Hinopak Motors Limited is the largest manufacturer of medium and heavy-duty trucks and buses in Pakistan, with a 65% market share. The company aims to achieve total customer satisfaction through quality manufacturing and services while contributing to Pakistan's economic growth. Although Hinopak is meeting production targets, lack of support from the government is creating some inefficiencies for the company to overcome.
Top 5 players in indian banking industryAgnes Miriam
The document provides information on 5 major banks in India: HDFC Bank, SBI, ICICI Bank, Axis Bank, and Kotak Mahindra Bank. For each bank, key details are given such as the CEO, market capitalization, total assets, profits, number of employees, branches, ATMs, customer base, and international presence. The sources of this financial information on the top 5 banks are also listed.
The document provides an overview of the National Bank of Pakistan (NBP), including its history, vision, mission, goals, organizational structure, products, and departments. NBP was established in 1949 and acts as an agent for the State Bank of Pakistan, with over 1,200 branches across Pakistan. The report also discusses NBP's financial performance, awards, subsidiaries, and banking services and products offered to consumers and businesses.
Market Share: Prestige is India’s brand leader in the kitchenware and appliances categories and commands a ~37% market share in pressure cooker category, 31% market share in the cookware category and ~10% market share in the appliances category.
The document discusses Tata Consultancy Services (TCS), the largest Indian IT services company. It provides an introduction to TCS, describing it as an Indian multinational company and subsidiary of Tata Group that operates in 46 countries. It then discusses TCS's products and services, operations in various countries and cities, financial details such as revenue and profits, and the number of employees. Finally, it explains the concept of cost of capital and provides the calculation of TCS's weighted average cost of capital.
The Securities and Exchange Commission of Pakistan (SECP) is the financial regulatory agency that oversees corporate activity and capital markets. It was established in 1997 through the SECP Act and began operations in 1999. Originally focused on regulating corporations and capital markets, SECP has expanded its mandate to include supervision of insurance companies, non-banking finance companies, and private pensions. SECP's vision is to develop a modern and efficient corporate sector and capital market based on international standards and best practices, in order to encourage investment and economic growth in Pakistan. It is divided into four divisions that regulate different aspects of the financial sector.
Tata motors : Fundamental & Ratio AnalysisAnmol Agrawal
The document provides an overview of Tata Motors including general facts about the company, its mission and vision, subsidiaries, manufacturing locations, and dealership network. It also includes analyses of the political, economic, social, and technological factors impacting Tata Motors. Ratio analyses are presented covering profitability, liquidity, leverage, and valuation metrics for Tata Motors compared to competitors like Ford, GM, and Mahindra. The analyses show Tata Motors has struggled recently with negative profit margins but maintains better asset turnover than peers.
The document discusses Corporate Social Responsibility (CSR) and Zong's CSR initiatives in Pakistan. It defines CSR as a company's obligation to positively impact society and defines key aspects of CSR like responsibilities to stakeholders, society, and the environment. It then discusses Zong's CSR philosophy of empowering communities through digital technologies. Zong's CSR projects focus on education, healthcare, rural connectivity, disaster relief, and employee volunteerism. Major projects include establishing computer labs in schools, expanding cellular networks to rural areas, supporting telemedicine, and assisting with disaster relief efforts.
This document is an internship report submitted by Muhammad Yasir to KASBIT University in 2013. It provides an overview of Yasir's internship at MCB Bank, including a brief history of MCB Bank highlighting its development, nationalization, and privatization phases. The report also describes MCB Bank's mission, core values, key operations like general banking, clearing, remittance, accounts, and cash departments. It provides details of the processes carried out in these departments.
Top 5 players in indian banking industryAgnes Miriam
The document provides information on 5 major banks in India: HDFC Bank, SBI, ICICI Bank, Axis Bank, and Kotak Mahindra Bank. For each bank, key details are given such as the CEO, market capitalization, total assets, profits, number of employees, branches, ATMs, customer base, and international presence. The sources of this financial information on the top 5 banks are also listed.
The document provides an overview of the National Bank of Pakistan (NBP), including its history, vision, mission, goals, organizational structure, products, and departments. NBP was established in 1949 and acts as an agent for the State Bank of Pakistan, with over 1,200 branches across Pakistan. The report also discusses NBP's financial performance, awards, subsidiaries, and banking services and products offered to consumers and businesses.
Market Share: Prestige is India’s brand leader in the kitchenware and appliances categories and commands a ~37% market share in pressure cooker category, 31% market share in the cookware category and ~10% market share in the appliances category.
The document discusses Tata Consultancy Services (TCS), the largest Indian IT services company. It provides an introduction to TCS, describing it as an Indian multinational company and subsidiary of Tata Group that operates in 46 countries. It then discusses TCS's products and services, operations in various countries and cities, financial details such as revenue and profits, and the number of employees. Finally, it explains the concept of cost of capital and provides the calculation of TCS's weighted average cost of capital.
The Securities and Exchange Commission of Pakistan (SECP) is the financial regulatory agency that oversees corporate activity and capital markets. It was established in 1997 through the SECP Act and began operations in 1999. Originally focused on regulating corporations and capital markets, SECP has expanded its mandate to include supervision of insurance companies, non-banking finance companies, and private pensions. SECP's vision is to develop a modern and efficient corporate sector and capital market based on international standards and best practices, in order to encourage investment and economic growth in Pakistan. It is divided into four divisions that regulate different aspects of the financial sector.
Tata motors : Fundamental & Ratio AnalysisAnmol Agrawal
The document provides an overview of Tata Motors including general facts about the company, its mission and vision, subsidiaries, manufacturing locations, and dealership network. It also includes analyses of the political, economic, social, and technological factors impacting Tata Motors. Ratio analyses are presented covering profitability, liquidity, leverage, and valuation metrics for Tata Motors compared to competitors like Ford, GM, and Mahindra. The analyses show Tata Motors has struggled recently with negative profit margins but maintains better asset turnover than peers.
The document discusses Corporate Social Responsibility (CSR) and Zong's CSR initiatives in Pakistan. It defines CSR as a company's obligation to positively impact society and defines key aspects of CSR like responsibilities to stakeholders, society, and the environment. It then discusses Zong's CSR philosophy of empowering communities through digital technologies. Zong's CSR projects focus on education, healthcare, rural connectivity, disaster relief, and employee volunteerism. Major projects include establishing computer labs in schools, expanding cellular networks to rural areas, supporting telemedicine, and assisting with disaster relief efforts.
This document is an internship report submitted by Muhammad Yasir to KASBIT University in 2013. It provides an overview of Yasir's internship at MCB Bank, including a brief history of MCB Bank highlighting its development, nationalization, and privatization phases. The report also describes MCB Bank's mission, core values, key operations like general banking, clearing, remittance, accounts, and cash departments. It provides details of the processes carried out in these departments.
Mobilink is the largest mobile network operator in Pakistan, with over 24 million subscribers. It was established in 1994 as the first GSM network in Pakistan. Mobilink offers both prepaid and postpaid plans to meet the needs of diverse customers. It focuses on differentiation through innovative value-added services and nationwide coverage of over 5000 cities and towns. Mobilink aims to be the leading telecom provider through excellent customer service, network quality, and shareholder value while maintaining high employee satisfaction.
Bank Alfalah Limited was incorporated in 1992 and commenced banking operations in 1997. It is owned by the Abu Dhabi Group and is the sixth largest bank in Pakistan with over 500 branches. The bank provides various financial products and services including consumer banking, corporate banking, Islamic banking and branchless banking services. It recently rebranded in 2015 by changing its logo and color scheme. The document discusses the bank's vision, management team, products, services, branch network, CSR initiatives and SWOT analysis.
The document provides information about Mobilink, the first GSM cellular service provider in Pakistan. It discusses Mobilink's background, mission, vision, values, organizational structure, product lines including prepaid and postpaid plans, value added services, marketing strategies, and corporate social responsibility initiatives. Mobilink has over 4,500 employees and 28.24 million customers as of March 2009.
Habib Bank Limited Project (m.nauman sher 42)Muhammad Sher
HBL is Pakistan's largest bank with over 1,500 branches worldwide. It has a mission to be the leading financial institution in Pakistan and an international bank in emerging markets. Some key points:
- Founded in 1947 and privatized in 2004, HBL has a long history and was a pioneer in services like ATMs and internet banking in Pakistan.
- It has major market shares in various services like deposits, remittances, and loans. However, it faces challenges from competitors and the unstable political/economic environment.
- HBL offers various banking products and services to individuals and businesses through divisions like retail, commercial, and corporate banking, as well as international operations.
- In
Infosys is an Indian multinational corporation that provides business consulting, IT, software engineering and outsourcing services. It was founded in 1981 in Pune, India and is headquartered in Bangalore. Infosys' vision is to be a globally respected corporation that provides best-in-class business solutions leveraging technology. Its mission is to achieve its objectives in an environment of fairness, honesty and courtesy towards clients, employees and society.
Pak Suzuki Motor Company is a joint venture between Pakistan Automobile Corporation and Suzuki Motor Corporation of Japan. The document analyzes Pak Suzuki's financial statements from 2011-2010 to make an investment decision. It finds that Pak Suzuki has over 50% market share in Pakistan, earnings per share of Rs. 9.70, and good liquidity, profitability, and leverage ratios. Based on this analysis, the conclusion is that the company's economic condition and overall performance is better than the previous year, so an investment in Pak Suzuki is recommended.
The National Bank of Pakistan was established in 1949 under the National Bank of Pakistan Ordinance to act as the central bank where the State Bank of Pakistan did not have a presence. It was initially fully government-owned and handled treasury operations for the government. The bank was incorporated after the partition of India and Pakistan in 1947, when most commercial banks retreated from Pakistan due to the migration of non-Muslims to India, leaving a gap in the banking system. It has since diversified and expanded its services while still maintaining government operations.
1) HSBC aims to be the world's local bank with a leading emerging markets presence by linking developed and developing countries through its unique international connectivity.
2) Emerging markets, especially Asia, Latin America, and the Middle East, are growing faster than developed markets and will represent an increasing share of global GDP and trade. HSBC is positioned as the largest and most profitable international bank focused on emerging markets.
3) HSBC's profit from emerging markets grew 27% in the first half of 2007, led by Asia. The presentation outlines HSBC's strategies to strengthen its position in key emerging markets like China, India, and across Asia.
Group members for the project include Syed Muhammad Umair, Muhammad Bilal, Ammara, and Amna.
Bank Alfalah Limited is a private bank in Pakistan owned by the Abu Dhabi Group. It was established in 1997 and offers both conventional and Islamic banking services. Bank Alfalah remains the number 2 Islamic bank in Pakistan with over 110 Islamic banking branches across the country.
The document outlines various Islamic banking products offered by Bank Alfalah, including murabaha financing, ijara financing, diminishing musharaka financing, and current and savings accounts that are Shariah compliant. Pricing for products is based on factors like KIBOR rates and fixed profit rates
The document is an internship report submitted by Mazhar Abbas to Zainb Akram, detailing Abbas' 6-week internship at MCB Bank Limited in Multan, Pakistan. The report provides an executive summary of Abbas' tasks in the bank's remittance department, filling forms for transactions like pay orders, online transfers, and demand drafts. It also includes background information on MCB Bank, its vision, organizational structure, products and services, SWOT analysis, and marketing strategies. Abbas describes the processes for account opening, clearing transactions, and different types of remittances during his internship.
A study on financial analysis of jk cement limitedTanyavarshney42
The document analyzes the financial performance of J.K. Cement Limited from 2011-2015 using ratio analysis. Key findings include that the company's profits increased 61% in 2014-15 due to increased sales volumes. Working capital is well managed at 31.54% of current assets. Liquidity needs some improvement as current ratios are below ideal levels. Efficiency ratios show improved inventory and debtors' turnover. Overall, the analysis finds that while financial performance is satisfactory, there is still scope for further improvement in liquidity, efficiency, and profitability.
Securities & Exchange commission of Pakistan (SECP)IRFAN UR REHMAN
This power point file contains the details of Securities & Exchange Commission of Pakistan (SECP), Its brief history, functions and objectives, organizational structure, process of registering a private company and divisions.
It also shows the types of companies at the end.
With Reference as: -
https://www.secp.gov.pk/
Wipro conducted a strategic management assignment analyzing its business strategy. It included an introduction to Wipro's mission, vision and goals. It then analyzed various demographic, social, PESTEL and SWOT factors. Wipro's business strategy focuses on differentiation through industry depth, portfolio of services and global workforce. It operates in three business segments: global IT services and products, India and Asia Pacific IT services and products, and consumer care and lighting.
The document provides information about Meezan Bank, which is the largest Islamic bank in Pakistan. It discusses the bank's mission and shareholders, board of directors, advisory board, products and services, and SWOT analysis. The key points are:
1. Meezan Bank is the largest Islamic bank in Pakistan, with Noor Financial, PKIC, and IDB as major shareholders.
2. The bank offers various Shariah-compliant deposit accounts, certificates, consumer financing, and electronic banking services to customers.
3. A SWOT analysis identifies the bank's strengths in Islamic banking expertise and network, and opportunities in market growth, while noting weaknesses in resources and threats from competition.
The document provides an internship report on Habib Bank Limited (HBL). It includes an acknowledgement, table of contents, executive summary, and sections on the history of banking in Pakistan and HBL. The executive summary highlights that HBL was the first commercial bank established in Pakistan in 1947 and has grown to over 1,450 branches. It also discusses HBL's mission, vision, values, board of directors, management structure, operations, products/services, and the intern's learnings. SWOT analysis identifies HBL's strengths as its long history, large size and branch network, and high level of public trust in Pakistan.
Tata Motors Company Analysis Report 2015-2016Rahul Gulaganji
This document provides an overview of Tata Motors, an Indian automotive manufacturing company. It discusses Tata Motors' history, beginning in 1945 as a manufacturer of locomotives. In 1954, Tata Motors entered the commercial vehicle sector through a joint venture with Daimler-Benz. Tata Motors launched its first passenger vehicle, the Tata Sierra, in 1991. It later launched other popular models like the Indica and Nano. In 2008, Tata Motors acquired Jaguar Land Rover from Ford. The document provides details on Tata Motors' various subsidiaries and joint ventures involved in manufacturing passenger vehicles, commercial vehicles, buses, and other automotive products and components.
Tata Motors unveiled a new customer-focused strategy called "Horizon Next" to revitalize its struggling passenger vehicle business. Horizon Next will involve relaunching Tata's entire passenger vehicle line-up over the next few years with 8 new models across 5 brands, along with 11 new service programs. The strategy aims to infuse growth and excitement into the passenger vehicle segment, where sales had fallen 35% in 2012-2013.
This document is a summer internship report submitted by Shoab Hassan Khan to the National University of Science and Technology. It details his internship at Hino Pak Motors Limited from August 5th to August 13th, 2013. The report provides an overview of Hino Pak Motors, including its history, products, and production process. It describes Khan's experiences in various departments like the engine assembly shop, drill area, and main assembly line. The report aims to relate Khan's theoretical education to practical work experience at an automotive manufacturing company.
Based on the analysis of the financial ratios, Ghandhara Industries' liquidity, asset management, and profitability ratios are below the industry benchmarks in most years. Some key points:
- Liquidity ratios like current and quick ratios are below average, indicating potential issues meeting short-term obligations
- Inventory turnover is low, suggesting inefficient inventory management
- Profitability ratios like gross profit margin, EBITDA margin, net profit margin, and return on equity are below average and even negative in some years, indicating low profitability
- Earnings per share is also negative in recent years
Overall, the financial analysis suggests Ghandhara Industries needs to improve its working capital and inventory management, as well as
Mobilink is the largest mobile network operator in Pakistan, with over 24 million subscribers. It was established in 1994 as the first GSM network in Pakistan. Mobilink offers both prepaid and postpaid plans to meet the needs of diverse customers. It focuses on differentiation through innovative value-added services and nationwide coverage of over 5000 cities and towns. Mobilink aims to be the leading telecom provider through excellent customer service, network quality, and shareholder value while maintaining high employee satisfaction.
Bank Alfalah Limited was incorporated in 1992 and commenced banking operations in 1997. It is owned by the Abu Dhabi Group and is the sixth largest bank in Pakistan with over 500 branches. The bank provides various financial products and services including consumer banking, corporate banking, Islamic banking and branchless banking services. It recently rebranded in 2015 by changing its logo and color scheme. The document discusses the bank's vision, management team, products, services, branch network, CSR initiatives and SWOT analysis.
The document provides information about Mobilink, the first GSM cellular service provider in Pakistan. It discusses Mobilink's background, mission, vision, values, organizational structure, product lines including prepaid and postpaid plans, value added services, marketing strategies, and corporate social responsibility initiatives. Mobilink has over 4,500 employees and 28.24 million customers as of March 2009.
Habib Bank Limited Project (m.nauman sher 42)Muhammad Sher
HBL is Pakistan's largest bank with over 1,500 branches worldwide. It has a mission to be the leading financial institution in Pakistan and an international bank in emerging markets. Some key points:
- Founded in 1947 and privatized in 2004, HBL has a long history and was a pioneer in services like ATMs and internet banking in Pakistan.
- It has major market shares in various services like deposits, remittances, and loans. However, it faces challenges from competitors and the unstable political/economic environment.
- HBL offers various banking products and services to individuals and businesses through divisions like retail, commercial, and corporate banking, as well as international operations.
- In
Infosys is an Indian multinational corporation that provides business consulting, IT, software engineering and outsourcing services. It was founded in 1981 in Pune, India and is headquartered in Bangalore. Infosys' vision is to be a globally respected corporation that provides best-in-class business solutions leveraging technology. Its mission is to achieve its objectives in an environment of fairness, honesty and courtesy towards clients, employees and society.
Pak Suzuki Motor Company is a joint venture between Pakistan Automobile Corporation and Suzuki Motor Corporation of Japan. The document analyzes Pak Suzuki's financial statements from 2011-2010 to make an investment decision. It finds that Pak Suzuki has over 50% market share in Pakistan, earnings per share of Rs. 9.70, and good liquidity, profitability, and leverage ratios. Based on this analysis, the conclusion is that the company's economic condition and overall performance is better than the previous year, so an investment in Pak Suzuki is recommended.
The National Bank of Pakistan was established in 1949 under the National Bank of Pakistan Ordinance to act as the central bank where the State Bank of Pakistan did not have a presence. It was initially fully government-owned and handled treasury operations for the government. The bank was incorporated after the partition of India and Pakistan in 1947, when most commercial banks retreated from Pakistan due to the migration of non-Muslims to India, leaving a gap in the banking system. It has since diversified and expanded its services while still maintaining government operations.
1) HSBC aims to be the world's local bank with a leading emerging markets presence by linking developed and developing countries through its unique international connectivity.
2) Emerging markets, especially Asia, Latin America, and the Middle East, are growing faster than developed markets and will represent an increasing share of global GDP and trade. HSBC is positioned as the largest and most profitable international bank focused on emerging markets.
3) HSBC's profit from emerging markets grew 27% in the first half of 2007, led by Asia. The presentation outlines HSBC's strategies to strengthen its position in key emerging markets like China, India, and across Asia.
Group members for the project include Syed Muhammad Umair, Muhammad Bilal, Ammara, and Amna.
Bank Alfalah Limited is a private bank in Pakistan owned by the Abu Dhabi Group. It was established in 1997 and offers both conventional and Islamic banking services. Bank Alfalah remains the number 2 Islamic bank in Pakistan with over 110 Islamic banking branches across the country.
The document outlines various Islamic banking products offered by Bank Alfalah, including murabaha financing, ijara financing, diminishing musharaka financing, and current and savings accounts that are Shariah compliant. Pricing for products is based on factors like KIBOR rates and fixed profit rates
The document is an internship report submitted by Mazhar Abbas to Zainb Akram, detailing Abbas' 6-week internship at MCB Bank Limited in Multan, Pakistan. The report provides an executive summary of Abbas' tasks in the bank's remittance department, filling forms for transactions like pay orders, online transfers, and demand drafts. It also includes background information on MCB Bank, its vision, organizational structure, products and services, SWOT analysis, and marketing strategies. Abbas describes the processes for account opening, clearing transactions, and different types of remittances during his internship.
A study on financial analysis of jk cement limitedTanyavarshney42
The document analyzes the financial performance of J.K. Cement Limited from 2011-2015 using ratio analysis. Key findings include that the company's profits increased 61% in 2014-15 due to increased sales volumes. Working capital is well managed at 31.54% of current assets. Liquidity needs some improvement as current ratios are below ideal levels. Efficiency ratios show improved inventory and debtors' turnover. Overall, the analysis finds that while financial performance is satisfactory, there is still scope for further improvement in liquidity, efficiency, and profitability.
Securities & Exchange commission of Pakistan (SECP)IRFAN UR REHMAN
This power point file contains the details of Securities & Exchange Commission of Pakistan (SECP), Its brief history, functions and objectives, organizational structure, process of registering a private company and divisions.
It also shows the types of companies at the end.
With Reference as: -
https://www.secp.gov.pk/
Wipro conducted a strategic management assignment analyzing its business strategy. It included an introduction to Wipro's mission, vision and goals. It then analyzed various demographic, social, PESTEL and SWOT factors. Wipro's business strategy focuses on differentiation through industry depth, portfolio of services and global workforce. It operates in three business segments: global IT services and products, India and Asia Pacific IT services and products, and consumer care and lighting.
The document provides information about Meezan Bank, which is the largest Islamic bank in Pakistan. It discusses the bank's mission and shareholders, board of directors, advisory board, products and services, and SWOT analysis. The key points are:
1. Meezan Bank is the largest Islamic bank in Pakistan, with Noor Financial, PKIC, and IDB as major shareholders.
2. The bank offers various Shariah-compliant deposit accounts, certificates, consumer financing, and electronic banking services to customers.
3. A SWOT analysis identifies the bank's strengths in Islamic banking expertise and network, and opportunities in market growth, while noting weaknesses in resources and threats from competition.
The document provides an internship report on Habib Bank Limited (HBL). It includes an acknowledgement, table of contents, executive summary, and sections on the history of banking in Pakistan and HBL. The executive summary highlights that HBL was the first commercial bank established in Pakistan in 1947 and has grown to over 1,450 branches. It also discusses HBL's mission, vision, values, board of directors, management structure, operations, products/services, and the intern's learnings. SWOT analysis identifies HBL's strengths as its long history, large size and branch network, and high level of public trust in Pakistan.
Tata Motors Company Analysis Report 2015-2016Rahul Gulaganji
This document provides an overview of Tata Motors, an Indian automotive manufacturing company. It discusses Tata Motors' history, beginning in 1945 as a manufacturer of locomotives. In 1954, Tata Motors entered the commercial vehicle sector through a joint venture with Daimler-Benz. Tata Motors launched its first passenger vehicle, the Tata Sierra, in 1991. It later launched other popular models like the Indica and Nano. In 2008, Tata Motors acquired Jaguar Land Rover from Ford. The document provides details on Tata Motors' various subsidiaries and joint ventures involved in manufacturing passenger vehicles, commercial vehicles, buses, and other automotive products and components.
Tata Motors unveiled a new customer-focused strategy called "Horizon Next" to revitalize its struggling passenger vehicle business. Horizon Next will involve relaunching Tata's entire passenger vehicle line-up over the next few years with 8 new models across 5 brands, along with 11 new service programs. The strategy aims to infuse growth and excitement into the passenger vehicle segment, where sales had fallen 35% in 2012-2013.
This document is a summer internship report submitted by Shoab Hassan Khan to the National University of Science and Technology. It details his internship at Hino Pak Motors Limited from August 5th to August 13th, 2013. The report provides an overview of Hino Pak Motors, including its history, products, and production process. It describes Khan's experiences in various departments like the engine assembly shop, drill area, and main assembly line. The report aims to relate Khan's theoretical education to practical work experience at an automotive manufacturing company.
Based on the analysis of the financial ratios, Ghandhara Industries' liquidity, asset management, and profitability ratios are below the industry benchmarks in most years. Some key points:
- Liquidity ratios like current and quick ratios are below average, indicating potential issues meeting short-term obligations
- Inventory turnover is low, suggesting inefficient inventory management
- Profitability ratios like gross profit margin, EBITDA margin, net profit margin, and return on equity are below average and even negative in some years, indicating low profitability
- Earnings per share is also negative in recent years
Overall, the financial analysis suggests Ghandhara Industries needs to improve its working capital and inventory management, as well as
The document outlines the board of directors, management committees, and code of corporate governance for Exide Pakistan Limited. It lists the chairman, managing director/CEO, and other members of the board of directors. It also provides details on the audit committee and human resource committee, including their members. Finally, it describes Exide Pakistan Limited's compliance with the code of corporate governance regulations for listed companies in Pakistan.
Persentation of millat tractor by abdul waheedNaveed Gee
Millat Tractors Limited is a Pakistani company established in 1964 to market Massey Ferguson tractors. It was later nationalized but privatized again in 1992. The company assembles and manufactures tractors and agricultural equipment at its plant in Lahore. It produces various tractor models and implements and has a network of dealers, workshops, and parts dealers across Pakistan. The company saw growth in production and sales from 2008-2013. Its financial position is strong with profits, assets, and market capitalization increasing annually.
The document provides an overview of basic HTML elements including tags, attributes, text formatting, links, images, lists, tables, frames, and forms. It explains common HTML tags like <html>, <head>, <body>, <p>, <b>, <i>, <img>, <a> and their attributes. It also covers how to add colors, links, images, lists, tables, frames, and forms to a webpage using HTML.
The document analyzes Atlas Honda Limited (AHL), Pakistan's largest motorcycle manufacturer. It discusses AHL's history, management structure, strategic goals, policies, and internal and external environments. The author conducted interviews and visits to understand AHL's operations, customer service, management challenges, and performance. Key points include AHL's joint venture with Honda, focus on quality and customer satisfaction, manufacturing facilities, management committees, environmental and HR policies, and strategies to address competition and economic changes.
Atlas honda internship report by qazi zohaib aqilqazizohaibaqil
This internship report summarizes research conducted at Atlas Honda to understand reasons for a sales decline in the first quarter of 2014. The report includes:
1) Visits to 10 dealerships across Pakistan to gather feedback, finding that new dealerships may be causing demotivation, and changes to motorcycle designs were not well received.
2) A survey of 49 consumers finding that while both Honda and Chinese motorcycles are seen as having good prices, Honda is seen as more durable and better designed.
3) A comparison of Honda and Chinese motorcycles on attributes like price, durability, design, and maintenance, finding that Honda scores higher for durability and design.
Honda was founded in 1959 in Japan and initially focused on motorcycle manufacturing. It has since expanded to become the fifth largest car manufacturer globally. The company is committed to developing safe, efficient, and environmentally friendly vehicles through technological innovation and research. Notable Honda vehicles include the Civic, Insight, and Clarity models. In addition to manufacturing, Honda focuses on corporate social responsibility through community initiatives in education, healthcare, environment protection, and disaster response.
This document discusses key aspects of human resources management and labor laws. It outlines six main functions of HR: social compliance, training and development, health and safety, personnel management, industrial relations, and compensation and benefits. It then provides details on labor laws governing issues like working conditions, wages, trade unions, and dispute resolution. The document aims to help managers understand their legal responsibilities to employees.
The document discusses the automobile industry, including its significance, components, and status in Pakistan. It notes that the automobile industry is one of the most important in the world, providing jobs and revenue. In Pakistan, the industry started in 1950 and contributes Rs. 36 billion to GDP. It operates under agreements with international brands. The document compares Pakistan's industry to those of neighboring countries like India and benchmarks like Japan, and recommends steps like increasing localization to strengthen Pakistan's domestic automobile sector.
horizontal and vertical integration of supply chainNUML lahore
Nestle is the world's largest food and beverage company, founded in Switzerland in 1866. It has grown significantly through mergers and acquisitions, including a 1905 merger with Anglo-Swiss Condensed Milk that added chocolate to its product line. Nestle employs over 280,000 people worldwide and uses vertical and horizontal integration in its supply chain management.
Nestle is a leading global food and beverage company that has been operating for over 150 years. It has operations across 86 countries with 487 factories worldwide. In Pakistan, Nestle started as a joint venture in 1988 and has since expanded its product portfolio and built several new factories. The company's vision is to be the leading health, wellness and nutrition company by meeting the needs of consumers of all ages through innovative products. Its core values include leading a motivated workforce, delivering shareholder value through growth, and playing a responsible role in society and the environment.
This document discusses the three levels of strategic management - corporate, business, and operational.
The corporate level focuses on the overall plan for the organization and strategic business units. Strategy at this level involves conceptual decisions. The business level determines how each business unit will compete and allocates resources. Operational level strategies improve internal functions like manufacturing and marketing.
Effective strategic management requires coordination across all three levels to improve profitability.
Hinopak Motors Limited is Pakistan's largest manufacturer of medium and heavy-duty trucks and buses, with a 65% market share. It is a joint venture between Hino Motors of Japan and Toyota Tsusho Corporation. The company aims to provide safe, economical, comfortable and environmentally friendly transportation. It has received ISO 9001 certification for quality management and ISO 14001 for environmental management. Hinopak uses an ERP system and just-in-time approach to manage its supply chain and keep inventory levels optimized.
Escorts Ltd is an Indian conglomerate whose core business is agricultural machinery. It has 15 manufacturing facilities across India and is a leading manufacturer of tractors. The document provides background details on Escorts such as its founding in 1944 as an agency house, transition to manufacturing tractors in 1960 under the Escorts brand, and formation of a joint venture with Ford in 1969 to manufacture Ford tractors. It discusses Escorts' subsidiaries and expansion into other business segments over the years.
Escorts Ltd is an Indian conglomerate whose core business is agricultural machinery. It has 15 manufacturing facilities across India and is a leading manufacturer of tractors. The document provides background details on Escorts such as its history dating back to 1944, current business segments, subsidiaries, and key people. It also discusses the tractor industry in India and Escorts' role and performance within that industry.
This document provides an overview of Escorts Limited's summer training report on cash management within their Agri Machinery Group.
It acknowledges those who supported and guided the training project. It includes a student declaration confirming the project represents original work. The executive summary highlights that cash flow management is important for business sustainability and analyzes Escorts' cash flow statements from 2007-2008 to study their cash management. It also lists the records Escorts maintains to professionally manage cash inflows and outflows.
1. Maruti Suzuki India Limited is a 56.21% subsidiary of Suzuki Motor Corporation and has the largest market share in India's passenger car market at 53%.
2. In 2018-2019, Maruti Suzuki saw a 14% increase in domestic sales growth compared to the previous year and economic growth was higher than 2017-2018.
3. As a strategy to promote sustainability, Maruti Suzuki has adopted the ISO 14001 environmental management standard and ensures compliance with regulations regarding waste management and fuel efficiency standards.
Nissan is a major Japanese automaker that is the 6th largest manufacturer globally. It has production facilities in 17 countries and sells vehicles in over 160 markets worldwide. To meet diverse customer preferences around the world, Nissan employs different strategies and has sophisticated operations management. It focuses on cost leadership by aiming to be the lowest cost producer. Nissan also uses continuous flow production and advanced technology like robots to improve efficiency. The company locates facilities based on factors like available skilled labor and transportation infrastructure.
This document provides a case study analysis of Tata Motors and its growth strategies in the global automotive industry. It discusses factors driving growth in the Indian automotive market such as rising incomes and an increasing middle class. An internal analysis of Tata Motors identifies its resources, processes, customer value proposition and profit formula. The automotive industry is analyzed using PEST, Porter's Five Forces and a strategic diamond. Tata Motors gains competitive advantages through international expansion, alliances like with Fiat, and management development programs.
MARKETING MANAGEMENT
Atlas Honda Limited is a public listed company which was incorporated on October 16, 1962. It is a joint collaboration between Honda Motor Company Limited Japan, the largest and most reputed motorcycle brand in the world, and Atlas Group, one of Pakistan’s most renowned business conglomerates. The Company is principally engaged in progressive manufacturing and marketing of motorcycles and spare parts.
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Article: From Best Practice to Success Transferrepner
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1) The document discusses implementing a Just-in-Time (JIT) inventory system in the automotive industry in Pakistan to improve customer satisfaction.
2) JIT aims to have the right materials available at the right time and in the right quantities to meet customer demand. This reduces inventory costs and improves productivity.
3) The study will interview automotive industry stakeholders about their current inventory challenges and survey them about adopting a JIT system to address issues like delayed deliveries affecting customers.
Assignment adil aziz (operation strategy)Sheema Adil
Productivity measures the relationship between inputs and outputs of a production process. It can be measured partially for individual inputs like labor, materials, and capital, or multifactor productivity which considers total inputs and outputs.
Order qualifiers are basic requirements that allow a customer to consider a product, like quality or reliability. Order winners are distinguishing factors that influence a customer's purchase decision over competitors, such as price, speed of delivery, or brand reputation.
Firms must meet order qualifiers to be eligible for consideration and should focus on excelling in order winners to gain competitive advantage and sustain their position in the market. Balancing order qualifiers and winners like quality versus cost requires careful strategic decision making.
Operation strategy assignment sheema razaSheema Adil
Hinopak Motors is the market leader in automobile manufacturing in Pakistan for 22 years. To measure productivity, Hinopak analyzes labor productivity by measuring the number of buses manufactured using available manpower over a month. Key order qualifying factors for Hinopak include its large dealership network and brand recognition. However, order winning factors that help Hinopak gain contracts over competitors include extensive after-sales support services like repairs, spare parts availability, free vehicle tune-ups and driver training, on-time deliveries, flexibility in order volumes and customizing vehicles to customer specifications. These order winning qualities give Hinopak a competitive edge.
This document discusses supply chain management at Hinopak Motors Limited, a Pakistani automotive company. It outlines Hinopak's supply chain goals of revenue growth, asset utilization, cost reduction. It then describes Hinopak's procurement process, inventory management practices including Kanban and Pareto analysis, warehouse management, production planning, and vendor management strategies. Recommendations are provided to implement Just-In-Time practices to reduce costs and inventory.
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This document provides information on the consumption and pricing of desi ghee in Pakistan. It finds that most Pakistanis still use ghee for cooking, though more believe oil is healthier. Desi ghee has a small 5% market share, with major buyers being sweet shops and those wanting a healthy diet or weight gain. The pricing of various ghee and oil brands is also presented.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
3. FOREWORD
The findings essentially highlight all management functions being practiced
at Hinopak with some recommendations in the end, as desired by you.
Moreover, this report also reflects the impact of the crude industry of the
commercial vehicles on the management decisions of Hinopak. The basis of
this report has been company promotional material, company website and
necessary inputs from few existing managers.
We are grateful to you (course facilitators Ms. Amber Raza) for providing us
insightful guidelines and essential concepts regarding major features of
management that really worked like a catalyst to materialize this report. We
may not also forget the courtesy, knowledge, guidance and great piece of co-
operation from management of Hinopak Motors Ltd. We are also much
obliged to Mr. Azher ul Ehsan, D.G.M Engineering & Development Division,
Mr. Syed zafar Ali, D.G.M Production Division, Mr. Mehmood Ahmed Khan,
Manager Technical & Product Compliance for being so instrumental in their
value added guidance, whenever needed, while shaping up this report.
Although we left no stone unturned to have an exhaustive study and prepare
a comprehensive report on the said topic. Nevertheless, we would be glad to
furnish any additional information or supporting documents to further clarify
your queries in the report.
Dear Madam, the report is strictly confidential and most of it should not be
copied or reproduced without prior permission of HinoPak Motor Company
Limited.
We hope that the report prepared is up to your expectations and look forward
to the same kind of support and valued guidance from you in future.
Sincerely,
Sheema Raza
Sheraz Hussain
Sidra Moin
Mona Sakhawat
Naima Maniar
Shehla Ejaz
Page 3 of 39
4. CONTENTS
• EXECUTIVE SUMMARY
• COMPANY PROFILE
COMPANY'S HISTORY
HPML MARKET SHARES
HPML SHARE HOLDING
MARKET SHARE IN DIFFERENT CATEGORIES
• PRACTICE TO IMPROVE PROCESS EFFICIENCY
To avoid 3Ms
KAIZEN
5S ACTIVITIES
BCG GROWTH-SHARE MATRIX PORTFOLIO STRATEGY
APPROACH
• GOAL FORMULATION & PLANNING
PLANNING PROGRAM
MISSION
VISION
MILESTONE
OBJECTIVES
GOAL FORMULATION
DEVELOPING STRATEGIES
∇ Increase of sales volume
∇ Smooth introduction of the new model series
∇ Cost reduction
∇ Profitability of Body Manufacturing Plant
∇ Enhancement of after sales service
∇ Enhancement of quality assurance
∇ Promotion of zero accident minds among all
fellows
∇ Safety hazard
• ORGANIZING
ORGANIZATION STRUCTURE
DECISION MAKING APPROACH & STYLE
ORGANOGRAM
TYPES OF DEPARTMENTALIZATION
VERTICAL CO-ORDINATION
Page 4 of 39
5. DEPARTMENTALIZING
ORGANIZATIONAL FUNCTION
• FINANCIAL PROJECTIONS
BUDGET PLAN
OPERATING RESULTS
SALES REVENUE
GROSS PROFIT
DISTRIBUTION AND ADMINISTRATIVE EXPENSES
OTHER INCOME & EXPENSES
CAPITAL EXPENDITURE
CASH FLOW
STATEMENT OF VALUE ADDITION
DISTRIBUTION OF VALUE ADDITION
SOME FINANCIAL HIGHLIGHTS
OPERATING PROFIT
TOTAL ASSETS
SHARE PRICE CLOSING
EARNING PER SHARE
INVESTORS INFORMATION
• LEADING
MOTIVATION
COMMUNICATION
∇ Methods used for communications
∇ Meeting
∇ Importance of communication in organization
DISCIPLINE
GROUP DYNAMICS
∇ Situations in which groups are superior to
individuals
∇ Groups are performed better than individuals
• CONTROLLING
FEEDBACK MECHANISM
CONCURRENT SYSTEM
CONTROL MECHANISM
WORK PLACE PRIVACY AND WORKPLACE VIOLENCE
TOTAL QUALITY MANAGEMENT
INVENTORY CONTROL
INTRODUCING ERP
Page 5 of 39
6. ISO IMPLEMENTATION
INTERNAL AUDITING
• CONCLUSIONS & RECOMMENDATIONS
• GLOSSARY
• OTHER REFERENCES
• APPENDIXES
Page 6 of 39
7. EXECUTIVE SUMMARY
Hinopak Motor Limited has been a market leader since 20 years. In 2007, with
the market share of 56% it became the most sought vehicle company in the
country. Hinopak's Market share stands at 76% in busses, 65% in heavy trucks
and 49% in light duty truck, which clearly shows that it out beats all other
companies in the country. Backed by Hino's expertise Hinopak has achieved
standard of quality and excellence that rival the best in the region. With over
39,000 vehicles on road, Hinopak has gained 65% market share making it the
largest manufacturer in medium and heavy-duty truck and bus industry in
Pakistan.
The gross profit increased to Rs. 1,388 million from last year's Rs. 835 million.
The distribution and administrative expenses increased to Rs. 409 million
from Rs. 308 million. The net increase in cash and cash equivalent was Rs. 300
million. The year thus closed with a positive cash balance of Rs.156 million.
The selling prices of vehicles are rising and "Deletion" because of falling value
of the rupee against dollar and yen.
Total Customer Satisfaction, is a set vision for the company. Total Quality
Management or TQM is a philosophy of management driven by continual
improvement and responding to customer needs and expectations.
Hinopak by utilizing its MIS system controls and keeps track of raw materials
inventory, work – in – process inventory and finished goods inventory. Just in
time (JIT) approach is preferred to eliminate all sources of waste, including
any activities that do not add value by focusing on having the right part at the
right place at exactly the right time.
Hinopak is the only automotive company in Pakistan and the first Hino
affiliate world wide to receive the ISO 9001 certificate.
Hinopak is Pakistan’s first automobile company to export its buses to
Middleast and African countries. The company is in the process of negotiation
with Hino Japan that Hinopak will be made the center of all Hino export to
Algeria, U.A.E. and other African countries by 2010.
In order to keep the checks and balances, to avoid errors and to detect frauds,
the company has an internal auditor, whose responsibility is to make sure
that the controls are implemented at all levels and there is proper segregation
of duties and no teeming or lading takes place.
Although Hino Pak is meeting the production targets, lack of support form
the government is creating problems in the efficiency of the company
Page 7 of 39
8. Hinopak backed by Hino Japan has designed a CNG bus suited the operating
conditions in Pakistan. But lack of support from government makes it difficult
to practice. Even though Hinopak Motors Ltd. is a well-managed organization
there is still some span for improvement. The company will have to make its
decision making and managerial practices more clear and transparent. A trace
of double standards during hiring, promotion and foreign trainings ought to
be faded out to truly motivate the employees and retain the potential
employees of the company. Moreover, structure of the company is to be lined
up in such a way that the work channel and communication channel should
not affect the pace of the work.
Page 8 of 39
9. COMPANY PROFILE
COMPANY'S
HISTORY
Hino Motors Japan and Toyota Tsusho Corporation in collaboration with Al-
Futtaim Group of UAE and PACO Pakistan formed Hinopak Motors Limited
in 1986.
In 1998, Hino Motors Ltd., and Toyota Tsusho Corporation obtained majority
shareholding in the company after disinvestments by the other two founding
sponsors. This decision to invest in Hinopak at a time when the country's
economy was passing through a depression and the sale of commercial
vehicles was at an all time low reflects the confidence our Principals have in
our company and their commitment to the Pakistani market. Hinopak is the
trusted market leader with over 65% share in the Pakistani Truck and Bus
industry. Hinopak a vital contributor in saving of foreign exchange is also
providing jobs and plays a pivotal role for the development of the local
industry through its progressive manufacturing.
By continuing to move forward and staying alert to the ever-changing market
& social needs, Hinopak will continue to be a successful and respected
corporate citizen of Pakistan, reflecting their commitment and belief in the
Hinopak corporate philosophy to "contribute to the development of a more
prosperous and comfortable society by providing the world with a new set of
values".
Hinopak Motors Limited assembles, manufactures and markets world
renowned Hino diesel trucks and buses in Pakistan. The Company has held
the top position in the domestic market for medium and heavy-duty vehicles
for 17 consecutive years and is highly acclaimed for quality and technological
excellence.
Backed by Hino's expertise Hinopak has achieved standard of quality and
excellence that rival the best in the region. With over 39,000 vehicles on road,
Hinopak has gained 65% market share making it the largest manufacturer in
medium and heavy-duty truck and bus industry in Pakistan.
Hinopak's product range has been designed and built in Hino's traditions of
automotive excellence to be the leader in its category and the main emphasis
has been given to passengers' safety & comfort.
Page 9 of 39
10. HPML MARKET SHARES
HPML SHARE HOLDING
Public
11%
Hino
76%
TTC
13%
MARKET SHARE IN DIFFERENT CATEGORIES
Bus
Dong
Dong Feng Feng
Master
0.0% Volvo
0.0% 1.6% Master
Nissan Volvo Nissan 8.9%
0.0%
8.8% 0.0% 23.2%
Isuzu
12.1%
Hino
45.6%
Isuzu
22.3%
Hino Truck
77.5%
Page 10 of 39
11. PRACTICE TO IMPROVE
PROCESS EFFICIENCY
To avoid 3Ms:
• Muda Waste
• Mura Unevenness / Waviness
• Muri Overburden / Impossibility
Wastage of Material,
Time, Energy,
Muda Equipment, Human
Potential etc.
Some time there is
(Waste)
more work and some
time its less then a
person or a machine
can handle.
Mura Muri
(Unevenness) (Overburden)
Pushing a Person or
a Machine beyond
Natural Limits
KAIZEN:
The Japanese term for Continuous Improvement is kaizen and is the process
of making incremental improvements, no matter how small, and achieving
the lean goal of eliminating all waste that adds cost without adding to value.
Kaizen teaches individuals skills for working effectively in small groups,
solving problems, documenting and improving processes, collecting and
analyzing data, and self-managing within a peer group. It pushes the decision
making (or proposal making) down to the workers and requires open
discussion and a group consensus before implementing any decisions. Kaizen
is a total philosophy that strives for perfection and sustains Toyota
Production System (TPS) on a daily basis.
Page 11 of 39
12. 5S ACTIVITIES:
"Implementation of 5S Activities to acquire a Neat & Clean environment
which gives Higher Productivity, Fewer Defects, and a safer execution"
BCG GROWTH-SHARE MATRIX
PORTFOLIO STRATEGY APPROACH
A corporate portfolio matrix, such as the BCG matrix can be a useful strategic
management tool. It provides a framework for understanding diverse
businesses and helps managers establish priorities for making resource
allocation decisions.
Below is the BCG portfolio categorization done on the basis of the knowledge
of current business situation pertaining to each product:
Page 12 of 39
13. GOAL FORMULATION & PLANNING
PLANNING PROGRAM
Company’s Mission & Vision have been set by the top management with
some inputs from the principals and senior managers. Company’s Vision and
Mission statements are:
MISSION
"The mission of Hinopak Motors Limited is to provide the society with safe,
economical, comfortable and environment friendly means of transportation
by manufacturing and supplying commercial vehicles and services".
VISION
“Total Customer Satisfaction, is a set vision for the company. In pursuit,
new concepts have been introduced such as a mobile workshops, 3S/2S
dealership facilities, and training and free service camps for the vehicle
owners and drivers”.
MILESTONE
“Hinopak is Pakistan’s first automobile company to export its buses to
Middleast and African countries”.
After successfully establishing itself as the market leader at home, Hinopak
proceeded to explore its product potential for the export market. This entry
into the export market was an important milestone for Hinopak and lead
Pakistan into an exciting new era for the automotive industry, fulfilling
Hinopak’s commitment towards the economic growth of Pakistan.
The company is in the process of negotiation with Hino Japan that Hinopak
will be made the center of all Hino export to Algeria, UAE, and other African
countries by 2010.
Other milestones are;
• To secure strong No. 1 position in Pakistan
• Defeating UD, Isuzu, Chinese and European
• To achieve Hino global standard quality
Page 13 of 39
14. • To reorganize 3S network and modernize sales
• To function as export base of bus and truck for Middle East,
Africa and Central Asia
• To diversify into new business
OBJECTIVES
GOAL FORMULATION
Goals provide the direction for all management decisions and actions and
form the criterion against which actual accomplishments are measured. Goal
setting approach in Hinopak is traditional type; however, in various
departments like Marketing, Finance and HR, senior managers also use the
MBO approach for setting annual goals to motivate the employees and make
them participative, productive and get the ideas out of them.
A Traditional Goal setting approach includes:
• Reviewing the organization’s mission
• Evaluating available resources
• Determining the goals individually or with input from others
• Writing down the goals and communicating them to all who need to
know
• Reviewing results and whether goals are being met
Strategi
c
5 Years Tactical
1~2
Years
MANAGEMENT SETTING
Operational
Less than 1
FUNCTION GOALS Year
Page 14 of 39
15. The Management by Objectives (MBO) approach used in various other
departments of the organization refers to a system which integrates key
managerial activity manner and is directed towards efficient and effective
achievement of organizational and personal goals. The MBO process consists
of five steps:
• Review organizational objectives
• Set worker objectives
• Monitor progress
• Evaluate performance
• Give rewards
DEVELOPING STRATEGIES
When it comes to developing strategies, we would recommend that the
company should now start focusing on something that is a mix of both long
term and short term strategies, reason behind the environment they are
currently competing is a very dynamic one and to back their long term
strategies / goals they need some intermediary heads that can assist them in
achieving the overall objective.
This can only be possible if the top management commitment and concern is
there and they enforce the same to the bottom. In case the market dynamics
start effecting the long term strategies the top management should be well
equipped and should be in a condition to take remedial measures / steps to
overcome these challenges at a very fast pace.
In addition to the above middle and low level employees are there to
implement the dreams & visions of the top management into execution.
They need to inculcate a culture of a learning organization before they step
forth with any future plans as this is the most basic ingredient in the success
of any company and an ingredient that is very much missing from the current
practices.
They targets set should not be virtual but should be both achievable and
acceptable by all and from top to bottom everyone should be inline with the
same objectives and work in liaison to achieve the same.
They also need to set proper performance benchmarking standards so as to
reward the ones who perform and identify the weak links out. What this will
do is that it will promote an environment of continuous learning and
competition within the team, due to which everyone will try to the optimum
level to achieve the best for both themselves and the company.
(Ref. Annexure-A, Corporate Objective 2008)
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16. Increase of sales volume:
• Promotion of direct sales
• Enhancement of demand generating/proposal type business
• UTS business (top sales) : 150 units/year
• Promotion of export bus business: Bangladesh, UAE etc.
• Tender business - government, UN, armed forces
• Revision of dealer policy
• Sales expansion by strengthening 3S
• Preparation for export of bus and truck
Smooth introduction of the new model series
• Increase of variety of models (Junior Dutro, high powered Dutro and
others)
• Development of HMPL version models (modified PM and others)
• Local parts procurement to satisfy ISDP standard
• Enhancement of purchasing to comply with multi-sourcing
Cost reduction
• Reduction of losses by leveling of production schedule
• Reduction of direct manpower cost by TPS
• Enhanced MIS - introduction of corporate wide LAN and various
software to support operations.
• Introduction of total cost control by model
• Reduction of total stock (CKD kit total stock 4 months, synchronization
of local parts with CKD kit etc.)
Profitability of Body Manufacturing Plant
• Improvement of body finish quality
• Production planning aiming at leveling
• Total revision of product quality and inspection procedures
Enhancement of after sales service
• Establishment of new 3S and 2S dealers
• Revision of parts sales policy
• Technical training prior to every new model introduction
• Procurement of spare parts for new model
• End User service facility through free service camps
• Dealer/user training utilizing new training facilities
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17. Enhancement of quality assurance
• Improvement of quality (local parts, body and completed vehicle)
• Establishment and spiral-up of ISO14000 EMS activities
• Continuation of ISO9001 EMS activities
Promotion of zero accident minds among all fellows
Safety hazards
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18. ORGANIZING
“It is the process of creating framework for developing task,
obtaining and allocating resources and co-coordinating work
activities to achieve goals. “
ORGANIZATION STRUCTURE
• Chairman
• Managing Directing
• Deputy Managing Director
• Functional Directors
• Senior General Managers / General Managers
• Departmental Heads
• Executives / assistants / coordinators
• Section In-charges
DECISION MAKING APPROACH & STYLE
Most of the times decisions taken by the management of Hinopak are result of
a blend of rationality and intuition. Managers use the historical trend they
learned from their experience in the past to cope with the problems, culture of
the Hinopak and their skills and understandings.
At top level, it’s analytical, as they take their time carefully weighing
alternatives and consider riskier options while at middle level it’s more of
behavioral and directive while at lower level its purely directive.
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19. ORGANOGRAM
Chairman
MD & CEO
DMD
Director
Director Director
Design & Sales & Finance 34 Material
82 83 146
Development Marketing & MIS Operations
Assembly Product Personnel
311 61 27
Operations Support & Admin
Plant
Body
Operations 801
Plant
Total Strength of HPML 1559
Quality 14
Assurance
TYPES OF DEPARTMENTALIZATION
• Production Department
Organization has two main operation plants for vehicles manufacturing
which are separately located. Divisions of plant are based on assembling
and manufacturing.
Assembly Operation Plant
Assembly operation plant is operation division for the Chassis
assembling and sub-assemblies only.
Body Operation Plant
Body operation plant is operation division for the manufacturing
of bus, truck bodies’ and related parts which re required during
assembly of chassis and its sub-assemblies.
Engineering & Development
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20. Engineering and development department is separate division for
introducing & developing the new model of vehicles with new
technologies & facilities.
• Quality Assurance Department
Quality Assurance Department is for assuring the all activities during
operation and assemblies
• Marketing Department
Marketing Department is the searching engine for the firm which put orders
form customers also is for the sales of product in market
• Finance Department
Finance Department for accountability of overall performance of
production, as well as sales and profitability of the Organization
• Material Operations
Material operation department is for providing all required material at time
of operation to the production department also complete monitoring and
controlling of material management
• Personnel & Administration
Personnel & Administration is for monitoring over all productivity of plant
with work man force and facilitate the manpower
VERTICAL CO-ORDINATION
• Span of management
• Decentralization
• The Delegation Process
Preparing
Planning
Discussing
Appreciating
• E-Managerial Business Communication
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23. FINANCIAL PROJECTIONS
BUDGET PLAN
OPERATING RESULTS
SALES REVENUE
The sales revenue in the year increased by 22% to Rs.7,827 million from Rs.
6,392 million in 2006.
Most of it, around 76%, came from the sale of chassis.
GROSS PROFIT
The gross profit increased to Rs. 1,388 million from last year's Rs. 835 million.
The increase in chassis gross profit is in line with the increase in sales volume.
The steady value of the Japanese yen in the first three quarters of the year
helped gross profit from bus and truck chassis to rise. Larger production
reduced the cost per unit and higher value-added specialized vehicles were
produced than in any previous year.
DISTRIBUTION AND
ADMINISTRATIVE EXPENSES
The distribution and administrative expenses increased to Rs. 409 million
from Rs. 308 million due to:
• Investments made in 3S dealership network
• Publicity launched to promote new models
• General inflation and normal increments in salaries and wages.
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24. OTHER INCOME & EXPENSES
Income from short term investments decreased by Rs.16 million due to lower
liquidity. A net exchange loss of Rs. 31 million was recorded in fair value
adjustment on forward exchange contracts made to hedge the exchange risk.
CAPITAL EXPENDITURE
The Company is continuously making investments to improve the capacity,
technology and safety of its plants especially the Body Fabrication Plant. The
expense incurred on this account during the year was Rs. 117 million.
CASH FLOW
The cash income from the operating activities was Rs. 542 million of which Rs.
117 million were invested in capital goods and Rs.130 million paid in
dividend to shareholders. The net increase in cash and cash equivalent was
Rs. 300 million. The year thus closed with a positive cash balance of Rs.156
million.
STATEMENT OF VALUE ADDITION
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28. (Ref. Annexure-C, Capital Budget Expense of E&D Department 2008)
(Ref. Annexure-D, Manufacturing Budget Expense of E&D Department 2008)
Page 28 of 39
29. LEADING
“ The process of using influence to motivate others towards
accomplishment of goals. “
MOTIVATION
There are several factors for motivations of employees
• Medical policy
• Traveling policy
• Retirement policy
• Promotion policy
• Safety & health policy
• Employment welfare and benefit policy
• To enhance or encourage highly effort performance
• Performance appraisals
• Trainings & developments (Employees , community,
customers/vendors )
• Performance & Statutory Bonus/Cash awards
• Special Salary adjustment
• Late sitting allowance
• Leaves encashment
• Recreational activities
COMMUNICATION
Communication is the process of sharing our ideas, thoughts, and feelings
with other people and having those ideas, thoughts and feelings understood
by the people we are talking with. Communication is a process, by which
information is exchanged between individuals through a common system of
symbols, signs or data.
Structure of the company is to be lined up in such a way that the work
channel and communication channel should not affect the pace of the work.
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30. The key element is “understanding”. Hinopak is using chain of command
is from top to bottom.
Methods used for communications
• Electronic mail
• Voice messaging
• Faxing
• Teleconference and video conference
• Inter departmental memorandum
Meeting
• Before the meeting:
Plan the meeting: time, people, items to be discussed
Prepare materials.
• During the meeting
Start on time.
Cover most important topic first.
Promote a professional atmosphere.
Collect idea of everyone.
Must have final decision.
End on time.
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31. • After the meeting:
Distribute copies of minutes.
Follow up on decisions made
Importance of communication in organization
• Everything a manager does involve communication.
• The success of an organization is built upon effective communication.
DISCIPLINE
Discipline, rules and regulations are most important for any organization.
Hinopak is strictly following the discipline and for the awareness of this it is
conducting trainings programs also.
• High quality worker performance form is used to evaluate the
worker performance which is based on plan verses actual.
• Accountability on Rules & Regulations standards breaking
• Workers behaviors are accountability at time of start their work with
all safety measures and using all stuff throughout the day and kept at
their defined places at the time of leaving their places with cleaning
of machines.
• Late arrival of workers as well as managerial staff.
GROUP DYNAMICS
Groups are more useful for organization as for good for people. It can
improve creativity, can make better decisions, can increase commitments to
action, can help control their members, and can help offset large
organization size.
Situations in which groups are superior to individuals
• When there is no clear expert in a particular problem or task.
• When problem solving can be handled by a division of labor and
the sharing of information.
• When creativity and innovation are needed.
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32. Groups are performed better than individuals
Hinopak is comprises of some groups to get better performance, opinion
from people (employees, vendors, and suppliers). There is some group are
performing for different causes which are;
• CSR Committee
• Task Committee
• Health and Safety Committee
• Day to Day Operation Committee
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33. CONTROLLING
“Process of monitoring and regulating the organizational
activities”
Determine Establish Measure Compare Standards
areas to Standards Performance Performance Met or
Control against Standards Exceed
Standards not
Met
Take Corrective Recognize
action as Performance
Necessary
Adjust Standards and Measures as Necessary
FEEDBACK MECHANISM
Both middle and top management agree upon innovative feedback,
procedures and services provided to the customers. Different tests and
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34. approaches are implemented in this regard like customer evaluation forms,
customer feed back, marketing and promotional activities, periodic changing
in products and product range to ensure best quality product is available in
the market.
CONCURRENT SYSTEM
Hinopak controlling system is dominated by feedback controlling system.
However one may find a touch of concurrent control system as well. Product
support department collects the inputs of the customers’ complaints through
a PIR (Product Improvement Request) and QPR (Quality Problem Request)
system.
(Ref. Annexure-E, QPR-Quality Problem Report)
CONTROL
MECHANISM
WORK PLACE PRIVACY AND WORKPLACE VIOLENCE
To avoid any negative activities through email system, MIS department keeps
track of the emails being sent across and websites being visited (especially on
Saturdays). Few video cameras are also installed in some critical production
areas and security areas.
TOTAL QUALITY MANAGEMENT
Total Quality Management or TQM is a philosophy of management driven by
continual improvement and responding to customer needs and expectations.
Through TQM, Hinopak is not only focused on the final product but also
concerned about how the company handles deliveries, how rapidly it
responds to complaints, how politely the phones are answered and the like.
Hinopak utilizes statistical techniques to measure every critical variable in the
organization’s operations. These are compared against standards or
benchmarks to identify problems, trace them to their roots and eliminate their
causes. Statistical process control uses periodic random samples taken during
actual production to determine whether acceptable quality levels are being
met or production should be stopped for remedial action.
INVENTORY CONTROL
Hinopak by utilizing its MIS system controls and keeps track of raw materials
inventory, work – in – process inventory and finished goods inventory. Just in
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35. time (JIT) approach is preferred to eliminate all sources of waste, including
any activities that do not add value by focusing on having the right part at the
right place at exactly the right time.
INTRODUCING ERP
Hinopak has recently practicing ERP on ORACLE. Oracle offers advanced
analytic capabilities for automotive providing business intelligence, decision
support, global compliance management and feedback from customers.
ISO IMPLEMENTATION
Hinopak is the only automotive company in Pakistan and the first Hino
affiliate world wide to receive the ISO 9001 certificate. This certificate has
been given to Hinopak for implementing and maintaining a company wide
quality system in:
• The Assembly and Progressive Manufacturing of Commercial
Vehicles
• Management
• Project Engineering
• Design
• Development
• Purchasing
• Production
• Marketing
• Quality Management
To the uninitiated, ISO 9001 certification may be considered a vital marketing
tool exclusively for promoting exports. In fact, the ISO 9001 requirement is as
valid for the domestic customer as it is for the overseas clientele. What is
important for each customer is the assurance that the products and services
being offered are in accordance with predetermined quality standards
INTERNAL AUDITING
In order to ensure compliance with the company policies by all departments /
staff, the company has a full-time internal auditor. The internal auditor
responsible for carrying out surprise and routine audits anywhere in the
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36. company and inform top management about the state of policies &
procedures compliance. The company has a very strict financial controlling
system. Each department is answerable for its Profit/Loss account which is
compiled every quarter. Inter-departmental transactions are also Debited /
Credited to ensure efficiency and accountability.
Employees’ bonuses, incentives and perks are also hedged with Company’s
performance. This also ensures that all employees work towards Company’s
profitability with all sincerity. This also helps in maintaining Goal congruence
and avoiding dysfunctional behavio
CONCLUSIONS & RECOMMENDATIONS
Although Hino Pak is meeting the production targets, lack of support form
the government is creating problems in the efficiency of the company. Hino
Pak has already produced CNG busses, but government is still not willing
to accept the idea.
The government should aim to increase the local production, by making the
local auto industry more competitive, creating capacity for local design and
innovation, domestic competition, human resource development and auto-
cluster development. whereas the government is still focusing on imports
from other neighboring countries.
If existing automobile business are not adapted to the requirements of the
future they would soon be history. If the future is inevitable it is imperative to
prepare for it in time.
Even though Hinopak Motors Ltd. is a well-managed organization there is
still some room for improvement. The company will have to make its decision
making and managerial practices more clear and transparent. A trace of
double standards during hiring, promotion and foreign trainings ought to be
faded out to truly motivate the employees and retain the potential employees
of the company. Moreover, structure of the company is to be lined up in such
a way that the work channel and communication channel should not affect
the pace of the work.
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37. GLOSSARY
CKD Complete-Knock-Down, when vehicle parts (especially the parts of)
chassis come in the separate pieces and assembled in the country
where it is assembled to curtail the custom duty factor.
CBU Complete Built-up Unit
6x4 First digit shows the total no. of wheels directly attached to the axles of
the vehicle and last letter shows the wheels that are directly driven by
engine.
PIR Product Improvement Request
QPR Quality Problem Report
E&D Engineering & Development Department.
AOP Assembly operating plant, manufacturing plant where Chassis of the
vehicles are assembled.
BOP Body operating plant, manufacturing plant where body of the vehicles
are fabricated.
MIS Management Information System
CBA Collective Bargaining Agent
UTS Urban Transport Service
3S Available Sales, Services, and Spare Parts facilities
2S Available Services and Spare Parts facilities
Page 37 of 39
38. OTHER REFERENCES
REPORT
• Hinopak Motors Limited for the year 2007
• Hinopak Newsline
BOOK
WEBSITES
• http://www.hino.com
• http://www.hinopak.com
• http://www.pama.org.pk
• http://www.hino-global.com
• http://www.japanese-trucks.com
Page 38 of 39
39. APPENDIXES
• Annexure-A
Corporate Objective 2008
• Annexure-B
Planning/objectives of Production Division
• Annexure-C
Capital Budget Expense 2008 of Production Division
• Annexure-D
Manufacturing Budget Expense 2008 Production Department
• Annexure-E
QPR-Quality Problem Report
Page 39 of 39