Question: Identify & analyze problems Ashok Leyland faced in the case study. Please refer to the Case Study on Ashok-Leyland Introduction In 1997-98, AL, recorded a profit-after-tax (PAT) of Rs. 18.4 crore1 on sales of Rs. 2,014.3 crore. A look at the previous financial year's PAT showed that the profits for 1997-98 had gone for a severe beating. In 1996-97 AL had a PAT of Rs. 124.9 crore on sales of Rs. 2, 482.5 crore. With the manufacturing Industry reeling under recession, the freight generating sectors (manufacturing, mining and quarrying) saw a steep decline resulting in a severe downturn of freight volumes. For AL, whose business was directly dependent on moving material, goods and people across distances, this had come as a severe blow. AL's supply chain2 had gone haywire under the recession which had eaten away 17.62 per cent of its revenues in one year forcing the company to helplessly allow inventories to build up. The results were showing on working capital. It had climbed from 33.34% of sales in 1993-94 to 58.81% in 1997-98. 'Together We Can' - Beat the Recession AL did not seem to succumb to the 'uncertainty gloom' that was playing havoc to its business environment. It decided to meet the challenge by re-gearing its systems, be it material order, procurement, material handling, inventory control or production. AL conducted brainstorming sessions inviting ideas on cost cutting. Quality Circle3 teams were formed for this purpose. Said Thomas T. Abraham, deputy general manager, Corporate Communications, "Our Quality Circle teams were very helpful at this juncture and the worker involvement made it easier to address cost cutting." AL took every employee's ideas into account and figured out a way to keep things going and reduce production without inflicting pain. The recession saw AL waging a war on wastage and inefficiency. AL took many initiatives ranging from tiering its vendor network to reducing the number of vendors, and consequently, moving to a just-in-time (J-I-T)4 ordering system, to joint-improvement programmes (JIP), which were essentially exercises in value- engineering undertaken in association with key vendors. It set up different tier-levels to improve the quality of the suppliers. Tiering formed the basis of the vendor-consolidation drive. Till 1998, Ashok Leyland used to source the 62 components that went into its front-end structure of its trucks and buses, from 16 suppliers. In 2000, one tier-I vendor sourced the products from the other vendors and supplied the assembly to the company. This saved cost and time provided the vendor network was well coordinated with AL's own manufacturing operations. AL's policy was to develop a vendor base committed to continuous improvement to meet quality, cost and delivery standards. AL considered its vendors as partners in progress and believed in establishing mutually beneficial relationships. It provided necessary technical assistance in the form of project and production engin.

1. Question: Identify & analyze problems Ashok Leyland faced in the case study.
Please refer to the Case Study on Ashok-Leyland Introduction
In 1997-98, AL, recorded a profit-after-tax (PAT) of Rs. 18.4 crore1 on sales of Rs. 2,014.3 crore.
A look at the previous financial year's PAT showed that the profits for 1997-98 had gone for a
severe beating. In 1996-97 AL had a PAT of Rs. 124.9 crore on sales of Rs. 2, 482.5 crore. With
the manufacturing Industry reeling under recession, the freight generating sectors (manufacturing,
mining and quarrying) saw a steep decline resulting in a severe downturn of freight volumes. For
AL, whose business was directly dependent on moving material, goods and people across
distances, this had come as a severe blow. AL's supply chain2 had gone haywire under the
recession which had eaten away 17.62 per cent of its revenues in one year forcing the company to
helplessly allow inventories to build up. The results were showing on working capital. It had
climbed from 33.34% of sales in 1993-94 to 58.81% in 1997-98. 'Together We Can' - Beat the
Recession AL did not seem to succumb to the 'uncertainty gloom' that was playing havoc to its
business environment. It decided to meet the challenge by re-gearing its systems, be it material
order, procurement, material handling, inventory control or production. AL conducted
brainstorming sessions inviting ideas on cost cutting. Quality Circle3 teams were formed for this
purpose. Said Thomas T. Abraham, deputy general manager, Corporate Communications, "Our
Quality Circle teams were very helpful at this juncture and the worker involvement made it easier
to address cost cutting." AL took every employee's ideas into account and figured out a way to
keep things going and reduce production without inflicting pain. The recession saw AL waging a
war on wastage and inefficiency. AL took many initiatives ranging from tiering its vendor network
to reducing the number of vendors, and consequently, moving to a just-in-time (J-I-T)4 ordering
system, to joint-improvement programmes (JIP), which were essentially exercises in value-
engineering undertaken in association with key vendors. It set up different tier-levels to improve
the quality of the suppliers. Tiering formed the basis of the vendor-consolidation drive. Till 1998,
Ashok Leyland used to source the 62 components that went into its front-end structure of its trucks
and buses, from 16 suppliers. In 2000, one tier-I vendor sourced the products from the other
vendors and supplied the assembly to the company. This saved cost and time provided the vendor
network was well coordinated with AL's own manufacturing operations. AL's policy was to develop
a vendor base committed to continuous improvement to meet quality, cost and delivery standards.
AL considered its vendors as partners in progress and believed in establishing mutually beneficial
relationships. It provided necessary technical assistance in the form of project and production
engineering, to maintain quality levels. In addition, where required, it also helped vendors
financially. AL's Vendors were expected to have a good quality system. Vendors' quality system
had to encompass the following: cost effective process, assured process capability, continuous
improvements based on customer feedback, compliance of all statutory/legal/commercial
requirements of AL, a stage of development where the Vendor could come under AL's self-
certification system, and, traceability - first-in first-out. AL also placed emphasis on optimizing the
inventory and vendors were required to progressively meet "Just-in-Time" requirements. Delivery
mode as well as packaging were required to minimize the handling/loading and unloading time. AL
preferred a manufacturing/assembly/ support base at close proximity to the production units.
Commenting on the relationship AL shared with its vendors, J.N. Amrolia, executive director,

2. human resources, said, "The close working relationship with the vendors for vendor development
program have benefitted us a lot in cost cutting and making the vendors understand the
complexities of material handling." This resulted in low inventories all through the chain. He further
added, "We stabilised both the inward material flows as well as the outbound material and that
saved us a lot on the inventory." In the late 2000, AL's systems were closer to J-I-T with
inventories averaging just seven days, down from three weeks in the late 1990s. For the suppliers,
this had created a convenient single-point contact with AL, for sharing drawings, for negotiating
prices and long-term business volumes, and for assistance and consultancy on quality to
management issues. This corporate buying seemed to have benefited AL through consolidation of
business per supplier and dealing from a position of strength that consolidated volumes. The
starting block was the creation of a company-wide database for the 22,000-plus parts which were
matched with suppliers' part numbers. This revealed a picture of fragmented business and
differential pricing at units. A classification of the 1,400-odd suppliers, based on business volumes,
showed that 18 per cent accounted for 92.5 per cent of the business, while 61 per cent handled
just 1.9 per cent. In Phase I, corporate buying covered major suppliers (Rs 10 lakh plus per year).
The materials were classified into "packs" (broad groups of similar items) with one representative
each from the CMD and the CQE forming a three-legged race team of specialists for each pack.
Supplier Tiering AL pruned its panel of direct suppliers through tiering and system buying. Under
tiering, AL dealt directly with tier-one suppliers who, in turn, were supported by tier-two and tier
three suppliers. The benefits of system buying could be illustrated with the example of the tool kits
that accompanied every vehicle. In the late 1990s, six suppliers' spread over Punjab, Faridabad,
Bangalore and Chennai used to supply the 15 items, which were assembled in-house. A short
supply of 1,000 screwdrivers meant 1,000 numbers of the remaining 14 items in idle inventories.
To overcome this problem, AL aimed at a reduction of its supplier base from 1,400 to 750.
Strategic sourcing aimed at reducing costs for the supplier so that the gains were real, painless
and sustainable. Tear down studies and value engineering analyzed the constitution and
composition of a part to prune costs through substitution, reduction or elimination of materials/sub-
assemblies without affecting quality and performance. The cost benefits were shared with the
partnering supplier. Just-In-Time (JIT) The plant sent a J-I-T card, specifying the part number,
quantity and the unloading location, through courier, fax or e-mail to the supplier who promptly
dispatched the required consignment directly to the assembly line. But how did it guess AL's
requirement? For that, Project OSCARS devised a funnel-planning system, covering 12 weeks of
requirements. The immediate two weeks' plan was frozen and the next two weeks' semi frozen;
the balance eight weeks' plan was tentative. Thus, the vendor already knew roughly when to
expect the J-I-T card. To reward the vendors for conforming to the schedule, Project OSCARS
planned a reduction in their numbers to 200 over a 3-year time frame. Said S. Nagarajan,
Executive Director, AL, "We are looking at giving a minimum business of Rs 1 crore to each
supplier involved with us." AL also provided technological inputs for troubleshooting on the
suppliers' shopfloors, so that they could cut their costs. Oscars II After revamping the inbound
supply chain, AL went out to revamp the out-bound supply chain. The revamp of the out-bound
supply chain (code named OSCARS II) had the twin objectives of improving customer satisfaction
and reducing finished goods inventories, and reaching improved service levels with optimum

3. pipeline inventory levels. A customer survey and a study of benchmarks had come out with three
major parameters for service level targets: order to delivery time, reliability of deliveries and
availability of order status information. The customer could expect delivery in five days from the
date of payment, for regular models. For multi-axled vehicles, the promised period was two to four
weeks. The second promise was that the age of the vehicle when delivered would be a maximum
of 90 days. Oscars II Contd... Table I The Seven Plus One TQM Method Rule Objective Result
Total Cost Management (TCM) Cut Cost Within a year, operating cost as a percentage of plant
turnover was down by a third. Energy Management Optimize energy loss Overall energy saving.
Average power cost per product reduced by 30.06% without additional investment. Value
Engineering (VE) Efficient material usage Substantial reduction in the chasis cost. Cross
Functional Teams (CFT) Synergy The very first CFTs resulted in savings of Rs. 18.2 million.
Suggestion Scheme Involve everyone The quick handling of suggestion has resulted in
continuous, suggestions to cut cost and improve quality. Inventory Management (IM) Better
housekeeping Probably the best IM today in the Industry that has resulted in a lot of saving. Shop
Investment Programme Monitor and Utilize Fix Operating cost as per cent of shop turnover
machines efficiently. Plus One Training Training across all levels in the organization. Source:
'Geared Up', A&M, November 15, 2000. However, with all these activities at the shop floor, AL did
not lose sight of the customer. To understand customer needs and assimilate the knowledge, AL
adopted '4P' Programme: Probe, Prioritize, Plan and Position. This worked in tandem with
manufacturing as part of a cross-functional team (CFT). The CFTs worked towards continuous
improvement in products and marketing. AL also built a 'marketing information system' (MIS) to
monitor the trends and forecast demand from the inputs of the dealers and field executives. The
Comeback In the first half of 1999-2000, AL recorded a net profit of Rs 1.9 crore on sales of Rs
1,092.8 crore, against a Rs 36.7 crore loss for the corresponding period in 1998-99. This seemed
to have been possible due to operational efficiency resulting from strategic raw material sourcing,
with fewer sources and higher volumes, which cut costs; better control over process inputs by
tightening supply chain and inventories and; reduced operating expenses through cost savings on
energy, tools, spares and adoption of preventive maintenance policies. In 1999-2000, raw material
costs were down 1-2% and inventories reduced by Rs 300 crore. Also in 1999-2000, AL sold
37,859 heavy commercial vehicles (HCVs), 27% more than it did in 1998-99. AL's total income in
1999-2000, at Rs 2,611.41 crore was 25% higher than the corresponding figure for 1998-99. Its
operational profits in 1999-2000 was Rs 55 crore, Rs.77 crore more than the Rs 12-crore
operating loss it had made in 1998-99. However, analysts felt that the comeback of AL could be
attributed to the end of the recession. They cited the example of its main rival, TELCO, which also
registered a 37.5% growth in sales volumes in 1999-2000. For AL officials the 'bad years' between
1997 and 2000 made it pinpoint its focus on critical issues like cost-reduction, operational
improvement, and market penetration. Commented, R. Seshasayee, Chairman, AL, "The
recession made us hasten the process of improvement that we had been working on for some
time." Still, in 1999-2000, despite the reduction, the company's material cost, expressed as a
percentage of sales was, at 70%, 3% higher than that incurred by TELCO. Said Arindam
Bhattacharya, Principal, A.T. Kearney, who was involved in Ashok Leyland's turnaround effort,
"While the company has made significant progress, it will still take time to achieve global

4. standards in inventory management and productivity." FOOTNOTES: 1] 1 Crore =10 million 2] A
basic supply chain consists of a company, an immediate supplier, and an immediate customer
directly linked by one or more of the upstream and downstream flows of products, services,
finances and information. An extended supply chain includes suppliers of the immediate supplier
and customers of the immediate customer and an ultimate supply chain includes all the companies
involved and flows of products, services, finances and information from the initial supplier to the
ultimate customer. 3] Work group that meets to discuss ways to improve quality and solve
production problems. 4] Inventory system in which production quantities are ideally equal to
delivery quantities, with materials purchased and finished goods delivered just in time to be used.
Also known as Kanban.
http://www.icmrindia.org/free%20resources/casestudies/Operations%20freecasep1.htm accessed
Question: Identify & analyze problems in the case study.