Organization Study

ORGANIZATION STUDY AT APOLLO TYRES LTD PERAMBRA
CHAPTER 1
INTRODUCTION
DE PAUL INSTITUTE OF SCIENCE AND TECHNOLOGY (DiST), ANGAMALY
PAGE 1
INTRODUCTION
Organizational studies is "the examination of how individuals construct organizational structures,
processes, and practices and how these, in turn, shape social relations and create institutions that
ultimately influence people", organizational studies comprise different areas that deal with the
different aspects of the organizations, many of the approaches are functionalist but critical
research also provide alternative frame for understanding in the field. 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 firm. Apollo tyres are one of
the largest tyre manufacturing companies in India .The Company was incorporated in 1972 and
commenced its production in 1977. It was the first company to receive ISO 9001 accreditation in
the Indian tyre industry. The organizational study is done in partial fulfilment of the requirement
of the degree of Master of Business Administration.
Apollo Tyres is one of the largest manufacturing companies in India. The company was
incorporated in 1972 and commenced its production in 1977. It was the first company to receive
ISO9001 accreditation in Indian tyre industry. The company can be traced back to the 70s when
hard-nosed MNCs and Indian tyre major dominated the tyre industry. Apollo set up its very first
manufacturing unit in Perambra, Kerala in 1977, with a very huge production capacity of 185
tones. It was in 1982 that Apollo formulated and put in to action a series of pragmatic project
generating policies that led towards a turn around. A dynamic new management team under the
leadership of Vice-Chairman and MD, Mr. Onkar S Kanwar took over the helm of the company
affairs
PAGE 2
CHAPTER 2
DESIGN OF THE STUDY
PAGE 3
DESIGN OF THE STUDY
2.1 OBJECTIVES OF THE STUDY

The organization study is to familiarize ourselves with the working of various departments
for a particular period, so that one can have an exposure to the practical side.
The objectives include:
To get an idea about existing business operations at Apollo tyres.
To interact with managers at various levels of the organization hierarchy.
To analyze the practical aspect in relation to the theoretical aspect of the organization.
To gain a clear picture about the challenges and activities faced by the organization.
To observe the work culture existing in the organization.
To understand the organizational structure of Apollo Tyres.
To understand the various key functional areas of the company.
To identify the strength and weakness of the organization.
To analyses competition within the industry.
2.2 SCOPE OF THE STUDY

Apollo Tyres, Perambra has all those functional areas such as Production, Finance, Human
Resource, Marketing etc. The study is focused on the functioning of each department of the
organization giving emphasis to their working.
2.3 METHODOLOGY
To conduct the studies different methodologies have been adopted. The study was undertaken by
visiting the plant for a period of one month. Both primary and secondary data are used. Primary
PAGE 4

data were collected by conducting personal interviews with the departmental heads and
secondary data were collected from the organization manuals. To conduct the study, different
methodologies have been adopted. The study was undertaken by visiting the plant. Both primary
and secondary data are used.
Data collection
1.
Primary Data
Primary data do not exist already in records and publications. The researcher collected the
information through different methods. It includes,
Direct interview with the department heads.
Discussion with the divisional heads.
Interaction with workers in the company.
Data collected by observing the function of the organization.
2. Secondary Data
Secondary data refers to those data, which are gathered for some other purposes and are
already available in the firm internal records and commercial trade or government
publications. The various sources used in the form of:
Annual reports of the company.
Department manuals.
Periodicals, books, etc. published materials by the company
Internet websites (www.apollo.com)
2.4 LIMITATIONS OF THE STUDY
The time allotted for completing the organizational study is only 30 days. Its not
enough for understanding about the organization in detail.
The company was reluctant to reveal some of its official documents & reports which are
confidential to them.
The study was limited only during the day hours. The working conditions of the
employees of the employees in the night shift are not studied.
PAGE 5
CHAPTER 3
INDUSTRY PROFILE
PAGE 6
INDUSTRY PROFILE
3.1WORLD SCENARIO
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 phase. 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.
World production has been fairly stable in the last five years. Wherein, the production in India is
found to be consistently increasing with an average growth rate of 6 percent during the last 10
years. The growth of the consumption of tyres in Indian market is steady. The variation in
worlds production and consumption is the major sources of concern on the price front for Indian
rubber sector in the free market regime, where global pressure of imports and exports could
make the rubber prices more volatile.
COMPANY
MARKET SHARE (%)
Michelin
19.4%
Bridgestone
19.4%
Goodyear
16.6%
Continental
7.1%
Sumittomo
4.9%
Pirelli
3.9%
Yokhohamo
3.5%
Kumho
1.7%
PAGE 7

Others
23.5%
Table 1: Market Share of Various Companies
COMPANY
MARKET SHARE (%)
MRF
21.2
JK Tyres
17.1
Apollo
16.2
CEAT
14.5
Dunlop
7.0
Goodyear
6.0
Others
18.0
Table 2: Market Share of Leading Tyre Companies
Ranking of Indian tyre companies on the basis of production
Tyres Limited
Apollo Tyres Limited
JK Tyres Limited
CEAT Tyres Limited
Modi Rubber Tyres Limited
Birla Tyres Limited
Good Year India Limited
Vikrant Tyres Limited
Tyres are basically 2 types
Cross ply
Radial
PAGE 8

In cross ply tyres, nylon or rayon tyre cords are arranged diagonally across. In radial tyres,
polyester, nylon, fiber glass or steel cords are arranged perpendicular to the circumstances.
Radial technology is an improvement over cross ply and radial tyres are priced at (of 25-30%)
premium. They are long lasting and have lower incidence of flats.
In domestic industry market demand for cross ply tyre is more because of rough conditions and
also it is cheaper than radial. India is still in the cross ply age when developed countries are into
radial and tubeless tyres. The tyre industry in India is predominantly dependent on natural rubber
as against synthetic rubber is 80:20 in Indian tyre and 30:70 in worldwide.
Indian tyre industry even though in its infant stage has been striving hard to establish itself in the
global market. There are threats from global players who enjoy substantial economics of scale
dominant market. The fortune of the tyre industry depends on the agriculture and industrial
performance of the economy. The transportation needs tyres and vehicles. Hence, this is very
sensitive industry, which has to adopt itself to a highly volatile environment.
3.2 INDIAN SCENARIO
The history of Apollo tyres can be traced back 70s when MNCs and Indian tyre majors
dominated the tyre industry. Apollo Tyres Ltd 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 tonnes 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
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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 crores could be wiped out with short spam 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.
Although the automotive sector in India saw negative growth in the medium and heavy
commercial vehicle segments, this downward trend was in contrast to the strong demand
witnessed by the tyre industry. Led by replacement market growth of over 10%, the tyre industry
registered a high single digit growth. The tyre industry is highly raw material intensive and a
major consumer of rubber. With raw material costs accounting for 70% of the cost of production,
any change in the price of rubber or the crude basket has a direct impact on the cost of
production. The comparatively stable raw material prices in the first half of FY 2007-08, coupled
with price increases undertaken by the industry in FY 2006-07, resulted in all the major players
reporting improved operating profit margins. This was after tour consecutive years of raw
material cost-push, both for natural rubber and crude oil-linked raw material basket.
The second half of FY 2007-08 again saw an upward trend for all major raw material prices and
the same is anticipated for the year ahead. As a result, margins are once again under pressure,
even while the demand-supply situation continues to be in favor of the industry.
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Salient features of Indian Tyre industry
Adaptability and absorption
Exports
Innovation
Indigenous and ready availability
Technology Progression
Wide product range for diverse use
Self-sufficiency and vibrant marketing setup
INDIAN TYRE INDUSTRY HIGHLIGHTS
The Indian tyre industry is a 9000crore industry
The fortune of this industry depends on agricultural and industrial performance of the
economy, the transportation needs and the production of the vehicles
The tyre industry is mainly dominated by the organized sector, the unorganized sector
holds away in the bicycle tyre
The ratio of natural rubber content to synthetic rubber content is 80:20, in Indian tyres the
ratio of natural rubber to synthetic rubber is 30:70
DEMAND AND SUPPLY FACTORS

The drivers of the demand and in the tyre industry are
Industrial and freight activities
Personal purchasing power
Economic activity
PAGE 11
CHAPTER 4
COMPANY PROFILE
PAGE 12
COMPANY PROFILE
HISTORY OF THE COMPANY

Apollo Tyres was incepted in 1975 with its first plant commissioned in Perambra, Kerala. It is a
highperformance company and the leading Indian tyre manufacturer. Headquartered in
Gurgaon, a corporatehub in the National Capital Region of India, Apollo is a young, ambitious
and dynamic organization, which takes pride in its unique identity. Registered as a company in
1976, Apollo is built around the core principles of creating stakeholder value through reliability
in its products and dependability in its relationships.
Apollo present strength and market dynamism steps from its early years of strife in establishing
itself as a tyre manufacturer within the closed Indian economy. Over two decades, Apollo
worked on a portfolio of products, tuned to customer needs and an array of innovative marketing
initiatives to establish itself as a leader in its home market. Some of these include segmenting
customers by their load and mileage requirements, running tyre loyalty programmes, establishing
customer contact programmes which resulted in better health and driving habits, introducing
India? First farm radials and India? first range of highspeed tubeless passenger car tyres.
For the first time, in 2006 Apollo ventured outside India in its quest to test itself outside its home
comforts. Apollo acquired Dunlop Tyres International Pty in South Africa (since renamed as
Apollo Tyres South Africa Pty) and Zimbabwe, taking on southern Africa as the second
domestic market. The company holds brand rights for the Dunlop brand across 30 African
countries.
In 2009, Apollo acquired Vredestein Banden B V in the Netherlands, thereby adding Europe as
its third crucial market. In 2010, Tyre major Apollo Tyres entered the Bangladesh market by
partnering with Rahimafrooz Distribution, manufacturer and distributor of automotive and
industrial batteries. In the year 2011, the company entered into a supplementary Memorandum of
PAGE 13
Understanding (MoU) with the Tamil Nadu government for increasing its investments in the
state to Rs 2,100 crore as part of its Greenfield project, on the back of expected demand for the
product.
The company currently produces the entire range of automotive tyres for ultra and high speed
passenger cars, truck and bus, farm, OffTheRoad, industrial and specialty applications like
mining, retreaded tyres and retreading material. These are produced across Apollo? eight
manufacturing locations in India, Netherlands and Southern Africa. A ninth facility is currently
under construction in southern India. The major brands produced across these locations are:
Apollo, Dunlop, Kaizen, Maloya, Regal and Vredestein.
In the three domestic markets of India, Southern Africa and Europe, Apollo operates through a
network of branded, exclusive or multiproduct outlets. In South Africa the branded outlets are
called Dunlop Zones, while in India they are variously named Apollo Tyre World (for
commercial vehicles) and Apollo Radial World (for passenger cars). Exports out of these three
key manufacturing locations reach over 70 destinations across the world, with key comprising
Europe, Africa, the Middle East and SouthEast Asia.
For Apollo Tyres, offering the right product to the right customer is essential. Special efforts are
made to understand customer needs and segment the market accordingly. After which, products
are developed for niche applications within a larger category to enable the company to provide
efficient, fuel and costsaving products to each customer segment. Innovation has always been
an integral part of the Apollo way of doing business; this applies as much to product
development and marketing as to how the company as a whole is focused on challenging existing
boundaries.
An integral part of the Apollo Tyres world is its community involvement and giving programmes
directly related to its business. In India, the focus has always been on finding ways to ensure
direct benefits to customer groups. For the commercial vehicle community the company runs
extensive HIVAIDS awareness and prevention programmes and has established Health Care
PAGE 14

Clinics across the country to cater to the community? health needs. For passenger car customers
the focus is on cultivating safe driving habits. Across its manufacturing locations, the key
initiatives revolve around health and education programmes.
Products of the company
Passenger Car Tyres
Alloy Wheels
Sports Utility Tyres
Van Tyres
Passenger Winter Tyres
Heavy Commercial Tyres
Light Commercial Tyres
Small Commercial Tyres
Agriculture Radial Tyres
Agriculture Cross ply Tyres
OffTheRoad Tyres
Speciality Vehicles Tyres
Awards / Recognition
Awarded as the Best Brand 2009 by Auto India
Awarded as a Best Brand 2008 by Auto India
Automotive Product of the year Award for Acelere Sportz at NDTV Car & Bike Awards
Apollo Safe Drive campaign won the IRTE Road Safety Award
National Award for Excellence in Water
Management 2006 Awarded by CII to Limda, Gujarat
Kerala State Energy Conservation Award 2006 to Apollo Tyres, Perambra Plant
First manufacturer in South Africa to be awarded the ISO 14001
PAGE 15

Subsidiaries of the company
Apollo Radial Tyres
Apollo Automotive Tyres
Apollo (Mauritius) Holdings
Dunlop Tyres International Pty, South Africa
Future plan
Apollo is one of the largest corporate investors in developing sporting talent through its Mission
2018, which is focused on nurturing and training youngsters in the sport of tennis to enable an
Indian to win a Singles Grand Slam Championship by the year 2018
ORGANIZATIONAL GOALS
Creating Social Responsibility.
Learning & Development.
Family Focus.
Hygienic Factors.
Employee Involvement & Cultural Building.
OBJECTIVES OF THE COMPANY
High volume, high market share, cost effectiveness in all segments.
High quality, technically superior products.
Consistent production through harmonious industrial relations.
Achievements of customer delight through benchmarking global practices.
Strengthen supply chain management.
Revenue growth.
Operating margin improvements.
Employee satisfaction.
PAGE 16

PLANTS IN INDIA
SI No
PLANTS
Apollo Tyres Ltd, PERAMBRA, KERALA
Apollo Tyres Ltd, KALAMASSERY, KERALA
Apollo Tyres Ltd, BARODA, GUJARAT
Apollo Tyres Ltd, PUNE, MAHARASTRA
Apollo Tyres Ltd, CHENNAI, TAMIL NADU

Table 3: Plants in India
MISSION
A journey called agile is to be an us$6 billion Company by the year 2016.
AGILE: Apollo Growth Innovation Learning Excellence
QUALITY
Leveraging quality tools to better systems,

processes and to improve overall performance to
the next level.
SUSTAINABILITY
Setting up processes in a manner which will have

the least negative impact on our communities and
environment.
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.
PAGE 17
COMMON CULTURE
Across our geographical width through a defined

set of values called The Apollo Way to bind us
together.
VISION
A significant player in the global tyre industry and a brand of choice, providing customer
delight and continuously enhancing stakeholder value.
Figure 1: Vision of Apollo

VALUES
Customer first
Business ethics
Care for society
Empowerment
Communicate openly
One family
PAGE 18
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
corporate 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.
MANAGEMENT BOARD
Onkar S Kanwar
Chairman & Managing Director

Apollo Tyres Ltd
Neeraj Kanwar
Vice Chairman & Managing Director

Apollo Tyres Ltd
Robert Steinmetz
Non Executive Director

Apollo Tyres Ltd
P K Mohamed
Chief Advisor R&D

Apollo Tyres Ltd
Satish Sharma
Chief, India Operations

Apollo Tyres Ltd
Luis C Ceneviz
Chief Executive Officer

Apollo Vredestein B V
PAGE 19
Riaz Haffejee
Chief Executive Officer

Apollo Tyres South Africa (Pty) Ltd
Sunam Sarkar
Chief Financial Officer

Apollo Tyres Ltd
Tapan Mitra
Chief, Human Resources

Apollo Tyres Ltd
Gaurav Kumar
Group Head
Corporate Strategy & Finance
Apollo Tyres Ltd
Peter Snel
Group Head, R&D Passenger Vehicles

Apollo Tyres Ltd
P N Wahal
Company Secretary
Apollo Tyres Ltd
BOARD OF DIRECTORS
Onkar S Kanwar
Chairman & Managing Director

Apollo Tyres Ltd
Neeraj Kanwar
Vice Chairman & Managing Director
Apollo Tyres Ltd
M R B Punja
Former Chairman
Industrial Development Bank of India
Dr S Narayan
Former Principal Secretary

to the Prime Minister of India
Arun Kumar Purwar
Former Chairman
State Bank of India
PAGE 20
Robert Steinmetz Former
Chief of International
Business Continental AG
Shardul S Shroff
Senior Partner
Amarchand & Mangaldas
& Suresh A Shroff & Co
Nimesh N Kampani
Chairman
JM Financial Group
U S Oberoi Chief
Corporate Affairs
Apollo Tyres Ltd
Sunam Sarkar
Chief Financial Officer

Apollo Tyres Ltd
V P Joy
Secretary (Finance)
Government of Kerala
K Jacob Thomas
Managing Director
Vaniamapara Rubber Co. Ltd
K S Srinivas
Special Secretary
Industries (IP) Department
Government of Kerala
Vikram S Mehta
Former Chairman
Shell Group of Companies
P N Wahal
Company Secretary
Apollo Tyres Ltd
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.
PAGE 21

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.
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.
PAGE 22

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 centre at Netherlands.

Table 4: Milestone of Apollo
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.
HIGHLIGHTS OF APPOLLO TYRES LTD
7th fastest growing Tyre Company in the world.
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.
PAGE 23
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
QS 9000(Automobile Specification) 1998, 2004 certification for quality management

systems
Registered with DGS & D and defence (CQAV)
Registered with DOT(Department of Transportation USA)
ECE Certification
In- metro(Brazil) certification
SASCO(Saudi Arabia) certification
ISO 9001 certification
PRODUCT PROFILE
1. LIGHT COMMERCIAL VEHICLE
Overload Technology
Loadstar Super.
Load & Mileage Technology
Milestar
PAGE 24
Premium Mileage Technology
Amar Delux
Amar Gold Rib
XT9
XT9 Gold(lug)
Duramile (radial)
Regular Mileage
Champion
Table 5: Product profile Light Commercial Vehicle
2. TRUCK
Overload Technology
Load & Mileage Technology
Premium 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
Kaizen 77R
XT9
XT9 Gold
Amar Gold
Kaizen XTD
PAGE 25
Mileage Technology Segment
Champion
Champion Gold
Champion DXL
Amar AT Rib
Kaizen 27L
Table 6: Product profile - Truck
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
Gripper Maha Trooper
Table 7: Product profile Passenger car radials
PAGE 26

4. FARM
Krishak Super
Cultivation
Sarpanch
Haulage
Power Haul
Multipurpose
Farm King (Radial)

Krishak Premium (bias)
Dhruv
Tractor Trailer Types
Hunter
Table 8: Product profile - Farm
APOLLO TYRES PERAMBRA

Year Of Inception
1976
Land Area
97 Acres
Building Area
69,500 SQ.MTS
Present Capacity
320 MT/Day
Product Range
Truck
Light Truck
Rear Tractor
Off The Road (OTR)
Passengers
Farm Radial
Table 9: About Apollo
PAGE 27
BANKS OF THE COMPANY

State Bank of India
Bank of India
Bank of Baroda
Punjab National Bank
State Bank of Mysore
Building State Bank of Patiala
State Bank of Travancore
ICICI Bank Ltd
Union Bank of India
APOLLO KEY DIFFERENTIATION TO OTHER FIRMS:
Superior product Quality.
Strong Brand Equity.
Committed Marketing Team.
High Consumer Loyalty
Product Segmentation in Truck Tyres
Quick response to market needs.
Fuel efficiency.
Least scrap generation.
PAGE 28

PRESENCE OF APOLLO TYRES
Figure 2: Presence of Apollo
APOLLO TYRES BRANDS

When Apollo Tyres was established in 1972, it was a single brand enterprise. Over the years, as
the organisation grew and expanded its footprint across geographies, several brands either joined
or were born into its fold. Today, the company owns 5 key brands Apollo, Kaizen, Maloya,
Regal and Vredestein.
While brands Apollo and Vredestein comprise of tyres across categories from passenger and
commercial vehicles to off highway tyres, the remaining 3 brands are more product category
specific. Regal and Kaizen focus on the truck-bus tyre segment while Maloya continues to
operate within the passenger vehicle tyre category.
Each brand from the company is equipped with its own distinctive visual language and targeted
at a specific customer need. This approach has enabled Apollo Tyres to provide a wide range of
PAGE 29
Products for various applications, across geographies ending with a delighted customer.
Sustainability
As an organisation, Apollo Tyres is committed towards creating values for its stakeholder. And
the crucial link here is building a sustainable business, driven by strategic growth and
responsible actions.
Apollo Tyres believes that to truly move up the value chain, it is critical to use fewer natural
resources to produce more. For a growing organisation, with a long-term focus and commitment,
it is critical to safeguard resources for the future even as it creates value today. At Apollo,
emphasis is laid on using natural resources cautiously and with care.
In 2011, the company published its 1st Sustainability Report as per Global Reporting Initiative
Version 3. The disclosures and identified gaps have further enabled the company to better define
and evolve its internal systems relating to environmental and social aspects. Bulk of this work
pertains to energy, water, health and safety issues across operations.
The companys systems and processes have made it possible for it to report at Level B and the
company is positive about achieving Level A across its operations in the next 2 years.
Human capital
Labour
No of people
Management staff
213
Permanent staff
1924
Workmen trainee
113
Contract men
453
Total
2703
Table 10: Human Capital
PAGE 30
Goal of apollo
Learning and Development
Employee safety
Family Focus
Hygienic Factor
Employee Involvement and Cultural Building
Employee satisfaction
Customer delight
Revenue growth
Operating margin requirements
Quality pledge
We the people of Apollo tyres ltd will create an enterprise committed to quality. It is our plicy
to design, manufacture and services our products to provide the level of quality and valve that
meet every customers need. We will aim to generate customer enthusiasm through continuous
improvement in our product and services.
PAGE 31
CHAPTER 5
ORGANIZATIONAL STRUCTURE
PAGE 32
ORGANIZATIONAL STRUCTURE
Apollo Tyres Ltd. is following the functional organization structure. In this various
organizational activities are classified and divided according to functions like Production,
Marketing, Human Resources, Finance, Purchase, Engineering stores, IED, Production planning
and control, Quality assurance, Utility, Safety, FGS and RMS. These classified departments are
put under the charge of individual specialists to deal with the particular department.
This structure depends entirely on the organizations objectives and strategy chosen to achieve
them. A good organizational structure will help the organization to increase efficiency in its
operations and it will also help in the optimum utilization of available resources. The line of
command will be much clear in this type of organizational structure. Individuals specialize and
departments tend to develop common knowledge across the group. The disadvantages to this
structure are poor communication across groups and slow response to changes in the
environment.
PAGE 33
ORGANIZATIONAL CHART
Chairman
Vice chairman
Unit head Perambra
plant
Head of
Manufacturing
Head of
Commercial
Head of
Quality
Head of
Safety
Head of HR
Divisional
head of HR
Divisional
head of
production
Divisional
head of
technology
Divisional
head of
engineering
Manager
Employee
engagement
Manager
Employee
recruitment
Manager
Employee
relations
Figure 3: Organizational structure
PAGE 34
CHAPTER 6
FUNCTIONAL DEPARTMENTS
PAGE 35
FUNCTIONAL DEPARTMENT
There is a high degree of depart mentation in Apollo Tyres Ltd. The depart mentation
helps in specialization of work in each field. It helps in better planning and better
concentration in the particular work handled by a particular department. The various
departments in Apollo Tyres are as follows:
1. Production
2. Marketing
3. Human Resources
4. Finance
5. Purchase
6. Engineering stores
7. IED
8. Production Planning & Control
9. Quality Assurance
10. Utility
11. Safety
12. FGS
13. RMS
PAGE 36
6.1 PRODUCTION DEPARTMENT
The production department forms the backbone of any manufacturing organization. Apollo
Tyres Ltd has adapted the latest technology in various areas of operations to ensure improved
production. The production target is fixed as per the directions of the head office. At present the
daily production target of Apollo Tyres is 86 metric tones per day. Production department runs
three shifts for workmen. Every month end production intends are obtained for marketing
departments of ATL from Delhi stating how much tyres are to be produced during the next
month and which type of tyres are to be produced. ATL primarily focus on bias production and
frame radial production.
Production department is responsible for maintaining quality of production 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 then converted into equivalent tyre requirements. This is then checked
for feasibility depending on the moulds available for production, and then the production
schedule is finalized.
PAGE 37
DIV HEAD-D
Zone 1
Zone 2
MANAGER-M
MANAGERBIAS/
CALENDARING
EXECUTIVES
GROUP
MANAGER
MANAGER
MIXING/
EXTRAUSION/
BEAD
MANAGERTYRE
BUILDING
EXECUTIVES
EXECUTIVES
MANAGERFINISHING/
CURING
EXECUTIVES
Figure 4: Structure of Production Department
PAGE 38

TYRE MANUFACTURING PROCESS
1. Compound Mixing
The general ingredients in a rubber compound are rubbers, carbon black, Peptizers, process
oils zinc Oxide and Stearic acid, Antidegradants, process aide accelerators, vulcanizing agents
sulphur
The ingredients are mixed in big mixers called Banbury mixers. The mixing takes place under
shear and pressure. The shear and chemicals reaction during the mixing process raise the
temperature of the compound as high as 160 degree c depending on the ingredients present in the
compound. The mixed batch is dumped on to a mill from where it is taken out in the form of
continuous sheets. These sheets are then dipped in soap solution, cooled and stacked.
2. Fabric dipping
Raw fabric (nylon) received is having very poor adhesion to the rubber compound and has
poor dimensional stability. During the dipping process an adhesive coating (e.g. Resorcinol,
formaldehyde, and VP latex dip) is applied to the surface of the fabric to improve adhesion. The
fabric is also stretched and hot set to increase dimensional stability. Dipping is accomplished in a
dipping unit and the dipped fabric is then used for the preparation of different components as
mentioned above.
3. Calendering
All fabric is coated with specific compounds in the calender. Cord fabric is coated on
both sides with rubber layer, whereas square woven fabrics are normally fractioned 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. Calenders are of various types. 3 roll calendars 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 the middle and bottom roll. The fabric is then to be run again through the
three-roll calender in a similar process to get a coat on either side. The 4-roll calender can coat
on both sides of the fabric with rubber layers simultaneously. After Calendering, fabrics are
PAGE 39

wound in cotton liners in order to prevent sticking. Calenders are also used to produce rubber
layers to different widths and gauge that are required in the process of tyre manufacturing.
4. Bias cutting
For assembling a tyre several plies are used. E.g.: a 16 PR nylon truck tyre uses 8 plies
and 2 breakers. Each ply is cut from the coated fabric rolls prepared by calendaring. The process
of ply cutting is accomplished in a bias cutter. Each ply is cut in a definite width and angle and
wound in liners. The cut plies then go to roll calendar for squeegee application. Compounds like
chafer and flipper are also made. These are further slit using a slitter into smaller widths and
wound into rolls. Chafer rolls from slitter go to the tyre building and flipper goes into the bead
flipping.
5. Squeegee Calendering / Squeegee Application
Squeegee calendaring is the process of making thin sheet of rubber compounds usually by
using a squeegee roll calendaring. It is wound in liners and the squeegee rolls are sent to tyre
building for assembling. The ply squeegee application on to the cut plies is accomplished using
squeegee application tables.
6. Extrusion
Here components of the tyre like tread and sidewall are prepared from rubber components
using extruder. Extrusion is the process by which rubber compound is given a definite
continuous shape. It is then cooled and cut to required length, which is used in the assembling of
the tyre at tyre building. 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, and produces a green shape of
PAGE 40

Treads, 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.
7. Bead Preparation
The bead wire is coated with rubber compound in a T-head extruder and wound into coils of
required dimension. The coiled beads are further applied with rubber and calendered fabric strips
of appropriate dimensions. Bead preparation consists of 3 stages:
Bead winding
Bead filtering
Bead flipping
Bead winding
Here several wires are passed through the head of a bead extruder and coated with rubber
compound. The coated tape so formed is wound into bundles of definite turns and strands and of
definite diameter. The process is accomplished using a machine called the bead winding
machine.
PAGE 41

Bead filtering
Here a triangular shaped continuous rubber profile (called bead filler) is extruded. It is applied on
to the bead bundle using a filtering machine.
Bead flipping
The flipper at the bias cutter and slitter is applied around the filtered bead bundle. This is
accomplished using a bead bundle in a bead flipping machine.
8. Tyre Building
Tyre building is the process of assembling the various compounds into the semi finished
products called green tyre. This is done in a tyre building machine. The component like drum
squeegee, which are plies with squeegee applied on it are assembled from the end and locked in
using the ply ends. Breaker and chafer are applied next. Finally the tread and sidewalls are
applied. The assembling (green tyre) is taken out after collapsing the drum.
9. Tyre Curing
The green tyre is inspected and then applied with a lubricant on the inside and blemish paint
on the outside wall area. The green tyre is also used to facilitate easy removal of any trapped air
during the final shaping and moulding operation. The green tyre is shaped and given final
contour using the appropriate tyre moulds by the application of pressure and temperature. The
rubber compound gets vulcanized during curing and become tough and elastic and provides all
the decided property upon the size of the tyre varying from 18 minute for a passenger car tyre
to one hour for truck tyres.
PAGE 42

10. 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
PAGE 43

6.2 MARKETING DEPARTMENT
Board of Director
General Manager
Marketing Manager
Sales Manager
Sales Representative
Figure 8: Structure of Marketing Department
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
mileage. The Acelere range of high performance
passenger car
of greater
tyres was expanded to
cater to the latest cars being introduce in the country .
PAGE 44

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.
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.
PAGE 45

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 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. 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
PAGE 46

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, and West & North Zones. The south zone includes different states such as Andra
Pradesh, Karnataka, Kerala, Tamil Nadu and Pondicherry. The regional Distribution Centers are
situated in AndraPradesh, Delhi, Baroda, Indore, Jaipur & Coimbatore.
PAGE 47

6.3 HUMAN RESOURCE DEPARTMENT
HEAD
GROUP MANAGER SECURITY
DIV HEAD
TIME
OFFICE
TRAINING AND
PEOPLE
GENERALI
EXECUTIVES
ADMIN
ST - HR
Figure 6: Structure of HR Department
Human resources and administration department is one, which is facilitates smooth

working of the organization by looking into human resource side and also the overall
administration of organization. HR department is divided into three sections namely industrial
and personal relations, security and administration. Heads of each section are in direct contact
with department head.
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
PAGE 48
Mission of HR Department
1. To create HR policies and process which are employee friendly
2. To build a culture which is warm forthcoming and professional with a sense
of ownership and pride.
3. To encourage innovative thinking
4. To encourage transparency and teamwork
5. To develop leaders at all level with general management skills
6. To create a learning organization
7. To develop competencies and skill through training and development
8. To constantly raise levels of employee productivity
9. To create HR brand
10. 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
[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.
PAGE 49
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) Dependant of employees
c) Minimum qualification- 10th standard
d) Physical fitness [height-165 cm, weight-50 kg]
Induction Plan
Workers
Management staff - 15 days induction
- 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.
PAGE 50
The training system includes:

a) Need identification
b) Validation of needs
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.
PAGE 51
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. .
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.
PAGE 52
[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.
ATSWU (Apollo Tyres Staff and Worker Union).
ii.
ATEU (Apollo Tyres Employees Union).
iii.
ATMS (Apollo Tyres Mazdoor Sangh).
iv.
ATWM (Apollo Tyres Workers Movement)
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 are 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.
PAGE 53
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.
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
PAGE 54
[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.
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] 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.
PAGE 55
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.
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.
PAGE 56
6.4 FINANCE DEPARTMENT
DIVISIONAL - HEAD
MANAGER
ASSOCIATE
MANAGER
EXECUTIVES
Figure 7: Structure of Finance Department
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.
OBJECTIVES
To arrange adequate funds for business
PAGE 57

To ensure proper utilisation of funds
To increase profitability of business
To maximize the value of the firm
To do the analysis and appraisal of financial performance
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
MIS Reporting
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.
PAGE 58

6.5 PURCHASE DEPARTMENT
The main function of the purchase department is to provide right material at right
time in right place at right quantity. It is concerned with the purchase of indigenous and imported
materials. This department is headed by a senior manager and under him there are a number of
officers and staff.
The main items of purchases are:
1. Engineering spares
2. Consumables
3. Furnace Oil
4. Diesel
5. Chemicals
6. Lubricants
7. Other raw materials
The purchase may be corporate purchase or plant purchase. Under corporate purchase the
raw materials are purchased after considering what the market requires for the month. Under
plant purchases, purchase may be of stock item or non stock item. Stock items are purchased for
regular use. They are having material codes. They are purchased after considering the recorder
level, recorder quantity, lead time etc. There is no regular purchase for the non stock item.
Different department have to prepare purchase requisitions. The items purchased are engineering
items, oils and lubricants, local raw materials, import of spares etc.
Purchasing Records
1. Purchase order record:- Purchase orders of material bought

2. Vendor record:- List of all vendors and their complete mailing address
PAGE 59
3. Blue print and specification record drawing: - Many items purchased by blueprint
specification are kept in separate files with index showing their location and where the
copies have been sent. Thus if repeat order to old supplier is to be made, it is not
necessary to send new copies of the specification.
4. Contract file:- certain goods may be bought under term contract. In that case Purchase
department have to maintain a record of such contract.
Purchasing department is directly under the control of purchase manager. This department is
doing all the purchase for production and engineering department. It is very difficult to provide
the right material at the right time. But using the SAP system, work of this department is much
easier.
PAGE 60

6.6 ENGINEERING STORES
Engineering Stores department focus on procuring and storing the goods other than raw
materials.
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 inventory management technique used is VED analysis. Another system
followed in engineering stores is VMI Ventor Maintain Inventory. In this system the vendor
supply the materials in large quantities and payment is made for consumed items. Engineering
stores takes care of following items.
Stock items
Stock items are procured and stocked here. While procuring a Goods receipt is generated
and then the goods are taken for quality check. Stock items are broadly classified into
following:
Insurance spares
General spares
Consumables
Lubricants
Chemicals
Purchase Request items

PR items are procured as per the purchase order generated by the user department. The
items are used directly in plants as soon as they are procured. Items are procured through
different levels for e.g. Level one (0-10000) or level two (10000-50000). These items are
tested first and then taken into production and a Goods receipt is produced for the same.
PAGE 61

6.7 INDUSTRIAL ENGINEERING DEPARTMENT
GROUP
MANAGER
EXECUTIVE - IE
EXECUTIVE SYSTEM
Figure8: Structure of Engineering Department
Industrial Engineering is concerned with design, improvement and installation of

integrated system of people, Material, Equipment and Energy. It draws upon specialized
knowledge and skill in the Mathematics, Physics, and social sciences together with the principles
and methods of Engineering analysis and design to specify predict and evaluate the results to be
obtained from such system.
Functions
Conduct work studies, improvement studies in varies equipment and fixation of norms.
Design, implementation and follow up of incentive schemes in various zones.
Planning and assessment of manpower requirement in various department
Studying plant layout and material handling systems and suggesting for improvements.
Conduct daily audit on manpower, productivity, lost time, scrap details, absenteeism,
overtime etc.
Preparation of machine utilization reports.
CORE JOBS
Equipment Layout Planning
Work Measurement-Time Study/Work Sampling
PAGE 62

Method Study
Capacity Planning
Manpower Rationalization
Co-ordination for LTS with the Unions
Equipment Layout Planning

Layout is designed based upon following major consideration:
1. New equipment should be in line with the existing equipment.
2. Material Flow to be always forward and there should not be any cross flow
3. Proper space should be provided for the following
Equipment
Operator
Operator movement
Storage (Incoming and Outgoing materials)
Maintenance
Work Measurement-Time Study/Work Sampling

Work Study
To remain competitive in the market a lot of changes have to take place in production
leading to the need of studying the production output and manpower requirement.
Work Sampling
As most of the operations are performed by Crew, So sometimes work sampling is also done to
check the workload of the crew. The study is done by taking the readings at random intervals or
on fixed intervals.
PAGE 63

Method study
To reduce cost of manufacturing method study has to be done.
Objectives of method study can be:
1. Improvement of processes and procedure
2. Improvement of Plant layout
3. Improvement in the use of Men, Materials and Machines.
4. Efficient material handling
5. Improvement in flow of production and processes
6. Economy in human effort and reduction of unnecessary fatigue
7. Method standardization
8. Improvement in safety standard
9. Development of better physical working environment
Capacity Planning
Based upon Agreed Production Norms and Utilization, Equipment capacity is calculated for all
work centers except for Curing. In case of curing, Actual cycle time and weight of tyres are
taken along with utilization.
Manpower Rationalization
Manpower is classified as MEP Manpower, Blue collar and Grey collar
Blue Collar Crew that is actually working on the M/C and Engg. Permanent workmen. Blue
collar is further classified as A, B, C, D grades based upon skillness level required.
Grey Collar Manpower used for all outsourced activities namely Production (material
Movement), Engineering, Plant Housekeeping, Commercial (RMS/FGS Loading, Unloading
activities), HR and Admin, Staff Services and Systems.
MEP Manpower All management staff other than above categories.
PAGE 64

IED calculates manpower required in each area as per agreed norms and agreed strength and
check it against the actual. The same is given to HR for recruitment or grades up gradation.
Co-ordination for LTS with the Unions

Long Term Settlement takes place with unions of Blue-Collar workmen after every 3 years. IED
has to provide inputs for revised Production Norms and Crew Strength based upon prevailing
conditions and IE is a core member in the process of negotiation and preparation of agreement.
PAGE 65
6.8 PRODUCTION PLANNING AND CONTROL (PPC)
Group Manager
Manager
Associate Manager
Figure 9: Structure of PPC Department
Production planning and control department is responsible for fixing monthly production
levels, meeting and production targets, scheduling machines as per the requirements, and the
preparation of raw material requirements based on monthly production ticket. 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 and control department is
therefore to ensure optimum utilization of those resources as well as to prevent capital

locked up in process inventory.
Other function of this department includes:
Preparation of monthly production plans.
Communication of organizational goals down the line
Prepare, adjust and issue different operations based on the programs, inventories,
programs of work and specifications.
Follow up programs of work in all sections
Report relevant details and assist to maintain in steady progress of work
Take physical inventories from the stores of finished goods and raw material.
Preparation of raw material requirement based on monthly production ticket.
PAGE 66
6.9 QUALITY ASSURANCE DEPARTMENT
DIVISIONAL HEAD
MANAGER
ASSOCIATE
MANAGER
EXECUTIVES
Figure 10: Structure of 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.
Quality Assurance
Lab
Process control & audit
PAGE 67

Lab:All raw materials that come to RMS (Raw Material Store) are released for production only
after lab approval. For that samples of raw materials (rubber, carbon, chemicals, fabric etc) are
given to lab. These raw material samples are tested in the lab. If the test results are within the
required specifications the materials will be released for production. If the result is not satisfying
the requirements, the material will be rejected. In the same way, the processed material samples
(e.g. mixed rubber compound, Dipped fabric etc) are also sent to lab.
Process control and audit:In shifts, all the production areas will be audited by Quality Assurance. QA 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 products (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 warehouse.
PAGE 68
6.10 UTILITY DEPARTMENT

Utility department focus on generation and effective distribution of utilities like water, steam,
compressed air etc. Utility department works on shift basis as utilities are required within plants
and other premises 24x7.Seven operators works at a time. Following utility requirements are
mainly met by utility department.
Water
Water is one of the most necessary utility for the functioning of plants as well as the
workers needs. Utility department provides cooling water, Chilled water and drinking water to
plant and premises. Cooling water is used for cooling down the machineries as it gets heated up.
Chilled water is used for calendaring and other purposes and drinking water is connected to
plants and other premises. Utility and plant is connected in a closed loop system. I.e. cooling
water and chilled water distributed to the plant from utility is directed back to utility after use, so
that the water is reused.
Steam
Steam is mainly used for heating purpose during molding, vulcanization and other
purpose. Steam is produced using 6 boilers out of which one is coal fuelled boiler. The furnace
oil boilers are mainly used for maintaining the standby mode during maintenance works.
Maintenance works are on time based service plans. 100 tons of coal is consumed daily.
Electricity
Electricity to the plant is distributed by KSEB (Kerala State Electricity Board) using two
66kv feeders. Utility department takes care of power supply to the plant during power failure.
Diesel generators are used for power generation during this time.
Compressed air
Compressed air is also distributed to the plant from utility department.
PAGE 69

6.11 SAFETY DEPARTMENT
UNIT HEAD
MANAGER
EXECUTIVES
Figure 11: Structure of Safety Department
Safety department focus on safe operation of the plant and related machineries. Apollo
follows Kerala factory rule for the safety of resources and machineries. I.e. a safety officer will
be assigned for thousand people (in the ratio 1:1000). Apollo, perambra employs two safety
officers who reports to unit head regarding their work. Safety operations are broadly classified
into two.
Routine
Non Routine
Routine: Routine operation basically consists of work carried out on daily basis. Tyre
manufacture for e.g., is carried out in plant on daily basis. Apollo follows SOP (Safe Operation
Procedures) and HIRA (Hazard Identification and risk assessment) for the safety operation of
plant. It is basically followed on the basis of Risk Assessment Matrix (RAM) which is the
maintained as a standard reference for the Utility / safety department pertaining to Routine Plant
operations. RAM decides which operations to be stopped on basis of severity of the accident
happened.
PAGE 70
Non Routine: Non Routine Operation basically consists of activities which are carried out once
in a while. Non routine operation consists of maintenance work, Welding, Plumbing, Excavation
and other electrical works. As these operations are not on regular basis, a standard procedure like
RAM cannot be followed. Hence these procedures are carried out on basis of work permits.
Work permit consist a checklist and signed by Initiator, Custodian and Issuer. Initiator is the
person who request for any non-routine work like maintenance to be done in any area which is
headed by the custodian. Issuer is the person who heads the maintenance work in any specific
area. The responsibility of any accidents occurring belongs to initiator.
PAGE 71

6.12 FINISHED GOODS STORE (FGS)
HEAD MANUFACTURING
GROUP MANAGER
MANAGER
EXECUTIVE
Figure 12: Structure of FGS Department
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
PAGE 72
FGS/TTF will separately verify the quantity, size, ply rating of the finished goods and compare
against the entry in the transfer-note.
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.
PAGE 73
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.
- FIFO system to be followed strictly to avoid overaging.
- Truck inspection to be carried out in order to avoid FM pickup.
- Incase of high inventory levels when it is not possible to store all tyres in the
godown , 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 despatch 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.
PAGE 74

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. A 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.
PAGE 75
6.13 RAW MATERIAL STORES DEPARTMENT

Activities of Raw Material Department
1. Receipts
2. Issue
3. Identification and storage
4. Outside mixing
5. Stock transfer
6. Inventory maintenance
7. Scrap disposal
8. Handling of rejected items
9. Open delivery report
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.
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.
PAGE 76
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.
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:
Slip no, time and date of receipt, suppliers name, gross weight with materials, Challan 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
PAGE 77

weighbridge closer to the factory under the supervision of security and RMS personnel after
ensuring that the weigh bridge posses 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.
PRESERVATION
Carbon black and chemicals are stored in the 2 nd 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
PAGE 78

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.
MATERIAL LIST.
Direct Raw Materials

1. Natural Rubber RSS 111, RSSIV, RSS V, SMR20,ISNR20
2. Synthetic Rubber PBD, SBR 1712, SBR1502,RECLAIMED RUBBER
3. Carbon BlackHAF,FEF,GPF, ISAF
4. Bead Wire
5. Nylon Tyre Cord Fabric
6. Accelerators RUBBER CHEMICALS.
7. Process Oil
Indirect Materials
1. Solvent Naphtha
2. Servo rubber
3. Inner Lube
4. Bladder Material
5. Poly Bag/ Poly Underlay
6. Liners
PAGE 79
CHAPTER 7
SWOT ANALYSIS
PAGE 80
SWOT ANALYSIS
7.1 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 in 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.
Economies of transportation cost on account of closeness to natural rubber growing

belt.
Global sourcing of raw materials
Superior product quality
Wide dealership network
Strong brand equity
Good relation between employers and employees
Stable management
Product available in 118 countries
7.2 WEAKNESSES
No presence in two/three wheeler segment.
PAGE 81
Declining profit margins due to raw material cost push.
Old machineries using in the plant
Less product range
Capital intensive business.

More training facilities must be given to employees
The company should invest more on advertisement.
Intense competition due to presence of other global brands
Share in passenger car segment is low
Absentees of employees
7.3 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.
High growth prospects in commercial vehicle radicalization
Emerging markets and improved life style
PAGE 82

7.4 THREATS
Lock outs
Change in taste of consumers
Frequent changes in oil prices
Raw material price volatility
PAGE 83
CHAPTER 8
FINDINGS AND SUGGESTIONS
PAGE 84
FINDINGS AND SUGGESTION

8.1 FINDINGS
ATL is the first tyre company to receive ISO 9001 certification and one the few
tyre manufactures to obtain QS 9000 certification.
Workers health and safety are given prime importance
A good co-ordination exists between different departments.
Trade unions play vital role as bargaining agents. The management is sometimes
forced to accept demands made by the unions.
The products of the company are known for its high quality standards.
The workers are not completely satisfied with the wages they are paid.
Employees are provided with facilities such as subsidized canteen, transportation

etc.
Safety posters and slogans are exhibited inside the plant and various safety
awareness programs are also conducted.
The factory premises are kept clean which comes under a dedicated system known
as Environment Management System (EMS)
Factory is located at an ideal location that allows easy access to land, air and sea
transportation.
All departments at the plant are being connected through SAP which gives real
time connectivity with each other.
All the plants of Apollo tyre group are being connected with the headquarters
through WAN and SAP which critical decision making easy.
PAGE 85
8.2 SUGGESTIONS
More promotional activities could enhance building brand image
Maintain a healthy relationship with trade unions
The company should enter into two/three wheeler markets.
The company should invest more on advertisement.
Each should have an in house marketing department that can take care of the local
fluctuations in market.
PAGE 86
CHAPTER 9
CONCLUSION
PAGE 87
CONCLUSION
Apollo tyres Ltd is the 7th fastest growing tyre company in the world. A fair wage
system prevails in ATL. The company provides better working condition for employees. Proper
training to workers and efficiency of the workers must be increase to increase production. The
industrial relation with the local union is fairly good. The company is facing a cut throat
competition in Indian market and international market. Despite of all these challengers Apollo
has done well in the past and with a booming economy and a focused progressive leadership at
the top. The employees enjoy working as a team and with customers to create superior and
distinct production and services. Apollo is focused on fast and flexible, never ending
improvement in order to create an enterprise that is dynamic, ever expanding and profitable and
in constant pursuit of customer satisfaction is Apollo policy to design, manufacture and service
our products to provide the level of quality and value that meets every customer needs.
Apollo stands first in the production of truck tyres. In spite of recession the company
is still making sufficient profit. There are good working conditions and industrial harmony
among the employees. Proper and adequate training is given to the employees, which leads to
higher productivity,. The company is facing cutthroat competition from Indian market as well as
foreign market. In spite of fierce competition and local problems the Perambra plant thrives and
move forward to its target of 310 MT/day and thereby achieve their 9000 crore goal by the end
of 2010. Apollo tyres boast a vibrant and dynamic, profession and nonhierarchical culture.
Transparency and communication are cornerstones of corporate practice, across levels, to ensure
that each individual employee is aligned with the goals and aspiration of the company. At Apollo
Tyres the three corporate pillars of People, Quality and Technology underpin all activities and
processes. These are the companys stated areas of corporate excellence, in its journey towards
becoming a best in class global manufacturer. Apollo Tyres, they are always looking out for new
opportunities. If opportunities do not come their way, they go ahead and create opportunities.
Over the years they have created opportunities for growth, opportunities for success and also
opportunities for a bright future.
PAGE 88
BIBLIOGRAPHY
PAGE 89
BIBLIOGRAPHY
Apollo tyres Company manuals
Apollo tyres Departmental manuals
www.apollotyres.com
I.M. Pandey, (1996), Financial Management, Bangalore, Vikas Publishing House
Ashwathappa, (2007), Human Resource Management, New Delhi, Tata McGrawhill.
Tripathi P C (2008) Principles of Management, New Delhi: Tata Mcgrow-Hill.
Philiap kotler.(2009)Marketing Management,New Delhi:Dorling Kindersley.
Kumar M (2003), Production Management,India. Himalaya Publications. Pvt.Ltd.
Cooper, D. R. (2003) Business Research Methods. International Publication.Ltd.
PAGE 90

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ORGANIZATION STUDY AT APOLLO TYRES LTD PERAMBRA

DE PAUL INSTITUTE OF SCIENCE AND TECHNOLOGY (DiST), ANGAMALY