INTERNSHIP REPORT

On

Plant Engineering Department

RANE (MADRAS) LIMITED

79/84, HOOTAGALLI INDUSTRIAL AREA, MYSORE – 570018

By
Naveen K (4NN16EE404)
Praveen M (4NN16EE408)
Rakesh C (4NN16EE410)

DEPARTMENT OF ELECTRICAL & ELECTRONICS ENGINEERING

NIEIT

NIE INSTITUTE OF TECHNOLOGY, KOORGALLI, MYSURU-570018

Under the Guidance of

M. Vipin Das
 Asst. Manager-Plant engineering

CHAPTER-1
INTRODUCTION

1.1 Introduction to Business Familiarization Report

Business familiarization report is conducted to make us students understand about the
Business and its working environment. The business familiarization report provide us in‐depth
understanding about the business, its products and the market exposure and help us to identify the
potential career opportunities. This is good for students to understand the real world implications
of the knowledge gained in college. This report has also given us the real world exposure to the
professional life and shown us the broader horizon of the career opportunities in management.

The business familiarization report as per the requirement of the course not only fulfill the
very requirement but has also developed us personally by getting acquainted with how the
companies regulate. During this period we were introduced to the organizational structure,
professional world, ISO standards etc.

Thus, this business familiarization report clearly defines the working, functioning and
manufacturing outcomes of an organization and in this way has helped us to gain the insight about
the industry and helped us enhance our knowledge in every way possible.

1.2 Objective of the study

 To get an insight into the business process and function of Rane (Madras) Limited.
 To study various departments like – Finance, Human Resource, Marketing, Production.
 To know their employees and workers satisfaction in manufacturing unit.
 To understand their current level of performance.
 To know their future prospects of business.
 To do SWOT analysis of the organization.
1.3 Scope

 The study is conducted at Rane (Madras) Limited, Mysore.

 The scope of the study is to understand the structure and functions of the organization.
 The study would only be possible when the organization and employees agreed to give honest
feedback on the current situation of the organization.

1.4 Methodology
Data relating to Rane (Madras) Limited, has been collected through
Primary source:
- Discussions with external guide
- PLE Manager of Rane (Madras) Limited
- Other members of the organization

Secondary source:

- www.rane.co.in
CHAPTER-2

INDUSTRY PROFILE

2.1 Automotive Industry

An embryonic automotive industry emerged in India in the 1940s. Hindustan Motors was launched in 1942,
long-time competitor Premier in 1944, building Chrysler, Dodge, and Fiat products respectively. Mahindra &
Mahindra was established by two brothers in 1945, and began assembly of Jeep CJ-3A utility vehicles.
Following independence in 1947, the Government of India and the private sector launched efforts to create an
automotive-component manufacturing industry to supply to the automobile industry. In 1953, an import
substitution program was launched, and the import of fully built-up cars began to be restricted.

The automotive industry in India is one of the largest in the world with an annual production
of 23.96 million vehicles in FY (fiscal year) 2015–16, following a growth of 2.57 per cent over
the last year. The automobile industry accounts for 7.1 per cent of the country's gross domestic
product (GDP). The Two Wheelers segment, with 81 per cent market share, is the leader of the
Indian Automobile market, owing to a growing middle class and a young population. Moreover,
the growing interest of companies in exploring the rural markets further aided the growth of the
sector. The overall Passenger Vehicle (PV) segment has 13 per cent market share. India is also a
prominent auto exporter and has strong export growth expectations for the near future. In FY
2014–15, automobile exports grew by 15 per cent over the last year. In addition, several
initiatives by the Government of India and the major automobile players in the Indian market are
expected to make India a leader in the Two Wheeler (2W) and Four Wheeler (4W) market in the
world by 2020.

2.2 History of Rane Group

 Founded in 1929; Headquartered in Chennai, India

 Group Sales of INR 4,400 Cr (~USD 680 M)
 Most preferred OE manufacturer and supplier for global
auto majors
 Serves a variety of industry segments: Passenger Vehicles, Commercial Vehicles, Farm
Tractors, Two-wheelers,
Three-wheelers, Railways and Stationary Engines
 Manufactures Steering and Suspension systems, Friction materials, Valve train
components, Occupant safety systems and Die-casting products
Rane group of companies was founded by Shri T. R. Ganapathy Iyer in the year 1929 and the
group was originally named as Rane Madras (Ltd).It started off as a distributor of automobiles
and parts. After his death, the business was taken over by his son-in-law Lakshmana Iyer
Lakshmi Narayan, popularly known as LLN, among friends and business circles. Under the
leadership of LLN, the company was shaped into an auto-component business house. LLN
remained as the founder chairman of the group for over three decades.

During the early periods. Rane Madras Ltd was engaged in trading only. Later in the year 1960,
they completely dropped trading and started manufacturing and it all started with the
manufacture of Tie Rod ends at their plant in Velachery, Chennai. Later; as the automobile
industry flourished, the business spread to the manufacturing of other suspension and steering
systems. As a major turn of events, in 2005 the company was de-merged from the group and the
group holding company called Rane Holding Ltd (RHL) and several other subsidiary companies
were formed. It was during this period that Rane (Madras) Ltd emerged as a public limited
company. Later, Rane Holding Ltd made additional investment in the company, and thus Rane
(Madras) Ltd became a wholly owned subsidiary of the Rane Holdings Ltd. It remained a major
manufacturer and supplier of major OEMs in India and abroad.

Over the years Rane (Madras) Ltd has grown to be the largest in the group, both in terms of size
and turnover, with five manufacturing plants in Chennai and Kanchipuram in Tamil
Nadu, Mysore in Karnataka, Thirubuvanai in Pondicherry and Pantnagar in Uttarakhand. Each of
the company's production plants addresses a specific industry segment. The production facilities
in Mysore cater to the tractor and commercial vehicle segment; the Pondicherry plant to the
passenger car segment; the plant in Chennai caters to the light commercial vehicle, heavy
commercial vehicle and utility vehicle segment; the Kanchipuram plant to the export market and
the manufacturing facility in Pantnagar (Uttarakhand) supplies gears exclusively to Tata Motors
Ltd. The company has also started setting up its plant in Gujarat, following the emergence of
Gujarat as the new auto hub. The 75-year-old company recently celebrated its platinum jubilee.
CHAPTER-3

COMPANY PROFILE

RANE (MADRAS) LIMITED

79/84, Hootagalli Industrial Area,

Mysore - 570018

3.1 History of Rane (Madras) Limited

Rane (Madras) Ltd is a part of the Rane Group of Companies involved in the manufacture and
distribution of steering and suspension systems. The main components manufactured by the
company include Manual Steering Gear Products (SGP) and Suspension & Steering Linkage
Products (SSLP). The other products include tie rod assemblies, drag link assemblies, center link
assemblies and gear shift ball joints. The Company is a subsidiary company of Rane Holding
Limited.

The company is having their manufacturing facilities located at Chennai and Kanchipuram in
Tamil Nadu, Mysore in Karnataka, Thirubuvanai in Pondicherry and Pantnagar in Uttarakhand.
The production facilities in Mysore cater to the tractor and commercial vehicle segment; the
Pondicherry plant to the passenger car segment; the plant in Chennai caters to the light
commercial vehicle, heavy commercial vehicle and utility vehicle segment; the Kanchipuram
plant caters to the export market and the manufacturing facility in Pantnagar (Uttarakhand)
supplies gears exclusively to Tata Motors Limited.

3.2 Mission and Vision

Vision:
Steering and Linkage products division:

To be the leader in the domestic steering business and establish global presence.

Die casting products division:

To be a globally preferred supplier of specialized precision light weight components.

Mission:
Provide superior products and services to our customers and maintain market leadership.

Involve as an institution that serves the best interest of all stake holders.

Peruse excellence to total quality management (TQM).

Ensure the highest standards of ethics and integrity in all our actions.

3.3 About Rane (Madras)

a) Established in 1960, Rane Madras ltd (RML) is a part of Rane Group of Companies, a leading
auto component group based out of Chennai.

b) It has 3 divisions namely

-Steering gears (SGP), Steering and Suspension Linkage Products (SSLP) and HSU

-Die casting Products

c) The steering division manufactures manual steering gears, hydrostatic steering systems and
steering and suspension linkage products.

d) A leading manufacturer of SGP and SSLP, RML holds 39% and 72% market share in India in
both the products respectively.
e) Diverse customer base consisting of wide segment of automobile industry, viz Passenger
vehicles, Light commercial vehicles, Heavy commercial vehicles and Farm tractors

3.4 Manufacturing Plants

Locations Products

Velachery (Chennai) Office

Varanavasi (Chennai) SSLP

Mysore SSLP, SGP and Hydrostatic Steering Systems

Puducherry SSLP, SGP

Uttarakhand SSLP, SGP

Hyderabad Die Casting Products

3.5 Different Branches

 Plant-1 in CHENNAI: This plant was set up in 1960.

 Plant-2 in MYSORE: This plant was set up in 1984, it manufactures manual Steering
Gears Products (SGP), Steering Suspension Linkages Products (SSLP) and Hydraulic
Steering System. These products are mostly used in tractors segment.
 Plant-3 in PONDICHERRY: This plant was set up in 1995, it manufactures manual Rack
and Pinion Steering Gear Products and Steering Suspension Linkages Products (SSLP).
These products are used in passenger car segment.
 Plant-4 in VARANAVASI: This plant is located 58 kilometers from Chennai and was set
up in 2006 primarily to manufacture ball joints for exports. These products are exported
to TRW-USA.
 Plant-5 in UTTARAKHAND: This plant was set up in the year 2007. This plant was
specifically set up to cater the customers.

3.6 Different Depots

 - Chennai
- Delhi
- Jaipur
- Jamshedpur
- Pune
- Jalandhar

3.7 CORPORATE SOCIAL RESPONSIBILTY

The vision on corporate social responsibility (CSR) is, “To be a socially and environmentally
organization committed to improve quality of life within and outside “.

The CSR activities undertaken by the company are in line with the CSR policy and
recommendations.

The CSR activities of Rane group focus on four specific areas:

 EDUCATION
 HEALTHCARE
 COMMUNITY DEVELOPMENT
 ENVIRONMENT

CSR INITIATIVES:

 Rane group contributes 2% of its profit to CSR activity as per the government rule
 Rane group contributes to societal causes through Rane Foundation, a public charitable
Trust founded in the year 1967, and is the main arm for Rane Group’s CSR initiatives
 Rane group have adopted 5 kids
 Rane group provides midday meal for
 Rane group provides physiotherapy treatment to old age people
 Rane group has established Rane Polytechnique Technical Campus (RPTC) – A self-
financed polytechnique college to empower students with technical knowledge and
industry specific skills.
CHAPTER-4

ORGANISATIONAL STRUCTURE

4.1 Organization Study

Rane (Madras) Limited Mysore has different departments: Production, Finance, Human
Resource and Sales. The different departments are headed by their respective managers who look
after the functioning of department and also help in coordinating the activities of various
departments.

The following are the different departments of Rane (Madras) limited:

1. Manufacturing department: The manufacturing department is mainly concerned with the

manufacturing of the components of steering gears, steering and suspension linkage
products and die casting products.
2. Manufacturing engineering service department: this department works under
manufacturing and it basically deals with maintenance.
3. Plant maintenance department: this department is mainly constituted with the plant
maintenance responsibilities.
4. Accounts department/ Finance department: the finance department handles finance, cost
accounting, management information system, income tax and budgeting.
5. Material management department: material department is concerned with purchase order,
processing receipt, storage and issue of materials. It supplies raw materials to
manufacturing department.
6. Quality assurance and control department: this department also works under
manufacturing department and deals with the inspection of incoming raw materials and
the finished products that are produced.
7. Human resource department or personnel department: this department maintenance
records of all employees. They also deal with provided ESI- Employee State Insurance.
8. Total Quality Management: in TQM the quality of each product is checked for further
processing.
 4.2 Organization Chart
Chairman
Zxz

President

Plant Heads

(I, II, III,IV&V)

Manufacturing Plant QA Manufacturin Plant Plant Plant
engineering g engineering Materials Finance
(PLE) (MED) HR

Program

Management

Materials

(MMD)

R&D

HR

Marketing

Finance & IT
CHAPTER-5

PRODUCT PROFILE

1. MANUAL STEERING GEAR:

 Re –circulating ball type steering gear

 Rack and pinion type steering gear.

2. STEERING LINKAGES:
 Tie rod assemblies

 Drag link assemblies.

 Center link assemblies.

  Gear shift, bail joint.

 Outer ball joint and inner ball joint

3. SUSPENSION COMPONENTS
 Lower control arm
 Ball joints (lower and upper).

 Stabilizer link ball joints

 Axel ball joint

4. HYDRAULIC PRODUCTS:

 Hydraulic steering for farm tractors and off highway machines

 Hydraulic cylinders
CHAPTER-6

DEPARTMENT WISE ORGANISATION STUDY

6.1 Finance

Structure of Finance:

MIS & CASH &

PAYROLLS TAXATION PAYABLES
COSTING BANK

MIS & COSTING

 Accounts and costing

 Profit and Loss
 Analysis-Budget v/s Actual
 Daily cost, monitor
 Material costing

PAYROLLS

 Provident funds
 Employee State Insurance
 Tax Deducted at Source

TAXATION

 Monthly returns
 VAT and CENVAT credit
  Yearly audit and assessment
 Form C, Form F, Form H

AUDIT

 Internal audit (CAPRI)

 Statutory audit

CASH & BANK & PAYABLES

 Issues of local/small value cheques only for urgent case

 Bank payment through net banking
 Accounting of bills
 Trainers payments

6.2 Human Resource

Human Resource is a team that is used in business to refer to the people who work for the
company and the organization, It is also used to refer to the department of the company that is
responsible for managing those resources, such as hiring and training new employees and
overseeing the benefits and compensation packages provides to all of the company employees

6.2.1 Human Resource Structure:

Manager

Supervisor

Workers Workers Workers

To stimulate and nurture the intrinsic desire in people to learn, grow and enhance performance
to achieve business success and growth”

6.2.2 HR Goals

 Recruit and Retain high caliber employees

 Create opportunities for professional growth and satisfaction
 Develop Leadership capabilities at all levels
 Foster employee involvement and develop a work ethos that builds dignity and pride
 Encourage and recognize outstanding merit and contribution

6.2.3 Total Employee Involvement (TEI)

TEI is an important measure of the vibrancy and spread of TQ culture in Rane. TEI initiatives are
being encouraged through forums like:

 Quality Control Circles (QCC) for shop floor employees

 Quality Improvement Teams (QIT) for executives
 Cross Functional Teams for executives providing scope for breakthrough improvements

Each Company has a QC and QIT convention every year, winners of which compete in the
Convention held at the Group level. Teams present the projects undertaken and breakthrough
improvements implemented.

Rewards are in the form of cash awards, trophies, rolling shields, Chairman’s Excellence
Award for the best CC and Company Excellence Award for the best QIT.
Manpower Planning

“As per requirement of customer or Production Plan”

6.3 Production

6.3.1 Structure of Production Department

Senoir
Manager

Manager

Deputy

Employees Trainees Casuals

This is the structure of production department which is work will be carried out in Rane Madras

6.3.2 Production Functions

The production department is responsible for converting inputs into outputs through the stages of
production processes. The production manager is responsible for making sure that the raw
materials are provided and made into finished goods effectively. He or she must make sure that
work is carried out smoothly, and must supervise procedure for making work more efficient and
more enjoyable.

There are five production functions

  Production and planning – They will set the standards and targets at each stages of the
production process. The quantity and quality of products coming off a production line
will be closely monitored
 Purchasing department – The department will provide the materials, components and
equipment required. An essential part of this responsibility is to ensure that stocks arrive
on time and are of good quality
 The stores department – The stores department is responsible for stocking all the
necessary tools, raw materials, and equipment required to service the manufacturing
process.
 The design and technical support department – They are responsible for the design
and testing of new product processes and product types, together with the development of
prototypes through to the final product.
 The works department – This department is concerned with manufacturing of products.
This will include the maintenance of production line and other necessary repairs. This
works department may also have responsibility for quality control and inspection.

6.4 Sales

6.4.1 Structure of Sales Department

SENIOR
MANAGER

MANAGER

EMPLOYEES CASUALS TRAINESS

The work of sales department will be carried out according to the structure. Here goods will be
dispatched to the customers according to the order placed by them. Care should be takes to
supply goods on time to the custom

6.4.2 Functions

 Sales department is responsible for the sales and distribution of the products to the
different region.
 Research and department is responsible for the sales and distribution of thee testing
new products to make sure that they are suitable to be sold.
 Promotion department decides on the type of promotion method for products, arranges
advertisement and the advertising media used.
 Distribution department transports the products to the market.

According to the order goods will be dispatched to the customers on time.

6.6 Quality

6.6.1 Quality Department Structure

Plant Head

Quality Head

In charge In charge Quality Quality Customer

SPQ/Hydra SQA Guide Quality
incharge incharge
gauge room
SSLP methodology

This is the structure of quality management ensures that an organization, product

or service is consistent. It has four main components, quality planning, quality control,
quality assurance and quality improvement.Quality management is focused not only on
product and service quality, but also on the means to achieve it.
 6.6.2 Quality Department Functions
Our quality team is a worldwide organization that leads customer critical function with in
free scale. Their responsibilities include;

Customer Quality- Finding the rout cause of quality issues working on the product
quality improvements throught preventive or corrective actions.
External Quality- Working with final manufacturing sub-contractors and incidents being
the main quality point of contact for outsourced products.
Failure Analysis Lab- Electrical and physical product analysis for a new product
development, customer issue resolution and manufacturing effectiveness impprovements
providing an expert voice in new product development teams.
Field Quality- Working with customers for quality related tasks, audits and incidents.
Collecting and reporting customers’quality data to drive improvement within free scale.
Manufacturing Quality- Acting as customer advocate for internal manufacturing sites
regarding change management, discrepant materail and product qualification. Overseeing
and performing quality audit activities giving expert knowledge with the help of quality
of the manufactured products.
New product introduction(NPI) Qualitly- Driving quality into product development
activates helping ensure that new product releases meet customer and standards
requirements.
Quality Standards and Bodies- Voicing free scales prosition and interets within
industry standard bodies such as IEC and JEDEC communicating internally, industry
standard trends and changes.
Quality Systems- Managing our quality rules, process structure and documents
coordinating internal and certification audits leading continuous improvements activities
making sure that customer specific requirements are available and understood.
Reliability Lab- Operating life and environment stress labs to validate long term
reliability of our products.
Software Quality- Driving quality into software development ativities making sure new
software releases meet customer and standard requirements.
Supplier Quality- Working with suppliers on quality related tasks, audits and incidents.
Driving supplier’s quality improvements. Handling supplier audits, data collection and
quality related items.

Total Quality Management

Rane group companies adopted total quality management in the year 2000.TQM is the
foundation for operational excellence.

6.6.3 Quality Management

 Rane Group companies are in tune with international quality assurance standards.
 Pursuit of excellence is through implimentation of Total Quality
Management(TQM)practice.
 Rane firmly believes in,
 Customer focus
 Process orientation
 Continuous improvements
 Systematic approach to identifying and solving chronic problems using statistical
thinking
 Standard operation procedures
 Fact based decision making
6.6.4 Benefits
 Holistic participation of employees in all processes.
 Customer focus.
 Methodical approach to innovative manufacturing and new product development.
 Structured and focused implimentation of short and long term plans.
 Highly focused and motivated work force.
 6.7 Plant Engineering Department

6.7.1 Duties of a Plant Engineer

Production engineers work in the sphere of manufacturing, overseeing the production of goods in
many industries at factories or plants. Their main job is to ensure that all products are
manufactured with utmost efficiency and quality, according to planned protocols using the
appropriate technology. Production engineers are responsible for both the big picture and the
small details related to all aspects of production.

6.7.2 Supervising

The production engineer is charged with managing workers on the production line, ensuring they
all work together as a team and follow protocols. The engineer's supervisory duties involve
training the team of workers on safety and quality assurance protocols. To provide workers with
the proper training, a production engineer usually must undergo his own management and
operations training as well. The engineer must also supervise his staff to ensure they meet
important production deadlines.

6.7.3 Operating Technology

Production engineers learn how equipment operates first from machinery operators, and then
engineers train their production workers on how to use the equipment in the manufacturing
process. Their engineering expertise allows them to understand specifically how the equipment
works to produce specific products, how workers should interact with the equipment, which
safety precautions to take, and how to operate the machinery most efficiently and productively.
Production engineers must also be familiar with maintenance procedures and controls for all
machinery.

6.7.4 Solving Problems

Every production engineer is responsible for the procedures or protocols that are used in the
manufacturing process. One of their main duties is troubleshooting all steps in this process, and
seeking improvement in procedures wherever necessary. They must be able to determine from
where in the production line a problem originates, such as issues with machinery needing to be
fixed, cleaned or redesigned, or if a worker is not adhering to the proper steps in manufacturing,
such as using the equipment incorrectly or not assembling products properly.

6.7.5 Administrative Planning

Production engineers must spend part of their workday using computers to plan production
schedules and budgets for specific projects. They might also use their planning time to develop
new procedures for items already in production or to be produced in the future, and meet with
other departments to discuss product development. Engineers must also familiarize themselves
with the types of equipment they might have to order and install for new projects, always
keeping track of costs. Production schedule planning also involves managing work shifts for
team members.

 PLE is a supporting departments.

 It looks after maintenance.
 It helps upcoming machine and equipment’s and its availability.
 It helps in equipment building and property.
 It fulfils statutory requirements.
 It helps in predictive maintenance and preventive maintenance I.e. it predicts
when any equipment’s is going to fail and take action.

PLANT HEAD

MANAGER MANAGER
(ELEC) (MECH)

ASSISTANT
ENGINEER
MANAGER
(MECH)
(ELEC)

SENIOR
ENGINEER
ENGINEER
(UTILITY)
(ELEC)

SHIFT SHIFT
EMPLOYEES EMPLOYEES
CHAPTER-7

SWOT ANALYSIS
SWOT Analysis is a strategic planning tool to evaluate the strength, weakness, opportunities and
threats involved in project or in a business venture or in any other situation requiring on decision.

STRENGTHS:

Strengths are resources skill or added advantages in competences with the competitors need of
the market RML’s strength is:

 The excellence brand image in market.

 Well known for its quality.

 The distribution network is excellence in market.

 Healthy environment to the employee.

 The product sale in maximum domestic market share

WEAKNESS:

Weakness is a limitation in resources skill or capabilities that seriously impedes effective

performance of the business of organization.

 Manual steering gear/recently venturing to HSS.

 Fiddle marketing push.

 Dependence on other manufacture for trade good, which is unreliable.

OPPORTUNITIES:

An opportunity is favorable situation in firm’s environment.

 Use of IT to enables growth.

 Entry of new range cars gives a lot of opportunities to tie-up with these cars manufacturers for
original equipment supply and after-sale service.

 Lot of opportunities to capture international.

THREATS:

A threat is a major unfavorable situation in the firm’s environment. It is a key impediment to the
firm’s current desired future position.

 Fluctuation in the raw material prices.

 Entry of new competitors.

 Existence of superior product market.

CHAPTER-8

LEARNING EXPERIENCE
In organization study of Rane (Madras) limited has given a clear picture of work flow of the
complex organization. During my learning process we learnt about company’s manufacturing
process of various automobile products.

All employees in Rane (Madras) limited are co-operative and helped to collect the required
information.

We understood the behavior, culture of organization and came to know about the various
departments of the organization and its performance and its future strategies.

Company taught us how to lead the way. Here we learnt the importance of punctuality and
discipline, which in turn imparted the sense of responsibility.

The atmosphere was so friendly and did not feel anything of difficulty during visiting period,
which in fact gave a great deal of information and knowledge as how an organization really
functions.