1

CHAPTER I

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1.1 Introduction
Learning beyond the classroom is an important part of any degree. Theoretical
expertise should be aided by practical exposure to make a good management student.
This report was made as a part of such a study conducted at. Neel Industries Pvt Ltd
(JBM GROUP)
This study focuses primarily on the understanding of the organizational structure of the
organization from a management point of view. It also seeks to apply the theory of
management to the practical, real-world situation and draw conclusions.

Manufacturing is the production of products for use or sale using labor and machines,
tools, chemical or biological processing or formulation, and is the essence of secondary
industry. The term may refer to a range of human activity from handicraft to high tech
but is most commonly applied to industrial design, in which raw materials from primary
industry are transformed into finished goods on a large scale. Such finished goods may
be sold to other manufacturers for the production of other more complex products (such
as aircraft, household appliances, furniture, sports equipment or automobiles), or
distributed via the tertiary industry to end users and consumers (usually through
wholesalers, who in turn sell to retailers, who then sell them to individual customers).

Neel Industries Pvt Ltd (JBM GROUP) manufactures a variety of high precision,
critical components for various sectors such as oil and gas, power, chemical and
process industry which are custom made to exact specification and expectation of the
customer. Being a core manufacturing industry, the primary focus has been on the
production and testing aspect of the company. Every effort has been made to
understand the company profile and various functionalities.

Due to the ongoing global pandemic and resulting lockdown during the period of the
study, all communication happened online or via telephone. This report has been made
taking into account all the limitations and adhering to all government rules and
restrictions cause due to corona during July- August 2020.
1.2 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

 To conduct an Organizational study of Neel Industries Pvt Ltd (JBM GROUP).

SECODARY OBJECTIVES

 To study the overall working of Neel Industries Pvt Ltd (JBM GROUP).

 To understand the organizational structure of Neel Industries Pvt Ltd (JBM

GROUP)

 To study the functions of different departments.

 To perform a SWOT analysis of the organization.

1.3 IMPORTANCE OF STUDY

The study helps to understand the Manufacturing industry in general; with specific
techniques, manpower management, finances and operations, distribution methods
under the identified sector.

1.4 SCOPE OF THE STUDY

The study focuses on understanding the macro view of the organizational structure and
working of the various departments in it. It also aims at understanding the information
flow within the sub units and how they cumulatively add up to the organizational goal.

1.5 PERIOD OF STUDY

Summer internship was done for 6 Weeks at Neel Industries Pvt Ltd (JBM GROUP)
understanding the organizational functions and different functional department
working and co-existence in the company.
1.6 CHAPTERIZATION

 Chapter 1: This chapter contains, Introduction, Objective, Importance, Scope

and Period of the study.
 Chapter 2: This chapter consists of Company and Industry Profile, Product
profile.
 Chapter 3: This chapter consists of Functions of various departments of the
firm.
 Chapter 4: This chapter contains the findings, and conclusion of the study.
CHAPTER II
2.1 INDUSTRY PROFILE
Industry Description Companies in the Auto Parts & Equipment industry manufacture components
and modules that are ultimately to be included in the production of cars, trucks, SUVs, as well as
commercial & off‐highway vehicles. Products include transmissions, turbochargers, air conditioning
systems, ball bearings, gears, tires, airbags, etc.  

Component manufacturers typically have two primary distribution channels: Original Equipment
Manufacturers (OEMs) and the aftermarket. The automobile parts & equipment industry is driven by a
number of factors, the largest being global automobile production. Other important macroeconomic
factors include growth in real GDP per capita, interest rates, income growth, employment growth, oil
prices, and consumer confidence.

Competition is primarily based on price and technological advancement. As such, the most successful
companies are the ones who make sufficient investments in research and development, operate
efficiently, and have achieved global scale.   While regulation has always played a role in the evolution
of the auto industry, the rise of hybrid/electric vehicles and a tougher stance by regulators on emission
controls have been a driving force for change in recent years

The highly publicized Volkswagen scandal and the escalating requirements of California’s zero
emission mandate stand to benefit parts suppliers who manufacture products that reduce emissions and
increase fuel efficiency. Although several current industry trends stand to benefit global auto
production, recent reductions in world GDP growth estimates and lower industry earnings growth
estimates over the next two years will likely depress share prices.

While it is likely that some firms will be able to navigate these challenges better than others, prospects
for the industry as a whole seem subdue for this reason, we are recommending a market weight. The
Auto Parts & Equipment industry is a sub‐industry of the broader Auto Parts Industry.

Suppliers to OEMs can be grouped into three categories: Tier One (T1) suppliers sell assembled
components and systems directly to OEMs Tier Two (T2) suppliers sell parts to be incorporated into
T1 products (i.e., ball bearings, gears, etc.); and Tier Three (T3) suppliers process raw materials (steel,
aluminum, etc.) which are then sold to T2 suppliers While the immediate impact of the scandal has
been negative for auto parts suppliers (particularly those who do a significant amount of business with
VW), the long term effects should be a net positive for the industry.
Manufacturing and investment
 Surveys and analyses of trends and issues in manufacturing and investment around
the world focus on such things as:
 The nature and sources of the considerable variations that occur cross-nationally in
levels of manufacturing and wider industrial-economic growth.
 Competitiveness; and

 Attractiveness to foreign direct investors.

Indian Manufacturing Industry

Manufacturing provides many jobs, at all levels. It is important as an employment

generator. Among all sectors (service, agriculture, social, manufacturing), manufacturing
distributes wealth most equitably among the workforce; hence is a key factor to pull
people above the poverty line. E.g., In most of the fast-developing Asian countries such
as Thailand, Indonesia, Malaysia, Taiwan, Philippines, Korea and China, manufacturing
has contributed 30 to 50 per cent of GDP, and thus have helped in eradicating poverty.
In contrast, Indian manufacturing sector’s contribution to GDP has moved from 16% to
18.32 % in last 10 years. Make in India” initiative is designed to take manufacturing to
25% of GDP. For India to realize these projections our manufacturing industry has to
play not just significant but a leading role. Under this initiative Go has identified and
taken many steps to improve competitiveness of Indian manufacturing organizations.
This has resulted into India to jump to 58th rank out of 140 countries on the Global
Competitiveness Index of the year 2018.

Even before go started serious efforts through reforms, organized manufacturing sector
in India has put its act together and has spent significant efforts in putting the house in
order. Most of the leading Indian manufacturing companies have adopted world class
manufacturing or manufacturing excellence practices using methodologies like TPM,
TQM, Six-Sigma and Lean. Since 2003, India companies have won 401 JIPM TPM
awards which are highest for any country outside Japan. Indian companies have won 38
Deming Prizes – the highest global recognition for TQM implementation. India has the
most US FDA approved pharma plants outside US.

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Manufacturing systems: methods of manufacturing
Steel Manufacturing
The blast furnace is the first step in producing steel from iron oxides. The first blast furnaces appeared
in the 14th century and produced one ton per day. Even though equipment is improved and higher
production rates can be achieved, the processes inside the blast furnace remain the same. The blast
furnace uses coke, iron ore and limestone to produce pig iron.

Coal is a key part of the coke-making process. The coal is crushed and ground into a powder and then
charged into an oven where it is heated to approximately 1800°F in the absence of oxygen. As the
oven is heated, the coal begins to melt so most of the volatile matter such as oil, tar, hydrogen,
nitrogen and sulphur are removed. The cooked coal, called coke, is removed from the oven after 18 to
24 hours of reaction time. The coke is cooled and screened into pieces ranging from one inch to four
inches. The coke is a porous, hard black rock of concentrated carbon (contains 90 to 93 percent
carbon), which has some ash and sulphur but compared to raw coal is very strong. The strong pieces of
coke with a high energy value provide permeability, heat and gases which are required to reduce and
melt the iron ore, pellets and sinter.

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Just-in-time manufacturing
Just-in-time (JIT) manufacturing, also known as just-in-time production or the Toyota
Production System (TPS), is a methodology aimed primarily at reducing times within
the production system as well as response times from suppliers and to customers. Its
origin and development were mainly in Japan, largely in the 1960s and 1970s and
particularly at Toyota.

Manufacturing engineering
Manufacturing Engineering is a branch of professional engineering that shares many
common concepts and ideas with other fields of engineering such as mechanical,
chemical, electrical, and industrial engineering. Manufacturing engineering requires the
ability to plan the practices of manufacturing; to research and to develop tools,
processes, machines and equipment; and to integrate the facilities and systems for
producing quality products with the optimum expenditure of capital.

The manufacturing or production engineer's primary focus is to turn raw material into an
updated or new product in the most effective, efficient & economic way possible.

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2.2COMPANY PROFILE

2.2 Company profile

About Neel industry

Neel Industries Private Limited Is a Non-Govt Company, Incorporated On 04 Jan, 2000.
It's A Private Unlisted Company and Is Classified As ‘Company Limited by Shares.

Company's Authorized Capital Stands at Rs 124.0 Lakhs and Has 88.71129% Paid-Up Capital
Which Is Rs 110.0 Lakhs. Neel Industries Private Limited Last Annual General Meet (AGM)
Happened On 30 Sep, 2017.

The Company Last Updated Its Financials On 31 Mar, 2017 as Per Ministry Of
Corporate Affairs (MCA). Neel Industries Private Limited Is Majorly in Manufacturing
(Metals & Chemicals, And Products Thereof) Business from Last 21 Years and Currently,
Company Operations Are Active.
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Current Board Members & Directors Are Suresh Mishra Kumar and Balakrishna
Dhansiram Hada. Company Is Registered in Chennai (Tamil Nadu) Registrar Office.

Neel Industries Private Limited Registered Address Is Padur Road, Kuthambakkam village
Thirumazhisai P.O., Poonamallee T.K. Tiruvallur D.T-602 107. Tn 602107

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Our Vision
Expanding leadership in our business by creating an agile environment that delivers excellence and
delight to stakeholders through the power of people, innovation and technology"

Core Values

 Integrity & Ethics

 by having the conscience to be honest and sincere, resulting in appropriate conduct without being
overseen.

 Ownership & Commitment

 by feeling a sense of accountability towards all tasks undertaken and taking complete
responsibility for the outcomes.

 Respect & Teamwork 

by fostering trust among people and an appreciation for diversity of ideas, thereby harnessing the
potential of individuals and channelling it to accomplish greater group goals.

 Customer Trust & Delight 

by meeting commitments, being sensitive to customer needs and addressing matters with clarity
and speed.

 Safe & Green 

by being, in all our actions, a conscientious corporate citizen that prioritizes the safety of its
people, protects the environment and contributes to the wellbeing of society

Technology, Innovation and People

Technology, Innovation and People serve as the 3 key pillars of the JBM foundation. We constantly
quest for continued excellence by enhancing technology, enabling innovation and empowering people,
thereby, creating consistent value for all stakeholders.
JBM Group is always sensitive to the dynamic requirements of its customers and continues the journey
of efficiency by enhancing the technology at every stage. The organization has collaborated with best
global technology partners; possesses state-of- the-art manufacturing facilities and has incorporated
highly automated processes. These characteristics have established new benchmarks that have aided in
bringing about superior quality and flawless technical perfection to the organization’s deliverables.
JBM Group is dedicated to create an environment that fosters ongoing development of its employees.
The human resources division strives to nurture talent and provide ample career avenues to become a
valued human capital for the organization.

Environment, Health & Safety

At JBM, sustainability is the way of doing business. The Group has aligned its goals for Environment,
Health and Safety, making an impact across its value chain worldwide.
Together with the suppliers, customers and stakeholders, JBM strives to maintain highest standards to
preserve and protect the environment, as well as enhance the health and safety of the Group’s
employees and communities

Neel Unique Value Proposition:

1) Partnership based on mutual trust and transparency.

2) Great heritage - Aligned values - eye on the future.

3) Immediate strength - scale and scope.

4) Deep customer relationships.

About JBM
Jay Bharat Maruti (JBML), a public limited company, was incorporated in 1987 as a joint venture with
Maruti Suzuki India Limited (MSIL). Keeping pace with the steep rise in demand and quality of
passenger cars and the fierce competition from the entry of international auto majors in the country,
JBM had to continually expand its manufacturing capacity and capability. The world–class
manufacturing capabilities include imported and indigenous press lines, robotic welding lines as well
as plating and painting facilities.

JBML added capabilities to produce exhaust systems, axles and fuel neck fillers to the existing
capabilities of sheet metal components and welded modules. With several awards to its credit and
support of its partners the company stands posed atop a launch pad to the future fully geared to meet
new challenges and is destined to touch new heights in excellence. JBM Auto is a JBM Group
company. JBM Group spanned over 28 plants in 11 locations is spreading its wings further to new
areas, new locations to touch new heights.
JBM Group created a new meaning for excellence in manufacturing of sheet metal parts and welded
assemblies, exhaust systems, axles, high tensile fasteners, tubes, special purpose vehicles and waste
management services. The group has embraced international systems and processes, implementing
them at all levels, in every unit, and across all parameters. This has resulted in prestigious
certifications from global institutions. The group companies have consistently met and surpassed
world–class standards, while accumulating a wealth of knowledge and expertise in the industry.

Is a focused and progressive conglomerate aiming to add value to our customers ‘business via its
products, services and innovative solutions. The Group has a diversified portfolio with presence in
multiple domains such as Automotive, Engineering & Design services, Renewable energy, Railways
and OEM. JBM Group currently has an infrastructure of 40 manufacturing plants, 4 Engineering &
Design centers across 18 locations globally. The multibillion-dollar JBM Group has broadened its
horizons by focusing on quality delivery, solutions approach, product development processes, flexible
manufacturing systems and contract manufacturing Group comprising primarily of auto component
division, caters services to esteemed clients that include Ashok Leyland, Bajaj Auto Ltd, Fiat, Ford,
General Motors Corporation, Honda, Hero, JCB, Mahindra, Maruti Suzuki, Renault, Nissan, TATA,
Toyota, TVS, Volvo-Eicher, Volkswagen and many more.
2.3 PRODUCT PROFILE

Auto Components and Systems

Our auto components division has been in business for over three decades and is the most elaborate
JBM Group has attained a colossal global presence by being able to offer better manufacturing
techniques coupled with global quality standards, supported by its in-house design and engineering
divisions that use the latest manufacturing technology. Our portfolio includes skin panels, BIW parts,
axles, exhaust systems, chassis & suspension wheel-assemblies, welded assemblies, tubes and tubular
manipulations for 2W, 3W, commercial vehicle, construction & farm equipment's manufacturer.

 2 Wheelers

Front Door, Rear Door, Tail Gate, Fuel Neck, Filler Fender, Apron Assembly, Exhaust Front Floor,
Assembly Cross, Car Beam Bumper, Crash Member, Banjo Beam

 4 & 3 Wheelers

Fuel Tank, Assembly Chain, Case Cover, Side Body, Exhaust Front, Fork Fuel, Filler Swing, Arm
Cross, Car Beam Cabin Assembly.

 Commercial Vehicles, OFF-HIGHWAY - FARM & Construction Equipment

Air Tank, Bonner Assembly, Bumper Cabin, Assemblers Member Cross Truck, Beam Exhaust, Fender
Assembly, Fuel Tank, Hydraulic Tank.

 Contract Manufacturing, Pulleys & Tubes

Body Assembly, Fasteners, Frame Assembly, Long Body, Assemble, Pulleys Tubes.

OEM

JBM Bus division specializes in manufacturing of international quality buses built with cutting-edge
technology. Backed by latest features, JBM buses provide the highest levels of safety, comfort
durability and reliability, combining fuel efficiency with utility and performance, using green
technology, thereby reducing their carbon footprint in the overall environment.
Railways
JBM Group ventured into Railways in 2006, with fabrication and currently we are a major supplier of
doors for India Railway's premium coaches like Shatabdi and Rajdhani. We have a state-of- the-art
manufacturing facility in Delhi NCR. Our R&D division ensures that we develop new products via the
use of latest technology.

Bio Retention Tank

Wider Cabin

Coach Doors

Long Hood

Bogie Frame Assembly

Engineering & Design Services

As an endeavor to consistently upgrade ourselves with existing engineering skills, technological
enhancement and keeping pace with fast-changing world of technology, JBM group has set up 4
engineering and Design Services Centers. This hones our 'Art-to-Part' systems manufacturing.
 2.4

ORGANIZATIONAL CHART

NEEL INDUSTRY

2.5 SWOT ANALYSIS

Strengths
 Manufacturing with world class processes like JIT, Kaizen.
 Implementation of latest technological advancements would improve operating efficiency
significantly.
 State-of-the-art technology to facilitate manufacturing products at par with global standards.
 •Our facilities have advanced technologies with Automation

Weakness
 Competitive solutions in auto components may result in reduced margins.

Opportunity
 Diversifying the portfolio which will substantially reduce the risk.
 Large customer base will help in accelerating growth.
 •Alliances with international companies will help in adding new customers.
 Emerging as Global platform supplier.

Threat
 •Slowdown in international markets may impact exports.
CHAPTER lll
3.1 Human Resources

HR has several important functions in the organization. These include recruitment,

performance management, learning and development. Human Resource Management
(HRM or HR) is the strategic approach to the effective management of people in a
company or organization such that they help their business gain a competitive advantage.
It is designed to maximize employee performance in service of an employer's strategic
objectives. Human resource management is primarily concerned with the management of
people within organizations, focusing on policies and systems. HR departments are
responsible for overseeing employee-benefits design, employee recruitment, training and
development, performance appraisal, and reward management, such as managing
pay and benefit systems. HR also concerns itself with organizational change and
industrial relations, or the balancing of organizational practices with requirements
arising from collective bargaining and governmental laws.

The overall purpose of human resources (HR) is to ensure that the organization is able to
achieve success through people. HR professionals manage the human capital of an
organization and focus on implementing policies and processes. They can specialize in
finding, recruiting, training, and developing employees, as well as maintaining employee
relations or benefits. Training and development professionals ensure that employees are
trained and have continuous development. This is done through training programs,
performance evaluations, and reward programs. Employee relations deals with the
concerns of employees when policies are broken, such as cases involving harassment or
discrimination. Managing employee benefits includes developing compensation
structures, parental leave programs, discounts, and other benefits for employees. On the
other side of the field are HR generalists or business partners. These HR professionals
could work in all areas or be labor relations representatives working with unionized
employees.
HR is a product of the human relations movement of the early 20th Century, when
researchers began documenting ways of creating business value through the strategic
management of the workforce. It was initially dominated by transactional work, such
as payroll and benefits administration, but due to globalization, company consolidation,
technological advances, and further research, HR as of 2015 focuses on strategic
initiatives like mergers and acquisitions, talent management, succession planning,
industrial and labor, and diversity and inclusion. In the current global work environment,
most companies focus on lowering employee turnover and on retaining the talent and
knowledge held by their workforce.
 1. Human resource planning
The first function of HR is all about knowing the future needs of the organization.
What kind of people does the organization need, and how many? Knowing this will
shape the recruitment, selection, performance management, learning and development,
and all other HR functions. Human resources planning is similar to workforce
planning. Both focus on where the organization is today and what it needs to be

successful in the future.

2. Recruitment and selection

The second HR function involves attracting people to work for the organization and
selecting the best candidates. Attracting people usually starts with an employee brand.
Being an attractive employer has plenty of advantages – just as it is the other way
around. With a strong employer brand and the right sourcing strategies, the company is
already halfway there. Once candidates apply, selection is an HR instrument to pick

the best qualified and highest-potential candidates

3. Performance management
Performance management is essential in ensuring that workers stay productive and
engaged. Good performance management involves good leadership, clear goal-setting,
and open feedback. Performance management tools include the (bi)annual performance
review, in which the employee is reviewed by his/her manager. It also includes 360-
degree feedback tools in which peers, managers, subordinates, and sometimes even
customers review the employee’s performance.

4. Learning and development

Enabling employees to develop the skills they need for the future is an essential
responsibility for HR. This is also related to the first HR function we listed, in which HR
bridges the gap between the workforce today and the workforce needed in the near
future. Traditionally, organizations have a set budget for learning and development. This
budget is then distributed among its employees. In some countries, this fee is mandatory.
In the UK, for example, companies with an annual pay bill of more than £3 million pay a
mandatory rate of 0.5% designated for the professional education of their employees.

5. Career planning
The fifth function of HR is career planning, guidance, and development for employees,
together also referred to as career pathing. Showing employees how their personal
ambition can align with the future of the company helps to engage and retain them. For
the organization, there are the benefits of better succession planning, higher
productivity, and a stronger employer brand. HR professionals first need to take a look
at the jobs within a company.

6. Function evaluation
Function evaluation is a more technical role of HR that involves comparing various
functions in terms of qualification, the quality, and availability of workers, job
location, working times, the economic situation, job responsibility, and how much
value this job adds to the organization. The idea behind function evaluation is that
similar jobs should be rewarded similarly

7. Rewards
Rewarding employees for their work is a function that is impossible to miss. Rewards
include salary but also growth and career opportunities, status, recognition, a good
organizational culture, and a satisfying work-life balance. The total rewards framework
shows that rewards are more than just money. They can also be relational and
psychological outcomes.

8. Industrial relations
Another function of HR is maintaining and cultivating relationships with labor unions
and other collectives, and their members
9. Health and safety
HR plays an important role in creating and implementing health and safety
regulations. Making these regulations part of the company culture is one of the main
functions of HR

10. Personal wellbeing

HR has a function in assisting and taking care of employees when they run into
personal problems. Personal wellbeing is about supporting employees when things
don’t go as planned. Wellbeing is often misunderstood and miscommunicated, largely
because of limited literature and its subjective nature. Employers commonly approach
wellbeing as a firefighting measure. For example, they see a dip in employee morale in
the latest internal survey and HR reacts with ad hoc wellbeing initiatives to get their
numbers back up.

11. Administrative responsibilities

The final function of HR is its administrative responsibility. These include personnel
procedures and Human Resource Information Systems. Personnel procedures involve
the handling of promotions, relocations, discipline, performance improvement, illness,
regulations, cultural and racial diversity, unwanted intimacies, bullying, and so on. For
each of these situations, policies and procedures need to be developed and followed to
successfully comply with the requests, or overcome these challenges.
 3.2 Accounting and stores
Accounting and stores at the company handles multiple functions. The department
consists of 5 employees. Accounting is the process of recording financial transactions
pertaining to a business. The accounting process includes summarizing, analyzing and
reporting these transactions to oversight agencies, regulators and tax collection
entities. The financial statements used in accounting are a concise summary of
financial transactions over an accounting period, summarizing a company's operations,
financial position and cash flows.

1. Billings.
A billings group assembles information from the shipping and customer order
departments to create invoices that are sent to the company's customers.

2. Budgeting.
The department assists the rest of the company with the formulation of a company- wide budget,
which is used to plan for expenditures in the coming year, including the purchase of fixed assets.

3. Collections.
The accounting department is responsible for keeping track of overdue invoice payments from
customers, and uses a variety of methods to extract payment from them, including dunning letters,
phone calls, and attorney letters.

4. Financial statements.
A reporting group within the department creates adjusting journal entries to bring the company's
initial financial results into compliance with the applicable accounting framework, writes footnotes
to accompany the financial statements, and releases financials following the end of each reporting
period.
5. Internal reporting.
A cost accounting staff can provide considerable value by calculating the profitability of various
products, product lines, services, customers, sales regions, stores, and so forth. The areas of
analysis may change on a regular basis, so that management can view different aspects of the
business, with an emphasis on improving financial results.

6. Payables.
The payables staff collects supplier invoices and employee expense reports, verifies that the billed
amounts are authorized for payment, and issues payments to recipients on scheduled payment dates.
These employees also watch for early payment discounts, and take the discounts if it is economical
to do so.

7. Payroll.
A specialized group collects time worked information from employees, as well as pay rate
information from the human resources department, calculates tax and other deductions from
employee pay, and issues net pay amounts to employees, either in cash or via checks, pay cards, or
direct deposit.

8. Taxes.
A specially-trained group of accountants estimates the amount of taxable income that the business
is likely to generate, and periodically remits income tax payments to the government, based on
this estimated amount. The tax group also issues tax filings in a number of other areas, such as
franchise taxes, sales taxes, use taxes, and property taxes.
 3.3 Marketing/customer relation
Marketing is the action or business of promoting and selling products or services,
including market research and advertising. The 'marketing concept' proposes that to
complete its organizational objectives, an organization should anticipate the needs and
wants of potential consumers and satisfy them more effectively than its competitors.

Marketing is defined by the American Marketing Association as "the activity, set of

institutions, and processes for creating, communicating, delivering, and exchanging
offerings that have value for customers, clients, partners, and society at large". The term
developed from the original meaning which referred literally to going to market with
goods for sale. From a sales process engineering perspective, marketing is "a set of
processes that are interconnected and interdependent with other functions of a business
aimed at achieving customer interest and satisfaction".

Philip Kotler defined marketing as "Satisfying needs and wants through an exchange
process". and a decade later defines it as "a social and managerial process by which
individuals and groups obtain what they want and need through creating, offering and
exchanging products of value with others".

The Chartered Institute of Marketing defines marketing as "the management process

responsible for identifying, anticipating and satisfying customer requirements
profitably". A similar concept is the value-based marketing which states the role of
marketing to contribute to increasing shareholder value. In this context, marketing can
be defined as "the management process that seeks to maximize returns to shareholders
by developing relationships with valued customers and creating a competitive
advantage".

In the past, marketing practice tended to be seen as a creative industry, which

included advertising, distribution and selling. The process of marketing is that of
bringing a product to market, which includes these steps: broad market research; market
targeting and market segmentation; determining distribution, pricing and promotion
strategies; developing a communications strategy; budgeting; and visioning long-term
market development goals. Many parts of the marketing process (e.g. product design,
art director, brand management, advertising, inbound marketing, copywriting etc.)
3.3.1 B2B marketing

B2B (business-to-business) marketing refers to any marketing strategy or content that

is geared towards a business or organization. Any company that sells products or
services to other businesses or organizations (vs. consumers) typically uses B2B
marketing strategies.

Examples of products sold through B2B marketing include:

1. Major equipment

2. Accessory equipment
3. Raw materials

4. Component parts

5. Processed materials

6. Supplies

7. Business services
3.4 Operation & Production
 Production department is one of the most established departments in JBM GROUP The operations
and Manufacturing part or the post phase comes under Mr. Mithilesh Pandeyone of the Directors of
the company Visionary and target driven leader in Automotive and Industrial domain with a
demonstrated history of managing diverse Manufacturing Organization with P&L Responsibility.

 More than 25 years of award-winning extensive experience across plant operations, quality
assurance, technical & product development domains in a highly demanding environment.

 Skilled in heading multi plant operations. Key driver of productivity, quality, innovation, and
process excellence.

 Responsible for all the critical manufacturing functions. A reputable ability in driving growth
across parameters such as production, quality, process Improvements, time/cost reduction &
resource optimization and exceed revenue goals.

 Experience of working as General Manager and Plant Head with JBM overseeing managing
production, quality, process improvements, time/cost reduction & resource optimization.

 Currently, working as Head of Operations of JBM with responsibility extending to each and every
aspect of Plant Efficiency and Profitability. Accountable for heading complete operation and P&L
of Plant. Responsible for formulating strategies and implementing them, building/upgrading team
for catering required Quality and Quantity of sheet metal components to our customers.

3.4.1 Production
Incorporated in the year 1996, JBM Auto Ltd. is the flagship company of JBM Group. The company
has diversified into bus manufacturing with an aim to become a globally benchmarked producer of
modern intra-city buses.

The bus division of JBM Auto Ltd. has been a pioneer in bringing products that have been
significantly ahead of the prevailing practices and solutions. JBM aims at provisioning high quality,
convenient and sustainable public mobility solutions in India. JBM buses are built with leading
cutting-edge technology providing the highest levels of comfort and safety with first in class features.
Moreover, JBM buses are committed to combining fuel efficiency with utility and performance using
Green & effective technology, thereby reducing the carbon footprint in the overall environment.
CITYLIFE, India’s first true low floor bus, the first product from the JBM stable bought in various
features and aggregates that were introduced first time in the city bus segment in India.
CITYLIFE, CNG and Diesel versions, have been, meticulously designed to suit the requirements on
the typical Indian commuter. Expanding the product portfolio further, JBM introduced ECO-LIFE
series, India’s first ever 100% electric buses in association with Solaris Bus from Europe. JBM Solaris
ECO-LIFE electric buses come in as just in time solution addressing the growing environmental
concerns in our country. JBM’s focus is to be a one-stop solution provider in the Electric Vehicles
segment by providing a complete ecosystem solution for E-mobility i.e., Battery Technology, Electric
Bus & Charging Infrastructure. By way of its in-house R&D centres, JBM Auto offers entire range of
activities right from design, development, engineering, prototyping, testing and validation. JBM Auto
brings to the table stringent quality standards, domain know-how, having proven track record in
manufacturing of key auto systems & assemblies of over 3 decades in India.

JBM Auto limited has initiated the journey of becoming a technology-oriented Bus Manufacturer in
India with its state-of-the-art product called CITYLIFE. The bus has been created to deliver
convenience, safety, comfort and passenger delight by offering world-class travelling experience on
Indian roads.

The product line up of JBM Motors offers a cutting edge in its vehicles for the market. The brand has
an in-house engineering and design centre, which has capability from Design to Deliver.
BrendaMenarinbus (BMB) is the technology partner for JBM Motors and as a valued partner BMB
brings to the table stringent quality standards, domain know-how, having proven track record in
Europe. The division weaves in a seamless bond with the Group’s offering due to the company’s in-
house base of varied auto components.
3.1 Financial Statements Analysis
Financial statement analysis is the process of analyzing a company's financial statements
for decision-making purposes. External stakeholders use it to understand the overall
health of an organization as well as to evaluate financial performance and business
value. Internal constituents use it as a monitoring tool for managing the finances. The
financial statements of a company record important financial data on every aspect of a
business’s activities. As such they can be evaluated based on past, current, and projected
performance. Several techniques are commonly used as part of financial statement
analysis. Three of the most important techniques include horizontal analysis, vertical
analysis, and ratio analysis. Horizontal analysis compares data horizontally, by analyzing
values of line items across two or more years. Vertical analysis looks at the vertical
affects line items have on other parts of the business and also the business’s proportions.
Ratio analysis uses important ratio metrics to calculate statistical relationships.

Financial statements are maintained by companies daily and used internally for business
management. In general both internal and external stakeholders use the same corporate
finance methodologies for maintaining business activities and evaluating overall
financial performance.

When doing comprehensive financial statement analysis, analysts typically use multiple
years of data to facilitate horizontal analysis. Each financial statement is also analyzed
with vertical analysis to understand how different categories of the statement are
influencing results. Finally, ratio analysis can be used to isolate some performance
metrics in each statement and also bring together data points across statements
collectively.
3.5.1 Balance Sheet:
The balance sheet is a report of a company's financial worth in terms of book value. It is
broken into three parts to include a company’s assets, liabilities, and shareholders'
equity. Short-term assets such as cash and accounts receivable can tell a lot about a
company’s operational efficiency. Liabilities include its expense arrangements and the
debt capital it is paying off. Shareholder’s equity includes details on equity capital
investments and retained earnings from periodic net income. The balance sheet must
balance with assets minus liabilities equaling shareholder’s equity. The resulting
shareholder’s equity is considered a company’s book value.
3.5.2 Income Statement:
The income statement breaks down the revenue a company earns against the expenses
involved in its business to provide a bottom line, net income profit or loss. The income
statement is broken into three parts which help to analyses business efficiency at three
different points. It begins with revenue and the direct costs associated with revenue to
identify gross profit. It then moves to operating profit which subtracts indirect expenses
such as marketing costs, general costs, and depreciation. Finally, it ends with net profit
which deducts interest and taxes.

Basic analysis of the income statement usually involves the calculation of gross profit
margin, operating profit margin, and net profit margin which each divide profit by
revenue. Profit margin helps to show where company costs are low or high at different
points of the operations.
3.5.3 Cash Flow Statement:
The cash flow statement provides an overview of the company's cash flows from
operating activities, investing activities, and financing activities. Net income is carried
over to the cash flow statement where it is included as the top line item for operating
activities. Like its title, investing activities include cash flows involved with firmwide
investments. The financing activities section includes cash flow from both debt and
equity financing. The bottom line shows how much cash a company has available.

38
Chapter IV

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4.1 Findings
 Neel industry is a perfect example of “Make in India”. Companies as specialized Neel
industry are a true testament to the technological development of our country.
 Through technological expertise and persistence, Neel industry has found a space for
itself in the industry.
 One of the most visible reasons for success of the company are the talented and highly
skilled experts and workforce.
 Despite being not huge in size, Neel industry has managed to take great strides ahead in
their field of work as mentioned in the “Journey till date” of the report.
 Being a highly specialized company, many of the mainstream concepts of management
do not apply to Neel industry.
 The production department of the company is equipped with newest technology and in-
house production capability.

4.2 Conclusion
The study of organizational structure of Neel industry was conducted for the summer
Internship subject of the third Semester of the MBA program of SRM IST Ramapuram
The study was aimed at getting a holistic understanding of the workings of an
organization. Getting an overall picture after the first year of study provides a strong
base for the specializations that taken in the second year.

Manufacturing industry was chosen in order to make sure that every aspect of
management could be covered in the study. A detailed study of Neel industry was
conducted which helped in a thorough understanding of a real-life organization within
the limits of a virtual internship. Even though the Global Pandemic prevented from an
organizational visit, the study was still conducted with the aim of getting the best picture
possible with available resources.