Lotia is an automotive components supplier established in 1997 in Hoshiarpur, India. It produces cast, forged, and machined components and sub-assemblies for customers in domestic and international markets. Lotia has over 125 employees and is ISO/TS 16949 certified. It aims to evolve globally and be a complete solutions provider through engineering capabilities and efficient supply chain management. Lotia serves customers in India and abroad, and plans to increase exports to 50% of total business.
Toyota has a global supply chain management system focused on lean manufacturing principles. They aim to produce only what is needed through just-in-time production and a pull system. Toyota designs their production system and supplier relationships to eliminate waste and variability. This includes designing parts for commonality, limiting optional variations, and sourcing locally for flexibility. Toyota audits suppliers using metrics focused on quality, cost, delivery and their implementation of Toyota's philosophies. Their logistics network transports parts through local and global inbound routes planned through optimization software.
Supply Chain Management in the Motor Vehicle Industry, the Example of Mini.aguesdon
The powerpoint presentation based on my dissertation. It is much less complete than the dissertation itself, as the presentation must only last 3 minutes.
Please feel free to leave any comment or suggestion !
Lear Corporation held its annual meeting of stockholders on May 8, 2008. The agenda included presentations on major 2007 accomplishments, 2007 financial results and 2008 outlook, and corporate strategy and summary. For 2007 accomplishments, Lear highlighted significant restructuring progress, improved financial results and balance sheet strengthening, divesting its North American Interior business, and maintaining quality and innovation momentum. Lear's 2008 outlook projected net sales of approximately $15.5 billion and core operating earnings between $660-700 million, despite a forecasted 6% decline in North American auto production for the year. Lear's strategy focuses on leveraging its global scale and diversification to strengthen performance.
The document summarizes Lear Corporation's presentation at the 2006 Paris Auto Show JPMorgan Investor Conference. It discusses Lear's strategic evolution from an automotive seat manufacturer to an interior systems supplier. It also reviews Lear's financial performance, global competitiveness improvements through restructuring initiatives, new product innovations, and customer awards. Major launches for the second half of 2006 and 2007 are highlighted for North America, Europe, and Asia.
We are leading manufacturers and exporters of service station and automotive garage equipment such as automotive nitrogen generators, drilling machines, air grinders etc. We ensure the quality at par with international standards.
Started to create milestones, we Silverline Marketing marked our presence in the year 1994 and operates in the manufacturing/servicing of Side Car For Scooter, Oil Dispenser - Hh, Lube Meter, Roller Test Bench For 2 Wheelers, Side Car For Motorcycle since 17 years. Our quality services/products have always won us many appreciations from our clients. Our spontaneous performance and confident approach in offering the excellent range of Side Car For Scooter, Oil Dispenser - Hh, Lube Meter, Roller Test Bench For 2 Wheelers, Side Car For Motorcycle, Sidecars that has made us to deepen our roots in the market. We Silverline Marketing breathe with the aim to satisfy our clients with our smart products/services. We are a unit of highly experienced professionals who all contribute best of their potentials to offer high efficiency.
Toyota has a global supply chain management system focused on lean manufacturing principles. They aim to produce only what is needed through just-in-time production and a pull system. Toyota designs their production system and supplier relationships to eliminate waste and variability. This includes designing parts for commonality, limiting optional variations, and sourcing locally for flexibility. Toyota audits suppliers using metrics focused on quality, cost, delivery and their implementation of Toyota's philosophies. Their logistics network transports parts through local and global inbound routes planned through optimization software.
Supply Chain Management in the Motor Vehicle Industry, the Example of Mini.aguesdon
The powerpoint presentation based on my dissertation. It is much less complete than the dissertation itself, as the presentation must only last 3 minutes.
Please feel free to leave any comment or suggestion !
Lear Corporation held its annual meeting of stockholders on May 8, 2008. The agenda included presentations on major 2007 accomplishments, 2007 financial results and 2008 outlook, and corporate strategy and summary. For 2007 accomplishments, Lear highlighted significant restructuring progress, improved financial results and balance sheet strengthening, divesting its North American Interior business, and maintaining quality and innovation momentum. Lear's 2008 outlook projected net sales of approximately $15.5 billion and core operating earnings between $660-700 million, despite a forecasted 6% decline in North American auto production for the year. Lear's strategy focuses on leveraging its global scale and diversification to strengthen performance.
The document summarizes Lear Corporation's presentation at the 2006 Paris Auto Show JPMorgan Investor Conference. It discusses Lear's strategic evolution from an automotive seat manufacturer to an interior systems supplier. It also reviews Lear's financial performance, global competitiveness improvements through restructuring initiatives, new product innovations, and customer awards. Major launches for the second half of 2006 and 2007 are highlighted for North America, Europe, and Asia.
We are leading manufacturers and exporters of service station and automotive garage equipment such as automotive nitrogen generators, drilling machines, air grinders etc. We ensure the quality at par with international standards.
Started to create milestones, we Silverline Marketing marked our presence in the year 1994 and operates in the manufacturing/servicing of Side Car For Scooter, Oil Dispenser - Hh, Lube Meter, Roller Test Bench For 2 Wheelers, Side Car For Motorcycle since 17 years. Our quality services/products have always won us many appreciations from our clients. Our spontaneous performance and confident approach in offering the excellent range of Side Car For Scooter, Oil Dispenser - Hh, Lube Meter, Roller Test Bench For 2 Wheelers, Side Car For Motorcycle, Sidecars that has made us to deepen our roots in the market. We Silverline Marketing breathe with the aim to satisfy our clients with our smart products/services. We are a unit of highly experienced professionals who all contribute best of their potentials to offer high efficiency.
The document discusses Danobat, a Spanish machine tool manufacturer. It provides details on Danobat's history, facilities, technologies, sectors served, and references. Key points include that Danobat has over 55 years of experience innovating in machine tools, operates manufacturing plants in Spain and Germany, serves sectors like aerospace, wind power, and railways, and has a commercial and service network in over 40 countries across 5 continents.
Merger & acquisition of tata jaguar & land rover & demerger of hero hondaSandeep Mane
Tata Motors acquired Jaguar and Land Rover from Ford in 2008. Ford was losing money on Jaguar and wanted to sell the brands. Tata saw this as an opportunity to expand globally. Some challenges included Jaguar's declining sales, Tata's inexperience in luxury brands, and strong competition. Post-acquisition, Tata implemented cost cuts like job reductions and extended payment terms.
Hero and Honda had a successful joint venture producing motorcycles since 1984. Honda provided technology while Hero contributed its distribution. They grew rapidly due to Hero's network and absence of competitors. Honda later decided to exit the joint venture to go at it alone in India as restrictions relaxed and it gained market knowledge. The de
This document is an investor presentation for The Timken Company from March 2009. It provides an overview of Timken's businesses, strategies, and financial performance. Key points include:
- Timken operates in industrial and automotive markets globally, with a focus on friction management and power transmission solutions.
- The company has transformed its portfolio in recent years through acquisitions and divestitures to focus on more profitable industrial sectors.
- Timken aims to enhance existing products/services, leverage technology, capture new opportunities, and improve efficiency to drive shareholder returns.
- The presentation reviews Timken's strategic focus areas and financial targets for 2009 and beyond across its business segments.
This document is an investor presentation for The Timken Company from March 2009. It provides an overview of Timken's businesses, strategies, and financial performance. Key points include:
- Timken operates in industrial and automotive markets globally, with a focus on friction management and power transmission solutions.
- The company has transformed its portfolio in recent years through acquisitions and divestitures to focus on more profitable industrial sectors.
- Timken aims to enhance existing products/services, leverage technology, capture new opportunities, and improve efficiency to drive shareholder returns.
- The presentation reviews Timken's strategic focus areas and financial targets for 2009 and beyond across its business segments.
Tata Motors acquired Jaguar Land Rover from Ford in 2008 for $2.3 billion. This was a major acquisition for Tata that helped them expand globally. Post acquisition, Tata Motors implemented several cost cutting measures at JLR's UK plants to improve cash flows, including reducing production shifts, extending supplier payment terms, and offering voluntary retirement to some employees. Going forward, Tata Motors plans to grow JLR's business through new product development, expanding into new markets like China, and increasing marketing and dealerships globally to better compete with other luxury brands.
This document provides an overview of the Tata Group, one of India's largest business conglomerates. It discusses the group's origins in 1868 and history of leadership. It then summarizes the group's major business sectors, including automotive, information technology, communications, engineering, materials, services, energy, consumer products, chemicals, and hotels. For each sector, it briefly outlines some of the major companies and provides statistics like year established, revenue, and objectives. The document also discusses the group's strategies, values, and pioneering role in Indian industry.
The document announces that ArvinMeritor will spin off its Light Vehicle Systems segment into a separate publicly traded company. The spinoff is expected to be completed within the next 12 months and will allow each company to focus on its specific market and improve shareholder value. It provides an overview of the new Light Vehicle Systems company, including its leadership team, global operations, strong brand portfolio, and growth opportunities in international markets.
The document announces that ArvinMeritor will spin off its Light Vehicle Systems segment into a separate publicly traded company. The spinoff is expected to be completed within the next 12 months and will allow each company to focus on its specific business areas. It provides an overview of the new Light Vehicle Systems company, including its leadership team, global operations, strong brand portfolio, and growth opportunities in international markets. Financial projections indicate the new company is well positioned for margin expansion and profitable growth.
This is a presentation about the country's Small Car Segment leader- MSIL. Includes a brief analysis of the company. A presentation should be incomplete without the presenters, hence, these slides contain only brief words, which needs to be explained by the presenters to the audience.
UM Group is into developing and manufacturing high tech automotive systems and components in Joint venture and or under Technical Transfer agreements with Global leading Japanese and European automotive Parts manufacturers.
With 8 Production Sites , 2 R&D Centers and a workforce of ~3,000, UM group is now a world class global automotive supplier.
Group is also involved in Power and Heavy Engineering (EPC) business.
Tata Motors has faced several problems in recent years including deep losses, poor sales, deteriorating relations with dealers and customers, and decreasing market share. A new chairman, N Chandrasekaran, hopes to implement short and long-term turnaround plans within 6-9 months to address issues in marketing strategies, planning, and results. While the Jaguar Land Rover segment is growing, margins have suffered in Tata's passenger vehicle segment. The chairman believes focusing on organizational effectiveness, new passenger vehicle models, an advanced modular platform, electric vehicles, and hiring top talent can help put Tata Motors back on a path of growth and shareholder dividends.
Biz strategy - porter generic model , ansoff matrixVipul Patil
This document discusses business level strategies for an automotive company. It provides details about the company's scale including a production capacity of 120,000 units per year, manufacturing capacity of 700,000 units, and sales reaching 1.27 million units across 120 countries. It also discusses the company's scope in terms of the 15 car brands and 150 variants it offers across segments like hatchback and sedan. Finally, it analyzes several business level strategies the company could pursue, such as focusing on cost leadership, differentiation, diversification, or becoming a niche leader.
Tata Motors presented the Tata Nano car at the 2008 Auto Expo in New Delhi, aiming to create the world's cheapest car for families in India with two-wheeled transport. The Nano plant was established in Singur, West Bengal with an investment of 1500 crore rupees. The Nano has a 623cc rear-engine and rear-wheel drive with a fuel efficiency of 21.97km/ltr in city and 25.5km/ltr on highways. Tata Motors established relationships with 20 major global automotive suppliers to source components for proprietary designs and those designed in-house in order to produce the Nano at a low cost.
Tata Motors acquired Jaguar and Land Rover from Ford in 2008. Ford was selling the brands because they had been losing money on them, posting $12.6 billion in losses in 2006. Tata hoped the acquisition would help them expand into the luxury vehicle market and European markets. The deal was valued at $2.3 billion. While Tata saw opportunities to grow Jaguar and Land Rover sales globally and diversify, integrating the luxury brands presented challenges as Tata had less experience with such brands and faced competition from established luxury automakers.
Tata Motors acquired iconic British brands Jaguar and Land Rover from Ford in 2008 for $2.3 billion. Ford was selling the brands due to large losses, particularly from Jaguar. The acquisition gave Tata Motors entry into the luxury car market and access to valuable research and development facilities, but also significant debt. While Tata Motors initially struggled with integrating the luxury brands, Jaguar Land Rover has since become highly profitable.
The document discusses Magneti Marelli's aftermarket parts and services business in India through its partnership with Carnation Auto. Some key points:
1) Magneti Marelli is a global automotive supplier with over 80 years of history and a network of 5000 multi-brand workshops.
2) Through Carnation Auto, Magneti Marelli aims to provide aftermarket parts and services across India, initially focusing on premium brands in Delhi.
3) The partnership will leverage Magneti Marelli's expertise and global supply network to offer a wide range of quality auto parts for various vehicle segments in the growing Indian market.
The document discusses Magneti Marelli, an automotive components supplier, and its partnership with Carnation Auto to provide aftermarket parts and services for premium and luxury vehicles in India. Some key points:
- Magneti Marelli has over 80 years of experience and supplies parts to many automakers worldwide.
- Through its partnership with Carnation Auto, it aims to service premium brands in India and expand its aftermarket parts business nationwide.
- Their plan is to initially focus on BMW, Mercedes, and Audi vehicles and expand their product and vehicle coverage over time.
The document is Caterpillar's 2007 annual report. It describes how Caterpillar is implementing the Caterpillar Production System (CPS) across its global operations to dramatically improve safety, quality, and production velocity. CPS is based on 6 Sigma principles and aims to standardize processes, eliminate waste, and encourage continuous improvement through employee participation. In 2007, Caterpillar expanded CPS training to 50,000 employees and engaged over 60 dealers in quality programs using CPS methods. The annual report highlights how CPS is transforming Caterpillar's operations from order receipt through delivery to customers.
The document compares Audi and Tata Nano cars. It provides details on their parent companies, categories, target customers, and key features. Audi targets affluent customers seeking luxury and focuses on professionals and executives. Tata Nano targets middle-class families and is positioned as the most affordable car. While Audi emphasizes technology, performance, and luxury, Tata Nano's strength is its very low price. Both brands have loyal customers but appeal to different market segments based on their prices and offerings.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
The document discusses Danobat, a Spanish machine tool manufacturer. It provides details on Danobat's history, facilities, technologies, sectors served, and references. Key points include that Danobat has over 55 years of experience innovating in machine tools, operates manufacturing plants in Spain and Germany, serves sectors like aerospace, wind power, and railways, and has a commercial and service network in over 40 countries across 5 continents.
Merger & acquisition of tata jaguar & land rover & demerger of hero hondaSandeep Mane
Tata Motors acquired Jaguar and Land Rover from Ford in 2008. Ford was losing money on Jaguar and wanted to sell the brands. Tata saw this as an opportunity to expand globally. Some challenges included Jaguar's declining sales, Tata's inexperience in luxury brands, and strong competition. Post-acquisition, Tata implemented cost cuts like job reductions and extended payment terms.
Hero and Honda had a successful joint venture producing motorcycles since 1984. Honda provided technology while Hero contributed its distribution. They grew rapidly due to Hero's network and absence of competitors. Honda later decided to exit the joint venture to go at it alone in India as restrictions relaxed and it gained market knowledge. The de
This document is an investor presentation for The Timken Company from March 2009. It provides an overview of Timken's businesses, strategies, and financial performance. Key points include:
- Timken operates in industrial and automotive markets globally, with a focus on friction management and power transmission solutions.
- The company has transformed its portfolio in recent years through acquisitions and divestitures to focus on more profitable industrial sectors.
- Timken aims to enhance existing products/services, leverage technology, capture new opportunities, and improve efficiency to drive shareholder returns.
- The presentation reviews Timken's strategic focus areas and financial targets for 2009 and beyond across its business segments.
This document is an investor presentation for The Timken Company from March 2009. It provides an overview of Timken's businesses, strategies, and financial performance. Key points include:
- Timken operates in industrial and automotive markets globally, with a focus on friction management and power transmission solutions.
- The company has transformed its portfolio in recent years through acquisitions and divestitures to focus on more profitable industrial sectors.
- Timken aims to enhance existing products/services, leverage technology, capture new opportunities, and improve efficiency to drive shareholder returns.
- The presentation reviews Timken's strategic focus areas and financial targets for 2009 and beyond across its business segments.
Tata Motors acquired Jaguar Land Rover from Ford in 2008 for $2.3 billion. This was a major acquisition for Tata that helped them expand globally. Post acquisition, Tata Motors implemented several cost cutting measures at JLR's UK plants to improve cash flows, including reducing production shifts, extending supplier payment terms, and offering voluntary retirement to some employees. Going forward, Tata Motors plans to grow JLR's business through new product development, expanding into new markets like China, and increasing marketing and dealerships globally to better compete with other luxury brands.
This document provides an overview of the Tata Group, one of India's largest business conglomerates. It discusses the group's origins in 1868 and history of leadership. It then summarizes the group's major business sectors, including automotive, information technology, communications, engineering, materials, services, energy, consumer products, chemicals, and hotels. For each sector, it briefly outlines some of the major companies and provides statistics like year established, revenue, and objectives. The document also discusses the group's strategies, values, and pioneering role in Indian industry.
The document announces that ArvinMeritor will spin off its Light Vehicle Systems segment into a separate publicly traded company. The spinoff is expected to be completed within the next 12 months and will allow each company to focus on its specific market and improve shareholder value. It provides an overview of the new Light Vehicle Systems company, including its leadership team, global operations, strong brand portfolio, and growth opportunities in international markets.
The document announces that ArvinMeritor will spin off its Light Vehicle Systems segment into a separate publicly traded company. The spinoff is expected to be completed within the next 12 months and will allow each company to focus on its specific business areas. It provides an overview of the new Light Vehicle Systems company, including its leadership team, global operations, strong brand portfolio, and growth opportunities in international markets. Financial projections indicate the new company is well positioned for margin expansion and profitable growth.
This is a presentation about the country's Small Car Segment leader- MSIL. Includes a brief analysis of the company. A presentation should be incomplete without the presenters, hence, these slides contain only brief words, which needs to be explained by the presenters to the audience.
UM Group is into developing and manufacturing high tech automotive systems and components in Joint venture and or under Technical Transfer agreements with Global leading Japanese and European automotive Parts manufacturers.
With 8 Production Sites , 2 R&D Centers and a workforce of ~3,000, UM group is now a world class global automotive supplier.
Group is also involved in Power and Heavy Engineering (EPC) business.
Tata Motors has faced several problems in recent years including deep losses, poor sales, deteriorating relations with dealers and customers, and decreasing market share. A new chairman, N Chandrasekaran, hopes to implement short and long-term turnaround plans within 6-9 months to address issues in marketing strategies, planning, and results. While the Jaguar Land Rover segment is growing, margins have suffered in Tata's passenger vehicle segment. The chairman believes focusing on organizational effectiveness, new passenger vehicle models, an advanced modular platform, electric vehicles, and hiring top talent can help put Tata Motors back on a path of growth and shareholder dividends.
Biz strategy - porter generic model , ansoff matrixVipul Patil
This document discusses business level strategies for an automotive company. It provides details about the company's scale including a production capacity of 120,000 units per year, manufacturing capacity of 700,000 units, and sales reaching 1.27 million units across 120 countries. It also discusses the company's scope in terms of the 15 car brands and 150 variants it offers across segments like hatchback and sedan. Finally, it analyzes several business level strategies the company could pursue, such as focusing on cost leadership, differentiation, diversification, or becoming a niche leader.
Tata Motors presented the Tata Nano car at the 2008 Auto Expo in New Delhi, aiming to create the world's cheapest car for families in India with two-wheeled transport. The Nano plant was established in Singur, West Bengal with an investment of 1500 crore rupees. The Nano has a 623cc rear-engine and rear-wheel drive with a fuel efficiency of 21.97km/ltr in city and 25.5km/ltr on highways. Tata Motors established relationships with 20 major global automotive suppliers to source components for proprietary designs and those designed in-house in order to produce the Nano at a low cost.
Tata Motors acquired Jaguar and Land Rover from Ford in 2008. Ford was selling the brands because they had been losing money on them, posting $12.6 billion in losses in 2006. Tata hoped the acquisition would help them expand into the luxury vehicle market and European markets. The deal was valued at $2.3 billion. While Tata saw opportunities to grow Jaguar and Land Rover sales globally and diversify, integrating the luxury brands presented challenges as Tata had less experience with such brands and faced competition from established luxury automakers.
Tata Motors acquired iconic British brands Jaguar and Land Rover from Ford in 2008 for $2.3 billion. Ford was selling the brands due to large losses, particularly from Jaguar. The acquisition gave Tata Motors entry into the luxury car market and access to valuable research and development facilities, but also significant debt. While Tata Motors initially struggled with integrating the luxury brands, Jaguar Land Rover has since become highly profitable.
The document discusses Magneti Marelli's aftermarket parts and services business in India through its partnership with Carnation Auto. Some key points:
1) Magneti Marelli is a global automotive supplier with over 80 years of history and a network of 5000 multi-brand workshops.
2) Through Carnation Auto, Magneti Marelli aims to provide aftermarket parts and services across India, initially focusing on premium brands in Delhi.
3) The partnership will leverage Magneti Marelli's expertise and global supply network to offer a wide range of quality auto parts for various vehicle segments in the growing Indian market.
The document discusses Magneti Marelli, an automotive components supplier, and its partnership with Carnation Auto to provide aftermarket parts and services for premium and luxury vehicles in India. Some key points:
- Magneti Marelli has over 80 years of experience and supplies parts to many automakers worldwide.
- Through its partnership with Carnation Auto, it aims to service premium brands in India and expand its aftermarket parts business nationwide.
- Their plan is to initially focus on BMW, Mercedes, and Audi vehicles and expand their product and vehicle coverage over time.
The document is Caterpillar's 2007 annual report. It describes how Caterpillar is implementing the Caterpillar Production System (CPS) across its global operations to dramatically improve safety, quality, and production velocity. CPS is based on 6 Sigma principles and aims to standardize processes, eliminate waste, and encourage continuous improvement through employee participation. In 2007, Caterpillar expanded CPS training to 50,000 employees and engaged over 60 dealers in quality programs using CPS methods. The annual report highlights how CPS is transforming Caterpillar's operations from order receipt through delivery to customers.
The document compares Audi and Tata Nano cars. It provides details on their parent companies, categories, target customers, and key features. Audi targets affluent customers seeking luxury and focuses on professionals and executives. Tata Nano targets middle-class families and is positioned as the most affordable car. While Audi emphasizes technology, performance, and luxury, Tata Nano's strength is its very low price. Both brands have loyal customers but appeal to different market segments based on their prices and offerings.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
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Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
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Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
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On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
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Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
2. Introduction : History & Operations
• Lotia is an Automotive OEM Tier 1 supplier of casting, forging,
machined components and sub-assemblies & complete assemblies.
• Located in Hoshiarpur (Punjab), the foothills of Shivalik range, it was
established in 1997 with a vision of becoming a benchmark in world
class automotive manufacturing.
• Catering to both domestic, OEM and export markets serving
customers like Eicher, Volvo, New Holland, Sonalika and
International Cars & Motors Ltd and a few American clients.
• ISO/TS 16949:2002 certified by TUV RHEINLAND, we are proud
owner of our customer’s faith and trust along with world class
process management that is our moving force for the future.
• .Having achieved a strong employee family of 125 creative
personnel, we specialize in machined components, both cast and
forged.
• Tie ups with dedicated foundries for both CI and SG iron castings.
18th December 2008 Lotia Group Corporate Presentation 2
3. Our Company Vision & Strategy
• Lotia Team
– Mr. Vishal Saini: CEO and Technical Head having 15 years of
experience in auto components manufacturing.
– Mr. Vivek Saini: Director and Commercial Head having 12 years of
experience in marketing and finance.
• Lotia Group Vision:
– To evolve globally as a value creator, complete solution provider for
automotive and manufacturing customers through better Engineering
solutions and efficient Supply Chain partnership to serve customers with
highest quality products & services at reasonable price.
• Lotia Group’s Strategic Focus
– Competitive & optimized Pricing
– Expandable & Flexible capacities
– Automotive and Manufacturing OEM focus
– Developing Complete service capabilities
18th December 2008 Lotia Group Corporate Presentation 3
5. Machined Components
BRAKE DRUM
FRONT BRAKE DISC
FRONT HUB
PUMP PULLEY
Differential Hubs :
MAHINDRA
NEW HOLLAND
ESCORTS
NEW FORD
TAFFE
HMT
SWARAJ
18th December 2008 Lotia Group Corporate Presentation 5
6. Machined Components
Differential Housings :
MAHINDRA
NEW HOLLAND
ESCORTS
NEW FORD
TAFFE
HMT
SWARAJ
DIFFERENTIAL HSG.
BIG, COVER
BIG, DIFF HSG.
SMALL, COVER
SMALL WITH INPUT SHAFTS
18th December 2008 Lotia Group Corporate Presentation 6
7. Assemblies
DIFFERENTIAL HSG. ASSEMBLY DIFFERENTIAL HSG. SMALL
SALVAGE HSG. ASSEMBLY
18th December 2008 Lotia Group Corporate Presentation 7
8. Assemblies
CENTER HSG. ASSEMBLY
CENTER HSG. COMPONENTS
DIFF. HSG. COMPONENTS
18th December 2008 Lotia Group Corporate Presentation 8
9. Tractor Components
BONNET BASE
B.P SHAFT & SEAL CARRIER
CAGE ASSEMBLY & DIFF.
CAGE
BELL HSG.
TRUMPET HSG.
18th December 2008 Lotia Group Corporate Presentation 9
11. Engineering & Manufacturing Capabilities
• ISO / TS 16949 : 2002 CERTIFIED Manufacturing Facility
– QUALITY ASSURANCE THROUGH PROCESS CAPABILITY
– REGULAR CALIBRATION OF MACHINES, EQUIPMENTS AND
GAUGES TO ENSURE HIGHEST QUALITY AND CONSISTENCY
LEVELS
• CNC SETUP
– CNC TURNING CENTERS: 3 NOS
– VERTICAL MACHINING CENTERS: 2 NOS
– HORIZONTAL MACHINING CENTER: 1 NOS
• CONVENTIONAL Machine SETUP
– LATHE MACHINES
– MILLING MACHINES
– BORING MACHINES
– RADIAL AND PLILLAR DRILLS
– SPMs
– GRINDERS
18th December 2008 Lotia Group Corporate Presentation 11
12. Engineering & Manufacturing Capabilities
• STANDARD ROOM EQUIPMENT
– ROCKWELL HARDNESS TESTER
– TRIMOS
– SURFACE PLATES
– MASTER CYLINDER & DIGITAL HEIGHT GAUGES
– DIGITAL VERNIERS, BORE GAUGES, MICROMETERS
• FERROUS FOUNDRIES: DEDICATED TIEUPS
– INDUCTION FURNACES
• DEDICATED SG AND CI CAPABILITY
• AUTOMATIC SAND TREATMENT PLANT
• COMPONENT WT FROM 2 KG TO 200 KG
• FULLY EQUIPPED METLLURGICAL & CHEMICAL LAB
– CUPOLA FURNACES
• BOTH 25 & 30 GRADE CAPABILITY
• AUTOMATIC SAND TREATMENT PLANT
• COMPONENT WT FROM 2 KG TO 200 KG
• FULLY EQUIPPED METLLURGICAL & CHEMICAL LAB
18th December 2008 Lotia Group Corporate Presentation 12
13. Lotia Customers
And counting …
18th December 2008 Lotia Group Corporate Presentation 13
14. Lotia Growth Model
• Domestic market
– With each customer, increasing penetration with each new program
– Growing from component supply into module responsibility
• Exports
– Global partners seek JV with Lotia as global sourcing base –
engineering and components
– Customer’s confidence in their India business with Lotia, giving access
to their global business
• Long term Plan to develop complete solution for specific product
areas and build global operations, with global OEM support.
• Overseas relationships envisaged in many countries in Europe, US
and east Asia.
18th December 2008 Lotia Group Corporate Presentation 14
15. Why Lotia
• High quality / reasonable cost manufacturing choice of global
leaders having strong partnership with many OEM in India
• Both cast and forged components, sub-assemblies and product
development.
• Flexible Capacity expansions and High volume capabilities
• Global market focus - Target 50% of total business through Exports.
• Product development, Launch experience and understanding
• Complete Program Management Capabilities
– Design , Development, Prototyping, Manufacturing, Outsourcing and
Validation
• Focusing to be a system supplier
– Differential and Transmission system, Braking module, Steering
System, Braking related System
• Last but not the least, Lotia strives to be the highest quality
manufacturer in it’s own expertise area and this quest to excellence
in manufacturing is the motto of every Lotia Associate.
18th December 2008 Lotia Group Corporate Presentation 15
16. Contact Us
Corporate Office & Plant :
VPO. Nasrala, at Jalandhar Road,
Hoshiarpur, Punjab, India 146022
Tel: +91-1882-261540, 261550
Email: info@lotiagroup.com
Web: http://www.lotiagroup.com
Marketing Office:
192, Pocket- K, Sarita Vihar,
Near Jasola Comm. Complex,
New Delhi, India. Pin 110076.
Email: vijaykumar@lotiagroup.com
Email: vijay@lotia.co.cc
18th December 2008 Lotia Group Corporate Presentation 16