...SHOP III MEDIUM DUTY VEHICLE(MDV)CATEGORY: Vehicles which transport load in the range of 16 to 35 tonnes. PRODUCTION IN MDV ASSEMBLY(H1 PLANT): 44/day ,22/shift. STAGES OF ASSEMBLY Frame Assembly: 5 stages . Chassis Assembly: 13 stages. FRAME ASSEMBLY: STAGE 1: Mounting of side members and cross members. STAGE 2: Mounting of Front Spring-rear, Front Spring-rear, Rear spring-front, Rear Spring - middle, Rear spring-rear. STAGE 3: Fitting of Engine mounting brackets and FES mounting brackets. STAGE 4: Side members fastening to torque limit, Steering box bracket, Side Members reaming, Front tie channel mounting. STAGE 5: Fitment of FES rear brackets, Shock absorber brackets and Torque checking. PASSING STAGE: Checking and tilting. CHASSIS ASSEMBLY: STAGE 6: Radiator mounting brackets, Air tank mounting , Air cleaner mounting bracket, battery mounting bracket, grease nipple fitment, Bellcom lever mounting. STAGE 7: DC valve mounting, Oil piping, Clutch oil piping, Quick release valvemounting. STAGE 8: Spring fitment, frame punching. STAGE 9: Silencer fitment, first axle mounting. STAGE 10: Second axle mounting, slack adjustment. STAGE 11: Fuel piping, Air piping, Air filter mounting, Diesel filter mounting,Steering box mounting. STAGE 12: Engine mounting, fuel tank mounting, Diesel filter mounting,Steering box mounting. STAGE 13: Radiator fitment, Radiator supports tightening, Rear lampsfitting,Turbocharger outlet pipe connection...
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...Abstract The report provides a consolidated preview of the external environment of Ashok Leyland and the Indian automobile industry. This study will take us through the evaluation of external factors using EFE matrix, to the comparison of the company with its competitors (CPM) and study the incentives given by the government to encourage the expansion of the Indian automobile industry. Introduction The Indian Automotive Industry after de-licensing in July 1991 has grown at a spectacular rate on an average of 17% for last few years. The industry has attained a turnover of USD $35.8 billion, (INR 165,000 crores) and an investment of USD 10.9 billion. The industry has provided direct and indirect employment to 13.1 million people. But lately the Indian automobile industry has been going through a low phase since the past 10 months and experts believe that situation is going to sustain in the current financial year that ends in March 2014. Demands continue to remain low as against the expectations of the Indian auto makers, due to the crisis in the economy, increase in fuel prices and loan rates. Until few years ago, this industry boomed with sales but the falling value of Indian rupee is only bringing its depreciation. (Car trade, n.d) The market is divided into four segments namely two-wheelers, three-wheelers, passenger vehicles and commercial vehicles. (Grewal, n.d) Source: Society of Indian Automobile Manufacturers (SIAM) According to the deputy director general of SIAM...
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...Hinduja Group Quick Facts: Headquarters: London, United Kingdom Founded: 1914 Subsidiaries: Ashok Leyland, Hinduja Foundries, Ashok Leyland Defence Systems Founder: Parmanand Deepchand Hinduja Chairman: S P Hinduja Number of employees: 72, 000 The Hinduja Group is a multi-billion dollar, transnational conglomerate. The Group was founded by Shri P.D. Hinduja in 1914 whose credo was "My duty is to work so that I can give". Merchant Banking and Trade were the twin pillars of the business and the Group remained headquartered in Iran, until 1979 when it moved to Europe. The Group's activities span across three core areas: Investment Banking, International Trading and Global Investments. It also supports charitable and philanthropic activities across the world through the Hinduja Foundation. As part of its Global investments, the Group owns businesses in Automotive, Information Technology, Media, Entertainment & Communications, Banking & Finance Services, Infrastructure Project Development, Oil and Gas, Power, Real Estate, Trading and Healthcare. With operations across 37 countries, the Group employs over 72,000 people worldwide. Business Philosophy and Values * Firm believers in traditional family values, the Hindujas have all along striven to inculcate the family concept in their business enterprises. Every member of the Group is encouraged to practice the Vedic principles of work: 'Service with devotion' and 'willingness to see fulfilment of one's self-interest...
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...WACC AND DCL CALCULATION OF ASHOK LEYLAND Part 1: WACC CALCULATION WACC is the rate that a company is expected to pay on average to all its security holders to finance its assets. It is the minimum acceptable return that a company must earn on an existing asset base to satisfy its stakeholders. Calculation of WACC as on 31st March 2012 Total Debt of the company = Rs 2395.53 Cr Interest = 255.25 Cr Rs. The cost of Debt before tax = Interest/Tax *100 = 10.65 Now, Tax% = Tax/PBT = 124/689.97 = 0.1797 Hence, Cost of debt after tax = (Cost of debt before tax*(1-Tax %)) = (10.65*(1-.1797)) = 8.74 ……… (1) Now, the cost of Equity at Market price according to CAPM model is given as IRF + (RM-IRF)*Beta……. (2) Where IRF is risk free return, in this case it is 8% ……. (3) RM is the market return, i.e. change in the market indices over one year given as ((30.30-28.45)/28.45)*100 = 6.50 % ….. (4) Share price as on 31st march 2012 = 30.30 Share price as on 31st march 2011 = 28.45 The beta value for Ashok Leyland is given as 1.1 in the CRISIL official website Now putting the value of Beta along with equations (3) & (4) in (2), we get, Cost of equity = 8 + (6.50-8)*1.1 = 6.35% …. (5) Let us assume that the cost of reserves and surplus is equivalent to the cost of equity i.e. 6.35% … (6) Now assigning weights, The total equity in the market for Ashok Leyland is 2660700000 * market price as on March 31st 2012 30.30 = 8061.921 Cr Rs. The total debt = 2395.53 Cr Rs. Total reserve = 2632.34 Cr...
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...BSTR/166 IBS Center for Management Research The Fall of MG Rover This case was written by K. Yamini Aparna, under the direction of Vivek Gupta, IBS Center for Management Research. It was compiled from published sources, and is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. 2005, IBS Center for Management Research. All rights reserved. To order copies, call +91-8417-236667/68 or write to IBS Center for Management Research (ICMR), IFHE Campus, Donthanapally, Sankarapally Road, Hyderabad 501 504, Andhra Pradesh, India or email: info@icmrindia.org www.icmrindia.org BSTR/166 The Fall of MG Rover “Rover’s demise must give us all pause for thought about how we have failed to protect our once magnificent manufacturing industry and why…”1 - Editorial, Daily Express, April 16, 2005. “The death of a factory and the end of a great tradition… the suspects...British Aerospace, BMW, the Government, Phoenix Four…”2 - Sean O'Grady, The Independent, April 26, 2005. MG ROVER SEEKS BANKRUPTCY In its lifespan of over a century, MG Rover Group Limited (MG Rover), one of the oldest and largest automobile manufacturers in the UK, went through countless mergers, takeovers and partnerships. The last merger negotiations the company went through before it folded up, took place in June 2004. This time MG Rover was negotiating with China‟s Shanghai Automotive Industrial Corporation (SAIC)3...
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...Jonathan Ivan Oro AB – Political Science Savitri’s Love The love story from the ‘Mahabharata’, features Devika Rani as the heroine born through divine benediction to Ashwapati, and Ashok Kumar as Satyavan, son of an exiled and blinded hermit. Although Satyavan is scheduled to die soon, Savitri marries him and eventually propitiates Yama, the god of death, to return Satyavan’s life and to restore her father-in-law’s sight. Yama can be taken to be symbolic of a serious life-threatening disease and the wish for the birth of a son signifies optimism. Savitri’s entreaty represents the medical treatment coupled with her genuine devotion, conscientious care and dedicated service that resulted in the full recovery of Satyavan. The gestures and actions of Savitri served as pseudo-karmas in modifying the fruition of Satyavan’s karmas. Another Hindu legend tells the story of a princess named Savitri. She fell in love with Prince Satyavan, the son of a blind, exiled king. Although a holy man told Savitri that the prince would die within a year, she married him anyway. After a year, Satyavan went into the forest to cut wood, followed by his wife. There they met Yama, the god of death, who began to take the prince away. Touched by Savitri’s devotion to her husband, Yama told her that he would grant her anything she wished. First she asked that Satyavan’s father recover his sight and his kingdom. Then she asked that she might become the mother of 1,000 children. After Yama agreed...
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...History of MG Rover The Rover Company developed through the grouping, regrouping, merger and take-over of many famous names in British motoring. In early 1994 the Rover Group was taken over by the German car maker BMW. Following six years with BMW on 16th March 2000 BMW announced fundamental reorganization plans that split the company apart and resulted in the sale of the key constituent parts of the group. The new company MG Rover Group Limited is now an independent, medium sized, British company that produces cars under the Rover and MG brands from the Long bridge Birmingham plant. In 2005, MG Rover collapsed. Reason for collapse Accountant Negligence: "Evidence Eliminator" computer software, a tax avoidance plot called "Project Slag" six figure bribes and an office affair were just some of the more outlandish ingredients revealed today by the long awaited investigation into the MG Rover scandal. The 850 page report lays bare the breathtaking lengths to which its former owners, the so called Phoenix Four went to enrich themselves before the company Britain's last large car manufacturer collapsed in April2005 with the loss of 6500 jobs. Business Secretary Negligence: MG rover was also liable for his own negligence. There is no proper check and balance on the accountant by the directors of the company. The secretary said that there has been a comprehensive and thorough investigation into the events which lead to the company falling, workers losing their jobs and creditors not...
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...E-GOVERNANCE INITIATIVES TO BRIDGE DIGITAL DIVIDE IN MAHARASHTRA By, Jessica Yvonne Varma (1321250) Bithika Karmakar (1321246) India is a diverse Country with different cultures, languages and religions. Some of the main challenges faced by India are its humongous growth in population, insufficient funds to meet the needs, delays in implementation of government policies etc. These are all some of the main factors which cause unequal development of society. While some people enjoy the luxury of resources, some remain left out. When we look back to the past evolution of technology in India, along with the growth and better opportunities it created, it tended to also heighten social inequalities and unrest. While internet in India has reached a peak of 100 million users (according to IAMAI report of 2012), only 20percent of urban Indians are connected and only 3 percent of rural Indians are connected. While the upper and the middle classes are enjoying the prosperity and happiness of India’s fast growing economy, the majority of our nation is left in darkness. They are ignorant to all the development. This is the digital divide that is splitting our nation apart. Bill Clinton had mentioned that “It is dangerously destabilizing to have half the world on the cutting edge of technology while the other half struggles on the bare edge of survival.” The basic requirement for reducing digital divide is to provide affordable IT infrastructure in all geographical...
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...Phoenix or vulture after acquiring the rover group from british aerospace in 1994, german automaker bmw set about carving up the assets of the group :the land rover division was sold to ford motor company in the united states, and the reborn mini business was established as a subsidiary of bmw based in the uk. the remaining assets were sold as mg rover in 2000 after continued losses and declining market share. having recouped some of its purchase price with the land rover sale to ford for 1.8 billion, and with an expected contribution of positive revenue from the mini subsidiary,the assets of mg rover were sold for a nominal $20 in may 2000 to a group of businessmen led by ex-rover chief executive john towers. called the 'phoenix consortium,' towers and his partners (john edwards,nick stephenson, and peter beale) received an interest-free loan of 427 million from bmw and the backing of the british government and automobile trade unions as they committed to turning around the last domestically owned mass production car company in britain. critics argued( and water later vindicated) that the project was doomed from the start. despite having purchased a large stock of unsold inventory from bmw for only 10,the new consortium lacked the financial resources to design and develop new cars that could match its global competitors. even with aggressive cost cutting measures(including cutting 3000 jobs), mg rover continued to lose money for the next four years. in june 2004, the company...
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...unit of Ashok Leyland BY SELVA PREETHI.P INTRODUCTION Ashok Leyland is a commercial vehicle manufacturing company based in Chennai, India. Founded in 1948, the company is one of India's leading manufacturers of commercial vehicles, such as trucks and buses, as well as emergency and military vehicles. Operating six plants Ashok Leyland also makes spare parts and engines for industrial and marine applications. It sells about 60,000 vehicles and about 7,000 engines annually. It is the second largest commercial vehicle company in India in the medium and heavy commercial vehicle (M&HCV) segment .With passenger transportation options ranging from 19 seaters to 80 seaters, Ashok Leyland is a market leader in the bus segment .The company claims to carry over 70 million passengers a day more people than the entire Indian rail network. In the trucks segment Ashok Leyland primarily concentrates on the 16 ton to 25 ton range of trucks. However Ashok Leyland has presence in the entire truck range starting from 7.5 tons to 49 tons. Mr Raghunandan Saran an industrialist, started automotive manufacturing company in 1948 as Ashok Motors to assemble Austin cars. The company’s destiny and name changed soon with equity participation by British Leyland and Ashok Leyland commenced manufacture of commercial vehicles in 1955. Today the company is the flagship of the Hinduja Group, a British- based and Indian originated transnational conglomerate. In 1968, production of the Leyland Titan...
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...2 pages ) 5. Micro and Macro Environment Analysis ( Maximum 3 pages ) 6. Marketing Strategy (Consider the points which ever are applicable to your product/ service , minimum 10 to maximum 20 pages ) vi. Product Strategy vii. Pricing Strategy viii. Promotional Strategy ix. E marketing Strategy x. Sales and Distribution Strategy xi. International marketing strategy xii. Rural Marketing strategy xiii. Physical Evidence Strategy xiv. Process Strategy xv. People Strategy xvi. Marketing to BoP Overview . Ashok Leyland is an Indian automobile manufacturing company based in Chennai, India. Founded in 1948, it is the 2nd largest commercial vehicle manufacturer in India, 4th largest manufacturer of buses in the world and 16th largest manufacturer of trucks globally. Operating six plants, Ashok Leyland also makes spare parts and engines for industrial and marine applications. It sells about 60,000 vehicles and about 7,000...
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...Ashok Leyland R&D Centre thrust on global technology in Commercial Vehicles by motorindia — August 2, 2008 at 4:33 pm | K. Gopalakrishnan Marking its 60th year celebrations, Ashok Leyland has dedicated its Research and Development Centre which has been set up on the outskirts of Chennai. Ashok Leyland has set a clear mission to offer world-class technology products that is relevant and affordable to Indian and global markets. The company has undergone a lot of restructuring and re-engineering, particularly in the last five years. From under 30,000 vehicles sold in 2001-02 to over 84,000 vehicles in 2007-08, Ashok Leyland has registered a steady growth year on year and has aggressive growth plans for the future. To enable this growth agenda the company is strengthening its in-house R&D; capabilities through higher investments in infrastructure and manpower. The R&D; centre has state-of-the-art facilities, including the six-poster indoor vehicle test facility and the transient cycle engine dynamometer, both being the first of their kind in the Indian commercial vehicle industry. Ashok Leyland has always been in the forefront of innovation and product development, by introducing technologies and products that have gone on to become industry norms. All this has been achieved through vigorous in-house research and development and by tying up with international technology leaders. All new vehicles and critical components developed, both by the...
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...total domestic market for automobiles in India1. The net sales turnover for this industry in FY2014-15 was 72,264 cr. and the number of units sold was 6.15 lakh units2. The industry is segmented into Goods and Passenger vehicles with each segment further divided into LCVs (Light Commercial Vehicles) and M&HCVs (Medium and Heavy Commercial Vehicles). A detailed classification of commercial vehicles can be found in Figure 1. Figure 1: CLASSIFICATION OF commercial vehicles Source: CRISIL Research, 14-Mar-2015 report Three major domestic players, namely Tata Motors, Mahindra and Mahindra and Ashok Leyland, dominate the industry. Strong positive outlook and space for growth has enticed foreign players, such as Volvo, Daimler and Isuzu Motors, to make an entry into the market. The existing players as well as the new entrants are looking at collaborations and joint ventures (Ashok Leyland-Nissan, Volvo-Eicher) with a view to consolidate their respective positions in the industry. There is renewed focus on high-end technology to create a product differentiation and provide better value for the customers. Tata Motors is market leader in all the...
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...Induction Training at Delphi – TVS Introduction: Delphi TVS is a leading manufacturer of Fuel injection equipment and it is located in Sriperambudur, near Chennai. Being a manufacturer plant, they recruit people with engineer back ground and provide them with training as part of induction for a year. Fresh employees are tagged as “Graduate Engineer Trainee” and they need to successfully complete their one year induction program before getting promoted to “Engineer”. Now let us go through the complete structure of induction program that is practiced in this company Recruitment Procedure: Certain procedures followed by the company while recruiting people from Campus 1. Campus Selection: List of colleges are selected which is situated in various part of Tamil Nadu 2. Recruiting Team: HR Recruiting team, Technical Interview team (especially from R&D or Quality department) and HR Manager for HR Interview 3. Company Culture: Projecting TVS brand and Culture which is well established than brand Delphi Recruitment process has three stages: Written Test, Interview and Verification Below diagram explains the stages in detail Overview of Induction Program: Classroom Training phase of induction goes on for four months. It includes technical knowledge about the product (FIP), Practical learning of operating various machines to outdoor training like Swimming, Team building activity. Let us have a look at some of the important session that is provided to build both technical...
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...systems of organizations with the help of this project. He has been a perfect guide through all the lectures and has helped a lot throughout the preparation of the project. Our deep sense of gratefulness to Mr. Anil Rasal for his support and guidance. Thank and appreciation to the staff of both the banks for their support too. We would also like to thank the institution – M.E.T. College and the faculty members without whom this project would have been a distant reality. PREFACE Comparative Study of Accounting System of Gunnebo India Pvt. Ltd and Ashok Leyland Ltd.: As part of the project we have studied the standard costing systems and the general accounting related to it followed by Gunnebo India Pvt. Ltd and Ashok Leyland Ltd. As per the guidelines given for the project we have taken the two companies. Both are manufacturing companies – while Gunnebo is involved in manufacturing of security systems, Ashok Leyland is manufacturer of heavy vehicles. Objective: After studying this unit, you should be able to explain the differences between the standard costing systems followed in two companies discuss the advantages and disadvantages of the each of the techniques they follow. Introduction: You know that...
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