Jamna Auto Industries Limited

COMPANY PROFILE

TypePublicBSE:520051NSE:JAMNAAUTO

IndustryAutomotive Industry

Founded1954

HeadquartersYamuna Nagar,India

Key peopleBhupinder Singh Jauhar (Chairman), Randeep Singh Jauhar (CEO)

ProductsTapered Leaf, Parabolic Springs, Multileaf Springs

Net income998 crore

Man powers3000

ParentJamna Group

SubsidiariesJai Suspension Systems LLP

Websitewww.jaispring.com

JAI(formallyJamna Auto Industries Limited) is an Indian multinationalAutomotiveparts company headquartered inYamuna Nagar,India. It has its central office inNew Delhi, India. It is one of Asia's largest Automotive parts producers. It produces various types of springs including tapered leaf, parabolic spring and multileaf spring. It is India's largest automotive springs manufacturing company and world's fifth largest company. It has its manufacturing unitingYamunNagarMalanpur(nearGwalior),Chennaiand Jamshedpurand its products are sold in over 25 countries.Bhupinder Singh Jauhar started the spring business in 1954 in a small shop in Yamuna Nagar which has now acquired global recognition as the fifth largest producer of Leaf and Parabolic Springs. After 5 years JAI became one of the frontrunner automotive parts company. And today, JAI is the largest springs producer in Indi

Board of Directors

Mr. Bhupinder Singh Jauhar Mr. Pradeep Singh Jauhar Chairman COO & Executive Director

Mr. Randeep Singh Jauhar Dr. Pierre Jean EveraertCEO & Executive Director Nominee Director - Clearwater Capital Partners (Cyprus) Ltd.

MILESTONE & AWARDS2009Started Assembly unit at Uttarakhand (under subsidiary)

In house R&D centre set up at Malanpur

2010Tata Motors Ltd converted its two high selling models into parabolic springs

Entered into technical assistance agreement with Ridewell Corporation USA for Air Suspension and Lift Axle

Received the Best Vendor Gold Award from Ashok Leyland Ltd for 2009-2010

Received an award from Tata Motors Ltd in recognition of JAIs long and enduring relationship

Purchased land in Chennai for setting up facility for air suspension and lift axle

2011Promoters and Clearwater Capital Partners infused fresh equity, prepayment of term loans brought down debt

Shares of the Company listed in NSE

Started paying Dividend

Jamshedpur plant commenced manufacturing operations

Started Assembly unit at Lucknow

Filed patent application in India for Air Suspension

Supplies to UD Trucks Corporation, Japan (Volvo subsidiary), Mahindra Navistar Automotives Ltd and Ashok Leyland Nissan Vehicles Ltd started

Acquired land in Hosur for setting up facility for manufacturing of springs

2012Agreement to supply Lift Axle signed with Ashok Leyland Ltd.

Started developing springs for Bharat Benz

Purchased land in Pune for setting up facility for manufacturing of springs and additional land in Malanpur and Yamuna Nagar for expansion

2013Lift Axle and Air Suspension products launched

Received Silver Award from Ashok Leyland Ltd. for best in class performance in RAMP UP in development and supply of Lift Axles

Received Certificate of excellence award from TATA Motors Ltd. for supply of quality product and approach towards continual improvement in quality

Supplies to Bharat Benz and Renault Nisan commenced

Certificate of Appreciation - Best in Class Performance in Quality from Ashok Leyland Ltd. for the year 2012-13

Production commenced at Hosur plant

Capacity expansion at Malanpur completed

ProductsJamna Auto Industries Limited designs and manufactures wide range of Springs to meet requirements of Heavy commercial vehicles Medium commercial vehicles Light commercial vehicles Sport utility vehicles Trailers and Air suspension systems

OUR MANUFACTURING & ASSEMBLY FACILITIES

Seven manufacturing plants at Yamuna Nagar, Malanpur, Chennai, Jamshedpur, Lucknow, Hosur and Pant Nagar (under subsidiary entity).New manufacturing facility for light and heavy tapered leaf and parabolic springs will come up in Pune Land.Capacity expansion at Malanpur completed.Lift axle and Air Suspension assembly has been started at the existing Chennai Unit of the company

TECHNOLOGYAs a part of de-risking strategy Company has further increased its penetration in After Market India/Export segment.After Market India/Export sales grew by 44% in 2012-13.The Companys share in domestic After Market grew from 8% to 11% in 2012-13.16% of the Company's sale comes from After Market India/Export.Domestic After Market operations are being looked after by Jai Suspension Systems LLP where the Company is the majority partnerJSSLLP has expanded its presence across 390 towns in the country with the product range of over 4200 part numbers.JSSLLP has established a wide distribution network.JAI aims to execute After Market orders within a period of 24 hours. To achieve this JAI has planned to open 4 major regional Hubs apart from state wise warehouses so that products can be made available on time. Four hubs have been opened at Jamshedpur, Nagpur, Pant Nagar and Chennai

CORPORATE SOCIAL RESPONSIBILITIESEnvironment suitability 2500 saplings were planted at all the plants and surroundingvillages on the occasion of World Earth & Environment Day. 2. 25 tons of bio-degradable waste was recycled into vermicompost. 3. Water conservation at all plants by using water saving techniques like rain water harvesting and reuse of waste waterEducation Scholarship to 250 school and college students from economically weak families to pursue excellence in the field of education, sports, Indian art & culture, NCC & NSS Initiated 2 more Jamna Fulwari, non-formal education centres, at Village Singhwadi (Malanpur) and Village Karandih (Jamshedpur) to provide extra educational support to students in their studies and to enroll drop out children into mainstream education. Supported 4 Government schools in construction of drinking water tank, repair and whitewash of school buildings. Donated furniture and floor mats. Distributed sports kits and library books. Enhancing capacity building of parents and stakeholders.Community outreach Provided potable water to around 3200 community peoplein adopted villages at Delhi, Malanpur and Jamshedpurlocations. More than 1500 community people were screened andtreated during 5 Health Check-up Camps. 13 of them wereoperated for cataract surgery, cleft palate & gynecologicalproblems. Sensitization of community people on water conservation,fuel & energy saving, tobacco hazards, female foeticide,girl child health and education etc.PORTS Our 3 sports person won Gold Medals in Inter-College ArtisticGymnastic (Women) at National level. Our 2 NCC Cadets from G.M.N. College, Ambala Cantt.represented in Republic Day Parade in Delhi.

Jamna Auto Industries Limited is India's largest, and world's second largest, manufacturer of tapered leaf springs and parabolic springs for automobiles. The Company was first to introduce parabolic springs in India under technical collaboration with NHK Spring Co; Ltd., Japan.

The Company was promoted by Mr Bhupinder Singh Jauhar. He started the Tapered Leaf Spring business in 1954 in a small shop in Yamuna Nagar which was converted in the company form in the year 1965. Mr Jauhar is currently the non executive Chairman of the board of directors of the company and is Chief Mentor of the Group.

The Company's vision is to become a global leader in Automobile Suspension Solutions. The Company has diversified its range by adding Lift Axle and Air Suspension products under technical collaboration with Ridewell Corporation, USA.

The Company has six strategically located manufacturing facilities at Yamuna Nagar, Malanpur (near Gwalior), Chennai, Jamshedpur, Hosure and Pant Nagar (under subsidiary entity).The Company is the market leader with 63% market share in the India OEM segment and produces over 410 modes of springs for OEMs.

Domestic After Market operations are being looked after our subsidiary entity i.e. Jai Suspension Systems LLP (LLP). The LLP has expanded its presence across 390 towns in the country with the product range of over 4200 part numbers.

The Company has indigenous R&D Centre recognized by the Department of Scientific and Industrial Research and has the capability to design Multi, Parabolic Leaf Springs, Lift Axles and Air Suspension for all automobile applications. The R&D Centre has facility of in-house validation and testing of products using Servo Actuator to simulate actual vehicle conditions.The Company's engineering & design strength and developmental capabilities makes it a partner of choice with most of customers. The Company's R&D team work closely with customers in design modification and value engineering in Tapered Leaf and Parabolic Springs which enhance the vehicles' load bearing capacity and overall efficiency.The Company pursues a policy of continued technical excellence to deliver high quality products, assemblies and services to customers. The Company's reflection on Quality Standards is the coveted recognition to highest Quality Management System Standards for the Automotive Sector- ISO/TS16949:2009 - ISO 9001:2008

OUR CUSTOMERS

Exclusively developed springs for Ashok Leyland Ltd.-BOSSentire range of vehicle.

More than 50 new springs under development for customerslike Ashok Leyland Ltd. - NIGB range, SML ISUZU-ISUZU 12Tbus, Volvo Asia Truck .

JAI is a market leader with 60% market share in the India OEMsegment.

JAI is also single source supplier to Daimler India CommercialVehicles Pvt. Ltd. (subsidiary of Daimler AG), Ashok Leyland Ltd.,Ashok Leyland Nissan Vehicles Ltd., Man Trucks India Pvt. Ltd.,Volvo India, Renault Nissan and Ford Motors Ltd..

JAI produces over 410 models of springs for OEMs and 4200parts for After Market

THEORTICAL ASPECT Definition of Man power Supervision;Man power supervision is the role of the front line supervisor in a company or organization. Supervisors have direct contact with the Man powers who they supervise. Supervision helps establish order in the workplace. Supervisors report to managers in the organization hierarchy. Effective supervision is a foundation of a successful organization.

INTRODUCTION TO SUPERVISION1. Scope

When we speak of the management of a company, we are referring to a specific group of people who are responsible for carrying out the objectives of that company. They set the targets, make the plans, provide the resources, and ensure that the results are achieved. It follows that everyone from the managing director down to the foreman is included,for the difference between the two is only one of degree.The managing director is responsible for planning and carrying out long-range objectives.The supervisor is concerned with immediate objectives and results, and it is the cumulative results on the supervisory level which finally achieve the objectives of the company as a whole.So the supervisor is part of management and, as such, is involved in exactly the same type of responsibility. He must:1. Define the objectives for his part of the organization.2. Decide the operations necessary to achieve these objectives.3. Divide and allocate the work to be carried out.4. Institute procedures for doing the work.5. Keep his staff informed about the objectives achievements of his group.6. Instruct and motivate them to carry out their tasks.7. Co-ordinate activities and integrate them with those of other groups.8. Establish standards by which performance is to be assessed.9. Check results and take corrective action where necessary.

2. Activities and ResponsibilitiesThese are his supervisory responsibilities, and they are additional to the specific 'technical' duties which the day-to-day job requires him to carry out. Examples of such duties might be: 1. Producing products in accordance with the requirements of production schedules.2. Ensuring that products meet quality standards.3. Maintaining discipline.4. Ensuring the observance of approved safety measures, and so on.These are his functional activities. It can be seen that the same supervisory responsibilities apply equally well to production, stores, and office supervision.Whether a supervisor is in charge of a machine shop, a supermarket, or an office, his supervisory responsibilities are the same, although his specific functional activities will obviously differ with the nature of the job. 3. Managerial Processes of Supervision:

A Manager must plan properly to bridge the gap where he stands and where he wants to go.He must ORGANISEHe must MOTIVATE and CO-ORDINATEHe must CONTROLBy planning, he lays out a course of action to achieve a specific result.By organizing , he distributes planned work among his people and sets up the proper work relationships. By co-ordinating, he brings together people, equipment, and material with correct timing so as to focus the work of his unit on common objectives.By motivating, he stimulates men to produce results, and to work together toward the objectives he has established.By controlling, he guides the work of his unit in the direction it is intended to go.4. The Importance of Planning

It is the first step toward easy, smooth, and certain completion of work.It makes work easier, Good planning, when properly communicated to subordinates, improves working relationships and Man power morale because subordinates know the overall plan as well as their place in it.Good planning helps in the accomplishment of tasks by enabling subordinates to go ahead with the minimum of direction.In summary, by good planning: 1. purposeful action is more readily achieved; 2. crises are anticipated and delays avoided; 3. delegation is made-easier, with less need for direction.

5. The Application of Planning

Planning must be applied downward in any organization, but with the active co-operation of subordinate staff all down the line.Once minor objectives have been decided at the top, they become in effect major objectives for subordinates, which they in turn will sub-divide for their own subordinates. It follows that every level should understand the planning approach outlined and should be able to allocate priorities and work out precise details.In the end, only a proper job of planning by the entire supervisory staff of an organization will ensure unified and successful action. PLANNING THE USE OF YOUR TIME6. Planning can be seen to involve time and effort

Many Times a great deal of work goes unplanned because managers and supervisors, particularly in the lower echelons, simply do not leave themselves sufficient time to do it properly.Planning the use of time is to an important a factor to leave to chance. Some effort devoted to finding ways of controlling its use will pay dividends. 7. How Work Should Be Done: Managers and supervisors can divide their work into four categories: 1. Routine work 2. Regular work 3. Special work 4. Creative work Routine work is that which occurs repetitively and requires little or no skill; such as making out requisitions, duty rosters, time sheets, etc. The major portion of every day is spent doing things which can be classed as regular work.This includes such activities as assigning jobs, carrying out inspections, writing reports, attending meetings, etc. The special work which occurs in every department, perhaps involving some new project or some 'rush' problem.These special jobs are generally of an urgent nature, and demand the flexibility to push aside routine and regular work. Finally, there is creative work, which includes any time devoted to planning. Doing creative work takes time. To find this time, the supervisor or manager must learn how to get all his assigned work done in less than a full working day.

8. Record PrioritiesThree simple steps are needed to maintain the records: 1. Record all the items and in orderly sequence.2. Establish a priority for each item.3. Plan for the accomplishment of each item.. 9. Establishing a Time Budget

Unless the supervisor established a time budget into which he schedules the time necessary for routine, regular, special, and creative work, he will never get round to any creative work. What Organizing Means

To manage, a manager must develop the kind of organization which will carry out his plans and enable him to reach his objectives To do this: 1. He must divide the work of his unit so that the work of one person does not duplicate or overlap the work done by others.2. He must see that each person knows exactly what he is expected to do, and to whom he should turn for direction. This means that each worker must know what he can do and what he cannot do, who is his boss and who is not.3. He must establish orderly working relationships which result in a minimum of human friction and a maximum of human effectiveness. 10. The Importance of Giving Authority

Responsibilities assigned to an individual must carry with them the necessary authority for their accomplishment.. It should state quite clearly: 1. what he can do on his own initiative without any reference to his superior2. what he has to report after taking action3. what areas require prior sanction before actionWithout this authority, the subordinate is powerless to act on his own initiative. 11. Steps in Achieving Results

A series of steps for achieving results: 1. Set objectives Use standards which can be measured. 2. Measure progressMeasure the work progress against the objectives set.3. Interpret results4. Find out the reasons for variations from the objectives. Variations may be good or bad: if they are bad, the supervisor will have to correct them; if they are good, he will want to plan for more such variations.

PRACTICAL ASPECT For a project manager, it is imperative to know about theMan Powerplanning, their features and limitations as well. A lot of project managers are unaware about the Manpower planning. It should not be the issue in your case. If you want to run your project successfully, you need manpower, you need machinery, you need equipments you need to know who will do what, what will be the roles and responsibilities of the team members who positively provide the input for your project. All of your questions can be answered through Manpower planning. Let me explain about the features of Manpower planning.

Manpower supervision has the following basic concepts:

Planning for future needs by deciding how many people, with what skills, the organization will need. That can decide the fate for your project. Planning for future balance by comparing the number of Man powers needed to the number of present Man powers who can be expected to stay with the organization. Aproject managershould give more time to the Manpower experts to work on that. Planning for recruiting Man powers if the number needed exceeds the number of present Man powers or if the number needed is less than the number of present Man powers. Planning for the development of the Man powers. Make sure how you will be providing training to the team members or newcomers in your project ideally.Now you can ask me why Manpower planning is required. There are a lot of advantages to correct Manpower planning: Mind you, like other planning ,Manpower planning is also iterative in nature and progressively elaborated. As you start working on the project, you will be noticing some change in your project and accordingly may be you need to revisit the planning process it may be that you need to provide some extra training due to increased scope in your project. May be you need to hire some extra people having the same expertise you need, to cope with the increased scope.

Needs of manpower supervision

Future manpower requirements: It really helps in determining the future manpower requirements for your project. This planning can solve the problem of over staffing or understaffing, effectively. Execution of important functions: Manpower planning provides valuable and timely information for designing and execution of functions like recruitment, selection, transfers, promotions, layoffs, training and development and performance appraisals, etc. So you can understand how important Manpower planning is for a successful run of your project. Reduction in the costs :Manpower planning helps the organization to anticipate imbalances in Manpower. This, in turn, facilitates reduction in resource costs. International strategies: Global operations are becoming very common. International expansion strategies are not possible without Manpower planning. It facilitates the process of meeting staffing needs.

Features of Active Supervision

FeaturesElements/Components

1.Movementa. Constantb. High ratec. Randomizedd. Targets known problem areas

2.Scanninga. Constantb. Targets both appropriate and inappropriate behaviorsc. Targets known problem areasd. Uses both visual and aural cuese. Increases opportunities for positive contact

3.Positive Contacta. Friendly, helpful, open demeanorb. Proactive, non-contingentc. High rate of delivery

4.Positive Reinforcementa. Immediateb. Contingent on behaviorc. Consistent (with behavior and across staff)d. High rate

5.Instructional Responsesa. Immediate b. Contingent on behaviorc. Non-argumentative, non-criticald. Specific to behaviore. Systematic: correction, model, lead, test, and retestf. Consistent (with behavior and across staff)

6.Immediate and Contingent Delivery of Aversive Consequences (Punishers)a. Neutral, businesslike demeanorb. Non-argumentative, non-criticalc. Consistent (with behavior and across staff)d. Fair: non-arbitrary

7.Team Directed Data-based Decision Making and Intervention Implementationa. Administrative buy-in and support b. Regular weekly meetingsc. Intervention and behavior data collection and analysisd. Inter-staff participation and communicatione. Part of a school-wide behavior support program

Features of Record Keeping A good system is easy to use, provides essential information in a timely manner and has an appropriate level of detail for the type of operation. Components of a record keeping system include:1. A business checking account and/or credit card to handle all business transactions1. An income ledger to keep track of all business income1. An expense ledger to record business expenses1. An inventory that includes the physical count (number) and value assignment (how much is the inventory worth)1. A depreciation schedule to pro-rate the original costs of durable assets over more than one accounting period1. A net worth statement or balance sheet which summarizes assets and liabilities1. An income or profit/loss statement that lists receipts and expenses by type1. Cash flow statement to measure the flow of funds into and out of the enterprise throughout the accounting period1. Enterprise records which list income and expenses .

OBJECTIVES OF RECORD KEEPING To provide an evidence of what has been taken place in the organization. To supply information required for taking human resource decisions. To meet statutory obligations under various labor laws. To provide a basis for the formulations, evaluation, modifications of human resource policies and programs.

SIGNIFICANCE OF EMPLOYEMENT RECORD KEEPING Records are helpful in the settlement of industrial disputes. Employment record keeping is also help in testing the validity of employment test and interviews can be judge. Up to date records helps in management in taking right decisions on recruitment, selection, placement, transfers and promotions. Employment records are required to identify training needs and to design training prog

RESEARCH METHODOLOGY Define: Redman and Mory:- Systematized effort to gain new knowledge

Data Collection:The data, which is collected for the purpose of study, is divided into 2 bases: Primary Source: The primary data comprises information survey of man power supervision towards Jamna Auto Industries Limited.. The data has been collected directly from respondent with the help of structured questionnaires. Secondary Source: The secondary data was collected from internet, References from Library.

Sample Size and Design:

A sample of 100 people was taken on the basis of convenience. The actual consumers were contacted on the basis of random sampling.

Research Period:

Research work is only carried for 21 Days.

RESEARCH METHOD: The method includes the data collection method, nature and format of questionnaire. My survey had 8 questions. Research method contains at least five parts. Research design, sample design, data collection, data analysis and limitations of the study. The research is conducted to collect the needed information and develop a research plan. That is following:Exploratory research:- An exploratory research focuses on the discovery of ideas and is generally based on secondary data. ANALYSIS AND GRAPHICAL PRESENTATION OF DATA

8. Mistakes of supervisor in guiding Man powers

Interpretation 1:According to data , supervisor do mistakes mostly due to insufficient training(45%),lack of skill(30%),lack of motivation(15%) and due to lack of values(10%).

8. How much supervisor can be beneficial for his Man powers

Interpretation 2:According to data maximum number of Man powers are in the favor that their supervisor are beneficial for them.

3 How many companies maintain their records properly ?

Interpretation 3:According to data, majority of companies maintain their records.

8. What supervisors think about record keeping?

Interpretation 4:According to data, majority of the supervisors think that record keeping is beneficial for them (85%), whereas very few supervisors think otherwise (5%) and the rest cannot comment about it.(10%).

8. Are supervisors satisfied by the work of Man powers?

Interpretation 5:According to this data, most of the superiors seem to be highly satisfied (36%) with their Man powers. Some are satisfied (30%), some are neutral (11%) about it. Very few are dissatisfied (9%) with their Man powers and few are highly dissatisfied (12%) with their Man powers.

6. Process on behalf of supervision:PROMOTIONRECRUITMENTTRAINING

Interpretation 6According to data supervisor mostly help in all process of Man powers. Supervisor helps in appraisal of Man powers and also in training and recruitment of Man powers.

7. Role of supervisor

Interpretation 7A supervisor performs many tasks such as specialist, housekeeper, fire fighting, controller, liaison man etc.

FINDINGS Supervisor do mistakes mostly due to insufficient training ,lack of skill, lack of motivation and due to lack of values Maximum number of Man powers are in the favor that their supervisor are beneficial for them. Majority of companies maintain their records. Majority of the supervisors think that record keeping is beneficial for them, whereas very few supervisors think otherwise and the rest cannot comment about it. Most of the superiors seem to be highly satisfied with their Man powers. Some are satisfied , some are neutral about it. Very few are dissatisfied with their Man powers and few are highly dissatisfied with their Man powers. Supervisor mostly help in all process of Man powers. Supervisor helps in appraisal of Man powers and also in training and recruitment of Man powers. A supervisor performs many tasks such as specialist , housekeeper, fire fighting, controller, liaison man etc.

CONCLUSION Manpower supervision is an essence of any organization. A supervisor is a person who plan, organize, direct and control the different activities of Man powers. The output of Man powers depends on how well a supervisor can supervise.

Record keeping too plays an essential part in supervisors role, because it help a supervisor to fix some special aspects such as wages, holidays etc .So proper manpower supervision and record keeping is the heartbeat of any organization.

SUGGESTIONS1. A supervisor must focus on teamwork among different organizational units because it is essential for productivity improvement. 2. A supervisor should be friendly, cooperative so that Man powers can give their suggestion, comments, and also share their complaints.3. Many workers are afraid to ask questions, or point out conditions that are barriers to quality and effective production. In many organizations the economic loss associated with fear is large; only supervisor can eliminate fear of workers.4. A supervisor must be properly trained, well skilled .5. Record should be maintained properly, clearly and should be updated from time to time by supervisor.

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