Академический Документы
Профессиональный Документы
Культура Документы
Organizational Structure/Design
An organizational structure consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims.
Departmentalization Span of Control
Centralization
Span of Control
Centralization
Formal decision making authority is held by a few people, usually at the top
Decentralization
5
Maruti Suzuki follows a balanced mix of both Indian and Japanese styles of management. Following are the features of the Japanese and the Indian style of management:
10
12
13
14
1. Vendor's Past Problem on Quality, Cost & Delivery. 2. Vendor technological Capability in Designing, Manufacturing, Testing 3. Management of company with respect to professionalism, Clarity in Org Structu 4. Financial health 5. Tool making capability 6. Quality system in the Org 7. Proximity to enable JIT deliveries 8. Loyalty
In order to improve quality and generate economies of scale-MUL has reduced the number of vendors of components in India from 370 to 175. In order to reduce time and cost involved in dealing with more vendors- Increase in supply chain efficiencies. For example: Inbound Logistics i.e. the receiving and warehousing of raw materials, and their distribution to manufacturing.
15
Vendors are linked to the MUL through the Internet-based information network. This maintains online information regarding order status and delivery instructions in order to ensure quality standards. Vendor Quality Control Management System such as ISO 9000/ QS 9000 forms the basis for producing a quality product. Train and assist them in quality management and in obtaining these certificates.
16
Improvements
17
Zero Based Budgeting system is followed, which is a top down budgeting system.
Resource allocation decisions are made through a function-byfunction assessment. The process mainly focuses on proper utilization of funds.
Monitoring done on monthly basis by budgeting department, in which actual expenses are compared to projected expenses.
18
Budget controlling is done on quarterly basis. For effective control of funds, all the expenses are divided into three categories according to their relative importance. A category expenses are very tightly controlled and monitored because of their relative high degree of controllability. For example- Consultancy fees, Gifts etc. B category expenses are less closely monitored and controlled, because of their low degree of controllability, but they can be controlled to an extent only. For example Travel, Stationary etc. No control is exercised over C category. Their payment is not stopped even if they shoot over their budget.
19
Lean is both:
A business operating philosophy A set of proven tools and solutions
Why Lean?
Add Value for the Customer
5 S: SEIRI- PROPER SELECTION SEITION- ARRANGEMENT SEISO-CLEANING SEIKETSO-CLEANLINESS SHITSUKE-DISCIPLINE 3 M: MURI INCONVENIENCE MUDA WASTAGE MURA INCONSISTENCY 4 M: MAN MACHINE MATERIAL METHODS
22
Quality
Visual Controls Pull Production/ Kanban Jidoka Leveling Rapid Changeover
5S
Flexible Employees
23
24
Yield improvement SEVEN Mantras of Yield Improvement followed by Maruti Suzuki are: Mantra 1 : Die Face modification Mantra 2 : Modifying the bead design Mantra 3 : Residual flat parts (scrap) utilization Mantra 4 : Reducing the blank size by guage adjustments Mantra 5 : Changing the blank shape Mantra 6 : Modification of the punch profile Mantra 7 : Open draw technique
25
26
Strictly follows the norm of all employees being in the same uniform. All employees eat in the same canteen and commute in the same bus. Punctuality is stressed. Attendance of around 94 to 95% is mandatory. Practices such as on the job training, quality circles, kaizen activities, team work and job rotation are keenly practiced. Alot of emphasis is laid on transparency in decision making process.
27
28
Since inception, Maruti Suzuki has instituted common practices for all its employees. The open office system of the Company ensures transparency, aids faster communication and creates the physical structure for a boundary-less organization besides strengthening the feeling of oneness and team-work. The Japanese work place basics such as Kaizen, cleanliness (5S), on the spot root-cause analysis (3G) and strict adherence to systems (3K) are the backbone of the Company's culture. These are regularly reinforced through training sessions and visual displays.
29
There is a robust and well structured suggestion scheme. The Company allows stoppage of work for 30 minutes every month to conduct Quality Circle meetings. The Company observes two maintenance shutdowns during the year and these coincide with the school holidays to facilitate work-life balance for the employees.
30
This information is reinforced through visual displays on the shop floor, in offices and meeting places.
31
All regular associates are covered under the process of collective bargaining.
All major policy changes impacting workmen are discussed with the
about serious irregularities, unethical behaviour and actual or suspected fraud within the Company.
under the policy. The policy has been widely communicated to all the employees who have been provided the e-mail id, postal address and
Shared Leadership
The Company has five business verticals viz. Administration, Production, Engineering, Supply Chain and Marketing & Sales. The Indian managers at the top management level of these verticals are designated as Managing Executive Officer (MEO). The board meetings of the Company mark the compulsory presence of all the MEO's, as they act as a channel between the board and the employees. This structure allows easy and quick flow of information to the board. It also gives an opportunity to these verticals for making Member recommendations relevant to their business operations to the board.
34
35
36
1. No cost : Pat on the back, Appreciation/ Recognition for the good work.
2. Low cost : Thank you cards, Birthday celebrations, Quaterly Appreciation Award(Sodexo coupons, movie tickets)
3. High cost : Annual Appreciation Award
37
1. Suggestion Scheme 2. Long Service Award 3. Domestic/Foreign Travel Policy 4. Field Allowance 5. Group Insurance Scheme 6. Employee Family Benefit Scheme 7. Medical Treatment Coverage for Retired Directors 8. Employees Family Picnic 9. Rewards for Employees Children for Meritorious Achievement
38
39