SlideShare a Scribd company logo
Mayank Mohan(10BM60048)
Prashant Saurabh(10BM60062)
    Sudeep Yadav(10BM60089)
Introduction
The TVS group was established in 1911 by Shri. T. V.
 Sundaram Iyengar
The TVS group is today a leading player in
 automobile and automotive industry
The group has 30 companies and employs more than
 40,000 people
TVS motor company is the largest among the group
 companies in terms of size and turnover
TVS Motor Company
It is India’s third largest two-wheeler manufacturer
 and one among the top ten in the world
It has 4 manufacturing plants in country
It has 15 percent market share in the two-wheeler
 industry in India
More than 15 million customer
Product offerings in all segment of the two-wheeler
 industry in India
Product offerings in three-wheeler industry in India
Continued..
Products exported to more than 50 countries
The company entered into a technical know-how and
 assistance agreement with Suzuki Motor Co Ltd of
 Japan in the year 1982
 The TVS group and Suzuki Motor Corporation
 parted ways from their 15-year-old joint venture on
 September 27, 2001
Products
Two Wheeler
  Scooterette - Scooty Pep, Scooty Teenz, Scooty Streak
  Scooter- Wego
  Motorcycles- Sport, City, Jive, Flame, Apache
Three Wheeler
  TVS King
Continued..
Market Position
Continued…
Performance
Growth of 13.1 % in sales ( 15.2 lacs units )
Impressive growth of 19.4% in scooters and 30.3% in
 mopeds
Profit of Rs. 88.01 Cr against 31.08 of 2009
Launched two new products catering entirely new
 segments of the market (Jive and Wego)
Doubled it share in domestic three wheeler market
 with extensive sales of TVS King
My Project
   Analysis and improvement of weekly servicing of model
        colours for both domestic & export markets”

Learnings Expected
How painting of products is finalized ? ( Market Research)
How is it implemented ? ( Demand Variability )
Difference between Domestic and Export markets


Improve Upon
“Significant reduction in generation of paint sludge has been
achieved through process improvement, use of textured plastics and
pigmented plastics.” ( Annual Report 2010)
Expectations
 How and Why it won the Deming Application Award in Quality Management


 To learn how the company has achieved TQM (Total Quality Management )
  for 100 % participation of employees

 Understand how the company completed 1300 projects in one fiscal year
  through QC teams

 How is it dealing with rising input material costs through ‘global sourcing of
  products’ ?

 Any new product upgrades and strategy behind it ?


 Company is renowned for its R&D : Scope for Blue Ocean Strategy


 Environmental Management System (ISO14001:2004) and Occupational
  Health and Safety Management System(OHSAS 18001:2007)
Project title.
Develop a model for 'production plan smoothening'
 based on annual sales data.
LEARNING PATH.
 Analyze the sales pattern and forecasting of the company.
 Study the strategic and marketing plans of the company.
 Study the levels of capacity, inventory and subcontracting of the
  company/facility.
 Study the various constraints of production like capacity, stock
  outs, problems in supply chain and subcontracting.
 Study the production plan strategy followed in the company.
Expectations.
 To have an overview of 100% automated assembly line.
 To have an overview of various production processes and
  strategies followed at the TVS motor company, Hosur facility.
 To get an exposure to various IT packages used in industry for
  various purpose like inventory management, PPC and MRP.
 To learn how the company is coping up with sudden rise and
  slump in demand.
 To have an idea of the contingency plan of the company.
Expectations
Looking for hands on experience in a top most
 automobile company of India
Will be looking for the core values of the company
 that has helped it in surviving in the automobile
 market
To understand the use of IT in manufacturing
 companies
Learn the practical implementation of TQM
To understand how the company developed its own
 R&D to cope up with the departure of Suzuki motors
 from the joint venture

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Tvsmotorcompany 110406025525-phpapp01

  • 2. Introduction The TVS group was established in 1911 by Shri. T. V. Sundaram Iyengar The TVS group is today a leading player in automobile and automotive industry The group has 30 companies and employs more than 40,000 people TVS motor company is the largest among the group companies in terms of size and turnover
  • 3. TVS Motor Company It is India’s third largest two-wheeler manufacturer and one among the top ten in the world It has 4 manufacturing plants in country It has 15 percent market share in the two-wheeler industry in India More than 15 million customer Product offerings in all segment of the two-wheeler industry in India Product offerings in three-wheeler industry in India
  • 4. Continued.. Products exported to more than 50 countries The company entered into a technical know-how and assistance agreement with Suzuki Motor Co Ltd of Japan in the year 1982  The TVS group and Suzuki Motor Corporation parted ways from their 15-year-old joint venture on September 27, 2001
  • 5. Products Two Wheeler Scooterette - Scooty Pep, Scooty Teenz, Scooty Streak Scooter- Wego Motorcycles- Sport, City, Jive, Flame, Apache Three Wheeler TVS King
  • 9. Performance Growth of 13.1 % in sales ( 15.2 lacs units ) Impressive growth of 19.4% in scooters and 30.3% in mopeds Profit of Rs. 88.01 Cr against 31.08 of 2009 Launched two new products catering entirely new segments of the market (Jive and Wego) Doubled it share in domestic three wheeler market with extensive sales of TVS King
  • 10. My Project Analysis and improvement of weekly servicing of model colours for both domestic & export markets” Learnings Expected How painting of products is finalized ? ( Market Research) How is it implemented ? ( Demand Variability ) Difference between Domestic and Export markets Improve Upon “Significant reduction in generation of paint sludge has been achieved through process improvement, use of textured plastics and pigmented plastics.” ( Annual Report 2010)
  • 11. Expectations  How and Why it won the Deming Application Award in Quality Management  To learn how the company has achieved TQM (Total Quality Management ) for 100 % participation of employees  Understand how the company completed 1300 projects in one fiscal year through QC teams  How is it dealing with rising input material costs through ‘global sourcing of products’ ?  Any new product upgrades and strategy behind it ?  Company is renowned for its R&D : Scope for Blue Ocean Strategy  Environmental Management System (ISO14001:2004) and Occupational Health and Safety Management System(OHSAS 18001:2007)
  • 12. Project title. Develop a model for 'production plan smoothening' based on annual sales data. LEARNING PATH.  Analyze the sales pattern and forecasting of the company.  Study the strategic and marketing plans of the company.  Study the levels of capacity, inventory and subcontracting of the company/facility.  Study the various constraints of production like capacity, stock outs, problems in supply chain and subcontracting.  Study the production plan strategy followed in the company.
  • 13. Expectations.  To have an overview of 100% automated assembly line.  To have an overview of various production processes and strategies followed at the TVS motor company, Hosur facility.  To get an exposure to various IT packages used in industry for various purpose like inventory management, PPC and MRP.  To learn how the company is coping up with sudden rise and slump in demand.  To have an idea of the contingency plan of the company.
  • 14. Expectations Looking for hands on experience in a top most automobile company of India Will be looking for the core values of the company that has helped it in surviving in the automobile market To understand the use of IT in manufacturing companies Learn the practical implementation of TQM To understand how the company developed its own R&D to cope up with the departure of Suzuki motors from the joint venture