INTRODUCTION

An organization study is aimed at creating an opportunity for the students to observe, learn,
assimilate and analyze the objectives and vision of the organization and functioning of its various
departments. This would enable the students to get a practical real time feel of various aspects
concerned with the organization and to relate it to the concepts and theories studied so far in the
class room.
This exercise would enable the future managers to face the challenges lying ahead. With
the permission and consent from the company management and co-coordinator of our institution,
I got an opportunity to undertaken an organizational study in Apollo Tyers Ltd. Perambra,
Chalakudy.
Apollo tyres are one of the leading tyre manufacturing companies India. An Apollo tyre
was worlds 17th biggest manufacturing. Company was incorporated in 1972 started its production
in 1977. Apollo tyres Ltd is the leading Indian tyre manufacturing with 59% of Revenues fr om
India 20% from Europe and 13% from Africa. In 2006 Apollo acquires Dunlop tyres of South
Africa. Apollo Tyres are one of the leading tyre manufacturing company in India. Apollo Tyre
was worlds 17th biggest tyre manufacturing company. Company was incorporated in 1972 started
its production in 1977. Apollo Tyres Ltd is the leading Indian tyre manufacturing with 59% of
Revenues from India 20% from Europe and 13% from Africa. In 2006 Apollo acquires Dunlop
tyres of South Africa. Apollo Tyres Ltd is a high performance company and the leading Indian
tyre manufacturer. And it is young, ambitious and dynamic organization which takes pride in its
unique identity. Apollo manufactures wide range of tyres such as truck, bus, light truck, radial and
cross-ply, passenger car radial, farm radial and cross-ply, off-the-road, earthmover & industrial
tyres. In the tyres segment it has launch brand like Aspire, Regal, Dura Tyre, XTRAX and Rancer,
among others. It has a network of more than 4,200 dealers, with 19 state offices. It became first
Indian tyre company to obtain ISO Certification for all its operations. Apollo Tyres was awarded
the FICCI award among large industries category for the best Quality systems.
Apollo set up its first manufacturing unit in Perambra, Kerala in 1977 with a very huge
production capacity of 185 tones. Chairman and MD of Apollo tyres is Mr. Onkar S. Kanwar

formulated a dynamic new management team under his leadership. There are mainly two types of
tyres radial tyers and bias tyres. Apollo tyres perambra plant producing bias tyres. .
The organizational study at Apollo tyres Ltd ,Perambra in Thrissur is a humble effort
to understand and comprehend about the organization. The organizational study is intended
to access and to acquire the knowledge regarding the functional as well as the management
aspects of the company.
NEEDS OF THE STUDY
The academic curriculum of master of business administration degree, Mahatma Gandhi
University demands a project report on organizational study in the second semester. The study
should be conducted at an organization having all the major functional areas. This report has been
prepared in the light of the study conducted at the Apollo Tyres Limited Perambra.
OBJECTIVES OF THE STUDY
To understand the working of the organization
To gain more information about the various functional areas and departments
To understand the interconnection of the various departments
To make clear the business process that carried out in the organization
To analyze how human factor affect the organization
To relate organization with practical
To understand how reward system effect the workers

PERIOD OF STUDY
The study was conducted for a period of one month, 2 nd may to 31st may 2015.
SCOPE OF THE STUDY
It helps to improve classroom knowledge with the real situation in the organization. Such
study will help to build competency communication skill and to undergo future project in
an easier way.

LIMITATIONS
The managers, they do not want to reveal the problems in their department.
Lack of Co-operation from the part of employee and management personnel.
The working schedule of management staff is too tight, so they have no time to spend.

INDUSTRY PROFILE

The most important application of rubber relates to the transport sector of which
tyre industry consumes over 60% of the total rubber produce. During the last 20 years tyre
has been virtually reinvented

with most modern technologies like steel radial tyres, a

milestone in the tyre technology. Tyre sector is experiencing a rapid improvement with the
advent of newer technologies.
The tyre industry begin to grow in India during 1930s.The growth of tyre
industry in India may be divided into 3 phases. In the first phase, multinational came to
India and started selling tyres. The first among them was Firestone followed by multinational
like Good year Dunlop etc.
In the second phase multinationals started their production in India. Then they become
the first generation tyre company. Dunlop was the first company started the production.
The third phase of tyre industry began, where Indian companys started producing
tyres ,which come to be called second generation tyres. The important among them are
MRF tyres ,Good Year, CEAT etc. The main third generation tyres are Apollo tyres ,
Vikrant tyres, JK tyres, Modi tyres etc.
The entire tyre companies which

started after 1970s and the companies,

which are yet to start production are classify under the head fourth generation tyres.
WORLD SCENARIO
The world tyre industry is worth around US $ 70 billion. The industry is marked by the
presence of around half a dozen major players who together occupy to 70% of the world market
share.

Company Market share

COMPANY

MARKET SHARE

Michelin

19.4

Bridgestone

19.4

Goodyear

16.6

Continental

7.1

Sumihomo

4.9

Pirelli

3.9

Yokohama

3.5

Kumho

1.7

Others

23.5

INDIAN SENARIO
The origin of the Indian tyre industry dates back to 1926 when Dunlop Rubber Limited set up the
first tyre company in West Bengal and soon after that the Tyre giants MRF followed and set the
ball rolling for the tyre industry in india. The Indian tyre industry produces the complete range of
tyrs required by the Indian transports except for aero tyres and some specialized tyres. The Indian
tyre industry produces tyres for trucks, buses, passenger cars, jeeps, light trucks, tractors, animal
drawn vehicles, scooters, motorcycles, mopeds, bicycles, off-the-road vehicles and special defense
vehicles. The tyre industry registered a 5-year Compounded Annual Growth Rate (CAGR) of
8.02% between 20003-08.

Salient features of Indian tyre industry:

Adaptability and absorption.

Exports

Innovations

Indigenous and ready availability

Technology progression

Wide product range for diverse use

Self-sufficiency and vibrant marketing setup

Highlights of the Indian Tyre Industry:

"Indian Tyre Industry Forecast to 2015" The segments covered, in our research includes
passenger cars, utility vehicles, multi-purpose vehicles, commercial passenger carriers,
commercial goods carriers and two wheelers.

The report also includes the export and import of tyre by these segments, type & country;
etc which says that majority of the export from India goes to USA.

Radicalization

bringing

a
-

paradigm

Green

tyre

shift
taking

in
the

Indian
industry

tyre
to

industry
new

era

- Trucks and Buses radial segment exhibiting high growth potential

- Tubeless tyre market gaining grounds in India.

New Delhi rating agency, ICRA expects the Indian Tyre industry to grow by a CAGR of
11%-12% during the next three years (2014-17) with revenues of Rs. 623 billion by 201617. For 2014-15, it expects the domestic tyre industry to grow by 8% to Rs. 493 billion,
supported by 6% domestic volume growth even as falling raw material prices would
pressure tyre companies to pass these benefits in the replacement segment.

The decline in natural rubber (NR) and crude oil prices could provide the requisite
headroom for passing on some benefits to the consumers; inflationary pressure on
advertising, employees and some other consumables has increased significantly for several
players in the industry over the past two years. Despite the pressure on realizations, for
2014-15, ICRA expects the significantly softer NR prices to trickle down into margins,
6

leading to stable and high operating margins of 13%-14%," the rating agency said in a
media release.
Ranking of Indian tyre companies on the basis of production:
1. MRF Tyres Limited
2. Apollo Tyres Limited
3. JK Tyres Limited
4. CEAT Tyres Limited
5. Modi Rubber Tyres Limited
6. Birla Tyres Limited
7. Good Year India Limited
8. Vikrant Tyres Limited
Domestic Rank
Segment
Companies

Truck

Light Commercial Vehicle

Apollo Tyres

JK Tyres

MRF

CEAT

Market share of Companies in the Indian Tyre Industry

Companies

% share

MRF

24

Apollo Tyres

22

JK Tyres

17

CEAT

14

GOOD year

Others

17

COMPANY PROFILE
The history of Apollo tyres can be traced back 70s when MNCs and Indian tyre majors
dominated the tyre industry. Apollo Tyres Ltd is a leader in the Indian tyre industry and
a significant global player, providing customer delight and enhancing shareholder value was
registered in 1972. The license was firstly given to Ruby Rubber works to start a tyre
factory at Changanassery .In 1975 Raunaq Singh purchased the license from Ruby Rubber
works. It is one of the flagship companies of Raunaq group. The plant is situated at Perambra
50 km north of Cochin. Total area covered where 97 acres which was bought from people
who stayed there by, at cheaper rate. At the starting time the production capacity was 54
tones per day.
The Apollo tyre ltd owned by Raunaq group of industries place an important rolling
world tyre industry. The products include tyres , tubes and flaps for all vehicles. The head
office of company is at New Delhi and registered office is at cochin. The main marketing
activities are concentrated in New Delhi and around 2400 exclusive dealers for Apollo
cover the entire area of India. During 1977 to 1981 the company was under heavy loss. The
capacity utilization was only 40 to 50 % capacity. The emphasis is given on growth quality
and objectives are redefined when Mr.Onkar S Kanwar took over the companys affairs .
Company began to earn profit and accumulated losses of 26 cores could be wiped out
with short span of time.
There second plant was installed at Limda village at Baroda in Gujarat, which started
production in 1991 having capacity of 6.5 lakh tyre/annum. This is most modern plant. The
R&D centre is also functioning at this location.
The third plant at kalamassery was taken over by Apollo from Premier

tyres .While take over

this plant was a sick unit. After the takeover Apollo spent a good amount in modernizing the
plant and now it is profit earning unit.

The fourth plant was commissioned in 1996 at

Pune for manufacturing tubes. The entire requirement of tubes for all plants of Apollo is
done from here.

MISSION:

A journey called agile is to be a us$6 billion company by the year 2016.

AGILE: Apollo Growth Innovation Learning Excellence

Leveraging quality tools to better systems, processes

and to improve overall performance to the next level.

QUALITY

SUSTAINABILITY

INNOVATION

To enable our employees to come with creative so as

to enable the company to differentiate itself in its
products, service and how we go about delivery.

COMMON CULTURE

Across our geographical width through a defined set of

values called The Apollo Way to bind us together.

Setting up processes in a manner which will have the

least negative impact on our communities and
environment.

10

VISION:
A significant player in the global tyre industry and a brand of choice, providing customer delight
and continuously enhancing stakeholder value.
VALUES:

Customer first

Business ethics

Care for society

Empowerment

Communicate openly

One family

GOALS:

Creating Social Responsibility.

Learning & Development.

Family Focus.

Hygienic Factors.

Employee Involvement & Cultural Building.

Perambra Plant Vision:
To be the most successful profit Centre through innovation ,capacity expansion and by
embracing newer technologies and work culture, thus synergizing our efforts to achieve
cooperate goals.
Quality Policy: We will achieve customer delight by striving for excellence in the quality of
our products and services using a fact based approach for continual improvement that ensures
all processes contribute to business success.

11

Management Board:

Onkar S Kanwar

Chairman & Managing Director

Neeraj Kanwar

Vice Chairman & Managing Director

Robert Steinmetz

Non-Executive Director

P K Mohamed

Chief Advisor R&D

Satish Sharma

Chief, India Operations

Luis C Ceneviz

Chief Executive Officer

Riaz Haffejee

Chief Executive Officer

Marco Paracciani

Chief Marketing Officer

Sunam Sarkar

Chief Business Officer

Markus J Korsten

Chief Manufacturing Officer

Dr. Seshu Bhagavathula :

Chief Technology Officer

Tapan Mitra

Chief Human Resources

Gaurav Kumar

Chief Financial Officer

Peter Snel

Chief R&D Passenger Vehicles

P N Wahal

Company Secretary

K Prabhakar

Chief Projects

12

MILESTONES OF APOLLO TYRES:

1972

The companys license was obtained by Mr. Mathew T Marattukalam,

Jacob Thomas and his associates.

1974

The company was taken over by Dr. Raunaq Singh and his associates.

1975

April 13, Perambra Plant Foundation stone was laid down.

1976

Company was registered.

1977

Plant commissioned in Kerala with 49 TPD capacities.

1982

Manufacturing of Passenger Car Radial Tyre in Kerala.

1991

Second plant commissioned in Limda (Baroda, Gujarat).

1995

Acquired Premier Tyres in Kalamassery (Cochin, Kerala).

1996

Exclusive tubes plant commissioned in Ranjangaon (Pune, Maharashtra).

2000

Exclusive radial capacity established in Limda.

2000

Established Apollo Tyres Health Care Clinic for HIV-AIDS awareness

and prevention in Sanjay Gandhi Transport Nagar, Delhi.

2003

Expansion if passenger car radial capacity to 6,600 tyres per day.

November 17, Joint Venture with Michelin.

2004

Production of Indias first H speed rated tubeless passenger car radial

tyres.

2004

Support in setting up Indias first emergency Medical Service in Baroda,

Gujarat.

2005

Apollo Tyres Health Care Clinics in Udaipur in Rajasthan and Kanpur in

Uttar Pradesh.

2005

April 13, Perambra Plant completes 30 years.

2006

Expansion of passenger car range to include 44 and all-terrain tyres.

2006

Expansion of passenger car radial capacity to 10,000 tyres per day.

2006

Acquired Dunlop Tyres International in South Africa and Zimbabwe.

2006

Opening of Apollo Tyres Health Care Clinic in Ukkadam, Tamil Nadu.

2006

Launch of Dura Tread, treading material and solutions.

13

2006

Launch of Indias first range of ultra-high performance V and W-Speed

rated tyres.

2007

Launch of Regal Truck and bus radial tyres.

2007

Launch of Dura Tyre, retreaded tyres from Apollo.

2007

Launch of the Apollo Tennis Initiative and Mission 2018.

2008

New plant at Chennai, Tamil Nadu, India.

2009

Apollo Tyres acquired the Netherlands- based winter-tyre maker

Vredestein Banden B V (VBBV) for an undisclosed sum from Russias
bankrupt largest tyre manufacture Amtel Vredestein N V.

2010

Apollo launch Vredestein tyre in India.

2011

Apollo Tyres enters Sri Lanka market.

2011

Apollo Tyres makes Dubai a hub for its Middle East operations.

2011

Tamil Nadu government and the tyre manufacturer Apollo has signed a
MoU relating to investments of Rs. 21,000 crore as part of Apollos
Greenfield projects.

2012

Apollo Tyres launches the concept retail outlets in Dubai.

2012

Apollo Super Zone opens in Mumbai.

2013

Apollo Tyres opens global R&D center at Netherlands.

MANUFACTURING CENTRES:
Corporate office-Gurgaon
Other plants in India:- Baroda
- Pune
- Perambra
-Kalamassery
- Chennai
14

International plants:Zimbabwe

-Bulawayo

South Africa -Ladysmith,

- Durban
Perambra Plant (in Focus):

Single largest truck tyre plant in India.

Fastest growing plant in Apollo family.

It is known as the mother plant.

Continuous expansion.

Total employee involvement.

APOLLO KEY DIFFERENTIATION TO OTHER FIRMS:

Superior product Quality.

Strong Brand Equity.

Committed Marketing Team.

High Consumer Loyalty

Product Segmentation in Truck Tyres.

Benched marked for planning efficiency parameters.

Power consumption.

Quick response to market needs.

Fuel efficiency.

Least scrap generation.

HIGHLIGHTS OF APPOLLO TYRES LTD:

7th fastest growing Tyre Company in the world.

15

17th largest Tyre Company in the world.

First Tyre Company in India to obtain ISO9001 certification for all its operations.

First Company to introduce packaging for tubes, two wheeler Tyres and Car Tyres.

GOLDEN ACHIEVEMENTS:

Apollo Tyres Ltd Perambra unit was ranked the first among large scale industries
for productivity and energy conservation in the year 2002-2003 by kerala state
productivity council.

Apollo Tyres Ltd received the pollution control award by the central government
during the year 2003-2004.

CERTIFICATIONS
1. QS 9000(Automobile Specification) 1998, 2004 certification for quality management
systems
2. Registered with DGS & D and defence(CQAV)
3. Registered with DOT(Department of Transportation USA)
4. ECE Certification
5. In- metro(Brazil) certification
6. SASCO(Saudi Arabia) certification
ISO 9001 certification

16

PRODUCT PROFILE:
1. LIGHT COMMERCIAL VEHICLE:
Overload Technology

Loadstar Super.

Load & Mileage Technology

Milestar

Premium Mileage Technology

Amar Delux
Amar Gold Rib
XT9
XT9 Gold(lug)
Duramile (radial)

Regular Mileage

Champion

2. TRUCK

Overload Technology

Load & Mileage Technology

Loadstar Super.

Loadstar Super Gold.

Loadstar Super Hercules.

Kaizen 50L.

XT7.

XT7 Gold.

XT7 Haulug.

Amar Delux.

Amar.

Commando.

Kaizen 36L

Kaizen 99R plus

17

Premium Mileage Technology

Mileage Technology Segment

Kaizen 77R

XT9

XT9 Gold

Amar Gold

Kaizen XTD

Champion

Champion Gold

Champion DXL

Amar AT Rib

Kaizen 27L

3. PASSENGER CAR RADIALS:

Tubeless Radial Passenger Car

Amazer XL
Acelere

Tubeless Radial MUV & SUV

Hawks

Tube type Radial for Passenger Car

Amar
Amazer XL
Quantum

Tube type Radial MUV & SUV

Amar
Amazer XL
Storm
Hawks

Passenger Car & Jeep Bias

Armour
Panther

18

 Gripper Maha Trooper

4. FARM:
Cultivation

Krishak Super
Sarpanch

Haulage

Power Haul

Multipurpose

Farm King (Radial)

Krishak Premium (bias)

Tractor Trailer Types

Dhruv
Hunter

CORPORATE SOCIAL RESPONSIBILITY (CSR):

Apollo Tyres Ltd's corporate social responsibility (CSR) philosophy
stems from its vision statement of "...continuously enhancing stakeholder value". The overall aim
is to add value to the lives of stakeholders, through not-for-profit initiatives, with the objective of
ensuring that all programmes and initiatives remain sustainable and relevant. The company
believes that if undertaken in the right spirit and process, social initiatives can be a long term risk
mitigator and help manage key business and operational challenges. This framework clearly
revolves around the principle of 3 Is i.e. Involve, Influence and Impact stakeholders. Apollo Tyres
Foundation is the body which works dedicatedly towards achievement of these goals. Some
programmes are as follows:
Project U

Health awareness ( HIV AIDS, Malaria and other diseases)

Environment programmers (Habit at Apollo)

19

ORGANISATION STRUCTURE
CHAIRMAN

VICE CHAIRMAN

UNIT HEAD OF THE PLANT

HEAD OF HUMAN
RESOURCE &
ADMINISTRATION

HUMAN
RESOURCE

HAED OF
MANUFACTURING

HEAD OF
SAFETY

HEAD OF
COMMERCIAL

DEPARTME
NT

DEPARTMENT

SECURITY

PRODUCTION

TRAINING

HEAD OF
QUALITY
ASSURANCE

TECHNICAL

GENERAL

ENGINE
ERING

ADMINISTRATION

PRODUCT
ION
PLANING
&
CONTROL

INDUSTR
IAL
ENGINEE
RING
DEPART
MENT

FINISHED
GOODS
STORE

CELL

20

FUNCTIONAL DEPARTMENTS
Apollo Tyres LTD, works with the help and support from the different departments. All
departments work uniquely for the attainment of the organizational goal. The performance of the
different department was amazing for the past several years. That is the reason why the companys
profit volume is increasing at a higher rate. Department head are directly liable to report to
managing Director.
Apollo has totally 10 departments. They are:

Operational department
Purchase department
Stores department(RMS and FGS)
Quality control and quality assurance department
Production department
Production planning and control department
Maintenance department

Human resource department

Commercial department

Marketing department

Miscellaneous departments

Utility department

21

OPERATIONS DEPARTMENT
The operations department of Apollo Tyres limited manage the operations of the company. It
includes various departments like Materials department, Purchase department, Quality assurance
department, Production department, Maintenance department and Production planning and control
department.
PURCHASE DEPARTMENT
The main function of purchase department is to provide right material at right time in
right place at right quantity. Apollo Tyres Perambra unit is not concerned about the purchase of
raw materials; it is done by the head office. The head office is concerned with the purchase of both
indigenous and imported materials. In Apollos Perambra unit covers procurement of indigenous
Engineering spares, general engineering and miscellaneous items other than raw materials. This
department is headed by senior manager and under him there are a number of officers and staff.
The department is provided with the latest communication facilities and computers.
STURUCTURE OF PURCHASE DEPARTMENT

22

Duties and responsibilities

To purchase of stationary items, spare parts, other materials, equipment, and services
needed by all departments.

Study market trends, review current developments, literature and technical sources of
information and interview vendors to determine source of supplies.

To issue purchase orders, contracts or negotiated contracts.

To coordinate and maintain all files and records as required by Board Policy.

Maintain a bidders list, vendors file, and such other records as are needed for the efficient
operation of the purchasing function.

The main items of purchase are:

Engineering spares

Consumables

Furnace oil

Diesel

Chemicals

Lubricants

Some raw materials

The purchase may be corporate purchase or plant purchase. Under corporate purchase the raw
material is purchased after considering what the market require for the month. Under plant
purchase , purchase may be of stock item or of non stock item.
Stock items are purchased for regular use. They are having material codes. They are purchased
after considering the reordering level, reorder quantity, lead time etc. For non stock items
their is no regular purchase.
Different departments have to prepare purchase requisitions. The items

purchased are

Engineering item , oils & lubricants ,local raw material , import of spares etc.

23

VENDOR SELECTION:
This includes a list of steps involved in selecting the right vendor for stock items identified
as critical by the department to enable a smooth functioning of the plant. Vendors are generally
identified as
1. Manufacturers
2. Dealers
3. Firms offering various services
Manufacturers are divided into two:

1. OEM (Original Equipment Manufacturers):

The OEM shall be identified as a vendor for the supply of equipment, spares, components etc.

2. OCM (Original Component Manufacturers):

For all spares, components and consumables, attempts are made to identify
the manufacturer and source the items directly from them so as to get quality products or
services at optimum cost. Information available on supplier's manuals, catalogs, details
available on the nameplates of machines etc shall be used for the purpose.

APPROVAL OF VENDORS:

All OEM vendors who have supplied the machinery equipments and instruments are approved
vendors for sourcing the respective components and spares. All original components
manufacturers are treated as approved vendors. Further consideration for approval includes

Vendors supplying goods satisfactorily for last 5 years

All authorized dealers of OEM/OCM shall be treated as approved vendors

For the order of finished goods specified brands are approved.

24

PURCHASING RECORDS:
1. Purchase Order Record: POs of all materials bought
2. Vendor Record: List of all vendors & their complete mailing addresses
3. Blue print and specification record Drawing: Many items are purchased by blueprint
specification are kept in separate files with index showing their location and where the
copies have been sent. Thus for repeat order to old supplier it is not necessary to send new
copies of the specification.
4. Contract file: -Certain goods may be bought under a term contract if so, the purchasing
department must maintain a record of such contract.

25

STORES DEPARTMENT
In the materials department there are two types of stores, they are raw materials store and finished
goods store
RAW MATERIAL STORE:
Process :- Receipt, handling, storage , packaging, forwarding & delivery of material
to internal and external customers with proper documentation to meet their
requirements.
Purpose:- To supply right material in right time to produce right quality product
without any interruption.
Scope :- Receipt , handling ,storage & issue of raw materials & to the customer.
Structure of Raw Materials in store Department
Head Commercial

Group Manager

Manager-M

Associate Manager

26

SIPOC
S-Supplier = Corporate purchase
I-Input

= Raw materials

P-Process

= Receipt handling, storage preservation & issue of raw Materials

O-Output

= Confirming RM receipt, storage & delivery.

C-Customer = Manufacturing, mixing centers other unit of ATL & internal customers

Raw material handling process:

Activity description:
1. Upon receipt of the raw material , the document related to transporter, supply are verified
for authenticity of the supply.
2. Identification of the supply with full details of material code, date of receipt, suppliers
name & truck no : will be carried out and transferred to the pre identified location.
3. Upon receipt of the raw materials GR will be prepared .
4. Based on the GR ,Quality assurance will collect the samples as per the pre- determined
frequency and OK the material if the results are meeting the requirements by releasing the
GR.
5. The materials if rejected from lab will be sent back to supplier and all accepted material
will be accounted in the inventory.
6. Issue of raw material will be carried out to internal customers & external customers based
on the request received from the customers as if applicable.
Various raw materials used in the manufacture of tyres are as follows:
1. Polymers: - natural rubbers, synthetic rubber, (SBR, PBD, BUTYL etc)
2. Fillers, carbon black, reinforcing clays
3. Process oil
4. Curing agents/sulphur
5. Accelerators/activators
6. Antioxidants/antiozonents (waxes)
7. Ret ardors
8. Pepticers for natural rubber mastication
9. Fabrics: nylon cord, i-ayon cord
10. Bead wire spools
11. Solvents for cements and solutions
27

Receipt of raw materials:

VERIFICATION OF DOCUMENTS AT SECURITY GATE:
The security inspector at main gate shall verify all documents pertaining to the
consignments brought to the factory before allowing entry in to factory premises and note the
following details. Serial no, suppliers name, description of item, challan quantity, challan no and
date or LR no and date, truck reg. no, date and time of arrival, date and time of departure.
WEIGHMENT (BY THE COMPUTERISED WEIGH BRIDGE):
Security shall inform raw materials stores about the arrival of the vehicles at the gate. The security
guard and a representative from RMS shall record weighment of trucks jointly. The Weighment
slip shall indicate the following:
Serial no, time and date of receipt, suppliers name, gross weight with materials, SIR no and
date. After recording the above details in the computerized weighing balance the vehicles shall be
directed to the respective unloading bay. In ATL weighment will be done in a weighbridge closer
to the factory under the supervision of security and RMS personnel after ensuring that the weigh
bridge possesses a valid certificate from weight and measure department.
Both security and RMS personnel shall sign on the computerized weighment slip. One copy of
the weighment slip will be filed in RMS along with concerned delivery challan and the second
copy will be returned by security department.
VERIFICATION OF DOCUMENTS AT RMS:
The receipt in charge shall verify the documents to ascertain the no of packages, description of
materials code and weight of the material. If any discrepancy is found the same shall be orally
reported to the officer concerned before unloading. He in turn will take decision suitably. The
dispatch documents include: Delivery challan /invoice, sales tax papers, packing list and duplicate
copy for transporter of invoice for availing MODVAT credit. In case of non receipt of any of the
above documents the consignment will not be unloaded unless and otherwise instructed by the
competent authorities after compliance of all conditions stated above, the materials will be
unloaded as instructed by the receipt in charge and lead to the respective area.
Handling Storage and Preservation:
All the incoming materials except the materials coming in tankers will be unloaded manually or
with the help of forklift as instructed by the receipt in charge. Caged pallets or platform pallets are
used for storing of materials so far as possible to facilitate easy handling at the time of issue. Each
caged pallets will carry a maximum of 1500 kg of materials. Caged pallets will be stacked one
over the other.

28

PRESERVATION:
Carbon black and chemicals are stored in the 2nd floor, natural rubber /SBR, wax etc. in the
1st floor and fabric, bead wire, latex etc. in the ground floor. In case of space constraints in the
respective floors, the materials may be kept in the ground floor and other places as directed by the
storage in charge. Materials received in tankers, after checking the seal and dip reading and sample
test by QA will be directly pumped into the storage tank. Before unloading the receipt in charge
will make sure the availability in the storage tank.
Rejection items are identified by displaying a rejection tag by technical department. In the
case of rejection of voluminous quantities the materials are kept in respective areas till disposal,
while small quantities will be removed and stored in the rejection area duly displayed with the
rejection tag.

ENGINEERING GOODS STORES:

Engineering goods stores is responsible for storing the necessary spare parts, components
required for smooth functioning of the plant. On receipt of indent from production
department, the engineering stores arranges for its release. The inventory management
technique used is VED Analysis. Almost all the activities of this department are computerized.
The purchase department is initiated whenever re order level is reached. A buffer stock is always
maintained in the store.
Another system followed in engineering stores is VMI-Vendor Maintain Inventory. In
this The vendors supply the raw material in large quantities and payment is made only for
consumed items.

ENGINEERING MATERIALS:
At present, total number of item codes in engineering store are 38500 approximately. Out
of this 23500 items are spares and 15000 items are consumables.

1. Consumables (General stores items) :

Consumables (General stores items) are standard engineering items (bearing, belt,
etc).It is decided to identify common codification scheme for all consumable items. All the
items shall be brought under this codification scheme.
2. Spares:
Spares are part of equipments. Equipments are varying from plant to plant by make
and model.
29

It is decided to,
1. Identify common equipments by same make and model
2. Assign uniform code to equipment make and model wise, which is common
across plants
3. Assign respective plant spares with code of equipment.

In general
1. Item code for consumables will be common across all plants
2. Item code for spares will be plant specific with respect to common equipment code.
However, material classification in SAP will be used to trace the spares to common machines.
Material Master Codification will follow the external numbering

Duties and responsibilities

To exercise general control over all activities in Stores Department

To ensure safe keeping both as to quality and quantity of materials.
To maintain proper records.
To initiate purchase requisitions for the replacement of stock of all regular stores items
whenever the stock level of any item of store approaches the minimum limit fixed in respect
thereof.
To initiate action for stoppage of further purchasing when the stock level approaches the
maximum limit.
To check and receive purchased materials forwarded by the receiving department and to
arrange for the storage in appropriate places.
To reserve a particular material for a specific job when so required.
To issue materials only in required quantities against authorised requisition notes/material
lists.

30

FINISHED GOODS STORE:

DEPARMENTAL ORGANIZATION CHART

Head Manufacturing

Group Manager -G

Manager -M

Associate Manager -A

RECEIPT OF FINISHED GOODS:

All finished goods after final inspection are kept at the transferring area in each shift. The
staff of final finishing will prepare a finished goods transfer-note in triplicate which will be
countersigned by the staff of FGS/TTF After verification, finished goods transfer-note will be
serially numbered and have the following details.

Material code

Description

Quantity
The original copy of the transfer-note will be issued to central excise wing after entering

the details in stock statement, duplicate will be given back to production as their file copy and
triplicate will be issued to Production planning.
One staff each from production and FGS/TTF will separately verify the quantity, size, ply
rating of the finished goods and compare against the entry in the transfer-note.

31

Duties and Responsibilities

A store Manager task is to monitoring the stocks, maximum, and volume of the space of
their stock room
Arranging the products to delivery.
Examine the stocks.
REMOVAL OF FINISHED GOODS:

The finished goods required for dispatch kept at the transferring area, after preparing the
transferring-notes, will be removed to the loading bay and balance will be removed to stores for
storage, after completing packing for required item.

HANDLING AND STORAGE:

Method 1: Applicable for non OE
-Finished goods store is fully covered and protected from sunlight and rainwater. The floor
is cleaned to remove dust. Proper passage is left for access for periodical inventory.
-All the tyres to be stored are rolled from transferring area to stores and stored size-wise.
Each stock will be maximum of ten height for truck tyres and 12 for low truck / passenger
tyres. All tubes are packed in bags and brought to the storage area directly by tube
production department. Flaps are bundled in ten and transferred using trollies.
-All seconds tyres stored in FGS are identified using a white band and blem tyres
wing a red band.
- A stock statement is made as of the closing of the day. This is made based on the
receipt and dispatch. After preparing the stock statement the finished goods

transfer note is

handed over to factory excise wing for recording and filling.

Method 2: Applicable for OE
- Truck OE tyres if not despatched within 24 hrs should be stocked in the warehouse. Bottom
most tyres will be stocked with tube valve facing upwards and for others with tube valve
facing downwards , same practice to be followed while loading the tyres in truck also.
32

FIFO system to be followed strictly to avoid over ageing.

Truck inspection to be carried out in order to avoid FM pickup.

In case of high inventory levels when it is not possible to store all tyres in the
go down , temporary sheds / tarpaulin sheds are resorted for storing of tyres . At
such times starting norms may not be ad heard to and tyres may be kept in
places other than the designed area.

Stock levels of FG stores are controlled by supply chain management(SCM).

Inventory management is done at head office level and FGS has the function of
receiving, storing and dispatching as per SCM requirement and communicating
daily stock levels.

DISTRIBUTION OF FINISHED GOODS:

Marketing coordinator gives dispatch schedule on day-to-day basis. The destination to

which trucks are required is arranged by marketing coordinator one day in advance. Load slips are
prepared as per the plan made.
Store-man will keep the loads as per the load slip at the loading bay. Staff of FGS, TTF,
Security and representative of transporter will check the load, kept separately for size, ply and
quantity. After checking the load-slip will be signed by the staff and given for preparing transport
documents and goods will be loaded on to the Lorries.

ASSEMBLING TYRES, TUBES AND FLAPS (TTF):

Upon receipt of goods for TTF, FGS shall prepare a brought-out goods receipt report
(BGRR) and it shall be forwarded to the head of QA department. QA department shall organize
for sampling and inspection of the goods received. Upon acceptance/rejection of the consignment,
QA department will return the BGRR with status of inspection marked on the same.

consignment of goods shall be used for packing after obtaining approval for use from QA
department. In case a consignment is rejected, the same shall be tagged as "Rejected" by QA
department.

33

QUALITY CONTROL AND QUALITY ASSURANCE DEPARTMENT

Quality is the totality of characteristic of an entity that bears on its ability to satisfy, stated and
implied needs. Quality is referred to as 'fitness for use' or 'fitness for purpose' or 'customer
satisfaction' or 'conformance to requirements'.
QA is the well-planned and systematic activities implemented within the quality system and
demonstrated as needed to provide adequate confidence that an entity will fulfill requirements for
quality.
DEPARTMENTAL STRUCURE FOR SIX SIGMA

QA is the well-planned and systematic activities implemented within the quality system and
demonstrated as needed to provide adequate confidence that an entity will fulfill requirements for
quality.
Quality assurance

Lab

Process control & audit

34

Lab:-Testing and releasing raw materials and processed materials.

All raw materials that come to RMS are released for

production only after lab

approval. For that samples of raw materials (Rubber, Carbon , Chemicals ,Fabric etc.) are
given to lab .In lab these raw material samples are tested .If the test result are within the
required specifications above material is

released for production. If the result is not ok,

material is rejected.
In the same way processed material samples are also given to lab for testing (e.g.:
Mixed rubber compound, Dipped fabric ,Calendared fabric etc).
These materials are released for further processing only if the test result is OK. If
the test result is not OK, processed material will be held up for technical disposal.
Process Control& Audit:In shifts, all the production areas will be audited by Quality Assurance. Q A will
check whether the processing is done within the required specifications . If any abnormality
is noticed , necessary corrections will be done and the defective processed materials will be
held up.
Finished product (cured tyres) will be also checked by QA. If any defect is noticed on
finished tyre it will be held up. Only OK tyres will be released to ware house.
Samples of cured tyres are tested indoors on a test wheel. The wheel simulates the running
condition of a tyre, primarily used to detect carcass strength and heat generation. Tyres are also
fitted on different vehicles to study the effects of different types of roads, loads and climate
conditions.
For original Equipment (OE) there is 100% inspection by quality assurance. The different
methods used for checking are Dimension, Pulley wheel and Puncher.
Duties and Responsibilities
Check the quality of the products
Check that all quality stands are followed.
If any defect happened to the product, take the corrective actions.

35

PRODUCTION DEPARTMENT
Production department is responsible for the operation maintain quality and optimum level of
production. The production planning starts with the receipt of production ticket from Delhi which
contains the quality required for operation. The requirement is then processed in the planning
department and the converted into equivalent type requirements. This is then checked for
feasibility depending on the moulds available for production, and then the production schedule is
finalized.

Structure of Production Department

DIVISIONAL HEAD - D

GROUP MANAGER - G

GROUP MANAGER - G

MANAGER
M
(Calendaring)

MANAGER
M
(Extraction)

MANAGERM
(Stock Prep)
MANAGER- M

MANAGER
M
(Calendaring)

ASSOCIATE
MANAGER-A/
EXECUTIVE
Banbury

ASSOCIATE
MANAGERA/
EXECUTIVE
Extruder

ASSOCIATE
MANAGER-A/
EXECUTIVE
Tyre Building

MANAGER M
(Extraction
MANAGER-M
(Stock Prep)

ASSOCIATE
MANAGER-A/
EXECUTIVE

ASSOCIATE
MANAGER-A/
EXECUTIVE

Calendaring

Bias/Bead

MANAGER- M

ASSOCIATE
MANAGER-A/
EXECUTIVE
Tyre Curing

ASSOCIATE
MANAGER- M
MANAGER-A/
GROUP
EXECUTIVE
MANAGER - G
Finishing
MANAGER- M

36

There are three production divisions under the production department. There is a manager who
controls all the divisions under him there is a manager each production division. Production
department are responsible for the timely production of tyre as per production planning. Production
department should meet the production target in every shift.They should ensure that target
production is achieved in each division.
Production is carried out in three shifts. Every month end, production intends are obtained
from the marketing department of Apollo tyres ltd, Delhi stating how much tyre need to be
manufactured. Perambra plant primarily focuses on the bias tyres production
OBJECTIVES

Achieving the production targets and productivity

Maintaining the desired quality

Coordinate with concerned department to implement the suggestion for improvement.

Ensure safe work practices

Ensure optimum manpower allocation for every schedule

Ensure that production is achieved in minimum of damages and take action to reduce the
same

To increase productivity

FUNCTIONS

Improving volume of production

Minimizing the scrap

Maintaining delivery schedule.

Controlling idle machine and manpower hours.

Eliminating accidents.

Updating processes and procedures.

Co-ordinate with other department

37

Duties and Responsibility of department head

Supervise and mentor Engineers, Quality Managers and Production Staf
Coordination of external contractors and designers
Create project plans using MS Project and monitor progress
Responsible for the completion and control of all production and R&D engineering
documentation
Procurement and management of supply base vendors
Design control and tracking documents (i.e. BOMs, schematics, Engineering Change
Memos (ECMs), process flows, operational
Manuals)
Ensure product quality tests meet regulatory standards (CSA, UL, FDA, CE, Health
Canada, ISO-13485, GMP)
Effectively work along-side sales and administrative staff to ensure product is expedited ontime

Report weekly production and R&D activities to direct manager

38

PRODUCTION PROCESS
Banbury mixer

Mills

Calendar

Bias cutter

Dual
Extruder
Thread skiver

Band building

Bead building
unit

Tyre building

Thread

Tyre curing
Post cure inflation

Final inspection

Warehouse

39

MANUFACTURING PROCESS:
The entire production system has been broadly divided in to three sections, namely
Division A, Division B and Division C.

DIVISION STRUCRUE FOR A, B, C DIVISIONS

40

DIVISION C

41

BANBURY:
All polymers are mixed with filler, process oil and other chemicals to give different grades of
rubber compounds in the Banbury. The mixed batch is then dropped on a batch off mill for further
mixing to form the rubber compound and then in to a sheet form. The rubber in sheet form is then
passed through a conveyor and stacked on skids. Each type of rubber compound is specifically
compounded for tyre performance. Tyre meant for high way services and fast speed have different
rubber formulation.
As compared to tyres for mining services, agricultural service etc., large bales of natural rubber
are cut into smaller parts by a bale cutter, prior to mixing in the Banbury. Carbon black, process
oil, and other chemicals are mixed in the Banbury along with rubber under specified temperature
and time. An essential characteristic of the Banbury is to give a good mix of fillers and chemicals
with the rubber polymer. Normally all rubber compounds are mixed in to two stages and natural
rubber compounds in three stages, as natural rubbers being tough, requires mastication.
The final stage in the Banbury is a critical stage when the sulphur and other curing agents are
added.
CORD DIPPING UNIT:
Rayon and nylon cord requires treatment in order to make them suitable for adhesion of rubber
compounds. These cord fabric are passed through a liquid rubber
Solution called 'latex' and is heated under tension through special ovens. Each type of fabric like
rayon, Nylon, Polyester etc. should be coated with specific amount of rubber latex in the corddipping unit. Fabric after passing through cord dipping unit is wound up in rolls and wrapped and
packed in polyethylene in order to prevent absorption of moisture from the atmosphere.
CALENDER:
All fabric is coated with specific compounds in the calendar. Cord fabric is coated on both sides
with rubber layer, whereas square woven fabrics are normally frictioned and then they are coated
on one side or both sides. Coating consists of applying a rubber layer to top and bottom surface of
the cords. Calendars are of various types. 3 roll calenders makes a layer of rubber compound
between the top and middle roll and squeezes the rubber layer on to the fabric on one side between
42

the middle and bottom roll. The fabric is then to be run again through the three-roll calendar in a
similar process to get a coat on either side. The 4-roll calendar can coat on both sides of the fabric
with rubber layers simultaneously. After calendaring, fabrics are wound in cotton liners in order
to prevent sticking.
Calendars are also used to produce rubber layers to different widths and gauge that are required
in the process of tyre manufacturing.
EXTRUDERS:
Extruders are distinguished by the diameter of their screws and are a single or dual type.
a) SINGLE EXTRUDER:
Rubber compounds after being broken down and warmed up on Mills, are fed in to the
screw of the extruders from which with the help of dies, produces a green shape of tr eads, side
walls, and other strips as per specified dimensions and contours, width, gauge and weights. These
strips are cooled in water sprayed conveyors and then cut out in to specified lengths with the help
of skiver (rotary cutting knife) and booked in metal trays or wrapped in cotton liners. The word
green denote uncured rubber (i.e., non-vulcanized)
b) DUAL EXTRUDER:
Two separate set of mills on which two different types of compounds are broken down
and heated and fed separately to two different screws. The two compounds after extrusion are
extruded together in a common head and with the help of performer and final dies, emerge in to a
pre-determined shape. The advantage of dual extruder is that two rubber compounds of completely
different composition can be extruded.
DIVISION B
BEAD WINDING SECTION:
The bead building machine manufacturers beads for all types of tyres. Beads consists of a
number of strands of copper coated steel wire which is coated with a layer of rubber compound
and then wound to specified diameter depending on each tyre. Bead building machine consists of
a lot of strands, for each strand of wire spools, which is brought together and coated on an extruder
43

with a layer of rubber compound and then wound on a check which determines the final diameter.
These rubber coated wire spools are then covered with rubberized cotton sq. woven fabric with
necessary fillers or rubber Compounds. The functions of beads in a tyre are to anchor the tyre
while mounting rims of vehicles.
BIAS CUTTER:
Fabric after coating from the calendar is run through bias cutter, which cuts the fabric to,
specified widths and angles. The width depends on the type of tyres and the angle of-the cut
depends on the type of tyre services required. The regular bias angle tyre, the angle of the cords
varies from 35inches to 45 inches from bead to bead. This is the basic difference between the radial
and biased angle tyres.
TYRE BUILDING MACHINE:
All the necessary compounds like beads, plies (cord fabric), breakers, treads, sidewalls, chafer etc
are brought to the tyre-building machine.
The tyre-building machine has a turret for holding different numbers of plies, breaker fabric, chafer
rolls besides tread applying conveyor. Tyre building machine itself consists of a shaft, which can
rotate at different speeds. The direction of rotation can also be changed. According to the size of
the tyre to be built specified building drum is mounted in the shaft of the tyre-building machine.
The fabric layers are then applied to the drum along with the bead wire bundles, which are
compressed together with the help of different types of sticher wheels. After building cord carcass
on the drum, in the final stage the green tread, sidewall and chafers are applied. The green tyres,
which are in cylindrical form, are removed from the drum by collapsing the same.
DIVISION C:
TYRE CURING:
The green tyre from the tyre-building machine is prepared for vulcanization by the
application of lubricants on the inner and outer surfaces for better moulding. The Bagomatic curing
press which is the latest design (no separate air bags are required) consists of a thin synthetic cured
bladder positioned in the center of the bottom half of the mould over which the green tyres are
44

placed. As the press starts to close, steam pressure is applied in to the bladder, which gives the tyre
a press shape, and the pressure is increased till the full shape of the tyre reached when the press is
closed.
(I.e., both the top and bottom halves of the moulds are in contact with each other). At this stage
when the press is fully closed under high internal pressure and temperature, curing media like
steam and hot water are passed through the bladder while the outer surface of the mould is heated
by the steam. The internal pressure in the bladder is critical for the purpose of obtaining good
moulding effects. The heat or temperature applied to different locations of the tyre compounds has
to be as per the specifications. Less heat or temperature will cause an under cure condition and
excess heat or temperature will cause deterioration in the rubber compounding fabric. After
vulcanization, the tyre is removed from the press and in the case of nylon truck tyres, as additional
process of post cure inflation may be required. This process consists of moulding the tyre on
specially designed rim and inflating the tyre to the required pressure while it is still hot for a period
of time in order to help final process of vulcanization and maintain a proper shape.
TYRE INSPECTION:
All cured tyres are then physically inspected for visual defects and excess rubber flashes are
removed. The tyre is then checked in the balancing machine. The tyre after inspection and
classification are taken to ware house
Major losses during production

Break down of machineries

Loss of time for setting up of machine

Loss due to the difference of machine speed

Loss due to stoppage of production

Loss due to mistakes and correction of mistakes

45

46

PRODUCTION PLANNING AND CONTROL DEPARTMENT (PPC)

The resources in terms of machines , men ,material etc used in a tyre plant run
into several crores and it is necessary to make best possible use of these resources to
achieve maximum economy in production costs.
The main objective of

production planning control is therefore to ensure

optimum

utilization of those resources as well as the capital looked up in work in progress inventory.
DEPARTMENTAL STRUCRUE

Group Manager -G

Manager - M

Associate Manager - A

47

Process flow:
Input

Activity

Output

Marketing
process

Production
Planning &
Control

Finished product

(Internal
supplier)

Dispatch process
(Internal
customer)

Resources

Related documents

-Skilled manpower

-Skilled matrix

-materials & tool

inventory

-Procedures
-Specifications

Key Activities
-Projection of
production
-Machine scheduling
-Physical verification

The resources in terms of machines , men ,material etc used in a tyre plant run into several
crores and it is necessary to make best possible use of these resources to achieve maximum
economy in production costs.
The main objective of

production planning control is therefore to ensure

optimum

utilization of those resources as well as the capital looked up in work in progress inventory.
The major activities of PPC could be enumerated as follows:1. Scheduling of machines
2. To ensure that machineries are bought out , required components are ordered at the
right time to fit in with the plan of work schedules for the shop floor.
3. To ensure that the proper man is doing the proper work in specified time consuming
specified material at specified quality.

48

In a nutshell, planning production procedures are set up to obtain the required

quantity and control is necessary to ensure that the plan is carried out and adjustments are
made when the plan falls to operate or due to exigency when external circumstances
warrant.
Responsibilities and Functions:
PPC is responsible for:
a) Establishing production programme in consultation with marketing departments.
b) Planning & control of production schedules.
c) Ensure adequate production &inventory.
Production programme
Liaison with marketing and formulation of production programme as per

sales

forecast. The production programme is prepared based on the following:

a) Machine capacity
b) Labour required
c) Raw material requirements
d) Equipment & other tools required for manufacturing (moulds, drums etc)
Raw materials
Liaison with material control & technical departments for requirement of raw materials as
per the consumption pattern . Authorize RMS for issue of raw materials to production
floor.
Scheduling
Machine scheduling includes day to day scheduling machine loading in the most optimum
level . Review of progress and initiation of action to remove bottle neck planning and
control of in process inventory at optimum level etc.

49

Scheduling in brief is determination of:

1) When a job will be done
2) Where to do the job (incase where there is more than one machine)
3) How much to do in one lot.
Machines
Review of machine capacity and its limitation with respect to production programme to
initiate corrective actions. Access requirement of material handling equipment & storage
systems and arrange for procurement whenever necessary.

50

MAINTENANCE DEPARMENT
SYSTEMS DEPARTMENT
The system department is responsible for computerization of different departments of ATL. The
main function of this department, operates and coordinates all systems in the organization. The
simple structure of department facilitates speedy communication flow within the department

DEPARTMENTAL STRUCTURE

MONITORING FUNCTION
Security problems in the SAP (Systems Applications & Products) were solved using Central
Virus Scanning System and Firewall at the head office (Gurgaon, Haryana). HCL solve all the
problems related to the network connection.

51

MAINTENANCE FUNCTION
The system departments in the plant solved network problems as well as computer
problems. Regular backups were taken daily, weekly and monthly for providing reliability in the
SAP system.
All the computers were connected using both point-to-point and star topology to form an Intranet
inside the plant. Proper authentication was given to each department members using a user ID and
a password.

52

HUMAN RESOURCE DEPARTMENT

Human Resources and Administration department is one, which facilitates smooth
working of the organization by looking into the human resource side and also the overall
administration of organization
It is divided into three sections namely Industrial Relations, Security and Administration.
Heads of each section are in direct contact with the department head. Among the three sections,
industrial Relations is the biggest section having four subsections looking into personnel and
industrial relations, employees arrival and departure, time, health and safety.
STRUCTURE OF HR DEPARTMENT

Vision of HR Department
Vision of HR department is to be strategic partner to the business and create value for the
organization by developing the human capital

53

Mission of HR Department

To create HR policies and process which are employee friendly

To build a culture which is warm forthcoming and professional with a sense of ownership
and pride.

To encourage innovative thinking

To encourage transparency and teamwork

To develop leaders at all level with general management skills

To create a learning organization

To develop competencies and skill through training and development

To constantly raise levels of employee productivity

To create HR brand

To work towards attaining and sustaining the best employer status

Major Functions of HR Department

a) Recruitment
b) Training
c) Industrial Relations
d) Welfare
e) Time office
f) Security
g) Safety
h) Other Administrative activities
a) Recruitment:
Recruitment is done through advertisement and a good opportunity is given to the child of
worker. This increases family loyalty towards the company. They are called for the interview and
the chief executive take final decision.

54

1. Management Staff.
Technical- B.Tech, Graduate Engineer Trainee.
Non-Technical- CA/ICWA/MSW/MBA/MA (PM); Executive Trainee
After training, they are absorbed as officer.
Criteria include:
a) Consistency in academic performance
b) Group Discussion
c) Personal interview

2. Employee children skill development scheme:

a) One year training in production
b) Dependent of employees
c) Minimum qualification- 10th standard
d) Physical fitness [height-165 cm, weight-50 kg]

3. Induction Plan

Workers

Management staff - 15 days induction

Associate managers 7 days

- 2 days induction training

b) Training:
The organization provides training for both managers and workers. Training programme for
managers consist of both internal and external programme. The workers have internal
programmes.
The training system includes:
a) Need identification
b) Validation of needs
55

c) Annual training plan

d) Selection and preparation
e) Post training programme
f) Training impact assessment
Areas covered include:
1. for management staff:
a. Conceptual
b. Functional
c. Cross-functional
d. Behavior
2. for workers:
e. Systems
f. Technical aspects
g. Work culture
h. Specialized training for trade union

The amount spend by the company for the training of their employees for a period of
one year is

five lakh rupees.

Development Efforts:

VIJAYIBHAVA 1 To achieve a turnover of Rs.0.2400 crore for the fiscal year of 200304.

VIJAYIBHAVA 2 To achieve production capacity of 270 Mt/day.

Training programmes:

Training on communication and interpersonal skill- programmes for

assoc. Managers

and managers.

Training on Jyothirgamaya for blue collared employees.

Safety and fire training conducted for blue collared workmen. .

56

With a view to develop multi skill among engineering trainees ,they are given
exposure to engineering, production & technical fields.

Jyothirgamaya: On each working day about 10 of the employees are selected for training in
a classroom atmosphere, about the productivity , quality & scrap reduction. The employees
are provided training specially about the company and about the tyre industry in general.
Jyothirgamaya provides information regarding the changes happening in the industrial field. Its
objective is to give training for all the employees in the unit within a period of 1 year.
Six Sigma:[introduced on April 16Th 2007] Six Sigma

is basically meant for increasing

production and for running the organization profitably. It is for finding out areas where
unneeded expenses are occurring and for reducing it using scientific techniques with a
disciplinary approach. A six sigma organization means the defects in the production of 10
lakh parts must be below 3.34%. When the employees become aware of six sigma and they
come into contact with the machineries used for this, then the organization will achieve an
unexpected growth.. This helps to find out the defects in production and for finding out remedy.
It also helps to understand the fact that the consumers are the owners and also to produce
quality products.
c) Industrial Relations:
Union management relation:Mutual trust + Understanding = Teamwork

A good industrial relation exists in the organization. The management and the employees
jointly find the solutions for the problems. There exists a well relation between employer and
employees. There are four main trade unions recognized by the company are:
i.

ATSWN (Apollo Tyres Staff and Worker Union).

ii.

ATEU (Apollo Tyres Employees Union).

iii.

ATMS (Apollo Tyres Mazdoor Sangh).

iv.

ATWM (Apollo Tyres Workers Movement)

57

The trade unions which get at least 20% of vote of total strength are recognized by the
management. The management has introduced a long-term settlement (LTS) plan, which is nothing
but a collective bargaining agreement. The decisions taken jointly by the trade union and the
management. Also a part of the HR initiative employee involving them in productivity relied issues
such as quality circles and professional circle, a social gathering such as factory day and other
celebrations encourage participation. Among the four unions the recognized unions are ATWM &
ATEU.
d) Welfare Department:
The organization provides good welfare services to its employer. The company runs a
subsidized canteen on contract basis. Rest rooms with locker and washing facility, arts and sports
club, well maintained library are other facilities provided.
A well transportation facility is given to all the employees from different destinations for
which they have to pay a very less amount. All employees drawing a salary below Rs.6000 are
covered under group accidental policy and mediclaim policy.
Taking the health aspects of employees those who in the night shift get 200ml of milk packets for
every night shift worked. It is given to retain their lost energy in the night shifts as it is motivation
to the employees to come for night shifts.
Apart from its soaps is distributed for the cleanliness of employees. Each worker gets
soap fully off cost and those who work in the production units 3 in number per month.
Management staff:
Group hospitalization scheme
Group personal accident policy
2 wheeler scheme-40% borne of the company
Car scheme - Asst. manager and above - 40% borne of company
Super annuation - Asst. manager and above
Employee self-development scheme.

58

Workers:
Group personal accident policy
Mediclaim
Housing loan interest subsidy-50%
2 wheeler loan interest subsidy -70%
Financial assistance co-operative society
Periodically medical checkup
Subsidized canteen
Subsidized bus service
Tyre scheme

e) Time Office:
This is concerned with registering the time in and out of the workers. Other activities
related to payment of wages, incentives, leaves etc. different registers are kept for different shifts
for the effective functioning. Apart from it, a punching system is maintained. Each employee has
to punch his badge in the electronic punching system while arriving for duty. The same is repeated
while leaving the factory premises.
Attendance is cross checked with the attendance report of the workman and the attendance
register maintained at various sections for the staff and managerial persons. Performance reports
are maintained in each section. These are done with a view to reduce the absenteeism in employees
and motivate them to increase production. A leave book is maintained and it contains leave
balance, leave credited and leave awaited. The daily attendance report is verified by the supervisor,
shift engineer and shift superintendent department head.

59

Working hours:
A

Shift 6 a.m. to 2 p.m.

Shift 2 p.m. to 10 p.m.

Shift 10 p.m. to 6 a.m.

Shift 9 a.m. to 5 p.m.

(Trainees will be generally put in the general shift)

f) Safety:
The organization follows all the provision under the Factories Act 1948.The plant is well
equipped with safety machines and directions are given for the same. Safety directions are
placed at noticeable points in and around the plant premises. Fire extinguishers are placed
reachable points and employees are well trained to use if necessary comes. Those who work
in production departments are given masks, safety gowns and shoes. In Apollo ,a separate
book is given to each employee, which prescribes certain rules and procedures in order to
create a working environment free of accidents. No major accident was occurred in the
plant for past 10 years.
Safety motto: ABC Always Be Careful
g) Security:
The security is concerned with the physical movement of men and material. Security
staff headed by the chief security officer works at all the shifts. To facilitate the security measures,
single point entry is adopted to control visitors. For materials, separate gate passes are issued.
Job description:
- Be

responsible for security of men, machinery, finished goods, raw materials, process

materials, highly sophisticated equipment etc. Their inward outward movement is monitored
as per the system prevailing.
-Developments of security staffs in line with the requirement of the organization & to keep
a high morale of the forces.
60

Principal accountabilities of chief security officer:

Monitor and control all inward and outward movement of vehicles ,material and
personal.

Deploy of contract workforce to various departments for routine as well as project

work.

Maintain the data base of all indirect workforce including contract workmen.

Ensure high degree of liaison with police, local administration , fire force

and

government authorities.

Upkeep of environment management system, including housekeeping of plant.

Keep strict vigilance , gather and assimilate intelligence for smooth functioning of
the plant in an unionized environment.

Event management:
The security department plays a significant role in factory day, safety day onam /
Christmas celebrations and plant visit by important officials.
h) Other administrative activities:
Absenteeism Management: Absenteeism among workmen has been a cause for concern for the
company; production has suffered heavily in this account recently. It has therefore been decided
to fight against the absenteeism contains among the regular workman and production apprentices
through attendance monitoring mechanism.
Control Measures:
(a) Attendance, Discipline & Development Programme
Introduction of ADD programme effective in ATL at April 2006.
- An effort to improve the attendance of chronic absentees.
- To maintain consistent production.

61

Operations of the scheme:

Chronic absentees numbering 192 are brought under small group of 5 person

192 workmen are brought under 23 groups, under each mentor, drawn from purchasing and
other financial areas, on a daily basis oversee attendance to ensure availability of his group
members for work.

H R department monitor the attendance and stops those who absent from duty continuously
for 3 days.

After 15th of each month, attendance data of the group members are generated and
circulated among the groups.

H R department publishes list of absentees during the 1 st half of the month to give them a
chance for improvement during the second half of the month.

In the 1st half of the succeeding month, the attendance for the previous month is published
and committee meets and decides the course of action against defaulters.

Advisory/warning letters/suspension pending enquiry, etc. are issued based on the gravity
of each case.

Individual appreciation letters signed by the mentors are sent to the residence in cases
where remarkable improvement is shown.

(b) System:
i.

Daily follow up

ii.

Three days meet HR

iii.

Six days - stoppage

iv.

Ten days - home visit

v.

Twenty days (accident) home visit

(c) Task Force:

i.

12 task forces for 116 members

ii.

Constitution (1 HR + Line Personnel)

iii.

Achievements: 10 absentees were converted to 100% attendance

iv.

Individual problem solving

v.

34% habitual absentees shows improvement

62

(d) Training and counseling:

2 days training module
i.

Individual counseling

(e) Leave Planner:

i.

Leave planner

ii.

12% permissible limit or work station

iii.

Festival leave plan

iv.

Leave sanctioning and monitoring

Mentoring: Handholding extended to budding youngsters by senior managers.

(f) Performance Appraisal:
i.

Employees development review (April- March)

ii.

Three tier systems

iii.

Helps in setting individual/team goals

iv.

Rated in respect of the achievements

v.

Mid-year review of the goals

vi.

Personal attributes considered

Salary Payment: All supervising personnel are required to open an SB Account with the South
Indian Bank, Perambra and intimate the account number to the accounting department who in turn
will remit the salary in case of non-supervisory personnel, cash payment is done in the following
days;
(a) Staff and service staff - last working day of the month
(b) Production/engineering workmen - 7th working day of succeeding month.

63

COMMERCIAL DEPARTMENT
Commercial department (finance department) is headed by a division head. It consist of two group
managers, six managers, three associates manager & thirty three executives. This department plays
an important role, as it is responsible for shaping the fortunes of the enterprise. Finance is the back
bone of every organization. Finance manager plays an important role at the same time he has also
responsibilities.
DEPARTMENTAL STRUCTURE
Division Head Commercial

Manager

Raw

mat
erial
stor
es

Group Manager

Finished
goods stores

Excise

Accounts, finance,
costing

Purchase
Execu
tives

Execut
ive

Executives

Engineer
store

Manager
Executives

Associate
Manager

Executives

AM

AM

Executive

Executive

64

The corporate office situated at Gurgaon does most of the accounting and taxation jobs of ATL.
At Perambra plant there is a separate accounting and finance department. This department deals
with salary, wages and costing. Excise duty of the raw materials also comes under this department.

Sales from operations during the financial year ended March 31, 2007 amounted to an all
time high of Rs. 4,733 crore as against Rs.3, 002.12 crore during the previous year, recording a
growth.

The strong performance of Apollo is a combination of high growth in sales along with enhanced
operations management, better working capital management, aggressive marketing and overall
cost reduction measures adopted by the Company.
The corporate office situated at Gurgaon does most of the accounting and taxation jobs of ATL.
At Perambra plant there is separate accounting and finance department. This department deals with
salary, wages and costing. Excise duty of the raw materials also comes under this department.

Sales is performed and maintained by the corporate office of the Apollo Tyres Ltd. The fund
for acquiring raw materials is provided from the corporate office to the account and finance
department. With regard to export tyres, it will be directly unloaded to the Cochin Shipyard
premises rather than unloading to the corporate office godown and then to the port.

The strong performance of Apollo is a combination of high growth in sales along with enhanced
operation management, better working capital management, aggressive management and overall
cost reduction measures adopted by the company.
OBJECTIVES

To arrange adequate funds for business

To ensure proper utilization of funds
To increase profitability of business
To maximize the value of the firm
To do the analysis and appraisal of financial performance
65

 Physical location handling and stocking of materials

Minimization of damage
FUNCTIONS

Financial forecasting and planning

To advice top management on financial matters and suggest various alternative solution
Coordination and control
Help in tax administration and tax planning
Preparation of audit report
Storage of raw materials, finished and engineering goods
Handle scrap disposal.

Finance is the back bone of every organization. Finance manager plays an important role at the
same time he has also responsibilities. The role of finance manager is to prepare the accounts and
studying of all the financial transaction of the company and have the advisory function in the
financial and the establishment matters. The fundamental decision marketing areas of financial
manager are capitalization decision, investment decision and financing decision.
Sections and under finance department
Accounts
Payroll
Costing
Excise
Raw material stores
Finished goods stores
Engineering stores
Purchasing of engineering goods
Payroll
The duty of the executive of the payroll section is to perform salary calculations. All such
calculations are done with the help of SAP software. This helps the executive to monitor the time
office section where the attendance of the workers is registered. When a person is appointed by
the personal department they will specify his amount of pay, allowances payable and the same is
intimated to the payroll section.
Functions of payroll section include:
66

Salary calculations

Employee states insurance (ESI) calculations

Provident fund calculations

Income tax calculations

Costing
The major objectives of the costing section are to maintain accuracy of quality reports and the
preparation of MIS in quantity cost in order to submit the same to the management. Costing section
maintains performs the function of keeping the stock ledger. The functions of costing section
include, preparation of MIS, ascertaining the product cost etc. The main aim of MIS preparation
is to provide information to the management to the management, regarding the production and
allied data. It contain the details of the actual number of tyre manufactured, budgeted production
etc. upon the cost of raw materials, power, fuel etc.
Excise
The main function of this section is excise registration, at the beginning of the production,
according to the central excise rules and central VAT rules. Excise duty is paid twice in month.
The functions of excise section are:

Liaison worker with central excise department

Discharge of excise duty on product goods

Monitors excise related changes

Finished goods stock register maintenance

Clarification of excise relate works

Preparation of weekly reports and maintains records of exports related works.

OWNERSHIP
Apollo Tyres Ltd. (ATL) was incorporated 28th September, 1972 as a Public Limited
Company and obtained certificate of Commencement of Business on October 24, 1972. The
Company was promoted by Bharat Steel Tubes, Ltd. Raunaq International Pvt. Ltd., Raunaq &

67

Co. Pvt. Ltd., Raunaq Singh, Mathew T.Marattukalam and Jacob Thomas. At that time companys
capital structure was

Sl. No.

Name of equity shareholders

No. Of shares (Rs.)

Bharat Steel Tubes Ltd

2,50,000

Kerala Government

13,50,000

Promoters, and Associate companies

75,000

Offered at par to the public in October 1975

46, 50,000

The corporate office situated at Gurgaon does most of the accounting and taxation jobs of
ATL. At Perambra plant there is a separate accounting and finance department. This department
deals with salary, wages and costing. Excise duty of the raw materials also comes under this
department.

Sales from operations during the financial year ended March 31, 2007 amounted to an all
time high of Rs. 4,733 crore as against Rs.3, 002.12 crore during the previous year, recording a
growth. The strong performance of Apollo is a combination of high growth in sales along with
enhanced operations management, better working capital management, aggressive marketing and
overall cost reduction measures adopted by the Company.

68

MARKETING DEPARTMENT:
In Apollo tyres Perambra the marketing department is not functioning. The production are
efficiently running in the company. The success of the company is in its products , people &
distribution network. The head office is situated at new Delhi that

controls the entire

marketing activity. The robust distribution was strengthened over the year by their dealers
and thus ensuring availability of the product through industry leading spread and depth
across the country.
On the product front the company launched the premium Gold the range in the truck
and bus

segment

that gave a clear product benefit proposition

of greater mileage.

The accelerate range of high performance passenger car tyres was expanded to cater to
the latest cars being introduce in the country .
The company introduced Apollo mobile , a phone based facility to let their dealers
have updates about critical aspects of business. The companies expanding specialists network
of Apollo Prakathi Kendras and Apollo Tyre Worlds have been strengthened with
partnership forged with reliance petroleum , ONGC, OVAL , and TATA motors to market
the range of Apollo Tyres through their networks further improving their ability.
Sustained growth of ATL in the recent period of time is the result of planned and focused
marketing initiatives. There is no separate department for marketing in Kalamassery plant and in
Perambra.. ATL has three corporate offices in Kerala (Cochin(Main office), Trivandrum, and
Calicut which does the market functions for company.

The success of the company is in its products , people & distribution network. The
head office is situated at New Delhi that controls the entire marketing activity. The healthy
distribution was strengthened over the year by their dealers and thus ensuring availability
of the product through industry leading spread and depth across the country.
On the product front the company launched the premium Gold the range in the
truck

and bus

segment

that gave a clear product benefit proposition

of greater

mileage. The accelerate range of high performance passenger car tyres was expanded to
cater to the latest cars being introduce in the country .
69

The company introduced Apollo mobile , a phone based facility to let their dealers
have updates about critical aspects of business. The companys expanding specialists network
of Apollo Prakathi Kendras and Apollo Tyre Worlds have been strengthened with
partnership forged with reliance petroleum , ONGC, OVAL , and TATA motors to market
the range of Apollo Tyres through their networks further improving their ability.
Sustained growth of ATL in the recent period of time is the result of planned and focused
marketing initiatives. There is no separate department for marketing in Kalamassery plant and in
Perambra. ATL has three corporate offices in Kerala (Cochin (Main office), Trivandrum, and
Calicut which does the market functions for company.
Company markets its products directly into their own agencies and from there to customers.
FUNCTIONS:
1. To fix a reasonable price for the product.
2. To satisfy customers by providing high quality products.
3. Carry out promotional activities.
4. To identify new segments.
5. To carry out market research to collect information regarding price variations, export and
analyzing the current market situations.

SEGMENTATION:
ATL market segmentation is use based segmentation. ATL segregate the market as
commercial and personal. Commercial constitutes light trucks, heavy trucks and jeeps, which
constitutes 90 per cent of the entire tyre market of India. The rest constitutes the personal
transportation, primarily cars driven for personal reasons. In fact, even taxis come under the
commercial segment.
TARGETING:
ATL mainly focus on truck segments (truck tyre market (replacement and OEMs), light
truck commercial market and in the farm category, which are the rear tractor tyres. Due to the

70

increased competition and customer demand they also focus on radial tyres. To produce truck/bus
radials ATL and Michelin entered into a joint venture.
POSITIONING:
ATL has created an image in the minds of the customers regarding the quality of their
product and its past performance. Constant process is done at every stage of manufacture and the
company performance. ATL positions its products according to the product variety.
PRICING:
The price is fixed depending on the variation of the price of main raw materials and based
on the market situations.
RETAILING:
Retail selling of ATL's products is through dealers. 2,400 retailers are there for selling the
Apollos Tyres to potential customers all over the world. Launching of customer acquisition and
retention programmes has helped in imparting knowledge to the dealers and enhancing dealer
network. This resulted in increase in goodwill and brand equity of ATL.
ADVERTISING STRATEGY:
ATL use a mix of media for the target audience. ATL advertise less for commercial
vehicles because it is more face-to-face and interactive. For car radials, they use a mix of media
depending on the target group. Other promotional activities include printing of brochures,
sponsoring of events and running various awareness campaigns.
The marketing zones of ATL are south, east, west & north zones. The south zone includes
different states

such as Andra Pradesh, Karnataka, Kerala, Tamilnadu

and Pondichery. The

regional Distribution Centers are situated in Andra Pradesh , Delhi ,Baroda , Indore , Jaipur
& Coimbatore.

71

MISCELLANEOUS DEPARTMENTS
UTILITY DEPARTMENT
Generation and supply of utilities as per specifications is the fundamental aim of this section.
It is the duty of this section to supply the required utilities for the production such as chilled water,
air compressor, hot water system etc. This section ensures uninterrupted supply of various water
systems at specified parameter applicable to all equipments in the plant. The utility section also
intimates the commercial department for the delivery schedule of water treatment chemicals and
spares.

Structure of Utility Department

DIVISION HEAD - ENGG

MANAGERS - M

ASSOCIATE MANAGER - M

OPERATORS

Compressed air system:

The air supplied from utility is of three grades, Instrumentation air, Plant air and PCI air.
Instrumentation air is supplied without lubricating oil to the control devices. The plant air which
constitutes the majority of the air requirement is used in the tyre building machines, Banbury,
presses and bias cutters. The PCI air is 150 psi in pressure and is used only the PCI unit.
72

Drier:
The compressed air contains moisture and oil particles. In certain applications, such as in control
devices this has to be removed. So the compressed air (Instrumentation air) is passed through a
drier unit. A drier unit contains ceramic filter, moisture-absorbing material such as Alumina and
Charcoal. The absorbed particles are flushed periodically.
Water Treatment Plant:
The water for the plant is pumped from Chalakudy River, which is km away. The water pumped
from there is fed to en aerator. The aerated water is collected in the raw water tanks. After adding
Alum the raw water is fed in to the Clarifloculator either by gravity or using raw water pumps.
The clarified water pumps from the clarified water sump to the sand filters. The filtered water is
fed as make up water for utility. It is also fed to the cat ion exchanger. The softened water is then
delivered to the boiler as make up water.
Compressor:
The refrigerant from the evaporator is sucked and compressed by compresser.
Condenser:
The compressed refrigerant is cooled in the condenser unit. It consists of a shell and tube type heat
exchanger. The tubes are fed with refrigerant and shell with cooling water. The cooling water is
pumped to a cooling tower for rejecting the heat.
Evaporator:
The evaporator is a shell and tube type heat exchanger. The tubes are fed with refrigerant and shell
with chilling water. The chilling water is pumped from the chiller primary sump.
Boilers:
There are four boilers for process steam generation. All the boilers are horizontal packaged, fire
tube, furnace oil fired boilers. This steam is used at curing, dip unit, deaerator and temperature
control unit. They also use feed water system, furnace oil system, and economizer coal and diesel
generators. During power failures the tyres in the presses will become scrap if the pressure in the
bladder is not maintained. So as to maintain the pressure, the steam is continuously generated.

73

SWOT ANALYSIS

SWOT analysis is a tool for auditing an organization and its environment. It is the first
stage of planning and helps marketers to focus on key issues. SWOT stands for Strengths,
Weakness, Opportunities and Threats.
STRENGTHS:
Continued Market Leadership in the dominant industry segment i.e. Truck / Bus tyres.
Global presence with acquisition of Dunlop Tyres International (Pty) Ltd in South Africa.
Robust Operation Center for managing IT operations across 140 Locations supported by ERP
/ Dealer Portal / Information Systems Security Control etc.
Presence of new technology products in car radial segment.
Dynamic & Progressive Leadership.
Responsive to changes in market conditions and product profiles.
Product innovation and technical superiority.
Strong Brand recall in a price sensitive market.

74

WEAKNESSES:
No presence in two/three wheeler segment.
Declining profit margins due to raw material cost push.
Lack of clarity in career path.
Lack of flexibility of jobs among workmen.

OPPORTUNITIES:
Continuous thrust in road infrastructure and construction of expressways & national
highways. Creation of road infrastructure has given, and will increasingly give a
tremendous fillip to road transportation in the coming years. Tyre industry will play an
important role in this changing product mix of transport.
Leadership position in the commercial vehicle segment will enable the Company to
leverage new and related business opportunities.
Access to global sources for raw materials at competitive prices due to economies of scale.
Steady growth in vehicle production in the immediate future leading to growing demand.
High level skill of employees can be used for better productivity.
THREATS:
An increase in the flow of tyres from competitive sources like China.
Cheaper imports on account of import from countries which are signatories to Regional
Trading Agreements (RTAs).
With crude prices scaling upwards, pressure on raw material prices can be expected.
Continuous increase in the prices of natural rubber, which accounts for nearly one third of
total raw material cost.
High expectations of labour in terms of compensation or welfare measure.
Trade unions and workmen more concerned about rights than responsibilities

75

OBSERVATIONS

A fair wage system exists in ATL.

Workers health and safety are given prime importance

A good coordination exists between different departments

Labour turnover is very low.

Trade unions play a vital role as bargaining agents. The management is sometimes forced
to accept unreasonable demands made by the unions.

The products of the company are known for its high quality standards.

There is lack of training for employees.

Better working environments and facilities for employees.

CONCLUSION

Apollo tyres is the 17th fastest growing tyre company in the world and it is a leader in
the Indian tyre industry and a significant global player, providing customer delight and
enhancing shareholder value. The various functions of different departments of the organization
were studied through this project. The company has a very quick response mechanism to track the
market needs and has been very agile in launching new products to satisfy the challenging
customers needs and preferences .With focus on quality, the companys products continue to
enjoy strong customers preferences across all the tyre segments. The company is always in the
forefront of absorbing and adapting the latest in product and manufacturing technology to maintain
its leadership in the industry and this could help them to achieve the goal of being one of the
noteworthy global players in tyre industry.Apollo tyres company works with the help and support
from the different departments. All departments work uniquely for the attainment of the
organizational goal.

76

BIBLIOGRAPHY:
Books

Operations management (author : Panneer selvam)

www.apollotyres.com

Website

Company Manuals

Apollo tyres Company manuals

Apollo tyres Departmental manuals

Apollo tyres Annual report

Presentations shown in the company

77

78