Kalyani maxion wheels pvt ltd

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INDUSTRIAL VISIT REPORT
Submitted in partial fulfillment of requirements for
Bachelors of Business Administration
(BBA)
By
Naveed Ahmed
Roll no. 7B1538
Batch of 2015-2018
International Institute of Business and Media, College of
Commerce,
Pune.
March 2017

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CONTENTS
1. ACKNOWLEDGEMENT.S
2. CERTIFICATE OF ORIGINALITY.
3. EXECUTIVE SUMMARY.
4. PURPOSE OF THE VISIT.
5. OBJECTIVES OF THE VISIT.
KALYANI MAXION WHEELS PVT LTD.
6. DETAILS OF THE JOURNEY.
7. COMPANY PROFILE.
(I) GOALS AND OBJECTIVES.
(II) HISTORY.
(III) ACHIEVEMENTS AND AWARDS.
(IV) BUSINESS ETHICS.
(V) ORGANISATIONAL STRUCTURE.
(VI) BUSINESS STRUCTURE.
8. MARKETING STRUCTURE.
9. PORTER’S MODEL.
10. GROUP OBSERVATION.
11. CORPORATE SOCIAL RESPONSIBILITIES.
12. CONCLUSIONS AND RECOMMENDATIONS.

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ACKNOWLEDGEMENT
Before we get into thick of things, I would like to add a few heartfelt
words for the people who were the part of this numerous report in
numerous ways, people who gave unending support right from the stage
basic ideas were conceived.
Firstly, I would like to thank Savitribai Phule Pune University for
providing us a chance to have such a practical and enthusiastic subject.
I acknowledge with sense of reverence my gratitude towards the
management of Kalyani maxion wheels ltd for providing me an
opportunity to make industrial report with their esteem organization.
I want to give special thanks to ………………………., Manufacturing
division, Kalyani maxion wheels ltd. and other staff of the companies
who coordinated with us with all their effort. I would like to give special
thanks to our principal Dr. Vaman Naik, who was the always by the
side of students in any kind of need and guide.
I would like to express my heartiest thanks to my faculty Mrs. Tripti
Sharma for constantly guiding me to complete this report. I would like
to thanks my other one faculty Mr. Deven Mahajan, for accompanying
and guiding us at the time of visit. Last but not the least, my classmates,
it was not possible without their efforts which showed on the visit by
asking interesting question to the designated personnel.
Student Name..........................
Signature.................................
Date …………………………

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CERTIFICATE OF ORIGINALITY
I_____________________________________ Roll No
__________________of2016,afull time bonafide student of second year
Bachelors of Business Administration (BBA) Program of International
School of Business and Media ( ISB&M ). I hereby certify that this
Industry report made by me. The report submitted in partial fulfillment of
the requirements of the program is an original work of mine. It is not based
or reproduced from any existing work of any other person oron any earlier
work undertaken at any other time or for any other purpose, and has not
been submitted anywhere else at any time.
(Student's Signature)
Date:
(Faculty's Signature)
Date:

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Executive Summary
Industrial exposure is most required for management students, exposure
in different activities that is conducted in industry gives you an idea
about how things work in real life and you get to apply the theoretical
part of your academics.
These visits have discussed about the realistic approach towards the
management such as how they plan operations, operations, promotions,
staffing, financing, productions.
But mainly what I have acquired from these visit are the Manufacturing
Process and the Production Management.
Therefore, my report is largely based on Manufacturing & Production
Department which includes understanding the day to day operations,
their machineries and their infrastructure.
Lastly, this industrial visit has enlighten me about the insights of the
industries, its functioning and objectives.

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PURPOSE OF THE VISIT
The concept of industrial visit is beneficial to the students as it provides
a deep understanding about the corporate world. In student’s life, all we
experience is theoretical knowledge but industry doesn’t work on
theoretical basis. So, we must also know about the habits, manners and
ways of living of the corporate worlds which can learnt by coming in
contact with them through these industrial visits. These visits take us
from the field of bookish knowledge to the field of practical knowledge,
from the realm of imagination we come down to reality.
These visits are considered to be more effective method of training. We
get to know about the job at the workplace. This enables us to get
experience about the same working conditions and with the same
processes, materials and equipment that we will be using when the
responsibilities are taken by us. These visits make us to know about the
necessary steps with proper sequences which requires for a particular
task. It also prepares physically and psychologically for the work
environment, presents demonstration of the particular task to the
students, description of the jobs.
It is now well understood that how important industrial visit is. Hence,
this initiative of industrial visit has enlighten us which focuses on
decreasing the gap between student life in the working environment
which we have to face after their studies.

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OBJECTIVES OF THE VISIT
● To develop the understanding of the students with a realistic
and practical perceptions of the industry its layout,
procedures, processes, organization Structure.
● To help students gain firsthand information regarding the
functioning of the industry which presents the students with
opportunities to plan, organize and engage in active learning
experiences both inside and outside the classroom.

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Kalyani maxion wheels ltd

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Details of the Journey
Our Industrial visit was held on 4th of March 2017. We all gathered at
the college campus at 8:30 A.M. Then we were briefed about the
industrial visit by our faculties. Then we left for the Industry at 9:00
A.M. We reached there at 11:00 A.M. They provided us Tea. After that
we were taken to the Conference room where we saw the Presentation
about the industry. After which we were taken to see the whole industry
in a group of two. After seeing the whole industry we again gathered in
the Conference room and then left after sometime. And lastly we
reached our college at 4:00 P.M.

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Company profile
Kalyani Maxion Wheels Private Limited is a Private incorporated on 18
January 1996. It is classified as Non-govt company and is registered at
Registrar of Companies, Pune. Its authorized share capital is Rs.
550,000,000 and its paid up capital is Rs. 360,000,000.It is inolved in
Manufacture of domestic appliances, n.e.c.
Kalyani Maxion Wheels Private Limited's Annual General Meeting
(AGM) was last held on 08 June 2016 and as per records from Ministry
of Corporate Affairs (MCA), its balance sheet was last filed on 31
December 2015.
Directors of Kalyani Maxion Wheels Private Limited are Prakash
Vishweshwar Kodlikeri, Achim Weber, Babasaheb Neelkanth Kalyani,
Petrus Wilhelmus Klinkers, .
Kalyani Maxion Wheels Private Limited's Corporate Identification
Number is (CIN) U29303PN1996PTC096395 and its registration
number is 96395.Its Email address is
Sharad.Dahale@maxionwheels.com and its registered address is GAT
NO 635VILLAGE KURULI CHAKAN TAL KHED PUNE MH
410501 IN , - , .

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Current status of Kalyani Maxion Wheels Private Limited is - Active.
Company Details
CIN U29303PN1996PTC096395
Company
Name
KALYANI MAXION
WHEELS PRIVATE
LIMITED
Company
Status
Active
RoC RoC-Pune
Registration
Number
96395
Company
Category
Company limited by Shares
Company
Sub Category
Non-govt company
Class of
Company
Private
Date of
Incorporation
18 January 1996
Age of
Company
21 years, 1 month, 27 days
Activity Manufacturing wheels.
Number of
Members
8

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Director Details
Director Name Designation Appointment Date
PRAKASH VISHWESHWAR
KODLIKERI
Managing Director 28 August 1998
ACHIM WEBER Director 28 July 2006
BABASAHEB NEELKANTH KALYANI Director 18 January 1996
PETRUS WILHELMUS KLINKERS Director 11 November 2000
Share Capital & Number of Employees
Authorised Capital ₹550,000,000
Paid up capital ₹360,000,000
Number of Employees NOT DISCLOSED.
Listing and Annual Compliance Details
Listing status Unlisted
Date of Last Annual General
Meeting
08 June 2016
Date of Latest Balance Sheet 31 December
2015

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

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HISTORY
2000
Meritor Group merges with Arvin group to form ArvinMeritor
Hayes Lemmerz introduces "Super Single" Wide Base Truck Wheels
Fumagalli develops "Integrated" wheel as competition to full face
wheels
2001
Hayes Lemmerz introduction of "Gemtech" Ultrabright Finish
Hayes Lemmerz sells agriculture and off-road wheel business in Borlem,
Brazil plant to Iochpe-Maxion
2002
Hayes Lemmerz develops "Struktur" / VersaStyle Wheel in Hayes
Lemmerz Germany
Hayes Lemmerz sells the System Service Division which operated tire
and wheel assembly operations
Hayes Lemmerz acquires certain assets of Wheland Foundary which
produces Centrifuse commercial highway brake drum castings in
Chattanooga, TN
2003
Hayes Lemmerz begins aluminum wheel expansions in Thailand, Brazil,
and Czech Republic facilities
Hayes Lemmerz acquires majority ownership of Jantas Jant Sanayi ve
Ticaret A.S., a steel wheel joint venture in Manisa, Turkey
2004
ArvinMeritor/Fumagalli develops theSuperSpoke Wheel In Limiera -
Dodge Durango
Hayes Lemmerz acquires Hayes Wheels Aluminio, an aluminum wheel

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joint venture plant in Chihuahua, MX and sells its 40% interest in Hayes
Wheels Acero, S.A. de C.V., a steel wheel facility outside Mexico City
2005
Hayes Lemmerz sells its aftermarket brake controller business to Hayes
Brake Controller Company
Hayes Lemmerz announces capacity expansion of its commercial
vehicle steel wheel facility in Chakan, India
2006
Hayes Lemmerz sells its Southfield, MI ductile iron components
machining facility to a group of private investors
Hayes Lemmerz enters into a technical license agreement with
Tolyatinskiy Zavod Stalnih Kolyos (TZSK) of Togliatti, Russia, a
manufacturer of steel wheels
2007
Hayes Lemmerz sells its aluminum suspension components facilities in
Bristol, IN and Montague, MI to Diversified Machine, Inc.
Hayes Lemmerz completes capacity expansion in Chakan, India and
announces groundbreaking of a new passenger car steel wheel facility in
India
Hayes Lemmaerz completes $193M equity rights offering and private
placement and related debt restructuring
2008
Iochpe-Maxion announces new commercial vehicle steel wheel plant in
Nantong, China
2009
Iochpe-Maxion acquires Fumagalli from ArvinMeritor
Hayes Lemmerz introduction of RRT Technology for Aluminum
Wheels
2010

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Iochpe-Maxion acquires steel wheel manufacturing facility outside
Mexico City from Nugar
Hayes Lemmerz develops the 4 Bolt/5 Spoke VersaStyle Wheel
2012
Iochpe-Maxion acquires Hayes Lemmerz and creates Maxion Wheels
from Hayes Lemmerz, Maxion, and Fumagalli
Recognized forsuccess.
Maxion Wheels continually strives to achieve new heights in
innovation, service and quality. We’re proud to be recognized for
the following achievements:
CERTIFICATIONS
Maxion Wheels is ISO 14001/TS 16949 Certified to meet the highest
quality and environmental standards.
AWARDS
Cruzeiro plant receive 4 awards from John Deere
Maxion Wheels Limeira Plant Receives Excellence in Quality Award
from Hyundai Motor Brazil
MaxSmart® Receives Top 20 Products Industry Award
Hyster-Yale Group Preferred Supplier
Maxion Wheels Akron Plant Earns Ford Q1
Autodata Award
Ford Brasil Top Supplier Award
Ford World Excellence Award

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Fiat Qualitas Award in Metallic Materials and Powertrain Category
Volvo's Quality Through Excellence Award
General Motors Corporation Supplier Quality Excellence Award

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OUR ETHICS
CODE OF CONDUCT FOR BOARD OF DIRECTORS AND SENIOR
MANAGEMENT INTRODUCTION & APPLICABILITY : Kalyani
Limited believes in transparent policies, appropriate disclosures, best in
class Board practices and consistently high standards of corporate conduct
towards its stakeholders which are essential for maximizing shareholders’
value and sustained corporate growth is, therefore, committed to maintain
high standards of corporate governance. To strengthen this commitment
further, the Board of Directors of the Company has approved and adopted
the following Code of Conduct for Directors and Senior Management of
the Company. This Code of Conduct comes into force with immediate
effect and is applicable to all the members of the Board of Directors and
Senior Management of the Company (hereinafter referred to as “Directors
/ Senior Management”). Senior Management for the purposes of this Code
of Conduct includes all officers in the cadre of Vice President and above.

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CODE OF CONDUCT
Act in the best interests of, and fulfill their fiduciary obligations to
the Company and its shareholders.
Act honestly, fairly, ethically and with integrity.
Conduct themselves in a professional, courteous and respectful
manner and not take improper advantage of their position.
Help in creating and maintaining the culture of commitment to
compliance with all applicable laws, rules and regulations.
Strategies for Growth
Investments: Reinvest the profits in business for increasing product
portfolio and customer base. Add new product lines, expansion in
business.
Financial: Establish return on Investment, Maintain critical financial
ratios such as ROCE, Inventory turnover, Fixed Asset Turnover,
Current Ratio etc.
Product development: New product development , supported with
qualified team

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ORGANISATIONAL STRUCTURE
Business Structure
Rubber Group Automotive Group
Tire
Division
Conti Tech
Division
Chassis
And Safety
Division
Interior
Division
Power
Train
Division
Original
Equipment
Replacemen
t Europe &
Africa
Replacemen
t The
Americas
Air Spring
Systems
Benecke-
Kaliko
Group
Conveyor
Belt Group
Electronic
Brake
Systems
Hydraulic
Brake
Systems
Sensorics
Instrumentat
ion & Driver
HMI
Infotainment
&
Connectivity
Body &
Security
Engine
Systems
Transmissio
ns
Hybrid
Electric
Vehicle

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Replacemen
t Asia
Two-Wheel
Tires
Truck Tires
Industrial
Tires
Elastomer
Coatings
Fluid
Technology
Power
Transmissio
n Group
Vibration
control
Passive
Safety &
ADAS
Chassis
Components
Commercial
Vehicles &
Aftermarket
Sensors &
Actuators
Fuel Supply

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

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Kalyani Hayes has presence in India since 1996 in the commercial
vehicle steel wheels segment and caters to major domestic OEMs
including Tata, Volvo, Mercedez, Swaraj, Mahindra Navistar, Vehicle
Factory-Jabalpur along with global OEMs such as Daimler
Germany/Brazil, Volvo-Sweden, Iveco-Italy with a capacity of one
million annually.
Fred Bentley, COO and president, global wheel group of Hayes
Lemmerz, said the company was looking at India as a big opportunity.
PORTER MODEL

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Determinants of Supplier Power:
Continental has installed machines required for complete manufacturing
of fuel supply system. Currently company is operating at 35 percent of
installed capacity on single shift basis. Company can work in three shifts
to satisfy the demand requirements. The human skill can be recruited
easily depending upon demand requirements. Company is not depending
upon the suppliers and sub contract for manufacturing. Practically there
is not any threat from supplier.
Threat of Substitutes:
Fuel supply system is technology driven product line. The threat of
substitute is from established competitors who have technology to
Porter five forces model Barriers to Entry
Highly Technical Product line
Large varieties of Product designs
Low cost with high quality and performance expectation.
Profit margins are low
Determinants of
Buyer’s Power
Global Sourcing
Strategy
Preference for
established brands
and long term
contracts
Preference for
OEM suppliers
Rivalry among
The Competitors
Market
segmentation,
Longer
association with
buyers
Technology used
Innovations
Delivery
schedules
Determinants of
Supplier’s Power
Critical
Components
manufacturing
Special materials
High Quality
standards
Small but
precision
components
Threat of Substitute
Import substitution
New technology
Innovative products
Longer life

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manufacture. A perfect combination of Quality and cost can create a
threat of substitute. Continental is promoting their products with a major
thrust on import substitution and provides low cost quality solution for
Indian markets.
Rivalry Among the Competitors:
Bosch from Germany, Delfi from US and Denso from German are the
major players in fuel supply systems. These players are operating in
India as a global sourcing strategy adopted by their buyers. Denso is
OEM supplier for all Maruti Motors, Delfi is for US companies
operating in India and Bosch for European manufacturers in India. There
is clear market segmentation for market players. Continental has won the
confidence of Indian auto giants on cost advantage. All leading brands
have 13 to 14 percent of market share in Indian automotive market.
Continental has a challenge to compete with all these global players
operating in India.

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GROUP OBSERVATIONS
 The welcome session was organized and we were being introduced
to the plant engineer/supervisor.
 Firstly we went to production department and see how the
production and manufacturing of alloy wheels take place.
 On that day production of Tata motors was going on.
 Single Day production Capacity in one Shift is 1800 units there are
3 shifts in a day but they achieve 1500 units approximately per
shift.
 They get Raw material from Essar and Tata.
 Quality is 99%, where as rejection is 1.3% - 1.7%
 While Re-work is 0.7% - 1.3%
 Hydraulic pressure is 31.22 - 31.24
 Use of Zinc, Copper and Aluminium as Raw material
 Thickness of wheels is compressed to increase the height of the
wheels.
 As per the instruction of plant Supervisor, he told us that minimum
cost of 1 volvo rem Maxion Ltd is @ 21000.
 For fully completion of 1 wheel, it approximately takes 3-4 hours.
 After that supervisor told us that if there is any rejection after Re-
work then they dumb it and whole lot is not being used.

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 As far as safety is concerned they have a good safety measures as
they have achieved no accidents in last 70 days
 .
 In whole last year only 1 accident took place and preventives
measures were taken immediately.
 After that we were being taken by supervisor to address the
presentation.
 The presentation in conference hall which mentioned each and
everything about Kalyani-MAxion Pvt. LTD.
 In between we asked them about the production system &
problems faced by them which they answered very efficiently.

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

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project head. c. Programs which involve considerable financial
commitment and should be undertaken on a general timeframe of 2‐5
years. d. Project activities identified under CSR are to be implemented
either by personnel of the Company or through a registered trust or a
registered society or a company established by the company or its
holding or subsidiary or associate company under section 8 of the
Companies Act, 2013 or otherwise or by specialized agencies nominated
by CSR Committee from time to time. e. Such specialized agencies
would include Section 8 Companies, Voluntary Organizations (VOs)
formal or informal Elected local bodies such as Panchayats,
Institutes/Academic Institutions, Registered Trust / Society, Self Help
Groups, Government/Semi Government/Autonomous organisations,
Mahila Mandals, Professional Consultancy organization etc. Corporate
Social Responsibility (CSR) Policy of Kalyani Steels Limited f. If such
trust, society or company is not established by the company or its
holding or subsidiary or associate company, it shall have an established
track record of at least three years in undertaking similar programs or
projects. g. Specialised agencies and personnel authorized in this regard
could be made to work singly or in tandem with other agencies. The
Company to specify the project to be undertaken by such entity and
modalities of utilization of funds for such projects with implementation
schedules, monitoring and reporting mechanism. h. Total expenditure of
building CSR capacities of the Company’s personnel as well as their
implementing agencies, having established track records of atleast three
years, shall not exceed 5 (five) percent of total CSR expenditure of the
Company in one particular financial year. j. A company may also
collaborate with other companies for undertaking projects or programs
or CSR activities in such a manner that the CSR Committees of
respective companies are in a position to report separately on such
projects or programs in accordance with Companies (Corporate Social
Responsibility Policy) Rules, 2014 (as amended). 8. GENERAL a. In
case of any doubt with regard to any provision of the policy and also in
respect of matters not covered herein, a reference to be made to CSR
Committee. In all such matters, the interpretation & decision of the
Chairman of the Company shall be final. b. Any or all provisions of the

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CSR Policy would be subject to revision/amendment in consultation
with CSR Committee and in accordance with the guidelines on the
subject as may be issued by the Government, from time to time. c. The
Company reserves its right to modify, cancel, add, or amend any of these
Rules. However, this policy, in whole or in part, shall stand modified /
amended from time-totime, without any further act on the part of the
Company, as and when there would be any statutory modification(s)/
amendment(s) / revision(s) to the applicable provisions thereto. In case
any difficulty or doubt arises in the interpretation of this Corporate
Social Responsibility Policy', the decision of the Chairman of the Board
of Directors shall be final. [As approved by the Board of Directors of
Kalyani Limited at their meeting held on 29th May, 2014] For Kalyani
Limited Sd/-
B.N. Kalyani Chairman

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

Kalyani maxion wheels pvt ltd

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