• ABOUT VIDEOCON• VIDEOCON SHAHJAHANPUR• FACILITY LOCATION PLANNING• FACILITY CAPACITY PLANNING• PRODUCTION AND OPERATION MANAGEMENT• TRANSFORMATION PROCESS• QUALITY CONTROL DEPARTMENT• PLANT STORE DEPARTMENT• HUMAN RESOURCE DEPARTMENT• PRODUCT LAYOUT
1 . WHY VIDEOCON HAS CHANGED ITS LOGO ?The brand now has changed its V to a flowing style along with a new line -Experience change. According to the company, the new Videocon symbolreiterates the ethos of a company dedicated to maintaining the highestinternational standards of excellence through quality, technology andinnovation.
The story begins with the idea in the mind of a graduate boy who wasvery agile and passionate about his ideas and have believe in them. Heinitiated with sugar mill and ended with an MNC named VideoconIndia,s no. 1 brand in Consumer electronics and Home appliances byalmost 50 million people across the world.The boy named was Shri Nandlal Madhavlal Dhoot, the founder of theVideocon Group Late Shri Nandlalaji Dhoot (26th Feb 1932 – 26th April 1993)
The group has 17 manufacturing sites in India and plantsin China, Poland, Italy and Mexico . Third largest picture tube manufacturer in the world. Annual turnover of 4 billion USD, making it the largest consumerelectronic and home appliance companies in India. Videocon is one of the largest CPT Glass manufacturers in theworld, operating in Mexico, Italy, Poland and China. On May 23, 2008, Videocon announced that it is studying aninvitation from General Electric (GE) to bid for its century-old appliances division which it has put up for sale.
BUSINESS PORTFOLIO Products Brands Home Appliances Consumer Electronics • Videocon• Refrigerators • Sansui• Washing Machines • CTV TV • Kenstar• Air Conditioners • Plasma TV • Kelvinator• Air Coolers • LCD TV • Nordmende• Mixers, Toasters & Iron • LED TV• Microwave Oven • Home Entertainment• Vaccume Cleaner Systems• Geysers • Audio/Video Products• Water Purifiers
Videocon Group: The Story So Far … 1989-1990 Home Entertainment 1998 2005 2008 2009 Systems, 1995 Compressors & Thomson Telecom Merging of 1985 Electric Motors & Glass shells for Compressor acquisition Group VentureColour TV Air conditioners CRT motors Brands &D2H 1996 2000 2005 1991 1987 Kitchen Philips Electrolux - Refrigerators & Washing Appliances & Color TV Plant India 3 plants Coolers Machines Crude Oil takeover takeover1985 1987 1989/1990 1991 1995 1996 1998 2000 2005 2005 2008 2009 First time in India: Route: In house Integration: • Flat tube for B&W TV • Strong Market Study • Components Manufacturing • PIP in Color TV • Strong Dealer Network like • Washing machines as a • Multi Brand Strategy Motor, Compressor, Glass, Pic category ture Tube etc. • Rotary compressors in Aircons • Television with Auto Con Technology
BRAND BASKETS OF VIDEOCON VSOL IT Solar Energy DTH Petroleum EnergyCE & HA Retail Hospitality
THE INDIAN GIANTVIDEOCON Industries Ltd. , SHAHJHANPUR PRODUCTION CAPACITY OF 50000 REFRIGERATORS IN AN MONTH. Strong Backward Integration : Component Division US $ 120 million
Why shahjahanpur (Rajasthan)? Availability Good of power Basic transportation supply ameniti facilities es Close Proximity to Governmen the raw t policies material Close EnvironmentProximit y to SJPR andMarkets community Residential complexes, schools, Proximity to hospitals, sub- clubs, etc. contractors Easy Availability availability of cheap & of cheap Less skillful labor land construction costs
Facility Capacity Planning OPTIMAL CAPICTY AT SJP IS 50000 PER MONTH.IN ORDER TO SATISFY IN ORDER TO MEET THEHE FUTURE DEMAND Need for Facility OPTIMAL CAPICITY THEHUGE WAREHOUSES Capacity Planning WORK IS CARRIED IN TWOARE MADE TO STORE SHIFTS 12 HOUR EACH.ADEQUATE STOCK. TOTAL INVESTMENT IS RS.500 CRORES. 11
Transformation process under VIL (A Refrigerator Manufacturer) Random disturbances •Machine failure Quality of Quality of Machines outputs inputs •Short supply from vendors monitored Building monitored • Compressors. •Strikes Customers satisfied with:Workers and • Good cooling performance Transformationemployees • Less consumption with Process Metal sheets) electricity • New advanced features Cooling system Feedback Mechanisms Capital • Higher production Managers • Lesser customer complaints • Satisfied employees INPUTS OUTPUTS
Process From Purchase To Payment R q i e e tB P C e ur m n y P P r h s D p rm n uc a e e at e t C n a twt S p ler o t c i h u pi D a Fn ls to e l i ai a i n S p l B S p le u py y u pi rs G t E ty a e nr S o eE t y t r nr Q ai yA s r n e u lt s ua c D p rm n e at e t A c pe c e t d R j ce ee t d D c m n o u e t M t ra ae i l R t r T eu n o S p le u pi rsACD p r m n / e at e t S o Fo r h p l o Or Store Bl P s i g il a sn P y e tT a m n o S p le u pi rs
UPCOMING PRODUCTS World’s 1st 45’ 3D LED TV INDIA’S 1ST TILT DRUM FL WM REFAC WITH VITA AIR WM WITH DIRECT DRIVE
1.PRICEAS WE ALL KNOW THAT PRICE OF VIDEOCON PRODUCT IS LOW ASCOMPARED TO ITS COMPETITORS SUCH AS LG,SAMSUNG AND VIDEOCONETC.2. QUALITYVIL FOCUSES ON QUALITY OF ITS PRODUCT ON LARGE SCALE FOR EX> IT IHAS SEPRATE QUALITY DEPARTMENT IN THE PLANT TO CHECKAND MONITOR THE QUALITY OF RAW MATERIALS AND QUALITY OFOUTPUT PRODUCED.3. DELIVERYVIL HAS VERY EFFECTIVE SUPPLY CHAIN SYSTEM FOR THAT IT HASITS OWN RETAIL OUTLET SUCH AS NEXT FROM WHERE THEFINISHED GOODS ARE SOLD AND TRANSFFERED TO DEALERS.
4.SERVICETHROUGH VARIOUS CUSTOMER CARE C CENTERS VIDEOCON IS PROVIDINGVARIOUS PRE AND POST SALES SERVICE TO CUSTOMER.5. CYCLE TIMEAS WE KNOW AS THE CYCLE TIME REDUCES PROFIT OPPORTUNITY FORUNIT INCRESES, AS IN CASE OF VIDEOCON THROUGH 24 HOURSSHIFT,S OF WORKING IT HAS INCRESED ITS CYCLE TIME.
Key Factors For Success Benchmarking & Global Standards Rule the changing business environment Accountability & Answerability. Adopt, Adapt and Improve Functional Expertise is the solution. Ask Why? Learn To Say No! Try To Know How. Task driven Approach and Positive attitude Team Work & Customer Focus Consistency at work and continuous improvement Be open to suggestions and promote positive thinking Total cost effectiveness : Survival of the fittest Weeding out dead wood - Shape Up or Ship Out Measurable Performance / bottom line is the final answer NO PLACE FOR ORDINARIES : Smart to exist. Golden Opportunities for successful people.