Internship Project

IMPERIAL AUTO INDUSTRIES LTD.
CHAPTER 1:
INTRODUCTION TO ORGANISATION STUDY AND INDUSTRY
PROFILE:
An organization is a social arrangement which pursues collective goals which controls its
own performance and which has a boundary separating it from the environment.
Organization is the association formed by a group of people who see the there are benefits
available from working together towards common goal. Organization studies are the study
of individual and group dynamics in an organizational setting, as well as the nature of
organizations themselves. Whenever people interact in organizations many factors come into
play. Organizational attempts to understand and model these factors. Organizational study
plays a very important role in any MBA graduate as it helps them to connect theory with
practice. Organizational study 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. The study is based on the
different aspects and dimensions of different departments of the company. The study was
carried out at IMPERIAL AUTO INDUSTRIES LTD Doddaballapura.
SCOPE OF THE ORGANIZATION STUDY:
 The study focuses on the overall structure of the organization.

 In this study analysis of the overall functioning of the firm.
 Study about the financial performance of the enterprise.
 It also studies about division of work, assigning duties to employees, decision-
making process, etc.
Department of MBA, VTU CPGS, Muddenahalli Page 1

OBJECTIVES:
 To finalize with the organization structure and functioning
 To gain knowledge about the business organization
 To gain knowledge about various departments in the organization and their
functioning.
 To understand how the key business processes is carried out the organizations.
 Understand how information is used in organization for decision at various levels.
 To understand the growth and diversification strategies.
 To conduct SWOT analysis of an organization.
 To understand the steps undertaken in order to increase the productivity of the
organization.
METHODOLOGY:
Both primary and secondary data is collected. Primary data is collected through observation,
discussion with managers and also with the employees in an organization. Secondary data is
obtained through the magazines, company reports and newspapers websites etc
BENEFITS:
 An organization study can provide a student with paid professional work experience
in a safe and structured environment with the help from experts.
 A student can practice and improve their industry skills while also learning how to
work in organization.
 Organization study helps to student’s master professional soft skills such as
communication, punctuality and time management.
 The study can learn what are the roles and responsibilities of a particular career are
from people working in the field.

INTERNSHIP AND DEVELOPMENT OF VARIOUS SKILLS

THROUGH SOCIAL AIM OF EDUCATION
There is another school of thought according to which an individual should be

education for the good of the society. The social aim in education will produce a sense of
cooperation which is necessary for enjoying the amenities of life. Its supporter cannot
imagine that an individual can live and develop outside society.
If student undergone for internship programmed during his/her academic year than, it have a
useful impact on his /her learning career. In internship programmed training sessions
planned strategically hence it pays rich return to interns. Following skill can be developed
during internship programmed.
1. Malleability
2. Time management
3. Impression management
4. Leadership
5. Team building and management
6. Communication skill
7. Presentation skill
8. Report writing
9. Reading
10. Listening
11. Critical thinking
LIMITATIONS:
 Difficulties in obtaining data from managers and employees due to their busy
schedules.
 The data is collected is based on the inputs given by the executives and also is based
on companies report.
 An in-depth study of the company could not be carried out due to shortage of time.

 The reliability of data used for study is largely depends upon the companies reports
and the information given by executives.
FACTORS INFLUNCING ORGANIZATION STUDY:
 Organizational structure – An organization structure is the framework of authority,

responsibility and relationships in an organization. It clarifies who is to supervise
whom and who is responsible to whom. It serves as the basis of interpersonal
relationships between the superiors and the subordinates and the peers.
 Relationship between superior and subordinates- Every employee has to interact
with his superior or boss for necessary instructions and guidelines. It is the
immediate superior who allows the subordinate to participate in decision making,
gives assignments, does performance appraisals, conducts performance reviews,
interprets polices, determines pay increments and decides who has the potential to be
promoted. These functions are inherent in managing and every manner is concerned
with these functions. The relationship between superior and subordinate is not only
of an interpersonal nature, but it also represents the primary interface between the
organization and employees.
 Values and Norms-Over a period of time every organization develops a culture of its
own. Culture is the social or normality glue that holds an organization together. It
expenses the values or social ideals and beliefs that organization members come to
share.
 Communicating with the employee- Both formal as well as informal communication
channels are used to communicate with the employees. In addition to downward
communication to communicate rules, procedures and programs of the organization
to employees. Employees should also be encouraged to communicate to their seniors
officials.

INDUSTRY PROFILE
INTRODUCTION
The Indian auto-components industry has experienced healthy growth over the last few
years. The auto-component industry of India has expanded by 18.3 per cent to reach at a
level of US$ 51.2 billion in FY 2017-18.
The auto-components industry accounts for 2.3 per cent of India’s Gross Domestic Product
(GDP) and employs as many as 1.5 million people directly and indirectly each. A stable
government framework, increased purchasing power, large domestic market, and an ever
increasing development in infrastructure have made India a favorable destination for
investment.
MARKET SIZE
The Indian auto-components industry can be broadly classified into the organized and
unorganized sectors. The organized sector caters to the Original Equipment Manufacturers
consists of high-value precision instruments while the unorganized sector comprises low-
valued products and caters mostly to the aftermarket category.
The total value of India’s automotive exports stood at US$ 13.5 billion in 2017-18 as
compared US$ 10.9 billion in the year 2016-17. This has been driven by strong growth in
the domestic market and increasing globalization (including exports) of several Indian
suppliers. Growth is further expected to accelerate to 8-10 per cent in FY19 due to pick up
in global scenario.
According to the Automotive Component Manufacturers Association of India (ACMA), the
Indian auto-components industry is expected to register a turnover of US$ 100 billion by
2020 backed by strong exports ranging between US$ 80- US$ 100 billion by 2026.

INVESTMENTS
The Foreign Direct Investment (FDI) inflows into the Indian automotive industry during the
period April 2000 – March 2019 were recorded at US$ 21.38 billion, as per data by the
Department for Promotion of Industry and Internal Trade (DPIIT)).
Some of the recent investments made/planned in the Indian auto components sector are as
follows:
 The Indian arm of Germany’s automotive and industrial parts maker is planning to
invest Rs 300crore (US$ 46.66 million) per annum over FY18-19.
 As of December 2018, German automotive major Continental has planned
investments of Rs 180crore (US$ 25.65 million) for setting up a premium surface
materials facility in Pune. The facility will have an initial capacity of five million
square meters and is expected to start production in 2020.
 In October 2018, IMI Precision Engineering inaugurated its second largest
manufacturing facility in the Asia Pacific region. The company is planning to expand
its product and technical offerings over the course of the next few years.
 As of September 2018, air-compressor manufacturer Eligible Equipments is going to
invest Rs 18crore (US$ 2.56 million) for setting up of a motor production facility in
India. The facility is expected to be commissioned in Q1 FY20.
GOVERNMENT INITIATIVES
The Government of India’s Automotive Mission Plan (AMP) 2006–2016 has come a long
way in ensuring growth for the sector. Indian Automobile industry is expected to achieve a
turnover of $300 billion by the year 2026 and will grow at a rate of CAGR 15 per cent from
its current revenue of $74 billion.
Government has come out with Automotive Mission Plan (AMP) 2016-26 which will help
the automotive industry to grow and will benefit Indian economy in the following ways:-
 Contribution of auto industry in the country’s GDP will rise to over 12 per cent

 Around 65 million incremental number of direct and indirect jobs will be created
 End of life Policy will be implemented for old vehicles
 The government aims to develop India as a global manufacturing centre and an R&D
hub.
 Under NATRIP, the Government of India is planning to set up R&D centres at a
total cost of US$ 388.5 million to enable the industry to be on par with global
standards
 The Ministry of Heavy Industries, Government of India has shortlisted 11 cities in
the country for the introduction of electric vehicles (EVs) in their public transport
systems under the FAME (Faster Adoption and Manufacturing of (Hybrid) and
Electric Vehicles in India) scheme. The government will also set up incubation
centre for start-ups working in electric vehicles space.
 In February 2019, the Government of India approved the FAME-II scheme with a
fund requirement of Rs 10,000 crore (US$ 1.39 billion) for FY20-22.
ACHIEVEMENTS
Following are the achievements of the government in the past four years:
 Number of vehicles supported under FAME scheme increased from 5,197 in June
2015 to 192,451 in March 2018. During 2017-18, 47,912 two-wheelers, 2,202 three-
wheelers, 185 four-wheelers and 10 light commercial vehicles were supported under
FAME scheme.
 Under National Automotive Testing And R&D Infrastructure Project (NATRIP),
following testing and research centres have been established in the country since
2015
 International Centre for Automotive Technology (ICAT), Manesar

 National Institute for Automotive Inspection, Maintenance & Training
(NIAIMT), Silchar
 National Automotive Testing Tracks (NATRAX), Indore
 Automotive Research Association of India (ARAI), Pune

 Global Automotive Research Centre (GARC), Chennai
 SAMARTH Udyog – Industry 4.0 centres: ‘Demo cum experience’ centres are
being set up in the country for promoting smart and advanced manufacturing helping
SMEs to implement Industry 4.0 (automation and data exchange in manufacturing
technology).
ROAD AHEAD
The rapidly globalizing world is opening up newer avenues for the transportation industry,
especially while it makes a shift towards electric, electronic and hybrid cars, which are
deemed more efficient, safe and reliable modes of transportation. Over the next decade, this
will lead to newer verticals and opportunities for auto-component manufacturers, who would
need to adapt to the change via systematic research and development.
The Indian auto-components industry is set to become the third largest in the world by 2025.
Indian auto-component makers are well positioned to benefit from the globalization of the
sector as exports potential could be increased by up to US$ 30 billion by 2021E.
Exchange Rate Used: INR 1 = US$ 0.0139 as of Q3 FY19.
GROWTH AND PRESENT STATUS

The growth in the auto component industry will be relatively higher than the underlying
growth in the automotive industry in the medium to long term, due to increasing localization
by original equipment manufacturers (OEM) s, higher component content per vehicle and
raising exports from India. The automobile market is fast evolving into competitive and
increasingly sophisticated arena. The needs of the customers are being met with greater
efficiency and customization. Almost all the major global players in the automobile and auto
components industry are sitting up manufacturing plants in India to meet the domestic as
well as global demand. The Indian auto component industry has been experiencing a healthy
growth over the last few decades. Some of the factors attributable to this include a buoyant
end user market, improved consumer sentiment and return of adequate liquidity in the
financial system. Over the last decade, the automotive components industry has scaled three

times to US$ 39billion 2017-18 while exports have grown ever faster to US$ 10.8 billion.
The Indian auto components industry is expected to register a turnover of US$100 billion by
2020 backed by strong exports ranging between US$ 80- US$ 100billon 2026. The global
auto component market experienced moderate growth over the last five years and is
expected to continue its growth momentum. The rapidly globalizing world is opening up
newer avenues for the transportation industry especially while it makes a shift towards
electric, electronic and hybrid cars, which deemed more efficient, safe and reliable modes of
transportation. Over the next decade, this will lead to newer verticals and opportunities for
auto component manufacturers, who would need to adapt to the change via systematic
research and development.
GLOBAL SCENARIO
The global automobile industry is a multi-billion industry with several large brands
competing for market share. Since its foundation in the 19 th century, this sector has grown to
become an important part of the world economy in terms of revenue. Due to large size of the
auto industry, its growth the revenue is impacted by several forces. The recent financial
crises had hit this sector really hard. However, since the global recession has passed, the
sales of automotive are again back on track. Apart from the manufacturing of vehicles
globally, this sector is also involved in the marketing and sales of automotive. During the
recent years, the Asian markets have proved highly lucrative for the automotive brands.
China has particularly grown to become the world’s largest market for vehicles. In the 21 st
century technology and innovation have become the main basis of differentiation for the
vehicle manufactures. Apart from it, the focus is on fuel efficiency and environment
friendliness. The pressure on the industry with regards to pollution control and carbon
footprint has gotten high. All the major players are trying to bring more fuel efficient and
low emission vehicles to the markets. The sales of electric vehicles that are emission free, is
also catching up. The global auto component market is highly diversified sector that
involves engine and auto component manufacturers, including aftermarket parts
manufacturers, suppliers, dealers and retailers. The manufacturing of auto components is

gradually shifting towards Asian countries such as china, India and others because of higher
market potential and the low cost manufacturing options available, In China and India,
OEMS are focused on helping the suppliers improve and grow their businesses. Strong
growth in the industry has attracted a pool of companies, including major foreign
companies, to operate in china’s auto component market. The growing importance of
electronics and functional integration of green components and sustainable products will
drive growth in the industry. Exports in 2017-18 were at 73,128 crore as against 70916 crore
in the previous year, up 3.1%. Imports decreased by 0.1% to 90662 crore last fiscal as
against 90571 in 2016-17. Growing demand for vehicles in the country can be attributed to
increasing population base and rising purchasing power of the people. Moreover, India is a
prominent exporter of automobiles to various countries across the globe. As a result of
raising demand for automobiles from domestic as well as international markets, demand for
automotive components in India is expected to grow during the forecast period.
ADVANTAGE INDIA
Growing demand
 Indian automotive industry targeting to increase exports of vehicles five times in
2016-26
 Domestic automobiles sales increased at 7.01 percent CAGR between FY13-18
 Domestic two wheeler industry is expected to grow at 8-10 percent during FY19
Rising Investments
 India has significant cost advantages: Auto firms save 10-25 percent on operations in
Europe & Latin America
 Cumulative FDI inflow of around US$19.25 billion in automobiles sector between
April 2000-june 2018
 The government of India expects automobile sector to attract US$8-10 billion in
local and foreign investments by 2023

Opportunities
 Focus shifting on electric cars to reduce emissions

 Innovation is likely to intensify among engine technology & alternative fuels
 Government aims to build India into an R&D hub
 India could be a leader in shared mobility by 2023, providing opportunities for
electric and autonomous vehicles.
Policy Support
 Automotive Mission Plan: 2016-26 shows clear vision of government

 The government aims to develop India as a global manufacturing centre
 Reforms like GST to help boost the sector’s growth
 Incubation centre to be setup for startups working in electric vehicles space
INVESTMENTS AND EXPANSIONS IN THE INDIAN AUTO

COMPONENT SECTOR-
April 2019, a German automotive painting and sealing company, entered into a partnership
with Patvin to provide automated painting solutions for two or three-wheelers and
agricultural machinery for the Indian markets
 The capital expenditure by the domestic automotive component manufactures is
expected at around Rs 24,000 crore (US$ 33.26 billion) over the FY19 and FY20
 As of December 2018, Kesoram Industries has decided to demerge its tyre business to
unlock value and raise capital for expansion. The restructuring will help the company to
enter the high margin automotive radial tyre business. The company expects that the
demerger of the business may be completed by July 2019.
 As of December 2018, German automotive major Continental has planned investments
of Rs 180 crore (US$ 25.65 million) for setting up a premium surface materials facility

in Pune. The facility will have an initial capacity of five million square meters and is
expected to start production in 2020.
 In October 2018, the company inaugurated its second largest manufacturing facility in
the Asia Pacific region. The company is planning to expand its product and technical
offering over the course of the next few years.
 As of September 2018, air-compressor manufacturer Elgi Equipments is going to invest
Rs 18 crore (US$ 2.56 million) for setting up of a motor production facility in India. The
facility is expected to be commissioned in Q1 FY20.
 As of January,2019 Lite Auto Components Pvt Ltd, a part of Hindustan Magnesium
Products Pvt Ltd plans to invest Rs 500 crore (US$ 69.30 million) to set up Magnesium-
based manufacturing plant in Andhra Pradesh.
 In August 2018, the Board of Directors of Amara Raja Batteries approved setting up of
an Rs 700 crore (US$ 99.74 million) Greenfield automotive battery plant with a
production capacity of 6.5 million units per annum. As of October 2018, the company
decided to further enhance the capacity of the plant to 10.8 million units in phases.
 In August 2018, JK Tyre and Industries Ltd inaugurated its state-of-the art global
technology centre in Mysore. Research at the centre will focus on various aspects of tyre
technology including coming up with advanced laboratory predictors for tyre
performance and recognizing key inputs for life prediction of rubber products.
 As of August 2018, Rico Auto Industries is soon going to sign a Joint Venture (JV) deal
with HZ Manufacturing to produce automatic transmission for scooters.
 Bharat Forge entered in a JV with a German co. For developing electrical vehicles by
investing Rs 89 crores and is planning to cut down on CAPEX to invest more Rs 1250
crores.
MARKET ANALYSIS
The Indian auto- components market contributes almost seven percent to India’s GDP. The
Indian auto-components industry can be broadly classified into the organized and
unorganized sectors. The organized sector caters to the Original Equipment manufacturers
(oems) and consisted of high- value precision instruments while the unorganized sector

comprises low- valued products and caters mostly to the aftermarket category. The total
value of India’s automotive exports stood at US$ 13.5 billion in 2017-18 as compared US$
10.9 billion in the year 2016-17. This has been driven by strong growth in the domestic
market and increasing globalization (including exports) of several Indian suppliers. Growth
is further expected to accelerate to 8-10 percent in FY19 due to pick up in global scenario.
According to the automotive component manufacturers Association of India (ACMA), the
Indian auto- components industry is expected to register a turnover of US$100 billion by
2020 backed by strong exports ranking between US$80- US$100 billion by 2026. The auto
components sector has been observing robust growth, and turnover is anticipated to reach
US$ 200 billion by FY26 from US$ 43.5 billion in FY17. India’s exports of auto
components could account for as much as 26 percent of the market by 2021. Growth of the
domestic auto components industry is expected to reach 13-15 percent in FY18 on the back
of high growth expectation in domestic passenger vehicles (PV) and two-wheelers (2W)
segments. Favorable government policies such as Auto policy 2002, Automotive Mission
Plan 2016-2026, National Automotive Testing and R&D Infrastructure projects (NAT Rips),
have helped the Indian auto components industry achieve considerable growth. India is
emerging as global hub for auto component sourcing. A cost effective manufacturing base
keeps costs lower by 10-25 percent relative to operations in Europe and Latin America.
Relative to competitors, India is geographically closer to key automotive markets like the
Middle East and Europe. Global auto component players are increasingly adopting a dual-
shore manufacturing model, using overseas facilities to manufacture few types of
components and Indian facilities to manufacture the others.

CHAPTER 2
ORGANIZATIONA PROFILE
 Back ground & Inception of the company
Imperial Auto Industries limited is the largest homogenous manufacturers of the fluid
transmission products in India. It is headquartered in Faridabad. Established in the year
1969, it has 22 dedicated manufacturing plants and one in USA and warehouses in Detroit
and London. Imperial Auto Industries Ltd manufactures and supplies fluid transmission
products in India. It offers rubber hoses and assemblies, including radiator and heater, fuel
and vacuum, silicone, co-extruded hoses and branch hoses, metal tube assemblies, such as
fuel injection tubes, CRDI and hydraulic tubes and ERG and bellows, and flexible hose
assemblies which include high pressure hydraulic hoses, power steering and brake hoses,
P.T.F.E hoses, and nylon tubes. The company also provides compounding rubber. It serves
original equipment manufacturers in engine, automotive, and off highway and farm
equipment markets. The company exports its products to the United States, Mexico, Brazil
and the United Kingdom.
Imperial Auto Industries Limited is India’s largest integrated manufacturer and assembler of
Fluid Transmission Products covering all spectrums that include flexible high-pressure
assemblies, metal tubular assemblies, and low-pressure hose assemblies.
The organization was established as a small- scale enterprise in 1969 in Faridabad, India.
Today it has a wider spread setup with over 20 facilities across India managed by the parent
company another 7 units in India and worldwide as part of group joint ventures and global
operations. The organization continues to grow and expand its operations continuously.
Imperial Auto supplies 100% products to original equipment manufacturers. As a result keen
focus has been given to maintaining high standards of quality and production that leads to
constantly updating and upgrading equipment, standards, quality management certifications
and existing facilities.
There is strong emphasis and diligence on maintaining business share of any single customer
to a maximum of 20% of total turnover of the group. This allows de-risking as well as
protection from slowdown in any single customer business or subsequent industry.

Today the organization is self-sustainable with its own fully controlled back end support for
key functions such as electroplating, brazing and rubber compound mixing along with all
requisite equipment, manpower, Infrastructure as well as years of knowledge and experience
in the fluid transmission products domain to serve our customers in a timely and productive
manner.
Imperial Auto is an organization based on relationships as is evident from the strong bond
and camaraderie the original promoters share even after almost half a century of starting the
establishment together. Values of togetherness, teamwork, respect & humility run deep and
wide within the nervous system of the group.
The company is ISO 9001-2015 certified. Established in the year 2008, located in
Doddaballapura Industrial Area. It is the 9th plant in India. The Company maintains a
comprehensive, versatile, state of the art production facility capable of manufacturing Fluid
transmission products. Each part is sent through various stages of documented in process
and final inspection quality control to guarantee that every detail of your part has been
checked and approved. Their components are exported to Thailand and Indonesia. They
meet the stringent quality requirements of the Automotive Industry. The company
Employees their own engineers.

HISTORY OF ORGANIZATION
1969
Incorporated as a Partnership firm for manufacturing low pressure fuel hose assemblies and
in the year 1998 got converted into Limited Company
Established Plant 1
1970
Initiated supplies to all the major domestic automotive players- Mahindra & Mahindra, Tata
motors, Kirloskar, FIAT and Ambassador
Started manufacturing Rubber Hoses in-house
1980
Initiated supplies to international players setting up operations in India- Maruti, DCM,
Toyota, Swaraj Mazda, Allwyn Nissan JCB, etc
Included Tabular Assemblies in its portfolio of products
1990
Started supplies to most of the new multinationals entering the Indian Automotive Market-
New-Holland, Ford, FIAT, John-Deere, JCB, Mitsubishi and General Motors
Started manufacturing Hi-Pressure Hose Assemblies
Got QS-9000 accreditation for all plants
Established a dedicated Rubber Hose manufacturing unit and a 3 rd plant to manufacture High
pressure Tubes
2000
Approved global supplier to international Truck, Cummins, Caterpillar, JCB, John Deere
and other OEM manufacturers overseas Established 2nd plant for Tubular assemblies, a
dedicated unit for Hydraulic Assemblies and added Nylon Extrusion in its portfolio

Company Details
CIN U74899DL1975PLC007737
Company Name IMPERIAL AUTO INDUSTRIES LIMITED
Company Status Active
ROC ROC-Delhi
Registration Number 7737
Company Category Company limited by Shares
Company Sub Category Non-govt company
Class of Company Public
Date of Incorporation 22 April 1975
Age of Company 44 years, 3 month, 9 days
Share Capital
Authorized Capital ₹1,500,000,000

Paid up capital ₹1,362,081,280
Listing and Annual Compliance Details
Listing status Unlisted

Date of Last Annual General Meeting 29 September 2018
Date of Latest Balance Sheet 31 March 2018
 NATURE OF THE BUSINESS CARRIED

The Imperial Auto Industry is the mainly concentrates on producing Rubber hose &
Assemblies and Metal tube Assemblies. The Imperial Auto Industry is a limited Company,
The Imperial Auto Industry is an Automobile Manufacturer in India.
 VISION, MISSION & QUALITY POLICY

VISION
Our aim is to become a globally recognized company
Having in place a technology driven Supply Chain Management (SCM)
Pursuing fanatic discipline in all its systems and processes, with a proactive mindset
MISSION
Be a strong global player and a leading Indian Organization for manufacturing and
Marketing of fluid transmission products for Automotive and Industrial applications, by
collaboratively engaging with all our Stakeholders.
QUALITY POLICY:
Imperial Auto Industry Ltd (iAi) manufacturer of automotive hoses and tubes commits itself
to giving value for money to our customers. Imperial Auto Industry is on a growth path
through continuous technology improvements and innovation. iAi trains and motivates
employees & suppliers for achieving excellence work. Deliver comprehensive services and
products to our customers in terms of industrial hoses and coupling by extending the range
of products to the new types. Continues improve management methods, constantly improve
work conditions and develop infrastructure. Constantly improve qualifications and enhance
involvement of the employees through relevant training and attractive reward systems.
Provide the customers with services at the highest quality level. Imperial Auto Industries Ltd
is committed to provide total satisfaction to all its customers by providing quality goods
consistently as per their requirements by strict adherence to laid down procedures and
systems. We shall strive for continual improvement in quality of product and process by
sustained team spirit & hard work.

Workflow model
RAW MATERIAL
RECEIVING
NUMBER
PUNCHING
HOSE SELECTION
HOSE CUTTING
BUFFING OR SKIVING
END FITTING ASSEMBLY

& ORIENTATION
CRIMPING
PRESSURE TESTING
INSPECTION
DISPATCH

PRODUCTS:
1) FLEXIBLE HOSE ASSEMBLIES

B) A/C HOSE
AC hose assembly uses a refrigerant to absorb heat and expel cold air- the refrigerant is both
a gas and a liquid with regards on the amount of pressure. The AC system has two “sides” –
the low pressure side, where the refrigerant is a gas, and the high pressure side, where the
refrigerant is turned into a liquid. An AC high pressure hose has a much smaller diameter
than a low pressure hose. Imperial Auto offers the assemblies that are with the single barrier
and the double barrier hose.
C) BRAKE HOSE
Hydraulic Brake hoses are widely used in automobile industry. These withstand and
effectively operate in the temperature range of 40 to 100 oC. We offer a wide range of Brake
Hose Assemblies that is manufactured using graded raw material. Since they are flexible,
they absorb the shocks emanating from engines and equipments operating in dynamic
conditions.
We use SAE J1401 & DOT approved Brake hoses and carry IS 7079 certifications from BIS
D) HIGH PRESSURE HYDRAULIC HOSE
Our premium product hydraulic hoses are specifically designed for supplying hydraulic
fluid to Hydraulic Components, valves, actuators etc. They are oil resistant and synthetic
rubber reinforced with one/two piles braided high tensile steel wire covered with oil,
weather and abrasion resistant synthetic rubber. The compact structure of these hoses
ensures their easy usage and low maintenance. All the Hi- pressure hoses are available in
various size specifications and at the affordable prices to our clients and these are used for
various applications like excavators, railways, cranes & other various applications.

Hydraulic hoses are crimped on the state of the art imported hose crimping machine besides
meeting the required testing facilities norms for hydraulic hose assemblies.
E) NYLON TUBE
Nylon tubes are fast replacing steel tubes due to their low weight, easier manufacturability
and cleaner internal diameters. They are recommended for fuel lines, Air Brake system and
Oil Circulations. These tubes have capability to resist various fuels like petrol, diesel, almost
all chemicals & corrosion. The material nylon is characterized by a combination of high
strength, toughness and abrasion resistance an is ranked as an engineering plastic due its
unique mechanical, thermal frictional and chemical properties.
F) P.T.F.E HOSE
P.T.F.E Hose find its application where pressure and temperature requirements exclude
rubber hoses and demand more robust designs. P.T.F.C Hose assemblies have an excellent
vibration, absorbance and flexibility at high pressure. Suitable for operating temperatures of
60oC to 260oC, these hoses are available in the size range of 6mm bore to 75 mm bore and in
long lengths. The inside core of these hoses are offered in P.T.F.E Hose and reinforcement
with one braid in stainless steel type 304.
G) POWER STEERING HOSE

We hold expertise in providing an extensive range of hydraulic power steering hoses that
are manufactured using quality material. With high tensile steel or rayon wire-over braid,
these hoses are available in extracted as well as corrugated from. Our range of Hydraulic
Power Steering Hoses is appreciated for its flexibility, strength & reliability and temperature
resistance. Synthetic, Oil resistant rubber tube with High Tensile wire braids or textile braid
called RI or R3 Hoses along with the Hydraulic fittings constitutes the Total Power Steering
Hose assembly. They have abrasion & weather resistance outer cover and used for the flow
of Fuel, hydraulic oil etc.

2) METAL TUBES ASSEMBLIES

A) CRDi TUBES
Common Rail technology operates at very high- pressure to achieve better air –fuel mixing
and as a result, higher engine efficiency. These tubes have a working pressure up to 2000
Bar and each tube is Auto Frettaged to remove stresses and pass through our clean room
maintained to provide highest level of cleanliness.
B) EGR & BELLOWS
EGR tube assembly carries unburnt gas vapors from the exhaust manifold chambers to the
intake manifold and is reintroduced into the engine firing sequence. It is used in conjunction
with catalytic converter for better performance. It also enhances the life of critical engine
moving parts. The gases are cooled before they are fed back. The typical external EGR tube
is mounted between the exhaust manifold or crossover pipe and the ERG control valve.
Because the gas temperatures can exceed 650oC (1200oF), the resulting thermal expansion
loads on the tube can cause early valve, tube, or manifold failure.
C) FABRICATED TUBES
We offer a qualitative range of Fabricated Tubes. This precision engineered product

possesses high tensile strength and is extremely durable. These tubes are used in all kinds of
Hydraulic applications in heavy construction and material handling equipment.
D) FUEL INJECTION TUBES
Fuel injection tubes are used in large numbers an all kinds of diesel engines for automobiles,
ships, construction equipment, and agricultural machinery. We offer a wide variety of fuel
injection pipes with or without clamps, which are extensively used in the automotive
industry. These are fabricated using high grade materials, which impart utmost level of
durability. Manufactured from superior quality of raw material these Fuel Injection Tubes
are strictly checked on the parameters of quality, dimension and cleanliness.

3) RUBBER HOSE & ASSEMBLIES

A) RADIATOR & HEATER HOSES
Produced from EPDM Terpolymers to withstand Temperatures up to 150 oC, The

Reinforcement can very depending on temperature and pressure requirements. The
Reinforcement can be RAYON, POLYESTER or ARAMID. Commonly used in Radiator
and Engine applications.
B) FUEL & VACUUM HOSES
Multilayer Hoses with an Impermeable Inner Layer of Fluoroelastomer with layers of

EPICHLOROHYDRIN, subsequently Braided with PET / Aramid covered with a Heat,
Ozone resistant layer. These are normally low diameter hoses that withstand Max Pressure
of 60 Mpa.
C) SILICONE HOSES
Suitable for cooling systems, charge air systems and induction systems with its temperature
range stability, flexibility, longevity, thermal, and electrical insulation properties, silicon
polymers are a modern miracle of engineering material science. Manufactured from
premium quality raw material, silicone hoses are used for high performance applications
such as turbochargers. These hoses can withstand wide temperatures ranging from 40 oC to
200oC.
D) CO-EXTRUCTED HOSES
Co- Extruded Hose can encounter demanding conditions such as high temperature and
weathering. These hoses have optimum strength to ensure long service life without any
maintenance. Mainly used for return and drain applications since it has no reinforcement.
The equipment is used in the production of rubber profiles, multi-ply automotive hoses as
turbocharger, fuel, power steering, fuel, rubber lined rolls for printing, and hoses based on

silicone rubber. The Extruder Dia ranging from 12mm dia to 50mm screws has the atomized
PLC controls for the controlled wall thickness variations within +/-0.2 mm
E) BRANCH HOSES
Assembly and branch Hoses are used to connect multiple hoses with a common connector
such as in engines to supply oil, fuel, gas or coolant. These are manufactured from premium
quality raw material that provides ability to withstand wide temperature range from 40 oC to
140oC.
OWNERSHIP PATTERN

AWARDS
CUSTOMER NAME AWARD TYPE YEAR
Tata motors Best supplier award Jun-2004
Maruti Suzuki Appreciation Award Jun-2005
Cummins For Diversity & corporate responsibility Dec-2005
Cummins Outstanding Supply chain management award Dec-2005
JCB Outstanding effort award Dec-2005
Hyundai Appreciation Award Jul-2006
Cummins Excellence performance award Jul-2006
JCB Best Supplier award Nov-2006
Endurance Appreciation Award Dec-2006
Race Automotive Best Supplier Award Dec-2006
Maruti Suzuki Appreciation Award May-2007
M&M Best CRE performance award Jun-2007
Hyundai Appreciation Award Apr-2008
New Holland Fiat Appreciation Award May-2008
Bosch Excellence Poka Yoke Award Jun-2008
Tata motors Excellence in delivery award Oct-2008
Endurance Bronze Quality Award Dec-2008
Caterpillar Supplier quality excellence Award Dec-2008
TAFE Appreciation Award Jan-2009
Maruti Suzuki Vendor Performance Award kaizen Apr-2009
TOYATA Achieving quality target Award Apr-2009
Hyundai Appreciation Award Apr-2009
Maruti Suzuki Appreciation award Jun-2009
CLAAS Excellence Performance in Innovation Award Dec-2009
John Deere Appreciation Award Dec-2009
TATA motors Long Association Award Feb-2010
Hyundai Appreciation Award (Step) Feb-2010
JCB Appreciation Award Apr-2010
Hero Honda Green Vendor Development Program Jun-2010

Mahindra Swaraj Best Supply Chain Management Award Jun-2010

Hero Honda Direct on Line Supplier Award Dec-2010
TATA Motors Enduring relationship Award Dec-2010
L & Komatsu Best Supplier Award Jan-2011
Hyundai Appreciation Award (Race) Feb-2011
John Deere Appreciation Award Jul-2011
Hyundai Appreciation Award (Smart) Mar-2012
John Deere Commendable Performance Award Apr-2012
TOYOTA Achieving Cost Target Award Apr-2012
L & Komatsu Best Supplier Award Jun-2012
M&M Sanjeevani Award Dec-2012
Cummins Best Continuous Improvement Award Jun-2013
John Deere Long Association Award Aug-2013
TATA Motors Long Association Award Aug-2013
rd
CII Avantha 3 Prize Kaizen champion Oct-2013
Mahindra Swaraj Best Supplier Award Dec-2013
TATA Motors Light weight Dec-2013
TATA Hitachi Award Of excellence Support in New Product Dec-2013
Development
M&M Semifinal Winner of Kaizen Award Jan-2014
Hyundai Appreciation Award (Pride) Mar-2014
TAFE Best Product Development Performance Award Apr-2014
M&M 100% Spare Schedule Execution Apr-2014
TOYOTA Achieving Delivery Target Award Apr-2014
TOYOTA Achieving Quality Target Award Apr-2014
Maruti Suzuki Quality & Delivery Improvement May-2014
FUTURE GROWTH AND PROSPECTS:

 To increase productivity level
 Work for continual Improvement of process

 To keep in cost in control by minimizing rejections and rework
 Ensure proper utilization of resources
 To involve our suppliers I our efforts to improve quality product & environment
 Continuous training of personnel for knowledge improvement and performance
 Compliance to applicable environmental, regulatory and other requirements
 To work for clean and safe work environment
CHAPTER-3
3.1. MC- KENSYS 7S MODEL

The mc Kinsey 7S framework is a management model developed by well-known business
consultants Robert H. waterman, Jr. and Tom peters (who also developed the MBWA
(Management by Walking Around) motif, and authored in search of excellence) in the
1980s. This was a strategic vision for groups, to include businesses, business units, and
teams. The 7s are structure, strategy, systems, style, staff and shared values.
The model is most often used as an organizational analysis tool to assess and monitor
changes in the internal situation of an organization.
The Mc Kinsey model describes how to organize the organization in a holistic and effective
way. The 7s are structure, strategy, skill, staff, style, system and shared value. Collectively
all these factors determines the way how organization operates to achieve its goals.

The Seven Elements

The Mc Kinsey 7s model involves seven interdependent factors which are categorized as
either “Hard” or “Soft” elements:
Hard Soft
Element Elemen
Strategy Shared Values
Structure Skills
Systems Style
Staff
“Hard” Elements are easier to define or identify and management can directly influence
them, these are Strategy statements, organization charts and reporting lines, and formal
processes and IT systems.
“Soft” elements on the other hand, can be more difficult to describe, and are less tangible
and more influenced by culture. However, these soft elements are as important as the hard
elements if the organization is going to be success.

7s are categorized into Hard and Soft Skills
Hard Components: Strategy, Structure, Systems
Soft Components: Skill, Staff, Style & Shared Value

1. STRATEGY
A strategy is all about integrating organizational activities and utilizing and allocating the
scarce resources within the organizational environment so as to meet the present objectives.
While planning a strategy it is essential to consider that decisions are not taken in a vacuum
and that any act taken by a firm is likely to be met by a reaction from those affected,
competitors, customers, employees or suppliers.
There are mainly 6 types of Strategy at Imperial Auto Industry ltd
 Corporate strategy
1. Building of portfolio – acquisitions of resources and to establish foothold in India

2. Amending of packaging to increase volume per customer
3. Assets expansion
4. Exploiting cost synergies across its production
 Marketing strategy
Well supported by the overarching company brand strength, each product-line across the 7
categories of company. Seeking increased sales by improving or modifying percent product
or services.
 Talent management Strategy
Company may not have engaged its employees sufficiently and thereby reducing the labour
turnover rate. Will need to tighten its retention and development policies
 Production strategy
Capitalize on cost synergies by vertically integrating bottling facilities. Supply chain
management well supported by latest SAP/ERP software on a global scale.
 Business Strategy
Clearly defined competitor’s price-quality points, Adoption of differentiation rather than
price leadership clearly stated and critical factors of competition to be worked at clearly
indicated.

 Operational strategy
The operations strategy for an online merchant likely involves creating and maintaining a
website that is easy to use and reliable, so when customers come to the site, they can easily
navigate through it to make a purchase. An online merchant's operations strategy puts a lot
of emphasis on design and usability of the site, which includes product photos and
descriptions that entice visitors to make a purchase. The checkout process also must be easy
and fast.
A marketing strategy serves as the base of a marketing plan. A marketing plan contains a list
of specific actions required to successfully implement a specific marketing strategy. An
example of marketing strategy is as follows: "Use a low cost product to attract consumers.
Once our organization, via our low cost product, has established a relationship with
consumers, our organization will sell additional, higher-margin products and services that
enhance the consumer's interaction with the low-cost product or service." Without a sound
marketing strategy, a marketing plan has no foundation. Marketing strategies serve as the
fundamental foundation of marketing plans designed to reach marketing objectives. It is
important that these objectives have measurable results.
Marketing is the process of developing and communicating value to your prospects and
customers. Think about every step you take to sell service and manage your customers:
Imperial Auto Industries ltd Approaches of strategy
 The messages you deliver to your market

 The look and feel of your marketing materials
 The experience you deliver to your market and customers
 All of the planning, preparation, forecasting and measurement of your
investments
 Achieving scale across the value chain
 Attract investment into the sector
 Skill, quality and productivity
 Reforming labour laws
 Promoting innovation and R&D

2. STRUCTURE
Organization Structure- Imperial Auto Industries Ltd.
MANAGING
DIRECTOR
GENERAL
MANAGER
PRODUCTION QUALITY MARKETING AND PURCHASE FINANCE HR

MANAGER ASSURANCE SALES MANAGER AND STORES MANAGE MANAGE
MANGER MANAGER R R
1. PRODUCTION 1. ASSISTANT
ENGINEER 1. QUALITY 1. PURCHASE HR MANAGER
2.PRODUCTIO ASSURANCE ENGINEER EXECUTIVE 2.HR
SUPERVISOR 2.QUAITY CONTROL ASSISTANT
ENGINEER 2. STORE INCHARGE
1. ACCOUNTS OFFICER
QUALITY CONTROL 2.ACCOUNTS EXECUTIVE
STORE ASSISTANCE
OPERATORS
1. MARKETING
EXECUTIVE
2. SALES EXECUTIVE
OPERATORS TECHNICAL
STAFF

Human Resources Department
Definition:
Human resource management is concerned with people who work in the organization to
achieve the objective of the organization. It concerns with acquisition of appropriate human
resources, developing their skill and competencies, motivating them for their best
performance and ensuring their continued commitment to the organization to achieve
organizational objectives.
Objective:
 The primary objective is to ensure availability of competent and willing to workforce

to the organization.
 To maintain good relationship between the employees and employers.
 To maintain good industrial relation.
 To comply with all government and statutory bodies.
KEY FUNCTIONS OF THE HRD:
 Recruitment and selection

 Training and development
 Promotion and transfer
 Wages and salary administration
 Performance appraisal
 Industrial relation
 Disciplinary actions
 Welfare measures
 Promotion
EMPLOYEE WELFARE FACILITIES

 Transportation facility,

 Hot water,/ coffee biscuits, chocolates,

 Housekeeping ,
 Toilet and bathrooms & Rest rooms,
 Leave facilities, Forced air conditioner,
 Good environment,
 Bonus, allowance, PF,
 Sports, Self-development program, Festival.
Compliance department:
The compliance department is conducted the awareness and training program for personal
productive equipment of the company under the compliance department have four
committees:
 Health and safety committee

 Canteen centre committee
 Work and grievance and development committee
 Prevention of sexual harassment committee
FORMULATED HR POLICIES:
 Employment hiring policy

 Selection procedure policy
 Freedom of association
 Forced labor or compulsory labor
 Disciplinary procedure
 Working hours
 Leave policy
 Workers committee
 Suggestion and compliant box

 Retrenchment
 Roles and responsibilities of welfare officer
 Emergency medical policy
 Pregnant lady policy
 Women rights
 Salary advances – staff
 Salary advances – employees
 Health and safety policy
 Personal protective equipments
 Fire evocations
 Earthquake safety policy at work
3. SYETEM
The following is the process of flow chart
Systems are formal and informal procedures that govern everyday activities, covering
everything from management information systems, through to the point of contact with the
customer. Finance department is doing enough to properly plan and control the funds. There
is regular program verification
Principals of choosing a production process
 Mission and policies of manufacturing firms

 Capabilities of personal engaged
 Lot size
 Style changes frequency
 Labour skill
 Throughput time
 Process layout or product layout

Production Process
RAW MATERIAL
RECEIVING
NUMBER
PUNCHING
HOSE SELECTION
HOSE CUTTING
BUFFING OR SKIVING
END FITTING ASSEMBLY

& ORIENTATION
CRIMPING
PRESSURE TESTING
INSPECTION
DISPATCH
4. SHARED VALUES
Shared values are organizational values that are usually developed by the organization`s
leaderships and then adopted by the other member of the organization. The values are shared
and followed by all members of the organization when acting on behalf of the organization.
They may also be referred to as core values.
High quality
We believe in delivering the highest standard of products, quality and designs.
Commitment
Our buyers can completely trust us and plan their business plans based on our promises.
On-Time Delivery
We understand the value of time and it is our constant effort to deliver the best quality on
time with the shortest lead time possible.
Excellent Craftsmanship
We feel shirt making is an art and we can proudly say that ever blue apparel ltd products are
crafted with precision and finesse.
Modern Technology
With the modern technology installed, it becomes a vulnerable process to deliver quality
products.
Ethical Business Practice

We have a set-up that is compliant to the environmental, social and government norms,
ensuring physical and chemical safety of the product.
Shared values quality
 If refers to the core or fundamental values that are widely shared in the organization
and serve as guiding principle that is important. These values have great meaning
because they focus attention and provide a broader sense of purpose.

 Values are things that you would strive for even if they were demonstrably not
profitable. Values act as an organization’s conscience, providing guidance in time of
crisis.
 The values and beliefs of the company ultimately they guide employees towards
valued behavior. If refers to the simple goal statements in determining corporate
destiny to fit the concept; most people in an organization must share these values.
As per the values of the company “quality and purity that’s unmatched” the company has
implemented many techniques to see that this values are implemented.
The company tries to satisfy every which is dependent directly or indirectly.
The company tries to satisfy employees. Shareholders, Customers, Government, Families of

employees and Community.
5. SKILLS
New market penetration would need injection of specific skill set Core values need
to be ensured while developing skill so that right business model is followed
In term skill includes those characteristics which people use to describe a company, the
dominant skills or the distinctive competence of an organization is part of the organization
character. Training is aimed at the systematic development, skills, attitude, and team work.
Training and development of personal skills is considered a high priority area and it forms
an integral part of the imperial auto industries ltd.
There are different skills in the Imperial Auto Industries Ltd.
 Human skill
 Technical skill
 Developing skill
 Self-motivation
 Time management

 Teamwork and creativity

 Leadership skill
 Communication skill
 Managerial skill
 Conceptual skill
CLASSIFICATION OF SKILLS
 Executive
 Non executives
 Technicians
 Workmen
6. STYLE
Style refers to the employees shared and common way of thinking and behaving unwritten
norms of behavior and thought, here style implies the leadership approach of top
management and the company’s employees` way of thinking and behaving. The style is the
tangible evidence of what management considers important. The way it collectively spends
time and attendance and uses symbolic behavior.
In the Imperial Auto Industries Ltd style is Democratic style adopted.
 Allows staff to establish goals

 Encouragement staff to grow on the job and be promoted
 Recognizes and encourages achievement
 Most successful when used with highly skilled or experienced staff or when
implementing operational changes or resolving individual or group problems

Most effective
 To the staff to share in decision-making and problem- solving duties.

 To provide opportunities for staff to develop a high sense of personal growth and job
satisfaction.
 A large or complex problem that requires lots of input to solve
Characteristics
 Delegation of tasks to other employees and subordinates along with full

responsibility makes them accountable for their actions and tasks.
 The manager or leader in-charge is always open to feedback (initiatives and
otherwise) and it forms the basis of future assignments.
 Encouragement by the leader to inspire the employees to become leaders and
develop in this area.
 The manager seeks consultation on all issues and decisions but remains the final
authority on which ones to be put into use
7. STAFF
Staff development includes all training and education undertaken by an employer to
improve the occupational and personal knowledge, skills, and attitudes of employment.
Staff, is the entire group of employees who work at a company, those employees who work
under a given supervisor,
Staff, is one of the key factor for the success of company. Staff members have to participate
actively in all the activities of the company then only they can gain the knowledge about
entire company.
In Imperial Auto Industries Ltd the total human resources is classified into 3 categories
 Officers
 Staff
 Workers.

Male and female employees
In the company the employees are working in fixed time period i.e.7-8 hours.
Company is working 8-9 hours daily, so they having a night shift also. Male workers can
work without any restrictions but female workers if they interested to work they can work.
Working hours
SHIFTS TIMES
FIRST SHIFT 6.00 AM – 2.00 PM
SECOND SHIFT 2.00 PM – 10.00 PM
GENARAL SHIFT 9.00 AM – 5.30 PM
 LOCATION : -IMPERIAL AUTO INDUSTRIES LTD

DODDABALLAPURA.
 DAYS : - MONDAY TO SATURDAY
 OFFICE HOURS : - 9.30 PM – 5.30 PM
 LAUNCH HOURS :- 1.00 PM – 1.30 PM

3.2 PORTERS 5 FORCE MODEL

Five Forces model of Michael porter is a very elaborate concept for evaluating company’s
competitive position. Michael Porter provided a framework that models an industry and
therefore implicitly also businesses as being influenced by five forces. Michael Porter’s Five
Forces Model is often used in strategic planning. Porter’s competitive five forces model is
probably one of the most commonly used business strategy tools and has proven its
usefulness in numerous situations when exploring strategic management models. Three of
porter’s five forces refer to competition from external sources. The remainders are internal
threats. It is useful to use Porter’s five forces in conjunction with SWOT Analysis
(Strengths, Weaknesses, Opportunities, and Threats).
PORER’S FIVE FORCES INCLUDE:
Three forces from ‘Horizontal’ competition
 Threat of new entrants or barriers to entry

 Threat of substitute products or substitutes
 Threat of established rivals or competitive rivalry
The forces from ‘vertical’ competition
 The bargaining power of buyers or buyers

 The bargaining power of suppliers or suppliers

Threat of new entrants: weak

 Difficult for new brands to enter the automobile industry which is because of the
large investment required. Initially a huge investment will be required to set up the
manufacturing facilities, distribution network and to hire skilled staff
 Level of competition from the existing brands. Unless a new brand brings an
innovative and differentiated product to the market
 Market share are low
 Brand image and Reputation can be major challenges for new companies. Brand
image is a major competitive advantage for the existing brands, any new brand
would have to focus lot of engineering and product quality
 Access to raw material can be easy but then achieving economics of scale is difficult
 Some government have applied high taxes
 Foreign firms are increasing their footprints in India

Bargaining power of suppliers: Medium

 The bargaining power of suppliers is medium, as there are a large number of steel
and aluminum and rubber manufacturers (key raw Material).
 The raw material is always available in plenty and switching from one supplier to
another is not difficult
 Some of them have their own units which give them linkage power
 By building efficient supply chain with multiple suppliers
 By experimenting with product designs using different materials so that if the prices
go up of one raw material then company can shift to another
Bargaining power of customers: low

 High demands from auto components parts manufacturers give them lesser
bargaining power.
 Product differentiation is low.
 By building a large base of customers. This will be helpful in two ways. It will
reduce the bargaining power of the buyers plus it will reduce provide an opportunity
to the firm to streamline its sales and production process
Threat of substitutes: Low

 Threat from substitute’s products remains low, as there no close substitutes for auto
components parts.
 By being service oriented rather than just product oriented.
 By understanding the needs of the customers that basis the Imperial auto mobile
industries to produce the products
 By increasing the switching cost for the customers

Competitive Rivalry in the industry: High

 Increasing number of foreign firms is increasing their presence.
 Cheaper imports of components from china are increasing.
 By building sustainable differentiation products at the time imperial auto industries
to overcome the rivalry in the industry
CHAPTER-04
SWOT ANALYSIS

SWOT Analysis states the organization strengths, weakness, opportunities and threats.
Strengths and weaknesses pertain to the internal configuration while opportunities and
threats belong to the external environment. A focus on the Company’s internal environment
helps in understanding its capacity, weakness and opportunities that are important
considerations in its activities and actions for efficiency and sustainability. A critical
analysis of the environment within which the company operates, reveals the following core
strengths, weakness, opportunities and threats (SWOT).
SWOT Analysis looks at your strengths and weaknesses, and the opportunities and threats
your business faces. By focusing on the key factors affecting your business, now and in the
future, a SWOT Analysis provides a clear basis for examining your business performance
and prospects.
SWOTs: are defines precisely as follows

STRENGHTS: are attribute of the organization that are help full to achievement of the
objectives.
WEAKNESSES: are attributes of the organization that are harm full to achievement of the
objectives.
OPPORTUNITIES: are external conditions that are helpful to the achievement of the
objectives.
THREATS: are external conditions that are harm full to the achievement of the objectives.
STRENGHTS
1. ISO standards and certified are also strength for IMPERIAL AUTO INDUSTRIES
LTD.
2. Manpower Resource
3. Brand image
4. High moral with skilled labour
5. Strong R&D base for product improvement, adoption, indigenization and new
product
6. Adoption of well-established ERP System
7. Ability to deliver high quality products at a competitive price
WEAKNESSES

1. There is a heavy competition

2. Lack of distribution channel
3. Advertisement is limited
4. The company has to import a lot of valuable machineries from outside
5. Old plant and machinery
OPPORTUNITIES
1. The company can improve the technology of the company to increase the production
of the company.
2. Government incentives
3. New product development
THREATS
1. Increase competition both national and international companies

2. Price fluctuation of Steel and Aluminum which is a major raw material
3. Unfavorable Tax and Import policy
4. Powerful supply chain management by the competitor

CHAPTER-5
ANALYSIS OF FINANCIAL STATEMENT
Imperial Auto Industries ltd
Statement of profit and loss for the year ended on 31st March 2018
S.N Particulars 2018 2017

Income
I Revenue from operations 23,23,39,620.00 17,72,16,859.00
II Other Income 1,54,684.00 4,123.00
III Total Income(I+II) 23,24,94,304.00 17,72,20,982.00
IV Expenses
(1) Cost of Material Consumed 18,15,45,504.00 8,89,09,919.00
(2) Changes in Inventories of Finished Goods, -25,33,731.00 -15,44,471.00
Work-in-progress and Stock-in-Trade
(3) Excise Duty 54,14,247.00 1,82,12,755.00
(4) Employee Benefits Expenses 1,46,31,172.00 1,26,57,636.00
(5) Finance Costs 1,41,482.00 51,443.00
(6) Depreciation and Amortization Expenses 91,07,693.00 60,52,289.00
(7) Other Expenses 5,21,62,050.00 4,08,69,356.00
Total Expenses 26,04,68,417.00 16,52,08,927.00
V Profit Before Exceptional Items & Tax (III- -2,79,74,113.00 1,20,12,055.00

IV)
VI Exceptional Items
-(profit)/ loss on property, plant & equipment -4,15,495.00 -
-Others - -85,092.00
VII Profit Before Tax (V-VI) -2,75,58,618.00 1,20,97,147.00
VIII Tax Expenses:

(i) Current tax - -
(ii) Deferred Tax - -
(iii) Short/ (Excess) provision of taxation for - -
earlier years
IX Profit / (loss) after tax for the period from -2,75,58,618.00 1,20,97,147.00
continuing operations (VII-VIII)
X Other comprehensive income

(i) (surplus) / deficit arise on Revaluation of land -3,32,08,081.00
Total other comprehensive loss, net of taxes -3,32,08,081.00
XI Total comprehensive income for the year. 56,49,463.00 1,20,97,147.00

IX-X.
Imperial Auto Industries Ltd
Balance Sheet As At 31st March 2018
PARTICULARS 2018 2017

I. ASSETS
(1) Non-Current Assets
(i) Property, Plant and Equipment 3,33,86,724.00
(ii) Capital Work-in-progress 6,91,43,895.00 -
(iii) Investment Property - -
(iv) Financial Assets - -
(a) Investments - -
(b) Trade receivables - -

(c) Loans and Advances - 37,83,699.00

(vi) Other Non-Current Assets -
37,74,639.00
(2) Current Assets -
(i) Inventories 7,98,25,657.00
(ii) Financial Assets
(a) Investments -
(b) Trade Receivables 5,33,50,882.00 4,49,62,500.00
(c) Cash and cash Equivalents 3,09,027.00
(d) Other bank balances - -
(e) Loans and advances -
(iii) Assets for Current tax (net) 5,00,74,317.00 -
(iv) Other current Assets 73,55,787.00
1,55,817.00
-
-
-
1,40,53,952.00
Total Assets (1+2) 19,05,53,502.0 16,96,23,394.00

0
II. EQUITY AND LIABILITIES
(1) Equity
(i) Head Office Account 11,98,99,586.0 11,13,67,628.00
(ii) Other Equity 0 2,20,41,395.00
(2) Non-Current liabilities 2,76,90,858.00

(i) Financial liabilities
(a) Borrowings -
(b) Trade and other payables -

(ii) Other Non Current Liabilities - -

-
(3) Current Liabilities -
(i) Financial Liabilities
(a) Borrowings -
(b) Trade and Other payables 3,47,15,442.00
(c) Other financial liabilities - 8,62,852.00
(ii) Other current liabilities 6,36,077.00
4,18,29,083.00
8,33,446.00
3,00,529.00
Total Equity & Liabilities (1+2+3) 19,05,53,502.0 16,96,23,394.00

0

CHAPTER-6
LEARNING EXPERIENCE
As per the VTU Guidelines I have undertaken in Organization Study at IMPERIAL AUTO
INDUSTRY PVT LTD, I have a good experience in Imperial Auto Industry manufacturing
and assembly union. It is great experience of interaction with the company workers and
going through the companies’ information as given rich experience of imperial auto industry
Pvt ltd and it has given me a practical knowledge about the overall functioning of
organization. It has me an opportunity to study the human behavior and also makes me
ready to face different situations, which would normally come across while in the office
environment.
The organization study is carried out in IMPERIAL AUTO INDUSTRIES LTD

DODDABALLAPUR was successful in achieving the specific objectives. It helped to
familiarize organization structure and its functioning. It also helped to familiarize with
different department in the organization and their functions and activities including
document. The study helped to understand how the key business processes are carried out in
an organization and how information is used in organization for decision making at various
levels. Organization study is a very good way of understanding theory and practice of
management. This also enhances the personality traits of the trainee such as communication,
interviewing, observation, report writing, business discussion etc.
Learning is synonymous to experience: This is because every human being learns hence
only out of experience and the experience in the way of life. In life a person enhance his or
her knowledge only when exposed to real world situations, and by being exposed to the real
condition in a systematic manner.
During the four weeks it was totally a new experience entering into the organization. I spent
most of time in Marketing and HR and production departments. I have learnt the production
process and marketing activities and I have learnt the process of recruiting or hiring the

employees to the organization and the various functions to be performed by HR in the

organization.
KEY OBSERVATIONS AT THE TIME OF ORGANIZATION STUDY
The following are the key observations
1. Excellent product quality and customer care

2. Employees were always concentrating on the work
3. The team work is well coordinated
4. Right decision at right time
5. Safety is of utmost important
6. Promotional expenses are relatively less. The company does not focus on
advertisement
Internships are quickly becoming essential for any job and can offer a lot of experience to
students hoping to get ahead. But how can you get the most out of yours? Well I personally
learned things on my own internship experience
About Imperial Auto Industries ltd Learned

 Speak up: Many times I would be sitting at my isolated desk with endless questions
about what I was supposed to be doing. I was completely paralyzed in my chair
because I was too afraid to walk around or bother anyone. I rarely moved from my
desk the first few weeks, but I would have been much more efficient and happier if I
had gotten up, asked my questions, and got back to work.
 Work hard: This is an obvious one, but don’t waste time. You’re there to work,
and they didn’t have to give you this opportunity. Make the most of your time and
theirs

 Talk with your co-workers: Co-workers have a lot of experience and they have
obviously made it in that particular field. Ask them how they got this far and what
advice they have for you. You could learn a lot and get some great ideas.
 Be thankful: The best thing to do is send a handwritten note thanking them for the
experience and opportunity to work with them. It’ll leave them with good thoughts
about you and you can most likely refer to them for a recommendation later.
 How to behave in the office: This being my first position in an office atmosphere, I
didn’t know exactly what to expect. The environment here at Experience is quite
relaxed, yet it taught me how to behave in the workplace. Simply working in the
office and getting used to everything here has definitely prepared me for whatever
my next position may be. Just observing the everyday events has taught me more
about teamwork, and how people can come together to get things done. Although
sometimes I have to remain myself to use my inside voice, I feel I’ve adapted to the
office life relatively well
 How to build my resume: Like I said, this internship has improved my skills a ton,
both off paper and on paper. I didn’t realize it all of this time, but this position served
not only as a positive learning experience, but a resume builder as well. I came into
this with a resume that was basically naked, now I am leaving and I have lots of
updating to do. My resume doesn’t need a makeover, it needs to be restarted from
scratch, and that’s a good thing! I underestimated how much work I did that actually
translates to my resume.
 New connections: In addition to those people who you hope will act as references in
the future, you should walk away from an internship with a handful of new
connections: senior employees, clients, fellow interns, etc. These people can provide
guidance and advice, help you in future job searches, and may even become friends.
But it's up to you to stay in touch with these connections, keep them in the loop on
where you are in your career, and offer to help them whenever you can.
 Career Skills: Whether it’s how to write a concise email, answer a telephone, or
shake a hand there is a professional way to do everything. Working in an office
environment, you’ll have the chance to observe how others operate and take on those

attributes that you feel work best, whether it’s communication, behavior, or office
etiquette.
 New Skills: There’s a very good chance you’ll learn new skills at your internship.
For example, you might end up learning a new software program, a type of analysis,
or project management techniques. In the real world of employment, learning never
stops, and it’s great to start adding to your skills inventory early.
 Communication Skills: Communication is the key to happy internships. I cannot
stress enough how important clear, concise, and quick communication has been in all
of my internship and job experiences. Between meetings, emails, instant messaging,
note-taking, and documenting, an internship will whip your communication skills
into place. A good communication channel ensures that projects get completed on
time and concerns or comments are brought up. It also makes sure that everyone is
doing their part and receiving feedback.

Annexure (Figures, Graphs, Photographs etc)


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IMPERIAL AUTO INDUSTRIES LTD.

SCOPE OF THE ORGANIZATION STUDY:

 The study focuses on the overall structure of the organization.

Department of MBA, VTU CPGS, Muddenahalli Page 1

Department of MBA, VTU CPGS, Muddenahalli Page 2

INTERNSHIP AND DEVELOPMENT OF VARIOUS SKILLS

There is another school of thought according to which an individual should be

Department of MBA, VTU CPGS, Muddenahalli Page 3

FACTORS INFLUNCING ORGANIZATION STUDY:

 Organizational structure – An organization structure is the framework of authority,

Department of MBA, VTU CPGS, Muddenahalli Page 4

Department of MBA, VTU CPGS, Muddenahalli Page 5

Department of MBA, VTU CPGS, Muddenahalli Page 6

 International Centre for Automotive Technology (ICAT), Manesar

Department of MBA, VTU CPGS, Muddenahalli Page 7

 Global Automotive Research Centre (GARC), Chennai

GROWTH AND PRESENT STATUS

Department of MBA, VTU CPGS, Muddenahalli Page 8

Department of MBA, VTU CPGS, Muddenahalli Page 9

Department of MBA, VTU CPGS, Muddenahalli Page 10

 Focus shifting on electric cars to reduce emissions

 Automotive Mission Plan: 2016-26 shows clear vision of government

INVESTMENTS AND EXPANSIONS IN THE INDIAN AUTO

Department of MBA, VTU CPGS, Muddenahalli Page 11

Department of MBA, VTU CPGS, Muddenahalli Page 12

Department of MBA, VTU CPGS, Muddenahalli Page 13

Department of MBA, VTU CPGS, Muddenahalli Page 14

Department of MBA, VTU CPGS, Muddenahalli Page 15

Started manufacturing Rubber Hoses in-house

Included Tabular Assemblies in its portfolio of products

Started manufacturing Hi-Pressure Hose Assemblies

Got QS-9000 accreditation for all plants

Department of MBA, VTU CPGS, Muddenahalli Page 16

Company Status Active

Company Category Company limited by Shares

Company Sub Category Non-govt company

Class of Company Public

Date of Incorporation 22 April 1975

Age of Company 44 years, 3 month, 9 days

Authorized Capital ₹1,500,000,000

Listing and Annual Compliance Details

Listing status Unlisted

Date of Latest Balance Sheet 31 March 2018

 NATURE OF THE BUSINESS CARRIED

Department of MBA, VTU CPGS, Muddenahalli Page 17

 VISION, MISSION & QUALITY POLICY

Our aim is to become a globally recognized company

Having in place a technology driven Supply Chain Management (SCM)

Department of MBA, VTU CPGS, Muddenahalli Page 18

END FITTING ASSEMBLY

Department of MBA, VTU CPGS, Muddenahalli Page 19

1) FLEXIBLE HOSE ASSEMBLIES

D) HIGH PRESSURE HYDRAULIC HOSE

Department of MBA, VTU CPGS, Muddenahalli Page 20

G) POWER STEERING HOSE

Department of MBA, VTU CPGS, Muddenahalli Page 21

2) METAL TUBES ASSEMBLIES

B) EGR & BELLOWS

We offer a qualitative range of Fabricated Tubes. This precision engineered product

D) FUEL INJECTION TUBES