ABOUT SHRIRAM GROUP

From a modest beginning in 1972, to one of the India's largest integrated manufacturers of Pistons, Pins, Rings and Engine Valves, the history of SPR is a story of grit and determination. It is a story of placing customer first, long-term partnerships with global technology leaders, continuous investment in modern manufacturing practices, relentless pursuit of quality and investment in the development of people. SPR employs 4000+ skilled employees, has an annual turnover of approx. US $1 Billion and has recently set up a second, most modern new Plant at Pathredi, next to Bhiwadi Industrial Area (Rajasthan), about 60 km from Delhi, to expand capacity and to offer the latest technological products to all customers in India and abroad. Every company creates a philosophy. This is the rare case where a philosophy created the company. The philosophy of customer satisfaction which is now an integral part of Shriram work culture, where the product evolves out of workmanship. A product, which is subjected to a demanding level of perfection and crafted to deliver the toughest standards. Creativity, imagination, innovation and the freedom to dream, combined with a strong determination to succeed, this has fuelled the phenomenal growth and dramatic progress of Shriram piston and rings (SPR). Hence in a short span of time, Shriram piston and

rings (SPR) has been driven by a powerful motivation, a commitment to serve auto industry in India and across the globe. From a modest beginning in1972, as a factory in Ghaziabad (U.P), the organization has evolved into a centre of excellence, employing over employees and achieving an annual turnover of approximately Rs.6400 million as on 31st march 2011. Today Shriram piston has emerged as one of the countrys largest integrated manufacturers of piston, piston pins, piston rings and engine valves. The companys products are marketed as under the brand name USHA and SPR, names that are synonymous with quality and reliability. The corporate ideology have strengthened the foundation of SPR and given a strong thrust to its growth. SPRs ideology comprises a core purpose & core values. SPR's people practices are considered the benchmark in the industry and have enabled SPR to grow faster than any of its competitors.
1972 YEAR 1978 YEAR 1989 YEAR 1983YEAR 1994Year of IncorporationSales Turnover - Rs. 3 Million Technical Collaboration with Kolbenschmidt, Germany Technical Collaboration with Riken Corporation, Japan Technical Collaboration with Honda Foundry, Japan Sales Turnover of Rs. 500 Million Technical Collaboration with Fuji Oozx, Japan Commencement of Engine Valves manufacturing Received ISO 9001 Certificate from TUV, Germany

YEAR 1995YEAR 1996YEAR-1999YEAR 2001YEAR 2003YEAR 2004YEAR 2006YEAR 2007YEAR2008-

YEAR 2009YEAR 2010-

YEAR 2011-

Start of manufacturing - Steel Rings Sales Turnover of Rs. 1000 Million Received QS 9000 Certificate from TUV, Germany Received ISO 14001 Certificates from DNV, Netherland Achieved production of 2 Million Rings per month - Dec 2000 Sales Turnover of Rs. 2000 Million Received OHSAS 18001 Certificate from DNV, Netherland Received ISO TS 16949 Certificate TUV, Germany Received TPM Excellence Award from JIPM, Japan Sales Turnover of Rs. 3000 Million Established three new piston machining lines to meet the requirement from Global OEMs (Ford, Renault etc.) Achieved production of 1 Milloin Engine Valves - September 2005 Received TPM Special Award from JIPM, Japan (First Indian Company in its category to achieve both TPM awards) Sales Turnover of Rs. 5000 Million Received Q1 Certification from Ford Motors Recognition of In-house R&D Centre by DSIR (Dept. of Scientific & Industrial Research), Govt. of India Start of manufacturing - IP Rings (Ion Plated) Achieved production of 1 Million Pistons per month - January 2008 Achieved production of 5 Million Rings per month - February 2008 Start of manufacturing large die Engine Valves for Railways and Off-road vehicles Sales Turnover of Rs. 7500 Million SPR becomes the largest manufacturer of Piston Rings in India Start of manufacturing - CPC Rings (Composite Plating of Chrome) Achieved production of 2 Million Engine Valves per month - July 2009 Start of production at Pathredi Plant.

BOARD OF DIRECTORS

Shri Pradeep Dinodia - Chairman Shri Hari S. Bhartia Shri Horst Binnig Shri Tokuo Washio Shri O.P. Khaitan Shri Ravinder Narain Shri C.Y. Pal Shri M. Sekimoto Shri Luv D. Shriram Shri Inderdeep Singh Shri A.K. Taneja - Managing Director & CEO Shri R. Srinivasan - Joint Managing Director Smt. Meenakshi S. Dass - Wholetime Director Dr. Peter Neu - Alternate Director to Shri Horst Binnig Shri N. Okano - Alternate Director to Shri M. Sekimoto

PRODUCTS:

1) PISTONS

PISTON NOMENCLATURE

PIN SHAPES

BORE

PISTON TYPE

SPECIAL FEATURES

High Strength Alloys Cooling Gallery Piston Intricate Piston Combustion Bowl designs for EURO-III, EURO-IV, Pistons Thin Walled Gasoline Pistons Low Crown Thickness Low Top Land Asymmetrical Profile Lite KS Special Pin Bore Shapes (Pin Bore Bombing, Form Bolo, Oval Pin Bore) Pin Bore Broaching Taper Pin Boss Hard Anodizing on Crown and Groove LofriKS MoS2 Coating Tin Plating Graphitizing Bonderising

2) PISTON RING
PLAIN COMPRESSING RING

INSIDE STEPPED RING

INSIDE BEVELLED RING

TAPER NAPIER RING

3)

OIL RING TYPES

RIKVENT RING (LOW AXIAL HEIGHT) RIKVENT RING (RIKVENT RING SB TYPE)

DIESEL VENT M SHAPE DVM

HIGH TENSION CONFORMABLE CHROME (HTCR)

SURFACE TREATMENT/ COATING

Physical Vapour Deposition (PVD) Composite Plating of Chrome (CPC) Plasma Moly Spray Coating Nitriding (Gas Nitriding & Salt Nitriding) Chrome Inlay Coating Chrome Plating Parkerizing

VISION OF THE COMPANY World Class Company, Preferred by World Class Customers Motivated, Dedicated and System Oriented Employees Safe and Healthy Work Place. MISSION Sales & Profit Growth/Leadership Strong Relationship with Collaborators Preferred OE Supplier Employee Development Superior Returns to Stakeholders Care for Environment and Society

SPECIAL MANUFACTURING FACILITES

PISTONS

Robotic pouring Argon Filling of Mold Centralised coolent chilling unit Weisser (Germany) machine for oval turning and finish grooving Camless Takisawa (Japan) machine for finish oval turning Inclined valve pocket milling Double Trumpeting of Pin Bore Hard Anodizing on Top Groove X-Ray inspection facility Eddy current inspection facility Quality Automat Ultrasonic Cleaning

PISTONS RING Green Sand Moulding Continuous Moulding Continuous heat treatment process Double Can Grinding Diskus Grinding Physical Vapour Deposition (PVD) - Ion Plating PVD + Gas Nitriding (GN) Moly Inlaid Semi Inlaid Moly Full Face Composite Plating of Chrome (CPC) Asymmetrical ground OD profile Semi Inlaid Composite Plating of Chrome (CPC) Asymmetrical ground OD profile Tough Rik Zn and Mn Phosphating

PROCEDURE FOLLOWED BY SPR FOR GROWTH AND DEVELOPMENT:

1) GOAL SETTING PROCEDURE This is the beginning of the entire performance appraisal process. The accuracy of this activity ensures the success of the subsequent stages. The superior sits along with his subordinate at the beginning of the year and defines the KRAs for the year. The goals shall follow characteristics of SMART i.e. Specific: written in specific terms stating the end result that is intended to be achived. Measurable: specific metric for measurement either in terms of quantity or quality or both. Attainable: should be realistic attainable but stretched. Result oriented: aimed at achieving result i.e. not mere activites. Time bound: must include target dates, specific times by which a subordinate intends to achieve planned results.

2) SELF ASSIGNMENT Self-assignment is to be done the appraises in the self self-appraisal format and submitted to the appraiser quarterly/half yearly/yearly.

3) PERFORMANCE ASSIGNMENT

The superior is expected to assign the self assignment done by his subordinate and keep ready all data, document and list of incidents on each attribute & given a rating (outstanding, very good, good, needs improvement, unsatisfactory).
4) OVERALL RATING Overall rating is given by the superior at the end of the year. 5) NEXT YEAR KRA At the end, the appraiser and appraise are expected to clearly define the goals for the next year following the smart principle.

Thereafter, the appraise is to be asked if he/she has any comments regarding the entire process followed. The comments arre to be recorded by the appraise and affix aignature at the place provided in the format. 6) GROWTH & DEVELOPMENT The appraiser thereafter shall record his own comments including the growth plan, future assignment and potential of the employees and handover to O&P Dept. for action.

FUNCTIONS OF MANUFACTURING DEPARTMENT OF PISTON DIVISION

The manager has to be fully accountable for operations of piston plant in terms of productivity and quality, delivery, human resource, assets, consumables & inventories. The key expectation from the manager is: Meeting the challenging target for the plant on various parameters and performances indices. Ensure that the production/delivery/rejection targets are met. Support and constantly monitor cost reduction activities in the plant. Ensure that the product quality consistently meets customer specification. Ensure that NEDs are as per schedule. Identify area/gap for technology up gradation and implementation means to bridge the same. To effectively participate, support cross functional or companywide activities related to P, Q, C, D, S, M. To set clear goal for personnel reporting into the position & provide opportunities / environment for their contribution and also ensure their fair appraisal and reward.

KEY RESULT AREAS OF THE ORGAZINATION

WINNIG AWARDS Being customer driven, and bringing smiles, has its rewards. AWARDS FROM JIPM (JAPAN) TPM Excellence Award in 2004 TPM Special Award in 2007 AWARDS FROM OEMs SPR supplies products to almost all the OEMs within India. The company has received many awards from various OEMs for Technology, Quality, Best Vendor, Development support etc. (Awards received from Ashok Leyland, Bajaj Auto, Cummins, Honda Motor Cycles & Scooters, Honda SIEL Cars, Kirloskar, Maruti Suzuki, Tata Cummins, Tata Motors, WABCO etc.) AWARDS FROM GOVERNMENT OF INDIA Recognition by DSIR (Dept. of Scientific & Industrial Research- Government of India) for "IN HOUSE R & D". "BEST FOUNDRY AWARD" from Institute of Indian Foundry Men & World Foundry Men Organization. Awards from Engineering Export Promotion Council of India - "Star Performer - Engine Parts". AWARDS FROM INDUSTRY ASSOCIATES SPR has received following awards from Automotive Component Manufacturers Association of India (ACMA) Excellence in Technology Excellence in Exports Manufacturing Excellence Quality Productivity

Organization design factor and approach

BOARD OF DIRECTOR

CHAIRMAN

MANAGING DIRECTOR

WTD/JMD-HO

ED- MARKETING

ED-GHAZIABAD

DY.ED-PATHREDI

ACCOUNTS CPMS O&P ADMINISTRATION

OMES AFTER MARKET / STUs - DOMESTIC - EXPORTS TSS PUBLICITY & PROMOTION BUSINESS WITH & THROUGH KS MARKITING OE WEST & EAST OE SOUTH PRICING CELL TRADE SALES SD (OEM)

PTE ~ PISTON WORKS ~RING WORKS ~PIN PLANT ~ENGINE VALVE ~QUALITY ~ASSURANCE ~R&D ~TOOL ROOM ~WORKS ENGG ~TPM CELL CAA ~ADMN / PURCHASE ~INFOTECH ~SALES COORDINATION ~HRD ~ACCOUNT ~STORES ~PROJECT

Balance sheet as on 30th june, 2011

PROMOTIONS MEASURES OF SPRS PRODUCT Some of the promotional measures are: Distribution of company logo t-shirts among the mechanics and the labors. Foreign tour offered to the dealers on completing the target of the sales. Van campaign. Incentive to the dealers. Hoarding and banners are distributed among the area dealers. Gifts on special occasions.

EMPLOYEES CAREER PLANING

SPR has planned a very effective career planning for its employees known as G.E.T scheme. This scheme will cover all personnel appointed at works/ marketing/ ho for terminal placement in such functional discipline as per the background/ aptitude of the trainee and companys requirement. Eligibility: Graduate/ post graduate engineer(BE/ B.TECH/ ME) in any engineering stream. Training: The training will be on the job for a period of two year. This may be extended/ curtailed should the management consider it necessary. Confirmation will be after satisfactory completion of six months of training. On satisfactory completion of one year of training, the trainee will be categorized as officer on special duty (OSD) for a period of one year, for on-the-job responsibility, in suitable work sections.

TRAINING MEASURES TRAINING PROCESS Identification of training needs

Identification of training Programs- internal & external Preparation of training calendar

Imparting of training

Evaluation of training effectiveness

IDENTIFICATION OF TRAINING NEEDS a) Identifying needs: Corporate training needs as per business plan. Through the annual performance appraisal forms. Through interaction with HODs Through communication with the employees & incorporating their suggestions.

b) Analyzing needs: The identified needs are analyzed in terms of skills, knowledge, and attitude. BASIS FOR NEEDS IDENTIFICATION PROCESS Technological changes that affect the work processes or impact the nature of the product and services required from the organization. Strategic and operating planning.

 Customer complaints that indicates a failure to meet customer needs. Legislative regulations and directives, affecting the organization activities and resources, requiring quick adaption.

IDENTIFICATION OF TRAINING PROGRAMS- INTERNAL & EXTERNAL Training drivers: Futuristic vision and objectives. Current technology. Current skill level. Gap between vision and current technology. Innovation. Creativity. Flexibility. Fluidity. Effective communication.

System followed by purchase of material

SALES PLANNING

PRODUCTION PLANNING

RAW MATERIAL PLANNING

PURCHASE DEPARTMENT

VENDOR

HRD MEASURES HRD measures in terms of welfare of the employees are: Festival celebration with all the employees of SPR. Mahila samity (welfare for the wifes of workers) provides job to the wife of the workers and also provide them with the training of stitching. Co-operative societies are there for proving loans to the workers as well as the employees. Officers club for the officer grade employees. Medical insurance for the workers as well as for their families. For few of the HR best employees, SPR offers housing loans and free medical facility.

MANPOWER PLANNING SPR has a vast production line of piston and rings. Piston division has twenty two (22) production line which has three shifts equally and has a manpower of fourteen hundred (1400) whereas Ring division has sixteen (16) production line which also has three shifts and has a strength of eight hundred and fifty (850) workers. The manpower planning is very nice and effective in SPR.

FUTURE PLANS FOR THE GROWTH OF THE COMPANY

Personnel policies and systems are designed to be supportive for the growth and stability of the organization, so that we meet the business objectives. Emphasis is laid on continuous training and development of all our employees, so that the Company maintains a competitive advantage in the market place. SPR is constantly striving to improve the quality of work force through training, development and multi-skilling. The workmen and supervisors / engineers are encouraged to participate in problem solving, using technologies and taking decisions to improve the quality of their work and workplace. There is need-based training program for everyone as per the job requirement of the individuals

ADVANTAGE AND DRAW BACK OF ORGANISATION STRUCTURE

To put it in simple words Organisational structure refers to the levels of management and division of responsibilities within an organisation. In an organization of any size or complexity, employees' responsibilities typically are defined by what they do, who they report to, and for managers, who reports to them. Over time these definitions are assigned to positions in the organization rather than to specific individuals. The relationships among these positions are illustrated graphically in an organizational chart. Advantages

Simple to establish and operate Promotes prompt decision making. Easy to control as the managers have direct control over their subordinates. Communication is fast and easy as there is only vertical flow of communication. Lack of specialisation Managers might get overloaded with too many things to do. Failure of one manager to take proper decisions might affect the whole organisation.

Disadvantages