1. INTRODUCTION
An organizational study refers to the complete understanding of an organization in all dimensions.
Ashok Leyland is a well known automobile manufacturing company in India. Ashok Leyland believe that its historical success and future prospects are directly related to combination of strengths. The referred unit is a core limb of Ashok Leyland, the nation’s pioneering automobile manufacturer.
The study includes the brief study of the core departments of Ashok Leyland, Chennai. Different officials working in various departments have provided very important data in this report. Every effort has been made to understand the functions and activities of various departments as well as the manufacturing process.
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1.1. OBJECTIVES OF THE STUDY
•
To familiarize with business organization.
•
Getting practical experience regarding the organizational function.
•
To under underst stan and d the the func functi tion onss of HR, HR, Finan Finance ce,, Prod Produc ucti tion on and and Mark Market etin ing g departments.
•
To understand the culture in the organization and its effect on employees.
•
To get industrial exposure and experience.
1.2. SOURCES OF DATA The The meth methodo odolo logy gy used used for for the the study study is thro throug ugh h the the coll collect ectio ion n of prim primary ary and and secondary data.
Primary data •
Direct observation
•
Live discussion with the managers and the staff members.
Secondary data •
Annual Reports
•
Business Journals
•
Existing Records
•
Website of the company.
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2. PROFILE OF THE STUDY
2.1. INDUSTRY PROFILE:
AUTOMOBILE INDUSTRY HISTORY:
In the year 1769, a French engineer by the name of Nicolas J. Cugnot invented the first automobile to run on roads.This automobile, in fact, was a self-powered, three wheeler, military military tractor that made use of steam engine. The range of the automobile, automobile, however, however, was very brief and at the most, it could only run at a stretch for fifteen minutes. In addition, these automobiles were not fit for the roads as the steam engines made them very heavy and large, and required ample starting time. Oliver Evans was the first to design a steam engine driven automobile in the U.S.
The The autom automobi obile le indu indust stry ry fina finall lly y came came of age age with with Henry Henry Ford Ford in 1914 1914 for for the the bulk bulk production in cars. This lead to the development of the industry and it first begun in the assembly lines of his car factory. The several methods adopted by Ford, made the new invention ie) car, popular amongst the rich as well as masses.
According to the history of automobile industry U.S, dominated the automobile markets around the globe with no notable competitors. However, after the end of Second World War in 1945, the automobile industry of other technologically advanced nations such as Japan and certain European nations gained momentum and within a very short period, beginning in the early 1980s, the U.S automobile industry was flooded with foreign automobile companies, especially those of Japan and Germany.
The current trends of the Global automobile industry reveal that in the developed countries the automobile industry are stagnating as a result of the drooping car markets, whereas the autom automobi obile le indu indust stry ry in the the devel develop opin ing g nati nation ons, s, such such as Indi Indiaa and and Brazi Brazil, l, have have been been
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consist consistent ently ly regist registeri ering ng higher higher growth growth rates rates every every passin passing g year year for their their flouri flourishi shing ng automobile markets.
INDIAN AUTOMOBILE INDUSTRY:
India is one of the fastest growing automobile industries in the world. After 1960, the autom automobi obile le indus industr try y saw saw rapi rapid d grow growth th and and many many auto automo moti tive ve manuf manufac actu ture rers rs star starte ted d production.
The automo automobil bilee indust industry ry in India India is the seventh seventh larges largestt in the world with and annual production of over 2.6 million units u nits in 2009. In 2009, India emerged as Asia’s fourth largest exporter exporter of automobiles, automobiles, behind Japan, South Korea and Thailand. Thailand. By 2050, the country country is expected to top the world in car volumes with approximately 611 million vehicles on the nation’s roads.
A well well develop developed ed transp transport ort networ network k indica indicates tes a well well develo developed ped economy economy.. For rapid rapid development a well-developed and well-knit transportation system is essential. As India’s transport network is developing at a fast pace, Indian automobile industry is growing too. Also, the automobile industry has strong backward and forward linkages and hence provides employment to a large section of the population. Thus the role of automobile industry canno cannott be over overlo looke oked d in the the Indi Indian an econo economy my.. Indi Indian an auto automo mobi bile le indu indust stry ry incl includ udes es manufacture of trucks, buses, passenger cars, defence vehicles ,two wheelers etc.., The industry can be broadly divided into the car manufacturing, two-wheeler manufacturing and heavy vehicle manufacturing units.
The major car manufacturers are Hindustan Motors, Maruti Udyog, Fiat India Pvt. Ltd, Ford India Ltd., General Motors Pvt. Ltd., Honda Siel Cars India Ltd., Hyundai Motors India Ltd., Skoda India Pvt. Ltd., Toyota Kirloskar Motor Ltd., to name a few.
The two wheeler manufacturing is dominated by companies like TVS, Honda Motorcycle & Scooter India Pvt. Ltd., Hero Honda, Yamaha, Bajaj etc.., Page | 4
The heavy motors like buses, trucks, defence vehicles, auto rickshaws and other multiutility vehicles are manufactured by Tata-Telco, Ashok Leyland, Eicher Motors, Bajaj, Mahindra and Mahindra etc..,
INDIAN AUTOMOBILE MARKET:
Many foreign companies have been investing in the Indian automobile market in various ways such as technology transfers, joint ventures, strategic alliances, exports and financial collaborations. The auto market in india can boast of attractive finance schemes, increasing purchase power and launch of latest products. Some vital statistics regarding the automobile market in India has been mentioned below: •
India ranks 2nd in the global two-wheeler market
•
India is the 4th biggest commercial vehicle market in the world
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India ranks 11th in the international passenger car market
•
India ranks 5th pertaining to the number of bus and a nd truck sold in the world.
HEAVY VEHICLES MARKET:
Heavy vehicles market in India comprises of trucks, machines, ambulances and school buses. The popular heavy vehicle brands in India are Volvo, Eicher, Tata, Telco, Ashok Leyland and Swaraj Mazda. Following are the major players in the Indian Heavy Vehicles Market: •
Tata Tata Motor Motorss is the the larg larges estt autom automob obil ilee manuf manufac actu turi ring ng comp company any in Indi Indiaa that that manufactures a wide range of heavy vehicles adhering to world class standards. It is the market leader in commercial vehicles in all the segments, be it heavy vehicles, medium size vehicles, small vehicles, buses or defence vehicles. The heavy vehicles manufactured by Tata Motors have highly developed braking structure, high ground author authoriza izatio tion, n, better better direct direction ion compet competence ence and a muscul muscular ar body. body. The advance advanced d engine imparted to these heavy vehicles makes them a class apart from the other
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heavy vehicles running on the Indian roads and Highways. Tata Motors leads this segment with a market share of 61%. •
Ashok Leyland is an exclusively heavy vehicle manufacturing manufacturing company situated situated in Chennai and was initiated in the year 1948. It is one of India’s biggest producers of heavy vehicles such as trucks, buses, military vehicles and also the second biggest commercial vehicle firm in India heavy vehicle division with a market share of around 27%. Ashok Leyland is also renowned for producing auto spare parts and engines for marine and industrial submission. •
Eicher Motors was initiated in 3 rd September, 1960. The first firm to manufacture
the first tractor in India. The indigenously manufactured tractor was introduced in the Indian market straight from Eicher’s Faridabad factory. The history of the firm can be traced back to 1948, when Goodearth Company was established for vending and repairs of imported tractors in the nation. •
Swaraj Mazda, a tie up between Mazda and Swaraj Enterprise, Swaraj Mazda
represents advanced Indian expertise and manufacturing. The firm has Research and Develop Developmen mentt impro improvem vement ent edge on intern internati ational onal scale. scale. The firm firm manufa manufactu ctures res various products such as Bus, Ambulance, Trucks etc.
The modern modern automobile automobile market in India has been considering considering key issues issues in the process process of growth: •
Customer care, and not just service
•
Domestic as well as multi-national investments
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Searing through cut-throat competition
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Road safety
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Anti-pollution norms
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Co-ordination with government to enable advancement
•
Used vehicle trade The future of Indian automobile market is bright as it looks forward to manufacturing and implementing new innovations such as electric cars as provided by Reva, alternate fuels like CNG and LPG and probably customized internet automobile orders.
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3. COMPANY PROFILE:
Ashok Leyland has been a major presence in India’s commercial vehicle industry since 1948, the year it was born. born. The origin of Ashok Leyland Leyland can be traced to the urge for self-reli self-reliance, ance, felt by independent independent India. India. Pandit Jawaharlal Jawaharlal Nehru, India's first Prime Minist Minister er persua persuaded ded Mr. Raghuna Raghunanda ndan n Saran, Saran, an indust industria rialis list, t, to enter enter automo automoti tive ve manufacturing. They are one of the India’s leading manufactures of commercial vehicles and special vehicles, engines for industrial purpose, gen sets and marine requirement equipments. For over five decades, Ashok Leyland has been the technology leader in India’s commercial vehicle vehicle indust industry ry,, moldin molding g the countr country’s y’s commer commercia ciall vehicle vehicle profil profilee by introd introduci ucing ng technologies and product ideas that have gone on to become industry norms.
Ashok Ashok Leyland Leyland at the the time time of its its ince incept ptio ion n was was know known n as Ashok Ashok Motors Motors.. It was was assembling Austin cars at the first plant, at Ennore, near Chennai. In 1950, the company started assembly of Leyland commercial vehicles and soon the local manufacturing under license from British Leyland, participation in the equity capital, in 1954, the company was re christened Ashok Leyland.
In
1987
the
overseas
holding
by
LRLIH
(LAND
ROVER
LEYLAND
INTERNATIONAL HOLDINGS LIMITED) was taken over by a joint venture between the Hinduja group, the Non Resident Indian Transnational group and IVECO Fiat SPA part of the Fiat group and Europe’s leading truck manufacturing company. Ashok P Hinduja is the chairman of the company. The Hinduja group also associated with Ennore Foundries Foundries Limited, Limited, Automotive Automotive Coaches and Components Components Limited, and Gulf Ashley Motors Limited.
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The subsidiary holdings are Ashley Holdings Ltd., Ashley Investment Ltd., and Ashok Leyland Project Services. The chief competitors of the company are;
•
Mahindra
•
Volvo
•
Tata Motors
With a commanding strength of the about 12,000 employees the company is looking forwards to enhance the scope of its action. It is aiming at expanding its production operation overseas to make it a more globally accessible company. It is looking to acquire a small to medium sized commercial vehicle manufacturers in China and other developing nations, which have an established product line. An example would be the 2007 acquisition of the Czech based Avia’s truck business rechristened Avia Ashok Leyland Motors.
Since its inception, Ashok Leyland has been a major presence and these years have been punctuated by a number of technological innovations which went to become industry standard. This tradition of technological innovations and leadership was achieved through years of vigorous in-house research and development.
From 18 seater to 82 seater double-decker buses, from 7.5 tonne to 49 tonne in haulage vehicles, from numerous special application vehicles to diesel engines for industrial, marine and genset applications, Ashok Leyland offers a wide range of products.
Ashok Leyland has seven manufacturing plants -
•
Ennore Plant, Chennai.
•
Hosur Plants Unit I, Unit II and Unit II A.
•
Alwar, Rajasthan. Page | 8
•
Bhandara, Maharashtra.
•
Pantnagar, Uttarakhand
Early products products of Ashok Leyland Leyland included included the Leyland Leyland Comet bus chassis sold to many operators including Hyderabad Road Transport, Ahmedabad Municipality, Travancore State Transport, Bombay State Transport and Delhi Road Transport Authority.
In the popular metro cities, cities, four out of five state transport transport undertaking buses come from Ashok Leyland. Some of them like the Double Decker and Vestibule buses are unique models from Ashok Leyland, tailor made high-density routes.
Statistics reveal that the company is India’s largest exporter of medium and heavy duty trucks. It sells close to 83,000 medium and heavy vehicles each year. The company has a near 98.5% market share in the Marine Diesel engine markets in India. At 60 million passengers a day, Ashok Leyland buses carry more people than the entire Indian Railway network.
The Five AL Values are:
1. International 2. Speedy 3. Value Creator 4. Innovative 5. Ethical
FACILITIES: •
The company has seven manufacturing locations in India 1) Ennore, Tamilnadu 2) Hosur: Unit 1, Tamilnadu 3) Hosur: Unit 2, Tamilnadu 4) Hosur: Unit 2A, Tamilnadu 5) Alwar, Rajasthan Page | 9
6) Bhandara, Maharashtra 7) Pantnagar, Uttarakhand •
Ashok Ashok Leylan Leyland’s d’s Techni Technical cal Centre, Centre, at Velli Vellivoy voyalch alchava avadi di in the outski outskirts rts of Chennai, is a state-of-the-art product development facility, that apart from modern test tracks and component test labs, also houses India’s one and only Six Poster testing equipment.
•
The company has an Engine Research and Development facility in Hosur.
•
The new plant in the North Indian state of Uttarakhand at Patnanagar is set up at an investment outlay of Rs.1200 crores. This plant is expected to go on stream in the year 2010 to cater mainly to the North Indian market taking advantage of the excise excise duty and other tax concessions. concessions. The facilities facilities have been so designed as to accommodate further expansion in terms of capacity and future models. At full capacity utilization, 75000 vehicles will roll out of the Patnanagar plant.
•
The The comp company any has has sign signed ed an agre agreem emen entt with with Ras Ras Al Khai Khaima mah h Inve Invest stme ment nt Authority (RAKIA) in UAE for setting up a bus body building unit in the Middle east.
CLIENTS (Not exhaustive):
Indian Army.
US Army.
Honduras Armed Forces (HAF).
Tamilnadu State Transport Corporation (TNSTC).
Metropolitan Transport Corporation (MTC), Chennai.
State Express Transport Corporation (SETC), Tamilnadu.
Kerala State Road Transport Corporation.
Maharashtra State Road Transport Corporation (MSRTC).
Andhra Pradesh State Road Transport Corporation (APSRTC).
Parveen Travels.
Sharma Transport.
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VISION
Achieving leadership in the medium/heavy duty segments of the domestic commercial vehicle market and a significant presence in the world market through transport solutions that best anticipate customer needs, with the highest value -to-cost ratio.
MISSION
-Identifying with the customer. -Being the lowest cost manufacturer. -Global -Global benchm benchmarki arking ng our produc products, ts, proces processes ses and people, people, against against the best best in the industry.
QUALITY POLICY
Ashok Ashok Leyland Leyland is commit committed ted to achiev achievee custom customer er satisf satisfact action ion by antici anticipat pating ing and delivering superior value to the customer in relation to their own business, through the products and services offered by the company and comply with statutory requirements.
Towards this, the quality policy of Ashok Leyland is to make continual improvements in the processes that constitute the quality management system, to make them more robust and to enhance their effectiveness and efficiency in achieving stated objectives leading to 1. Superior Superior products products manufact manufactured ured as also also services services offere offered d by the company company.. 2. Maximum Maximum use of employe employees es potential potential to contribu contribute te to quality quality and environm environment ent by progressive up gradation of their knowledge and skills as appropriate to their functions. 3. Seamless Seamless involveme involvement nt from supplie suppliers rs and dealers dealers in the missi mission on of the company company to address customers changing needs and protection of the environment.
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ORGANIZATION CHART OF M/s. ASHOK LEYLAND LTD. MANAGING DIRECTOR MAMANGIN
ED CFO
INTERNA L AUDIT
ED
ED
PRODUCT DEVELOPM -ENT
HR
SPECIAL DIRECTOR
ED & COMPANY SECRETARY
BUSINESS PLANNING
ED CONSTRUCTION & ALLIED BUSINESS
SPECIAL DIRECTOR PLANNING & PORTFOLIO MGMT
WHOLE TIME DIRECTOR & COO
ED
ED
MFG
MKTG
ED
ED INTERNATIONAL OPERATIONS
PRODUCT PLANNING
ED SALES & SERVICE
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ORGANIZATION STRUCTURE OF M/s. ASHOK LEYLAND LTD. (AUTHORITY FLOW)
MANAGING DIRECTOR
WHOLE TIME DIRECTOR
EXECUTIVE DIRECTOR
SPECIAL DIRECTOR
GENERAL MANAGER
DEPUTY GENERAL MANAGER
ASST. GENERAL MANAGER
DIVISIONAL MANAGER
SENIOR MANAGER
MANAGER
DEPUTY MANAGER
ASST. MANAGER
SENIOR OFFICER
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OFFICER
FUNCTIONS OF THE MAJOR DEPARTMENTS SELECTED The major functional areas of the unit and the major departments which oversee those areas are catalogued as follows:
a) HR De Depart artment b) Finance Department c) Mark Market etin ing g Depar Departm tmen entt d) Prod Produc ucti tion on Depar Departm tmen ent. t.
A brief review of each department department and its activities as follows:
a) HUMAN RESOURCE DEPARTMENT OF ASHOK LEYLAND LTD.
HUMAN RESOURCE MANAGEMENT
Human resource management is defined as the managing function of employees, developing and compensating HR resulting in creation and development of human relati relations ons with with the view view to contri contribut butee propor proportio tionat nately ely to the organi organizat zation ional, al, individual and social goal.
VALUE STATEMENT
“We consider our employees as our most valuable asset and are committed to provide full encouragement and support to them, to enhance enhance their potential potential and contribution to the company’s business”.
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DEPARTMENTAL STRUCTURE:
ED- HR
DIRECTORMGMT DEVELOPMENT CENTRE-HOSUR
GMMANAGEMENT DEVELOPMENT
DGM-HR
AGMOFFICE SERVICES
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DIVISIONAL MANAGER- IR
-MANAGER -ASST. MANAGER -OFFICERS
SR.MANAGER- HR
- ASST.MANAGER - MGMT TRAINEE
MEDICAL OFFICER
CHIEF SECURITY OFFICER
OFFICER
FUNCTIONS OF HR DEPARTMENT: 1) HR ACQUISITON •
Recruitment
•
Selection
2) HR DEVELOPMENT •
Training and development
•
Organization development
3) PERFORMANCE AND COMPENSATION •
Performance appraisal
•
Incentives and benefits
4) MOTIVATION •
Creating motivation environment
•
Empowerment and participation
•
HR Mobility
1) HR ACQUISITION
RECRUITMENT
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Recruitment is the process of ‘finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected.
SOURCES OF RECRUITMENT
The following are various external sources of recruitment: 1. Cons Consul ulta tanc nciies 2. Camp Campus us recr recrui uitm tmen entt 3. Late Latera rall entr entrie iess 1. CONSULTANCIES
The department heads where requirements are needed informs to the HR department about the requirement. The concerned persons for recruitment gets approval for filling the vacanci vacancies. es. Then Then the consul consultan tancie ciess are approa approache ched d tellin telling g the requir requireme ements nts.. The fit fit applicat application ionss are mailed mailed to attend attend the interv interview iew.. If satisf satisfied ied,, they they are called called for the personal interview.
2. CAMPUS RECRUITMENT
The recruitment panel goes to the reputed colleges to select the candidates. On the following basis they recruit the candidates
GETs - Graduate Engineer Trainees
DETs - Diploma Engineer Trainees
ITI- Industrial Training Institute
3. LATERAL ENTRIES
They pick the experience candidates or people from other companies. The following is the process of lateral entry recruitment: 1. Sourcing 2. Interview a. Written test b. Technical round interview c. Personal Interviews Page | 17
DEPARTMENTAL STRUCTURE:
MANAGING DIRECTOR
CFO
Pricing
Manufacturing Units
Treasury Ennore Direct Taxation
Hosur-1 Indirect
Costing and Budgeting
Corporate Consolidation
FSG
Hosur-2
Hosur-2A
Alwar
( Finance account Service Group)
Bhandara Explore finance
Pantnagar
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DEPARTMENTAL STRUCTURE (AUTHORITY FLOW)
MANAGING DIRECTOR
CHIEF FINANCING OFFICER
GM-FINANCE
DGM-FINANCE
AGM-FINANCE
DIVISIONAL MANAGER
SENIOR MANAGER
MANAGER
DEPUTY MANAGER
ASST. MANAGER
SENIOR OFFICER
OFFICER
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DEPARTMENTAL STUCTURE:
CHIEF OPERATING OFFICER
HEAD-DEFENCE SBU
HEADENGINE BUSINESS
ED- MKTG
HEAD- FULLY BUILT SOLUTIONS
HEAD- MKTG & CUSTOMER GROUPS
HEAD ( CG LCV )
HEAD-PARTS
HEADLCV
HEADPROJECT S
HEAD – MARKETING SERVICE
HEAD- PARTS & CUSTOMER SUPPORT
HEAD – TQM
DGMCUSTOMER SUPPORT GROUP
HEAD-AMC RECON VEHICLES
HEAD- TECH .SERVICE
HEAD- VEHICLE SALES & SERVICE
HEAD- KEY ACCOUNT STU & PROJECT SALES
HEADPRICING
HEADSALES ADMIN
HEAD DISTRBUTION & INVOICE
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REGIONAL MANAGERS
ASHOK LEYLAND- DISTRIBUTION NETWORK:
PLANT
MARKETING
CUSTOMER GROUP
REGIONAL SALES OFFICE
DEALERSHIP
CUSTOMER
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PRODUCT PROFILE (Not Exhaustive):
Ashok Leyland offers a comprehensive product range with trucks from 7.5 tons GVW to 49 tons GVW(Gross Vehicle Weight). From 19 to 80 seaters in passenger transport, a host of special application vehicles and diesel engines for industrial gensets and marine application. application. Product profile profile can be broadly broadly split into five categories categories viz. Buses, Buses, Trucks, Trucks, defence vehicles, special Vehicles and Engines. BUSES
LYNX BS-II
Viking BS-II
12 M Bus-BS II
Cheetah (Front engine)
Viking BS-III
Viking AL
Airport Tarmac Coach
Vestibule Bus
Panther (Rear engine)
Cruiser
Viking CNG BS-III
Stag BS-II
Double Decker
Falcon (Front engine)
TRUCKS
4x2 Haulage models
Ecomet
4x2 and Multi-axle Tipper
Tractor
Multi Axle vehicles
DEFENCE VEHICLES
Short Chassis Bus
Field artillery tractor
Topchi field Artillery tractor
Long Chassis Bus
Stallion 6x6
Stallion truck fire fighting
Comet 4x4
SPECIAL VEHICLES
Hippo tractor
Stallion Mk III Tipper
Beaver tractor
Rapid Intervention Vehicle
Beaver Haulage
Hippo Haulage
Hippo Tipper
ENGINES
Genset application
Marine application Page | 22
d) PRODUCTION DEPARTMENT OF ASHOK LEYLAND LTD. Production is an organized process of manufacturing/producing goods and services through the use of input resources of men, materials, money, machine, methods.
PRODUCTION MANAGEMENT STRATEGIES: Long range strategies •
Effective management of technology.
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Innovation in product management and process technology.
•
Globalization in industry.
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Goodwill inside and outside the organization.
•
An aggressive marketing strategy and risk taking ability.
Short range strategies •
Location and layout.
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Product selection and technology.
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Capital selection and investment.
•
Flexible strategy of production.
•
Standardization of design.
•
Economy of size and variety.
PRODUCTION SYSTEM:
Ashok Leyland employs a continuous production system, making use of special purpose machines and produces standardized items in large quantities. Characteristics •
Standard products are manufactured.
•
Small work in progress in involved.
•
More maintenance is required.
•
Minimum cost of production per unit
•
Division of labour is made more efficient.
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DEPARTMENTAL STRUCTURE:
EXECUTIVE DIRECTOR - MANUFACTURING
PLANT DIRECTOR
GENERAL MANAGER - MANUFACTURING
DGM -MFG
DGM -CHASSIS
AGM-ENGINES
AGM-CHASSIS
DGM –MFG SERVICE
AGMMECHANICAL DIV -MGR
SENIOR -MGR
DIV -MGR
SENIOR -MGR
DIV –MGR MECHANICAL
SENIOR -MGR EXECUTIVES
DIV –MGR MECHATRONIC S
SENIOR -MGR
SENIOR -MGR
EXECUTIVES
EXECUTIVES
ASSOCIATES & DAILY RATED WORKERS
ASSOCIATES & DAILY RATED WORKERS
EXECUTIVES
EXECUTIVES ASSOCIATES & DAILY RATED WORKERS
DIV –MGR ELECTRICAL
ASSOCIATES & DAILY RATED WORKERS ASSOCIATES & DAILY RATED WORKERS
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PLANT LAYOUT:
Product Product layout layout is employ employed ed in chassi chassiss assemb assembly ly and engine engine assemb assembly ly where where in the faci facili liti ties es are are arra arrang nged ed in a line line as per per the the proc proces esss sequ sequen ence ce of the the com compone ponent nt manufactured. Characteristics
•
Mechanized material handling.
•
Lesser work in progress.
•
Special purpose machines are used.
ENGINE ASSEMBLY: •
The engine case arrives at the first section and it is fitted with cam shaft and flywheel.
•
The pistons are attached one by one to the crankshaft.
•
Later fuel filters, oil coolers are attached.
•
Belt and gears for the running came is attached in the next section.
•
Finally the engine timing is set and sent for mounting on the body of a truck or a bus.
FRAME ASSEMBLY:
STAGE 1: Mounting of side members and cross members STAGE 2: Mounting of Front Spring-rear, Spring-rear, Front Spring-rear, Rear spring-front, spring-front, Rear
spring-middle, Rear spring-rear. STAGE 3: Fitting of Engine mounting brackets and FES mounting brackets STAGE 4: Side members fastening fastening to torque limit, Steering Steering box bracket, Side Members
reaming, Front tie channel mounting STAGE 5: Fitment of FES rear brackets, Shock absorber brackets and Torque checking
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PASSING STAGE: Checking and tilting
STAGES OF CHASSIS ASSEMBLY: Stage 1: Lay down regular Stage 2: Fixing of I & U bolt. Stage 3: Brake chamber. Stage 4: Steering gear. Stage 5: Silencer. Stage 6: Fuel / water separator. Stage 7: Air tank. Stage 8: Fuel tank. Stage 9: Engine mounting. Stage 10: Air/fuel piping. Stage 11: Propeller shaft. Stage 12: ACE link assembly Stage 13: Exhaust piping. Stage 14: Radiator. Stage 15: Tyre mounting. Stage 16: Lubrication. Stage 17: Front end structure (FES) Cab mounting. Stage 18: Bumper. Stage 19: Steering.
Now the cockpit of the truck is mounted on the body of o f the truck correctly and then it is sent for a drive or to the storage area. For every 13 minutes a truck rolls out from the factory and 135 chassis are assembled per day as per agreement.
Both these sections have a conveyor belt on which each process is carried on. The belt keeps on moving and the operator has to complete his designated job or else its nothing but an error. Page | 26
PDI (PRE DELIVERY INSPECTION):
Testing of vehicle on real road conditions The following are the various tests done to test the vehicle:
1. Speed test 2. Acceleration test 3. Vibration test 4. Torque tightening 5. Oil level and water level checking 6. Electrical components checking 7. Air leakage test 8. Grease level checking 9. Power steering hose routing and clamping 10. Road test
PLANT ENGINEERING:
Plant Plant engine engineeri ering ng is respon responsib sible le for proper proper functi functioni oning ng of the plant plant by carry carrying ing out maintenance operations such as electrical and electronics equipments maintenance, fork lift charging and its repairing, repairing of pneumatic circuits etc.. It is also responsible for maintenance works carried out in the organisation. The following are the various types of maintenance:
Predictive maintenance
Preventive maintenance
Breakdown maintenance
Routine maintenance
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1. PREDICTIVE MAINTENANCE:
Predictive maintenance is done on assumption by experience before the occurring or by any symptoms of occurring.
2. PREVENTIVE MAINTENANCE:
Preventive maintenance is work directed directed to the prevention of failure of a facility
3. BREAKDOWN MAINTENANCE:
Breakdown maintenance is work which is carried out after a failure, but for which advanced provision has been made in the form of spares, material , labour and equipment
4. ROUTINE MAINTENANCE:
Routine maintenance is done on even time or on routine basis. It includes machine lubrication, replacement of bulbs throughout plant to arrest building deterioration.
DIVISIONS:
Plant engineering is divided into 4 divisions to carry out its functions. The following are divisions of plant engineering:
Electrical
Mechanical
GWE(General Works Engineering) Page | 28
Civil
PERIOD OF MAINTENANCE:
Period of maintenance is done on the basis of VED analysis. It is also known as time based maintenance. Here VED stands for
V - Vital E - Essential D – Desirable
ANALYSIS
DURATION
V- Vital
6 months
E- Essential
9 months
D- Desirable
Once in a year
CORPORATE SOCIAL RESPONSIBILITY RESPONSIBILITY Ashok Leyland defines CSR as: "Our commitment to improving the quality of life of our employees, their families, the driver and the local communities around our units, and the society." With CSR as an integral part of Ashok Leyland’s activities, all social initiatives are structured and focused to enhance the commitment of employees and stake –holders. CSR initiatives in Ashok Leyland are aimed at impacting positively, making a difference and sustai sustainin ning g them, them, all effort effortss are focuse focused d upon upon liveli livelihood hood enhance enhancemen ment, t, health, health, education and environment.
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Ashok Ashok Leyl Leyland and encou encoura rage gess empl employ oyee ee invol involve veme ment nt,, enga engagi ging ng the the fami famili lies es of the the employ employees, ees, and involv involving ing local, local, experi experienc enced ed and credib credible le resour resources ces in all its its CSR activities.
CSR ACTIVITIES: 1) Fun Bus •
Fun Bus is a gift from Ashok Leyland exclusively for free users round the year by children children of orphanages, orphanages, corporation corporation primary primary schools schools and physically physically// mentally mentally challenged children in Chennai.
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The seating layout reckons the requirements of physically challenged children. The bus is equipped with a hydraulic lift for the convenience of wheel chair – bound children.
2) Green Mission •
In 2002, all the vehicle manufacturing units of Ashok Leyland were ISO 14001 certified with Environmental Management System.
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The Ennore unit was recently identified as one of the model energy- efficient unit unitss by a CIICII-TN TNEB EB orga organi nize zed d Ener Energy gy Cons Conser erva vati tion on (ENCO (ENCON) N) miss missio ion. n. Systematic management of all energy resources from the 1980’s through better house keeping and awareness has made this possible. The 1980’s also saw Energy audit being introduced. Improvement in machine tools, furnace-loading pattern, design of heating elements and an energy efficient lighting system has all led to energy savings of 30,782 units per day.
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For Ennore, practicing the 3Rs of Reduce, Reuse and Recycle has surely paid off. Recently, an opinion survey conducted in the neighbourhood reveals that both industries and the public are happy to have Ashok Leyland as their neighbor. Building on the eco friendly measure over the years, Ennore has received ISO 14001 certification for Environmental management Systems.
3) Effluent Treatment •
The plant can do primary, secondary and tertiary treatment operations. About 55,000 liters of effluents flow into the plant everyday. Five kilograms of solid hazardous waste is stored as per Pollution Control Board standards and the rest Page | 30
water portion is treated and used for organic farming. On an average, 2,50,000 liters of recycled water is pumped into garden saving Rs.1.5 million per annum. 4) Greening •
The Ennore unit is known for its lush green cover. Almost 10% of the total ground area 53.41 hectares is covered by greenery creating an oasis in the arid zone of Ennore.
5) Aids Awareness •
In the mid-90 mid-90’s, ’s, the departm department ent of Intern Internati ational onal Develop Developmen ment, t, Britis British h High High Commi Commissi ssion, on, forme formed d the Trucker Truckerss Interi Interim m Coordi Coordinat nation ion Unit Unit (TICU) (TICU) for a focused programme among truck drivers. Ashok Leyland was one of the first organizations to associate itself by becoming an intervention centre.
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Outside the factory camps, and health education programs like lectures, cycle rallies, film shows, exhibitions etc. are conducted through our volunteers in cooper operat atio ion n with with AIDS AIDS prev prevent entio ion n and cont contro roll proje project ct.. They They also also prov provid idee counseling services at our Medical center. Cases which require support service are sent to ‘Seva Kendra’ Kendra’ in Bangalore Bangalore (an NGO backed by rotary- TTK), RIDS (an NGO) in Hosur, Kingsley Community Centre- (an associate of Bill and Melinda Gates Foundation) in Krishnagiri.
6) Driver Training Centre •
Ashok Leyland’s Namakkal Driver Training Centre near Salem in Tamil Nadu was started in 1995 “ to ready a driver for life on he road and off the road”. From the very beginning, beginning, the curriculum curriculum had included, besides functional subjects, subjects, health education including yoga and AIDS awareness along with the education on the the vehi vehicl clee and and traf traffi ficc rule ruless cum cum sess sessio ions ns on phys physica icall fitn fitnes ess, s, pers persona onali lity ty development and health risks like smoking. The drivers also attend awareness sessions on Sexually Transmitted Diseases.
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Ashok Leyland has reached out to 90,000 truckers during its training programme in Tamil Nadu. A training centre is also located at Alwar.
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7) Community Welfare •
Started in 1994, the Dharam Hinduja Matriculation and Higher Secondary School, Thiruvottiyur, Chennai, is managed by a Board of Trustees consisting of senior executives and workmen of the company.
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The company contributed one crore rupees in aid of relief operations for the Tsunami victims. In addition, employees contributed another 15 lakhs separately.
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Ambula Ambulances nces are donated donated for worthy worthy causes causes.. Free Free medica medicall camps camps are held held in neig neighb hbou ourh rhood ood.. Empl Employ oyee eess part partic icip ipat atee in larg largee numbe numbers rs at perio periodi dicc bloo blood d donation camps held at the Units.
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Substan Substanti tial al relief relief materi material al was distr distribu ibuted ted in the worst worst affect affected ed distri districts cts of Tamilnadu through NGOs. The Company is also working with the Confederation of Indian Indian Indust Industry ry (CII) (CII) for long-t long-term erm soluti solutions ons like like fishi fishing ng equipm equipment ent and community centers to the fishermen communities.
8) Sludge disposal •
A natural by-product of the painting process, sludge disposal has always been a problem faced by the auto industry. At Ashok Leyland various actions have been initiated over the years towards safe storage of sludge, ultimately leading to the constr construct uction ion of secure secured d landfi landfills lls within within the campus campus.. Since Since paint paint had a high high calorific value, its use as a fuel was explored. The effort yielded positive results.
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4. SWOT ANALYSIS STRENGTHS
1. Good Training System. 2. Good Organizational Climate. 3. High Market Share 4. Skilled Employees 5. Standard Quality Product
WEAKNESSES
1.
High price
2.
Sales representatives are less
OPPORTUNITIES
1. 2.
Dema Demand nd for for heav heavy y veh vehic icle le have have stee steepe ped d up all all ove overr the the glob globe. e.
Company provides better credit facility to dealers.
THREATS
1.
High competition
2.
Promotional programmes of other brands
3.
Complicated national market
4.
New players entering the market.
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COMMUNICATION COMMUNICATION SYSTEM AT ASHOK LEYLAND LTD. The Corporate Communication department in Ashok Leyland started in 1997. Previously, a part of marketing communications, the department has come a long way. It came into existence when the management realized the need for a media friendly department to communicate with its external public. Also there was a need to communicate extensively to its internal public.
Publics
EMPLOYEES
MEDIA
AL CUSTOMERS
SHARE HOLDERS
CUTcustomersmmmmmmmmmm
SUPPLIERS INSTITUTIONS
FINANCIAL
sfsdfsfs
ASSOCIATE PARTNERS
INDUSTRY
TRADE ORGANISZATIONS
MONITORING BODIES
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INTERNAL COMMUNICATION:
Employees form a vital part of any organization, thus it is required to establish and maintain mutual understanding with them. This will help the organization to increase effi effici cien ency cy and and prod produc ucti tivi vity ty in the the long long run. run. Cont Contin inuo uous us comm communi unicat catio ion n with with the the emplo employe yees es will will faci facili lita tate te the the organ organiz izat atio ion n to keep keep them them updat updated ed on the the curr curren entt happenings. Downward Communication:
MD’s Letter This letter is addressed to the internal public of the company by the Managing Director, This letter is drafted by the Corporate Communications Department with inputs from the MD and is circulated only internally once in three months.
Managing director holds a meeting with the executives of the company every year in a 5-Star Hotel
Communication Meet The communication meet is one of those events where the the top top management communicates directly with with various departments of the company. Here the top management addresses the employees and makes a presentation which discusses the future plan.
Circulars.
E-mail
Telephone.
Ashley News
Upward Communication:
AL PORTAL INTRANET-MD’s Portal This link allows employees to post queries to the Managing Director. The MD then goes through them and either replies to it or forwards it to a functional head. A copy of the reply by the functional head is sent to the MD. Any employee can ask any question related to the company and its functions.
Soap box It is a raised platform on which employees can give in suggestions and feed back
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such as cost saving techniques, new technologies etc., and discuss over it. Any employee having company’s e-mail id can access to this link through AL-Portal.
Counselling
Informal communication:
Oral communication
Improve An annual company wide contest for employee team projects which gives them a chance to think, innovate and improve. The teams are divided into Workmen, open and Executive league. These teams teams compete under three three different streams streams based based on the theme of their project.
AL-quiz The main aim of the quiz is to inculcate the five values of Ashok Leyland ie) International, Ethical, Speedy, Innovative and Value Creator among the employees.
EXTERNAL COMMUNICATION:
Extern External al commun communica icatio tion n is the exchang exchangee of inform informati ation on and messag messages es betwee between n an organization and other organizations, groups, or individuals outside its formal structure. The goals of external communication are to facilitate co-operation with groups such as suppliers, investors and shareholders, and to present a favorable image of an organization and its products or services to potential and an d actual customers and to society at large. Communication media
Website
Annual Report
Customer Journal-Moving Force
Operator’s Meet
Vendors & Suppliers Meet
Dealer’s Meet
Exhibitions
Media Relations
Shareholder Relations Page | 36
The Annual General Body Meeting
5. FINDINGS 1. In this this organizatio organization n there is is good employer employer-employ -employee ee relationshi relationship. p. 2. It target targetss 100% of its employe employees es to be involved involved in its continuou continuouss improvem improvement ent acti activi viti ties es by moti motivat vatin ing g them them thro throug ugh h vari variou ouss fina financi ncial al and and nonnon-fi fina nanc ncia iall incentives. 3. There is a well integrat integration ion of all the the functional functional departm departments ents which which facilitat facilitates es the use of software like ERP . 4. To solve work related problems, problems, QC (Quality Circle) and cross functional team are made effective. 5. Ashok Leyland has not got a foothold in the luxury trucks segment segment in its domestic market. 6. Advertisement is not given much much importance.
7. The company is increasing its global foot print by entering Asian and African markets.
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SUGGESTIONS
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The company should concentrate more on the luxury truck segments to keep a strong hold in the market
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The company company should should earma earmark rk more more money money for the advert advertise isemen mentt and sales sales promotion of its products. It helps to increase the brand awareness and image.
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The company should should concentrate concentrate on markets markets in the international international arena where its competitors are less powerful.
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CONCLUSION
The summer internship and the resulted report have been of great help to the researcher, as an aspirant manager, to understand the functioning of a major establishment like Ashok Leyland. The summer internship has also revealed many unknown facts about the working of a manufacturing unit and familiarize about the assembling of commercial vehicles.
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6. BIBLIOGRAPHY 1) L.M. Prasad, Human Resource Management, 2nd edition, New Delhi, Sultan -Chand & Sons. Yr.2005. 2) Philip Kotler , Marketing Management, Millennium edition, New Delhi, Prentice Hall of India (P) Ltd., Yr. 2001 3) Ashok Leyland In- House Journal – Ashley News 4) www.ashokleyland.com
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