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Global Meltdown

Lessons to be Learnt
Operations Perspective

Swapnil Galgalikar.

Rupesh Zambad.

Rakesh Tanwale.

Izhar Mushrif.

Amit Gautam

Sourabh Bafna.

Amit Shinde.

Vikram Lawand.

Prasad Sahastrbudhe.

Krishna dhanorkar.
Video 1

Effects of Meltdown

Associated Factors

Available alternatives

Manufacturing Strategies

Learning & the Future Path

Steel

Automotive

Textile

Oil & Gas

Chemical

Automotive Industry

Projected growth of the Indian auto industry


translates to 10 -11 % of India GDP by 2016

Auto- component industry in India expected to


be USD 45 billion.

Policy initiative to market India as an attractive


manufacturing destination.

Automotive industry promises significant


employment opportunities.

Source- SIAM

India is going to be an automotive hub a dream destination for engineering


industries.
- Mr. Mandlik, General Manager
L&T
BCCI Seminar- 13
Nov. 09

Category
Commercia
l Vehicles

Passenger
Vehicles
Total

Industry Sales (Nos.)


2008-09

2007-08

Growth

415652

503218

-17.4%

1525313

1533268

-0.50%

1940965

2036486

-4.7%

Source: Society of Indian Automobile Manufacturers report and Company


Analysis

Continue

Shutdown fully/ partially

Divestment

Decrease in Sales affects entire supply chain

e.g.- Slowdown in Automobile will affect pigment ,paints ,


resins , solvent and related logistics

Evolving Planning system that addresses changes

Addressing Inventory and converting of stock to cash.

Identify sub-optimal performance in consumption of


material or inefficient processes

De-risking sales is fundamental to operations.

Continuous performance improvement in operations by


engaging process improvement teams who work with
R& D to make positive changes for cost and material
utilization.

Improve data collection about customer


trends, technology improvements &
realistic forecast

Efficient utilization of ERP systems

Production for new markets

Lean Manufacturing

Maintenance Strategies

Changes in scale of production

Under utilized capacity

Production Cut

Inventory piled up

Blocked capital.

GM Closed 13 out of 21 plants.

GM eliminated 74,000 jobs.

GM supply chain crisis still exists.

20 suppliers have filed a bankruptcy petition in the United


States

To develop a supply base with emphasis on


lower cost

Focus on customized production

Ensure quality rather than quantity

Economies of scale

Develop Technical & Human Capabilities

Enhance Technology Management

Lower growth
of 9.4% in
2008-09

Lead
Indicators
suggest
decline for
2009-10

Source: CSO

Reducing Demand

Losses of projects & Contracts


ABN AMRO LaSalle Hyderabad Project
Scrapped

Operation cost pressure


Laying off exp & High salaried employees

Infosys Revenue guidance


Decline of 3.1% to 6.7% in Fiscal 2010

Source : Chairmans Speech 28th Annual Gen Meeting

We are very honestly over-hired


The situation is still quite challenging, If you look
at our customers, they are not really seeing any
increase on their revenue side. And because they
are not seeing any increase on their revenue
side, they will continue to be concerned
-S.D. Shibulal (COO, Infosys)

Source : ONE INDIA NEWS

Hyderabad ABN Amro section on bench

Postponed revisions in promotions

We have re-aligned our cost structure to


protect margins. The Leadership has led by
example & has accepted the highest reduction in
their variable compensation. For 2010, we have
postponed any revisions in compensation &
promotions to remain competitive in the current
difficult circumstances
- Narayana Murthy (Chairman & Chief Mentor)
Chairmans Speech 28th Annual Meeting: June 20,
2009

Focus on
Innovation
Performance
Mgmt

Organization should be flexible enough to


reallocate resources from one project to
another

Leverage Technology to rationalize costs

Standard package for performance focused


customer

Stress on Maintenance projects

Focus on Research & Innovation

To survive in the crisis the winners dont do


different things, they do things differently.

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