INDUSTRIAL VISIT REPORT

Submitted in partial fulfillment of requirements for Bachelors of Business

Administration

(BBA)

By

Ankur Dubey

Roll no: 9B1751

Batch of 2017-2020

International School Of Business and Media, College Of Commerce,

Pune.

February 2019
CONTENTS
I. ACKNOWLEDGEMENTS.

II. CERTIFICATE OF ORIGINALITY.

III. EXECUTIVE SUMMARY.

IV. PURPOSE OF THE VISIT.

V. OBJECTIVES OF THE VISIT.

“KALYANI MAXION WHEELS PVT LTD.”

VI. DETAILS OF THE JOURNEY.

VII. COMPANY PROFILE.

 GOALS AND OBJECTIVES.

 HISTORY.
 ACHIEVEMENTS AND AWARDS.
 BUSINESS ETHICS.
 ORGANISATIONAL STRUCTURE.
 BUSINESS STRUCTURE.

VIII. MARKETING STRUCTURE.

IX. PORTER’S MODEL.

X. GROUP OBSERVATION.

XI. CORPORATE SOCIAL RESPONSIBILITES.

XII. CONCLUSIONS AND RECOMMENDATION.

 ACKNOWLEDGEMENT

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

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

I acknowledge with sense of reverence my gratitude towards the management of

Kalyani maxion wheels ltd for providing me an opportunity to make industrial
report with their esteem organization.

I want to give special thanks to ………………………., Manufacturing division,

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

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

Student Name..........................

Signature.................................

Date …………………………
I_____________________________________ Roll No

__________________of 2019, a full time bonafide student of second year

Bachelors of Business Administration (BBA) Program of International School

of Business and Media (ISB&M). I hereby certify that this Industry report made

by me. The report submitted in partial fulfilment of the requirements of the

program is an original work of mine. It is not based or reproduced from any

existing work of any other person or on any earlier work undertaken at any

other time or for any other purpose, and has not been submitted anywhere else

at any time.

(Student's Signature)

Date:

(Faculty's Signature)

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

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

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

Therefore, my report is largely based on Manufacturing & Production

Department which includes understanding the day to day operations, their
machineries and their infrastructure.

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

These visits are considered to be more effective method of training. We get to

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

It is now well understood that how important industrial visit is. Hence, this
initiative of industrial visit has enlightened us which focuses on decreasing the
gap between student lives in the working environment which we have to face
after their studies.
 OBJECTIVES OF THE VISIT
● To develop the understanding of the students with a realistic and practical
perceptions of the industry its layout, procedures, processes, organization
Structure.

● To help students gain first-hand information regarding the functioning of the

industry which presents the students with opportunities to plan, organize and
engage in active learning experiences both inside and outside the classroom.
KALYANI MAXION WHEELS PVT
LTD.
 Details of the Journey

Our Industrial visit was held on 9th of February 2019. We all gathered at the
college campus at 7:00 A.M. Then we were briefed about the industrial visit by
our faculties. Then we left for the Industry at 8:30 A.M. We reached there at
11:00 A.M. After which we were taken to see the whole industry in a group of
two. After seeing the whole industry we again gathered in the Conference room
they provided us tea and where we saw the Presentation about the industry and
then left after sometime. And lastly we reached our college at 3:00 P.M.
 Company profile
Kalyani Maxion Wheels Private Limited is a Private incorporated on 18 January
1996. It is classified as Non-Govt Company and is registered at Registrar of
Companies, Pune. Its authorized share capital is Rs. 550,000,000 and its paid up
capital is Rs. 360,000,000.It is involved in Manufacture of domestic appliances,
n.e.c.

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

Directors of Kalyani Maxion Wheels Private Limited are Prakash Vishweshwar

Kodlikeri, Achim Weber, Babasaheb Neelkanth Kalyani, Petrus Wilhelmus
Klinkers.

Kalyani Maxion Wheels Private Limited's Corporate Identification Number is

(CIN) U29303PN1996PTC096395 and its registration number is 96395.Its
Email address is Sharad.Dahale@maxionwheels.com and its registered address
is GAT NO 635VILLAGE KURULI CHAKAN TAL KHED PUNE MH
410501 IN.
Current status of Kalyani Maxion Wheels Private Limited is - Active.

Company Details

CIN U29303PN1996PTC096395

Company Name KALYANI MAXION WHEELS PRIVATE

LIMITED

Company Status Active

RoC RoC-Pune

Registration 96395
Number

Company Category Company limited by Shares

Company Sub Non-govt company

Category

Class of Company Private

Date of 18 January 1996

Incorporation

Age of Company 23 years, 1 month, 19 days

Activity Manufacture of domestic appliances, n.e.c.

Click here to see other companies involved in
same activity.

Number of 8
Members
Director Details
Director Name Designation Appointment Date

BABASAHEB NEELKANTH
Director 18-Jan-96
KALYANI

PRAKASH VISHWESHWAR
Managing Director 28-Aug-98
KODLIKERI

ACHIM WEBER Director 28-Jul-06

ROGER JOSEPH VICTOR

Director 14-Jun-18
MARIE POULSSEN

SANDIP RATNABHAS Director 14-Jun-18

PETRUS WILHELMUS
Director 11-Nov-09
MARIA KLINKERS

Share Capital & Number of Employees

Authorised Capital ₹550,000,000

Paid up capital ₹160,000,000

Number of Employees NOT

DISCLOSED

Listing and Annual Compliance Details

Listing status Unlisted

Date of Last Annual General Meeting 14 June 2018

Date of Latest Balance Sheet 31 December 2017

 GOALS AND OBJECTIVES
 To be a world class organization and a leader in every aspect of our business.
 To aggressively grow business by accessing global markets.
 To deliver products and services of uncompromising quality and integrity
consistent with the Kalyani brand and image.
 To be committed to listening and responding to the needs of our customers,
associates and business partners and honouring their individual value.
 To be committed to an entrepreneurial spirit that fuels the growth of our
companies and increases shareholder value.
 To develop constructive and fair working relationships with our customers
and provide products and services which are of value to them.
 As a group we are conscious of our responsibility towards creating,
maintaining and ensuring a safe and clean environment by way of excellence
in manufacturing.
 To provide an appropriate return on investment to our shareholders whilst
being mindful of the needs of other stakeholders.
 To promote an open culture and create a well-informed workforce in order to
give each person within the firm an opportunity to influence the firm's
progress with their own ideas, as far as they are consistent with the aims of
the company.
 HISTORY
2000

Meritor Group merges with Arvin group to form ArvinMeritor Hayes Lemmerz
introduces "Super Single" Wide Base Truck Wheels Fumagalli develops
"Integrated" wheel as competition to full face wheels.

2001

Hayes Lemmerz introduction of "Gemtech" Ultra bright Finish Hayes

Lemmerz sells agriculture and off-road wheel business in Borlem, Brazil plant
to Iochpe-Maxion.

2002

Hayes Lemmerz develops "Struktur" / VersaStyle Wheel in Hayes Lemmerz

Germany Hayes Lemmerz sells the System Service Division which operated
tire and wheel assembly operations Hayes Lemmerz acquires certain assets of
Wheland foundary which produces Centrifuge commercial highway brake drum
castings in Chattanooga, TN.

2003

Hayes Lemmerz begins aluminium wheel expansions in Thailand, Brazil, and

Czech Republic facilities Hayes Lemmerz acquires majority ownership of
Jantas Jant Sanayi ve Ticaret A.S., a steel wheel joint venture in Manisa,
Turkey.

2004

ArvinMeritor/Fumagalli develops the Super Spoke Wheel In Limiera - Dodge

Durango Hayes Lemmerz acquires Hayes Wheels Aluminio, an aluminum
wheel joint venture plant in Chihuahua, MX and sells its 40% interest in Hayes
Wheels Acero, S.A. de C.V., a steel wheel facility outside Mexico City.

2005

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

2006

Hayes Lemmerz sells its Southfield, MI ductile iron components machining

facility to a group of private investors Hayes Lemmerz enters into a technical
license agreement with Tolyatinskiy Zavod Stalnih Kolyos (TZSK) of Togliatti,
Russia, a manufacturer of steel wheels.

2007

Hayes Lemmerz sells its aluminium suspension components facilities in Bristol,

IN and Montague, MI to Diversified Machine, Inc. Hayes Lemmerz completes
capacity expansion in Chakan, India and announces ground breaking of a new
passenger car steel wheel facility in India Hayes Lemmaerz completes $193M
equity rights offering and private placement and related debt restructuring.

2008

Iochpe-Maxion announces new commercial vehicle steel wheel plant in

Nantong, China.

2009

Iochpe-Maxion acquires Fumagalli from ArvinMeritor Hayes Lemmerz

introduction of RRT Technology for Aluminum Wheels.

2010
Iochpe-Maxion acquires steel wheel manufacturing facility outside Mexico City
from Nugar Hayes Lemmerz develops the 4 Bolt/5 Spoke VersaStyle Wheel.

2012

Iochpe-Maxion acquires Hayes Lemmerz and creates Maxion Wheels from

Hayes Lemmerz, Maxion, and Fumagalli. Recognized for success.

Maxion Wheels continually strives to achieve new heights in innovation,

service and quality. We’re proud to be recognized for the following
achievements.

CERTIFICATIONS

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

AWARDS

Cruzeiro plant receive 4 awards from John Deere.

Maxion Wheels Limeira Plant Receives Excellence in Quality Award from

Hyundai Motor Brazil.

MaxSmart® Receives Top 20 Products Industry Award.

Hyster-Yale Group Preferred Supplier.

Maxion Wheels Akron Plant Earns Ford Q1.

Auto data Award.

Ford Brazil Top Supplier Award.

Ford World Excellence Award.

Fiat Qualities Award in Metallic Materials and Powertrain Category.

Volvo's Quality through Excellence Award.

General Motors Corporation Supplier Quality Excellence Award.

 OUR ETHICS
CODE OF CONDUCT FOR BOARD OF DIRECTORS AND SENIOR
MANAGEMENT INTRODUCTION & APPLICABILITY:

Kalyani Limited believes in transparent policies, appropriate disclosures, best in

class Board practices and consistently high standards of corporate conduct
towards its stakeholders which are essential for maximizing shareholders’ value
and sustained corporate growth is, therefore, committed to maintain high
standards of corporate governance. To strengthen this commitment further, the
Board of Directors of the Company has approved and adopted the following
Code of Conduct for Directors and Senior Management of the Company. This
Code of Conduct comes into force with immediate effect and is applicable to all
the members of the Board of Directors and Senior Management of the Company
(hereinafter referred to as “Directors / Senior Management”). Senior
Management for the purposes of this Code of Conduct includes all officers in
the cadre of Vice President and above.
 CODE OF CONDUCT
Act in the best interests of, and fulfilled their fiduciary obligations to the
Company and its shareholders.

Act honestly, fairly, ethically and with integrity.

Conduct themselves in a professional, courteous and respectful manner and not

take improper advantage of their position.

Help in creating and maintaining the culture of commitment to compliance with

all applicable laws, rules and regulations.

Strategies for Growth

Investments: Reinvest the profits in business for increasing product portfolio

and customer base. Add new product lines, expansion in business.

Financial: Establish return on Investment, Maintain critical financial ratios such

as ROCE, Inventory turnover, Fixed Asset Turnover, Current Ratio etc.

Product development: New product development, supported with qualified team

ORGANISATIONAL STRUCTURE
 MARKETING STRUCTURE
Kalyani Hayes Lemmerz Ltd, a joint venture between Hayes Lemmerz
International and Kalyani Group, opened its passenger car steel wheel plant at
Chakan near Pune with an initial investment of $15 million. Baba Kalyani,
chairman of Kalyani Group, said the plant has a total annual capacity of two
million units of which 1.7 million has already been booked for major domestic
and international original equipment manufacturers (OEMs). “The plant can be
expanded to reach a production capacity of 4 million, which will need
additional investment of about $13 million,” he said. Kalyani said the growth in
passenger car in India is poised for a threefold jump to touch the nine million
sales mark within ten years. “The growth is attracting many foreign OEMs to
start their manufacturing facilities in the country. Pune, followed by Chennai
and Gurgaon, is emerging as a favourite hub for car manufacturers and we see
immense potential for our business,” he said. The major OEMs that have
booked the 1.7 million unit capacity include Fiat, Tata Motors, Mahindra &
Mahindra, Volkswagen (VW) India, VW-USA, VW-Mexico, VW-China, Ford
India and Renault Nissan India. Curtis J Clawson, president and CEO, Hayes
Lemmerz International, US, said the strategy of the company was to have an
international outlook and the company did just 15% of its overall business in
US. “There are three-four regions that we are concentrating on and India is one
of the big bets for us. The growth of the automotive sector in the country is one
of the factors for our investment here,” he said. He said the company that makes
steel wheels for commercial vehicles would look at the manufacture of
aluminium wheels at the right time. “Today the penetration of the aluminium
wheels in India is limited to just high-end car models which have a share of 3-
4%.
Kalyani Hayes has presence in India since 1996 in the commercial vehicle steel
wheels segment and caters to major domestic OEMs including Tata, Volvo,
Mercedes, Swaraj, Mahindra Navistar, Vehicle Factory-Jabalpur along with
global OEMs such as Daimler Germany/Brazil, Volvo-Sweden, Iveco-Italy with
a capacity of one million annually. Fred Bentley, COO and president, global
wheel group of Hayes Lemmerz, said the company was looking at India as a big
opportunity.
PORTER MODEL
Determinants of Supplier Power:

Continental has installed machines required for complete manufacturing of fuel

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

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

Rivalry Among the Competitors:

Bosch from Germany, Delfi from US and Denso from German are the major
players in fuel supply systems. These players are operating in India as a global
sourcing strategy adopted by their buyers. Denso is OEM supplier for all Maruti
Motors, Delfi is for US companies operating in India and Bosch for European
manufacturers in India. There is clear market segmentation for market players.
Continental has won the confidence of Indian auto giants on cost advantage. All
leading brands have 13 to 14 per cent of market share in Indian automotive
market. Continental has a challenge to compete with all these global players
operating in India.
 GROUP OBSERVATIONS
The welcome session was organized and we were being introduced to the
plant engineer/supervisor.

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

On that day production of Tata motors was going on.

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

They get Raw material from Essar and Tata.

Quality is 99%, whereas rejection is 1.3% - 1.7% While Re-work is

0.7% - 1.3%

Hydraulic pressure is 31.22 - 31.24

Use of Zinc, Copper and Aluminium as Raw material

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

As per the instruction of plant Supervisor, he told us that minimum cost

of 1 Volvo rem Maxion Ltd is @ 21000.
For fully completion of 1 wheel, it approximately takes 3-4 hours.

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

As far as safety is concerned they have a good safety measures as they

have achieved no accidents in last 70 days . In whole last year only
1 accident took place and preventives measures were taken immediately.

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

The presentation in conference hall which mentioned each and everything

about Kalyani-Maxion Pvt. LTD.

In between we asked them about the production system & problems faced
by them which they answered very efficiently.
 CORPORATE SOCIAL
RESPONSIBILITIES (C.S.R)
Corporate Social Responsibility (CSR) Policy of Kalyani Limited .The CSR
Committee shall appoint person/(s) i.e. project heads, who shall be responsible
for ensuring the compliance in their area of responsibility in terms of related
CSR projects/programs. The Board shall ensure to spend in every financial year,
2 (two) per cent of average net profits of the Company made during the 3
(three) immediately preceding financial years in pursuance of this policy, as per
the related provisions under the Act and rules thereunder. CSR expenditure shall
include all expenditure including contribution to corpus or on projects or
programs relating CSR activity areas mentioned in this policy at 5 above.
Appropriate documentation of the CSR Policy, annual CSR activities, executing
partners, and expenditure entailed shall be undertaken on a regular basis.
Compliance with these policy including following of implementation schedules
for such CSR projects / programs shall be periodically monitored by CSR
Committee subject to the review by the Board of Directors from time-to-time.
For meeting the requirements arising out of immediate & urgent situations with
regard to formulated CSR projects / programs, the Chairman is authorised to
approve such proposals in terms of the empowerment accorded to him by the
CSR Committee. The contents of the Policy and Annual Report on CSR
activities to be included in the Board Report and shall also be placed on the
Company’s website - as per the particulars specified in the Companies
(Corporate Social Responsibility Policy) Rules, 2014. Any surplus arising out of
the CSR Projects or programs or activities shall not form part of the business
profit of the Company 7.
IMPLEMENTATION:

A. The time period/duration over which a particular programs/ projects shall be

spread over, shall depend on its nature, extent of coverage and the intended
impact of the program/project.

B. The investment in CSR shall be project based and for every project time
period, periodic milestones shall be finalized by CSR Committee from time to
time in consultation with the related project head.

C. Programs which involve considerable financial commitment and should be

undertaken on a general timeframe of 2‐5 years.

D. Project activities identified under CSR are to be implemented either by

personnel of the Company or through a registered trust or a registered society or
a company established by the company or its holding or subsidiary or associate
company under section 8 of the Companies Act, 2013 or otherwise or by
specialized agencies nominated by CSR Committee from time to time.

E. Such specialized agencies would include Section 8 Companies, Voluntary

Organizations (VOs) formal or informal Elected local bodies such as
Panchayats, Institutes/Academic Institutions, Registered Trust / Society, Self
Help Groups, Government/Semi Government/Autonomous organisations,
Mahila Mandals, Professional Consultancy organization etc. Corporate Social
Responsibility (CSR) Policy of Kalyani Steels Limited.

F. If such trust, society or company is not established by the company or its

holding or subsidiary or associate company, it shall have an established track
record of at least three years in undertaking similar programs or projects.

G. Specialised agencies and personnel authorized in this regard could be made

to work singly or in tandem with other agencies. The Company to specify the
project to be undertaken by such entity and modalities of utilization of funds for
such projects with implementation schedules, monitoring and reporting
mechanism.

H. Total expenditure of building CSR capacities of the Company’s personnel as

well as their implementing agencies, having established track records of atleast
three years, shall not exceed 5 (five) per cent of total CSR expenditure of the
Company in one particular financial year.

J. A company may also collaborate with other companies for undertaking

projects or programs or CSR activities in such a manner that the CSR
Committees of respective companies are in a position to report separately on
such projects or programs in accordance with Companies (Corporate Social
Responsibility Policy) Rules, 2014 (as amended).

GENERAL:

A. In case of any doubt with regard to any provision of the policy and also in
respect of matters not covered herein, a reference to be made to CSR
Committee. In all such matters, the interpretation & decision of the Chairman of
the Company shall be final.

B. Any or all provisions of the CSR Policy would be subject to

revision/amendment in consultation with CSR Committee and in accordance
with the guidelines on the subject as may be issued by the Government, from
time to time.

C. The Company reserves its right to modify, cancel, add, or amend any of these
Rules. However, this policy, in whole or in part, shall stand modified / amended
from time-totime, without any further act on the part of the Company, as and
when there would be any statutory modification(s)/ amendment(s) / revision(s)
to the applicable provisions thereto. In case any difficulty or doubt arises in the
interpretation of this Corporate Social Responsibility Policy', the decision of the
Chairman of the Board of Directors shall be final.

CONCLUSION AND
RECOMMENDATIONS
Moreover the visit was quite knowledgeable and interesting, a new
beginning or a platform to know an industry.
The premises of factory should be stretched even more.
More employment of workers, if possible.
More of safety measures to be taken to avoid incidents.
Marketing strategy should be improved.
They should opt for more capital by issuing shares by transforming
company from private sector to public sector.
Above all, what I feel is I stand nowhere to comment on the company as
it is doing well in its field.
Lastly, the way they treated us was just remarkable.
THANK YOU!