitors
began to arrive on the scene.
From the end of the 1970s to the beginning of the 1980s saw no new models but the country
continued with 2-decade old designs forcing government to encourage and let more manufacturers
into fray.
Eventually multinational automakers, such as, Suzuki and Toyota of Japan and Hyundai of South
Korea, were allowed to invest in the Indian market, furthering the establishment of an automotive
industry in India. Maruti Suzuki was the first, and the most successful of these new entries, and in
part the result of government policies to promote the automotive industry beginning in the 1980s.
As India began to liberalise its automobile market in 1991.

KEY FEATURES:

 Annual production turnover of Rs 210 billion (us$4.5 billion) small by global standards.

 Around 5000 players in the unorganized sector and 400 in the organized sector.

 Share of unorganized sector at 23.1 caters primary to replacement markets.

 Share of organized sector of 77% cater primary to originally equipment manufacturers,

exports and replacement markets.
 All prominent companies have technologies tie-ups with global.

 Share of organization sector at 77% cater primary to organization major

 Manufactures products that may be classified into six categories engine parts, electrical
parts drive, transmission and steering.
 The fortune of the industry are largely driven by the automotive industry according to
the classification by ACMA, the primary sub-segments in the suspensions and braking
4
 parts are brakes, brake assembles, brake linings, shock absorbers and leaf springs.

 The auto parts industry has emerged as one of the India’s faster growing manufacturing
sectors and globally competitive one of the auto components industry in India is
dominated around 500 players which contributed more than 85% of India’s
production. The industry has very deep forward.

COMPANY PROFILE:
Brakes India Private Limited is a leading manufacturer of braking system in India for the
automotive industry. The company was established as a joint venture between TVS and TRW in
the year 1962. Brakes India Pvt Ltd has grown steadily to become a leading brake system supplier
to global OEMs operating in India. With design, development and manufacturing capability that
matches global standards in quality and safety. Brakes India Pvt Ltd is capable of providing
complete braking system technology from concept to completion.
In 1981, Brakes India Pvt Ltd entered into technical collaboration with quall cast (derby foundries)
Ltd, UK. For the manufacturing of the permanent mould ferrous casting, a technology newly
introduced in India. In the same year, Brakes India Pvt Ltd established a Foundry Division at
Sholinghur to manufacture Permanent Mould Grey Iron castings.
Brakes India Pvt Ltd has two broad divisions. They are the Brake division and the Foundry
division. The Brake division is India’s largest manufacturer of complete Brake system for
automotive and non-automotive application including Hydraulic brake, clutch actuation, heavy
duty brake, foundation brake equipment, clutch fluid. The foundry division is equipped with state-
of-the-art technology to manufacture sand-casting both grey and SG iron. It is India’s largest
manufacturer of permanent mould ferrous die-casting.
The strength of Brakes India limited lies in:
Its ability to motivate and harness the capabilities of its human resource develops and nurtures a
strong vendor base.
Its commitment to quality, cost, delivery, safety and customer satisfaction.
Strong in-house Research & Development, coupled with access to World Class Technology
through collaboration and affiliations worldwide enables Brakes India to provide the Best Braking
Solutions and Castings to its customers.
Sales turnover of its Brakes divisions exceeds Rs. 5 Billion. Brakes Divisions have grown steadily
to become a Leading Brake System Supplier to global OEMs operating in India.
Sales turnover of its Foundry division exceeds Rs. 2 Billion, has an installed capacity of 47,000
5
MTPA for permanent Mould Grey Iron and high pressure moulded Ductile and Grey Iron Sand
Castings.
An impressive list of Customers adds testimony to the capabilities of Brakes India.
Brakes India Pvt Ltd. success lies in management philosophy matched by its commitment to total
quality by identifying and meeting customer needs, which would include the expectation on
quality, delivery, price etc.,

VISION:

 We shall achieve customer satisfaction by providing products and services of

high quality at global competitive prices.
 Be the leading player in our chosen area of operations in the light engineering
industry
 Shall improve the quality of life of our employees and fulfil their reasonable
aspirations by building an atmosphere of trust and care .
 Shall work in a cohesive team always encouraging higher standards of performance
 Shall provide an adequate return on stock holders and facilitates the growth of
the organization .
 Recognise our vendors as our partners in progress, shall give them a fair deal
and nurture a healthy relationship
 Shall conduct yourself as a responsible corporate citizen known for integrity and
ethics.

6
Plant Locations:

 Padi (Chennai)

 Sholinghur (About 110 km from Chennai)

 Polambakkam (About 90 km from Chennai)

 Gurgoan (About 25 km from New Delhi)

 Waki (Pune)

 Halol (Baroda)

 Nanjangud (About 25 km from Mysore)

 Bawal

 Lucknow

 Jhagadia

 Sanand

 Jamshedpur

7
MILESTONES ACHIEVED BY THE COMPANY:

1962 Incorporated as public limited company

1964 Commenced manufacturing of brakes at Padi factory

1966 Introduced ‘S’ cam brakes for heavy commercial vehicles for first time in India.

1967 Introduced indigenously designed drum brakes for light commercial vehicles.

1968 First export of rubber seals to U.K.

1972 First export of tractor brakes as original equipment to Yugoslavia.

First export of Hydraulic brakes.
1975 R&D activities recognized by ministry of Science and Technology.

1979 Commenced manufacturing operations at Brakes Division, Sholinghur.

1981 Set up Foundry Division at Sholinghur

Commenced production of permanent Mould Castings in technical
collaboration with Qual cast limited, U.K.
1986 After successful R&D work, commenced manufacture of heavy duty brake and
clutch fluid.
1987 Commenced brake assembly operations at Gurgoan for supplies of Maruthi
Suzuki.
Commenced manufacture of Hydraulic Brake Hoses with technical support
from Hitachi Cable Company, Japan.
Commenced original equipment supplies of tractor brakes, U.K.
Award received for outstanding contribution in the field of Industrial Relation
by the All India Association of Employers.
1988 Introduced cellular manufacture system at Brakes Division, Padi.

1991 Achieved sales of 1.0 million litres of Heavy Duty Brakes and Clutch fluid in a
year.
1992 Commenced manufacture of Ductile Iron Castings at Foundry Division.
2. Foundry Division got certified by BVQI, for Quality Assurance System to
ISO 9002 Standards.
1993 Brake Division, Padi and Gurgoan plants got certified by BVQI, for Quality

8
 Assurance System to ISO 9002 Standards.

1994 Brakes Division, Sholinghur got certified by BVQUI ,for Quality Assurance
System to ISO 9002 standards
Achieved sales of 2.0 million litres of Brake fluid in a year.
1995 Brake Division, Nanjangud got certified by BVQUI, for Quality Assurance
System to ISO 9002 Standards
1996 Commenced manufacturing operations at Polambakkam.

1998 Certified for QS 9000 requirement 3rd edition by BVQUI.

2001 Certified for ISO 14001 Environment management system (Padi).

2003 TPM Excellence Award, First category by JIPM on 9th December.

“Deming Application Prize” for Foundry Division.
2004 Certified ISO/TS 16949, 2nd edition by BVQUI on 7th May.

KEY ACHIEVEMENTS:
 ISO14001 – Environmental Management Systems(EMS)

 TPM Consistency Award

 Deming Award

 TS 16949-QS 2002

 OSHAS

CORPORATE SOCIAL RESPONSIBILITY:

 Zero discharge foundry

 Cr3 plating

 Recycleable Packaging

 Water Recycling

 Rain Water Harvesting

 Wind Power

 Bio gas

9
TVS GROUPS:

 AXES INDIA LTD

 INDIA MOTOR PARTS AND ACCESSORIES LTD

 LAKSHMI AUTO COMPONENTS LTD

 SOUTHERN ROADWAYS LTD

 SUNDARAM DYNACAST PVT LTD

 SUNDARAM TEXTILES LTD

 TVS AUTOMOTIVE EUROPE LTD

 TVS ELECTRONICS LTD

 TVS LANKA PVT LTD

 TVS SEWING NEEDLES LTD

 WHEELS INDIA LTD

 DELPHI-TVS DIESEL SYSTEM LTD

 LUCAS INDIAN SERVICE LTD

 SUNDARAM BRAKE LININGS LTD

 SUNDARAM FASTENERS LTD

 TVS AUTO PARTS PVT LTD

 TVS FINANCE ANS SERVICES LTD

 TVS MOTOR COMP LTD

 TVS SRICHAKRA LTD

 LUCAS-TVS LTD

 SUNDARAM-CLAYTON LTD

 SUNDARAM INDUSTRIES LTD

 TURBO ENERGY LTD

 TVS CHERY PVT LTD

10
  TVS INTERCONNECT SYSTEM LTD

 TVS R&M LTD

 TVS SUNDARAM IYENGAR&SONS LTD

 QUALITY POLICY:
 Brakes India Limited is committed to total quality. The company shall achieve this by
identifying and meeting customer requirements on quality, delivery, price and service.
 Strive to enhance customer satisfaction through continual improvement of the efficiency of the
quality management system.
 Comply with the statutory and regulatory requirements.

 QUALITY:

The products manufactured are subjected to strict surveillance at every stage of manufacture to
ensure acceptable quality product. The company is committed to quality management and obtained
QS 9000 obtained TQM Award.

 RESEARCH AND DEVELOPMENT:

Brakes India Pvt Ltd has received R&D recognition from the Department of Science and
Technology, Government of India. It has programmers of continual research and development that
is abreast with the latest technology, synonymous with modern thinking in the field of safe braking.

MAJOR CUSTOMERS:

 Brake system
 Ashok Leyland
 Bajaj tempo
 Eicher motors
 Bharat earth movers
 Maruti
 Fiat India
 Force motors Ltd
 Ford India Ltd
 TVS Motor Company
11
  John Deere
 Piaggio
 Hindustan Motors
 General Motors(India)
 Premier automobiles
 Defence establishments
 Tata Motors
 Mahindra & Mahindra
 Swaraj Mazda
 Volvo India Pvt Ltd

FOUNDRY PRODUCTS:

 Ashok Leyland
 Kelvinator
 Voltas
 Micro
 Mahindra & Mahindra
 Godrej & Boyce

12
 PRODUCT PROFILE:

Major products manufactured by Brakes India Pvt Ltd:

1)PADI
 HCV – Brakes
 LCV – Brakes
 Parking Brakes
 Tandem master cylinder
 Wheel Cylinder
 Servo
 PCRV
 GP/VALVE

2) FOUNDRY DIVISION
 Hydraulic cylinder
 Castings
 Compressors bodies
 Valve plates
 Bearing retainers
 Rocker Shaft supports
 Torque plates
 Calliper housing & Carriers
 Brake disc

3) POLAMBAKKAM
 Cam Brakes
 Callipers
 Brake Shoes
 Calliper Pads

4) NANJANGUD
 Seals
 Polymer

13
5)SHOLINGHUR
 Saw Brakes
 Cam Brakes
 Tandem master
 Transmission Brakes
 Cylinders
 Disc
 Wheel

14
 DEPARTMENTS

Actuation Unit
Wheel Cylinder Unit
House and Rubber Unit
Warehouse
Process Shop and Brake Fluid
Press Shop Unit
Tool Room Unit
Drum Brake Unit
Volvo Machining
EMR Unit
Personnel and HR Department
BITTC
TPM
Projects & Utilities
Skill Development Centre
S D& I Department
Finance Department
Corporate Finance
Internal Audit Department
TARGET Department
E,R&D
Quality Systems Department
Corporate Quality Assurance
PSQA
Technology Development
MSE and TDO
New Products Department
Marketing Department

15
SWOT ANALYSIS

16
STRENGTH:

• Excellent staffs with strong knowledge of existing products.

• Good relationship with the customers.

• Strong internal communication.

• Strong worker’s union.

WEAKNESS:

• Holding too much stock.

• Few workers who work just for the sake of working.

• Hasn’t Gained Complete International Presence.

OPPORTUNITY:

• High chances of gaining customers if they continue working in the same way.

• Recruit new talents in the Research and Development to develop and upgrade their existing
products.

THREAT:

• Increasing competitors such as Bosch.

17
ORGANIZATIONAL STRUCTURE

18
ORGANISATIONAL HIRERCHY

MANAGING DIRECTOR

EXECUTIVE DIRECTOR

VICE PRECISENT

UNIT HEAD

MODULE LEADER

MODULE MEMBERS

19
ORGANISATIONAL STRUCTURE:

20
ORGANISATIONAL CHART

There are four different types of organizational structure. The types are
1. Line Organization
2. Staff Organization
3. Functional Organization
4. Matrix Organization

LINE ORGANIZATION
Line organisation is the simplest and oldest form of organisation structure. It is called as military or
departmental or scalar type of organization. Under this system, authority flows directly and
vertically from the top of the managerial hierarchy ‘down to different levels of managers and
subordinates and down to the operative level of workers.

Line organisation clearly identifies authority, responsibility and accountability at each level. The
personnel in Line organization are directly involved in achieving the objectives of the organization.

STAFF ORGANIZATION
This type of organization structure is in large enterprises. The functional specialists are added to
the line in line and staff organization. Mere, staff is basically advisory in nature and usually does
not possess any command authority over line managers.
Staffs assist the line managers in their duties in order to achieve the high performance. So, in an
organization which has the production of textiles, the production manager, marketing manager and
the finance manager may be treated as line executives, and the department headed by them may be
called line departments.

FUNCTIONAL ORGANIZATION
Functional organization refers to the organization which is divided into a number of functions such
as finance, production, sales, personnel, office and research and development and each of functions
are performed by an expert. Line authority, staff authority and functional authority as a third type
of authority are in this type of organization.

21
MATRIX ORGANIZATION
A matrix organisation, also referred to as the multiple command system has two chains of
command. One chain of command is functional in which the flow of authority is vertical.

The second chain is horizontal depicted by a project team, which is led by the project, or group
manager who is an expert in his team’s assigned area of specialisation.

Since the matrix structure integrates the efforts of functional and project authority, the vertical and
horizontal lines of authority are combination of the authority flows both down and across.

TVS Brakes India limited has a functional organization structure. A functional organization
structure is the one in which there is a hierarchy and division of work based on specialized
functional areas. The decision making is done at the top levels of the organization and the decisions
made are implemented by the specialized people in the lower levels.

The company is headed by the Managing director with the board of directors. Based on the various
functions the organization has General Managers for Human Resources, Finance, Co-ordination,
Sales, Commercial, Operations, Utilities, R&D, QC departments in the organization.

22
TOTAL PRODUCTIVE MAINTENANCE:

• Autonomous Maintenance: Equipment Availability. Mainly deals with how equipment

has to be maintained and procedures required to upkeep the machines.
• Focused Improvement: Mainly focuses on losses. It also focuses on cost reduction.
• Planned Maintenance: Focuses on Time and condition based maintenance.
• Quality Maintenance: Quality of products, Customer complaints and cost reduction
• Development Management: Development of new products.
• Education and Training: Skill level up by providing adequate training.
• Safety, Health and Environment: Safety of Operator, Plant, Environment and to identify
and rectify any abnormalities.
• TPM in Office: Focus on efficiency and over all proper function.

23
FUNCTIONAL DEPARMENTS

24
HUMAN RESOURCE DEPARTMENT:

Human Resource Department is one of the most important in the organization because
they deal with the sensitive employee. Human resource management includes Organization
management, Personal Administration and Man Power planning in the organization. This
department maintains all personal details of every individual employee in the organization that
includes his age, qualification, performance, appraisal, etc.,
Four major in this HRM are
 Human Resource management
 Personal Management
 Welfare
 Safety

The Goal of this department is to help an organization to meet strategic goals and maintaining
employees and also to manage them effectively.

FUNCTIONS OF HR:

 Recruitment and Selection

 Man power planning
 Training and Development
 Performance Appraisal
 Institutional and Industrial Interface
 Talent Management

25
 HRD MEASURES:

Competency Evaluation:

With what? (Material/Equipment) Why, Who? (Competency, Skill)

Job description (Accountability, Skilled person ( job positions as

Responsibility, Authority) indicated in the activity chart)

Process

Inputs Outputs
Competency Identifying the
Competency
required for competency gap of
position, Actual Evaluation individuals
competency of
person in position

How?(Support process and methods) What result?(Performance indicators)

 Training and development No. of employees attained desired level

ult
 Control of documents of competencies
 Control of records

26
Training and Development:

Training and development in the field which is concerned with the organizational
activity aimed to make the better performance of the individuals and groups in organizational
settings. Training is based on the Training Need Analysis in the month of May and June every
year. From this analysis calendar is prepared by the HR department and then training is given to
the employees in the organization.
There are two systematic levels in Training. They are,
 Organization Level
 Task Level

ORGANIZATION LEVEL:

This type of training is given to the top level employees, when there is a policy,
procedures changes, macro changes and new trends are been found. This type of training is given
to the employees to give knowledge and awareness to the employees

TASK LEVEL:

Task level based on job analysis and job description. This is given to check the individual
ability and their Performance.
KINDS OF TRAINING IN BRAKES INDIA PRIVATE LIMITED:

The company provides a different training program to its executive and Non-Executive
members in a organization according to need the training are given tothe employees in the
organization. The Training program are further classified into
 Behavioral
 Functional and technical

27
 BEHAVIORAL TRAINING INCLUDES:

 Stress Management
 Goal Setting
 Personality Development
 Team Building
 Motivational and Attitudinal workshop
 Conflict management
 Junior management program

With what? (Material/Equipment) Why, Who? (Competency, Skill)

Internal/external faculties/institutions
Training syllabus and material, Skilled person (job positions as
Equipment facilities, Computer indicated in the activity chart)

Process

Inputs Outputs
Training needs Development of
Training & development competent person

How?(Support process and methods) What result?(Performance indicators)

Competency mapping and other Training program conducted as per
ult process indicated in the
interrelated schedule on calendar
summary sheet Training man days per empolyee
T

28
Employee Satisfaction Survey:
THE STUDY ON EMPLOYEE SATISFACTION WAS DONE IN SIX PHASES

IDENTIF AND LIST DOWN

FACTORS FOR MEASURING THE
EMPLOYEE SATISFACTION

PREPARE QUESINAIRE

CONDUCT A SAMPLE SURVEY

WITH THE QUESTIONNAIRE

REVIEW AND ANALYSE THE

QUESTIONNAIRE

FINALISRE THE QUESIONAIRE

CONDUCT THE SURVEY

ANAYSE THE DATA

PREPARRE SUMMARY REPORT

PREPARE ACTION PLAN

IMPLEMENT THE PLAN

29
 With what? (Material/Equipment) Why, Who? (Competency, Skill)

Employee’s aspiration (Written or Consultants/Experts /HRD

oral) Professionals

Process

Inputs Outputs
Factors affecting Action points on
satisfaction in
Employee employees
the form of Satisfaction Survey “Reasonable
questionnaire aspirations” factor

How?(Support process and methods) What result?(Performance indicators)

Survey method using statistical tool Trends on level of satisfaction

ult and feedback report
for analysis

30
 Employee Motivation:

With what? (Material/Equipment) Why, Who? (Competency, Skill)

Skilled person (job positions as
Survey questioner, internal indicated in the activity chart)
communication, Computer

Process

Inputs Outputs
Employee Meeting ,Company
satisfaction, Employee Motivation objectives
Survey result,
Suggestion

How?(Support process and methods) What result?(Performance indicators)

Employee satisfaction and survey as No. of suggestions

indicatedult
in the summary sheet Employee turnover

31
 Manpower planning & Recruitment:

With what? (Material/Equipment) Why, Who?

(Competency, Skill)
Skilled person (job positions as
Manpower budget,Manpower approval indicated in the activity chart)

Process

Inputs
Fulfilling Manpower
Outputs
Sales, forecast, medium Manpower planning & requirements of
term objective, Business Recruitment units/Dept
plan, unit requirements

How?(Support process and methods)

Filling up vacancy < 90 days from the

Competency Evaluation Training & date of receipt Manpower requisition
development, Organogram, document approved by management
as indicated in the summary sheet

32
 PURCHASE DEPARTMENT:

The system of purchasing raw materials is mainly based on PIR.

PIR – Plank Independent Requirement. Every month respective unit will give the requirement.
Based on the requirement supply module will calculate the requirement and they will send it to
the supplier. Orders are given 3 months in advance.

The Purchasing function is concerned with acquiring goods and services for use by the
organisation. These will include, for example, raw materials and components for manufacturing
and also production equipment. The responsibilities of this function usually extend to buying
goods and services for the entire organisation (not just the Production function), including, for
example, office equipment, furniture, computer equipment and stationery. In buying goods and
services, purchasing managers must take into account a number of factors – collectively referred
to as ‘the Purchasing Mix’, namely, Quantity, Quality, Price and Delivery.

 Quantity. Buying in large quantities can attract price discounts and prevent inventory running
out. On the other hand, there are substantial costs involved in carrying a high level of
inventory.

 Quality. There will usually be a trade-off between price and quality in acquiring goods and
services. Consequently, Production, R&D and Marketing Functions will need to be consulted
to determine an acceptable level of quality which will depend on how important quality is as
an attribute of the final product or service of the organisation.

 Price. Other things being equal, the purchasing manager will look for the best price deal when
procuring goods and services, although price must be considered in conjunction with quality
and supplier reliability, in order to achieve best value, rather than lowest price only.

 Delivery. The time between placing an order and receiving the goods or services, the lead
time, can be critical for production planning and scheduling and also has implications for
inventory control. Suppliers must therefore be evaluated in terms of their reliability and
capability for on time delivery.

In short, the ‘purchasing mix’ can be considered as making sure that the organisation has the
right amount, of the right quality, at the right price, in the right place at the right time!

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MAINTENANCE DEPARTMENT:

The plant and the equipment used is vital to any manufacturing business. Maintenance of
the plant itself is a crucial factor in the manufacturing process and Answer Plant Maintenance
has been designed with this in mind. This application is one of the key modules in your CMMS
(Computerized Maintenance Management System) or EAM (Enterprise Asset Management)
strategy. Plant Maintenance has powerful facilities to aid Maintenance Personnel in their day-
today activity as well as planning what should be done in the future and resolving any issues that
have happened in the past. Management have immediate and total access to all of the
Maintenance Availability and Personnel Usage details necessary to make informed, timely and
correct decisions. Employ a program of Preventative Maintenance (PM) Activities to be
implemented in order to keep
Plant Utilization as efficient as possible. PM jobs are automatically triggered based
on a number of frequency and/or statistical and date based options.

FUNCTIONS:

The basic function in a manufacturing environment is support the various department to

ship product. But that encompasses a very broad swath of duties, functions, and responsibilities.
Some very basic but vital functions is to ensure a safe workplace, & to keep the various utilities
on. Some maintenance department stop there others go on to maintain and repair equipment and
have specialist on staff to do this work. Also maintenance departments are generally responsible
for
Installing new equipment. In general maintenance department, something breaks down, and are
tasked with getting production going safely, quickly and economically as possible.

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FUNCTIONAL HIGHLIGHTS
ACROSS KEY RESULT AREAS

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KRAs mainly depends on PQCDSM.

 P – Productivity:

Productivity mainly depends on Output/Hour.

 Q – Quality:

Quality of the product and scrap reduction is very essential.

 C – Cost:

Cutting cost as much as possible by developing various cost cutting strategies.

 D – Delivery:

Identify the factors which affects delivery and rectify it.

 S – Safety:

Safety of the workers is the most important factor. Number of accidents must be
reduced as much as possible.

 M – Morale:

Its highly important to maintain morale in the work environment. Suggestions are
welcomed and the best suggestion will be rewarded.

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 BASE ACTUAL
KPI PARAMETER UOM TARGET 16-17
2007 OCT'16
OEE % 80% 90% 89%
Productivity PRODUCTIVITY NOS./Hr 250 375 350
BREAKDOWN Occ./Month 0 0 0
Rejection % 0.15% 0.05% 0.03%
Quality Rework % 0.05% 0 0
Internal Complaint Nos./Annum 1 0 0
Oil Consumption Ltrs / Month 48 25 15
Cost Grease Consumption kgs./Month 14 8 5
Diesel Consumption Ltrs /Day 6 0 0
Major Injury Nos./Annum 0 0 0
Safety
Minor Injury Nos./Annum 0 0 0
Total Tags Nos./Annum 45 20 11
Total Kaizens Nos./Annum 24 42 18
Morale OPL's Nos./Annum 5 2 1
Suggestion Nos./ Annum 16 25 16
QCC 3 Nos./Annum - 3 2

• Develop and upgrade the existing products to compete with the competitors.

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FINDINGS, RECOMMENDATIONS
AND
CONCLUSIONS

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 FINDINGS:
 All the respondents are educated, and most of them belong to the category of Diploma.
 It is found that most of the employees are joined here as training apprentice.
 Majority of the respondents were satisfied with the training facility provided by the company.
 Targets are achieved then and there.
 Machines are checked periodically and are maintained well.

CONCLUSION:

The organizational structure training done at Brakes India Pvt Ltd helped in understanding
of the organization from a different perspective. The role of every department is
very significant which leads to the total growth of the organization.

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ANNEXURE

40
 PRODUCTS OF THE COMPANY:

PASSENGER CARS AND UV’s

1) Front and Rear 2) Drum Brake

3) Brake Actuation 4) Slip Control System

5) Clutch Actuation

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LIGHT WEIGHT VEHCLES

Front and Rear Callipers Drum Brakes

Transmission Part Brake Brake Actuation

Slip Control System Hose

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Clutch And Actuation

HEAVY COMMERCIAL VEHICALS

Air Disc Brake S-Cam Drum Brakes

Clutch Actuation Retarders

TRACTORS AND OFF HIWAY BRAKES

Actuation
Actuation

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REFERENCES/BIBLIOGRAPHY
i. Corporate Mentor Mr. Thirumalai Kumar– HRD: Brakes India Private Limited.
ii. https://www.brakesindia.com/
iii. Management books and reference reports.

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