XENON AUTO SPARE PARTS PRIVATE LIMITED

CHAPTER I

INTRODUCTION

INTRODUCTION ABOUT THE INTERNSHIP TRAINING

The internship experience is designed to provide students working towards certificates and
Associate in Applied Science degrees in Law Enforcement or Corrections with an opportunity to
develop insight into the practical application of academic knowledge. Through observing the
work activities of the members of a criminal justice agency and by working under supervision,
students will be better prepared to assess their own interest and potential for a career in criminal
justice. The student's practical learning experience will be most beneficial if he/she has a general
knowledge of the criminal justice area. This understanding will be forthcoming from the
completion of the required number of hours of Criminal Justice coursework prior to enrolment in
the internship.

PURPOSE OF THE INTERNSHIP IS:

 To enrich classroom learning through exposure to related on-the-job experiences.

 To assist in the determination of career goals.
 To provide experience in the field for those just entering the criminal field.
 To broaden that experience and the students’ perspective on criminal justice issues for
those who have prior experience in the criminal justice field.
OBJECTIVE OF THE INTERNSHIP TRAINING

OBJECTIVE OF THE STUDY:

Objectives represent a managerial commitment to achieve specified results in a specified

period, of time. They clearly spell out the quantity and quality of performance to be achieved, the
time period, the process and the person who is responsible for the achievement of the objective.
 Objectives help in coordinating decisions and decision-maker
 Objectives help in formulating strategies
  Objectives provide standards for assessing organizational performance
 Objectives help to define the organization in its environment

SCOPE OF THE STUDY:

The study on changing perception of customer would help us:-
 To know the change in demand pattern of the customer
 It would help us understanding the changes in the requirements & preferences.
 Study of perception act as a ladder to develop new product.

LIMITATION OF THR STUDY

The Project Program was based upon only XNEON AUTO SPARE PARTS INDUSTRY at
Coimbatore , so the report doesn’t show all department’ activity of XNEON AUTO SPARE
PARTS INDUSTRY at Coimbatore of companies in depth.

 Although I have obtained wholehearted co-operation from employees and customers of

PWA but they could not manage enough time to deal with my report.

 The annual report and Web page are the main secondary sources of the information but
this information was not enough to complete the report and it was not identified clear
idea about this company.

 Due to some policies of the companies I couldn’t collect the organizational hierarchy to
show the organizational decisions flow.

 The main limitation for me was that relevant data and document collection was difficult
because of the confidentiality of the administration.
NEED OF THE STUDY
 Seeking a Training Internship position with in order to XNEON AUTO SPARE PARTS
INDUSTRY build upon skills necessary for the advertising industry.
 Obtain a Training Internship position at XNEON AUTO SPARE PARTS INDUSTRY
that can benefit from customer service skills and knowledge in economics.
 Results-oriented individual with a background in performing scientific research interested
in gaining a Training Internship position with XNEON AUTO SPARE PARTS
INDUSTRY company
 Looking for a Training Internship position at XNEON AUTO SPARE PARTS
INDUSTRY to utilize and build upon skills that are essential within the healthcare
industry.
 Proactive individual working on a degree in engineering seeking a Training Internship
position with XNEON AUTO SPARE PARTS INDUSTRY
BENEFIT OF THE STUDY

 Young minds working on our projects, bring in new perspectives and fresh thinking to
the table.
 Selecting interns by testing their ability to think of ways to deal with real life business
scenarios gives an edge over selecting them through the regular campus selection
process.
 Those who we are not able to offer or do not join us for any reason, may work with our
customers / suppliers / channel partners or even be our company’s customers directly or
of Group’s products
 CHAPTER II
COMPANY PROFILE AND INDUSTRY PROFILE

COMPANY PROFILE:

Xenon Auto Spare Parts Industry is India's largest automobile company, with revenues
of Rs. 32,426 crores (USD 7.2 billion) in 2006-07. It is the leader by far in commercial vehicles
in each segment, and the second largest in the passenger vehicles market with winning products
in the compact, midsize car and utility vehicle segments. The company is the world's fifth largest
medium and heavy commercial vehicle manufacturer, and the world's second largest medium
and heavy bus manufacturer.

Established in 1990, Xenon Auto Spare Partss presence indeed cuts across the length
and breadth of India. CEO- P. Balachandra, Managing Director- R.Balaji, Over 4 million
Automobiles vehicles ply on Indian roads, since the first rolled out in 2004. The company's
manufacturing base is spread across India - Jamshedpur (Jharkhand) in the east, Pune
(Maharashtra) in the west, and in the north in Lucknow (Uttar Pradesh) and Pantnagar
(Uttarakhand). A new plant is being set up in Singur (close to Kolkata in West Bengal) to
manufacture the company's small car. The nation-wide dealership, sales, services and spare parts
network comprises over 2,000 touch points. The company also has a strong auto finance
operation, TML Financial Services Limited, supporting customers to purchase Xenon Auto
Spare Partsvehicles.

Xenon Auto Spare Partss, the first company from India's engineering sector to be listed in
the New York Stock Exchange (September 2004), has also emerged as an international
automobile company. In 2004, it acquired the Daewoo Commercial Vehicles Company, Korea's
second largest truck maker. The rechristened Xenon Auto Spare PartsCommercial Vehicles
Company has launched several new products in the Korean market, while also exporting these
products to several international markets. Today two-thirds of heavy commercial vehicle exports
out of South Korea are from Xenon Auto Spare Partss.

In 2005, acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus and coach
manufacturer, with an option to acquire the remaining stake as well. Hispano's presence is being
expanded in other markets. In 2006, it formed a joint venture with the Brazil-based Marcopolo, a
global leader in body-building for buses and coaches to manufacture fully-built buses and
coaches for India and select international markets. Xenon Auto Spare Partss also entered into a
joint venture in 2006 with Thonburi Automotive Assembly Plant Company of Thailand to
manufacture and market the company's pickup vehicles in Thailand.

In 2006, Xenon Auto Spare Partss and Fiat Auto formed an industrial joint venture at
Ranjangaon (near Pune in Maharashtra, India) to produce both Fiat and Xenon Auto Spare
Partscars and Fiat powertrains for the Indian and overseas markets; Xenon Auto Spare Partss
already distributes and markets Fiat branded cars in India.

In 2007, Xenon Auto Spare Parts and Fiat Auto entered into an agreement for a Xenon
Auto Spare Partslicense to build a pick-up vehicle bearing the Fiat nameplate at Fiat Group
Automobiles' Plant at Córdoba, Argentina. The pick-up will be sold in South and Central
America and select European markets.

These linkages will further extend Xenon Auto Spare Partss' international footprint,
established through exports since 1961. While currently about 18% of its revenues are from
international business, the company's objective is to expand its international business, both
through organic and inorganic growth routes. The company's commercial and passenger vehicles
are already being marketed in several countries in Europe, Africa, the Middle East, Australia,
South East Asia and South Asia. It has assembly operations in Malaysia, Kenya, Bangladesh,
Ukraine, Russia and Senegal.

The foundation of the company’s growth is a deep understanding of economic stimuli

and customer needs, and the ability to translate them into customer-desired offerings through
leading edge R&D. The R&D establishment includes a team of 1400 scientists and engineers.
The company's Engineering Research Centre was established in 1966, and has facilities in Pune,
Jamshedpur and Lucknow. The ERC has enabled pioneering technologies and products. It was
Xenon Auto Spare Partss, which developed the first indigenously developed Light Commercial
Vehicle, India's first Sports Utility Vehicle and, in 1998, the Xenon Auto Spare Parts
Automobile, India's first fully indigenous passenger car. Within two years of launch, Xenon
Auto Spare Parts became India's largest selling car in its segment. The ERC in Pune, among
whose facilities are India's only certified crash-test facility and hemi-anechoic chamber for
testing of noise and vibration, has received several awards from the Government of India.

Some of the more prominent amongst them are the National Award for Research and
Development Efforts in Industry in the Mechanical Engineering Industries sector in 1999, the
National Award for Successful Commercialization of Indigenous Technology by an Industrial
Concern in 2000, and the CSIR Diamond Jubilee Technology Award in 2004.

The pace of new product development has quickened through an organization-wide

structured New Product Introduction (NPI) process. The process with its formal structure for
introducing new vehicles in the market, brings in greater discipline in project execution. The NPI
process helped Xenon Auto Spare Parts create a new segment, in 2005, by launching the Xenon
Auto Spare PartsAce, India’s first indigenously developed mini-truck. The years to come will see
the introduction of several other innovative vehicles, all rooted in emerging customer needs.
Besides product development, R&D is also focusing on environment-friendly technologies in
emissions and alternative fuels.

VISION AND MISSION

Xenon Auto Spare Parts Industry Vision Statement

Xenon Auto Spare Partsvision statement is “people working together as a lean, global
enterprise for automotive leadership.” The company also explains, “Automotive leadership is
measured by the satisfaction of our customers, employees, investors, dealers, suppliers and
communities.” Thus, Xenon Auto Spare Partsvision statement has the following major points:
1. Global leadership
2. Emphasis on stakeholders
3. Lean business
 The global leadership point of the vision statement indicates that Xenon Auto Spare
Parts Industry wants to become the top player in the international automotive market. Xenon
Auto Spare Partsis currently the fifth biggest in the world, and the second largest U.S.-based
automobile manufacturer, behind General Motors. In this regard, Xenon Auto Spare Partsstill has
more to work on to reach its vision statement’s point of global leadership. On the other hand, the
vision statement’s emphasis on stakeholders is achieved through Xenon Auto Spare
Partsenhanced HR policies, as well as corporate social responsibility strategies for employees,
customers, investors and others. Xenon Auto Spare Partsvision statement also highlights lean
business operations, which the company already achieved through its assembly line methods.
Thus, based on its current condition, Xenon Auto Spare Parts Industry needs to work on growing
its sales to achieve global leadership and fulfill its vision statement.

Xenon Auto Spare Parts Industry Mission Statement

Xenon Auto Spare Partsmission statement is “One Team. One Plan. One Goal.” This
mission statement is also known as the “One Pureway” mission, which is part of the “One
Pureway” plan that was unveiled in 2008 under CEO Alan Mulally’s leadership. Xenon Auto
Spare Partsexplains that the expanded form of its mission statement is as follows:
 One Team: “People working together as a lean, global enterprise for automotive leadership,
as measured by: Customer, Employee, Dealer, Investor, Supplier, Union/Council, and
Community Satisfaction.”
 One Plan: “Aggressively restructure to operate profitably at the current demand and changing
model mix; Accelerate development of new products our customers want and value; Finance
our plan and improve our balance sheet; Work together effectively as one team.”
 One Goal: “An exciting viable Xenon Auto Spare Partsdelivering profitable growth for all.”
Xenon Auto Spare Parts Industry current mission statement is a response to the
challenges it experienced, especially in relation to market risks and the American recession and
global financial crisis that started in the late 2000s. Prior to implementing the One Xenon Auto
Spare Partsmission statement, the company had disparate product lines in different markets. With
the One Xenon Auto Spare Partsmission statement, the company now focuses on creating
cfonsistency in product and service design and quality globally. The mission statement
emphasizes teamwork to achieve synergy at Pureway. The One Plan and One Goal components
also indicate that the mission statement focuses and unifies Xenon Auto Spare Partsglobal
organizational efforts to improve business performance and achieve the global leadership point
in the company’s vision statement.

INDUSTRY PROFILE

INTRODUCTION TO THE ORANIZATION:

Automobile, self-propelled vehicle used for travel on land. The term is commonly
applied to a four-wheeled vehicle designed to carry two to six passengers and a limited amount
of cargo, as contrasted with a truck, which is designed primarily for the transportation of goods
and is constructed with larger and heavier parts, or a bus (or omnibus or coach), which is a large
public conveyance designed to carry a large number of passengers and sometimes additionally
small amounts of cargo. For operation and technical features of automobiles.

An automobile (or automotive) is a vehicle that is capable of propelling itself. Since

seventeenth century, several attempts have been made to design and construct a practically
operative automobile.

Today, automobiles play an unimaginable role in the social, economic and industrial
growth of any country.

After the introduction of internal combustion engines, the Automobile industry has seen a
tremendous growth.
This article contains the following sections:

1. Introduction to Automobiles
2. Classification of Automobiles
1. Based on purpose
2. Based on capacity
3. Based on fuel source
 4. Based on type of transmission
5. Based on number of wheels
6. Based on side of drive

Classification of Automobile Industry

Two Wheelers
India is the second largest producer and manufacturer of two-wheelers in the world. Indian two-
wheeler industry has got spectacular growth in the last few years. Indian two-wheeler industry
had a small beginning in the early 50's. The Automobile Products of India, started manufacturing
scooters in the country.

Bikes are a major segment of Indian two wheeler industry, the other two being scooters
and mopeds. Indian companies are among the largest two-wheeler manufacturers in the world.
Hero Honda and Bajaj Auto are two of the Indian companies that top the list of world companies
manufacturing two-wheelers. Easy availability of loans from the banks, relatively low rate of
interest and the discount of prices offered by the dealers and manufacturers lead to the increasing
demand for two-wheeler vehicles in India. This lead to the strong growth of Indian automobile
industry.

Three Wheelers

Global automobile manufacturers have found huge potential markets in a number of

developing countries. It is not only the cars, consumer vehicles and two wheelers that are sold in
these various countries in large numbers, but the three wheeler market is also quite big in these
nations.

Cars

Cars charm one and all be it a new or a used one. They are in many colors, many varieties
and models of cars on sale. The craze for cars never seems to end. In fact the car market is
swamped with all segment of cars viz. sports cars, big cars, small cars and many others. Even in
developing countries like India, the car market has witnessed tremendous growth in the recent
years. As a result the competition among the car manufacturer is also increasing and they are
finding innovative ways of capturing the market. While Maruti Suzuki India Ltd. has been
selling the largest volume of private cars in India for quite some time now, Xenon Auto Spare
Partss has bedazzled the world with the launch of Nano the cheapest car. Various multinational
car companies are also selling diverse models of cars in India.

Commercial Vehicles

The rapid growth that marked the commercial automobiles' sector after independence can
be, to a great degree, seen as a fruition of Nehru's far sighted vision of an industrialized
nation and the subsequent exodus of masses to the cities. Today, India's commercial vehicles
sector is one of the rapidly growing industries in the country.

The output of commercial vehicles in India has shot up to 2.8 times between the years
1998 to 2004; the figure is significant in the light of the fact that the growth in passenger cars
has been only 2.2 times between the same period. Some of the automobile companies that are
operating in the commercial vehicles sector in India are-
Automotive Milestones

Automobiles have gone through a large number of changes since Carl Benz’s 1886
Motorcar. Numerous milestones have made vehicles more efficient, comfortable, and reliable.
The following is a list of significant automotive events.

1770 Nicholas Cugnot built the Cugnot steam traction engine.

1876 Nicholas Otto patented the four-stroke engine.
1886 Carl Benz patented the world’s first practical motorcar.
1886 Daimler Benz Company was formed.
1895 The word “automobile” was coined.
1897 Automotive insurance was introduced.
1902 American Automobile Association (AAA) was formed.
1903 Xenon Auto Spare PartsMotor Company was formed.
1908 First Model T was introduced and sold for $850.
1911 Chevrolet Motor Company was organized.
1911 Self starter was invented.
1914 Cleveland, Ohio became the first city to have traffic lights.
1914 Henry Xenon Auto Spare Partsraised the minimum daily wage from $2.30 to $5.00.
1916 Brake lights were installed.
1917 The all-steel wheel was developed.
1918 Chevrolet joined General Motors.
1928 Chrysler took over Dodge.
1939 Air conditioning was offered by Nash Motor Company.
1940 Sealed beam headlights were introduced.
1948 Honda Motor Company was formed with $3,300.
1951 Power steering was installed in cars.
1953 Michelin marketed the first radial ply tire.
1954 Fuel injection was used on Mercedes-Benz 300SL.
1965 Motor Vehicle Air Pollution Act was passed.
1973 Arab oil producers imposed ban on exports of oil to U.S.
1986 Centennial of the automobile.
1998 Daimler-Chrysler was formed.
2001 Hybrid gasoline-electric vehicles were mass produced.

Vehicle Identification

Vehicles can be identified by the:

 VIN
 Manufacturer
 Make
 Model
 Year
 Type

VIN
The Vehicle Identification Number (VIN) is an important number on a vehicle. This 17-
character number is located on the left side of the dash. Left and right sides are determined by
sitting inside the vehicle facing forward. You can see this number as you look in through the
windshield from outside the vehicle. This number also appears on the vehicle certification label
on the inside of the driver’s doorjamb and also on the vehicle’s title card. The VIN contains
information specific to that vehicle. Automotive parts stores may use this number to find the
correct replacement parts for a vehicle.

Manufacturer
An automotive manufacturer is a company that produces vehicles. Example names of
automotive manufacturers include BMW, Xenon Auto Spare Parts Industry, General Motors,
Daimler-Chrysler, Honda, Isuzu, Saturn, Toyota, and KIA, among others.
Make
Xenon Auto Spare Parts Industry manufactures Lincoln, Mercury, and Xenon Auto Spare
Partss. These are makes of Xenon Auto Spare Parts Industry. General Motors manufactures
Pontiac, Oldsmobile, Buick, Cadillac, Hummer, and Chevrolet automobiles. These are makes of
General Motors. Daimler-Chrysler manufactures Dodge, Plymouth, Jeep, and Chrysler
automobiles. These are makes of Daimler-Chrysler.

Model
The model of a vehicle refers to the specific type of make. For example, Aztec is a model
of a Pontiac. Taurus is a model of Pureway. Intrepid is a model of Dodge. Civic is a model of
Honda.

Year
The model year of the vehicle is not necessarily the year in which it was built. A vehicle
built in October 2003 most likely would be considered a 2004 model year vehicle. To find the
actual model year of the vehicle look at the EPA sticker under the hood. This sticker indicates
the year of pollution standards conformance, which is also the model year of the vehicle. The
date of manufacture is listed inside the driver’s door, on the vehicle certification label. This is the
actual month and year that the vehicle rolled off the assembly line. It is usually true that if a
vehicle was manufactured after July it is considered the next model year.

Type
Several different types of vehicles are designed to meet consumer demands. Examples
include: pickups (e.g., Xenon Auto Spare PartsF-Series, Chevrolet Silverado, GMC Sierra,
Toyota Tundra, Nissan Titan), sport utility vehicles (e.g., Xenon Auto Spare PartsExplorer,
Dodge Durango, Mitsubishi Montero, Oldsmobile Bravada), sport utility trucks (e.g., Chevy
Avalanche, Explorer Sport), compact cars (e.g., Honda Civic,PurewayEscort ZX2, Geo Metro),
mid-size cars (e.g., Xenon Auto Spare PartsTaurus, Honda Accord, Toyota Camry), full-size cars
(e.g., Mercury Grand Marquis, Xenon Auto Spare PartsCrown Victoria, Chevrolet Caprice),
mini-vans (e.g., Dodge Caravan, Chrysler Voyager, Xenon Auto Spare PartsWindstar, Honda
Odyssey, Chevrolet Venture), full-size vans (e.g., Xenon Auto Spare PartsE-Series, Chevrolet
Express, GMC Savana, Dodge Ram Wagon), and sports cars (e.g., Chevrolet Corvette, Dodge
Viper, Porsche 911).

Engine Size and Configuration

The size of the engine is the combined volume of the cylinders. Engine size can be found
on the EPA sticker under the hood. Engine size is commonly listed in liters or cubic inches.
Common liter sizes include 2.2L, 2.5L, 3.0L, 3.8L, 5.0L, 5.7L, 6.0L, 8.0L, etc. Common cubic
inch sizes include 302, 350, 360, etc. The only difference is that one is given in U.S. customary
units (cubic inches) and the other in the metric system (liters).

HISTORY OF THE INDUSTRY:

The early history of the automobile can be divided into a number of eras, based on the
prevalent means of propulsion. Later periods were defined by trends in exterior styling, size, and
utility preferences.

In 1768, the first steam-powered automobile capable of human transportation was built
by Nicolas-Joseph Cugnot.

In 1807, François Isaac de Rivaz designed the first car powered by an internal
combustion engine fueled by hydrogen.

In 1886, the first petrol- or gasoline-powered automobile, was invented by Karl

Benz. This is also considered to be the first "production" vehicle as Benz made several other
identical copies.

At the turn of the 20th century electrically powered automobiles appeared but only
occupied a niche market until the turn of the 21st century.
17th and 18th centuries

Ferdinand Verbiest, a member of a Jesuit mission in China, built the first steam-powered
vehicle around 1672 as a toy for the Chinese Emperor. It was of small enough scale that it could
not carry a driver but it was, quite possibly the first working steam-powered vehicle ('auto-
mobile').

Cugnot's steam wagon, the second (1771) version

19th century

Many vehicles were in vogue for a time, and over the next decades such innovations as
hand brakes, multi-speed transmissions, and better steering developed. Some were commercially
successful in providing mass transit, until a backlash against these large speedy vehicles resulted
in the passage of the Locomotive Act (1865), which required many self-propelled vehicles
on public roads in the United Kingdom to be preceded by a man on foot waving a red flag and
blowing a horn. This effectively halted road auto development in the UK for most of the rest of
the 19th century; inventors and engineers shifted their efforts to improvements
in railway locomotives. The law was not repealed until 1896, although the need for the red flag
was removed in 1878.

20th century

Steam-powered road vehicles, both cars and wagons, reached the peak of their
development in the early 1930s with fast-steaming lightweight boilers and efficient engine
designs. Internal combustion engines also developed greatly during WWI, becoming simpler to
operate and more reliable. The development of the high-speed diesel engine from 1930 began to
replace them for wagons, accelerated by tax changes in the UK making steam wagons
uneconomic overnight. Although a few designers continued to advocate steam power, no
significant developments in production steam cars took place after Doble in 1931.

.
 It is generally acknowledged that the first really practical automobiles
with petrol/gasoline-powered internal combustion engines were completed almost
simultaneously by several German inventors working independently: Karl Benz built his first
automobile in 1885 in Mannheim. Benz was granted a patent for his automobile on 29 January
1886, and began the first production of automobiles in 1888, after Bertha Benz, his wife, had
proved – with the first long-distance trip in August 1888, from Mannheim to Pforzheim and back
– that the horseless coach was absolutely suitable for daily use. Since 2008 a Bertha Benz
Memorial Route commemorates this event.

1903 World's Work Article

In the United States, brothers Charles and Frank Duryea founded the Duryea Motor
Wagon Company in 1893, becoming the first American automobile manufacturing
company. The Autocar Company, founded in 1897, established a number of innovations still in
use[21] and remains the oldest operating motor vehicle manufacturer in the U.S. However, it
was Ransom E. Olds and his Olds Motor Vehicle Company (later known as Oldsmobile) who
would dominate this era of automobile production. Its production line was running in 1901.
The Thomas B. Jeffery Company developed the world's second mass-produced automobile, and
1,500 Ramblers were built and sold in its first year, representing one-sixth of all existing
motorcars in the U.S. at the time.[22] Within a year, Cadillac (formed from the Xenon Auto Spare
PartsCompany),Winton, andXenon Auto Spare Partswere also producing cars in the thousands.
 Organization chart

CHAPTER III

FUNCTIONAL AERA OF THE DEPARTMENT

FUNCTIONAL DEPARTMENT:
 Production Department
 HR Department
 Finance Department
 Marketing Department
 Sales Department
  Purchasing Department

PRODUCTION DEPARTMENT:

Chart

Production processes for automobile production

Facility type Product and process

Ferrous foundry Castings for machining into engine blocks and heads, other
components

Aluminium foundry and Engine blocks and heads, transmission casings, other cast
die cast components

Forging and heat treatment Pre-machined parts for engines, suspensions and
transmissions

Stamping Body panels and subassemblies

Engine Machining of castings, assembly into finished product

Transmission Machining of castings and forgings, assembly into product

Glass Windshields, side windows and backlights

Automotive parts Machining, stamping and assembly, including brakes,

suspension parts, heating and air conditioning, pollution-
control equipment, vehicle lighting

Electrical and electronic Ignition systems, radios, motors, controllers

Hardware and hard trim Polymer moulded exterior body panels, trim components

Soft trim Seat cushions, built up seats, dashboard assemblies, interior

body panels

Vehicle assembly Body shop, painting, chassis assembly, final assembly

Parts depots Warehousing, parts painting and assembly, packaging and

shipping

Major Sectors and Processes

Ferrous casting

Founding or metal casting involves the pouring of molten metal into a hollow inside a
heat-resistant mould, which is the outside or negative shape of the pattern of the desired metal
object. The mould may contain a core to determine the dimensions of any internal cavity in the
final metal object. Foundry work consists of the following basic steps:

 Making a pattern of the desired article from wood, metal, plastic or some other material
  Making the mould by pouring sand and a binder around the pattern and compacting or
setting it
 Removing the pattern, inserting any core and assembling the mould
 Smelting and refining the metal in a furnace
 Pouring the molten metal into the mould
 Cooling the metal casting
 Removing the mould and core from the metal casting by the “punch-out” process (for
small castings) and by vibrating screens (shakeout) or hydro-blasting
 Removing extra metal (e.g., the metal in the sprue—the pathway for molten metal to
enter the mould) and burnt-on sand from the finished casting (fettling) by blasting with
steel shot, hand chipping and grinding.

Ferrous foundries of the production type are a characteristic auto industry process. They
are used in the automobile industry to produce engine blocks, heads and other parts. There are
two basic types of ferrous foundries: gray iron foundries and ductile iron foundries. Gray iron
foundries use scrap iron or pig iron (new ingots) to make standard iron castings. Ductile iron
foundries add magnesium, cerium or other additives (often called ladle additives) to the ladles of
molten metal before pouring to make nodular or malleable iron castings. The different additives
have little impact on workplace exposures.

Typical automobile foundries use cupola or induction furnaces to melt the iron. A cupola
furnace is a tall vertical furnace, open at the top, with hinged doors at the bottom. It is charged
from the top with alternate layers of coke, limestone and metal; the molten metal is removed at
the bottom. An induction furnace melts the metal by passing a high electric current through
copper coils on the outside of the furnace. This induces an electric current in the outer edge of
the metal charge, which heats the metal due to the high electrical resistance of the metal charge.
Melting progresses from the outside of the charge to the inside.

In ferrous foundries, moulds are traditionally made from green sand (silica sand, coal
dust, clay and organic binders), which is poured around the pattern, which is usually in two parts,
and then compacted. This can be done manually or mechanically on a conveyor belt in
production foundries. The pattern is then removed and the mould assembled mechanically or
manually. The mould must have a sprue.

Atmospheric contaminants in foundry processes

Silica-containing dusts. Silica-containing dusts are found in finishing, in shakeout-

knockout, in molding, in core making and in sand system and melt department maintenance
activities. Air sampling studies during the 1970s typically found several fold overexposures to
silica, with the highest levels in finishing. Exposures were higher in mechanized production
foundries than job shops. Improved control measures including enclosure and exhaust of sand
systems and shakeout, mechanization and periodic industrial hygiene measurements have
reduced levels. Standard ventilation designs are available for most foundry operations.
Exposures above current limits persist in finishing operations due to inadequate sand removal
after shakeout and silica burn-in on casting surfaces.

Carbon monoxide. Acutely dangerous carbon monoxide levels are encountered during cupola
furnace maintenance and during upsets in process ventilation in the melt department. Excessive
levels can also be encountered in cooling tunnels. Carbon monoxide exposures have also been
associated with cupola melting and with the combustion of carbon material in green sand
moulds. Exposure to sulphur dioxide of unknown origin can also occur, perhaps from sulphur
contaminants in the mould.

High levels of noise and vibration are encountered in processes such as furnace loading,
mechanical de-coring, stripping and knockout of castings and fettling with pneumatic tools.

Foundry processes are heat intensive. The radiant heat load in melting, pouring, shakeout,
core knockout and sprue removal requires special protective measures. Some of these measures
include increased relief time (time away from the job), which is a common practice. Still extra
relief during hot, summer months is also commonly provided. Workers should be outfitted with
heat-protective clothing and eye and face protection in order to prevent the formation of
cataracts. Climatized break areas near the work area improve the protective value of heat relief.

ALUMINUM CASTING

Aluminium casting (foundry and die-casting) is used to produce cylinder heads,

transmission cases, engine blocks and other automotive parts. These facilities typically cast the
products in permanent moulds, with and without sand cores, although the lost foam process has
been introduced. In the lost foam process, the polystyrene foam pattern is not removed from the
mould but is vaporized by the molten metal. Die casting involves the forcing of molten metal
under pressure into metal moulds or dies. It is used to make large numbers of small, precise
parts. Die-casting is followed by trim removal on a forge press and some finishing activities.
Aluminium may be melted onsite or it can be delivered in molten form.

Hazards can arise because of significant pyrolysis of the core. Silica exposures may be
found in permanent mould foundries where large cores are present. Local exhaust on shakeout is
needed to prevent hazardous levels of exposure.

OTHER NON-FERROUS CASTING

Other non-ferrous die casting and electroplating processes are used to produce the trim on
automotive products, the hardware and the bumpers. Electroplating is a process in which a metal
is deposited onto another metal by an electrochemical process.

Bright metal trim traditionally was die-cast zinc, successively plated with copper, nickel
and chrome, and then finished by polishing. Carburettor and fuel-injector parts are also die cast.
Manual extraction of parts from die-casting machines is increasingly being replaced by
mechanical extraction, and bright metal parts are being replaced by painted metal parts and
plastic. Bumpers had been produced by pressing steel, followed by plating, but these methods are
increasingly being replaced by the use of polymer parts in passenger vehicles.

Electroplating with chrome, nickel, cadmium, copper and so on is normally carried out in
separate workshops and involves exposure to, inhalation of or contact with vapours from the acid
plating baths. An increased incidence of cancer has been associated with both chromic acid and
sulphuric acid mists. These mists are also extremely corrosive to the skin and respiratory tract.
Electroplating baths should be labelled as to contents and should be fitted with special push-pull
local exhaust systems. Anti-foaming surface tension agents should be added to the liquid in order
to minimize mist formation. Workers should wear eye and face protection, hand and arm
protection and aprons. Workers need periodic health checks as well.

FORGING AND HEAT TREATMENT

Hot forging and cold forging followed by heat treatment are used to produce engine,
transmission and suspension parts and other components.

Historically, automotive forging involved heating iron billets (bars) in individual oil-fired
furnaces set close to individually operated steam hammer forges. In these drop hammer forges,
the heated iron is placed in the bottom half of a metal die; the top half of the die is attached to the
drop hammer. The iron is formed into the desired size and shape by multiple impacts of the
dropping hammer. Today, such processes are replaced by induction heating of billets, which are
worked in forging presses, which use pressure instead of impact to form the metal part, and drop
hammer forges (upsetters) or by cold forging followed by heat treatment.

MACHINING

High production machining of engine blocks, crankshafts, transmissions and other

components is characteristic of the auto industry. Machining processes are found within various
parts manufacturing facilities and are the dominant process in engine, transmission and bearing
production. Components such as camshafts, gears, differential pinions and brake drums are
produced in machining operations. One-person machining stations are increasingly replaced by
multiple station machines, machining cells and transfer lines which may be up to 200 metres in
length. Soluble oils and synthetic and semi-synthetic coolants increasingly predominate over
straight oils.

STAMPING

Pressing of sheet metal (steel) into body panels and other components, often combined
with subassembly by welding, is done in large facilities with large and small mechanical power
presses. Individual load and unload presses were successively replaced by mechanical extraction
devices and now shuttle transfer mechanisms which can load as well, yielding fully automated
press lines. Fabrication of subassemblies such as hoods and doors is accomplished with
resistance welding presses and is increasingly performed in cells with robot transfer of parts.

PLASTIC BODY PANELS AND TRIM COMPONENTS

Metal trim parts such as chrome strips are being increasingly replaced by polymer
materials. Hard body parts may be made from fibrous glass-reinforced polyester polystyrene
systems, acrylonitrile-butadiene-styrene (ABS) thermosetting systems or polyethylene.
Polyurethane systems may be high density for body parts, such as nose cones, or low-density
foam for seats and interior padding.

Styrene exposure from fibrous glass lay-up should be controlled by enclosing storage of
mats and local exhaust. Dusts from grinding cured parts contain fibrous glass and should also be
controlled by ventilation.

Assembly of heavy trucks and farm and construction equipment

The processes in these industry sectors are essentially the same as in the assembly of cars
and light trucks. Contrasts include: slower pace of production, including non-assembly-line
operations; more arc welding; riveting of truck cabs; movement of components by crane; use of
chromate-containing pigments; and diesel on drive-off at the end of the assembly line. These
sectors include more producers relative to volume and are less vertically integrated.

Manufacture of locomotives and rail cars

Distinct segments of railroad equipment manufacture include locomotives, passenger

cars, freight cars and electric self-propelled passenger cars. Compared to car and truck
manufacture, assembly processes involve longer cycles; there is more reliance on cranes for
material handling; and arc welding is more heavily used. The large size of the products makes
engineering control of spray paint operations difficult and creates situations where workers are
completely enclosed in the product while welding and spray painting.

Machining operations

A recent review of mortality studies among workers in machining operations found

apparent exposure-related increased stomach, oesophageal, rectal, pancreatic and laryngeal
cancer in multiple studies (Silverstein et al. 1988; Eisen et al. 1992). Known carcinogenic agents
historically present in coolants include polynuclear aromatic compounds, nitrosamines,
chlorinated paraffins and formaldehyde. Present formulations contain reduced amounts of these
agents, and exposures to coolant particulate are reduced, but cancer risk may still occur with
present exposures. Clinical studies have documented occupational asthma, increased respiratory
symptoms, cross-shift lung function drop and, in one case, legionnaire’s disease associated with
coolant mist exposure (DeCoufle 1978; Vena et al. 1985; Mallin, Berkeley and Young 1986;
Park et al. 1988; Delzell et al. 1993). Respiratory effects are more prominent with synthetics and
soluble oils, which contain chemical irritants such as petroleum sulphonates, tall oils,
ethanolamines, formaldehyde and formaldehyde donor biocides, as well as bacterial products
such as endotoxin. Skin disorders are still common among machining workers, with greater
problems reported for those exposed to synthetic fluids.
Pressed metal operations

The characteristic injury hazards in mechanical power presswork are crushing and
amputation injuries, especially of the hands, due to trapping in the press, and hand, foot and leg
injuries, caused by scrap metal from the press.

Pressed metal facilities have twice the proportion of laceration injuries of auto industry
facilities generally. Such operations have a higher proportion of skilled workers than typical for
the industry, especially if die construction is pursued onsite. Die change is an especially
hazardous activity.

Mortality studies in the metal-stamping industry are limited. One such study found
increased mortality from stomach cancer; another found increased mortality from lung cancer
among maintenance welders and millwrights exposed to coal tar pitch volatiles.

Hardware and electroplating

A mortality study of employees at an automotive hardware plant found excess mortality

from lung cancer among workers in departments which integrated zinc die-cast and
electroplating. Chromic and sulphuric acid mist or die-cast smoke were likely cause

Vehicle assembly

Injury rates, including cumulative trauma disorders (CTDs), are now the highest in
assembly of all processes in the auto sector, due largely to the high rate of musculoskeletal
disorders from repetitive work or overexertion. Musculoskeletal disorders account for more than
60% of disabling injuries in this sector.

Several mortality studies in assembly plants observed increased deaths from lung cancer. No
specific process within the assembly sector has been shown responsible, so this issue remains
under investigation

HR (HUMAN RESOURCE) DEPARTMENT

STEP BY STEP PROCESS

Recruitment

Job analysis

Advertisement

Selection

Appointment

Performance appraisal

JOB ANALYSIS:

After the man power audit (DQ-1) is carried out the DQCTC team leader
should discuss following with the dealership principal.

 Number of people to be recruited.

 Job analysis of each position.
a) Job description given in the site naukari.com (link Xneon Auto Spare Partss
Dealers)

B) Job specification education, skill, experience, special qualities.

 The salary offered far this position in the market.

ADVERTISEMENT:
Dealership should give the advertisement for the posts to be filled the advertisement can be
placed in

 Job search site – NAUKARI.Com

Xneon Auto Spare Partss has tied up with naukari.com for provide channel to the dealerships
to get man power as per standard dealers need to register and place the vacancy notification
or the site.

The individual response can be viewed only by that dealer and not by any dealer.

Local manpower/ automobile magnize.

Dealership own website.

SELECTION:

 First stage in the selection in short listing of candidates applies the following short listing.
 Does the candidate have required qualifications as specified by Xneon Auto Spare Parts
Industry?
 What is his experience in the similar position else where?
 What is the skill level he has? Preference should be given if he has worked on higher
technology car like CRDI, EURO Cars.
 Second stage is interviewing
 The panel of the interviews should include ideally 2-3 people general manager works
manager any other experienced person from industry final interview by CEO or dealer
principal for the past of worker manager/ general manager/ spare parts Manager do
involve CSE’s in the panel.
 This interview should be targeted at assessing the capabilities of the person to the take up
with the current profile, ability to deliver results and learning attitude.
 APPOINTMENT:

Dealership should after an appointment letter mentioning the terms and

conditions remuneration and various benefits. It is a good strategy for improving retention
that the candidate signs a 3-4 years bond with the company. Alternatively a small portion
from retention money and can be rein based after 3 years.

It is good to finalized at least 2-3 candidates for each vacancy. This date will be helpful in
care dealership need to appoint somebody in the immediate future.

PERFORMANCE APPRAISAL (MEASUREMENT):

The performance of the various personnel is found out through various

DQCTC audit and reports. These are included management basis.

Basis on the D-2 audit G.M (General Manager), W.M (Work manager),
C.R.M (Customer relation manager) has to do some basic preparation to conducting review.

1. collect all the back-up sheets( audit forms)

2. Do the qualitative analysis of the report a note down the areas where performance has
gone down for each person.
3. Analyze yourself the reasons for poor performance.

WORK MANAGER:

DQCTC

D- Diagnostic

Q- Quality

C- Cost

T- Time

C- Customer and complaint handling

WORK MANAGER ROLE ARE

1) To give hassle free service experience to the customer by

 -Minimizing the repeat complaint and revisits within service and intervals
 -Ensuring that work is called out as per time schedule so that there is nodeviation
in promise time.
2) Improve the revenues the work shop through
 -improving productivity
 -Minimizing repeat complaints by ensuring the repair and maintenance is Carried
out as per the standard process defined by the Xneon Auto Spare Partss.
3) To manage the training needs of the technicians.

CUSTOMER EXPECTATION AS PER JDP (JAMES DAVID POWER) PARAMETERS.

SERVICE QUALITY

 Ability to diagnose problems properly

 Quality of work performance on the vehicles
 Toughness in fulfilling requests
 Availability of pets for service

PROBLEMS EXPERIENCED

 Trouble free operation

 Freedom from squeals and rattles
 Ease of maintain and repair overall quality relialibility and duties

USER FRIENDLY SERVICE

 Consideration for the customers free

 Standing behind their service
 Convents days and hours of operation
  Cleanliness and appearance of service facility.
STANDARD MODULES

A) Performance management

a. Ensuring repair quality

 Sign specific tools/equipments

 Adhering to quality parameters specified
 Carrying out all prework standard checks
 To ensure this a work manager has to do a (c-2) (b) job card, audit on
daily basis for each team. It should be a live audit.
 To ensure that the quality parameters have indeed has been adhered to
work manager should ask the technical to show the quality parameter
value set on any particular car.
b. Ensuring washing quality
c. Ensuring timely delivery
d. Improving worships productivity.

B) Customer complaint management

a. Work manager has to refers to on daily basis to know and resolve the open
complaint.
b. Whenever a complaint vehicle comes to workshop for resolution, work manager
will himself diagnose the problem with service advisor.
c. Complaint open for more than 3 days work manager should put up this comments
obey the complaint cannot be closed
C) Human resource management

e. training
f. incentives/rewards
g. house keeping
 h. review

Daily review

 Conduct review with TC on the C-2(B)

 Conduct daily review along with CRM(customer relationship
management)on the shop floor in the front of daily meeting board
 Discuss the repeat complaint received during the calls made on the previous
day with the concerned team
Weekly review

 Conduct weekly review along CRM in the shop floor in front of C-5 and
C-6 board
 Discuss the critical performance parameters
 Set targets for next weak and prepare action plan for each group

Monthly review

 Participate in the monthly review meeting along with Xneon Auto Spare
Partss representatives.
 Discuss the performance scores critical manpower like quality audit
 Discuss process score like C-2,C-4
 Prepare monthly action plan and set targets for composite score for the
next month
 FINANCE DEPARTMENT:
INTRODUCTION:
Rapidly falling interest rates have made loans affordable to more people, which means
there's still plenty of room left for growth. Disbursements are expected to increase at an
annualized 34% over FY2003-FY2007,taking outstanding retail loans to $130bn by FY2007.
This translates to a growth in outstanding loans from the current $36bn to $130bn, which would
represent 33% of bank credit and 18% of GDP in FY2007. The market penetration at this level
would still leave ample room for growth. The boom in financing would spuran increase in spends
on consumer durables such as two-wheelers and cars. Sales growth in two-wheelers would
accelerate from an annualized 10-11% over the past ten years, to 15.6% over

STRUCTURE OF FINANCE DEPARTMENT

SDL

FINANCE MANAGER

ASSISTANT MANAGER

TEAM LEADER

SR. FINANCIAL ANALYST

FINANC IAL ANALYST

PROCESS ASSO CIATE

 FY2003-2007; Car sales, which have grown at an annualized 11% over the past three
years, would rise at an even faster 20%.

Retail loans would form a third of banks' asset books in FY2007, and add Rs130bn to
their earnings over the next three years.

Fuelled by the free fall in interest rates and intense competition, especially from state-
owned banks, the availability of finance has expanded rapidly, and EMIs have fallen more
steeply, than was expected.

Consequently, the target population for financing has expanded by 18-20% for assets like
cars, twowheelers and mortgages. The following exhibit shows growth of consumer finance over
the years. The growth has been on a very high base, fuelled by the rapid fall in interest rates and
the aggressive entry of many banks. The market would remain under penetrated even at high
projected growth in future.

Impact of Consumer Finance Growth on

Passenger Cars and Two-Wheelers

Sales of passenger cars increased by 26.5% yoy in the first half of this fiscal, owing to the
lowering of excise duties in the general budget. The two-wheeler industry grew by 8.9% during
this period, much slower than the heady high-teens growth over the past two years, as the
agricultural slowdown last year hit rural incomes. Two-Wheeler sales are expected to increase at
a compounded 15.6% over FY2003-FY2007 Car sales would rise at an even faster 20% over the
same period.

Consumer Preferences

Indian consumers identify ease and speed of the loan application and approval process, as
well as flexibility of evaluation procedures, as the key drivers of financing satisfaction.

Consumer Financing Satisfaction Performance is measured by four factors:

 • Application process (44 percent);
• Approval and documentation (22 percent);
• Finance advisor (18 percent); and
• Loan value (16 percent).

Customers who obtained their loans from a nationalized bank are relatively more satisfied than
those choosing a non-banking finance company (NBFC) or a foreign bank.

Xneon Auto Spare Parts (PWA) was established in Feb 1981 through an Act of
Parliament, to meet the growing demand of a personal mode of transport caused by the lack of an
efficient public transport system.

Xneon Auto Spare Parts Industry was chosen from seven prospective partners worldwide.
This was due not only to their undisputed leadership in small cars but also to their commitment
to actively bring to MUL contemporary technology and Japanese management practices (which
had catapulted Japan over USA to the status of the top auto manufacturing country in the world).

A licence and a Joint Venture agreement was signed between Govt of India and Suzuki
Motor Company (now Suzuki Motor Corporation of Japan) in Oct 1982.

The objectives of PWA then were:

 Modernization of the Indian Automobile Industry.

 Production of fuel-efficient vehicles to conserve scarce resources.
 Production of large number of motor vehicles which was necessary for economic growth
Industry scenario

The passenger vehicles industry comprises passenger cars, utility vehicles (UV) and
multi-purpose vehicles (MPV’s). The fortunes of the auto sector are strongly correlated to
macro-economic parameters and the performance of the industrial sector. In India, around 80%
of all new cars are financed. The increased availability of finance at low rates and strong GDP
growth translated in a healthy growth for the industry.
EXPORTS

PWA exported 51,175 units in FY04, a growth of 59% yoy. Its FOB value is Rs9.4bn in
FY04 compared to Rs6.2bn in FY03, registering a 51.7% rise yoy. This growth as mainly due to
‘Maruti 800’ which grew 56.8%. The A2 category registered a 60.5% growth. The Alto and the
Zen have done well for the company. The company registered good growth in Algeria, Belgium,
Bhutan, Chile, Denmark, Germany, Hungary, Nepal, Sri Lanka and UK.

Raw material costs

Steel sheets, castings, forgings, alloy steels, steel tubes, saw steep rises in prices, which
added to the raw material costs of the company in FY04. Consolidated buying of steel and long
term contracts helped counter this problem to some extent.

Even under such a scenario where raw material prices were rising, the company saw its
cost of raw material go down by 4.8 percentage points to 74.5% of net sales in FY04 due to its
operating efficiencies. The company enjoyed a royalty waiver on some of its models from
Suzuki, and paid 10% less on components sourced from Suzuki, which helped reduce raw
material costs further. Operating profit margins (OPM) for the company improved to 10% in
FY04 from 5.3% in FY03.

Voluntary Retirement Scheme (VRS)

The company has 3,334 employees as on March 31, 2004. It offered VRS to its
employees in FY04 and 1,251 employees accepted the same. Rs1.2bn were accounted in the
income statement to VRS in FY04. This was additional to the VRS offer in FY02, which was
accepted by 1,050 employees.

Initiatives taken

Vendor rationalization was done and number of vendors was reduced to 220 in FY04
from over 350 two years prior to FY04. This helped enhance the supply chain efficiencies.
No capacity constraint

PWA has three fully integrated facilities with a combined production capacity of 500,000
units pa. However, the company produced around 1.4lac cars in Q4 FY04 without a third shift.
Annualizing this figure makes it 5.6lac cars annually, which is higher than the 4.7lac cars
produced by PWA in FY04. Therefore, MUL will not be constrained by capacity in the near
future.

PWA also reduced the number of hours required to produce a vehicle. From a high of 100
hours in FY01 to 46.1 hours in FY04, it has come a long way in improving its productivity and
efficiency.

Depreciation

PWA revised the estimated life of dies and jigs from a uniform eight years to periods
ranging from 29 months to five years depending on the model. This was done wef April 1, 2003
based on technical evaluation. This resulted in higher depreciation to Rs4,949mn in FY04 from
Rs3,221mn in FY03.

Investments worth Rs15.7bn were made during FY04. The major chunk of the
investments are in debt mutual funds that account for 88.4% of the investment portfolio in FY04
compared to bank fixed deposits which accounted for 98% of the total investments in FY03.
Investment in bank fixed deposits is included under cash &bank balances in the annual report.

Working capital management

The company follows just-in-time (JIT) inventory principles. The net working capital of
the company fell 62.7% yoy in FY04 to Rs4.9bn. This was mainly due to a fall in the debtor days
to 26.8 days from 34.3 days in the previous year. Inventory holding days declined to 17.1 days in
FY04 from 24.9 days in FY03.
 Approximately 70% of PWA’s components are outsourced. The creditor days reduced
too to 47.3 days from 58.1 days in the previous years. The company states that it does not desire
to delay payments to component manufacturers and therefore has not stressed on increasing
average payable period.

MARKETING DEPARTMENT

INTRODUCTION:
The marketing department has overall responsibility for growing revenue, increasing
market share and contributing to company growth and profitability. In a small business, the
marketing department may just be one person, or it may include a marketing director or manager
plus marketing executives responsible for functions such as advertising, publications or events.
The automotive industry is under unprecedented pressure to increase customer
satisfaction and make sales and service structures and processes more efficient. In light of a
stagnating market and increasing competition, incentive spending has risen substantially, thus
massively eroding profits. Top management decisions are clouded by a multitude of conflicting
interests such as volume targets, market share objectives and production requests. We support
clients in facing these challenges by developing the relevant actions to increase efficiency in
marketing & sales and after-sales. Together, we can achieve real sales and service excellence.
Strategy
CHART

MARKET RESEARCH
Market research is a key responsibility for the marketing department. Research helps the
company identify market opportunities and gain a better understanding of customer needs. It also
helps them understand competitors’ strengths and weaknesses so they can take action to protect
business with existing customers or win business from weaker competitors. The department can
carry out its own research by studying industry reports, market data on websites, or by contacting
customers and prospects to survey their needs and attitudes. Alternatively, they can brief a
market research firm to carry out the research.

Product Development
The marketing department works with Internal or external product development teams to
develop new products or improve existing ones. The department analyzes sales of existing
products and identifies gaps in the product range where there may be opportunities for the
company. Marketing employees provide development teams with information on customer needs
and preferences to help them identify the features or improvements to incorporate in new
products. Later in the product development process, the marketing department sets prices and
prepares plans to launch the product.

Communications
Marketing departments plan campaigns and develop communications material to promote
products and services to customers and prospects. Depending on their available budgets, they
may plan advertising campaigns, develop e-mail marketing programs, create promotional content
for the company website, write press releases or product publications, such as product leaflets,
company brochures, product data sheets or customer newsletters. They may write and design the
promotional material if they have skills within the department or they may appoint advertising
agencies or design firms to produce the work.

Sales Support
Cooperation between the sales and marketing departments can improve sales
performance and speed up business growth. The marketing department can provide sales teams
with high-quality leads by running advertisements that include a reply mechanism, such as a
coupon or telephone number, or by encouraging visitors to the company website to register their
details in return for a free newsletter or special report. Marketing also prepares presentations for
the sales team and supplies them with stocks of promotional material to give to customers and
prospects.

Events
In some companies, marketing departments are responsible for organizing events, such as
exhibitions, seminars, sales conferences or customer hospitality events. They plan the logistics of
the event, booking exhibition booths or meeting facilities, for example, and provide event
material, such as displays, presentations or handouts. They also promote external events to
customers and prospects to ensure successful attendance.

In close cooperation with our clients, we work on a wide range of strategic issues,
develop concepts and help to solve operational problems. With our 300 experienced automotive
experts located in 43 offices worldwide, our team's industry and consulting experience
guarantees that we can generate tangible value for our clients. By working on a variety of
projects with OEMs and dealers, we have acquired broad and in-depth experience in automobile
marketing, sales and after-sales.

We have also gained special expertise in the area of retail performance improvement
through numerous projects for major clients. In the case of a major European OEM, we were
able to realize significant sales (+28%) and profitability (+150%) improvements within a two-
year period. We achieved this by thoroughly assessing dealer performance and benchmarking it
against best practices, defining the necessary targets and measuring results.

Over the past few years, the expertise Roland Berger has developed in the area of brand
strategy and brand image development has substantiated our ability to deal with the increasing
challenges of successfully managing brands in a highly competitive market environment. We
helped a leading European car manufacturer align its branding strategy with future growth
targets by evaluating its product name strategy and comparing it with those of competitors. As a
result, a consistent strategy has been developed that will help our client adjust its product
portfolio in the medium- to long-term. In the future, it will also help develop an even stronger
brand in the market for passenger vehicles.

An increasing number of dealer network restructuring and wholesale alignment projects

has helped build the reputation of Roland Berger's Automotive Competence Center. This
Competence Center is considered a reliable and efficient partner in mastering the future
challenges of wholesale and dealer network organizations. By analyzing the current market
structure and defining what the future network should look like, investors were identified to
cover gaps. At the same time the fitness of the wholesale organization is a key element to support
the retail strategy. What's more, it was possible to develop a consolidated business plan to
significantly improve future overall performance.
Together with our clients, we strive to improve efficiency and support them in achieving
outstanding results. This means streamlining operations, exceeding customer and dealer
expectations and turning sales and service excellence into market share gains.
 SALES DEPARTMENT

CHART

AGM

Assistant General Manager

Back office

Sales
Reception Accessories

Account manager

Sales Sales Sales Accessories

manager1 manager2 manager3
Account in charger In charge

Assistant
accessories
Sales Sales Sales Sales Assistant account in in charge
executive executive executive executive charge
Showroom
salesexecutive

PDI L1 Electrician
Sales Sales
Supervisor technician
executive executive

System admin Data entry Insurance and executive Back office in charge SSM
in charge
Sales
satisfaction
manager
WORK PROFILE, ROLES AND RESPONSIBILITIES OF SALES DEPARTMENT

SALES MANAGER

 Conduct a meeting at sharp 9.30am, taking daily commitment(delivers{finance and ex-

warranty},new enquiry generation and booking)
 Taking knowledge of CRMDMS and operating system.
 Taking care daily enquiries and opening the green forms
 Taking care of requirements of vehicles.
 Taking care of committed daily target.
 Arranging the weekly training according to the requirements of the sales executives.
 Planning for the demo camp and test drive camp every month 10to 22nd and execute them
successfully.
 Submit report to AGM & Xneon Auto Spare Partss (with necessary documents) of the
demo camp after the event.
 Replaying to any mail or sending any mail has mark to AGM
 Vehicle allotment
 Keeping knowledge about competitive products, scheme and price.

1. SHOWROOM EXECUTIVE

 Attending the walk-in customers.

 Taking care of green forms of the prospective customers.
 Maintaining the showroom walk in & inquiry register.
 Taking care of water & tea for the customers.
 Guiding the customers to solve there quarries, & informing the responsible persons.
Taking care of the cleanness of showroom & display vehicles in showroom

2. SALES EXECUTIVE

 At morning, daily commitment of green & yellow forms & delivery

 Taking care of finance, insurance, warranty, commitments of relative customers.
 Executive has to take care of customers before booking to hand over the final documents
to customers.
  Prior approval of SM before commitment
 Taking care of outdated (30days) green forms.
 At evening, report of the morning commitments.
 Keeping knowledge about competitive products, scheme & price.

FINANCE MANAGER

 Providing the full information of finance scheme & finance documents to the customer &
charges of documents.
 Finance manager has take care all the financial issues (receipt, invoice, insurance copy &
key), it may be in house or non in house, bank.
 Taking care of the RO & finance amount.
 After receiving the payment by the financier arrange to send documents for financier
(finance company or bank).
 Replaying to any mail or sending any mail has to AGM

SALES SATISFICATION MANAGER

 Taking care of vehicle delivers in time.

 Making the available all the resources at the times of delivery.
 Before delivery checking the file of the customer & taking the signature of accountant,
sales manager, and assistant general manager on that file.
 Taking care of white forms, maintaining the quality of white form.
 Sending the photo & thanking letter to customer.
 Making calls to customer within 48 hours after the delivery of vehicle.
 Corresponding with Xneon Auto Spare Partss (RSSM, SSM, and TML).
 Taking care of empower card.
 Replaying to any mail or sending any mail has to AGM
BACK OFFICE

1. System operator

 Opening green and yellow forms in CRMDMS

 Invoicing, sales certificate
 Taking care of out dated green & yellow form
 At the end of the day mailing the daily reports (stock, A/C, billing) to AGM.
 Taking care of the documents of TP.
 Replaying to any mail or sending any mail has mark to AGM.

2. System admin

 Sending daily enquiries reports to PCDB

 Taking care of punching of vehicles
 Checking the TML & TMLD payments
 Checking the mails & informing the concern person
 Taking care of mails correspondence.
 Taking care of reports like rolling plan, activity plan, off take & retails, opening &
closing stock of the month.
 Taking care of connectivity of CRMDMS
 Providing the training & solving the problem of the CRMDMS
 Taking care of computers of the organization.
 Replaying to any mail or sending any mail has mark to AGM.

3. Billing personal

 Taking care of back office work.

 File updating, maintaining the soft copy of customer data.
 Putting payments receipt in customer’s file.
 Taking care of extended warranty & sending payments in time according to global
administration commitments.
 Sending finance documents after receiving the payment from the financier.
  Taking care of TP & all documents of the customers.
 Replaying to any mail or sending any mail has mark to AGM

ACCESSORIES

 Convincing the customers for accessories(sales and service)

 Taking care of FOC accessories.
 Taking care of accessories bill before delivery of the vehicle
 Taking care stock report & daily reports.

Receptionist

 Inviting the customer who is coming in the showroom & introduce to concern person.
 Attending the call coming on board.
 Taking care of the couriers(sending & receiving)
 Attending the customers in showroom.
 Taking care of the customer (water & tea)

ACCOUNTS

 A/C person should available in office hours in his cabin to collect the cash & raise a
receipt against it in CRMDMS.
 After cash receiving immediately raise a receipt in CRMDMS.
 Coordinating with finance manager regarding the finance payments & raising the
receipt in CRMDMS.
 Daily morning reporting with the A/C detail of TML & TMLD & details of booking
payments.
 Daily reporting dealer A/C online operated by customer or executive.
 Don’t accept out station cheque.
 Before delivery of vehicles check the payments details & sign on the customers file.
PURCHASING DEPARTMENT
INTRODUCTION:
Most major companies and even some government organizations have a purchasing or
procurement department as part of everyday operations. These departments provide a service that
is the backbone of many manufacturing, retail, military and other industrial organizations. Many
individuals, even some who work for these companies, are unaware of what the purchasing
department does, why it exists or what purposes it serves. To understand better what the role of
the purchasing department is, consider some functions it performs.
1. Small Business
2. Business Models & Organizational Structure
3. Organizations

What Are the Functions of a Purchasing Department in an Organization?

Most major companies and even some government organizations have a purchasing or
procurement department as part of everyday operations. These departments provide a service that
is the backbone of many manufacturing, retail, military and other industrial organizations. Many
individuals, even some who work for these companies, are unaware of what the purchasing
department does, why it exists or what purposes it serves. To understand better what the role of
the purchasing department is, consider some functions it performs.

Procuring Materials
One role of the purchasing department is to procure all necessary materials needed for
production or daily operation of the company or government organization. For a manufacturing
company, this might include raw materials such as iron, steel, aluminum or plastics, but it also
might include tools, machinery, delivery trucks or even the office supplies needed for the
secretaries and sales team. In a retail environment, the purchasing department makes sure there is
always sufficient product on the shelves or in the warehouses to keep the customers happy and
keep the store well-stocked. With a small business, it is especially important to keep inventory
ordering at a reasonable level; investing large amounts of capital in excess stock could result in
storage problems and in a shortage of capital for other expenditures such as advertising or
research and development. Purchasing also oversees all of the vendors that supply a company
with the items it needs to operate properly.

Evaluating Price
A purchasing department also is charged with continuously evaluating whether it is
receiving these materials at the best possible price in order to maximize profitability. This can be
challenging for a small business that may purchase in lesser quantities than a larger vendor and
which thus may not receive the same type of bulk discounts. A purchasing department in a small
business needs to shop around to find the best vendors at the most reasonable prices for the
company's particular size orders. Purchasing department staff may communicate with alternate
vendors, negotiate better pricing for bulk orders or investigate the possibility of procuring
cheaper materials from alternative sources as part of their daily activities.

Accounting
Purchasing departments handle all of the paperwork involved with purchasing and
delivery of supplies and materials. Purchasing ensures timely delivery of materials from vendors,
generates and tracks purchase orders and works alongside the receiving department and the
accounts payable department to ensure that promised deliveries were received in full and are
being paid for on time. In a small business, this means working closely with the accounting
department to ensure that there is sufficient capital to buy the items purchased and that cash is
flowing smoothly and all payments are made on time.

Policy Compliance
The purchasing department also must ensure that it is complying with all company
policies. For example, in a small business, individual staff members may communicate with the
purchasing department about purchasing needs for things such as office supplies or computers.
Before making a purchase, the purchasing department must ensure that it heeds the proper
protocols for purchase and budget approval and must ensure that any items are purchased in
accordance with the overall purchasing policy of the organization.
Global Vehicle & Powertrain Purchasing
Procures all components directly installed in vehicles and powertrains manufactured in
Xneon Auto Spare Partsworldwide assembly and powertrain facilities. We are responsible for
key commercial relationships with a diverse strategic supply base.

Indirect Purchasing
Responsible for the procurement of all goods and services not contained within the
vehicles and powertrains we produce. The Indirect Purchasing team is responsible for purchasing
advertising programs, agency personnel, construction services, healthcare programs, information
technology services and equipment, plant machinery, equipment, material handling, and
transportation services.

Global Programs Purchasing

Provides the single point of contact between Global Commodity Purchasing and the
Vehicle Product Development product teams. We facilitate the timely sourcing in support of
vehicle and powertrain launches. In addition, the Purchasing Program team also supports the cost
target-setting processes, program sourcing strategy development and component delivery to
support pre- and post-mass production builds.

Supplier Technical Assistance

Provides technical expertise by partnering with buyers to select and develop the most
capable suppliers. We drive the highest quality and manufacturing capability to achieve world-
class customer satisfaction and safety in our vehicles and power trains.
 CHAPTER IV
SWOT ANALYSIS
STRENGTH

 Evolving industry: Automobiles represent freedom and economic growth. Automobiles

allow people to live, work and travel in ways that were unimaginable a century ago.
Automobiles provides access to markets, to doctors, to jobs. Nearly every automobile trip
ends with either an economic transaction or some other benefit to the quality of life.
 Continuous product innovation & technological advancement: With the advent of E-
vehicles & alternative fuel such as Shell gas, CNG and others, Automobile Companies
are increasing R & D expenditure to drive the next phase of growth through use of
renewable sources of energy which may be solar, wind etc.
 Growth shifting to Asian markets: Although American & European market is the pulse
of this Industry, but the focus is shifting to developing markets like China, India & other
Asian nations because of the rise in disposable income, changing lifestyle & stable
economic conditions.
 Increasing demand of VFM vehicles: Intense competition in the matured/developed
markets has forced automobile manufacturers to target developing economies. But these
developing economies have high demand for VFM products (value for money). In the
automobile industry, VFM products would be fuel efficient, high mileage vehicles
because majority of customers in these nations prefer vehicles for commuting. On the
other hand, developed nations need is of vehicles for interstate travelling, and high speed
vehicles suitable for long route with high engine power.
 Increase in demand of luxury commercial vehicles: Companies like VOLVO,
Daimler/Chrysler, Bharat Benz are betting high & are targeting the developing nations
due to increase in demand of Luxury public transportation system.
 Manufacturing facilities in Asian nations to control cost : In order to control cost & to
manage shrinking margins automobile companies like Harley, Volvo, Bharat benz etc.
are building their manufacturing facilities in developing nations like India, China because
 these nations have cheap workforce, are high in resources & are nearer to developed
economies. These are classic conditions of an emerging market.

WEAKNESS

 Cars recalled: Controversies relating to recalling vehicles on account of some technical

dis-functionality or non-abidance to govt. led rules is becoming very common.
 Bargaining power of consumers: Over the last 3-4 decades the automobile market has
shifted from demand to supply market. Availability of large number of variants, Stiff
competition between them, and long list of alternatives to choose from has given power
to customers to choose whatever they like.
 Growth rate of Automobile industry is the in the hands of the government due to
regulations like excise duty, no entry of outside vehicles in the state, decreasing number
of validity of registration period & volatility in the fuel prices. These factors always
affect the growth of the industry.

OPPORTUNITIES
 Introducing fuel-efficient vehicles : Optimization of fuel-driven combustion engines
and cost efficiency programs are good opportunities for the automobile market. Emerging
markets will be the main growth drivers for a long time to come, and hence fuel efficient
cars are the need of the hour.
 Strategic Alliance : Making strategic alliances can be a smart strategy for Automobile
companies. By using specialized capabilities & partnering with other companies, they
candifferentiate their offerings.
 Changing lifestyle & customer groups: Three powerful forces are rolling the auto
industry. Shift in consumer demand, expanded regulatory requirements for safety and
fuel economy, and the increased availability of data and information. Also with the
increase in nuclear families there has been increase in demand of two-wheelers &
compact cars and this will grow further.
  Market expansion: Entering new markets like Asian & BRIC nations will result in
upsurge in demand of vehicles. After these markets, other markets are likely to emerge
soon.
 OEM priorities: Given the increase in electronic content, OEMs need to collaborate
with suppliers and experts outside the traditional auto industry. Accomplishing this will
require changes in the way OEMs function. OEMs will be looking to their top suppliers
to co-invest in new global platforms & this will be the driving force in the future.
THERATS
 Intense Competition: Presence of such a large number of players in the Automobile
industry results into extensive competition, every company eating into others share
leaving little scope for new players.
 Volatility in the fuel Prices: At least for the passenger segment fluctuations in the fuel
prices remains the determining factor for its growth. Also government regulations
relating the use of alternative fuels like CNG. Shell gas is also affecting the inventories.
 Sluggish Economy: Macroeconomic uncertainty, Recession, un-employment etc. are the
economic factors which will daunt the automobile industry for a long period of time.
 High fixed cost and investment in R & D: Due to the fact that mature markets are
already overcrowded, industry is shifting towards emerging markets by building
facilities, R & D centers in these markets. But the ROI out of these decisions is yet to be
capitalized.

MANAGERIAL SKILLS INTERNSHIP

Many students think a degree in management or business is essential for management training
schemes. While it can be advantageous, it’s not a definite requirement, especially in sectors such
as construction or retail. XENON AUTO SPARE PARTS PVT LTD AT COIMBATORE
development at estate agency group XENON AUTO SPARE PARTS PVT LTD AT
COIMBATORE Lettings makes it clear that having the right skills and attitude is often more
attractive to employers than qualifications.

WHAT SKILLS YOU NEED AND WHY YOU NEED THEM

 Your interpersonal skills are a key consideration for employers when they're sizing up
your management potential. According to Kate, ‘Many graduates are surprised by exactly
how important the ability to get on with people and enjoy social interaction is.’
 One aspect of this is diplomacy, as you need to be able to deal with people tactfully in
difficult situations.
 Equally, emotional intelligence is highly regarded; Kate explains that ‘Good managers
also have an instinctive understanding that everything worthwhile takes enormous hard
work to achieve.’ Being able to empathise and understand other people's perspectives
helps to build strong working relationships. Flexibility and listening skills tie in with
this: managers need to be open to change and new ideas from others, to show that staff
members are valued.
 On the other hand, managers have the ultimate responsibility to weigh up which decisions
are best, so they need to be persuasive and have confidence in their decision-making.
This goes hand in hand with having excellent communication skills to express directions
clearly.
 The ability to motivate others is a particularly valued interpersonal skill; great leaders
inspire others to be great at what they do too.
 Kate explains that a great manager is also ‘someone who really thrives on being busy;
someone who has a positive attitude and always sees challenges rather than problems.’
The work can be stressful, with a lot of responsibility, so resilience and a calm attitude
under pressure are essential.
 One of those challenges is having to make decisions based on the information you’ve
been given, even if it’s not the whole picture. Being able to manage ambiguity is a
competency often overlooked by jobseekers but it shows that you can adapt to change
and cope with uncertainty.
 Similarly, job-hunters often think good organisation and time management are obvious
skills for many jobs but they’re especially vital for managers, who have to organise,
delegate and set deadlines for other employees' work, not just their own.
 Finally, employers are increasingly looking for managers who are commercially
aware and customer focused, as the people who know the ins and outs of the business,
 industry, competitors and customers will help lead the organisation in the right direction
for the future.
HOW TO GET THE SKILLS YOU NEED

 It's unlikely that you'll pick up the skills you need to get a management job purely from
your university studies, so you’ll have to get plenty of experience from elsewhere.
 Volunteering can be helpful, especially if you choose a role dealing with people.
Alternatively, you could offer to manage a specific project in your part-time job or take
up a new position of responsibility in a society or sports club. Another option is to find a
mentor, job-shadowing placement or even ask for advice from your boss. You can learn
specific techniques by analysing the way they do it and asking for tips.
 Bear in mind that you don’t always need to have held a role with the title of ‘manager’,
‘leader’ or ‘president’ to show you have what it takes to be those things. Even if you were
the publicity officer of a society, people still came to you with questions and you were
still responsible for making the decisions in your area. Equally, if you’ve only studied
and travelled, that travelling involved planning and going out of your comfort zone. This
shows organisation and emotional maturity, key skills of good leaders even without the
title.
How to show off your skills

 Make a list of all the skills the job advertisement asks for and write down an example of
when you’ve used each skill. Make sure you explain your point: say how you learned
from the experience, how well you did the tasks or how this skill will be useful in
management jobs. Then add on skills that are not advertised but are still important for
managers (make sure you have all of those mentioned in this article!). You can then use
this document as a reference for writing CVs and covering letters, and preparing for
interviews.
 You should consider your vocabulary too, responding with the right skill: for
interpersonal skills use terms like ‘encouraged’ and ‘supported’, but for leadership use
more authoritative terms like ‘delegated’ and ‘directed’.
 Try to get job-hunting savvy; read our applications and interviews advice and sample
CVs to learn more about how to make the most of your skills. You can read a lot more
 about each individual skill too. Plus, there are management roles in all sorts of work
sectors, so learn about the industry you’re most interested in, whether
it’s construction, hospitality or retail. That way, you’ll understand the employer’s place
within the industry as a whole.
 One of the most important things is to practice what you preach. It’s no use saying
you’ve got great organisation and time management skills, and then showing up late for
the interview. Equally, there’s no point telling the employer you stay calm under pressure
and can manage ambiguity if you panic and don’t follow instructions at an assessment
centre.

CHAPTER V
CONCLUSION

CONCLUSION:
As for the researcher’s observation through the study researcher has found out that the
PWA is performed according to the needs of the situation policy, in some causes there are strict
and confidential policies, while in some other cases there is not much structured policy, but more
or less practices at XNEON AUTO SPARE PARTS INDUSTRY is done for the sake of the
organization and the managers and employees working in it.
XNEON AUTO SPARE PARTS INDUSTRY aims to provide efficient, consistent and
cost effective service to consumers, needs to carry on its reputation in the coming years, the
efficiency of the organization depends not only on the efficient employees but also on
maintaining and developing their skills through training and development.
Although PWA has some limitation still the organization is running its operation successfully
and that indicates that the system is adequate enough to maintain the efficiency so, we can
conclude that PWA practices at is good enough, though not a perfect one.

REFERENCE:
1. www.autocarindia.com
2. www.carwale.com
3. Business Standard Motoring dated 20th august 2007
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5. http://www.hyundai.co.in/aboutusn.asp?pageName=comp
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financial performance. European Management Journal, 24(1), 86-94.
7. Ford Motor Company (2015). Business Strategy.
8. Ford Motor Company Form 10-K, 2014.
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